Department Accomplishments






Department of Accounting and General Services (DAGS) achievements during the Lingle-Aiona Administration have supported the team’s goals and vision for Hawai‘i, especially in restoring trust in government and making government work better.

Restored Trust in Government – Procurement Reform

• In FY2003 DAGS helped pass Act 52, known as the Omnibus Procurement bill, which increased openness in the evaluation and award of state contracts by requiring an independent selection committee ranking of professional service providers, prebid conferences, and public posting of all professional services contracts of $5,000 or more.

• Act 52 also established the Hawai‘i Procurement Institute to improve and enhance the efficiency, integrity and transparency of the State procurement process by functioning as a source of procurement training a “think-tank” for state and local procurement policies, laws, and regulations.

• In 2004 DAGS submitted HB 2356 to repeal forty procurement exemptions from the procurement code, HRS 103D. Its language was inserted into HB 2136, which passed and was signed by Governor Lingle, removing thirty-eight of the forty exemptions and requiring that affected agencies follow the procurement code.

• DAGS helped modify the procurement code to help small business via Act 50, SLH 2005, which requires the State’s Procurement Policy Board to establish rules to promote opportunities for small businesses on Hawai‘i state and county contracts. DAGS also helped adopt administrative rules that took effect in January 2007 to promote the development of small businesses.

• In FY06 the State Procurement Office (SPO) improved the procurement process for all state and county government agencies by implementing the Hawai‘i Electronic Procurement System (HePS), an innovative application designed to speed up procurement and reduce the cost of purchasing goods and services. The SPO also launched Hawai‘i Compliance Express (HCE), a system that allows vendors to not only register and certify electronically that they comply with all applicable state laws, but that informs them of new solicitations and warns them when their compliance certificates are about to expire.

Responsible, Efficient Financial Management

• The State of Hawai‘i has continued to receive the Certificate of Achievement for Excellence in Financial Reporting for its Comprehensive Annual Financial Report (CAFR) for every report for the past 20 years, including eight years of the Lingle Administration, directly benefiting the public by raising Hawai‘i’s bond rating and lowering interest cost.

• The Comptroller established measurements and procedures that reduced overall late payments by state government to private vendors from 13.08 percent in FY2003 to 8.63 percent in FY2005. The Comptroller also addressed overpayment of salaries to employees and implemented a system of more effective collections and write-offs of un-collectible amounts to reduce the overpayment balance from over $2 million in 2003 to $1,095,840 at the end of FY 05.

• The Automated Clearing House (ACH) payment process for tax refunds was implemented in January 2004 and payment of retiree Medicare premium refunds electronically began in September 2005. The ACH process gets payments to the payees sooner and is less expensive than issuing checks.

• Enhancements were made to a Datamart system to allow more effective use of accounting information for more users with more effective and secure reports. Beginning in fiscal year 2008, the majority of paper accounting reports were no longer distributed because these reports were accessible by department fiscal staff for online viewing and printing. This particular enhancement has reduced paper cost as well as reduced the time and resources expended to distribute hard copy reports to state departments and agencies.

• In 2009, the Legislature transferred the procurement of audit services from the Comptroller to the Legislative Auditor. DAGS, through its Audit Division, coordinated the transfer and continues to perform the other statutorily required audits and duties.

Increased Efficiency Through e-Government

• The Governor’s website was enhanced to improve citizen access to the Administration. It offered online information about the Administration’s initiatives, executive branch actions, live and archived web-casts of events and news conferences, and links to all state departments. It also allowed citizens to email the Governor and her staff, apply online to serve on the various Boards and Commissions, and request meetings or events with the Governor.

• Archival and Electronic Records – To ensure proper treatment of state records, DAGS’ Archives division staff created a website with instructions on how to determine which records are historic, how to store and retrieve records at the state records center. DAGS helped pass a bill that became Act 177 SLH 2005, that allows the creation, use, and storage of government records in electronic format, and conversion of existing paper and microfilm documents to electronic format to increase the efficiency of storing government information.

  • Bringing the Archives into the 21st century by creating a web-based digital collection that makes its records and indexes available to the public online began in 2005. In September 2007 this collection went live with over 21,000 records online. As of June 2009, the Digital Collection has nine collections consisting of over 121,000 records/indexes. From 2007 to 2009 the monthly web visits increased over 2,200 percent from 522 in July 2007 to 11,875 in June 2009. The public response has been highly favorable and they continue to ask for more records to be made available online. The Hawai‘i State Archives Digital Collections are available at:

• The State’s portal, under the direction of the Access Hawai‘i Committee headed by the Comptroller, has made it easier for citizens to do business with the State over the Internet. Executive Branch departments, in partnership with the portal manager, have produced over 40 e-Government applications for the state ranging from electronic tax refunds to on-line license renewals to demonstrating compliance with Hawai‘i laws to unclaimed property searches.

• DAGS worked with the Department of Taxation and the Department of Budget and Finance to develop a process that enabled tax payers to have their tax refunds directly deposited into their bank accounts beginning in calendar year 2004. The number of tax refunds paid electronically annually has steadily increased from 94,000 in calendar 2004 to 182,000 in calendar year 2008. The State also began paying Medicare refunds electronically to retirees in mid-2005 which averages over 80,000 annually.

• To enable e-Government over the Internet to be more effective, the Comptroller has established control over the information technology (IT) systems behind the firewall that process the information that citizens want to have access to. The IT Governance Committee coordinates the systems, standards, designs, and operations used by Executive Branch departments to optimize the costs and sharing of resources among the departments.

• DAGS’ Land Survey Division, which checks all Land Court and File Plan subdivision maps and reviews all applications for shoreline certification, worked to provide greater public accessibility to maps. The Division digitized the Land Court and File Plan map collection and is digitizing current shoreline maps and photographs. A website was launched to provide access to more than 28,000 Land Court, File Plan, government subdivision maps and proposed shoreline certification maps.

Improved Public Safety

• Strengthening the Building Code and Improving Disaster Recovery – The Comptroller worked to advance the Governor’s initiative to strengthen the building code to increase the resistance of state buildings to withstand the effects of natural and manmade disasters. Of special interest is the establishment of requirements for hurricane shelters that can accommodate pets and that the requirements of people with special needs.. For the first time, the State has a State Building Code suite that has been approved by the Governor, covering the State Building Code, State Energy Conservation Code, State Plumbing Code, State Electrical Code, and State Fire Code. The counties are expected to adopt these codes under their ordinances.

• The Wireless Enhanced 911 Board worked to ensure that a person calling the Emergency 911 number from a cell phone can be located by emergency response personnel.

Led by Example – Promoting Energy Efficiency and Sustainable “Green” Practices

• DAGS’ Central Services Division concentrated its efforts on reducing energy consumption and utility cost in state buildings, reducing operating costs, instituting environmentally-friendly green cleaning products, implementing recycling, and aiding in housing the homeless. The program received Energy Star Awards from the U.S. Environmental Protection Agency (EPA) for the Kakuhihewa, Leiopapa a Kamehameha, Keoni Ana, King Kālakaua, AAFES, Kāneo‘he Civic Center, Wahiawa Civic Center, OR&L and Ho‘pono buildings.

  • Energy conservation efforts included replacing existing fluorescent lamps with more energy efficient lamps, de-lamping offices, hallways, and rooms where lighting exceeds acceptable levels, and replacing existing lighted exit signs with efficient LED signs. Savings are also achieved through retrofitting and energy conservation measures.

• DAGS’ Custodial Services Program converted from the use of chemical products containing harmful agents to environmentally-friendly products that are just as effective. In FY09, the Custodial program achieved a 90 percent conversion from “harsh” products to environmentally-friendly products. It also initiated recycling of cardboard and paper products in FY 08. Green strategies include replacing folded paper hand towels with less costly roll hand towels or hand blowers, installing irrigation sub-meters to save on sewer charges, and installing low-flow urinals.

• DAGS’ Grounds Maintenance Program focused on improving landscaped areas by replacement/repair of sprinkler systems, and installing rain sensors to conserve water by avoiding irrigation when it rains.

Modernized Public Buildings and Facilities

• The Public Works Construction Program worked on construction and repair and maintenance projects for state departments and agencies. It has made all of its bid specifications available electronically.

• DAGS’ Public Works Division managed CIP projects for the State Judiciary, including the completion of Ko‘olaupoko (Abner Paki Hale) District Court Building, the Kaua‘i Judiciary Complex in 2005, the Hilo Judiciary Complex in March 2009, and the Kapolei Judiciary Complex which includes a Juvenile Detention Center in May 2010.

• Projects for the Department of Education include the Waipahu Intermediate School Cafeteria, the State’s first sustainable green LEED certified project, Nanakuli IV Elementary School, Maui Lani Elementary School, and Ocean Pointe Elementary School. For the Hawai‘i State Public Library System, DAGS’ projects included the Kohala Library and the Mānoa Library. On June 30, 2005, all public schools construction, repair and maintenance projects were transferred to the Department of Education.

• Projects for the Department of Human Services include the Ke Kama Pono (Honoka‘a Safe House) that was opened on the Big Island in October 2005. A former teacher’s cottage was renovated to function as a group home for non-violent female youth offenders as an alternative to the Hawai‘i Youth Correctional Facility on O‘ahu. This successful operation was followed by safe houses in Wailuku, Kona, and Kalaeloa.

• Projects for the DAGS Anuenue First Responder System include the radio facilities and tower at Kahua Ranch on the Big Island. This 2005 project was awarded the 2007 Project of the Year for Structures under $2 million by the Hawai‘i Chapter of the American Public Works Association. Other Anuenue projects were completed at Koko Head, Pu‘u Nana, and Moloka‘i. At the end of 2010, work was underway at Kaupulehu, Hawai‘i.

• DAGS launched a multi-year, multi-million dollar renovation of Aloha Stadium. By mid-2010, two thirds of the roof replacement was completed, and structural refurbishments are scheduled to be completed in 2011. Additional refurbishment and upgrade will then follow. When the improvements are completed, the repair and structural work should add two more decades to the life of the stadium, which was built in 1975.

Helped Hawai‘i’s Homeless Move Toward Self-Sufficiency

Birthday celebration at the Next Step Shelter in Kakaako.

• Governor Lingle first brought the issue of homelessness to the public forefront at a meeting of the Chamber of Commerce of Hawai‘i in July 2004. The Governor told the nearly 1,000 business leaders that, “We’ve come dangerously close to accepting homelessness as a problem that we just can’t solve,” and cautioned that the festering housing problem will have significant impact on the state’s long-term economy, visitor industry and land values.

  • The Governor convened a task force comprised of homeless advocates, human service providers, housing developers, financial institutions, faith-based organizations, government agencies and other private, public and non-profit partners. In January 2005, the task force submitted the 10-year Hawai‘i Plan to End Chronic Homelessness to the Governor and the Legislature.

• In April 2006, a crisis emerged when the abrupt night time closure of Ala Moana Beach Park displaced approximately 200 homeless people. Governor Lingle took decisive action to address the situation using the authority granted to her under the Hawai‘i State Constitution and State laws, when she signed an emergency declaration to provide shelter for the displaced people.

• Although not part of its core function, DAGS worked to provide homeless housing facilities since that declaration, and joined the State’s many community partners, including private and nonprofit organizations, in making significant progress toward solutions to homelessness.

• Just six days after the Governor’s declaration, DAGS Central Services Division completed an emergency shelter named “Next Step” for 200-300 people in a 31,00 square foot vacant warehouse in Kaka‘ako.

• In May 2006, Governor Lingle received the inaugural “A Home for Every American” award from the United States Interagency Council on Homelessness (USICH) for her efforts to end homelessness in Hawai‘i. USICH recognized her Administration for developing the state’s 10-year homelessness plan, promoting solutions to alleviate the affordable housing shortage, and allocating more funds to repair homeless shelters and provide supportive services to the homeless.

• After the rapid opening of Next Step, the Governor issued other emergency proclamations to address health and safety issues as a result of having so many homeless living in parks and beaches along O‘ahu’s Leeward Coast.

• The Governor’s executive action allowed DAGS to develop and implement within a few months Onelau‘ena shelter for 200 people in Kalaeloa in 2006, and Pai‘olu Kai‘āulu shelter for 300 people in Wai‘anae in just 7 months in 2007 for 300 people.

• Taking over responsibility for coordinating the State’s homeless efforts in early 2008, the Comptroller oversaw the August 2008 opening of Kahikolu Ohana Hale ‘O Wai‘anae, a 72-unit transitional and affordable rental apartment project developed by the Hawai‘i Housing, Finance and Development Corporation with homeless services provided by the Hawai‘i Public Housing Authority’s Homeless Solutions Program.

• On Kaua‘i, DAGS worked collaboratively with the administration of the late Mayor Bryan Baptiste and Kaua‘i Economic Opportunity to open Mana‘olana, the island’s first emergency shelter, as well as the Ka Uapo transitional housing facility at the former state courthouse building in Lihu‘e.

• The final two shelters built under the Governor’s emergency proclamations were completed in December 2008. Ulu Ke Kukui in Ma‘ili, was built by Stanford Carr Development, at no profit to the private developer. It has 80 housing units for families with children. The second facility, Kumuhonua 36 at Kalaeloa, is a former Navy enlisted men’s quarters, and underscores our partnership with the military in finding homeless solutions.

• With every unit that has been built, an individual or family has received much-needed shelter, as well as support services to help them regain their financial footing and transition into permanent housing. The shelters and services provided, combined with the outpouring of support from the community, provide hope and opportunities for a better future.

• These efforts by the Administration and its partners spurred action to increase shelter capacity throughout the State. As a result, homeless shelter capacity has doubled since 2006 from 587 to 1188 units, while dormitory beds have increased by 50 percent from 525 beds to 785 beds.

• The number of homeless people who received services from outreach provider agencies increased 18.2 percent from 9,875 in fiscal year 2006 to 11,680 in fiscal year 2009.

• The number of homeless people who received service in shelters increased 66.7 percent from 5,688 in fiscal year 2006 to 9,483 in fiscal year 2009.

• The number of people who transitioned into permanent housing increased 163.9 percent from 1,532 in fiscal year 2006 to 4043 in fiscal year 2009.

• Since taking office, the Lingle-Aiona Administration has worked with its partners to increase the supply of affordable homes and rental units as part of a long-term strategy to reduce homelessness.

  • Between 2003 and 2010, 4,544 affordable houses and rental units were built. For years 2011 to 2015, the Administration has set a production target of 5,580 homes and rental units. Of that number, 554 units are already under construction.

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Promoted and Developed New Markets for Hawai‘i Agriculture Products

• In May 2006, the Agricultural Development Division launched the Hawai‘i Seals of Quality (SOQ) program to brand genuine Hawai‘i-grown or Hawai‘i-made premium products. By the end of 2010, SOQ program had 46 members statewide and sold over nine million seals. Sales revenue for participating members was estimated at over $30 million in 2009.

Visiting local farmers at Hamakua Springs Country Farm on the Big Island.

  • Another successful HDOA marketing program updated the Island Fresh program with the incorporation of “Buy Fresh, Buy Local” followed by “Buy Local, it Matters”, in partnership with UH-CTAHR, the Economic Development Alliance of Hawai‘i (EDAH), the Hawai‘i Farm Bureau, counties, Natural Resources Conservation Service and others. This program is raising the public awareness of Hawai‘i’s agricultural products and the importance of buying local.

• Over the Administration’s eight years, DOA’s Agricultural Loan program approved a total $19.5 million in loans. At the end of 2010, its portfolio included 215 loans totaling $17.64 million.

  • In addition to providing financing to expand Hawai‘i’s agriculture and aquaculture industries, the program also serves as a safety net for producers by providing financial assistance in times of emergency such as droughts, floods, wind storms and disease outbreaks.
  • The program developed a streamlined process for approving micro-loans of $25,000 or less, which allows the loans to be fast tracked, which is especially useful during times of emergency.
  • Since 2003, the Division activated the emergency loan program on four occasions for heavy rains and floods, wildfires and earthquakes approving a total of 73 loans.

• The Plant Industry Division assists growers to move fresh agricultural products to access new markets, which may have restrictions as a result of particular pest problems in Hawai‘i.

  • The program obtained clearance to ship potted anthurium plants to Japan under a compliance agreement with the Japan Ministry of Agriculture, Forestry, and Fisheries. This was a 13-year effort to clear Japan’s regulatory hurdles related to the burrowing nematode.
  • Also, approval was obtained to move fresh fruits and vegetables to U.S. mainland markets employing irradiation as a quarantine treatment, specifically, through, newly promulgated U.S. rules for specific insect pests (e.g., mango weevil) and through generic treatment doses that apply to most other hitch-hiking insects.
  • The Agricultural Development Division successfully applied and received USDA Specialty Crop Block Grant Program funding from 2006-2010, totaling $1.26 million that is used to increase the competitiveness of specialty crops in Hawai‘i and successfully applied and received funding for four competitive USDA Federal-State Marketing Improvement Program grants from 2003-2009, totaling $170,000 to fund agricultural marketing projects in Hawai‘i.

• An initiative coordinated in collaboration with the Department of Business, Economic Development and Tourism and the Governor’s Office in 2003 to have Hawai‘i coffees served at the White House opened the door for sales of Hawai‘i coffee to the U.S. military and was expanded to include purchase of other Hawai‘i agricultural products.

Preserved Important Agricultural Land

• After nearly three decades, Important Agricultural Lands (IAL) legislation as mandated by the State constitution and an incentive package to trigger the process was finally passed (respectively in 2005 and 2008.).

  • The effort involved many partners including DOA, University of Hawai‘i College of Tropical Agriculture and Human Resources (UH-CTAHR), the Hawai‘i Farm Bureau and the Land Use Research Foundation of Hawai‘i.
  • The first 3,773 acres of Important Agriculural Lands were voluntarily designated as IAL in 2009 on Kaua‘i, shortly followed by a significantly large IAL designation of 27,000 acres on Maui.
  • There is still much to do to protect our precious agricultural lands, but under the Lingle-Aiona Administration, the first steps were finally taken.

Helped Farmers During Emergencies

• On October 15, 2006 a 6.7 magnitude earthquake struck the Big Island causing major damage to the Waimea and Lower Hamakua Ditch irrigation systems. Working together DOA, local farmers, the Hawai‘i National Guard, State Civil Defense, Public Safety, and the federal Natural Resources Conservation Service, restored significant water flow to the Waimea system within a month.

  • The Lower Hamakua system experienced significantly greater damage, but a dedicated team of engineers and construction contractors, led by DOA’s Agricultural Resource Management Division, immediately began repair work with teams going into the tunnels to survey the damage and removed lapsed dirt and debris. Intakes were rebuilt and flow was eventually restored.
  • Over $15 million of repairs have been done and this project has won state and national awards including:
    • 2009 Grand Conceptor Award (1st Prize) from the American Council of Engineering Companies of Hawai‘i.
    • 2010 Project-of-the-Year, Disaster or Emergency Construction/Repair, $5 million to $25 million from the American Public Works Association, Hawai‘i Section.
    • 2010 Best Medium Project from the American Society of Civil Engineers, Hawai‘i Section.
    • Grand Award (1st Prize) for the 2009 Build Hawai‘i Awards sponsored by the General Contractors Association of Hawai‘i.

• In 2006, the Agricultural Resource Management Division, State Civil Defense, and the Hawai‘i National Guard took emergency action when 40 consecutive days of rain fell over the state causing rivers and streams to overflow, flooding towns and agricultural fields. The abandoned Kailua Reservoir threatened to overflow even though its outlet was open so neighboring homes were evacuated until the immediate danger passed. Following the emergency, a permanent breach of the reservoir was done to prevent the situation from reoccurring.

• DOA raised the level of emergency preparedness in partnership with the State Civil Defense by developing and implementing the Animal Health Emergency Management System, a web-based Geographical Information System that allows for rapid response in the event of a highly contagious animal disease or agro-terrorism event. Also, the Hawai‘i Animal Health Emergency Management Plan was developed and a table-top exercise for Avian Influenza involving 30 different state, federal, county agencies and private organizations was held in 2005.

Protected Hawai‘i Agriculture from Invasive Pests and Disease

• The Hawai‘i Department of Agriculture developed a comprehensive statewide biosecurity program enhancing traditional port-of-entry inspection programs to prevent entry of invasive species to now become a multi-dimensional program which also includes pre-entry clearance, rapid response, electronic manifest and information management systems, education outreach, planning for new state-of-art joint inspection facilities, and programs with nurseries and other producers to assure clean crop production to expand exports to domestic and foreign markets.

• When a pest becomes established in Hawai‘i, often the only sustainable means of controlling it is through biological control. DOA’s exploratory entomologist conducts explorations globally to find beneficial insects or pathogens for testing and possible release into Hawai‘i to control such pests.

  • During the Lingle Administration, the program’s successes include the release of a biocontrol agent for the nettle caterpillar, a stinging insect that can cause severe skin irritation in sensitive individuals, and a biological control agent for the Erthyrina gall wasp, which attacks Erthyrina trees and threatened the extinction of Hawai‘i native wiliwili trees.
  • Research was also completed on a biological control of the fireweed, a toxic weed in pasture lands that can kill cattle

• DOA’s Livestock Disease program established five area- or State-wide quarantines for West Nile Virus, Avian Influenza, bovine tuberculosis and Scrapie, and placed 17 swine farms under quarantine to control and eradicate pseudorabies, swine brucellosis and bovine tuberculosis to protect the livestock and poultry industries.

  • With the assistance of the Aquaculture Development Program, four shrimp operations were put under quarantine to control and eradicate white spot disease and taura syndrome. Expeditious re-establishment of disease-free status is critical to the resumption of commerce for the industry and the State.

Kept Hawai‘i Rabies-Free; Eased Quarantine Restrictions for Pets

• Early in the first year of the Administration, the Department of Agriculture (DOA) rewrote and adopted administrative rules for animal quarantine to reduce the burden on pets and their owners, while still protecting the state from the introduction of rabies.

  • The Rabies Quarantine Program that allows for a five-day-or-less quarantine option went into effect on June 30, 2003 enabling the direct release of qualified dogs or cats at the Honolulu International Airport.
  • Additional rule changes were made which extended the five-day-or-less option to some neighbor island airports, added Guam to the list of exempt areas for pet importation, modified the vaccination requirements to reduce animal preparation time and allowed Hawai‘i residents to freely travel with their qualified pets departing and returning to the state without quarantine.
  • During FY2010, 10,075 pets entered the state with 86 percent of them qualifying for direct release to their owners upon arrival at the airport.

Promoted Food Safety and Security

• To assist farmers with food safety, DOA’s Quality Assurance Division (QAD) raised $550,000 to pilot and test a Radio Frequency Identification- (RFID) enabled food traceability system.

  • This project won the Governor’s Innovation Award, RFID award for sustainability and Computer World award for honoring those who use Information Technology to benefit society.
  • This system was developed in partnership with Motorola, Lowry Computer Products, Globe Ranger Software, Armstrong Produce, Sugarland Farms, Hamakua Mushrooms, Foodland Stores and Maui Pineapple.
  • QAD is conducting a new pilot project to test RFID temperature tracking for food moving between distribution centers.

• The Agribusiness Development Corporation has been involved in the management of the 12,500 acres of state-owned agricultural land and related infrastructure including two irrigation systems, an extensive drainage system fitted with two pump stations, an electrical system with two hydroelectric plants, and many miles of roadways since Kekaha Sugar Company on Kaua‘i ceased operations in 2001.

  • By 2010, all the land had been leased and the estimated farm gate value of crops produced at Kekaha was between $35 million and $50 million.
  • ADC has a contract with the Navy to operate and maintain the pump stations and drainage canals within the Pacific Missile Range Facility (PMRF) and has completed about $4.5 million of projects to refurbish a hydroelectric plant, replace six drainage pumps, strengthen the pump station structure, replace transformers and improve the drainage channels at or near Kekaha.
  • These improvements, funded by the U.S. Navy, were critical in controlling and reducing the severity of flooding in the Mana plain and the nearby Kekaha town.

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Constitutional Amendments to Protect Crime Victims’ Rights

In 2004, the Department of the Attorney General successfully proposed – and Hawai‘i voters adopted – constitutional amendments to help protect victims’ rights.

• “Megan’s Amendment” provides for a public right to access information, including online, regarding person convicted of sexual offenses.

• A second amendment allows the Legislature to define what constitutes a continuing course of conduct in sexual assault cases against minors.

• A third amendment provides for the inadmissibility of privileged confidential communications between a crime victim and the victim’s physician, psychologist, counselor, or licensed mental health professional.

Sex Offender Registry

• Immediately after the passage of “Megan’s Amendment,” the AG’s office began work on the legislation necessary to create establish public access to information regarding registered sex offenders. In 2005, within minutes after the legislation was signed into law by Governor Lingle, the Department launched the state sex offender website, which received more than 1.6 million hits within the first two weeks, and to date, there have been more than 16 million hits.

• In 2006, the Department created a Sex Offender Registration Unit to bring non-compliant offenders into compliance with the registration requirements.

Internet Crimes Against Children

The AG’s High Technology Crimes Unit and Internet Crimes Against Children Task Force investigate and prosecute computer-related crimes and help protect children from online predators. By facilitating coordination among federal, state, and law enforcement agencies in Hawai‘i and the Pacific, creating training opportunities, and raising public awareness of Internet crimes, the AG’s office and task force members have successfully prosecuted numerous offenders.

• Additionally, in 2008, the AG’s office successfully proposed legislation to impose a mandatory minimum sentence of 10 years of imprisonment for Internet predators who commit Electronic Enticement of a Child in the first Degree.

Protecting Children

• Child abduction – In 2006, the Lingle Administration implemented the Maile-Amber system to facilitate immediate community response when a child is abducted.

$82 Million Settlement with Pharmaceutical Companies

• In 2006, the AG Department sued more than 40 pharmaceutical companies for publishing inflated prices for prescription drugs – causing Hawai‘i’s Medicaid program and Medicare consumers to overpay millions of dollars in drug costs. In 2010, the drug manufacturers agreed to pay the State more than $82 million in a settlement to resolve these claims.

Ended 12 Years of Federal Oversight of Special Education

Under the Lingle-Aiona Administration, the state worked with the federal government to successfully end 12 years of court oversight of the delivery of special education and related services to children and youth in Hawai‘i. The Felix case, challenging the state‘s provision of special education services, began in 1993, and a far-reaching Consent Decree was entered in 1994. Throughout the course of the litigation, various orders critical of the State were entered; a special master and special monitor were appointed; and substantial monies were spent paying attorney’s fees, master and monitor fees, and other court and court-ordered fees and costs.

• In 2003, the AG Department decided it was time to seek an end to the Felix litigation. The AG successfully demonstrated that the state was in compliance with the law, and had made dramatic and effective changes to the system and the array of services available to special education students had increased significantly. Although the negotiations were difficult and complex, in early 2004, the parties signed a stipulated order providing for the absolute termination of the case in 2005. The case terminated on May 31, 2005.

Ended 13 Years of Federal Oversight of Hawai‘i State Hospital

• Under the Lingle-Aiona Administration, the AG and State health officials worked to correct deficiencies that have plagued the state mental hospital. The significant improvements resulted in the termination of 15 years of federal oversight which began with a U.S. Department of Justice action against the State filed in 1991.

• In 1991, the United States filed a federal court complaint against the State, alleging that the conditions at the Hawai‘i State Hospital were so egregious that federal court intervention was needed. Later in 1991, the parties entered into a comprehensive agreement governing the management of the Hospital and related matters. In 1995, the federal court held the State in contempt of court, and the parties entered into another agreement to try to remedy the contempt. In 1995 and 1996, the parties entered into further agreements. In 1997, there was a further agreement and order of the court. In 1999, the court found the State in violation of numerous court orders, in 2000 appointed a special monitor, and in 2001, a special master.

• In 2003, the Lingle-Aiona Administration worked to develop a strategy to end the litigation. The Attorney General had extensive discussions with the federal magistrate judge overseeing the litigation and with the U.S. Department of Justice, indicating that the State believed sufficient progress had been made for the lawsuit to end. After much negotiation, the State reached an agreement with the Department of Justice, and the case was finally fully dismissed on December 1, 2006 as a result of significant improvements the Administration made in staffing and policies at the state hospital.

Protected the State’s Right to Use Ceded Lands for Benefit of all the People of Hawai‘i

• Under the Lingle-Aiona Administration won a favorable decision by the U.S. Supreme Court which ended the legal controversy regarding the nature of the State’s title and the State’s right to use its public lands for the benefit of all Hawai‘i’s people.

• In 2008, the AG sought U.S. Supreme Court review of a Hawai‘i Supreme Court decision which held that the 1993 Congressional Apology Resolution barred the State from transferring any of the State’s 1.2 million acres of public trust or “ceded” lands. The Attorney General argued the case before the U.S. Supreme Court, and in 2009 the Court unanimously overturned the Hawai‘i Supreme Court decision. The Court’s opinion clearly addressed the State’s two most important arguments:

  • First, the Apology Resolution did not in any way affect the State’s right to transfer the public lands it received from the United States at statehood in 1959.
  • Second, the State’s title to its public lands is fee simple absolute and not clouded in any way.

Established a Cold Case Unit to Investigate Unsolved Crimes

• In 2004, the AG successfully applied for a federal grant to create a Cold Case Unit to investigate “cold” homicide cases and other unsolved crimes. By investigating “cold” cases referred by county police departments, creating training opportunities for investigators and prosecutors throughout Hawai‘i, making use of DNA technology, and working closely with federal, state, and county law enforcement agencies, the Unit has helped bring offenders to justice, and bring closure to the families of victims.

Established a Drug Nuisance Abatement Unit to Fight Illegal Drugs

• In 2003, the AG created a Drug Nuisance Abatement Unit to use civil processes to disrupt the manufacture and distribution of drugs in Hawai‘i. By working with communities and landlords, and by filing civil lawsuits to evict persons associated with illegal drug activity from the property used for their illegal operations, the Unit has helped curtail drug activity and shut down drug houses in communities throughout Hawai‘i. Additionally, the Department has successfully proposed legislation to strengthen Hawai‘i’s drug nuisance abatement laws.

Implemented a DNA Registry for Convicted Felons

• In 2005, the AG successfully proposed legislation to establish a state DNA registry program for convicted felons. Convicted felons must now provide a DNA sample, collected by swabbing the inside of the mouth. The samples are entered into a state database. As with fingerprints, law enforcement officers can compare DNA evidence collected at crime scenes to the DNA samples in the database. This program has helped solve crime in Hawai‘i – including “cold” murder and rape cases. In 2006, the Department established a DNA Registry Unit to obtain DNA samples from convicted felons who have not yet provided a sample.

Improved Charitable Oversight

• The AG successfully proposed legislation to strengthen Hawai‘i laws governing nonprofit corporations and charitable solicitations, and to give the public access to data to make well-informed decisions about charitable giving.

• In 2009, the Department launched several Internet-based charity resources, including a registration system that allows charities to provide financial reports and other information to the Department online, and allows the public to search a database of registered charities. Information in the database includes the amount and percentage of money raised by professional fundraisers on behalf of a particular charity that actually goes to the charity, and the amount and percentage retained by the fundraisers.

Improved Management of Fiscal Resources and Saved the State in Legal Actions

• Judgments, Settlements, and Collections – The Department of the Attorney General generates millions of dollars for the State each year in judgments, settlements, and collections. In fiscal years FY 2004-2009, the Department collected judgments and settlements for the State totaling more than $186 million.

• Defense Against Costly Legal Actions – The AG saves the State millions of dollars in money damages and other costly outcomes by defending the State against lawsuits and other legal actions. The Department was often able to obtain the dismissal of cases that would otherwise result in monetary judgments against the State, or result in injunctive orders requiring the State to undertake expensive and burdensome actions. In other cases, the Department was able to limit the State’s liability or negotiate fair settlements.

• Tobacco Settlement Agreement – The Department enforces the multi-state tobacco Master Settlement Agreement (MSA), which obligates certain tobacco manufacturers to pay substantial sums to the settling states. During the last eight fiscal years, Hawai‘i has received more than $347 million in MSA payments.

  • Additionally, the Department proposed legislation to improve enforcement of the MSA and of the State’s tobacco laws, including criminal laws regulating illegal sales and sales to minors.
  • The AG also successfully proposed legislation to require a permit for the retail sale of cigarettes and other tobacco products, and require retailers to keep adequate records. The Retail Tobacco Permit program helps law enforcement officers determine the sources of cigarettes and other tobacco products sold at retail, and thus helps prevent evasion of state taxes. In the last eight fiscal years, the State received approximately $731,658,112 in cigarette tax revenues.

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Brought Fiscal Discipline and Transparency to the Budget Process

• Over the last two years of the Lingle-Aiona Administration the Department of Budget and Finance (B&F) successfully found innovative approaches to address the state’s unprecedented revenue shortfall as a result of the national and global economic recession. B&F led the Administration’s efforts to lower spending and increase efficiencies (along with certain revenue measures) to help close a projected nearly $3 billion revenue shortfall (based on Council on Revenues March 2008 projections) for fiscal years 2009 through 2011.

• B&F followed the Administration’s commitment to bring transparency to the budgeting process to ensure that the people of Hawai‘i have a clear picture of how their tax dollars are being spent and managed. The Department published the “Budget in Brief,” a concise, easy-to-understand version of the executive budget and financial plan that details in layman’s terms, the State’s current financial conditions and outlook as well as the amount of tax dollars budgeted for each department. The Budget in Brief is submitted to the Legislature prior to the start of the legislative session and is posted on the Department’s website. For the FY09-FY11 Supplemental Budget, in addition to the Budget in Brief, the B&F director also answered online questions from the public as part of the ongoing effort to involve residents in the budgeting process.

Maintained Strong Bond Ratings

• Despite the national and global economic recession (2008-2010), Hawai‘i maintained a bond rating of “AA” from both Standard and Poor’s Rating Service and Fitch Ratings, and an “Aa2” from Moody’s Investor Service. These bond ratings were at the highest level in the State’s history.

• In FY09 – FY10, B&F issued or oversaw the issuance of over $3.5 billion of General Obligation, Special Purpose Revenue, University of Hawai‘i, Department of Transportation – Airports Division, Department of Transportation – Highways Division, Department of Hawaiian Home Lands and Housing Finance and Development Corporation bonds.

  • $1,158,000,000 of new money General Obligation (GO) bonds to fund various statewide capital improvement projects (CIP).
  • $883,660,000 of refunding GO or Certificates of Participation (COPs) to provide budgetary relief and provided a total savings of $22,918,411.
  • $236,020,000 of new money Special Purpose Revenue Bonds (SPRB) to assist the following entities:
    • $150,000,000 Hawaiian Electric Co., Inc. – Proceeds to fund various statewide utility improvements.
    • $86,020,000 15 Craigside – Proceeds to fund the new construction of 170 senior independent living units and 45 nursing beds.
  • $269,485,000 of refunding SPRB to assist the following entities:
    • $190,815,000 Hawai‘i Pacific Health – Refunding savings used to lower healthcare cost to consumers.
  • $78,670,000 Queen’s Health Systems – Refunding savings used to lower healthcare cost to consumers.
  • Oversaw and coordinated the issuance of $80,995,000 of new money bonds by the following departments and agencies:
    • $478,980,000 DOT-Airports – Proceeds funded the initial projects of the $2.4 Billion Modernization Program and other capital improvement projects statewide.
    • $125,175,000 DOT-Highways – Proceeds to fund various statewide capital improvement projects.
    • $42,500,000 Department of Hawaiian Home Lands – Proceeds to fund various capital improvement projects statewide.
    • $100,000,000 University of Hawai‘i – Proceeds to fund various system-wide capital improvement projects.
    • $54,300,000 Hawai‘i Housing Finance and Development Corporation (HHFDC) – Proceeds funded the development of two new affordable rental projects producing a total of 452 new affordable rental units.
  • Oversaw and coordinated the issuance of $186,875,000 of refunding bonds by the following departments and agencies:
    • $166,000,000 DOT-Airports – Refunding resulted in a savings of $16,548,963.
    • $20,875,000 HHFDC – Refunding allowed HHFDC to convert variable rate debt into fixed rate debt in the current low interest rate environment.

Returned Unclaimed Property to Rightful Owners

• During the eight fiscal years of the Lingle Administration, the state collected $117,813,628 in unclaimed property from various entities and paid 50,526 claims totaling $35,876.594.

• In FY06, the Administration increased its outreach efforts to return previously unclaimed property to their rightful owner or heirs. Steps taken to raise the public’s awareness of this program and return funds to their owners included offering a free online search database on the Internet, publishing notices of unclaimed property in daily newspapers statewide, and traveling to various locations and community events around the state to provide residents with the ability to immediately determine if there are possible unclaimed funds due to them.

Helped Families Save for College Education

• To help Hawai‘i families save for their children’s college education, B&F has revamped the HI 529 – Hawai‘i’s College Savings Program. The revamped program launched in 2007 combines excellent service, low fees and costs, and new investment options for families. Participants can choose from a variety of investments tailored to their needs, including one age-based option, five fixed asset allocation options, and a money market portfolio. As of the end of 2010, more than 3,353 HI529 account holders with 3,823 total accounts throughout the State had invested more than $38.7 million in the plan to help save for their children’s college education. During 2009 and 2010, total accounts increased by 19 percent and total assets increased by 15 percent.

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Established Hawai‘i as a World Model for Clean Energy

Reviewing the new solar panels on Lanai.

• The Department of Business, Economic Development and Tourism (DBEDT) led the Lingle-Aiona Administration’s successful efforts to reduce Hawai‘i’s dependence on foreign oil. DBEDT conceptualized the landmark “Energy for Tomorrow” legislative package in 2006. This legislation set the foundation for the nationally and internationally recognized Hawai‘i Clean Energy Initiative (HCEI), a unique partnership formed in 2008 between the State of Hawai‘i and the U.S. Department of Energy and the national energy laboratories system.

  • The goal of HCEI is to have 70 percent clean energy in Hawai‘i by 2030. This will be achieved through a combination of 40 percent renewable energy generation and 30 percent increased energy efficiency. HCEI has provided the leadership and acted as the catalyst for a remarkable transformation of Hawai‘i’s energy system on a comprehensive and integrated basis, laying the foundation to achieve the state’s decades’ held desire for energy security and self sufficiency.
  • Feed in Tariffs, Decoupling and Net Energy Metering and other pre-clean legislation.
  • To date, in the short time since the historic partnership was formed, Hawai‘i is utilizing approximately 19 percent clean energy (as of November 2010).

• Developed and launched the inaugural Asia-Pacific Clean Energy Summit and Expo in 2009 to provide a forum for energy experts and policy makers from around the region to share ideas, practices and emerging technologies in the transformation to clean energy economies. The annual summit offers opportunities for Asia-Pacific businesses and government agencies to learn from and invest in successful clean energy projects in Hawai`i.

Hawai‘i Innovation Initiative

• DBEDT was instrumental in advancing the Administration’s Hawai‘i Innovation Initiative which was launched in 2007 to create a firm economic foundation for Hawai‘i in the new global economy. The focus on the Hawai‘i Innovation Initiative is to integrate human capital investment and development as a complement to Hawai‘i’s historical land-based investments and development to grow our economy.

  • Components of the initiative included innovation in education and workforce development, facilitating and investing in innovation facilities, regulatory and tax systems that reward innovation, and innovation in government.

    Congratulating students of the McKinley High FIRST Robotics team at the FIRST in Hawaii Regional competition in March 2008.

  • A major component of the Hawai‘i Innovation Initiative is to infuse science, technology, engineering and math (STEM) learning among Hawai‘i’s young people and within the K-12 school system. The Administration re-focused how STEM teaching is delivered to students through hands-on contextual learning experiences such as robotics, astronomy and aerospace, marine and conservation biology field studies and animation and digital programming. Provided opportunities for students to engage in hands-on learning projects that expose them to STEM disciplines in real-world applications in fun, competitive environments. Resources were invested in teacher training, curriculum and science lab materials. Hawai‘i’s focus on STEM education was major factor in Hawai‘i obtaining a $75 million federal Race to the Top award for education reform.
  • Implemented HiEST (Hawai‘i Excellence through Science and Technology) Academies with high school standards-based science and technology curriculum taught by community college instructors or teachers certified by the community colleges. Schools which are host to the Academies include:
    • Waipahu High
    • James Campbell High
    • Waialua High
    • Baldwin High
    • Olomana School
    • Pearl City High and Highlands Intermediate
    • Kahuku High and Intermediate
    • Ka‘u High and Pahala Elementary
    • Halau Lokahi, Kalihi
    • Hawaii Academy of Arts and Sciences, Pahoa, Hawaii
    • University Lab School, Manoa, Oahu
    • Kihei Charter School, Kihei Maui
    • Connections Public Charter School, Hilo, Hawaii
  • The Hawai‘i Innovation Initiative was recognized by the National Governors Association and others, including the Bill and Melinda Gates Foundation and has been sustained through strategic deployment of ARRA funding.

Advanced Hawai‘i’s Creative Industries

• Recognized that Hawai‘i’s creative assets – arts, music, writing and publishing, filmmaking, drama and performance arts – are major economic development and quality of life drivers. DBEDT established the Creative Industries Division to lead the efforts:

  • Worked with the Hawai‘i music industry to establish in 2004 a Hawaiian Music category in the annual Grammy Awards.
  • Launched the Music Enterprise Learning Experience (MELE) with the Mike Curb College of Entertainment and Music Business at Belmont University in Nashville.
  • Actively supported the expansion of the Hawai‘i International Film Festival and facilitated the relationship between HIFF and the Shanghai International Film Festival.
  • Led, facilitated and supported through production tax credits the development of film production in Hawai‘i. As a result, Hawai‘i saw a record year of production spending in 2010 of an estimated $391 million, with an overall economic impact of over $600 million.
    • 2010 marked a milestone with 10 feature films from major studios and Hawai‘i-based production companies:- “Hereafter” (Warner Bros./Malpaso/Kennedy/Marshall)
      – “Soul Surfer” (Sony Pictures/Stoked Productions LLC)
      – “Descendants” (ATC Productions / Fox Searchlight)
      – “Just Go With It” (Happy Madison Productions)
      – “Get a Job” (Cicala Filmworks/Malama Pono Productions)
      – “Uchu Senkan Yamato” (Island Production Services, LLC)
      – “Battleship” (Universal Pictures)
      – “Pirates of the Caribbean: On Stranger Tides” (Bruckheimer Films / Walt Disney Company)
      – “Caesar: Rise of the Apes” (20th Century Fox/Chernin Entertainment)
      – “Journey To the Center of the Earth 2” (New Line/Warner Bros.)
    • Also in 2010, Hawai‘i was featured in four television series (CBS’ “Hawaii 5-0”, ABC’s “LOST,” and “Off the Map,” and Discovery Channel’s “Reign of the Dinosaurs”), two television series pilots (CBS’ “Hawaii Five-0” and NBC’s “The Event”), two domestic and international television series episodes (ABC’s “Modern Family” and the K-drama “Divine Hero”), numerous independent films, reality shows, national, international and local commercials, photo shoots, catalogue shoots, and sports programs.
  • Developed an online system to streamline the permitting process and increase efficiency for the film and television industry.
  • Supported development of the emerging digital media sector in Hawai‘i.
  • Conceptualized, led and launched the nationally-recognized Creativity Academy, which fuses art and science K-12 education. Schools which are host to these Academies include:• Farrington High
    • Kahuku High
    • Lahainaluna High
    • King Kekaulike High
    • Maui High
    • Pomaikai
    • Kihei Charter School
    • Hawai‘i Technology Academy
    • Palolo Learning Center

Strengthened International Relations and Partnerships

International delegation visit

• DBEDT led the development of significant relationships between Hawai‘i and countries throughout the Asia-Pacific region:

  • Implemented the Office of International Affairs, which works with other internationally related organizations and institutions such as the East-West Center, the Japan-America Institute of Management Science, the Pacific and Asian Affairs Council, the Pacific Basin Economic Council, the Pacific Forum/CSIS, the United Nations Association, the University of Hawai‘i, and national organizations, to encourage cooperation between nations.
  • Assisted with dozens of successful trade missions and official visits by Governor Lingle and Lt. Governor Aiona to Asian countries.
  • Lobbied the U.S. State Department and the U.S. Department of Homeland Security to grant tourists from Korea a visa waiver in order to significantly increase tourism to Hawai‘i.
  • Secured formal approval for the state’s Beijing office to serve Hawai‘i’s tourism promotion needs and be the official liaison with the China National Tourism Administration. Hawai‘i and Nevada are the only two U.S. states with an official office in China.
  • Strengthened partnerships with Japan tourism officials and pursued clean energy partnerships with Japanese companies and the Japanese government.

Advanced Affordable Housing Solutions

• Upon entering office in December 2002, restructured a troubled public housing agency under a federal corrective order into a proactive and dynamic Hawai‘i Housing Finance and Development Corporation (HHFDC). Over a five year-period (2005-2010), HHFDC and its public and private sector partners developed or preserved over 8,300 affordable housing units, with an additional 3,200 planned.

Stimulating Hawai‘i’s Economy

• DBEDT played a key role in the development and implementation of the Lingle Administration’s Five-Point Economic Plan to lessen the impact of the unprecedented global economic crisis in 2008 and to position Hawai‘i for the future. Key components of the Five-Point Economic Plan included:

  • Refocusing and increasing Hawai‘i’s tourism marketing and outreach efforts.
  • Accelerating public infrastructure investment.
  • Lowering fees and providing tax relief.
  • Attracting and retaining private investment, especially in the renewable energy sector.
  • Maximizing federal dollars and partnerships.

Promoted Hawai‘i Exports

• Expanded and developed the Foreign Trade Zone program into a comprehensive “one-stop” export assistance center.

• Collaborated with the District Export Council and the U.S. Department of Commerce’s foreign commercial service to triple the number of export workshops and seminars.

• Obtained Department of Commerce grants to support integrated export strategy.

• Led successful trade delegations to China, Taiwan and Korea to identify new markets for Hawai‘i products and services.

Strengthened Education Exchanges

• Through “Global Links,” supported Hawai‘i universities and private and public high school in education exchange programs with Asia, resulting in a $200 million a year sector for Hawai‘i.

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Made it Easier to do Business in Hawai‘i

• DCCA made it more convenient, affordable, and easier to do business in Hawai‘i by initiating or improving the following:

  • Business Registration Division (BREG) expanded online services, including implementation in 2004 of Hawai‘i Business Express (HBE), a one-stop, web-based business information service. This resource saves businesses, especially those on the neighbor islands or out-of-state, time, effort and money by enabling them to register their new business with the appropriate government agencies (DCCA, DOTAX, DLIR and the IRS) through one online transaction, without having to stand in line or mail in paperwork. Since the start of HBE, more than 70,000 people have made use of the services available, including the formation of more than 19,000 new companies.
  • Professional and Vocational Licensing Division (PVL) made significant enhancement of and emphasis (including fee discounts) on online customer services. Professional and vocational licensing online renewal usage continues to increase, for example:
    • Contractors who renewed their license online increased – 25 percent in 2006, 59 percent in 2008 and 75 percent in 2010.
    • Electrology, mortgage brokers/solicitors, occupational therapy, physical therapy and real estate professionals who renewed their license online reached 94 percent in December 2008, up from 81 percent in 2006.
    • Nurses, acupuncturists and plumbers who renewed their license online grew to 79 percent in June 2009, up from 67 percent in 2007.
  • BREG initiated “Go Green” business registration filing protocols in 2009, eliminating the distribution of paper annual filings, saving $24,000 in postage and 560 pounds of paper every year.
  • Insurance Division (INS) proposed successful new laws that allow trade association health plans (2005), and required insurance companies to offer policies for sole proprietors (2008).
  • Division of Consumer Advocacy (DCA) worked with telecommunications companies to help develop a streamlined application process for certification and regulation of commercial mobile radio service providers (i.e., wireless or mobile phone service providers).
  • DCA worked to introduce statutory language that would allow small utility companies with annual revenues of less than $2 million to file streamlined rate change requests. DCA also worked to develop the initial templates that are used by the small utility companies to facilitate the streamlined filings.
  • INS streamlined insurance filings by becoming part of the Interstate Insurance Product Regulation Compact.
  • INS reduced the backlog of insurer license application from 150 to 0 and the time spent on the processing of an application from 6-12 months to 60-90 days.
  • PVL’s Real Estate Branch implemented in FY10 an online continuing education (CE) system which provided real estate licensees the ability to view the number of CE hours required and earned for the current licensing period, their CE history, and the ability to search for future CE courses being offered by approved CE providers.

Saved Hawai‘i Businesses and Professionals Millions in Fees

• DCCA saved Hawai‘i businesses and regulated professionals millions of dollars in fees:

  • Reduced fees and assessments affecting businesses by almost $50 million since January 1, 2003. Among the fees reduced (some permanent, some temporary): waive exam fees and related expenses for financial institutions and escrow depositories; 10 – 25 percent reduction in online professional licensing renewals; 80 percent reduction in certificates of good standing; 25 – 50 percent reduction for online payment by credit cards, document registration/annual filings, and trademark, trade name and service mark registration, etc.
  • Increased the availability and reduced the cost of insurance, benefiting businesses and their customers by approving a cumulative 51.2 percent rate reduction from 2004 to 2010 in loss costs for workers compensation rates due to the trend of fewer claims being made, as a result of safer work places. This was one of the biggest drops of any state, even among those that made significant statutory changes during that time period, and is even more remarkable given that the Hawai‘i Legislature refused to enact any significant workers comp reform during the period.

Saved Hawai‘i Consumers Millions

• DCCA has saved Hawai‘i consumers millions of dollars in reduced fees, consumer restitution, and less-than-requested utility costs by:

  • Shaved millions of dollars off utility companies’ rate increase filings. Through its participation in various rate proceedings before the Public Utilities Commission, the Division of Consumer Advocacy has been able to reduce requested rate increases by over $144 million. It should be noted that any reduction in a rate increase request will result in annual savings until that utility company’s next rate increase request. Thus, the actual savings to the state and its utility consumers are much greater than the $144 million on a cumulative basis.

• The Insurance Division increased the availability and reduced the cost of insurance, benefiting consumers by:

  • Approving a 12.8 percent reduction in homeowner insurance rates in 2009, excluding hurricane, saving consumers more than $40 million in premiums.
  • Requesting that auto insurers re-file with reductions since people were driving less (due to high gas prices) in 2008. The auto insurers complied, and automobile insurance rates dropped by an average of 5 percent, saving drivers more than $33 million.

• DCCA’s Cable Television Administration (CATV) ordered refunds to cable television subscribers over the past 8 years, totaling approximately $1.4 million and imposed a moratorium from November 2005 until December 2007 on collecting certain fees that resulted in direct savings to cable subscribers of an additional $2.4 million.

• The Division of Consumer Advocacy successfully argued for the establishment by the Public Utilities Commission of a competitive bidding process for new electric utility generation. The significance of this item is that any new generation (but for certain, very limited exceptions) must be the subject of a bidding process, which should help reduce the cost of new electric generation and also helps to open the market to other interested parties to invest monies in Hawai‘i, where applicable, in the form of new electric generation plants. This change can also help to introduce new, innovative solutions to Hawai‘i’s energy needs.

• Since 2003, Office of Consumer Protection received nearly $18 million as a result of various fines, penalties and settlements relating to legal actions against companies engaging in consumer fraud or questionable business practices, or producing defective products. In addition, the department recovered more than $10 million on behalf of Hawai‘i consumers for deceptive business practices and other violations.

Educated and Protected Hawai‘i Consumers

• DCCA fulfilled its mission to protect Hawai‘i consumers and educate citizens regarding sound consumer practices by:

  • BREG conducted investor education seminars, reaching more than 30,000 people across the state, every year.
  • Office of Consumer Protection spearheaded 2006-2008 legislation, creating new laws to protect Hawai‘i consumers against identity theft (Chapter 487J, HRS, Social Security Number Protection; Chapter 487N, HRS, Security Breach of Personal Information; Chapter 487R, HRS, Destruction of Personal Information Records; and Chapter 489P, HRS, Consumer Credit Reporting Agencies).
  • OCP led the fight for passage of the Mortgage Rescue Fraud Prevention Act, which facilitates prosecution of individuals and companies who take advantage of desperate homeowners by stripping the equity out of a homeowner’s property. The Act also strongly regulates the conduct of those who attempt to exploit distressed homeowners by charging fees for foreclosure avoidance services.
  • Regulated Industries Complaints Office (RICO) focused attention on bad doctor discipline such that Hawai‘i, which was ranked #51 in the country for doctor discipline in 2003, is now ranked #13 in the country, and is one of the top five jurisdictions in terms of showing the greatest improvement.
  • In 2006, OCP introduced and shepherded one of the most comprehensive identity theft legislative packages in the country into law. Countless hours were expended in building a broad coalition in order to secure passage of the bills.
    • Act 135 (Notification of Security Breaches) requires businesses and government agencies that keep confidential personal information about consumers to notify those consumers if that information has been compromised by an unauthorized disclosure. Effective: January 1, 2007.
    • Act 136 (Destruction of Personal Information), sometimes referred to as the “dumpster diving” law, requires businesses and government agencies to take reasonable measures to protect against unauthorized access to an individual’s personal information when disposing of the records they keep. Effective: January 1, 2007.
    • Act 137 (Social Security Number Protection), restricts businesses and government agencies from disclosing consumers’ Social Security numbers to the general public. Effective: July 1, 2008.
    • Act 138 (Security Freeze) allows victims of identity theft to place a security freeze on their credit reports, which will help prevent identity thieves from taking out credit in the victims’ good names. Effective: January 1, 2007.
    • Act 139 (Criminal Penalties) establishes “unauthorized possession of confidential personal information” as a class C felony and adds identity theft as an enumerated offense within the repeat offender statute. Effective: May 25, 2006.
    • Act 140 (ID Theft Task Force) protects Hawai‘i’s citizens from identity theft by changing the name of the Hawai‘i Anti-Phishing Task Force to the Identity Theft Task Force and expands the Task Force’s responsibilities to include prevention of identity theft. Effective: May 25, 2006.

• INS introduced a successful law expanding the fraud branch’s authority to investigate all lines of insurance fraud (with the exception of worker compensation insurance).

• In 2005, OCP launched its ID Theft Awareness Campaign, which highlighted the growing problem of identity theft in Hawai‘i. The campaign’s theme was: “Don’t let bad things happen to your good name.” The department reached out to Hawai‘i consumers with a series of educational television spots, an ID Theft website ( containing tips on how to protect yourself and what to do if your identity has been stolen, and an ID Theft Hotline (808-587-3222).

• INS uncovered a $12 million fraud perpetuated on a liquidated insurance trust and recovered all the funds.

• In 2006, RICO launched a new campaign to educate consumers about the importance of hiring a licensed contractor. The campaign included a 30-second television spot (this spot appears regularly on the DCCA website), a new web address (, and a toll free number for information (800-394-1902). The website includes a wealth of information about the contracting process, tips for consumers, and a contractor hiring checklist.

• Division of Financial Institutions was instrumental in drafting new consumer protection measures to:

  • License non-national bank affiliated residential mortgage servicers that service loans secured by property located in Hawai‘i, many of which were not otherwise regulated or subject to existing federal or state laws.
  • Address problems in the under-regulated mortgage broker industry that was, in part, responsible for the global economic meltdown, via Act 32 – Relating to Mortgage Loan Originators –enacted in July 2009 to implement the provisions of the federal SAFE Act in Hawai‘i.
  • Ensure the safe and sound operation of money transmission businesses, so that such businesses are not used for criminal purposes, promotes confidence in the state’s financial system and protects consumers who are active users of this very important sector of Hawai‘i’s financial services industry (Act 153, Session Laws of Hawai‘i, 2006 – Hawai‘i’s Money Transmitters Act).

• DCA worked vigorously to prevent the termination of less than container load service by Young Brothers, Limited. Less than container load service is the service primarily used by small businesses and residents. This type of service is more costly to provide than transporting cargo that is already loaded into a shipping container. Young Brothers proposed to phase out and eliminate this type of service because it was decreasing its profit margins, but the DCCA was able to work with the company and other parties to ensure the continuation of such services.

Provided More Transparency in Government

• DCCA provided a more open, transparent government for citizens and businesses by:

  • RICO, through its online enhancements, has provided greater transparency about the division’s cases and legal actions by providing on the RICO website quarterly lists of all unlicensed activity judgments and orders, as well as links to monthly lists of disciplinary actions. This information helps licensees and the public know about RICO’s unlicensed activity prosecutions and licensee prosecutions.
  • DCA worked with the Public Utilities Commission to develop a document management system that has made available all non-confidential filings in proceedings from 1998 through present available to the public for easy and open access.
  • RICO created a single webpage ( for easy access to licensing information, complaints history information, business registration information and general excise tax information. An enhanced complaints history search features to allow the public to search under the name of a particular person as well as any aliases.

Built a Foundation for a Brighter Future

• DCCA worked to build a strong foundation for a brighter future for Hawai‘i by:

  • DCA partnered with the Department of Business and Economic Development and Tourism and Hawaiian Electric Industries utility companies in developing and executing the state’s Hawai‘i Clean Energy Initiative Energy Agreement (2008). The agreement moves the state more decisively and irreversibly away from imported fossil fuel for electricity and transportation and towards indigenously produced renewable energy and an ethic of energy efficiency.
  • CATV participated on the Hawai‘i Broadband Task Force in 2007-2008. In addition, the department applied and received in 2009 and 2010 for a total of $4 million dollars in American Recovery and Reinvestment Act grant money to develop and maintain a comprehensive broadband map for Hawai‘i and collaborated with the University of Hawai‘i in developing several other ARRA grant applications totaling more than $36 million dollars to provide equipment, connectivity and training for a public computing center and all public schools, libraries, and higher education facilities in the state.
  • INS proposed successful new laws that provide parity in health insurance for mental illness (2003).
  • INS maintained Hawai‘i’s position as the premier location in the Pacific (second largest in the United States and fifth largest in the world, based on total capital) for captive insurance business.
  • CATV continued its leadership role in the development, expansion and enhancement of the state’s Institutional Network (INET). CATV continued its leadership role in the upgrade and expansion of the INET that leverages existing cable television franchises in the deployment of broadband infrastructure for education and government applications. The interconnection of the islands of O‘ahu, Maui, Kaua‘i and Hawai‘i via submarine fiber provides the INET Partners with seamless, broadband networking capabilities between these islands.
  • CATV assisted the Lt. Governor’s office in its activities with FCC personnel assigned to the Hawai‘i and the Hawai‘i Association of Broadcasters to conduct a statewide educational outreach effort for the conversion from analog to digital broadcast television in January 2009.

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Hawai‘i has a ‘different National Guard’ today than it had at the end of 2002 when the Lingle-Aiona Administration first came into office. Although it remains one of the State’s ‘go-to’ departments for handling tough assignments, including Homeland Security, it has broadened the depth and breadth of its responsibilities across the Asia-Pacific region. As 2010 comes to a close, the Hawai‘i National Guard has truly become a pan-Pacific military and humanitarian assistance force.

In September 2010, Governor Lingle, as commander in chief of the Hawai‘i National Guard, accepted on behalf of the state the 2010 Secretary of Defense’s Employer Support Freedom Award, the highest recognition given to employers for their support of their employees who also serve in the National Guard and Reserve. The Hawai‘i State Government was selected as one of only 15 employers from across the nation to receive the 2010 Freedom Award. This was the first time a state was recognized with the award.

Strengthened Defense and Emergency Response Capabilities in the Asia-Pacific Region

• In July 2010, the Hawai‘i Air National Guard dedicated its first two F-22 Raptor fighter jets. A total of 20 of the world’s most advanced fighter jet will eventually call Hickam Air Force Base home. In partnership with the active duty’s 15th Wing, the 154th Wing’s F-22s will protect Hawai‘i’s airspace and be a deterrent against potential adversaries in the Pacific region for decades to come.

• The 154th Wing also began a ‘reverse associate’ relationship with the 15th Wing flying KC-135 Stratotankers. The KC-135s increased in number from eight to twelve, expanding the U.S. Air Force’s and U.S. Pacific Command’s strategic refueling capabilities throughout the Pacific.

• In September and October 2009, the Hawai‘i National Guard demonstrated its ability to quickly respond to natural disasters, not just at home, but throughout the region. Following a devastating earthquake and tsunami in American Samoa, the Hawai‘i Guard assembled a relief and recovery team in less than 24 hours that was able to provide search and rescue, communications, medical and environmental assessment missions in support of civil authorities. The relief and recovery team flew to American Samoa aboard C-17s flown by aircrews from the 204th Airlift Squadron of the Hawai‘i Air National Guard.

• The 204th conducted a similar airlift mission in May 2008 when it flew relief supplies to Sichuan Province, China in the aftermath of one of the most destructive earthquakes in decades. The 204th converted from the C-130 transport to the C-17 in 2006.

• The Hawai‘i Air National Guard took on additional responsibility within the U.S. Pacific Command’s Area of Responsibility when it activated the 109th Air Operations Group (AOG) in 2008. The AOG’s mission is to supplement the 13th Air Forces Air Operations Center at Joint Base Pearl Harbor-Hickam, which would have responsibility for any and all air tasks during an operational contingency or relief and recovery operation involving U.S. forces in the Asia-Pacific Region.

• The 29th Infantry Brigade Combat Team (IBCT) was one of 12 Army National Guard brigades nationwide selected for transformation. The brigade combat team is the basic deployable unit of maneuver in the U.S. Army. A brigade combat team consists of one combat arms branch maneuver brigade, and its attached support and fire units. A brigade combat team carries with it support units necessary to sustain its operations separate from its parent division.

  • In September 2006, the 29th Separate Infantry Brigade (SIB) reorganized to an Infantry Brigade Combat Team (IBCT). It was a part of the U.S. Army’s restructuring to modular brigade-size units which increases the Army’s capabilities to deploy and respond to global threats.
  • The 29th IBCT units are: Headquarters and Headquarters Company, 29th IBCT; 1st Battalion, 158th Infantry (AZARNG); 1st Squadron, 299th Cavalry Regiment; 1st Battalion, 487th Field Artillery; 29th Brigade Support Battalion and the 29th Brigade Special Troops Battalion.
  • The brigade has been mobilized and deployed twice, the first time in 2004 to Iraq before reorganization and again in 2008 to Kuwait and Iraq after reorganization.

• As a result of the brigade reorganization, the 230th Engineer Company was formed from elements of the former engineer detachment and a brigade combat engineer company. The formation of the 230th Engineer Company allowed the Hawai‘i Army National Guard to maintain a major presence on Maui with the capability to rapidly assist civil authorities in the event of a natural disaster.

• A similar restructuring took place on Kaua‘i with the Hawai‘i Air National Guard. The 154th Air Control Squadron was slated to be deactivated and would have meant the loss of the only Air Guard presence on Kaua‘i. To maintain a robust capability to rapidly respond to natural disasters, the Hawai‘i Air National Guard moved the Headquarters of the 293 Combat Communications Squadron to Kaua‘i, with a detachment remaining on O‘ahu.

• As part of its ongoing modernization program, the Hawai‘i Army National Guard’s UH-60 helicopter unit in Hilo upgraded to the “M” model in March 2010. The UH-60M model is the latest version of the Army’s primary medium lift helicopter. The UH-60M has an advanced digital avionics suite that provides improved situational awareness and interoperability with the Army’s Future Combat System as well as a more powerful engine with lower operating costs than previous models.

Deployments in Support of Homeland Security and Homeland Defense

Greeting our Troops

• Prior to 2003, no Hawai‘i Army National Guard unit had been mobilized and deployed since the Vietnam War. But in the past eight years, nearly 5,000 individual Hawai‘i National Guard soldiers and Airmen have deployed to the Central Command Area of Responsibility at least once.

• Besides the 29th Infantry Brigade Combat Team deployments, the Army Guard’s CH-47 helicopter unit deployed first to Iraq in 2004, then to Afghanistan in 2010. The UH-60 helicopter unit deployed to Iraq and the engineering units deployed twice to Afghanistan.

• The Hawai‘i Air National Guard was also deployed on a regular basis, including Security Forces teams sent to Iraq, Afghanistan and several other locations; Air Traffic Controllers sent to Iraq and Civil Engineers deployed to Kuwait. Airmen from the 201st Combat Communications Group have deployed multiple times to Southwest Asia in support of Operations Enduring and Iraqi Freedom.

• Besides fulfilling the National Guard’s federal obligation to be available for operational contingencies or war, the experience gained in combat zones makes the Hawai‘i National Guardsmen better able to react to potential Homeland Security or Homeland Defense crises at home.

Enhanced Emergency Preparedness

• To bolster the State’s ability to react to the threat of a chemical, biological or radiological disaster (either accident or act of terrorism) the Hawai‘i National Guard’s 93rd Weapons of Mass Destruction Civil Support Team (WMD CST) was federally certified in 2002. The WMD CST regularly exercises its capabilities with county, state and federal emergency responders and would be the primary subject matter experts to support civil authorities during such a disaster.

• In 2004, the Hawai‘i National Guard created the Chemical, Biological, Radiological, Nuclear and High-Yield Explosive Enhanced Response Force Package which has three missions: to medically treat victims of a mass casualty event; to decontaminate victims of a chemical or biological attack and to perform urban search and rescue in the event of an earthquake or other natural disaster.

• As part of the National Guard’s outreach to emerging democracies, the Hawai‘i National Guard began a State Partnership Program (SPP) with Indonesia in 2007. The SPP fosters a positive relationship between the United States and the world’s most populous Muslim nation. Hawai‘i Guard representatives and their Indonesian counterparts regularly engage in exercises designed to enhance response to natural disasters.

Supported and Mentored Hawai‘i’s Youth

• At the end of 2010, the Hawai‘i National Guard dedicated a second Youth Challenge Academy campus at the Kulani facility on the Big Isle. The first class at Kulani is scheduled to being on January 24, 2011. Youth Challenge is a program that provides high school dropouts with military-style discipline while they study to get their high school diplomas. By opening a second campus, the Youth Challenge Program will be able to serve more than two hundred additional youths each year. Since its inception in 1994, the Hawai‘i Youth Challenge Program has helped over 3,000 high school dropouts earn their diplomas.

• The Hawai‘i National Guard is also helping to ensure that Hawai‘i’s youth are prepared to meet the challenges of the 21st century by initiating several programs designed to spark interest in math and sciences.

  • The Starbase program provides Hawai‘i fifth-graders aeronautical and rocket science related experiments.
  • The Hawai‘i Guard has also helped to support the state’s high school robotics competitions by volunteering at events, mentoring teams and assisting with recruitment of additional teams.

The Hawai‘i National Guard is more than just the State’s first responder during natural disasters. It has truly evolved into a key component of the State’s Homeland Security apparatus as well as being an integral part of U.S. Pacific Command’s homeland defense and power projection missions. This is indeed “a different National Guard.”

Supported our Veterans

• Since FY08, the Office of Veterans Services (OVS) has doubled the number of veterans and family members served from approximately 30,000 clients to close to 60,000 through an aggressive outreach program that included public presentations, having counselors meet with veterans, publication and distribution of the Hawai‘i Veteran Newsletter, and word of mouth referrals.

• OVS worked to address the problem of sinking graves at veterans cemeteries statewide. The OVS developed improved specifications, which included the type of machinery to be used to prepare, tamp, close and maintain grave sites. OVS also mandated the use of vaults for all ground burials. These changes have allowed for improved cemetery management.

• OVS negotiated with U.S. Department of Veterans Affairs’ National Cemetery Administration for funds to enhance each state veterans cemetery. OVS successfully acquired $23 million in operation and maintenance funds.

• While the state faced unprecedented fiscal challenges as a result of the global and national recession, OVS was able to continue to provide uninterrupted services to veterans and their family members Monday through Friday by having employees rotate furlough hours. This avoided having to close the OVS office for an entire day.



Annual Asia-Pacific Homeland Security Summit (since 2003)

• Now an annual event, the State of Hawai‘i Department of Defense took the lead role in planning and conducting the Asia-Pacific Homeland Security Summit and Exposition. Each year since 2003, over 500 local, national and international delegates including top government leaders, senior business executives, and security, technology and anti-terrorism experts convened at the Summit to share information about combating terrorism, the Asia-Pacific region’s changing environment, the maritime balance of power in the Asia-Pacific region, keeping the oceans safe, security, technology, international trends and also truths and misconceptions about terrorism. Keynote speakers included: Governor Linda Lingle; Lieutenant Governor James “Duke” Aiona; international terrorism expert, Dr. Rohan Gunaratna; and former U.S. Homeland Security Secretary Tom Ridge.

Homeland Security Grant Program

• State Civil Defense, as the homeland security agency for the state, administered and distributed more than $183 million in Homeland Security Grant funds to enhance response capabilities in law enforcement, fire/HAZMAT, communications, planning, training, exercises, equipment, and community preparedness.

Homeland Security Grant Programs FY 2002 – FY 2010

Quick Facts Amount
County Jurisdictions $104,000,000.00
Port Security 14,000,000.00
State LE Agencies 7,000,000.00
Planning 8,800,000.00
Transit Security 2,700,000.00
Communications 12,500,000.00
Citizen Corps Programs 992,000.00
Health (Radiological, Metropolitan Medical Response, Emergency Medical Services) 2,800,000.00
Training/Exercise 3,000,000.00
Non Profits 500,000.00
Buffer Zone Protection Planning 1,800,000.00
Other Programs, Initiatives 9,000,000.00
Sub-Total $167,092,000.00
Emergency Management Performance Grant (50-50 match) $ 15,000,000.00
Total $183,092,000.00

Critical Infrastructure Protection

• State Civil Defense worked with local police and fire department representatives, Hawai‘i National Guard, and active military members to maintain the State Critical Infrastructure Protection Plan that provides guidance for the protection of high priority critical infrastructure facilities. The plan is synchronized with the Hawai‘i Homeland Security Advisory System and is supplemented by U. S. Department of Homeland Security Grant funding for private industry including facilities in ports and harbors. Over the years, grants have been awarded to the State Department of Transportation, Hawaiian Electric, Matson Navigation Company, and Verizon-Southern Cross-AT&T.

Buffer Zone Protection Program

• In compliance with the National Infrastructure Protection Plan, State Civil Defense has been working closely with the Federal Emergency Management Agency (FEMA) to implement preventative and protective measures outside the perimeter of selected critical infrastructure and key resources located throughout our state as part of a national Buffer Zone Protection Program (BZPP). The BZPP identifies supplemental security areas outside these facilities and recommends preventative and protective measures to make it difficult for those who mean us harm to conduct surveillance or launch an attack. SCD has taken these steps to build a safer, more resilient Hawai‘i by preventing, deterring, or neutralizing, the effects of deliberate efforts by anyone set on destroying our critical infrastructure and key resources.

Global Threat Reduction Initiative

• State Civil Defense has been working closely with the U.S. Department of Energy, National Nuclear Security Administration and local federal, state and county emergency management partners to reduce and protect vulnerable nuclear and radiological material located at civilian sites in Hawai‘i. This Global Threat Reduction Initiative places special focus on site assessments, security upgrades, alarm response training and table-top exercises all intended to better protect nuclear and radiological material located at public and commercial facilities in Hawai‘i.


State Law Enforcement Coalition

• In 2003, to better prepare for potential terrorist incidents, the Department of Public Safety, Sheriffs Division, called together all state law enforcement agencies including the Hawai‘i National Guard and State Civil Defense to form the Hawai‘i State Law Enforcement Coalition (SLEC). The SLEC may be mobilized to protect priority critical infrastructure and respond to incidents or emergencies affecting properties under state jurisdiction. SLEC members have formed a Rapid Reaction Force of up to 35 law enforcement officers who are SWAT-trained and equipped. The Rapid Reaction Force is capable of mobilizing and deploying in 2-4 hours anywhere in the state. Equipment, training, and readiness exercises have been funded with federal Homeland Security grants. Coalition agencies include: Sheriffs Division; DLNR Division of Conservation and Resources Enforcement, DOT Harbors Police, Attorney General’s Office Law Enforcement Division, Hawai‘i National Guard, and State Civil Defense.
New State Emergency Operating Center Plan and Design

• In 2003, State Civil Defense applied for and received $1.5 million grant from the FEMA to develop a construction plan for a new Emergency Operating Center (EOC). The grant required a federal-state cost share of 75/25 percent. The new EOC plans call for an increase in useable operations space from 1,500 square feet to 5,000. The additional space will allow for all state emergency support functions and their federal counterparts to work out of one central location. The estimated construction costs and final design costs are about $70 million.

Urban Search and Rescue Team

• State Civil Defense supported the 90-person Urban Search and Rescue Team equipment and training needs with federal Homeland Security funds. The team is comprised of fire fighters from each county fire department who are trained and certified in search and rescue operations, and is augmented by emergency medical technicians, state DOT firefighters, and volunteers who have nursing skills and structural engineering expertise. The team is also augmented by Canine Search Element which recently was certified by FEMA in search and disaster operations.

State Emergency Response Team

• State Civil Defense initiated and facilitated state response and recovery activities consistent with the priorities set by the Governor through the State Emergency Response Team, which is comprised of senior and mid-level managers representing emergency support functions from each state department. The team is flexible, scalable, and consistent with the National Incident Management System. The actual composition and staffing of the SERT is dependent on the size and scope of the incident, emergency, or disaster.

Governor’s Interagency Volcano Task Force

• Established in June 2008 with the approval of Governor Lingle, SCD organized the Interagency Task Force to address the impact to health and public safety caused by sulfur dioxide emissions, or “vog,” from Halema‘uma‘u Crater and from Pu‘u O’o, Hawai‘i Volcanoes National Park. The Interagency Task Force continues to focus on information sharing, air quality monitoring, agency investigations, studies, and surveys regarding sulfur dioxide and fluoride hazards to public health, school-aged children, water quality, and on live stock and agriculture.


Upgraded Communications Capabilities
• In 2003, State Civil Defense in conjunction with the Department of Accounting and General Services convened an interagency cooperative coalition to address national, regional, and local concerns for communications interoperability. The purpose of this cooperative coalition, called the Hawai‘i Wireless Interoperability Network or HWIN, is to develop reliable and effective wireless communications between and among the various communications systems now employed by organizations at all levels of government, and non-governmental agencies, who respond to disasters within the State of Hawai‘i.

  • Operating under a memorandum of understanding and charter endorsed by Governor Lingle and the four county mayors, HWIN meets quarterly to identify strategic goals and measure progress in achieving effective public safety communications at the federal, State, and county levels of government. HWIN charter members are U. S. Pacific Command, Honolulu FBI, Honolulu Police Department representing county police departments, county mayors, and U.S. Coast Guard District 14.
  • HWIN has provided oversight in reviewing the State Communications Interoperability Plan and county interoperability plans that were required by the Department of Homeland Security in 2007. Approval of the State Communications Interoperability Plan made the State and county agencies eligible to receive funds from the FY 2007 Public Safety Interoperable Communications Grant Program. This federal cost-sharing grant supported State and county projects totaling $9,669,879, with 80 percent ($8,069,879) of funding coming from the federal government. These funds were used to address public safety communications, including adding low site repeaters, satellite phones, and radio enhancements on Hawai‘i, O‘ahu, and Kaua‘i, and start a state radio system on Maui.

• As a result of SCD’s efforts to upgrade and enhance emergency communications systems, SCD Telecommunications Branch Chief George Burnett, received the 2010 Governor’s Manager of the Year Award in recognition for his role in managing the warning, information, telecommunications, video and wireless communications systems, and for communications interoperability initiatives.

Implemented the Disaster Emergency Preparedness Act of 2005

• Governor Lingle’s approval of the Disaster Emergency Preparedness Act of 2005 resulted in $8 million in funding for needed upgrades to the state’s outdoor siren warning system, funding for the retrofit of public facilities to serve as emergency shelters, and the establishment of a 24/7 State Warning Section in SCD.

  • Outdoor Warning Siren Modernization Project – Governor Lingle released approximately $13.2 million in Capital Improvement Program (CIP) appropriations for the State Outdoor Siren Modernization Project. This project seeks to replace old electrical-mechanical sirens and to install new solar-powered sirens throughout the state. The Outdoor Siren modernization project will increase the State’s siren warning system inventory from 365 to 509. Work is also underway to switch from radio activation to redundant satellite and commercial wireless activation links. The satellite and commercial wireless activation has been successfully tested on eight O‘ahu sirens.
  • State Warning Point – Launched in 2006, the State Warning Point section is manned 24/7 by SCD staff that monitors the National Warning System which connects over 2,600 agencies and provides emergency responders and the public with information on terrorist attacks and natural hazards like tsunami, hurricane, flood, wildfire, earthquake, landslide and volcanic eruption.
  • Emergency Shelter Retrofit Program – SCD facilitated and coordinated activities including initiatives to build a special health needs shelter capability as well as pet-friendly evacuation shelters.
  • State Public Emergency Shelters – In 2009, SCD’s list of public emergency shelters included 239 general population shelters, with 161 designated as special health needs shelters and 58 pet-friendly shelters. SCD promoted the list to the public to aid families and businesses in emergency planning. The State Public Emergency Shelter list is updated annually.
  • Private Emergency Shelter Program – Between 2009 and 2010, SCD invited 374 condominium owners to participate in the State Private Emergency Shelter program and offered a courtesy shelter survey (non-structural survey) of their properties. Fifty-two condominium owners responded to the invitation. As a result, SCD found 45 condominium properties suitable to serve as private emergency shelters, adding an estimated 19,665 shelter spaces for their residents.

Secured Emergency Management Performance Grants

• SCD received $20,054,474 in federal Emergency Management Preparedness Grants during fiscal years 2002 – 2010. Grant funds were distributed to state and local governments to assist in sustaining and enhancing all-hazards emergency management capabilities. The federal funds required a 50 percent match from the state and counties.


State of Hawai‘i Multi-Hazard Mitigation Plan 2004, 2007, 2010

• Required by the Disaster Mitigation Act of 2000, the state Multi-Hazard Mitigation Plan is a pre-requisite to receiving federal disaster assistance. The State of Hawai‘i Multi-Hazard Mitigation Plan was first approved by Governor Lingle on October 27, 2004. The Multi-Hazard Mitigation Plan must also be approved by FEMA every 3 years. FEMA approved the 2010 plan on October 4, 2010. This plan demonstrates the State’s commitment to reduce the risks from natural hazards, and serves as a guide for mitigation practice at all levels of government. The plan details how the State will address the impact of natural hazards on public infrastructure and facilities and identifies resources to ensure implementation.

Secured $20,187, 254 in Federal Mitigation Grants for Hawai‘i (2002- 2010):

• Hazard Mitigation Grant Program (HMGP) – $10,853,370 – The Hazard Mitigation Grant Program provides grants to States and local governments to implement long-term hazard mitigation measures after a major disaster declaration. The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented during the immediate recovery from a disaster.

• Pre-Disaster Mitigation (PDM) – $5,528,705 – The Pre-Disaster Mitigation program provides funds to states, territories, Indian tribal governments, communities, and universities for hazard mitigation planning and the implementation of mitigation projects prior to a disaster. Funding these plans and projects reduces overall risks to the population and structures, while also reducing reliance on funding from actual disaster declarations.

• National Earthquake Hazards Reduction (NEHRP) – $120,000 – The National Earthquake Hazards Reduction Program seeks to mitigate earthquake losses in the United States through both basic and directed research and implementation activities in the fields of earthquake science and engineering.

• National Tsunami Hazard Mitigation Program (NTHMP) – $3,685,179 – The NTHMP is designed to reduce the impact of tsunamis through hazard assessment, warning guidance, and mitigation.


Training and Exercises

• SCD led and participated in major exercises as part of its continuing effort to maintain readiness in cooperation with its government, private sector, and community partners. Major exercises coordinated by SCD between 2002 – 2010 include:

  • Annual Makani Pahili Statewide Hurricane Exercise – every year prior to the start of the Hawai‘i hurricane season in June, the exercise was held in all counties to provide participating agencies an opportunity to exercise their emergency management plans and preparedness activities in response to a hurricane threat.
  • Annual Tsunami Response Exercises (Exercise Kai Mimiki) – SCD coordinated and hosted semi-annual tsunami response exercises focusing on either a locally-generated or distant tsunami.
  • Annual Weapons of Mass Destruction (WMD) Exercises – SCD coordinated and hosted an annual WMD/Terrorism response exercise. Exercise scenarios addressed interagency responses to: bio-terrorism; port security; improvised nuclear device attack; radiological incidents; cyber-security; pandemic influenza; and maritime incidents.
  • 2003 Operation Iraqi Freedom – the State Emergency Operating Center was activated around the clock with an operations cell in response to Operation Iraqi Freedom. While monitoring national and local events, SCD disseminated situation reports to keep government agencies and key stakeholders informed of unfolding events in the Middle East and at home.
  • 2003 Terrorism Ho‘opale Elua (Defense II) – SCD led a terrorism full-scale response exercise that involved airlifting the Governor and her Cabinet to the State EOC aboard Army National Guard Black Hawk helicopters for a five hour in WMD exercise. This was the largest WMD exercise in the state’s history.
  • 2004 Strategic National Stockpile Bio-Terrorism Response Exercise.
  • 2004 Cruise Ship Terrorism Exercise in Honolulu Harbor.
  • 2005 Avian Influenza Agro-Terrorism Exercise.
  • Annual (since 2006) Community Response Exercises.
  • 2006 Global Tempest Congressional-Level Table Top Exercise.
  • 2006 A Kele Improvised Nuclear Device Exercise.
  • 2007 Cyber Terrorism Table Top Exercise.
  • 2007 Highly Pathogenic Avian Influenza Table Top Exercise Pale Mai Lele.
  • 2008, 2009, 2010 Kaimalu o Hawai‘i WMD Table Top Exercise.

Revised and Distributed Hawai‘i Homeland Security Advisory System (HHSAS) Brochures.

• The HHSAS was formulated following the tragic events of September 11, 2001 and then later revised to align with the national Homeland Security Advisory system. Hawai‘i’s original color-coded, threat protection system was used as the model for the new national Homeland Security Advisory System. In March 2003, as a joint project with State Civil Defense, the American Red Cross, Hawai‘i State Chapter and Central Pacific Bank, over 475,000 HHSAS brochures were mailed out to households statewide providing practical steps for families, schools and businesses to follow should threat levels increase. The HHSAS brochures were supported by Governor Lingle and Lieutenant Governor Aiona and released prior to the 2003 Operation Iraqi Freedom Campaign.

Implemented Tsunami Inundation 2-D Map Modeling Project

• Work began in 2002 on a state-federally-funded project to collect data and create new tsunami inundation mapping models for the State of Hawai‘i. Updated bathymetry was provided using Light Detection and Ranging and University of Hawai‘i Professor Kwok Fai Cheung began developing computer models to determine if improvements in the current tsunami evacuation zone maps were needed. The current inventory of tsunami evacuation maps were developed in 1991 using a one-dimensional modeling technique.

• Tsunami inundation maps for O‘ahu were completed in 2008 and the data was released to the City and County of Honolulu, Department of Emergency Management, following a rigorous scientific and engineering review panel. Tsunami inundation modeling for Hawai‘i County was completed in 2009 and the data was released to Hawai‘i County Civil Defense in 2010. The project is expected to be completed in 2012.

Strengthened U.S. Citizen Corps Program

SCD worked with community organizations to strengthen the U.S. Citizen Corps program and Community Emergency Response Team initiative to help neighborhoods plan and prepare for disasters. In 2004, SCD established the State Citizen Corps Advisory Committee. Since 2003, approximately 600 Citizen Corps volunteers have been trained in the State of Hawai‘i.

Improved Emergency Preparedness Logistics

• FEMA Pre-Positioned Equipment Containers in Counties – In 2005, SCD coordinated the shipping of equipment containers containing emergency shelter supplies and emergency roofing repairs materials to the counties. Thirteen sets were distributed to the counties: Big Island – 4 sets, Maui – 4 sets, Moloka‘i – 1 set, Lana‘i – 1 set, Kaua‘i – 3 sets to ensure the supplies are in place prior to an emergency.

  • State Civil Defense Logistics Center – In 2008, Homeland Security Grant Program monies were used to convert the former U.S. Property and Fiscal Office inside Diamond Head Crater to the State Civil Defense Logistics Center. This included purchasing of supplies with state appropriations and federal Homeland Security Grant funds to support special health needs shelters (e.g. generators, oxygen, cots, etc.), urban search and rescue; and immediate response needs.
  • State Civil Defense Resource Atlas –launched in 2010 after several years of data collection.

• State Civil Defense Media Center – Following the 2006 Kiholo Bay Earthquake, Governor Lingle convened a comprehensive communications review committee. The committee called for the establishment of a state media center to facilitate emergency communication. The State Media Center is co-located with the Logistics Center in Diamond Head Crater and provides a central location for broadcast and print media to receive emergency updates. Broadcasters with satellite equipment also have the capability of broadcasting live from the media center.

• Wind Borne Debris Cannon – In 2009 the University of Hawai‘i and State Civil Defense completed the design and fabrication of a wind cannon which is designed to evaluate the resistance of structural elements to the impact of windborne debris.

• 2009 Hawai‘i State Catastrophic Hurricane Plan – In June 2009, SCD and FEMA validated the Hawai‘i State Catastrophic Hurricane Plan during the annual hurricane exercise Makani Pahili. The plan, which took about 10 months to develop and publish outlines, joint state-federal response to a Category 4 hurricane impacting O‘ahu. It is the first FEMA-funded Catastrophic Plan to concentrate on a major hurricane response by state and federal governments. FEMA obtained $2 million in federal appropriations to produce this plan.

• Emergency Operations Plans and Readiness Exercises – SCD published the Emergency Support Function (ESF) Annex in February 2009. The ESF Annex outlines the state’s response to emergencies and details the responsibilities for State Emergency Response Team members. Hawai‘i’s ESF structure is unique as it adds five ESFs to the typical 15 federal ESFs. The added ESFs include special needs, tourist evacuation, mass fatalities, pet evacuation and sheltering, and military support.

  • In addition to the ESF Annex, SCD developed and published a number of contingency plans involving: bio-terrorism, general elections security, ballistic missile defense, disaster assistance, and hazard mitigation. The state has conducted numerous readiness exercises to validate planning scenarios in: bio-terrorism, improvised nuclear devices, improvised explosive device, hazardous materials, maritime security, avian influenza, earthquake, tsunami, cyber security, pandemic influenza, and hurricane.

• Community-Based Preparedness Project – In 2010, SCD launched an initiative to partner with faith-based organizations (e.g., churches, temples, synagogues) to improve disaster preparedness in communities by conducting workshops on hazard awareness, individual and family preparedness, incident management, and community preparedness planning. So far the SCD team has conducted workshops for communities and faith-based organizations along the Wai‘anae Coast, Pearl City, Waimanalo, and Hau‘ula. Workshops are held during the evenings to accommodate the public. This special project shows great potential and has been well-received.


Key Emergency Operating Center Activations (2003 – 2010)

SCD, in coordination with county civil defense agencies and other partners, led emergency responses to protect Hawai‘i residents and visitors over the past eight years:

• 2003 High Surf – high surf warning issued for all islands due to destructive surf between 30 – 40 feet and sets up to 50 feet.

• 2003 Terrorism Threat – terroristic threat to cruise ship Legend of the Seas enroute from Mexico to Hilo, Hawai‘i was diverted to Honolulu and prompted an FBI investigation and response.

• 2003 Hurricane Jimena – bearing down on the Big Island, fortunately took a southwestern turn, minimizing the effects on the Big Island.

• 2003 8.1M Japan Earthquake – tsunami watch issued for Hawai‘i.

• 2003 Waikoloa Village Fire – burned 550 acres in the Waikoloa area of South Kohala on the Big Island. Eight homes were safely evacuated.

• 2003 High Surf Warning – destructive surf event along northeast facing shores of the Hawaiian Islands with surf heights of 15 to 25 feet, with some sets up to 40 feet.

• 2003 Heavy Rains – flooding in Mapunapuna and caused damaging floods on every island.

• 2003 Elevated Threat Level – National Threat Alert status was increased to ORANGE – “High Risk” and Hawai‘i raised its terror awareness to the same level, marking for the first time that Hawai‘i has implemented such security measures.

• 2004 February Heavy Rains – flash flood watch issued for the state. Heavy downpours caused rockslides, flooding, road closures and downed power lines. The 24-hour rainfall average on O‘ahu was between 3 and 6 inches. Among the worst damages were the rivers of mud and rocks that cascaded down from a blocked culvert on the Likelike Highway in Kalihi Valley on O‘ahu, causing damage to houses and cars.

• 2004 Kawaihae Road Fire – threatened more than 100 homes in the subdivision of Uplands of Mauna Kea, caused the mandatory evacuation of local residents and burned in excess of 1,500 acres on the Big Island.

• 2004 Manoa Flood Disaster (FEMA 1575) – An upper-level low-lingering system near the islands for days made the atmosphere unstable, resulting in the development of heavy showers and thunderstorms around the islands. These thunderstorms, locked into place due to the terrain, produced very heavy rainfall totals in just a few hours. The focus of the heaviest rain occurred over the southern portion of the Ko‘olau Mountains on O‘ahu, resulting in the Manoa Stream overflowing its banks and causing significant flooding in Manoa Valley, including the University of Hawai‘i campus.

• 2004 Extreme North Shore Surf – swells over 20 feet, peaking at 26 feet, resulted from a large low-pressure complex which developed in the northwest Pacific. The highest surf occurred on Kaua‘i before daybreak, around sunrise on O‘ahu and late morning and afternoon on Maui and the Big Island. This resulted in road closures for several hours, which in turn resulted in a major traffic jam due to all the people trying to view the large waves.

• 2004 Holiday Season: Elevated Threat Conditions – increased from Yellow – Elevated to Orange – High.

• 2004, 2006, 2008, 2010 General Election Security – EOC activated to ensure that the electoral process moved forward in a manner that does not impede voters from casting their ballots.

• 2004 9.0+M Sumatra, Indonesia Earthquake – earthquake prompted the Pacific Tsunami Warning Center to issue a tsunami bulletin for Hawai‘i. No tsunami was generated

• 2005 Severe Storms – a line of powerful thunderstorms moved across Kaua‘i and O‘ahu producing strong wind gusts, wind damage and a small tornado. Winds gusted over 45 mph across many parts of north O‘ahu, resulting in minor wind damage and power outages.

• 2005 Hurricane Jova – reached category 3 status but dissipated well north of the Hawaiian Islands.

• 2005 Nanakuli Brush Fire (FEMA 2576) – threatened approximately100 homes in Nanakuli and 50 in Palehua, resulted in the evacuation of the Camp Timberline youth camp, a military solar observatory, the Maunakapu Communications site, as well as threatened the Kahi Power plant and power lines and burned more than 1,500 acres. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire-fighting costs.

• 2005 Lalamilo Fire (FEMA 2573) – threatened the town of Waikoloa Village on the Big Island and consumed more than 1,600 acres. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2005 Akoni Pule Highway Fire (FEMA 2574) – threatened more than 650 people and 300 homes in North Kohala on the Big Island and consumed more than 2,500 acres. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2005 Waikele Fire – threatened homes and consumed more than 500 acres.

• 2005 Hurricane Jova – reached category 3 status and remained over the open waters of the eastern North Pacific and central North Pacific Ocean basins. It reached its peak intensity of 110 kt 700 nautical miles east- southeast of Hilo, Hawai‘i and dissipated well north of the Hawaiian Islands.

• 2006 Hurricane Daniel – Initial predictions suggested that the cyclone would pass through the Hawaiian Islands as a tropical storm; however, Daniel’s remnants dissipated southeast of Hawai‘i.

• 2006 7.9 Tonga Earthquake and Tsunami Watch – Based upon the gauge readings, the tsunami that reached Hawai‘i was generally one-half to one foot (6 to 12 inches), although local effects in Kahului Harbor resulted in a slight enhancement with the tsunami about 1 1/2 feet high and reports of unusual tidal surge behavior at Hanalei Bay.

• 2006 Maalaea Fire on Maui (FEMA 2844) – consumed 2,000 acres and threatened the town of Ma‘alaea, including homes, businesses, a boat ramp, and a wind farm. The Honoapi‘ilani Highway was closed. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2006 March Flood Disaster (FEMA 1640) – (including Kaloko Dam incident) – excessive rains produced flooding over portions of windward Kaua‘i and O‘ahu and triggered a significant landslide that closed O‘ahu’s Pali Highway. The heavy rains in Kaua‘i contributed to the Kaloko Dam breach which resulted in the loss of seven lives. Rainfall amounts during the period were quite large, especially along windward sections of Kaua‘i and O‘ahu, with some locations receiving well over 15 inches of rainfall. Some locations received over 3 inches in just a matter of 1 or 2 hours.

• 2006 6.7 M Kiholo Bay Earthquake (FEMA 1664) – magnitude 6.7 Kiholo Bay earthquake and nearly 400 aftershocks after the mainshock resulted in an island wide power outage on O‘ahu that left parts of the island without power for up to two days.

• 2006 8.3M Kuril Islands Earthquake and Tsunami Watch – while not destructive to coastal properties, resulted in prolonged oscillations in Hawai‘i waters. Rapid changes in sea level were reported around the state including 60 inches at Kahului, 45 inches at Hale‘iwa, and 18 inches at Waikiki. Surges of water overran the parking lot at the small boat harbor Nawiliwili Bay on Kaua‘i and reached the highway near Laniakea on O‘ahu.

• 2007 Damaged Tong Cheng Merchant Vessel – a ship owned by the People’s Republic of China, carrying an unspecified type of ammunition, made an unscheduled stop in the port of Honolulu to repair a crack in its hull.

• 2007 Polipoli Wildfire – consumed at least 600 acres on Maui.

• 2007 Hurricane Flossie – a strong category 4 hurricane which brushed the southern coast of Hawai‘i then rapidly weakened to a tropical storm.

• 2007 8.0 Peru Earthquake and Tsunami Advisory – earthquake occurred 27 miles west-northwest of Chircha Alta, Peru and prompted the Pacific Tsunami Warning Center to place Hawai‘i in a tsunami advisory.

• 2007 Hurricane Cosme – reached peak intensity as a category 1 hurricane, but quickly decreased in strength and was downgraded to a tropical depression before passing to the south of the Hawaiian Islands.

• 2007 Kula Forest Reserve Fire – about 2,400 acres of native, pine and redwood forest was burned or scorched.

• 2007 Olowalu Fire (FEMA 2701) – burned over 800 acres, destroyed one home and prompted evacuation of a tomato farm and residences near the Olowalu store in Maui. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2007 Waialua Fire (FEMA 2720) – burned more than 3,000 acres on the North Shore of O‘ahu near Kaukonahua Road prompted evacuation of about 50 Waialua residents. Governor Lingle issued a State Emergency Proclamation for the purpose of supporting the fire with Hawai‘i National Guard and emergency funding. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2007 Kohala Mountain Road Fire (FEMA 2722) – burned over 160 acres, and prompted the evacuation of at least 40 homes in the South Kohala View Estates just outside of Waimea on the Big Island. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2007 Puako Fire (FEMA 2740) – 1,500 acres burned and threatened 200 residences, two resort hotels, and three beach parks in Maui. Primary electrical transmission lines were also threatened. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2007 Saint Louis Heights Brush Fire – The brushfire along Waahila Ridge burned 50 acres in the St. Louis Heights area on O‘ahu.

• 2007 December Highwind Disaster (FEMA 1743) – high wind warnings were issued for parts of Kaua‘i and O‘ahu. Although winds were generally strong across the state, downslope zones of northeast Kaua‘i, central O‘ahu, windward O‘ahu, and Moloka‘i saw the highest gusts, in the 60-70 mph range. Maui and the Big Island experienced the heaviest rainfall during the event. Statewide totals ranged from one to six inches.

• 2008 Flash Flooding – a nearly stationary front just west of Hawai‘i produced heavy rainfall for all of the islands, especially on the Big Island where excessive runoff caused flooding in many low lying areas.

• 2008 ‘Iolani Palace Civil Disorder – 50 or more protestors from the “Hawaiian Kingdom Government” assembled on the Palace grounds and chained the entrance gates closed.

• 2008 NROL-21 Satellite Re-Entry – The U.S. Navy launched a SM-3 missile to destroy the malfunctioning satellite, shortly before it entered Earth’s atmosphere. SCD developed a plan to address potential effects of satellite debris.

• 2008 December Highwind/Flood Event Disaster (FEMA 1814) – a Kona low-pressure system, which developed northwest of the state, produced several rounds of heavy rainfall. The initial rain band hit Kaua‘i and O‘ahu and caused significant flooding. O‘ahu was the hardest hit, with severe damage reported in the north, west, and central sections of the island. Several O‘ahu rain gauges recorded an incredible 10 to 13 inches in a 12-hour period. A second round of serious flooding primarily affected Kaua‘i and O‘ahu. Serious flooding occurred on Kaua‘i in Waimea town, and closed the highway into Hanalei.

• 2008 Island-wide blackout on O‘ahu – power failure affected the island’s 293,000 customers and thousands of visitors including President-elect Barack Obama. SCD activated and mobilized to support the power outage.

• 2009 High Winds – high wind warning issued for the State with damaging wind gusts of up to 60 miles per hour which prompted public school closures.

• 2009 7.9M Tonga Earthquake – earthquake prompted the Pacific Tsunami Warning Center to issue a tsunami bulletin to Hawai‘i.

• 2009 (April) North Korea Ballistic Missile Threat – North Korea launched its Taepo-Dong-2 ballistic missile in what was described as an attempt to put a satellite into low earth orbit. The U.S. called the attempted satellite launch a “provocative act.” SCD activated and mobilized to support population protection contingencies.

• 2009 (July) North Korea Ballistic Missile Threat – North Korea threat of launching a ballistic missile toward Hawai‘i prompted the Defense Department to strengthen defense forces with antimissile interceptors in place.

• 2009 Tropical Storm Guillermo – packing sustained winds near 40 mph, the storm was located about 635 miles north-northwest of Honolulu and moving northwest when the storm changed its course and headed away from Hawai‘i.

• 2009 Tropical Storm Hilda – with winds at 35 knots and gusts to 45 knots, the storm passed well south of the Hawaiian Islands.

• 2009 Tropical Storm Lana – passed well south of the Hawaiian Islands with maximum sustained winds are near 65 mph with higher gusts.

• 2009 Kaunakakai Fire (FEMA 2834) – burned 7,000 acres and threatened 400 residences on Moloka‘i. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.

• 2009 Hurricane Felicia – at one point was a category 4 hurricane and eventually a weakening tropical storm which turned due west towards Hawai‘i and degenerated into a remnant low before passing over the islands. SCD coordinated a state response for the system which passed through all counties as a remnant low-pressure system.

• 2009 8.0M Samoa Island Region Earthquake – the Pacific Tsunami Warning Center issued a tsunami watch for Hawai‘i. SCD coordinated and assisted with supplies bound for American Samoa.

• 2009 7.8M Vanuatu Islands Earthquake – 183 miles northwest of the Vanuatu island of Santo prompted the Pacific Tsunami Warning Center to issue a tsunami advisory for Hawai‘i.

• 2009 High Surf Event – a dangerously large swell produced destructive surf with wave heights expected at 30 – 40 feet with occasional 50 foot sets throughout the Hawaiian Island chain.

• 2010 8.8M Chile Earthquake Tsunami Warning and Statewide Evacuation – earthquake prompted the Pacific Tsunami Warning Center to issue a tsunami warning and a statewide tsunami zone evacuation was initiated for Hawai‘i. SCD coordinated the interagency preparations and response to the potential effects of coastal flooding.

• 2010 Ma‘alaea Fire (FEMA 2844) – burned more than 2,000 acres, prompted evacuation of about 100 people, including residents, shoppers and workers at Ma‘alaea Harbor shops, shoreline campers, visitors at the scenic lookout at the pali, employees of the Kaheawa Wind Farm and boat operators at the harbor. SCD coordinated for an approved FEMA Fire Management Assistance Grant which reimbursed 75 percent of eligible state and county fire fighting costs.


The State of Hawai‘i has suffered at least on major natural disaster each year since 2004, resulting in catastrophic property losses and loss of life. SCD coordinated response and recovery efforts:
Response and Recovery to Five Presidentially-Declared Disasters
State Civil Defense coordinated response and recovery efforts for five federally-declared disasters:

a) October 2004 Manoa flood
b) March 2006 severe storms, flooding, landslides, and mudslides
c) October 2006 Kiholo Bay earthquake
d) December 2007 severe storms, high surf, flooding, and mudslides
e) December 2008 severe storms and flooding

Response and recovery efforts in these disasters included conducting damage assessments, operating Disaster Assistance and Recovery Centers, coordinating State Emergency Response Team operations, supporting federal Joint Field Offices, and providing individual and public assistance. SCD also organized volunteers and National Guard personnel to clean streams in Wai‘anae, Makaha, Lai‘e, and Hale‘iwa after the 2008 severe storms and flooding in order to prevent a recurrence of the event.

These disasters brought in $12 million of federal hazard mitigation assistance grants to strengthen public infrastructure facilities. These disasters also brought in $88 million of federal disaster assistance funding for the repair of damaged public infrastructure and approximately $10 million in disaster assistance grants for residents. FEMA assistance for these disasters included:

o October 2004 Manoa flood – $51,872,627
o March 2006 severe storms, flooding, landslides, and mudslides – $11,570,932
o October 2006 Kiholo Bay earthquake – $39,984,178
o December 2007 severe storms, high surf, flooding, and mudslides – $3,580,327
o December 2008 severe storms and flooding – $3,095,331

Fire Management Assistance Grant (FMAG) Program

State Civil Defense continues to serve as the grantee for all FEMA-approved Fire Management Assistance Grants. This is the only federal disaster assistance grant that FEMA awards to prevent a disaster occurring from wild land fires.

Major brush fires supported by Fire Management Assistance Grants include:

o 2003 Waikoloa Village Fire (Hawai‘i County)
o 2004 Kawaihae Road (Hawai‘i County)
o 2005 Waikele Fire (O‘ahu)
o 2005 Nanakuli-Kahe-Makakilo Fire (O‘ahu)
o 2005 Lalamilo-Waikoloa Fire (Hawai‘i County)
o 2005 Akoni Pule Highway Fire (Hawai‘i County)
o 2006 Ma‘alaea Fire (Maui)
o 2007 Olowalu Fire (Maui)
o 2007 Waialua Fire (O‘ahu)
o 2007 Kohala Mountain Road Fire (Hawai‘i County)
o 2008 Puako Fire (Hawai‘i County)
o 2009 Kaunakakai Fire (Moloka‘i)
o 2010 Ma‘alaea Fire (Maui)

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Made Significant Progress in Fulfilling State’s Commitment to Native Hawaiians

Breaking ground on a new Dept. of Hawaiian Home Lands development

• The Department of Hawaiian Home Lands (DHHL) awarded 2,458 homestead leases to native Hawaiians during the eight years of the Lingle-Aiona Administration, with another 3,400 in the process of being built. In comparison, during the trust’s first 80 years, DHHL awarded approximately 5,800 leases.

• DHHL created the Undivided Interest Award Program which is an award to a group of individuals for a to-be-developed project. This program provides lessees time to qualify for a mortgage loan, and fix their finances while DHHL develops the project.

• DHHL created the Home Ownership Assistance Program (HOAP) to help prepare beneficiaries to become homeowners. The program includes three modules that help to remove the impairments to homeownership: a financial literacy education program, an employment program, and a social services program. Since its inception in 2004, HOAP has served approximately 3,000 families, and as of the end of 2010 the program was servicing more than 1,300 families in one-to-one case management.

• Between December 2002 and 2010, DHHL received $82 million in federal funding for its Native American Housing Assistance and Self-Determination Act program. This included more than $72 million for affordable housing and housing-related activities from the U.S. Department of Housing and Urban Development (HUD). In addition, DHHL received $10 million in ARRA funds that will be used for housing-related activities in accordance with ARRA regulations. All funds will be used to service beneficiaries at or below 80 percent of the HUD median income.

• Within the first six years of the Administration, DHHL became self-sufficient and is able to support its mission of helping beneficiaries from the proceeds of its leasing operations. This eliminates the need for the state to use general fund tax revenues to support DHHL.

Brought Services to Where Beneficiaries Live

• In March 2008, DHHL moved to its new headquarters in East Kapolei, Hale Kalaniana‘ole, becoming the first state department to move the majority of its operations to O‘ahu’s second city. Located on Kapolei Parkway, Hale Kalaniana‘ole is a two-story, 45,000-square-feet office building on a nine-acre landscaped parcel, which includes parking. The new DHHL home is situated closer to the majority of DHHL beneficiaries on the island of O‘ahu. DHHL’s establishment of a headquarters on DHHL lands eliminates the cost of facility rent.

• DHHL’s relocation prompted infrastructure improvements in Kapolei that benefit the entire West O‘ahu community. Because of DHHL’s focus on this part of O‘ahu, the Salvation Army’s Kroc Community Center, UH-West O‘ahu campus, D.R. Horton’s Ho‘opili development, the Ka Makana Ali‘i regional shopping center and two schools are able to be developed. Infrastructure improvements consist of the Kualakai Parkway, 4 million gallon water reservoir and trunk sewer line, and the Kapolei Parkway Extension.

Growing and Strengthening Communities

• DHHL created and developed Regional Plans for all DHHL homestead communities. These plans not only improve DHHL communities but also non-homestead communities within each region. The regional plan incorporates the thoughts and ideas of various stakeholders in a community, including community leaders, elected officials and others residing in a region, with a particular focus on homestead beneficiaries and their priority projects. In addition, DHHL initiates beneficiary consultation when planning projects to ensure successful implementation.

• DHHL established Kulia I Ka Nu‘u, a community development program designed to assist homesteaders to (1) govern the affairs within their respective homestead communities, (2) provide training and opportunities for homestead communities to develop and manage income producing properties, and (3) provide opportunities for sustainability and economic self-sufficiency.

• DHHL and the Office of Hawaiian Affairs (OHA) joined forces in a historic partnership to provide more affordable housing for native Hawaiians, while improving the quality of life for surrounding communities. The OHA Board of Trustees approved a grant of $3 million a year to cover the debt service for up to 30 years with up to $40 million in revenue bonds. The bonds will be used for statewide construction projects and $5 million will be earmarked to fund planning, design and feasibility studies for community-driven projects in 18 regions throughout the State of Hawai‘i.

Promoted “Green” Self-Sustaining Communities

• In 2010, DHHL dedicated the nation’s first LEED (Leadership in Energy and Environmental Design) Platinum subdivision. The Kaupuni development in Wai‘anae, the first of its kind in the State of Hawai‘i, is designed with the most innovative energy saving features available. The goal is to create a self-sustaining community that will have aspects of a modern day ahupua‘a and be a model towards the energy and environmental design arena aiming to be the first net zero subdivision. A community center, Hale Kumuwaiwai, is also being developed to allow residents to produce and prepare their own foods, share knowledge and recreate.

• DHHL adopted an energy policy – Ho‘omaluō – which outlines five key objectives to achieve healthy, self-sufficient and thriving communities.

  • Reinforce the focus on the environment and the preservation of values that restore balance, harmony and sustainability of Hawai‘i’s lands;
  • Pursue opportunities for economic self-sufficiency and contribute to Hawai‘i’s Clean Energy Initiative through leasing of lands owned by DHHL for renewable energy projects;
  • Build new, affordable, sustainable communities and promote energy initiatives;
  • Incorporate renewable energy technologies into existing homesteads;
  • Conduct outreach programs to educate and encourage the public to live a “green” lifestyle; and
  • Market the state and utility’s collaborative efforts to reduce Hawai‘i’s dependence on oil.

• DHHL formed an energy partnership with Hawaiian Electric, Maui Electric and Hawai‘i Electric Light companies that will benefit native Hawaiian homesteaders and support the Hawai‘i Clean Energy Initiative through the development of affordable, energy self-sufficient and sustainable communities.

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The Department of Health’s (DOH) mission is “to protect and improve the health and environment for all the people of Hawai‘i.” DOH actions and initiatives during the Lingle-Aiona Administration reflect this mission and focus on the health and safety of our citizens and visitors.

The following highlights the accomplishments and initiatives undertaken by more than 3,000 DOH employees during Administration’s eight years to improve the lives of the people of Hawai‘i.

Protecting and Improving the Environmental Health of Hawai‘i

Kept Drinking Water Safe

• Regulated drinking water in Hawai‘i is of very high quality, with over 99 percent of consumers who use the public water system receiving safe drinking water on a monthly basis because of numerous DOH programs to protect drinking water.

• The Safe Drinking Water Branch (SDWB) adopted an information technology system to automate reports to the Environmental Protection Agency (EPA) subsequently improving it and linking with the counties to help them do more sampling. Key features can also be utilized in emergencies.

• In the last three fiscal years DOH loaned $52.1 million, and provided $19.5 million of ARRA grants to county water systems for drinking water system improvements.

• DOH surveyed drinking water for lead in 1,200 licensed pre-school and child care facilities and found no problems.

• In response to the increased volcanic emissions and residents’ concerns in 2008, DOH sampled regulated catchment systems on the Big Island and rainfall. DOH also funded the publication of catchment water guidelines.

• In 2008, DOH took enforcement action to prevent the cut off of drinking water and wastewater services to numerous Moloka‘i residents.

Kept Coastal and Fresh Waters Healthy

• The department significantly increased its testing of beaches, developed better tests, improved its warning system, and educated the public with help from EPA funds. The public now gets better warnings of sewage and other spills by a hotline, a website with interactive maps, and RSS feeds.

• In 2007, DOH started using a specialized surfboard to collect water samples from surf sites.

• In the last three fiscal years DOH loaned $160 million, and provided $30 million of ARRA grants to county water systems for wastewater system improvements. DOH won EPA national and regional awards.

• The Wastewater Branch (WWB) promoted water recycling for irrigation and to conserve drinking water. About 23.5 million gallons of treated wastewater is recycled daily.

• The Environmental Planning Office (EPO) adopted changes to state water quality standards and pollution budgets to bring impaired waters within standards.

Maintained Excellent Outdoor Air

• As monitored, outdoor air remains much cleaner than federal and state standards require, except for vog and fireworks incidents.

• Responding to increased vog in 2008, DOH and other agencies developed a new, short-term sulfur dioxide health alert index to advise the public, especially those with respiratory problems.

• DOH made major improvements to its air quality monitoring and warning system to provide near real-time information on the web. Three new monitoring stations were added, and a special website was implemented for Big Island sulfur dioxide due to vog.

• The Clean Air Branch (CAB) supported the state’s Greenhouse Gas Emission Reduction Task Force, which inventoried emissions in 2008 and wrote a work plan in 2009 to meet the statutory target of 1990 emission levels by 2020. The work plan urged implementation of Hawai‘i’s Clean Energy Initiative.

Improved Contaminated Lands for Redevelopment

• The Hazard Evaluation and Emergency Response (HEER) Office played a major role in redeveloping contaminated lands.

  • HEER oversaw the environmental investigation and cleanup of contaminated industrial and agricultural areas such as the sites for Iwilei Costco, Home Depot, and Lowe’s stores, the Pier 38 Fishing Village, DHHL lands in East Kapolei, further work at the GASCO Iwilei, and ongoing work at Honolulu Harbor.
  • HEER facilitated contaminated property redevelopment through the Voluntary Response Program, Brownfields Cleanup Revolving Loan Fund, and federal Brownfields Assessment Grants to counties, and four Hawai‘i Brownfields Forums.
  • HEER streamlined regulatory oversight with new guidelines on action levels and remedies, a Fast Track Cleanups process for mildly contaminated properties, and a Cleanup Checklist for better applications for faster approvals.

• In 2007, HEER adopted rules to guide the cleanup properties with illegal methamphetamine laboratories.

• In 2010, HEER developed rules on reporting hazardous and ultra-hazardous substance storage.

Protected our Air, Water and Land through Vigorous Environmental Enforcement

• The Clean Air Branch (CAB) significantly increased its investigations and overall enforcement. In 2010, CAB collected $1,128,600 in settlements.

• The Clean Water Branch (CWB) took major enforcement actions, many in collaboration with EPA, against the 2006 Ala Wai sewage discharge, the City wastewater system, Kualoa Park discharges, Maui landfills, Hokulia, James Pflueger, Marisco, and others. Through 2007 DOH recovered over $3.3 million in cash and over $1.3 million worth of environmental projects.

• The Solid and Hazardous Waste Branch (SHWB) brought major cases against violations at Waipahu Incinerator, (recovering $425,000 in cash and supplemental environmental services), and Waimanalo Gulch Landfill (recovering $520,000 in cash and $1,080,000 in supplemental environmental projects).

Increased Recycling

Deposit beverage container (DBC) recycling started and grew considerably. From a January 2005 redemption rate of 20 percent, DBC recycling grew to 76 percent by 2010. DBC certified redemption center sites grew from 44 in 2005 to 102 in 2010.

• The SHWB set up and coordinated a State Agency Recycling Program, developed procurement policies for recycled products, promoted local manufacturing use of recycled materials, and coordinated education and outreach on waste reduction, diversion, and pollution prevention.

Increased Public Awareness of Health and Environmental Protection

• In 2006, the Environmental Planning Office worked with the Honolulu Theatre for Youth to produce mini-playlets about health and environmental issues to over 90,000 school children.

• DOH sponsored youth video competitions about deposit beverage container recycling and greenhouse gases.

• The Clean Water Branch taught children about polluted runoff at the Aquarium’s annual Earth Day events.

• DOH met annually with military environmental professionals.

Improved Environmental Information Technology (IT) to Protect the Public and Streamline Permitting

DOH created and significantly improved many different computer systems, including warning systems for air and water pollution, laboratory systems for flu, and e-permitting. Besides IT projects described elsewhere on this website, DOH did the following:

• The Environmental Health Warehouse was the first major DOH environmental IT integration and extracts facility data and displays it for staff on interactive maps and in tables. The technology was re-used to build water warning and drinking water sampling systems.

• The Wastewater Branch consolidated its databases and started online applications for approvals of new wastewater systems.

• The State Laboratories Division started accepting licensing applications on-line.

• Most environmental regulatory programs put online permit application forms and instructions.

• DOH won EPA IT grants, connected to the EPA National Environmental Information Exchange Network, and exchanged data with four EPA programs, with more exchanges planned. The CWB water discharge monitoring reports NetDMR system became the first state program in EPA Region 9 approved under strict EPA rules for electronic reports.
• The SHWB and HEER implemented document management systems to aid private redevelopment of contaminated land and reduce the burden producing records.

• DOH and the Department of Business, Economic Development and Tourism (DBEDT) jointly started developing an e-Permitting Portal to expedite clean energy project with e-permit applications and online payments funded by DBEDT provided, U.S. Department of Energy, ARRA funds.

• The Vector Control Branch greatly automated its work and computerized pesticide use, surveillance data, other field work, lab data, complaints, and service requests. The system included handheld GPS units for field workers and covers the neighbor islands.

Kept Food Safe and Prevented Foodborne Illness

• The Sanitation (SAN) and Food and Drug (FDB) Branches protected public health by inspecting restaurants, food vendors, markets, distributors, manufacturers and other establishments for foods, products, and practices that could result in illnesses. FDB also tested foods at SLD and helped USDA recall foods. SAN closed two restaurants linked to pathogenic E. coli illnesses allowing them to reopen after all safety parameters had been met and staff had been retrained on food safety procedures. Both branches made major internal improvements.

  • FDB recalls included threats from Botulism, Salmonella, Listeria, and melamine; and products included Chinese infant formula, coffee, candy, and snacks; peanuts and peanut-related products; counterfeit toothpaste from China, vegetable snacks, noodle products, canned chili, and flavor enhanced products.
  • In 2008 the DOH dealt with a pathogenic E. Coli outbreak on Kaua‘i where produce and cattle were found to be the cause.
  • SAN permitted 9,900 food establishments statewide and over 5,000 on O‘ahu alone.
  • In FY10 statewide, SAN conducted 10,969 food establishment inspections and identified 10,234 violations; 1,072 inspections were in response to complaints.
  • In FY10 SAN certified 853 people in food handling safety (16 hour course) and taught another 1,523 people food safety.

Aided Volunteers Who Feed the Homeless

• In 2006, faith-based groups petitioned for help in feeding the homeless. In 2007, DOH amended its rules to exclude kitchens and serving locations that are used only to prepare and serve food to the homeless for free. As a result, faith-based organizations and other volunteers who cook and serve meals to the homeless do not need a permit.

Protected Environmental Health in Many Other Ways, A (asbestos) to V (vectors)

The Sanitation Branch also inspected and regulated public swimming pools, massage establishments, barber and beauty establishments, tattoo establishments, and care facilities. The branch also licensed tattoo artists and embalmers.

The Indoor and Radiological Health Branch (IRHB) regulated radiation, community noise, air-conditioning and ventilation, asbestos, lead, and indoor air quality. This branch also maintained a radiation response team and developed new rules to protect the public from excessive tanning, MRI injuries, medical radiation overexposure, and insure better air conditioning and ventilation which are now in the process of adoption.

Neighbor Island staff were especially engaged in larger DOH efforts, such as school and H1N1 flu clinics, and department wide emergency teams.

Monitored and controlled insects and animals that spread disease

• The Vector Control Branch developed a major program to prevent West Nile Virus from entering Hawai‘i through monitoring and treatment for mosquitoes, particularly around airports and harbors. These prevention efforts involved several partners. The DOH and its partners also prepared for avian influenza.

Improving the Health of Hawai‘i Residents through Prevention and Promotion of Physical Activity, Good Nutrition and Reducing Tobacco Use

The Healthy Hawai‘i Initiative (HHI) supports healthy lifestyle changes by implementing policies and programs to create sustainable changes in Hawai‘i’s communities, schools and workplaces. HHI projects are based on national and locally collected data and best practices.

Created the State’s First Physical Activity and Nutrition Plan

• The Hawai‘i Physical Activity and Nutrition Plan was developed by over 100 contributors representing healthcare professionals and providers, community organizations, non-profit organizations, and state and county governments brought together by the DOH. The plan helps to educate people on the opportunities to affect change at four different levels of our island environment: worksites, schools and childcare facilities, healthcare system and the built environment.

• Organizations and the public can view the Physical Activity and Nutrition Plan at to identify strategies they can implement.

Worked with DOE to help combat Childhood Obesity in Hawai‘i

• The DOH has worked closely with the Department of Education (DOE) to make our schools healthier. The DOH-DOE Local Wellness Policy will bring about dramatic changes in all public schools in Hawai‘i. The policy document can be found at

Shared Hawai‘i Health Data with the Public

• In 2010, DOH launched a new data warehouse that gives public health professionals, the public, and policymakers easy access to public health data and reports through a website, Users can compare the differences in health among the population of Hawai‘i by race/ethnicities, geography, and income and education levels. The site currently houses six data sets, some of which were previously unavailable to the public, and DOH will continue to add more.

Implemented the Smoke-Free Hawai‘i Law

• In November 2006, the Hawai‘i Smoke-Free Workplace Law went into effect. The law that prohibits smoking in public and enclosed places provides increased protections to employees from exposure to second hand smoke.

• Hawai‘i Tobacco Quitline (1-800-QUIT-NOW) is available for people ready to make a commitment to quit smoking.

Preparing for Public Health Emergencies and other Disasters

Established the Department Operating Center (DOC)

• In order to coordinate and support the emergency and disaster response operations, a Department Operating Center (DOC) has been established. Operating under the Incident Command System (ICS), the DOC is equipped with telephones, computers, data, radio, cellular, cable, and satellite systems, which allow the emergency response staff to coordinate disaster operations. Audiovisual systems, integrated with the computer network, have the capability to keep the emergency response staff current on developing situations and to share information on the interactive smart board screen and plasma displays. DOC functions include coordinating emergency actions with local, state, and federal agencies, collecting, analyzing, and communicating pertinent information with involved agencies, and overseeing and supporting emergency preparedness, response, and recovery efforts for public health.

Built Response Capacity through the State Medical Reserve Corps

• More than 500 volunteers have been recruited and trained for Hawai‘i’s volunteer Medical Reserve Corps (MRC). The mission of the Hawai‘i MRC is to establish teams of local volunteers who can contribute their skills and expertise for medical and public health services throughout the year and during times of community need. Members receive quarterly trainings in disaster preparedness and response.

Participated in multi-agency all-hazards preparedness exercises

• DOH participated in exercises with state, federal, county and community-based partner agencies to improve the all-hazards preparedness of the state. Exercise scenarios included hurricanes, improvised nuclear devices, infectious diseases, major trauma casualties from aircraft incidents, and pandemic influenza. These exercises provide hands-on experiences and important lessons to improve the state’s response to public health emergencies

Established an Automated Alert Notification System

• Response Manager, a web-based portal, communications, collaboration, and alerting system, was implemented to enable secure “real-time” alerting and communication of emergency response partners. Key stakeholders such as DOH officials and public information officers from agencies statewide can be simultaneously alerted via phone, cell phone, email, and pager to respond as needed. The system also enables representatives from one or more agencies to collaborate on document preparation in a secure environment from their offices or homes.

Increased Laboratory Capacity to Test for Biological and Chemical Threats and met the Pandemic challenge

• The State Laboratories Division (SLD) greatly increased its capabilities to deal with bioterrorism, chemical terrorism, food-borne threats, West Nile Virus, pandemic influenza, and other infectious diseases, including implementing new and faster types of tests, and maintaining or acquiring various national certifications. New rapid influenza testing can detect new strains with pandemic potential. Rapid response capabilities increased to detect biological toxins and infectious disease, such as West Nile Virus. The SLD is officially both a state and national critical infrastructure.

• The SLD completed its multi-million dollar IT system (STARLIMS) and used it during the 2009 H1N1 pandemic. The SLD also set up a network with community laboratories that provided critical help during that pandemic.

• SLD supported the Hawai‘i Clean Energy Initiative with major facility upgrades that improved energy efficiency.

• SLD received 2009 FDA commendations for milk testing and American Samoa tsunami relief; one staff member won a 2010 national genetic fingerprinting award.

Strengthened Environmental Preparedness for Public Health Emergencies

• The Indoor and Radiological Health Branch (IRHB) greatly strengthened its Radiological Response Team making it the only state team in the nation tactically capable of responding to all chemical-biological-radiological-nuclear events and totally interoperable with a National Guard Weapons of Mass Destruction Civil Support Team.

• IRHB obtained a new high-tech 24/7 monitoring station under EPA’s new RADNET to monitor changes in ambient radiation from radiological or nuclear releases in the Pacific.

• IRHB arranged to use Pennsylvania’s radiochemistry laboratory for testing, and this helped the DOH & the Army assess depleted uranium at Schofield Barracks and Pohakuloa Training Area.

• The HEER Office sent dispersant to assist in the cleanup of the 2010 Gulf oil spill, using networks developed in yearly Hawai‘i oil spill exercises and the Pacific States British Columbia Oil Spill Task Force.

• HEER responded to hundreds of oil spills and hazardous substance releases, providing an important transition between county first responders and long-term clean up by responsible parties.

• The Safe Drinking Water Branch sponsored several emergency response workshops to better prepare drinking water systems for terrorist actions and other emergencies.

• The Environmental Planning Office added geographical information to DOH computers on emergency shelters and maps of health care facilities for people with special needs.

Monitoring and Controlling Communicable Disease in the State

• The DOH adopted new administrative rules in August 2007 to increase the use of the HIV rapid test in Hawai‘i. The rapid test makes it possible for individuals to learn their initial test results during their first visit with a counselor or health care provider and receive appropriate counseling, rather than wait for results to come back.

• In 2009, the DOH successfully amended Hawai‘i statute to allow for more routine HIV testing, which enabled more individuals to know their HIV status early and to help prevent HIV transmission in Hawai‘i.

• The DOH improved services to the state by renovating the Lanakila TB Clinic into a state-of-the-art facility with digital radiographic capabilities. Hawai‘i is now part of a national Centers for Disease Control and Prevention research consortium that will help address important questions to improve TB control and elimination in Hawai‘i and nationally.

• The DOH/Hansen’s Disease program developed and implemented innovative interventions to screen high-risk migrants for Hansen’s disease through churches, homeless shelters, training programs, workplaces, and primary care clinics.

Protecting Adults and Children through Immunizations

Implemented the Hawai‘i Immunization Registry

• The DOH Immunization Branch worked with the healthcare community including providers, clinicians, and other groups to develop Hawai‘i’s first Immunization Registry. The Registry helps residents track their vaccinations through their lifetime and provides a secure location for all vaccination records for children and adults that can be accessed when needed by authorized healthcare professionals.

Provided Childhood Vaccines to Those in Need

• Children from birth through 18 years of age who are uninsured, underinsured, or have Medicaid/QUEST insurance are eligible to receive free vaccines through the Vaccines for Children program (VFC).

Hepatitis B in Pregnant Women and Newborns

• The Immunization Branch ensures that all pregnant women in Hawai‘i are tested for hepatitis B disease and that infants born to women with chronic hepatitis B disease receive appropriate treatment to prevent perinatal and early childhood hepatitis B transmission.

Supporting programs for women and children

Increased Healthier Planned Pregnancies

• The Hawai‘i Perinatal Health Summit was recognized by the National Association of Maternal and Child Health as a model to promote pre-conceptual care. Hawai‘i’s Women’s Health Sections activities are being shared nationally in a Case Study format to demonstrate best practice in the use of data and community partnerships to inform program design and delivery of care.

Provided Support to Pregnant Women At-Risk for Substance Abuse, Depression, and Domestic Violence

• The Hawai‘i Infant Mortality rate decreased from 7.6 per 1,000 live births in 2000 to 6.4 in 2005, one of the lowest in the nation. Through Perinatal Support contracted services in ten geographic areas throughout the state 1,752 at-risk pregnant women were screened for 23 risk factors including substance use/abuse, depression, and domestic violence and received assistance with enrolling in health care plans.

Provided Newborn screening services

• Hawai‘i meets the national newborn screening recommendations for a uniform panel by the American College of Medical Genetics and the March of Dimes. For FY 2003-2010, 99.8 percent of Hawai‘i newborns received metabolic screening; 100 percent of newborns that screened positive received timely follow-up to definitive diagnosis and clinical management for conditions identified through newborn metabolic screening.

• Newborns receiving hearing screening before hospital discharge increased from 96.8 percent in 2002 to 98.4 percent in 2006; 60-70 percent of infants with hearing loss are receiving appropriate intervention services by age 6 months. In 2009, 96.9 percent of newborns received hearing screening.

Developed Statewide Childhood Lead Poisoning Prevention Guidelines

• The Maternal and Child Health Branch developed the Statewide Childhood Lead Poisoning Prevention Guidelines. In 2010, the Child Lead Risk Questionnaire was revised and placed on the DOH website for use by health care providers.

Increased Health Insurance Coverage for Children

• Partnering with the Department of Human Services, the Hawai‘i Primary Care Association, and community health centers, DOH helped to increase insurance coverage for children throughout the state. Hawai‘i reduced its child health uninsured rate from 10 percent in 2000 to 5 percent in 2006. The current uninsured rate for children is 3 percent.

Increased Breastfeeding for Healthier Babies

• Breastfeeding promotion, education and support are provided through Women Infants and Children (WIC) and Maternal and Child (MCH) Branch initiatives such as the Breast Pump Loan Program; Pump in Schools Program; Neonatal Breastfeeding outreach campaign; Breastfeeding Peer Counselor Program; Perinatal Support Services; and Hawai‘i Breastfeeding Challenge. The percentage of WIC mothers in Hawai‘i initiating breastfeeding has increased from 54 percent in 2002 to 84 percent in 2009.

Provided Nutrition Education and Supplemental Foods to Those in Need

• The DOH WIC program received a performance bonus ($84,083) from the USDA, Nutrition Services Administration, for earning a perfect score for FY 2008 in five areas: issuance of non-contract formula, breastfeeding rates, lack of repeat violations in State Technical Assistance Reviews, improvement in the percent of eligible individuals served, and timeliness and accuracy of reports, especially the financial reports.

Provided Home Visiting Services through the Evidence-Based Home Visitation Grant Award and Affordable Care Act (ACA) Funding

• In 2008, the DOH Maternal Child Health Branch was awarded a $500,000 grant per year for five years by the U.S. Department of Health and Human Services to support infrastructure needed for widespread adoption, implementation and sustaining of evidence-based home visitation programs. The program enrolls children ages 0 to 3 years and is located on the islands of O‘ahu and Hawai‘i. In 2010, the branch was awarded an additional $600,000 through the Affordable Care Act for home visitation services.

Promoted Parenting Resources and Education

• The first Annual Hawai‘i Parent Guide: A Resource for Families was printed and distributed to over 85,000 households in Hawai‘i. The Maternal and Child Health Branch was instrumental in serving as a core partner to the Department of Education, providing health information on keiki first aid, a checklist explaining what to do in the event of an emergency for your child and a resource directory for parents of young children. Keiki ‘O Hawai‘i folders containing valuable resource material on early childhood development are now available to ALL mothers delivering babies in Hawai‘i.

Addressing the Burden of Chronic Diseases on Hawai‘i Residents

Increased Breast and Cervical Cancer Screening for Uninsured or Underinsured Women at Risk

• The Chronic Disease Branch increased the number of women reached through the Breast and Cervical Cancer Project. The success of this program is a result of the hard work and efforts of community partners who provide outreach and screening services throughout the State. This Project provided breast and cervical cancer/early detection services to 2,372 women (priority given to at-risk, underserved, 50-64 year-old, Native Hawaiian and Filipino women). The Chronic Disease Branch sponsored Outreach Worker and Provider conferences.

Developed the Hawai‘i Diabetes Report 2004 highlighting the burden of diabetes in Hawai‘i and the Hawai‘i Diabetes Plan 2010, Guiding the Collaborative Efforts of Partners

• DOH convened and funded diabetes coalitions on all islands to address the “Hawai‘i Diabetes Plan, Guiding the Collaborative Efforts of Partners”. The Department also developed and disseminated Standard Practice Recommendations – Diabetes Mellitus and partnered with Community Health Centers participating in the “Health Disparities Collaborative” focusing on integrative program models.

Led Comprehensive Cancer Control Efforts to Build Awareness and Address Cancer-Related Services

• The Chronic Disease Branch Comprehensive Cancer Program provided funding to increase the number of community performances of the anti-tobacco play, “Crossroads.” The program prepared a report focusing on cost and payment coverage issues for cancer-related services. An early detection media campaign focusing on preventative screenings was developed and aired. The Comprehensive Cancer Program also created the Hawai‘i Comprehensive Cancer Control Coalition Video Brochure for dissemination and use to recruit additional members and generate interest in the Comprehensive Cancer efforts and developed a toolkit for use to create tobacco-free communities.

Improving Emergency Medical Services and Injury Prevention

Implemented Real-Time Electronic Recording and Storage of Patient Data for Emergency Medical Services

The Emergency Medical Services and Injury Prevention Services Branch implemented the Hawai‘i Emergency Medical Services Information System (HEMSIS), a fully electronic patient care reporting and data warehousing system, for all 911 ambulance cases across the state. This system makes better information available for individual patient care, quality assurance, and billing and systems improvements.

Established a Suicide Prevention Program to Address this Critical Public Health Concern

In Hawai‘i, one person commits suicide every three days making it the second leading cause of injury-related death in Hawai‘i. The DOH Emergency Medical Services and Injury Prevention Services Branch, with assistance from Adult Mental Health Division and Child and Adolescent Mental Health Division, developed a suicide prevention program committed to addressing this critical public health concern.

Improving Oral Health Statewide

Assured Medically Fragile Persons Have Access to Dental Services

The Dental Health Division works in partnership with the General Practice Dental Residency Program at The Queen’s Medical Center to help assure that medically fragile persons in our community have access to dental disease prevention and treatment services. Through this collaboration, persons suffering serious facial trauma, life threatening oral infections and others requiring hospital-based dental treatment have access to a full range of specialty dental services. In addition, the division provided dental treatment to over 2,000 disabled individuals at Department of Health dental clinics and prevention services for 35,000 children attending public schools statewide.

Reducing Alcohol and Drug Abuse in Hawai‘i

Increased Prevention Programs Statewide with Community Partnerships

The Hawai‘i State Incentive Grant program (funded at $8.4 million over four years) to prevent and reduce youth alcohol and drug use, provided support to 18 community partnerships statewide that field tested evidence-based youth substance abuse prevention programs developed in response to local communities’ analysis of their particular needs. The partnerships implemented a total of 17 specific evidence-based interventions including school-based curricula such as the Life Skills Training Program, Positive Action, after-school programs such as the Boys and Girls Clubs of America’s Smart Moves program, and programs for parents such as Solutions for Families and Families and Schools Together. The goal is to prevent and reduce youth alcohol and drug use.

Provided Leadership and Support for Community Prevention Programs

• The U.S. Department of Health and Human Services, SAMHSA Center for Substance Abuse Prevention (CSAP) selected Hawai‘i as one of 16 applications to be funded to implement the Strategic Prevention Framework State Incentive Grant (SPF SIG). Funding of the grant – $2.1 million in the first year – is renewable up to five years, with continued funding subject to the availability of funds and progress achieved by the project. Grant funds have enabled Hawai‘i, in collaboration with community partners, to promote youth development, reduce risk-taking behaviors, and prevent problem behaviors.

• In February 2006, ADAD released the Hawai‘i Strategic Prevention Framework. The document was an outgrowth of the Hawai‘i Drug Control Plan and gives clear direction and a common ground for prevention endeavors addressing illicit drug use and underage drinking.

Expanded Prevention Strategies that Work

• Federal funding in 2007 of the Ecstasy and Other Club Drugs Cooperative Agreement expanded evidence-based prevention services and practices that are culturally relevant and effective in addressing the increasing and urgent problem of ecstasy use among students in the Windward School District on O‘ahu.

• A brochure containing Tagalog and Ilokano language translations of the National Institute on Alcohol Abuse and Alcoholism (NIAAA) publication on underage drinking, “Make a Difference: Talk to Your Child About Alcohol” was released on May 11, 2006. The brochure provides parents guidance on how to discuss underage drinking issues with their children, and offers specific strategies on how to keep all children alcohol free. Production of the brochure was funded by the federal Substance Abuse Prevention and Treatment Block Grant, administered by the State Department of Health’s Alcohol and Drug Abuse Division.

Underage Drinking Law Enforcement Efforts

• The U.S. Department of Justice, Office of Justice Programs, OJJDP awarded $350,000 for the Hawai‘i proposal submitted in response to the Enforcing the Underage Drinking Laws Discretionary Program: Initiative to Reduce Underage Drinking solicitation. The project supports and enhances efforts to prohibit sales of alcoholic beverages to minors (defined as individuals less than 21 years of age) and the consumption of alcoholic beverages by persons serving in the United States Air Force (USAF) who are under the age of 21.

Successful Advocacy for Health Insurance Benefits for Substance Abuse Treatment

• The Administration worked with the 2004 Legislature to pass landmark legislation ensuring that health plans including Medicaid-QUEST provide coverage for alcohol and drug dependence benefits on par with other medical illnesses thus ending decades of discrimination against people who are addicted to drugs and alcohol (Part V, Sections 15-18, and Section 33 of Act 44, Session Laws of Hawai‘i 2004). This new substance abuse parity law increases access to treatment services and is a major step forward in reducing substance abuse in Hawai‘i.

Increased Access to Substance Abuse Prevention and Treatment Services

• Hawai‘i received an Access to Recovery (ATR-II) grant award from the U.S. Department of Health and Human Services, Substance Abuse Mental Health Services Administration, Center for Substance Abuse Treatment (SAMHSA/CSAT). The SAMHSA/CSAT award provided a little more that $8.2 million over a three-year period from 2007 to 2010. ATR II funds were expended to establish a voucher system for use by people with drug and alcohol problems to pay for needed recovery support service (e.g., child care, transportation, housing support, spiritual support, cultural practices, education and training, and sober support activities). ATR-II provided start-up opportunities with O‘ahu providers to establish networks of recovery support services.

• The success of ATR-II resulted in the subsequent award of a new Access to Recovery grant (ATR III-Ohana). Under ATR III-Ohana, Hawai‘i will receive federal money totaling $11.4 million over a four-year period (2010-2014). The ATR III-Ohana grant will be used to continue providing recovery services on O‘ahu and will permit replication of successful approaches developed by O‘ahu providers on a neighbor island.

• DOH expanded substance abuse prevention and treatment services with funds appropriated in Act 40, Session Laws of Hawai‘i 2004, for:

  • Adolescent substance abuse treatment – adolescent residential treatment services and establishing school-based substance abuse treatment in all high schools, and in middle and intermediate schools with greatest need for such services;
  • Substance abuse prevention – priority for drug education and awareness in the schools and community partnerships, non-school youth activities in communities with the greatest need, education and support for families and parenting women and community mobilization; and
  • Adult treatment services – including family counseling, with priority for women of child-bearing age, pregnant women, parents of young children in the home, and native Hawaiians.

Expanded Substance Abuse Treatment for Offenders

• Act 175 (SLH 2002) appropriated $2.192 million, to be expended during FY 2002-03, for the offender treatment initiative. During the July 1, 2002 – June 30, 2003 fiscal year, 481 offenders were referred by criminal justice agencies for case management services and safe, clean and sober housing in the City and County of Honolulu and the counties of Kaua‘i, Maui and Hawai‘i.

• System improvements to divert non-violent drug offenders from entering the correctional system require a balance of treatment services and expanded correctional options. Expanded treatment programs, a more thorough screening process to match substance abusers with programs to meet their specific needs, and probation alternatives for non-violent offenders are critical elements to creating a coordinated, integrated and adequately funded system.

Measuring the Effectiveness of Services with Research and Evaluation

The Behavioral Health Initiative (BHI)

DOH goals and guiding principles embody ideals for resource management, adherence to regulations, fiscal accountability and assured quality and it is understood that the provision of public health services should address the needs of the most vulnerable of our population with the state being the payer of last resort.

Assessment of behavioral health operations revealed varying performance levels of services and business practices, so goals were set to improve the coordination of regulatory compliance; program management based on sound quality measures and program outcomes; compatibility of IT systems that promote uniform reporting capabilities; and smart sharing of gained experience or improved process. The Behavioral Health Initiative (BHI) was developed to address and achieve these goals.

BHI envelops two prominent strategies; which are the following:

1) to establish an office (CORE: Center for Operational and Regulatory Excellence) with a primary function to work across divisional lines to solve policy, procedural and operational issues;

2) to procure an external partner to perform limited DOH functions under strict monitoring and process excellence standards, commonly referred to as a Third-Party Administrator (TPA).

The focus of CORE includes: Electronic Health Record (VistA/RPMS) and MIS Services, Contracting, Provider Credentialing, Provider Relations, Quality/Outcomes, Regulatory Compliance, as well as monitoring the TPA contract.

CORE was established in 2009 and work has begun to establish a single-record capture for all individuals served by the DOH and to implement a standard Electronic Health Record (EHR) for BHA. To date, CORE accomplishments include:

• selection of the RPMS/VistA system to create the model for the first DOH EHR system;

• formation of DOH-wide EHR steering and implementation teams; formal partnership with the UH to share resources to implement a common EHR platform; procurement of EHR hardware; and

• basic EHR training provided to DOH divisions.

Third-Party Administrator

• A TPA contract was executed in FY 2010 with a private agency, Health Plan Systems, Inc. (HPS). HPS specializes in: utilization management; claims adjudication, processing, and payment to providers; claims billing to payers; provider questions on claim issues; credentialing; appeals and grievances; and report generation. The TPA contract is managed by CORE. DOH Divisions are devoting staff time to assist with implementation of this contract so that a smooth transition of services occurs. As implementation proceeds, divisions will redirect employees who are currently providing “TPA functions” to other duties within their position descriptions, or assign them to other duties.

Supporting Mental Health Services for Hawai‘i

• Transformation of Hawai‘i’s Mental Health System

  • In 2006, Hawai‘i was among eight states awarded a federal Mental Health Transformation State Incentive Grant. The $10.95 million grant by the Substance Abuse and Mental Health Services Administration provides funding over five years to assist in transforming the delivery of quality mental health services across the state. Work under the grant is helping to move Hawai‘i into a new phase of self-directed comprehensive mental health planning and services that will improve the lives of individuals and their families affected by mental illness.
  • In March 2006, a study released by the National Alliance on Mental Illness (NAMI) ranked Hawai‘i as eleventh in the nation for mental health care ( In the report Hawai‘i was “applauded as most improved of any state.” Hawai‘i‘s mental health system consistently came in dead last in previous NAMI ratings (1986, 1988, and 1990), resulting in the U.S. Department of Justice oversight for 15 years. In November 2006, citing the state’s significant improvements to its mental health system, a federal judge ended the federal oversight.

• Invested in Technologies Relating to Telehealth, Telepsychiatry and Electronic Health Records

  • To improve overall access to service throughout the state, particularly in rural areas, CAMHD made telehealth available in five of its Family Guidance Centers and the Family Court Liaison Branch as well as in the psychiatric hospitals and residential facilities that support CAMHD clients. Within the next few months, equipment will be operable in the remaining two Family Guidance Centers. Telehealth will improve access to mental health care and reduce costs and inconvenience of travel.
  • Of CAMHD’s two hospital-based residential services, the Queen’s hospital is currently equipped with telehealth equipment and Kahi Mohala is expected to be equipped in the next few months.
  • Using telehealth equipment the CAMHD has embarked upon developing Telepsychiatry Centers throughout the state to serve the neediest and most severely disadvantaged youth suffering emotional and behavioral disorders.
  • During the last year CAMHD, has been implementing an Electronic Health Record.

Meeting Mental Health Needs of Adults with Severe and Persistent Mental Illness

• The DOH Adult Mental Health Division (AMHD) administers a comprehensive integrated mental health system that supports the recovery of adults with severe and persistent mental illness, and assists adults experiencing an overwhelming crisis.

• In 2008, the total number of people served was 16,170, an increase of over 10,000 from 2002.

• Despite budget cuts necessitated by the severe economic crisis, adult mental health services in Hawai‘i remain some of the best in the nation. The AMHD continues to evaluate and improve its system of care.

Established Mental Health Crisis services

• In February 2003, the DOH established the state’s 24-hour Access Suicide and Crisis telephone hotline service and made it available to all islands. To reach the ACCESS Line residents of O‘ahu call 832-3100 and residents of Neighbor Islands call tool free 1-800-453-6879.

• Crisis Mobile Outreach services were first implemented on O‘ahu in 2002. Services on the Neighbor Islands were gradually implemented. Crisis Mobile Outreach services have been available for individuals seeking immediate help for a mental health crisis on all islands since 2006.

Improved Treatment Services at Hawai‘i State Hospital

• In December 2006, the 15-year long federal civil rights case against Hawai‘i State Hospital was dismissed. Since then, the Hospital has continued to improve treatment services and add new programs to aid in the recovery and transitioning of its patients.

  • In May 2003, Hawai‘i State Hospital opened its treatment mall providing comprehensive psychosocial rehabilitation services and full integration of treatment services.
  • In October 2005, the Joint Commission for the Accreditation of Health Care Organizations awarded the Hawai‘i State Hospital full reaccreditation status.
  • In November 2006, the hospital became a tobacco- free campus.
  • In 2010, the hospital launched a collaborative hydroponics and aqua culture program with the University of Hawai‘i-Windward Community College as part of the treatment service array for patients.

Expanded Community Mental Health Services

• In April 2006, two 24-hour supervised eight-bed cottages were opened on the grounds of Hawai‘i State Hospital for patients suitable for conditional release. Called Hale Imua, the project is a unique collaboration of state and private mental health service providers to reduce the patient population at the hospital, and offer programs to help patients successfully recover and transition into community-based programs.

  • In December 2006, DOH Adult Mental Health Division partnered with the Honolulu Police Department to launch to pre-booking jail diversion program to divert individuals with mental illness to treatment services instead of being arrested.
  • In October 2007, the Adult Mental Health Division began the Community-Based Fitness Restoration Program on the grounds of Hawai‘i State Hospital. This program provides treatment services on campus (outside of the hospital facility) that help restore an individual’s mental health and fitness to continue with court proceedings. The program reduces commitments to the hospital and assists in restoring fitness for a fair trial.

Expanded Opportunities for Adults with Severe and Persistent Mental Illness

• In June 2003, AMHD established its Office of Consumer Affairs and the Hawai‘i peer specialist training and certification program. Peer specialists are consumers who serve as mentors to other consumers.

Supported Treatment Practices that Work

• In April 2003, the Center for Evidence-Based Practice was established by the AMHD and the UH Departments of Nursing, Psychology, and Social Work to support evidence-based practices that are both recovery-focused and delivered in a culturally competent manner.

• In October 2003, Hawai‘i received a $3.5 million COSIG grant for integrated mental health and substance abuse treatment services, and the Evidence-Based Practice Implementation Grant, a $940,000 award to develop and evaluate evidence-based practices.

• In May 2004, the AMHD held its First Annual Best Practices Conference, “Innovations in Dual Diagnosis.” Presented in partnership with the University of Hawai‘i, each year the annual three-day international conference focuses on one of SAMHSA’s evidence-based practices. Participants include consumers and their support persons, consumer advocacy organizations, and behavioral health providers.

• In 2006, SAMHSA awarded a $10.95 million five-year Mental Health Transformation State Incentive Grant (MHT-SIG) grant to Hawai‘i. Trauma-informed care was identified in a needs assessment as an important workforce and training area for Hawai‘i communities. Trauma-informed care projects were implemented in 2009 and 2010 in several community hospitals and a correctional facility.

• In September 2010, DOH received notice of a mental health transformation grant award from DHHS SAMHSA. Over the next five years Hawai‘i will receive $3.6 million ($730,000 annually) to provide enhanced mental health services with a focus on trauma-informed, recovery-oriented care for adults with severe mental illness.

Increased Federal Reimbursement for State Services

• In December 2004, AMHD began participation in the Medicaid Rehabilitation Option (MRO) reimbursement program. Since AMHD sent out its first MRO claim to the Hawai‘i State Med-QUEST Division in April 2005 through FY 09, the state received a total of $79.4 million in revenue.

Increased Housing Opportunities for Individuals with Mental Illness and Those in Recovery

• Through inter-agency collaboration, more than 70 housing units became available with the opening of Governor Lingle’s housing project at Kalaeloa (Barber’s Point); within six months of the Kalaeloa opening, all units were filled and continue to function as transitional housing for Hawai‘i’s mentally ill population.

• The DOH in partnership with Steadfast Housing, Kalihi Health Care for the Homeless, Catholic Social Ministries and Institute for Human Services currently manages approximately 325 Shelter-Plus Care rental subsidies designated for homeless individuals with disabilities. The Shelter-Plus Care program designated by HUD specifically for the homeless allows for persons currently using substances to move into housing with case management supports. The cost saving to the state for this project annually is approximately $2 million.

• The AMHD’s Supported Housing/Bridge Subsidy Program in partnership with the City and County of Honolulu’s Section 8 program was recognized as a national Best Practice. Working in partnership with Steadfast Housing, the AMHD has moved 232 individuals with mental illness from the state subsidy into Section 8. Approximately $1.3 million has been saved annually by the state with the transition from state (bridge) funding to federal (section 8) funding. Approximately $5 million has been saved since the onset of the program in late 1999.

• Citation of AMHD’s “Presumptive Eligibility” policy in the federal Housing and Urban Development (HUD) Tool Kit.

• Successful changes of Hawai‘i County Administrative Rules regarding zoning, allowing up to eight individuals (increase from five) in a group home monitored and certified by the AMHD.

• Development of a tenancy manual, “Making It Home,” for consumers and trainers through collaboration between AMHD’s Community Housing and Psychosocial Rehabilitation Service Directors

Courts and Correction Branch Activities

• In 2008, the Courts and Correction Branch (CCB) implemented a data collection system which allows for the comparison of DOH statistics to national standards. DOH continues to pursue excellence in CCB performance; since data has been collected, the CCB goal is to meet and eventually exceed national norms for forensic practices.

• Using a combination of general funds and federal funding from the block grant, CCB has staged seven years of annual trainings and conferences for forensic evaluators, which boast attendance of more than 500 participants.

• CCB is determined to be publicly accountable as a steward of state resources and do achieve this objective while reducing duplicative or unnecessary expenditures; for example, CCB developed a state-of-the-art library of forensic resources and tools and reduced its travel costs by more than 30 percent in 2009.

• In 2008, CCB negotiated for a psychologist to be employed and based at Honolulu District Court; this position serves as a liaison between the District Court and the AMHD to facilitate discharge planning, transition and continuity of care, and communication. The position supports the DOH efforts to divert inappropriate admissions to the Hawai‘i State Hospital. There have been more than 30 successful diversions to date; conservatively, this translates to at least 900 bed-days saved at a cost savings of $900,000. The position also provides immediate screening for fitness to stand trial and has completed 10 screenings to date.

• Current CCB initiatives include the following:

  • Certification process for independent forensic evaluators has been implemented.
  • Implementation of HCR-20, a standardized industry assessment tool, has been implemented in all evaluations involving risk recommendations.
  • Continued movement toward national norms for fitness and sanity recommendations is occurring.
  • Refining court processes
  • Integration with pre- and post-booking jail diversion.

Ensuring Support and Services for Individuals with Disabilities

The Developmental Disabilities Division (DDD) serves more than 3,500 individuals. The HCBS Medicaid waiver program allows the State to furnish an array of home and community-based services that assist Medicaid beneficiaries to live in the community and avoid institutionalization. The DDD is the lead agency to develop, lead, administer, coordinate, monitor, evaluate, and set direction for a comprehensive system of supports and services for persons with developmental disabilities or mental retardation.

Helped Individuals with Developmental Disabilities Connect with Community Resources to Increase their Independence

• Through the Hawai‘i Community Personal Assistance Services and Supports Grant the Developmental Disabilities Division piloted and demonstrated personal assistance by linking individuals with disabilities to personal support agents/brokers and helped them explore support services offered by intermediaries. This four-year project (2002-2006) combined national best practices in self-determination with the unique Hawai‘i cultural and community heritage (‘ohana and hanai) on Moloka‘i, the Big Island and O‘ahu. The project utilized best-practice methodologies for developing community connections, person-directed planning, community awareness, and the development of social equality improving employment outcomes and reducing dependence upon governmental assistance.

Established Crisis Services for Individuals with Developmental Disabilities

• In 2006, the Developmental Disabilities Division established Crisis Network Services, to implement a prevention-based system of behavioral supports for individuals with challenging behaviors, their families, care givers and providers. Eight behavioral homes are now operating in Hawai‘i. DDD also contracted the crisis network service to provide training and consultation for prevention services and 24/7 crisis outreach and if necessary, temporary residential options.

Built Awareness and Support for Persons with Traumatic Brain Injury

• In 2006, the Developmental Disabilities Division produced and distributed a DVD on traumatic brain injury. Entitled “Life Goes On,” the DVD details the types of events that can lead to a traumatic brain injury from the perspective of Hawai‘i residents, and those who are part of an affected individual’s “circles of support”. The DVD is an invaluable tool for those living with the serious lifetime challenges resulting from traumatic brain injury and is available from the Hoikaika Peer Mentoring project at (808) 592-5907 or

Supported individuals with Developmental Disabilities to make Choices for Self-directed Care

• In 2006, the Developmental Disabilities Division promoted consumer self-advocacy through an advisory group of self-advocates and family members representing local communities throughout the state. This advisory council makes recommendations on services and policies being considered by the DDD regarding the working environment, providing leadership, and contributing to decisions on programs and system changes.

Standardized Parking Program for Persons with Disabilities to Provide Increased Access

• After many years, the statewide parking program for persons with disabilities was stabilized under the auspices of the Disability and Communication Access Board (DCAB) with the development of a statewide database of placard holders and the computerization of all records. The four counties that issue the placards on behalf of the state are now all linked with a common web-based database, standard application forms and standardized administrative rules. In 2010, the program was re-vamped to achieve cost savings and efficiency by conducting all renewals by mail through the DCAB office.

Supporting Disaster Preparedness Planning for Persons with Special Needs

• A tri-agency coordinated effort of the DCAB, the Department of Health, and State Civil Defense brought together agencies and consumers with disabilities to develop a comprehensive, statewide Interagency Action Plan for the Emergency Preparedness of People with Disabilities and Special Health Needs. Recognizing the need to avoid a similar catastrophe in Hawai‘i due to lack of planning, the agencies first issued the plan in 2006, shortly after the devastation of Hurricanes Katrina and Rita. The plan was updated in 2007, 2008, and 2009.

Strengthened our Long-Term Care work force and assured Quality

Established the Certified Nurse Aide Training and Apprenticeship Program

• DOH worked with the Department of Labor and Industrial Relations to obtain a $1.9 million Congressional grant to launch a pilot program to help address our long-term care workforce shortage. Over the course of the grant n estimated 280 individuals statewide will participate in this program, which includes an enhanced curriculum that enables interested qualified students to pursue additional training in degreed healthcare programs.

Streamlined the Certified Nurse Aide (CNA) Recertification Process

• DOH collaborated with the Department of Commerce and Consumer Affairs, Department of Human Services, and long-term care industry representatives to enact legislation that eases the recertification rules and process for CNAs. The change has provided a process to enable CNAs who work in home and community based settings to retain their certification. Hawai‘i is now the only state in the nation that will allow CNAs working in state-licensed/certified settings to be certified.

Regulated health care facilities through the Office of Health Care Assurance (OHCA)

• OHCA conducts state licensing and Medicare certification surveys of health care facilities throughout Hawai‘i. Overall, the number of facilities requiring licensing and/or Medicare certification grew approximately 10 from 2004 through 2008.

Increased the Public’s Access to HIV Rapid Testing and Other Laboratory Services

• In 2007, the DOH/OHCA completed the process to change Title 11 Chapter 110.1 which establishes minimum licensure standards for clinical laboratories and clinical laboratory personnel in order to ensure practices that will protect the health and safety of persons living in Hawai‘i. The new rules allow for a permitting process for Class I and Class II laboratories, providing the opportunity for non-profit organizations or State or local government laboratories to provide limited public health testing with appropriate oversight to ensure the quality of test results and process. This will potentially create more opportunities for the public to receive waived tests in local areas, increase the number of small laboratories and have a positive effect on the economy of the State while ensuring the health and safety of individuals seeking waived tests. The new rules allow organizations to perform certain tests (such as HIV rapid testing) on a limited basis without previous requirements for licensure which were often cost prohibitive.

• The regulations also create the opportunity for foreign educated and/or trained personnel seeking positions in Hawai‘i to be able to work in clinical laboratory settings at an entry level, and with sufficient experience and training, be able to apply for licensure at a higher level commensurate with their education. This will add tremendously to the existing healthcare workforce.

Preserved Cultural and Religious Practices Such As Those Relating to the “Iewe”

• After receiving requests for release of human placenta for cultural and/or religious beliefs, the DOH determined new rules were needed to allow for the release of the human placenta by the hospital to the woman from whom it originated or to the woman’s designee. The DOH determined the placenta could be safely released upon negative findings of infection or hazard after appropriate testing of the mother.

  • In 2006, the DOH completed the process to change Title 11 Chapter 104.1 which establishes minimum requirements for the management, treatment, transport, storage and disposal of infectious waste. The change will meet the needs of women and their families as they practice their cultural and/or religious beliefs in a manner that will not compromise the health, safety and welfare of the community-at-large.
  • The rules also incorporate current standards of practice for treatment and disposal of infectious waste and provide clarity in the management of treated versus untreated waste, standards for infectious waste generators and transporters, and any enforcement action that the department may take to ensure the health and safety of the people and environment of Hawai‘i.

Updating Vital Statistics Services

Established the Electronic Death Registration System

• Through a $500,000 grant awarded by the Social Security Administration (SSA), the Office of Health Status Monitoring (OHSM) implemented an Electronic Death Registration System (EDRS) on January 1, 2006. Hawai‘i’s nationally recognized EDRS is an Internet-based system that enables death registration to be done. In the past, the death record was completed manually on paper by the mortuary/funeral home and the medical certifier and the record was then sent to DOH for filing. The EDRS provides for the paperless filing of a death record and improves the timeliness and accuracy of cause-of-death reporting. Also, the decedent’s social security number can be verified in real time through the EDRS at the time the case is created, with instantaneous response back from SSA.

Other important vital statistics milestones

• In June 2006, DOH in collaboration with the Medical Examiner’s Office successfully implemented the electronic transfer of data directly from the Medical Examiner’s Quincy case management system to the EDRS.

• In August 2007, Hawai‘i’s EDRS won the 2007 national Digital Government Achievement Award for best of the web.

• In 2007, Hawai‘i was one of the first states in the country to participate in a national system for the electronic verification of vital events, a system known as “EVVE”.

• The DOH provided birth certificate-related paternity establishment information for a federal audit of the State’s Child Support Enforcement program avoiding a penalty of more than $900,000.

• OHSM developed an electronic birth matching program that allowed Hawai‘i to be one of the first states to verify the citizenship of applicants of state-administered social welfare and health programs.

• In 2010, OHSM was awarded over $3.4 million in a nationally competitive public health infrastructure grant from The Centers for Disease Control and Prevention to develop an integrated vital statistics system for Hawai‘i and The Pacific Islands that meets national standards. The grant to Hawai‘i is the largest among 19 states that received funds for vital statistics infrastructure improvement.

• OHSM has developed a web-based electronic marriage registration system that is scheduled to be implemented in early 2011.

Providing Support for the Special Needs of Our Seniors through the Executive Office on Aging

EOA administered Federal and State funds including grants in aid to address the increasing needs of Hawai‘i’s aging population, to promote their ability to live independent, meaningful and dignified lives and to remain at home for as long as possible, avoiding institutionalization.

Increased Nutrition Education for Seniors

• In August 2006, the EOA conducted a Nutrition Education Technical Assistance Day in collaboration with the University of Hawai‘i. By August 2007, EOA and UH developed and pre-tested twelve nutrition education modules entitled, “Good Grinding, Wise Dining.” The purpose of these modules is to provide older adults with information and resources to make wise decisions on their nutrition health.

Streamlined Public Access to Long-Term Care Resources

• As the 2005 grant recipient of the national Aging and Disability Resource Center Project (ADRC), the State’s Executive Office on Aging in collaboration with the local area agencies on aging developed a “one-stop shop” program at two pilot sites in Hilo and Honolulu that will help people make informed decisions about their service and support options and serve as the entry point to the long-term support system. Long-term support refers to a wide range of in-home, community-based, and institutional services and programs that are designed to help the elderly and individuals with disabilities, including the Medicaid program.

  • In collaboration with other aging and disability agencies, Hawai‘i County is co-locating services and providers in a centralized facility that offers a one-stop shop for information and resources on long-term care. The site will offer information, counseling, referrals, assessment, and eligibility for publicly and privately funded services. The Hawai‘i County pilot site was nationally recognized as one of the 2007 Program Champions by the U.S. Administration on Aging. The City & County of Honolulu is developing a virtual information center.

• Building upon its initial success, EOA was awarded three federal grants: ADRC Expansion Grant, Hospital Discharge Planning Grant, and a Community Living Program Grant. EOA has developed a five-year operational plan and budget to sustain the ADRC. A pilot project is in development that will move home- and community-based supports from a provider-driven system to a person-centered system.

Used Evidence-Based Programs to Help Improve the Health Status of Older Adults

• In 2006, EOA was awarded a three-year $750,000 grant from the U.S. Administration on Aging to develop infrastructure and partnerships for evidence-based intervention; follow the Stanford University Chronic Disease Self-Management Program (CDSMP) and the University of Washington and Senior Services Enhance Fitness modules; and, develop and implement a plan for the continuation of the programs after the conclusion of the grant period in 2009.

  • EOA with its partners has expanded the CDSMP program delivery statewide, trained trainers to assure the sustainability of the program, and has more than tripled the number of sites offering the enhance fitness program.
  • EOA programs developed and implemented through these grants were deemed as “showcase programs” nationally and have been awarded supplemental federal funds, ARRA stimulus funds, and Administration on Aging funds for the ongoing sustainability of these programs.

Established the Caregiver’s Resource Initiative

• Established in 2003 by the Executive Office on Aging, the Caregiver’s Resource Initiative (CRI) Project works to build a statewide system of support and services for family caregivers to the elderly and grandparents and other relatives raising children. To achieve this, the CRI Project focuses on four objectives: (1) researching public policy options, (2) building coalitions, (3) strengthening communication and community-wide support, and (4) implementing the Brookdale Foundation’s Relatives as Parents Program statewide initiative.

Protected Hawai‘i’s Senior Citizens against Financial, Consumer and Healthcare Fraud

• The Executive Office on Aging’s Senior Medicare Patrol Hawai‘i program recruits volunteers for the Senior Fraud Squad and provides training and presentations on topics such as healthcare fraud, computer/ internet crimes, and investment fraud. Volunteers are registered statewide at all counties.

• Outreach to Native Hawaiian populations is conducted through a formal partnership with Alu Like, Inc. Through Alu Like, Inc., advisory councils have been set up on the islands of O‘ahu, Maui, Kaua‘i , Hawai‘i, and Moloka‘i . Alu Like, Inc. has designated program managers on each island to facilitate advisory council meetings and training on healthcare fraud, ID theft, bank issues, and law enforcement,

• In 2007-2008, Senior Medicare Patrol Hawai‘i partnered with the Department of Commerce and Consumer Affairs and the Department of the Attorney General to produce the first comprehensive fraud guide of its kind in the country, entitled Hawai‘i’s Fraud Prevention & Resource Guides. SMP Hawai‘i provided the primary funding and printed over 30,000 copies. The guide has been distributed throughout the state and is posted on the EOA website.

• In 2010, EOA received $88,750 from the U.S. Administration on Aging to increase capacity to recruit and train volunteers to expand outreach and education about detecting, deterring, and reporting health care fraud. Senior Medicare Patrol Hawai‘i also posted advertising in eight languages on over 500 public transit buses in Honolulu and Maui counties to warn seniors about Medicare identity theft.

Established the Long Term Care Ombudsman Program

• In the 2007 legislative session, a statute was passed and signed by the Governor officially establishing an Office of the Long-Term Care Ombudsman Program, as mandated by the federal Older Americans Act of 1965. The goal of the program is to insure that older adults residing in nursing homes, adult residential care homes, and assisted living facilities are informed of their rights and benefits and are protected from abuse, neglect and exploitation.

  • The program includes “certified” volunteers working with residents, their families, facility staff and regulatory agencies to address and resolve issues and complaints.
  • The program educates and empowers both long term care residents and their families so they can advocate more successfully for themselves.
  • Ombudsmen volunteer representatives receive 28 hours of training prior to certification and make a one-year commitment to the program. The program has certified a total of 80 volunteers and conducts ongoing recruitment.

Improved Access to Healthcare by Increasing Clinic Locations and the Range of Services Provided

The DOH Primary Care Office (PCO) works to improve access to healthcare for underserved populations. This is accomplished by providing technical assistance to increase the number of places to receive care and the range of services (mental health, oral health, substance abuse, preventive services, etc) available. The Office also looks at health professional shortage areas in the State. These activities are federally funded and receive State in-kind support.

Through PCO’s efforts, there are 13 medically underserved area designations through the state, allowing for 26 federally qualified health centers and their satellites. There are currently seven mental health shortage designations; six dental health underserved designations; and, five primary care health shortage designations.

Healthcare Services through Hawai‘i Health Systems Corporation (HHSC) State Funded Hospitals

Kahuku Hospital becomes part of HHSC
On November 6, 2006, the board of Kahuku Hospital voted to file bankruptcy. DOH worked with the Legislature and HHSC to pass legislation that enabled transition of Kahuku Hospital to HHSC thereby preserving critical access hospital and emergency room services for the north shore area.

Yukio Okutsu Veterans Care Home in Hilo Becomes First State Veterans Home
November 10, 2006 marked the “topping-off” phase of construction for the Yukio Okutsu Veterans Care Home in Hilo. The family of the late Yukio Okutsu joined veterans, community leaders, state legislators and building contractors in celebrating Hawai‘i’s first State Veterans Home. In response to pressing veteran needs, the U.S. Department of Veteran Affairs and the State of Hawai‘i came up with matching funds to construct the 95-bed nursing home. In addition to long-term care, the facility provides adult-day health services. The new health services created approximately 125 new jobs in Hilo.

Maui Memorial Medical Center Dedicates New Wing

Blessing the new wing of Maui Memorial Hospital.

Maui Memorial Medical Center held its dedication and blessing for its new 75,000-square-foot wing on August 26, 2006. Nearly 500 people turned out for the event. Governor Lingle; Thomas Driskill, Jr., CEO of Hawai‘i Health Systems Corporation and Wesley Lo, CEO of Maui Memorial Medical Center were guest speakers. The $46 million wing includes a new lobby and admitting area; an expanded physical therapy/occupational therapy department with a gym; a new ambulatory surgery center with four procedure rooms and two fully equipped endoscopy suites; a new ICU unit with larger rooms to accommodate families; and improved patient and public waiting areas.

HHSC Establishes Three Additional Critical Access Hospitals (CAH)
Hale Ho‘ola Hamakua on the Big Island, Kula Hospital on Maui, and Samuel Mahelona Memorial Hospital on Kaua‘i became the 5th, 6th, and 7th HHSC facilities in Hawai‘i to be approved as critical access hospitals by the Centers for Medicare and Medicaid. This designation recognizes the importance of small rural island community hospitals and the role they play as the community’s healthcare safety net. As critical access hospitals, they will receive cost-based reimbursements from Medicare and Medicaid programs for the services they provide.

The excellent management and operating teams at these facilities were able to complete the physical renovations and other changes in a diligent effort to provide emergency services in cost effective, creative ways. Capital investments will be recovered as part of the cost-based reimbursements associated with the critical access hospitaldesignation.

All seven facilities provide 24-hour-a-day, 365-day-per-year access to limited emergency healthcare services. With the rearrangement of long term, acute, and emergency care services, access to care and the quality of care provided to our island communities has been greatly enhanced. The DOH Offices of Healthcare Assurance and Rural Health were crucial to the successful establishment of the three new critical access hospitals.

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Improved Recruitment Process to Attract High-Quality Employees

• The Department of Human Development Resources (DHRD) launched a robust on-line employee recruitment system which reached out to potential candidates nationwide with the capability to receive applications 24/7. Prior to Governor Lingle’s administration, paper forms, printing, postage, and labor were costly components of the recruitment system which put the state at a competitive disadvantage in attracting candidates for state jobs. The Administration’s implementation of a state-of-the-art, web-based system also provides greater access for the public and employees to navigate the state’s websites and learn about our jobs and services; saves resources; and enables the state to quickly hire individuals to continue and improve critical public services.

• DHRD implemented programs to inform Hawai‘i residents about career opportunities and benefits of working for the Hawai‘i State government. The Kama‘aina Stay Home and High School Outreach programs focused on attracting local talent to public service.

  • While Hawai‘i has traditionally experienced a brain drain among our graduating high school youth, the Administration visited public high schools statewide, including Lāna‘i High and Intermediate Schools, where Governor Lingle addressed students, and shared the opportunities of staying home for a post-secondary education as well as seeking exciting and challenging careers in public service. During these sessions, students learned first-hand from registered nurses, information technology specialists, engineers, personnel professionals, and other professionals working in state government about careers in public service and how they can pursue further education in these interesting fields and work for Hawai‘i State government.

Enhanced Employee Benefits While Saving State Funds

• Enriched the employment benefits package for state employees and retirees. Various benefit programs were developed and administered that not only enabled employees to take advantage of tax deferrals but also generated over $9.5 million in tax savings in FY 2008-2009, which the state would otherwise have had to pay to the federal government.

Led By Example in Clean Energy Solutions

• DHRD piloted a successful four-day work week program which produced up to 6 percent savings in electricity usage in five floors of the State Office Tower and approximately 13 percent in the Kinau Hale Building (Dept. of Health).

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Safely Reduced the Number of Children in Foster Care

• By aggressively overhauling Hawai‘i’s child welfare system, the State Department of Human Services (DHS), with the help of its community partners, met or exceeded all six federal standards required by the nationwide Child and Family Services Review. These standards help protect America’s children from abuse and neglect.

  • The extensive reforms safely reduced the number of children in foster care, which had risen every year to an all-time high of 3,000 in 2005 and then dropped steadily to about 1,300 by 2010.
  • In addition, DHS and its partners eliminated the disproportionately high number of Native Hawaiian children in foster care.
  • Also since 2005, the child re-abuse rate dropped from 6 percent to just 2.8 percent, meaning Hawai‘i has achieved one of the lowest rates of child re-abuse in the nation.
  • Hawai‘i also gained America’s number-one ranking in terms of timely adoptions for foster children.
  • Because of the nationwide attention these accomplishments generated, DHS and its community partners were invited to share their expertise with the State of Alaska and Native Alaskan tribal organizations in July 2010 with the goal of safely reducing the number of Native Alaskan children in foster care.

• DHS enhanced transparency and openness to improve child welfare and foster care services and to involve the entire community in ensuring the safety and well-being of our youth.

  • DHS created administrative rules in 2004 allowing the Child Welfare Services Branch to release private records under certain circumstances. This allows DHS to disclose information to agencies such as the police, prosecutors and the media to help locate missing children or assist DHS in investigating a child’s case. The rules also allow DHS to release information to physicians who are caring for a child they suspect may be the victim of child abuse or neglect. In addition, DHS can now disclose information to community agencies to help search for a child’s non-custodial parents or relatives. This sharing of previously confidential information is helping keep children safer and preserve family connections.
  • In 2005, DHS established a website dedicated to finding children who are missing from the foster care system. The site includes photos and pertinent information about the children, and instructions about what community members should do if they know the whereabouts of a missing child.

• To support state employees who are licensed foster parents for abused and neglected children, Governor Lingle signed a directive in July 2007 granting these employees administrative leave so they can attend Family Court hearings. This leave program acknowledges the invaluable contributions of foster parents and encourages other state workers to consider opening their homes to foster children.

Improved Medical Care for Needy Adults and Children

• By negotiating a Medicaid QUEST waiver renewal in 2006 with the U.S. Centers for Medicare and Medicaid Services, DHS secured more than $100 million in new federal funds to cover the majority of health care costs for Hawai‘i’s uninsured adults and children over the next six years.

  • Using this extra funding, DHS launched the QUEST-ACE (Adult Coverage Expansion) Medicaid program for adults earning up to 200 percent of the Federal Poverty Level (FPL).
  • DHS also widened eligibility for the QUEST Medicaid program health by covering children with family incomes up to 300 percent of the FPL. The previous income limit was 200 percent of the FPL.
  • DHS streamlined the Medicaid application process in 2004 by creating the simplified, customer-friendly “pinkie” form, making it easier for pregnant women and children to obtain health insurance.
  • By expanding Medicaid eligibility and removing barriers to obtaining coverage, DHS helped Hawai‘i earn the distinction of having America’s second-highest percentage of residents with health insurance.

Defrayed the Cost of Treating Uninsured Patients at Hospitals

• Between 2005 and 2010, DHS presented $145 million in mainly federal dollars to private and public hospitals to defray the cost of treating uninsured or under-insured patients, thereby helping maintain the health care safety net throughout the Islands. DHS obtained most of this money through a creative approach to secure “waiver” federal funds from the U.S. Centers for Medicare & Medicaid Services. Prior to 2005, Hawai‘i hospitals had not received federal funds for charity care since 1994.

Maximized Federal Funding for Hawai‘i

• DHS drew down more than half a billion dollars in new federal funds since 2003, without spending additional state funds. This is far more federal funds than any previous administration had secured for Hawai‘i, especially in terms of Medicaid and Title IV-E foster care funds.

• In April 2007, DHS obtained a federal grant of more than $8.7 million to help adults with diabetes better maintain their health so they can continue working 40 hours or more per month. The grant provides more than half the funding for the three-year Hawai‘i Demonstration to Maintain Independence and Employment project. Joining with DHS in this public-private collaboration are the University of Hawai‘i at Mānoa Center on Disability Studies, the State Department of Health and the Hawai‘i Business Health Council.

Meeting Hawai‘i’s Growing Elder Care Needs

• In July 2003, DHS created the “Going Home” program to enable elderly and disabled individuals to relocate from hospitals and nursing homes statewide to community-based alternative residential care in foster family homes.

  • This innovative program provides more choices for Medicaid clients, frees much-needed bed space in acute-care facilities and saves taxpayers about $70,000 per patient each year.
  • To assist even more people, DHS in August 2008 launched Going Home Plus for Medicaid clients with complex medical needs – including the elderly, medically fragile children and persons with disabilities – who want to transfer from hospitals and nursing facilities to community residential settings.

Facilitated Transition from Welfare to Work

• To help needy residents transition from government assistance to self-sufficiency, DHS has launched numerous initiatives. They include SEE Hawaii Work (Supporting Employment Empowerment), started in February 2005, to help welfare recipients receive on-the-job training at private sector companies statewide where they gain valuable skills needed in the workplace.

  • SEE reimburses employers 100 percent of the current minimum wage, plus 50 cents for every dollar paid over the minimum wage. Employers receive an additional 14 percent of subsidized wages to pay for employment-related expenses. SEE creates a win-win-win situation by reducing the welfare rolls, helping companies expand and reducing the number of people living in poverty.
  • Under the Lingle-Aiona Administration, 2,333 welfare recipients (as of August 31, 2010) had participated in SEE, of which 369 were in active SEE placements. Of the 1,122 SEE participants who successfully completed their SEE assignments, 909 (81 percent) had successfully transitioned into unsubsidized employment – many of them for the first time in their life – and exited the Temporary Assistance for Needy Families (TANF) program.
  • As of August 31, 2010, 1,097 employers have participated in SEE, and 612 (55.79 percent) of those employers hired welfare recipients.

• Also, to divert clients away from government assistance and into the workforce, DHS in 2005 launched Up Front Universal Engagement (UFUE). This program connects clients with the job market at the time they apply for government aid.

  • From July 1, 2009 through June 30, 2010, about 12,025 of the households that applied for government assistance were referred to the Up Front Universal Engagement (UFUE) program. Of these 12,025 households, 6,479 (53.88 percent) were diverted away from TANF and into the job market.

• In 2006, DHS started “Reward Work,” which allows clients to retain 100 percent of their welfare checks while they work during the first two years of receiving welfare, reversing the previous disincentive to work. This program also offers two years of progressive cash bonuses of up to $8,250 for people who voluntarily exit welfare early for employment and keep working, plus two months of rent payments to stabilize housing.

Helped Troubled Youth Avoid Incarceration

• In October 2005, DHS and the Office of Youth Services opened the first Ke Kama Pono (“Children of Promise”) safe house in Honoka‘a on the Big Island. This group home diverts nonviolent female delinquents from being sent to the Hawai‘i Youth Correctional Facility on O‘ahu, and offers services such as counseling and anti-substance abuse education.

• In 2009, DHS expanded Ke Kama Pono by establishing safe houses for teenage boys on Maui, O‘ahu and in West Hawai‘i. All these homes provide an appropriate, caring and rehabilitative environment that addresses the needs of troubled teens.

• Further, DHS awarded Hale Kipa a two-year, $2.68 million contract to provide home-based intervention services for at-risk youth. The Hawai‘i Advocacy Program diverts troubled youth from incarceration or foster care by placing them under intensive mentoring guidance provided by neighborhood counselors.

Invested Federal Dollars in Poverty Prevention Programs

• With the support of the U.S. government, DHS in 2003 began investing tens of millions of dollars in Temporary Assistance for Needy Families (TANF) federal funds in a wide range of positive youth development and anti-poverty programs throughout the Islands.

  • Prior to the Lingle Administration, DHS under previous administrations, did not spend any TANF funds on poverty prevention programs.
  • According to an independent study by The Lewin Group, all these TANF-funded programs use research-based methods for reducing teen pregnancy, truancy, crime, substance abuse and other behaviors that lead directly to a life of poverty and dependence on social services.

Expanding Eligibility for Nutrition Benefits

• In October 2010, DHS expanded income eligibility for the Supplemental Nutrition Assistance Program (SNAP), formerly known as food stamps, from 130 percent to 200 percent of the Federal Poverty Level – the maximum allowed by the federal government.

  • DHS also eliminated the assets test, which was particularly helpful for seniors who were under the income limit for SNAP but had too many assets to qualify for benefits.
  • Also in October 2010, DHS began providing transitional SNAP benefits to residents for five months after they exit welfare to help stabilize their household budgets.
  • As a result of these changes, an additional 22,000 residents became eligible for SNAP, and Hawai‘i will draw down an additional $60 million per year in federal funds to ensure families have enough to eat.

• Even prior to expanding eligibility, DHS had maintained one of the nation’s top SNAP programs, and has received national recognition for its accuracy and efficiency:

  • The U.S. Department of Agriculture (USDA) awarded Hawai‘i a $567,407 bonus for having one of the best payment accuracy rates in the nation during 2006 for the Federal Food Stamp Program.
  • In January 2006, DHS won a high-performance bonus of nearly $508,000 from the USDA for increasing access to food stamps.
  • In September 2004, DHS received a bonus award of nearly $503,000 for achieving one of the nation’s lowest error rates. A bonus award of more than $1.47 million was received the previous year.
  • In 2009, Hawai‘i received $1.1 million in American Recovery and Reinvestment Act federal stimulus funds for SNAP administrative activities.

Improved Early Education and Child Care

• In keeping with Governor Linda Lingle’s early childhood education initiative, DHS in 2005 began enabling thousands of additional keiki from impoverished families to receive high-quality child care and attend fully accredited preschools.

  • DHS issued capacity-building bonuses of $75 per child to preschools that added 600 slots for children, gave bonuses of $50 per child to preschools that enrolled their staff in professional development programs, and gave bonuses of $50 per child for preschools that adopted recognized quality preschool content standards.
  • To help preschools expand and enhance their operations, DHS in 2005 began issuing waivers enabling teachers-in-training to work while they obtain their credentials. As of the end of 2010, DHS had approved more than 200 waiver requests.
  • In 2010, the State received $664,000 in federal funds to build upon the successful programs and to help more pre-schools to become accredited.

Empowered People with Disabilities

• DHS provides a wide range of services that help clients with disabilities gain greater independence by finding and maintaining employment. During the 2009 fiscal year, these vocational rehabilitation clients had a net gain in annual earning power of 470 percent. Starting in 2006, the average wages for DHS clients with disabilities have risen every year and are now among the highest in the nation.

Helped Homeless Families

• To help homeless families living on the beach in the Wai‘anae area, DHS teamed with Kamehameha Schools in 2007 to fund the Malama Mobile. This outreach effort, operated by the Partners in Development Foundation, provides a traveling preschool, family literacy program, food and clothing. It also connects families with medical, dental and legal services.

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One of the Department of Labor and Industrial Relations’ (DLIR) primary responsibilities is to “increase the economic well-being” of Hawai‘i’s workforce. In 2003, DLIR set a new course to achieve this goal by being more business-friendly, while ensuring the rights of working families are protected. DLIR pledged to remove ill-conceived and heavy-handed practices that stifle business; share information openly with the public on how the department interprets laws and regulations; be more efficient in providing answers, rendering decisions, and processing claims; and significantly increase educational and compliance assistance programs from expanding the information on the DLIR website to forming formal partnerships.

Through the hard work and dedication of its 600 employees, DLIR has been able to implement its vision. The following highlights the accomplishments and initiatives DLIR’s employees have undertaken during the Lingle Administration to improve the lives of Hawai‘i’s working families.

Ensuring Hawai‘i’s Employees Receive the Rights and Benefits they are Entitled

• Streamlined the Workers’ Compensation Hearings Process

  • Improved the efficiency of DLIR’s workers’ compensation hearings process to ensure that injured workers and employers promptly receive their “day in court”. Previously, the workers’ compensation hearings process moved at a sluggish pace, often taking six to eight months to hold a hearing to resolve a dispute, often to the detriment of the injured worker. DLIR implemented a three-point plan to ensure claims are resolved more quickly by: Scheduling hearings within 80 days of the request; meeting its statutory requirement to render decisions within 60 days of the hearings; and tightening its policy for allowing postponements to hearings only in situations where there is good cause.
  • In 2009, a webcam internet system was added to enable Neighbor Island workers’ compensation hearings to be conducted remotely from the Honolulu office. The webcam system addressed the problem of shortages of hearings officers on the neighbor islands by having Honolulu hearings officers conduct the hearings. This remote system reduced the time and expenses associated with travel to the neighbor islands, yet allowed parties of interest to participate in the hearings.

• Led Efforts to Reform Hawai‘i’s Workers’ Compensation System

  • Through proposed legislation and administrative rules, DLIR introduced concepts to reform Hawai‘i’s workers’ compensation system to ensure injured workers receive quality medical care and disputes are resolved in a timelier manner.
  • These reform concepts include: relying on evidence-based medicine to treat injured workers; implementing an alternative dispute resolution process; establishing a physician network of qualified and proven healthcare providers; and involving both employees and employers in the decision making process for the treatment and rehabilitation of injured workers. These proposals would improve the workers’ compensation system to allow workers to promptly return to work to earn their full salary, rather than suffer the economic hardship of being out of work.
  • Although the legislature rejected any efforts to reform the system, the workers’ compensation community, including physicians and unions, gradually accepted these concepts and has voluntarily incorporated them in their practice. In fact, the International Brotherhood of Electrical Workers (IBEW) and several of their signatory contractors incorporated these major reform concepts in a collective bargaining agreement they signed and was approved by the DLIR in 2006.

• Ensured Injured Workers Receive a Fair Hearing

  • DLIR brought the National Judiciary College to Hawai‘i to train all of its workers’ compensation hearings officers to improve their skills in conducting fair, impartial and efficient hearings, and issuing clear and concise decisions. This is the same college that trains many of Hawai‘i’s appointed judges.

• Implemented Collectively Bargained Workers’ Compensation Agreements (CBWCA)

  • DLIR laid the groundwork in FY 2006 to revise and approve CBWCAs between unions and employers. These agreements were designed to improve the workers’ compensation system for employers and employees by:
    • Providing prompt, quality medical care for employees so they can return to work in a more timely manner.
    • Lowering workers compensation costs and employer insurance premiums.
    • Facilitating and expediting the claims process by enabling faster provision of medical care and/or benefits payments.
    • Easing adversarial relationships between employees and employers.
  • DLIR approved the following CBWCA:
    • International Brotherhood of Electrical Workers and Electrical Contractors Association of Hawai‘i (September 2006)
    • Basic Trades and General Contractors (December 2007)
    • Plumbing and Mechanical Contractors Association and Local 675 of the United Association of Journeyman and Apprentice Plumbers and Pipefitters (2009)
    • Painting and Decorating Contractors of Hawai‘i and International Union of Painting and Allied Trades Local Union 1791 AFL-CIO (2009)
  • These agreements serve as a model for many organizations and the state in improving Hawai‘i’s workers’ compensation system by promoting cooperation and trust among employees, employers, and those who serve as an integral part of the workers’ compensation process.

• Deployed Rapid Response Teams to Assist Displaced Workers

  • DLIR initiated and immediately led a multi-agency Rapid Response Team to assist workers who were displaced as a result of mass layoffs due to company closures, consolidations and bankruptcies as a result of the unprecedented global and national recession.
  • The Rapid Response Teams provided information on available services for dislocated workers, including skills assessment, individual counseling, career planning, employment development, occupational skills training, on-the-job training, entrepreneurial training, job-readiness training and adult education. Participants are provided information regarding welfare assistance and medical benefits, as well as out-of-area job search assistance, relocation assistance and other related supportive services.

• Acquired $948,902 to Assist Displaced Workers

  • DLIR obtained national emergency grants totaling nearly $1 million to assist displaced workers on the Big Island and Maui. These funds were used to provide job training and employment services to ILWU workers displaced from the sale of the Hawai‘i Naniloa Resort and renovation of the Kapalua Bay Hotels. Federal funds were also secured to assist displaced workers from the Penncro and Associates, Hotel King Kamehameha, and the Hokulia Resort.

• Established Innovative Program to Assist Unemployed Workers in Hilo and Moloka‘i

  • Hawai‘i was one of the few states chosen by U.S. Department of Labor to implement a federal pilot program, where eligible unemployed workers may receive an additional $3,000 for job training, educational supplies, transportation, child care and other costs associated with job placement. This program is available to residents in Hilo and on Moloka‘i to alleviate the hardship of unemployment by removing barriers to employment.

• Improved Efficiency of Hawai‘i Civil Rights Commission

  • Under prior Administrations it generally took approximately two to three years for the Hawai‘i Civil Rights Commission (HCRC) to investigate complaints of employment discrimination. In 2003, DLIR stressed the need to improve the efficiency of the complaints investigation process, and led the efforts by appointing commissioners who made this goal a priority. By implementing new performance measures and a system of accountability, HCRC has significantly reduced its backlog of old cases. More importantly, investigations of discrimination complaints are being completed within one year. Today, only 2.5 percent of the current cases are more than two years old, compared to nearly 20 percent in 2002.

• Exceeded National Standards in Processing Unemployment Insurance Claims

  • For the past several years, DLIR exceeded the U.S. Department of Labor’s expectations in processing unemployment insurance claims, ensuring that unemployed workers receive their unemployment insurance benefits in a timely manner.

• Ensured Employees Receive Required Medical Benefits

  • Implemented compliance assistance and enforcement programs to ensure that employees are receiving their required medical benefits. Rather than solely relying on complaints from employees, in 2005, DLIR implemented an administrative initiative to conduct random compliance visits to employers. Between 2005-2010 this initiative, which was applauded by the Hawai‘i Uninsured Project, produced 467 visits to employers, and ensured coverage for at least 108 eligible employees who were not previously provided with health insurance.

• Required Businesses to Post Comprehensive Labor Law Poster to Inform Employees of their Rights

  • In the past, employers were required to display more than a dozen labor law flyers, announcements, and notices often confusing employees of their rights in the workplace. In 2005, DLIR took 15 posters and flyers containing labor law information and consolidated them into one comprehensive poster, clearly explaining to employees their rights under Hawai‘i’s laws regarding workers’ compensation, temporary disability, family leave, prepaid health care, occupational safety and health, anti-discrimination, minimum wage, unemployment insurance and other laws. Over 50,000 posters were distributed to employers who found this free publication a welcomed item to have and display for their staff.

• Improved DLIR’s Educational and Outreach Programs

  • DLIR provided employer education workshops on a monthly basis, as well as upon request by employer organizations, to educate employers on Hawai‘i’s workers’ compensation, temporary disability insurance and prepaid health care laws. Each year, approximately 150 to 175 employers attend these workshops to learn about Hawai‘i’s labor and employment laws, and to ensure that their employees receive the required benefits.

• Implemented Strong, Effective and Fair Enforcement of Construction Prevailing Wage Laws

  • In the past, DLIR solely relied on complaints from employees or their union representatives to initiate investigations of alleged violations of Chapter 104, commonly referred to as the “Little Davis Bacon”. This law provides construction workers on state and county government projects the right to receive prevailing wages. In July 2005, DLIR, through an administrative initiative, began conducting random visits to construction sites of government projects to ensure that the construction workers were paid prevailing wages. In addition to producing 116 random compliance investigations in the first year of the initiative, this project also served as an effective deterrent to contractors violating the law, evidenced by a 43 percent decrease in violations since the inception of the initiative.

• HUI Express

  • In 2005, DLIR launched the HUI Express, allowing employers to file their unemployment insurance quarterly wage reports online through DLIR’s website. This online filing system is being used by at over 5,000 employers.

• New and Expanded DLIR’s Website

  • Overhauled and redesigned the department’s website, significantly increasing transparency in government by making the laws and rules that DLIR enforces easily accessible, sharing openly with the public how DLIR interprets Hawai‘i’s labor laws and rules, the department’s policies, current initiatives and goals. A number of educational and informational videos and guides have been added to the department’s website over the past few years to increase outreach efforts and awareness of DLIR’s programs. The website is informative, easy-to-navigate, and exemplifies the Administration’s “open for business” philosophy, which helped encourage more businesses to create jobs for Hawai‘i’s working families. Since December 2002, Hawai‘i’s economy created over 52,000 jobs.

• Online Filing for Unemployment Insurance Benefits

  • DLIR launched Phase I of internet claims filing for unemployment insurance (UI) benefits on May 11, 2009. This first phase allows individuals to file an initial claim for benefits online. In January 2010, Phase II of the online filing for UI benefits was launched to enable claims certification. As a result, approximately 28 percent of weekly claims are now being handled online. Phase III will be launched during the first week of December 2010. This phase will significantly increase the number of claims that can be processed online, thereby, eliminating the need for claimants to visit an UI office.

Fueling the Needs of Hawai‘i’s 21st Century Economy

• Launched HireNet Hawai‘i

1. To help Hawai‘i’s employers and jobseekers meet employment demands, DLIR unveiled a $2.1 million state-of-the-art internet job matching system. Jobseekers and employers can use HireNet Hawai‘i to access a wide array of employment-related services including job searches, resume development, skills matching, job market information, job postings, and candidate searches. With a search engine that “spiders” company and government websites, newspaper postings, and corporate job boards for employment opportunities in Hawai‘i, job seekers now have access to the largest job bank in the State of Hawai‘i at no cost. This innovative system was funded entirely by federal funds.

• Established Certified Nurse Aides Project for Hawai‘i Long-Term Care Services

  • Sought and received a $1.9 million Congressional appropriation to launch a pilot program to increase the state’s capacity to provide long-term care for Hawai‘i’s elderly population. In addition to learning the skills of Certified Nurse Aides, participants also learn how to become caregivers in the community and in-home settings, integrating western and cultural teachings of Hawai‘i’s predominantly Polynesian and Asian population. The curriculum also includes an overview of the business and regulatory aspects of owning and operating a community-based care home. Established in 2005 with training centers on O‘ahu, Hawai‘i, Maui, Kaua‘i, Moloka‘i and Lana‘i, this program was a collaborative effort between the DLIR, State Department of Health and State Department of Human Services. At least 280 people participated in the two-year pilot program, which could become a national model for workforce development in the health care industry to address the increasing needs of our nation’s aging population.

• Pre-apprenticeship Construction Project

  • In 2004, DLIR initiated a successful pre-apprenticeship program to assist Hawai‘i residents obtain jobs in the construction industry. To be accepted in a construction apprenticeship program, applicants must generally pass a pre-apprenticeship exam. The Pre-apprenticeship Construction Project assists applicants in preparing for the entrance exam by providing remedial and refresher courses on the math skills necessary to pass the exam. As a result of this program, the passing rate for the entrance exams increased from 50 percent to 72 percent for the plumbers’ apprenticeship program, and from 54 percent to 90 percent for the carpenters’ apprenticeship program.

• Highlighted and Promoted Construction-Related Jobs

  • To heighten the public awareness of the career opportunities available in Hawai‘i’s construction industry, DLIR sponsored and coordinated Construction Career Expos on O‘ahu and the neighbor islands. The construction expos, which drew over 4,500 high school students and adults, provided information and exposed potential applicants to promising and lucrative jobs in the constructions trades.

• Facilitated Helmets to Hard Hats

  • Facilitated the establishment of the Hawai‘i office for “Helmets to Hardhats,” a program that assists military veterans, National Guard and Reserve personnel transition to civilian life by finding careers in Hawai‘i’s construction industry. On May 30, 2005, aboard the U.S.S. Missouri in Pearl Harbor, Governor Lingle and several construction trade unions, including the Hawai‘i Building & Construction Trades Council, AFL-CIO, and Apprenticeship Training Coordinators Association of Hawai‘i, AFL-CIO, signed an agreement to facilitate the re-entry of returning service men and women into civilian construction careers, while ensuring that Hawai‘i has a highly-skilled and experienced construction workforce.

• Funded the Hawai‘i Construction Academy

  • Governor Lingle approved the use of $5.5 million by the University of Hawai‘i Community Colleges to expand the construction academy, a program designed to teach high school students the necessary skills to enter the construction apprenticeship programs upon graduation. This program helps ensure that Hawai‘i’s construction industry is equipped with the necessary workforce, while providing Hawai‘i residents with the opportunity to benefit from well-paid jobs.

• Drafted and Adopted Hawai‘i Family Leave Administrative Rules

  • Although the Legislature passed Hawai‘i’s family leave law in 1991, the State failed to adopt any administrative rules to effectively implement the family leave law. In February 2005, under the Lingle Administration DLIR promulgated administrative rules, providing employees and employers a clear understanding of their rights under Hawai‘i’s family leave law.

• Supported Legislation to Ensure Safe and Quality Electric and Plumbing Services

  • In May 2006, Governor Lingle signed a bill, initiated by the International Brotherhood of Electrical Workers (IBEW), Local Union 1186, to ensure quality electrical and plumbing services for consumers and safer workplaces for Hawai‘i’s electricians and plumbers.

• Ensuring Equal Access to All of Hawai‘i’s Diverse Population

  • Worked collaboratively with the Legislature, non-profit service providers, and immigrant rights advocates to enact Hawai‘i’s Language Access Law (Act 190). This law requires every state agency or any organization receiving state funding to provide equal access of their agency’s essential government services to all of Hawai‘i’s diverse population, regardless of what language they speak. Act 190 established the Office of Language Access in DLIR, which is responsible to ensure that the 144,000 Hawai‘i residents who are not proficient in the English language are not denied essential government services, such as social service programs, job training and employment assistance programs, or a fair and impartial hearing. This law is instrumental in assisting our immigrant population to self-sufficiency.

• $10 Million in Federal Funds (Reed Act) For Workforce Development

  • o Worked collaboratively with the various county governments to draft and enact legislation to provide $10 million to county programs that prepare individuals entering rapidly growing fields such as health care, early education, technology, and the construction industry.

• Remove Barriers to Training More Masons

  • As a result of Hawai‘i Masons Union’s safety program, DLIR granted the Union’s petition to assign “two apprentices to one journey worker” for training purposes as opposed to the general industry standard of “one apprentice to one journey worker.” This allows the Hawai‘i Mason Union to provide opportunities to more applicants to enter the mason and bricklayers trades.

• Implemented Online Child Labor Work Permits for 16- and 17-year-olds

  • Designed and implemented a new online permitting system that provides 16- and 17-year-old workers an easier and faster method of obtaining a work permit by applying through the internet. To date, approximately 4,000 work certificates have been issued online.

• Implemented the Volunteer Internship Program (VIP)

  • The VIP is a DLIR initiative designed to stimulate job growth in Hawai‘i. Governor Lingle developed this innovative project in response to Hawai‘i’s growing job loss. The VIP allows job seekers receiving unemployment insurance benefits to gain workforce training. Upon successful completion of training, claimants receive a certification of job skills acquired and consideration for employment. As of November, 2010, 281 businesses had requested interns and 181 interns were placed – 23 internships led to job placements.

• Implemented Performance-Based Contract Process

  • The Office of Community Services (OCS) within DLIR implemented a performance-based contract process for its employment core services programs. This system reinforces accountability and the belief that government pays only for the services it receives. Providers working with the OCS need to achieve specific milestones throughout their contract with the agency to obtain payments for their services. The State saved an average of 15 percent annually on its employment programs as a result of this process.

• Implemented Contract Tracking System

  • The Office of Community Services designed and implemented a system to manage, maintain and track over 100 contracts that the agency has. The systems increased office efficiency, reduced staff workload and promoted a more open and transparent government. DLIR is currently preparing to implement this system throughout the department.

Partnered with Labor and Business to Build a Safer Hawai‘i

• Expanded Educational, Outreach and Partnerships in Safety Programs

  • Replaced a heavy-handed approach to enforcing workplace safety laws with a consultative approach to educate and partner with labor and businesses to create safe workplaces. As a result, Hawai‘i was successful in significantly reducing workplace injuries.
    • In 2003, there were 1,089 fewer workers’ compensation claims filed in Hawai‘i, a 3.7 percent decline from 2002. This resulted in an 18.2 percent decrease in “loss costs” for workers’ compensation. “Loss costs” are a significant component of premiums and represent the amounts paid for claims by insurers.
    • In 2004, 2,347 fewer workers’ compensation claims were filed, an 8.2 percent drop from the previous year. This decrease in filings resulted in a 12.3 percent loss cost reduction being filed in 2006.
  • As a result of decreasing workplace injuries, many Hawai‘i businesses saw a decrease in their workers’ compensation premiums during the Lingle Administration.
    • Since 2001, the number of workers’ compensation claims has dropped from 30,000 to 24,500 in 2008. This decrease can be attributed to effective safety and prevention programs by the Hawai‘i Occupational Safety and Health Division (HIOSH), employers and unions.
    • Insurance premiums for employers dropped from a peak of $360 million during 2005, to $240 million during 2008. Insurance premium rates have also been reduced by approximately 60 percent since 2005.
    • Overall, workers’ compensation costs declined from $275 million during 2003, to less than $250 million during 2008.
    • In 2009, the Department of Commerce and Consumer Affairs Insurance Division announced that the National Council on Compensation Insurance filed a request for a decrease of 4.1 percent in the workers’ compensation loss costs. The filing affected premiums beginning January 1, 2010.
    • Over the last five years, the Insurance Commissioner approved decreases of 19.3 percent (2005), 18.2 percent (2006), 12.3 percent (2007), 11.6 percent (2008) in loss costs as evidence continued to show a significant reduction in claims.
    • Annual premiums also decreased over the last five years: 2005 – $360 million, 2006 – $357 million, 2007 – $326 million, 2008 – $240 million, 2009 – $172 million.

• “Tie-Off, It’s Your Life” Construction Safety Awareness Campaign.

  • Starting in 2005, DLIR partnered with numerous labor organizations and leading contractors to launch a workplace safety campaign. The campaign entitled “Tie Off . . . It’s Your Life,” was designed to educate construction workers and their families about the importance of wearing fall protection equipment and to “Tie Off” to reduce the risks of injuries and fatalities on construction sites. Numerous labor organizations, including Hawai‘i Carpenters Union, International Brotherhood of Electrical Workers Local 1186, International Brotherhood of Painters & Allied Trades, Local 1791, Ironworkers Local No. 625, Laborers International Union of North America, Local 386, Roofers Union, Local 221, and the Associated Builders and Contractors, participated in this innovative initiative.

• Partnered with Business to Create Safer Workplaces

  • Expanded DLIR’s Occupational and Safety and Health Division’s (HIOSH) safety recognition programs to encourage businesses to partner with HIOSH to create safer workplaces. A total of 40 Hawai‘i companies were recognized by HIOSH as having an exemplary safety program that meets U.S. Department of Labor OSHA standards. This is a significant improvement over 2006, when only one Hawai‘i company received national recognition.

• Worksite Safety Training Videos

  • Produced three separate safety and training videos for workers in the construction and health industries, and small businesses. The videos provide easy-to-follow instructions identifying common safety hazards, and information on how to create safer workplaces in these three major industries, which employ over 73,000 employees. The videos were specifically produced for Hawai‘i employers and employees, and are available at no cost.

• Employee Drug Awareness Prevention Video and Interactive Website

  • Partnered with the Wai‘anae Sea Riders Productions and Hawai‘i Medical Service Association (HMSA) to develop an educational video focusing on the dangers of drugs in the workplace. The educational video covers the following major topics: understanding substance abuse, the impact of substance abuse at work and home, prevention at work and home, identifying potential situations, investigating potential situations at work, intervention, and where to go for assistance.

Supporting the Hawai‘i Clean Energy Initiative

• Weatherization Assistance Program (WAP) – The Office of Community Services was awarded $4,041,461 in ARRA grant money to help 674 low income individuals and families reduce energy consumption and utility costs through free energy saving devices such as solar water heating systems, changing out light fixtures to CFLs, and providing energy efficiency conservation education and training.

  • On November 4, 2010, U.S. Secretary of Energy Steven Chu announced Hawai‘i had completed weatherization for more than 30 percent of the homes the state had planed to weatherize using ARRA funds. As of September 30, 2010, Hawai‘i had weatherized more than 350 homes with ARRA funds, in addition to more than 365 additional homes with annual program funding. As a result of the Administration’s progress, Hawai‘i will receive an additional $2 million in Recovery Act weatherization funding.

• State Energy Program (SEP) – The Office of Community Services received $500,000 in ARRA grant money to provide 1,935 projects, complementary to the Weatherization Assistance Program, to help reduce energy costs and consumption. The projects include installing water aerators, smart strips, air conditioner and refrigerator replacement and hybrid heat pumps.

• Energy Efficiency and Conservation Block Grant (EECBG). The Office of Community Services received $2.9 million in ARRA grant money through a Memorandum of Agreement with the Department of Hawaiian Home Lands, to provide 368 Hawaiian homestead households with solar water heating systems, change out light fixtures to CFLs, provide energy efficiency conservation education and training, and other applications to improve the overall energy efficiency in existing homes. This project helped grow and sustain jobs in the local clean energy industry, reduced household electric bills and lowered the State’s dependency on oil.



Improved Public Recreational Facilities; Increased Ocean and Mauka Access for Hawai‘i Resident and Visitors

• Recreational Renaissance: The Lingle Administration developed and began implementation of a long-range plan to improve neglected and inadequate small boat harbors and other ocean recreational facilities statewide, including:

  • Invested nearly $150 million in small boat harbors capital improvements, including replacing 668 of the 2,000 boat slips across the state. This was the first serious effort to address the state’s small boat harbors since they were built between 30-50 years ago.
  • This Administration increased capital investments in small boat harbors and ocean recreation facilities nearly five times over the prior decade. Capital improvements investments between fiscal years 2003-2011 reached $147,776,000, compared to $31,259,000 for the prior 10 years (1993-2002).

• In 2004, DLNR launched a multi-year plan to improve and repair the 69 state parks and sites throughout the islands. It was the first major reconstruction of state parks facilities since the state parks system was established over 40 years ago.

  • Invested nearly $66 million in upgrading and improving state parks, including improvements in heavily used parks such as new comfort stations and road improvements in Koke‘e; trail, safety improvements at Diamond Head and Akaka Falls, replaced large-capacity cesspools to address an EPA mandate, and accessibility improvements in parks statewide.
  • The Administration nearly doubled investments in capital improvements projects at state parks compared to the prior 10 years. Between FY2003-2011 CIP projects totaled $65,948,000, nearly 50 percent more than the $33,389,000 that was spent the previous decade between 1993-2002.

• Invested over $2 million in trail access and safety improvements in Hawai‘i’s historic trails.

  • Total CIP investment in Na Ala Hele Historic Trails between 1993-2002 was $170,000. The Lingle-Aiona Administration increased CIP investments for the Na Ala Hele system by more than ten times the amount from the prior decade.

• Collaborated with community volunteer groups to implement major repairs, cleanup, and develop formal, ongoing partnerships that sponsor education and stewardship of multiple state parks and harbors, including:

  • Created and supported Park Advisory Groups, including Koke‘e State Park Advisory Group; Ka‘ena Point Stewardship Advisory Group; Diamond Head State Monument Advisory Group.
  • Fixed a bridge and road washed out by storms in Polihale State Park, Kaua‘i.
  • Cleared and protected cultural sites and provided educational activities at Keolonahihi State Historical Park, Hawai‘i.
  • Coordinated cleanup and community watch efforts at He‘eia and Haleiwa Small Boat Harbors, O‘ahu.
  • Developed a stewardship agreement to protect and preserve park cultural sites in Kiholo State Historical Park, Hawai‘i.
  • Repaired a damaged pier in Kikiaola Small Boat Harbor, Hawai‘i.

• Undertook comprehensive renovation of the Kalalau Valley on Kaua‘i, campgrounds and initial sections of the trail, including completely re-grading and upgrading the Kalalau Trail, cleaning the entire valley and campgrounds, replacing the comfort facilities, installing informational and safety signage, and removing dangerous rockfall hazards.

• Developed immediate emergency response repairs for small boat harbor ramps and piers to provide in-house immediate replacement of damaged or condemned facilities to tide over uninterrupted access pending future capital improvements. This in-house effort ensured uninterrupted boating access to rural communities such as Moloka‘i that rely on the ocean for sustenance.

• In 2003, DLNR led a cooperative effort by the military, county, private sector and community to remove salvinia molesta, a non-native weed, from Lake Wilson, thus preventing a major ecological disaster. This served as a catalyst for discussions and action about the negative impact of invasive species on Hawai‘i’s environment. As part of this effort, the Hawai‘i Invasive Species Council was formed and funded. The state implemented the first of a multi-year program to address invasive species prevention, response, control, applied technology and outreach.

Protected Hawai‘i’s Water Resources for Present and Future Generations

• For the first time since the Water Code was adopted 20 years ago, DLNR, under the Lingle-Aiona Administration, established in-stream flow standards for 28 streams through a series of community-based public meetings.

  • The standards were designed to provide more water to support Hawai‘i’s stream and coastal ocean resources, promote water conservation and waste reduction, and meet the needs of off-stream agriculture.
  • Prior to this effort, in-stream flow standards had only been established for a few streams and those were done through an adversarial contested case process that excluded the broader community.

• Updated the State Water Resource Management Plan for the first time in 18 years. This document is the management tool that measures the sustainable yields of all of Hawai‘i’s aquifers and drinking water supply. Accurate and current sustainable yield measures are necessary to ensure water is withdrawn from aquifers in a sustainable manner so we have water for present and future generations.

Increased Access to Government Services through Innovative Use of Technology

• As part of the Lingle Administration’s commitment to improve the efficiency and accessibility of government services, DLNR underwent an unprecedented effort to place commonly used services online in user-friendly formats to allow people easy access to information, file reports, and access services. In all cases, people are still able to obtain information or conduct business in the traditional manner in person, by mail or fax, if they desire. But for those who find technology convenient and especially for those on the neighbor islands who do not have immediate access to DLNR’s offices, the department now offers:

  • All camping and cabin reservations available online.
  • All boaters registration available online.
  • All copies of recorded documents from the Bureau of Conveyances available online.
  • All commercial fishing licenses available online.
  • All monthly catch reports by commercial fishers can be filed online.
  • All civil penalties may be paid online.
  • Currently phasing in ability to file all recorded documents online. By the end of 2010, three recording offices will be online with others to follow.
  • Currently developing online payment system for monthly boating slip fees.
  • New website that provides easy access to State recreational information by activity or by island and region, with links to county facility sites.

Improved Compliance with and Enforcement of Hawai‘i’s Resource Protection Laws

• The Lingle Administration increased the number of Conservation Resource Enforcement Officers for the first time in years. While the Legislature did not approve the Governor’s recommended 50 percent increase in the size of the force, she was able to secure an additional 25 officers for a total of 125 officers to enforce Hawai‘i’s resource protection laws.

• DLNR equipped officers with modern resources, such as laptops and a computerized timekeeping system, to help them do their job more effectively and efficiently. DLNR was finalizing development of computerized reporting for activities and citations that will allow officers to map violations and analyze activities, seasonal trends, and hot areas to better deploy officers and prevent resource damages.

• DLNR’s leadership engaged officers from all islands to help develop a comprehensive strategic plan for the Division of Conservation and Resource Enforcement (DOCARE), and subsequently, provided support for DOCARE to obtain accreditation from the national Commission on Law Enforcement Agencies. DOCARE filed an application to initiate the accreditation process in 2010. The three-year process will enable DOCARE to achieve the highest standards and operational training and policies to support resource enforcement across the state.

• Entered into a Joint Enforcement Agreement with the United States Coast Guard for the first time, enabling DOCARE to access additional federal training and operational support regarding boating and ocean safety, response to oil and other hazardous waste spills in the Hawai‘i’s ocean waters.

• Increased the Joint Enforcement Agreement with the U.S. National Oceanic and Atmospheric Administration (NOAA) to protect natural resources in Hawai‘i’s ocean waters from $250,000 to over $900,000, and accessed additional training for officers on fishery and marine mammal enforcement and prosecution.

• Developed community-based education and enforcement partnerships by creating 10 Makai Watch programs around the state wherein communities partner with DLNR Aquatic Resources and DOCARE Divisions to monitor the state of ocean resources and compliance with resource protection laws to act as the local eyes, ears and stewards for their ocean areas.

• Initiated a new civil penalty system which applies swift, certain and small fines for common resource violations. The pilot project, coupled with education and outreach, dramatically increased compliance rates by commercial fishers, and is currently being expanded into other resource protection arenas.

Developed Youth Leadership in Resource Management

• Tripled the size of the Youth Conservation Corp program through obtaining an $4 million ARRA grant to support an additional 45 youth summer training in a six-week summer program providing intensive training in resource management across for youth on five islands.

Led Efforts to Protect Monumental Resources in Perpetuity

• In September 2005, after a three-and-a-half-year public process that resulted in more than 25,000 public comments, Governor Lingle established a State Marine Refuge in the NWHI that set aside all State waters as a limited access, no-take marine protected area. This created the largest marine conservation area in the history of the State, protecting 1,026 square miles of coral reefs from the shoreline to three miles offshore.

Papahanaumokuakea with Jean-Michel Cousteau

• Led a collaborative effort that included the President of the United States George W. Bush, federal, community, environmental and Native Hawaiian partners to establish the Northwestern Hawaiian Islands as the Papahānaumokuākea National Monument. The designation made Papahānaumokuākea the world’s largest conservation area in the United States and one of the largest marine conservation areas in the world.

  • Hosted First Lady Laura Bush and U.S. Secretary of the Interior Dirk Kempthorne for the official unveiling of the Hawaiian name of the Northwestern Hawaiian Islands.

• Working with the same partners, developed a comprehensive application for the designation of Papahānaumokuākea Monument as a United Nations World Heritage site recognizing both the cultural and natural resources as world treasures. This was the first U.S. site designated as a World Heritage site in 15 years, and one of only two such sites worldwide recognized for both cultural and natural resource treasures.

• Oversaw and approved the University of Hawai‘i development of the first Comprehensive Management Plan for Mauna Kea, one of Hawai‘i’s most significant cultural resources and our State’s first World Heritage Site.

• Created the Legacy Land Act, which is a bi-partisan collaborative effort to protect and preserve significant resource lands for natural, cultural and agricultural purposes.

  • Since its inception in 2005, the Legacy Land Act has protected approximately 7,220 acres (24 projects) through acquisitions or permanent easements which keep these lands in active agricultural use, add significant cultural sites to our state parks, and preserve open space and resources in significant coastal and mountain regions on five islands. Some of the land and natural resources protected through this program includes:State of Hawai‘i, $982,956.50 for the acquisition of 3,582 acres in Honouliuli Preserve, Wai‘anae Mountain Range, island of O‘ahu, for its natural habitat, watershed, and recreational values;State of Hawai‘i, $450,000 for the acquisition of 65.56 acres in Hamakua, Kailua, island of O‘ahu, for its natural habitat, watershed, scenic, and open space values;State of Hawai‘i, $7,000 for the acquisition of 7 acres in North Kohala, island of Hawai‘i, for its cultural, historic, and scenic values;State of Hawai‘i, $1,250,000 for the acquisition of 17.05 acres in Lapakahi, Kohala, island of Hawai‘i, for its coastal, cultural, and natural values;Maui Coastal Land Trust, $609,425 for the acquisition of an agricultural conservation easement over 27.44 acres, in Pupukea, North Shore, island of O‘ahu, to be held by the North Shore Community Land Trust, for its agricultural and open space values.County of Hawai‘i and the Trust for Public Land, $945,000 for the acquisition of 10.61 acres on the island of Hawai‘i, coastline lot within Pao‘o ‘ahupua‘a, North Kohala District, to protect over 27 cultural sites from development and maintain the natural landscape and scenic views of the Kohala coastline.Department of Land and Natural Resources, Division of Forestry & Wildlife, $500,000 for the acquisition of a conservation easement over 614 acres on the island of Moloka‘i, East Moloka‘i, Kainalu; mauka of Kamehameha. V Highway, to protect critical watershed and prevent erosion damage to near-shore coral reef ecosystems and historic Hawaiian fishponds.Kaua‘i Public Land Trust and the County of Kaua‘i, $800,000 for the acquisition of 0.74 acre on the island of Kaua‘i, on Hanalei Bay directly next to the Hanalei Pier, to be held by the County of Kaua‘i, to enhance and protect the heavily used Black Pot Beach Park area for Hawaii’s residents and visitors.Kona Historical Society, $255,592 for the acquisition of 2.11 acres on the island of Hawai‘i, South Kona, makai of Mamaloahoa Highway, to provide a scenic buffer for the historic H.N. Greenwell Store and additional space for preservation of the farming and ranching heritage of Kona.The Trust for Public Land and O‘ahu Land Trust, $500,000 for the acquisition of a conservation easement over 107.73 acres on the island of O‘ahu, ahupua‘a of Ka‘alaea, in the Ko‘olaupoko District, to be held by the O‘ahu Land Trust, to protect agricultural production and maintain a portion of the rural character of windward O‘ahu.Malu ‘Aina Center for Non-Violent Education and Action and the Hawai‘i Island Land Trust (HILT), $231,788 for the acquisition of 11.14 acres on the island of Hawai‘i, Puna District; ten miles south of Hilo, makai side of Highway 11, with a conservation easement to be held by HILT, to maintain agricultural production on lands with kipuka deep soil and abundant rainfall.Hawai‘i island Land Trust, $35,000 for the acquisition of conservation easements over 6 acres on the island of Hawai‘i, Puna District; in Hawaiian Orchid Island Estates adjacent to Kahauale‘a Natural Area Reserve, to preserve an intact native ‘ohi‘a forest canopy that allows native birds, insects and plants to travel and propagate.Wai‘anae Community Re-development Corporation (MA‘O Organic Farms), $737,300 for the acquisition of 11 acres, in Lualualei Valley, O‘ahu, for the protection of its agricultural values.

    County of Hawai‘i, $1,500,000 for the acquisition of 550.871 acres in Kawa, District of Ka‘u, Hawai‘i Island, for the preservation of watershed, coastal, habitat, cultural, recreational, and open space values.

    Kaua‘i Public Land Trust, $700,000 for the acquisition of 20.532 acres fronting Kahili Beach, North Shore, Kaua‘i, for the protection of its watershed, coastal, and habitat values.

    Maui Coastal Land Trust, $994,724 for the acquisition of 128 acres in Nu‘u Makai, southeast shore, Maui, for the protection of coastal, wetland, habitat, historical, and cultural values.

    Ke `Aupuni Lokahi, Inc. (Moloka‘i Enterprise Community), $767,976 for the acquisition of 196.4 acres to be held by Moloka‘i Land Trust, in Kawaikapu, Mana‘e, Moloka‘i, for the protection of watershed, cultural, and scenic values.

    Maui Coastal Land Trust, $1,100,000 for the acquisition of a conservation easement over 168 acres, Molokai’s south-eastern shore, for the perpetual preservation of prime ranch and agricultural lands.

  • Legacy Land grants allow State agencies to act on rare opportunities to purchase unique resource lands, and incentivizes the long-term protection and management of Hawai‘i’s important natural, cultural, and agricultural resources by nonprofits and counties. Every dollar the state spends on legacy land grants is leveraged with about $2.20 in matching federal, private or county funds. The grants to nonprofit organizations and counties help protect land without creating an ongoing management burden to the state.
    • Replaced the existing security fencing at Maui Community Correctional Center.
    • Re-roofed existing buildings at the Women’s Community Correctional Center and Kaua‘i Community Correctional Center.
    • Replaced essential mechanical systems at Hawai‘i Community Correctional Center.
    • Rebuilt and extended the interior roadways at Waiawa Correctional Facility (WCF).
    • Replaced emergency generators at Halawa Correctional Facility.
    • Constructed two temporary Sprung structures at Waiawa Correctional Facility that allows PSD to expand its capability in preparing more inmates with the necessary skills to return to the community and alleviates some of the overcrowding. The funding was provided by a Violent Offender Incarceration Truth-In Sentencing (VOITIS) federal grant.
    • At Kapi‘olani Community College, 29 women offenders enrolled during FY10.
    • Twelve male offenders at the Saguaro Correctional Facility in Eloy County, Arizona enrolled in general education courses toward an Associate of Science Degree in Construction Technology.
    • A partnership was formed between Pima Community College and the National Center for Construction Education and Research (NCCER), a not-for-profit education foundation created to develop industry-driven standardized craft training programs with portable credentials, to help address the critical workforce shortage facing the construction industry.
    • Twenty-five male offenders from the Waiawa Correctional Facility enrolled in the Wayland Baptist University (Honolulu Campus) and are taking general courses toward an Associates Degree.
    • Twenty-five male and female offenders enrolled in general courses toward an Associate Degree from the Ohio University Incarcerated Correspondence Program.
    • The original “Read To Me” project began in August 2003 at the Women’s Community Correctional Center and at the Waiawa Correctional Facility. Although the current funding for this program will end September 29, 2011, the Department will explore other funding avenues by partnering with Corrections Corporation of America and other organizations.
    • SOMT also had the privilege of hosting a Macy’s West Foundation trainer training on “Primary, Secondary & Tertiary Prevention of Sexually Abusive Behaviors in Childhood and Adolescence.” This training was provided by nationally recognized expert Gail Ryan, director of the perpetration program at the Kempe Center for Prevention & Treatment of Child Abuse & Neglect, Department of Pediatrics, and University of Colorado’s School of Medicine. Twenty-three local stakeholders were provided trainer training on four curricula including, The Problem with Juvenile Sex Offending, Goal Oriented Prevention & Intervention, Understanding & Responding to the Sexual Behavior of Children, Informed Supervision of Juveniles Who Have Sexually Offended, and Therapeutic Caregiver’s Role in Treatment of Juveniles Who Have Abusive Behaviors.
    • Total number of admissions to substance abuse treatment from FY04 through FY10 was 3871 and total number of successful completions was 2445.
    • Refurbished desks and chairs for the Department of Education at various elementary, intermediate, and high schools.
    • Built Hale Nani for the Hawai‘i Community Correctional Center (Going Home Project).
    • Assisted the Department of Transportation in cleaning-up the homeless areas (i.e. Ke‘ehi Viaduct, Wahiawa Bridge, Blaisdell Park).
    • Assisted the Department of Transportation in landscape and maintenance on O‘ahu’s highways.
    • Refurbished Mayor Wright and Kamehameha IV apartment units for the Hawai‘i Public Housing Authority.
    • Assembled custom office modular furniture for the entire community service area for the County of Hawai‘i Office of Aging.
    • Installed 12 elementary school playgrounds on O‘ahu, Maui, Kaua‘i, and Big Island for the Department of Education. This phase of the playground project will continue through 12/31/10 for a total of 28 elementary schools.
    • Utilized the first inmate work lines from Hawai‘i’s Federal Detention Center; printed the general excise booklets for the Department of Taxation.
    • There are 4,663 users currently registered for notifications.
    • To date (Dec. 6, 2010) Hawai‘i SAVIN has received over 160,000 hits to the website (to either look up custody status on offenders and/or register for notification). In addition to English, notifications are offered in Japanese, Korean and Tagalog.
    • The program was developed and implemented using a $706,664 U.S. Department of Justice grant, as well two federal Victims of Crime Act (VOCA) grants, totaling $390,000.
    • PSD’s Healthcare Division completed its archived medical records scanning project, enabling the department to archive and retrieve inmates’ inactive medical records electronically. This has reduced the need for medical record storage space and has eliminated the need for a manual retrieval process.
    • During its last pharmacy vendor bid process, the HCD utilized an alternative pricing formula, which has resulted in a change in its pharmacy reimbursement formula. The HCD also reviewed and adjusted its prescribing practices and with the assistance of its providers have decreased the utilization of high cost medications.
    • The HCD began implementation of an electronic pharmacy prescription order/refill and reporting system, which will eliminate transcription errors related to ineligible handwriting and decrease dosing and drug interactions medication errors. The system will direct providers to use approved formulary drugs as a first line of treatment. It contains a reporting system that allows individual facility’s to print medication administration records and run utilization reports on demand.
    • ICO and facility staff continue to work with the Criminal Justice Institute in designing an inmate classification system that will provide accurate information on an inmate’s predictive risk factors. It will also provide access to management reports for planning decisions regarding programs, the need for appropriate beds, and staff workload issues and a workflow system for staff and the ICO.
    • In response to ACT 8 (SLH 2007), the ISC Division was instrumental in the development of the Department’s Comprehensive Re-entry Plan that legitimized the ISC’s efforts to provide the continuum of services from the correctional facilities to the community. By collaborating and forming partnerships with both public and private agencies, the ISC branches were able to work closely with the community correctional center’s staff to prepare the offender for re-entry by focusing on employment and housing, two important factors in making the offender’s re-entry into the community a success.
    • In response to the Department of Justice’s audit and recommendations for the O‘ahu Community Correctional Center, the O‘ahu ISC’s social workers conduct initial interviews on all new admissions, and upgraded their efforts in screening and identifying offenders that are severely and persistently mentally ill, suffering from immediate emotional problems, or pose a suicide risk. OISC also developed a database to store past information so that it will be available during the admission process.
    • The Hawai‘i Intake Service Center received funds through the Attorney General’s Office to plan, implement, and evaluate a Mental Health Reentry Program on the Big Island, targeting offenders with mental health or co-occurring disorders. PSD began enrolling participants in November 2010.
    • The Kaua‘i Intake Service Center (KISC) implemented a diversionary program in partnership with the Judiciary to reduce the number of bench warrants issued for contempt of court or the failure to appear for arraignment. When an individual is not present in court as directed, the judge refers the name of the defendant to KISC. The KISC caseworker then has 30 days to locate the individual and encourage the offender to voluntarily participate in the program. If the offender accepts the proposal, the judge will place the defendant on supervised release and the person will be monitored in the community by KISC until the final disposition of the individual’s legal matters. The Contempt of Court Project under the Lingle Administration is an illustration of several components of the criminal justice system working collaboratively to be more efficient and effective in their duties and responsibilities. This program allows these agencies to reallocate their resources to other functional priorities rather than contending with the contempt bench warrant process. In 2010 alone, the project prevented the issuance of approximately 175 warrants for failure to appear.
    • In FY09, NED processed and analyzed the data from 3,603,380 Schedule II-V controlled substance prescriptions into the system that is presently monitoring the data from 10,299,705 Schedule II-V controlled substance prescriptions in the NED database.
    • In FY09, NED sent out 39 prescription data reports to other law enforcement agencies conducting criminal drug cases, and 546 reports to physicians relating to their patient’s controlled substance usage.
    • During FY09, NED issued 65 pharmacy alerts, and monitors 1,093 alert bulletins on this system.
    • During FY09, NED conducted 199 medical uses of marijuana verification checks for federal, state and county law enforcement agencies. Of these, NED received 11 case referrals relating to patients or caregivers arrested for violating the program by possessing over the authorized number of marijuana plants or processed marijuana.
    • NED received numerous verification calls resulting in an individual being released without arrest or seizure of their plants due to the ability of a law enforcement officer to contact NED 24 hours a day, 7 days a week to verify a patient or caregiver’s medical use of marijuana certificate status.
    • NED managed to handle a jump from the original 600 medical marijuana applicants, to the present number of over 8,000, while staying within time limits set by the Legislature.
    • In 2008, CIU investigated copper wire thefts by “Freeway Jimmy,” who directed his gang in stealing hundreds of thousands of dollars of copper wiring from O‘ahu freeways, causing safety problems for motorists on state roadways and increased state expenses. Ten individuals were convicted and all are serving 10-year prison sentences. The CIU uncovered another copper theft ring in 2009, investigated, interdicted, arrested the perpetrator and successfully prosecuted the leader for stealing copper piping at Kewalo Basin, which fell under state jurisdiction.
    • In 2009, CIU worked with a confidential informant, which led to the arrest and successful prosecution of three separate gangs involved in identify theft crimes.
    • The K-9 unit responded to calls from warrant deputies and assists the United States Post Office as well as other agencies in conducting searches.
    • The K-9 unit expanded its capabilities to include dogs that will “hit” on explosive materials in any location where a search is conducted.
    • The Department of Taxation (DOTAX) supported legislative proposals and was instrumental in the passage of legislation to reduce personal income taxes on Hawai‘i taxpayers, including increasing the standard deduction and expanding the income tax rate brackets (Act 110 SLH 2006). Act 110 brought Hawai‘i standard deduction to 40 percent of the 2006 federal standard deduction, and expanded the tax brackets by 20 percent, providing much needed tax relief to Hawai‘i working families. This was the first adjustment to the standard deduction in 17 years.
    • DOTAX also was instrumental in passage of the 2007 continuation of the general excise tax exemption on ethanol-blended gasoline that would have expired on June 30, 2009 (Act 209 SLH 2007). This legislation directly benefitted Hawai‘i taxpayers by lowering the price paid at the pump for gasoline.
    • DOTAX successfully implemented various tax credits that helped bring millions of dollars of new investments to Hawai‘i. They include the motion picture, digital media, and film production tax credit; renewable energy technologies tax credit; high technology business investment tax credit; and research activities tax credit. These tax credits brought in over $1.2 billion dollars in new investments to Hawai‘i over the past eight years.
    • DOTAX issued guidance to make it easier for investors to apply for and utilize the tax credits. For example, the Department developed extensive proposed administrative rules addressing a variety of tax issues applicable to the television and movie industry, including provisions to streamline the application process for the motion picture, digital media, and film production tax credit with the Hawai‘i Film Office. The Department’s active participation in various industry meetings, seminars, and events, such as the Hawai‘i International Film Festival, meetings with the Motion Picture Association of America, and Hawai‘i Science and Technology Council and Hawai‘i Venture Capital events, enhanced the interaction between the industry and the Department and provided the investors with more confidence to invest in Hawai‘i.
    • DOTAX provided guidance and interpretation on the synergy between Hawai‘i renewable energy technologies income tax credit, the federal energy tax credit, and federal energy incentives under the American Recovery and Reinvestment Act (ARRA). The combination of the three incentives makes it more attractive to invest in renewable energy in Hawai‘i.
    • DOTAX ensured that all taxpayers pay their fair share of taxes by supporting legislation and implementing tax penalties that conform to federal law (Act 166 SLH 2009).
    • The Department drafted Act 155, the “GET Protection Act,” which penalizes taxpayers who do not comply with their general excise tax obligations and imposes personal liability on persons responsible for paying an entity’s general excise tax, where the entity fails to do so. These new laws promote fairness in the tax system by ensuring that everyone pays their fair share of taxes.
    • DOTAX increased efforts to identify and collect delinquent taxes. In FY10, DOTAX collected a record $218.6 million in delinquent taxes.
      Fiscal Year Delinquent Tax Collections
      2003 $146,566,061
      2004 $156,345,384
      2005 $182,700,000
      2006 $182,200,000
      2007 $202,900,000
      2008 $186,842,271
      2009 $179,607,197
      2010 $218,611,660
      TOTAL: $1,455,772,573
    • DOTAX launched efforts to identify taxpayers who fail to file their general excise (GE) and withholding tax returns.
      • The GE non-filer initiative identified and collected delinquent taxes from registered businesses who fail to file GE tax returns. As of October 17, 2010, the GE non-filer initiative has brought in $98.7 million.
      • The withholding non-filer initiative identifies and collects delinquent taxes from businesses who fail to file withholding tax returns. As of October 17, 2010, the withholding non-filer initiative has brought in $1.9 million.

    • DOTAX implemented a Self-Service Payment Agreement initiative which allows automated payment agreements by delinquent taxpayers to be set up through the existing phone interactive voice response system. This initiative eliminates the need for a collector to set up installment agreements from taxpayers. This initiative has brought in $600,000 in delinquent taxes to date.
    • The Lingle Administration proposed and successfully enacted Act 134 (SLH 2009), also known as the “Cash Economy Enforcement Act of 2009,” which provides DOTAX with additional resources and tools to target cash-based transactions in order to ensure that all sectors of Hawai‘i’s economy are paying their fair share of taxes. Act 134 established the Special Enforcement Section, which investigates reported or suspected violations of tax laws, with a special emphasis on cash-based businesses. These cash-based (both for-profit and not-for-profit) businesses are those where goods or services are paid for substantially in cash and where the business is found to have met one or more of a number of factors, including substantially underreporting or misreporting the proper amount of tax liability on any tax return, failing to have a license to do business as required by law, having no fixed and permanent principal place of business, or not accepting checks or electronic payment devices for business transactions.
    • Over the past eight years, electronic processing has been greatly expanded upon in an attempt to provide taxpayers with an easier means of filing and a faster turnaround time for receiving refunds. An online Income Tax Refund Status allows taxpayers to check the status of their respective refund(s) on-line, 24/7, without having to go through a customer representative.
    • DOTAX added an auto-calculation feature for the General Excise Tax returns (periodic and annual returns), which provides taxpayers with a more efficient way of filing their General Excise Tax returns and reduces inadvertent mathematical errors.
    • DOTAX participated in the successful implementation of Hawai‘i Compliance Express in September 2005. The joint project with the State Procurement Office, the Department of Commerce and Consumer Affairs, the Department of Labor and Industrial Relations, the IRS, and the Hawai‘i Information Consortium provides a new online resource for vendors and state buyers. The website enables vendors to obtain their compliance documents from each agency online, and State buyers have the ability to check the compliance status of vendors before entering into purchasing agreements online.
    • In January 2004, in an effort to provide an expanded array of customer services, DOTAX implemented an Interactive Voice Response (IVR) system. The IVR provides the option for taxpayers to obtain instant tax-related information and answers to frequently asked taxpayer questions through an automated phone system. The IVR was further enhanced by providing taxpayers with the ability to automatically retrieve their income tax refund and General Excise tax payment statuses via the telephone without having to speak with a customer representative. Responding to taxpayer suggestions and expanding upon the existing IVR technology, in 2006, the Department installed a state-of-the-art call center telephony system that further enhanced the taxpayer’s experience with the Department. Added taxpayer suggested features included an estimated call wait time, monitored telephone conversations for improved customer service, and background music while on hold.
    • DOTAX implemented One-Stop Service, designed to provide the public with the highest level of customer service and efficiency when dealing with the Department by providing taxpayers with one point of contact to conduct their business as opposed to dealing with separate divisions or offices. As of October 1, 2003, all customer services within the Department of Taxation were centralized and integrated at a statewide level within Taxpayer Services, whether through the Call Center, customer service windows, and/or via electronic or paper correspondences. In October 2004, the Department expanded this One-Stop Service philosophy to provide a “one-stop shop” website that enables taxpayers to register and manage their businesses online. Services include online filing of various tax returns, online payments, and online tax clearances.
    • The ability for taxpayers to have their refunds directly deposited into their bank account was initially offered in January 2004 and was expanded to include all net income tax filings. The direct deposit function enables taxpayers to have their refunds electronically transferred to their designated financial institution, which greatly enhances the turnaround time of getting the refund check to the taxpayer, mitigates the possibility of stolen or missing checks, and saves on the cost of printing and mailing paper checks.
    • In October 2004, the DOTAX successfully completed the implementation of the business tax component of its new Integrated Tax Information Management System (ITIMS). The implementation of the business component of ITIMS marked the final phase of the Department’s five-year program to replace its separate income tax and business tax computer systems with a single system that links all tax account information by the taxpayer’s social security number or federal employer identification number. All tax accounts information is now easily available on a single system allowing the Department to provide better and more efficient service to Hawai‘i taxpayers. The new system also has an automatic billing and an automatic internal offset capability, which combines to add greater efficiency in meeting the Department’s role in restoring integrity in government and ensuring all taxpayers are paying their fair share of taxes. The Department is currently in the process of integrating all other taxes (Public Service Company, Franchise, Fuel, Liquor, and Cigarette Taxes) into ITIMS.
    • In December 2005, an integrated cashiering system was built into ITIMS, which replaced an old and obsolete stand-alone system. An integrated cashiering system provided the opportunity for cashiers to better service taxpayers.
    • In 2006, the DOTAX added the ITIMS Imaging System (IIS) in order to more efficiently process tax returns, payments, and other documents. The IIS solution is an integrated scan, recognition, and storage platform, which received national recognition by winning the “Best Customer Service Solution” at the IBM Information On-Demand Conference in Las Vegas, Nevada, October 14-19, 2007. The On Demand Innovation Award honored best-in-class applications and solutions from among IBM Information Management customers and the customers of its business partners. The “Best Customer Server Solution” category focused on solutions that have significantly improved the level of customer service offered by an organization.
      • The IIS solution provides DOTAX with a comprehensive approach to consistent, centralized, searchable and secure storage that helped the system make better use of information, reduce cost and risk and increase productivity. This system allows the customer representatives to serve the public more efficiently by having instant access to the image of taxpayers’ return and payments to address any inquiries that taxpayers may have regarding their taxes. In addition, the system also improved staff productivity by reducing the amount of time needed to obtain the returns for audit and collections function.
    • Over the past eight years, the DOTAX has made great strides in protecting the various documents and payments that it receives from its taxpayers, ensuring that the taxpayer’s confidential records are protected at all times irrespective of whether the returns/payments are filed electronically or via paper transmittals. State-of-art security, comparable to that of financial institutions exists within the Department’s secure areas. The Audit Data Warehouse, which enables DOTAX to create audit models using internal and external data sources and will be implementated in January 2011.
    • The tourism liaison worked with government agencies, the visitor industry and the community to help implement the state’s long-term tourism strategy to pursue emerging markets, increase air-seat capacity to the islands, and identify tourism marketing opportunities.
    • Airport Modernization, a $2.3 billion 12-year program to upgrade all major airports statewide to improve arrival and departure experiences at the airports and modernize the facilities to allow for operational efficiencies and increased security.
    • Harbors Modernization, an $800 million effort to ensure that harbor facilities are capable of delivering the goods needed to sustain our residents and visitors, and also allow for increased cruise ship arrivals.
    • Highways Modernization, a $4.2 billion program to ease traffic congestion and improve the ability of residents, businesses and visitors to travel easily and safely around the islands.
    • Beach Improvement Projects to replenish the world famous beaches of Waikīkī . The tourism liaison coordinated with the visitor industry and state engineers on the development of a new process to replenish the beaches that involved mining the sand that had washed away, rather than importing sand like in the past. This process was used to replenish Kūhiō Beach and will soon be used to restore Waikīkī Beach.
    • Passenger Vessel Security Act – lobbied successfully against a rule change that would have had an adverse affect on foreign cruise ships’ Hawai‘i cruises and negatively impacted our economy.
    • South Korea Visa Waiver Status – lobbied successfully to gain visa waiver status approval to make it easier for qualifying citizens of the Republic of Korea to visit Hawai‘i and other U.S. destinations.
    • Convention and Business/Corporate Meeting Travel – reached out to the industry in Hawai‘i and collectively and collaboratively communicated our concerns to President Barack Obama and other officials in Washington that Convention and Meeting Incentive (CMI) travel should be considered a legitimate business tool. The increased scrutiny of business travel for companies that received emergency funding as part of the federal government’s economic recovery efforts caused increased downturn in business and convention travel nationwide.
    • Worked cooperatively with the U.S. Department of Homeland Security, Customs & Border Protection, Transportation Security Administration (TSA), and the Hawai‘i Tourism Authority and its marketing contractors to communicate with travel sellers, media and potential visitors on new security programs and procedures at our ports, including:
      • US-VISIT program
      • Electronic System for Travel Authorization (ESTA)
      • Other TSA security issues
    • Expanded relationships with airlines, travel sellers and media in Asia.
    • Worked closely with U.S. embassies in Asia, as well as Asian government officials.
    • Established an approved state office in Beijing.
      • Reaffirmed sister-state relationships with Guangdong and Hainan Provinces.
    • Led a collaborative effort among the state, Congressional delegation, Legislature,
      counties, East-West Center, businesses and community to secure the selection of Hawai‘i
      to host the 2011 Asia-Pacific Economic Cooperation Leaders Meeting.
    • The meeting of global leaders is an opportunity for Hawai‘i to re-brand its destination from simply a leisure “vacation” destination to one where serious business can be done. Hosting the APEC meeting will also strengthen Hawai‘i’s role as bridge between the U.S. mainland and Asia-Pacific.
    • Pier 2 Cruise Terminal Improvements, Honolulu Harbor – At a cost of $26.5 million, Pier 2, Honolulu Harbor, saw a complete transformation in February 2006 into a three-level, full-service passenger cruise ship terminal designed to accommodate the largest cruise ships. The new terminal can handle up to 2,500 passengers and is complete with its own passenger check-in, security screening and baggage claim facilities. In 2010, the facility commenced design work to incorporate Hawaiian culture into the passenger terminal. This renovation bringing a “sense of place” to the terminal will begin in early 2011.
    • TIGER Grant Pier 29 Honolulu Harbor – In August 2010, the state DOT broke ground on the Honolulu Harbor Pier 29 Container Yard Reconstruction Project. The project was selected to receive $24.5 million in federal stimulus funds through the TIGER (Transportation Investment Generating Economic Recovery) Discretionary Grant Program, which is part of the American Recovery and Reinvestment Act (ARRA). The project was one of only five ports nationwide to receive a TIGER grant. It will add approximately twelve acres of upgraded cargo yard, while increasing the efficiency and safety of Honolulu Harbor.
    • Kawaihae Harbor Improvements – The DOT received federal funds to improve Kawaihae Harbor. This included the demolition of an existing pier shed, opening up more room for container space, construction of drainage improvements, paving, development of a South Gate, increased lighting and other safety enhancements.
    • The development of Kapalama Military Reservation into Hawai‘i’s newest 70-acre container yard with two deep draft wharfs is the major project in the modernization plan and will benefit all residents of Hawai‘i through increased harbor efficiencies at Honolulu Harbor, the hub of the state’s commercial harbor system.
    • Expansion of Kahului Harbor, a new inter-island Pier 4 at Hilo Harbor, dedicated fuel pier at Kalaeloa Harbor, improvements at Hana Harbor and a new operating location for the UH Marine Center at Pier 35, Honolulu Harbor, are other significant components of the modernization plan.
    • DOT completed and commenced operation of the Honolulu Harbor Commercial Fishing Village Complex, followed by the occupancy of tenants United Fishing Agency and Pacific Ocean Products. The fishing village was built under the previous administration at a cost of $15.5 million, but did not open because of the potential health and safety hazards. In 2003, the Lingle-Aiona Administration took proactive steps to mitigate the hazards and completed the necessary work to make the facility operational.
    • International Arrivals Corridor at HNL Airport – The new International Arrivals Corridor welcomes our overseas travelers with more comfort and ease. The enclosed air conditioned corridor leads international arrival passengers that deplane from Gates 26 thru Gates 34 to the Federal Inspection Station in the Overseas Terminal, eliminating the need for the WikiWiki Buses. The entire corridor was open to the public in phases, with the final phase complete in October 2010.
    • Honolulu International Airport Security Checkpoint 3 – The addition of a third security screening checkpoint at the Honolulu International Airport in December 2004 helped to decrease passenger wait-times and improve overall efficiency for the nearly 10 million individuals who use the airport annually. Located near the domestic flights concourse, the new checkpoint maintains the Transportation Security Administration’s highest standards.
    • New Airport Parking Garage at HNL Airport – The new parking structure is located between the interisland and overseas terminals. The $39.2 million project opened in February of 2009 and increases the number of parking stalls at Honolulu International Airport from 4,500 to approximately 6,300.
    • Interisland Maintenance Facility at HNL – The project included the construction of four new aircraft aprons that can accommodate up to four wide-body aircraft (i.e. 767, 747) or eight narrow-body aircraft (i.e. 737), a utility building, high-mast lighting, airfield drainage, a 400-hertz generation and distribution system, a hydrant fueling system, and a graded site for the new Interisland Maintenance Facility at a construction cost of approximately $25 million.
    • Chiller Plant Projects to Increase Energy Efficiency at HNL Airport – The new chiller plant is 50 percent more energy efficient and has an increased load capacity. The upgrade of the airport’s chilled water system is saving an estimated $2.3 million per year in electrical operating costs and a 6,413 ton reduction in carbon dioxide emissions. The total construction cost for the chiller plant master plan is $51 million.
    • Approximately $20 million in terminal improvements at Kahului Airport, including new passenger check-in counter spaces with computerized kiosks, new baggage claim carousels and a new generator building to provide additional back-up power in the event of an emergency, was completed in May 2007. Baggage screening equipment has been relocated, streamlining the security screening process and creating more open lobby space.
    • CUPPS Project – The Common Use Passenger Processing System (CUPPS) project installed common-use equipment at the ticket counters and gates, which allows for the sharing of limited resources for all airlines operating at the airport. The old ticket counters were replaced, increasing the number of ticket counters from 84 to 107. Prior to the implementation of the project, airlines were assigned specific ticket counters and gates with proprietary equipment. The total cost was $7.2 million and it was completed in October 2008.
    • In July 2007, Hilo Airport saw its first renovations since its grand opening in 1974. Passenger holding areas fronting the airport shops and upstairs arcade areas were re-carpeted and refurnished with Acacia wood furniture by local Hawai‘i vendors. The uniqueness of traditional Hawaiiana, décor, and themes were incorporated into the final design.
    • New airport concession upgrades were part of the Lingle-Aiona Administration’s efforts to enhance the airport experience and convenience for visitors and residents. Sammy’s Beach Bar & Grill joined food outlets already servicing Kahului Airport, including the Plantation Snack Bar, Stinger Ray’s Grill and Bar and Starbucks Coffee. More eateries, including Pinkberry, California Pizza Kitchen ASAP, and Burger King opened in 2010 at both Kahului Airport and Honolulu International Airport.
    • Nimitz Highway Contraflow Lane – Existing infrastructure was maximized with the creation of an eastbound contraflow lane on Nimitz Highway in September 2003. Using one of the westbound lanes, a new High-Occupancy Vehicle (HOV) lane was created at a cost of $1 million to help Honolulu-bound motorists to bypass the busy Sand Island commercial area all the way to Downtown Honolulu during morning rush-hour commutes.
    • H-1 Freeway ZipperLane Extension – The H-1 Freeway ZipperLane was extended an additional three miles in August 2005, connecting it with the Nimitz Highway Contraflow Lane. By connecting the two points, a continuous 15-mile express route for carpoolers from Leeward and Central O‘ahu was created to downtown Honolulu for the busy morning rush-hour commutes. Project costs totaled $9 million, $8 million of which was supplied by federal funds.
    • H-201 Moanalua Freeway Resurfacing – All six lanes of the H-201 Moanalua Freeway, along with its entrance and exit ramps, saw a complete pavement resurfacing over its entire span of four miles at a cost of $13 million by January 2005. Construction was performed largely during night hours to minimize impacts on daily traffic through this busy corridor. An average of approximately 128,000 vehicles uses this major freeway route daily.
    • Wilson Tunnel Improvements, Likelike Highway – At a cost of $13.5 million, the Likelike Highway’s Wilson Tunnels were upgraded by the end of 2005 to improve highway safety for the approximately 30,000 vehicles that use the tunnels daily. Brighter tunnel lighting, one million reflective wall tiles, improved drainage and a grooved road surface for better tire traction were installed as part of this project.
    • Nimitz Highway Resurfacing – All lanes of Nimitz Highway were resurfaced through one of O‘ahu’s busiest commercial trucking districts from the Ke‘ehi Interchange near Sand Island to the end of Iwilei at a cost of $2 million by November 2005. Used by approximately 80,000 vehicles daily, this corridor is a primary route for commercial vehicles accessing Honolulu Harbor and the Sand Island Container Terminal.
    • H-1 Freeway Waimalu Viaduct Widening – An additional westbound lane was added to the H-1 Freeway between ‘Aiea and Pearl City, removing a significant traffic bottleneck from the afternoon rush-hour commute and creating an unbroken exit lane to Waimalu. Following the opening of this $60 million project in June 2006, afternoon commute times were improved by 20-30 minutes.
    • Farrington Highway Resurfacing & Beautification in Waipahu – On Farrington Highway, a $5.3 million upgrade from Old Fort Weaver Road to Kamehameha Highway through Waipahu was completed by September 2006. Median landscaping with trees and greenery were installed, along with a complete resurfacing of all lanes. Pedestrian safety was also improved with the installation of 68 countdown-timer crosswalk signals.
    • Farrington Highway Median Barrier Safety Improvements in Nanakuli – Movable concrete barrier segments, similar to the type used on the H-1 Freeway ZipperLane, were installed on a section of Farrington Highway between Nanakuli and Ma‘ili by early 2006. This curving roadway had a history of head-on crashes caused by vehicles crossing the center line. The barrier system provides motorists protection from such crashes and minimizes the course deflection of an errant vehicle.
    • H-1 Freeway Lunalilo On-Ramp Morning Rush-Hour Closure – To improve westbound traffic flow, in 2006 the DOT closed the H-1 Lunalilo Street On-Ramp on weekdays between 6:00 and 9:30 a.m. Makiki motorists are now diverted to the Punchbowl Street On-Ramp thereby eliminating the bottleneck created by merging traffic. Traffic volumes and average speeds through the area have increased while westbound commute times have decreased. The annual cost for this program is $120,000.
    • H-1 Freeway Liliha Street Onramp – The H-1 Freeway eastbound Liliha Street onramp was restriped and extended in June 2006, creating an unbroken merging lane connecting to the Pali Highway exit. The elimination of the traffic bottleneck created by the former merging of on-ramp traffic was a great success in terms of travel time and road safety. Work was completed in-house by DOT crews at a cost of $25,000.
    • Fort Weaver Road Widening, Phase I – Phase I of this road widening project increased roadway capacity from four-to-six lanes from Farrington Highway to A‘awa Drive in ‘Ewa Beach to ease traffic congestion in this growing community. Completed in August 2006, this $8.6 million project included turn-lane improvements, shared-use pedestrian and bike paths, and drainage, sidewalk, landscaping, and safety improvements. Phase II is in-progress.
    • North-South Road, Phase IA – Construction of the first 0.8-mile segment of the new highway connecting Kapolei Parkway, Farrington Highway and the H-1 Freeway, was completed in March 2007 at a cost of $17 million. The completed roadway will encompass six lanes and a new H-1 Freeway interchange, providing a third major thoroughfare into and out of the growing ‘Ewa community.
    • Kalaniana‘ole Highway Resurfacing Near Castle Junction – All lanes of Kalaniana‘ole Highway were resurfaced in 2006 from Castle Junction to the Castle Medical Center near the entrance to Kailua at a cost of $1.35 million. Maintaining roadways with preventive maintenance projects such as this can extend the lifespan of pavement surfaces, eliminating the need for major reconstruction projects and subsequent lane closures.
    • Ala Moana Boulevard Improvement Project – The widening, upgrade and beautification of one of the most widely used thoroughfares into and out of Waikīkī by residents and visitors is a result of a successful state and private sector partnership. The improvement project, which began in April 2008, included pavement reconstruction and resurfacing, the addition of a fourth eastbound lane from Hobron Lane to Kalia Road and the lengthening of left-turn stacking lanes onto Hobron Lane and Kalia Road, center median landscaping enhancements, replacement of highway lighting with decorative lighting similar to Kalakaua Avenue, and the reconstruction of portions of pedestrian sidewalks and driveways. The total cost was about $10 million.
    • Pu‘uloa Road – The project, which was completed in February 2009, widened the existing roadway and added a number of improvements that would provide for a safer and more convenient experience on Pu‘uloa Road from the H-201 Moanalua Freeway to Nimitz Highway. The project cost a total of $15.9 million
    • Fort Weaver Road Widening Project, Phase 2 – The $59.85 million Fort Weaver Road Widening Project was completed in December of 2009 and widened the roadway from four to six lanes from A‘awa Drive to Geiger Road. Construction costs were 80 percent federally-funded and 20 percent state-funded. Numerous highway safety improvements were also completed, including new dedicated turn lanes, highway lighting, traffic signal modifications, bus pullouts, drainage upgrades, and acceleration and deceleration lanes.
    • School Street Off Ramp Improvement Project – This was part of a $2.5 million state-funded project completed in 2010 to improve drainage facilities on the H-1 Freeway westbound School Street off-ramp and to extend and add new facing to the deteriorating retaining wall at the westbound on-ramp.
    • South Punalu‘u Stream Bridge – The $15.3 million project began in August 2009 to replace the 83-year-old South Punalu‘u Stream Bridge with a new structure that will meet current vehicular load, safety and seismic standards. Construction for the project will be 100 percent federally-funded by the American Recovery and Reinvestment Act (ARRA).
    • North Kahana Stream Bridge – The $13.3 million project began in October 2010 and will replace the 90-year-old North Kahana Stream Bridge with a new structure that is not only safer, but designed to accommodate the increased vehicular load and reduce the area’s periodic flooding.
    • Kapolei Interchange – The DOT broke ground on the Kapolei Interchange Complex in July 2009. This is a multi-phase project aimed at easing the flow of traffic in and out of the Kapolei area, which will include connecting ramps to the Makakilo and Palailai Interchanges.
    • Middle Street Merge – DOT launched the Middle Street Merge project, which will increase traffic capacity through Middle Street merge and Vineyard Boulevard by adding a fourth continuous lane, eliminating the need to merge. The additional lane would also add a second lane to the Vineyard Street cutoff. The project is expected to be awarded in 2011, following the completion of the environmental assessment.
    • PM Contraflow – The PM Contraflow is aimed at improving the westbound afternoon rush hour commute on the H-1 Freeway from Honolulu to Central and Leeward O‘ahu by adding a 6.2-mile contraflow lane starting at the Radford Drive overpass and ending at the Waiawa Interchange (H1-H-2 merge). The PM Contraflow Lane is expected to increase westbound capacity by about 17 percent during the afternoon rush hour commute. The contract for this project was awarded at the end of 2010.
    • Haleakala Highway – This $31.75 million widening project helped increase traffic capacity along the primary corridor that connects Kahului to upcountry Maui. The work, which was done in two phases, involved widening a 5.5-mile stretch of Haleakala Highway from a three-lane to a four-lane divided highway. The work extends from Hana Highway to Pukalani Bypass Road. It was completed in September 2008.
    • Mokulele Highway – This $87 million widening project opened in May 2008 and helped to increase traffic capacity along the primary corridor between Kahului and South Maui. The work involved widening the 6.5-mile highway from two lanes to a four-lane divided highway from Pu‘unene Avenue in Kahului to Pi‘ilani Highway in Kihei.
    • Lahaina Bypass – After nearly 40 years of inaction by previous administrations, under the Lingle-Aiona Administration the DOT broke ground on the first phase of the Lahaina Bypass project in December 2008 and on the second phase in October of 2010. The project will ultimately result in a four-lane bypass highway spanning approximately nine miles from Launiupoko to Honokowai, providing the residents of West Maui an alternate route around Lahaina.
    • Honoapi‘ilani Highway Groundbreaking – The DOT broke ground on this $18.5 million project in November 2009. The Honoapi‘ilani Highway Widening Project on Maui, will widen a one-mile stretch (Lahainaluna Road to Aholo Road) from two lanes to four lanes, with landscaped medians, pedestrian and bike lanes and intersection upgrades.
    • Kamehameha V Highway Improvement Project – The DOT completed three improvements projects on Kamehameha V Highway and Maunaloa Highway on Moloka‘i in March 2009. This included the replacement of Kawaikapu Bridge and two major resurfacing projects at a total cost of $18 million.
    • Queen Ka‘ahumanu Highway – The DOT completed Phase 1 of the Queen Ka‘ahumanu Highway project on the Island of Hawai‘i in March 2009, and broke ground on Phase 2 of this project in June 2010. The improvements include widening the highway from two lanes to four lanes, additional turning lanes, interconnectivity and synchronization of traffic signal to improve traffic flow through the highway, improved drainage facilities, and additional pedestrian crosswalks with countdown signals.
    • Wainiha Bridges Replacements – Temporary bridge structures were constructed across Kaua‘i’s Wainiha Stream to restore access to the north shore communities of Haena and Wainiha in 2007. The three Wainiha Stream Bridges required replacement at an approximate cost of $6M. DOT continues to work with the community to ensure that the aesthetic look of the original bridges is maintained in the new designs.
    • Wailua Cane Haul Bridge – The DOT broke ground on the $29.9 million bridge project in June 2009, which will replace the existing single-lane, northbound bridge structure with a new, pre-fabricated, two-lane bridge. The new structure will add an additional traffic lane and a separated, multi-use bicycle/pedestrian path across the Wailua River- easing traffic flow for the residents of Kaua‘i.
    • Freeway Service Patrol – The DOT launched the Freeway Service Patrol (FSP) traffic congestion relief program in June 2009. FSP saves motorists time and money and provides free emergency roadside service to motorists to keep freeways clear. Each week, FSP assists about 300 motorists on our roadways at no cost to the traveling public. The pilot program costs about $3.9 million, with a little more than $3.5 million (90 percent) being paid for by the Federal Highway Administration.
    • Hawai‘i Regains Highest Seatbelt Usage Rate In Nation – Hawai‘i’s seat belt usage rate jumped to 97.6 percent during the 2007 “Click It Or Ticket” seatbelt awareness campaign, making Hawai‘i the first state to ever reach the 97 percentile mark in the history of the safety campaign. It has remained one of the top in the nation throughout 2010.
    • Ignition Interlock – The DOT and the Ignition Interlock Implementation Task Force worked tirelessly to secure the passage of these laws (Act 171 of 2008, Act 88 of 2009 and Act 166 of 2010, the most recent which Governor Lingle signed into law in 2010, to permit the installation of an ignition interlock device on the vehicle of a person arrested for driving under the influence. The law is aimed at significantly reducing the number of people who drink and drive on Hawai‘i’s roadways, ultimately decreasing the number of fatalities from alcohol-related crashes.
    • Road, Pedestrian Safety Media Campaigns – DOT continued its public outreach programs, forming the “D2” Designated Driver program in 2004, working with the four county police departments in the “52-12” DUI checkpoint program, and airing public safety announcements on important highway safety issues such as drunk driving, pedestrian safety, and child safety seats.
    • Hawai‘i’s MAILE AMBER Alert Plan – DOT is one of the active partners in Hawai‘i’s MAILE AMBER Alert Plan, a partnership between the four county police departments, emergency management agencies, and local broadcasters, to notify the public when a child has been abducted and solicit help in locating the child and abductor. Electronic highway message boards are used to help keep the public informed.
    • Waimea Bay Rockfall Mitigation – Safety improvements along Kamehameha Highway, including a 1,000-foot protective fence installed in 2000, helped to minimize the damage caused by a large rockfall of more than 30 tons of stone and boulder in April 2007. Crews responded immediately to begin the clean-up effort and to secure the towering hillside adjacent to the highway.
    • Ka Loko Reservoir Dam Break Floods Kuhio Highway on Kaua‘i – Heavy rains overwhelmed the Ka Loko Reservoir on Kaua‘i in March 2006, sending deadly torrents of mud and debris across Kuhio Highway. State work crews responded, working 24/7, to restore access to Kaua‘i’s north shore communities as quickly as possible.
    • Big Island Earthquake Response – DOT crews went into action following a 6.7 magnitude earthquake on the Big Island in October 2006. Emergency and permanent repairs to damaged highways totaled approximately $34M, $31M of which came from federal emergency funds. Kawaihae Harbor was partially reopened to cargo ships within three days and Hilo Airport’s backup generator was upgraded to handle 100% of its emergency power needs.
    • H-1 Freeway Pedestrian Overpass Removed, Replaced – Severe damage was inflicted on a pedestrian walkway overpass by a major collision from an oversized load traveling on the H-1 Freeway in ‘Aiea in September 2006. To ensure the safety of motorists, the DOT removed and replaced an 80-foot long section of the walkway at an estimated cost of $500,000 to be repaid by the U.S. Army.
    • Castle Junction Rockfall Mitigation – In 2003 and 2004, over 18,000 truckloads of soil were removed from a hillside adjacent to Castle Junction to minimize the threat of landslides and debris falling onto Kalaniana‘ole Highway. The once steep slope of the hillside was carved back to a safer angle at cost of $7.8 million. Low maintenance native flora was planted on the hillside to prevent future erosion and water runoff.
    • Airport Fire-Rescue Vehicles – New fire-rescue apparatuses replaced older models at Kahului, Kalaeloa, and Honolulu International Airports in April 2005. They use the latest in fire-fighting technology including Forward-Looking Infrared (FLIR) cameras, hydraulic generators, user-friendly maintenance compartments, Monitoring & Data Acquisition Systems, and carry up to 3,000 gallons of water and fire suppression agent.
    • Heart Defibrilator Program at Airports Statewide – The DOT has dramatically improved the survival rate for victims who experience Sudden Cardiac Arrest in our state’s airport system. . Since the DOT installed automated external defibrillators (AED) at the airports in 2006, 10 out of the 12 cardiac arrest patients have survived. We now have an 84 percent overall save rate compared to national average of 5 percent.
    • In 2009, DOT installed photovoltaic systems at Lihu‘e Airport, Kona International Airport at Keahole, Hilo International Airport, Kahului Airport hangar and cargo building, the DOT Highways Division Baseyard in Lihu‘e, and the Nawailwili Harbor DOT Administration building. Together, these projects are expected to produce 1.2 million kilowatt-hours of clean, solar energy each year, enough to power up to 150 homes. Over the 20 year system lifetime, the arrays will offset up to 12,000 tons of carbon dioxide emissions, the equivalent of removing more than 1,400 cars from the road.

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Invested in Upgrades to Correctional Facilities

• The Department of Public Safety (PSD) invested in major repairs and upgrades at correctional facilities statewide including:

• PSD moved forward with plans to build an estimated $235 million medium security facility in Pu‘unene, Maui. The project, which is to be located within the former Pu‘unene Airport area along Mokulele Highway, is aimed at replacing the aged and overcrowded existing Maui Community Correctional Center and provide for anticipated growth in the State’s inmate population.

Hawai‘i Community Correctional Center (HCCC)

• HCCC opened the new Going Home building/program at Hale Nani and implemented the Successful Transitions and Re-entry Together (START) program to assist incarcerated and previously incarcerated individuals with re-entry needs, and work with the community. The START program provided classes in 2010: Job Readiness Training, Alcohol & Drug Education, Financial Literacy, Domestic Harmony, HIV/AIDS Awareness Class, Creating New Life Skills, and E Ho‘opili Hou Parenting Program.

• HCCC has also been able to extend highly valued community services to the neighboring public in Hilo. In so doing, the inmates have performed restitution while being provided an opportunity to re-socialize. Between January 2009 and August 2010, HCCC community worklines were responsible for an estimated $646,442 in cost savings to federal, state, county and non-profit agencies. During that same period, inmates performing community services worked a total of 43,518 hours with an average of 363 inmates participating in that program per month. The great range of beneficiaries from community services included the Pana‘ewa Rainforest Zoo, the Three Mountain Conservation Alliance, Hilo Jaycees and the Lihikai Hawaiian Cultural Center.

Maui Community Correctional Center (MCCC)

• Besides its jail functions, the Maui facility provides reintegration programming to sentenced felons and parole violators who are released on Maui. Among the programs offered at MCCC are adult basic education, GED, parenting and cognitive skills, substance abuse treatment, vocational training and work furlough. Extended furlough is offered in conjunction with the Maui Intake Service Center.

• During FY 2010, MCCC community worklines completed 204 projects. Their community service activities included painting, building construction, landscaping and other labor-intensive work. They assisted the Maui County Fair, Maui Little League Carnival and the Lahaina Invitational Basketball Tournament annually. During FY 2010, inmate labor totaled 31,343 hours, with services valued at $429,085.

• MCCC continued to partner with the Maui Economic Opportunity (MEO), Inc. in providing a comprehensive reintegration program to continue services and care for offenders who are returning to the Maui community. The MEO, Inc. is the agency implementing this innovative program named the B.E.S.T. (Being Safe and Empowered Together) Reintegration Program. The goal of the program is to reduce recidivism by increasing educational, employment and housing opportunities and providing referral services for substance abuse and other treatment needs. B.E.S.T. also offers cultural renewal, family reunification, job fairs, and mentoring programs to help inmates begin to reconnect and perceive themselves as a contribution to a healthy and safe community.

• For the past ten years, MCCC has operated the only in-facility Drug Court Program in the entire state. There have been 351 total graduates out of 701 individuals that have been admitted to the Maui/Moloka‘i Drug Court since inception in August 2000. Out of those that have graduated (some over five years ago), only 15 percent have been re-convicted of a crime.

O‘ahu Community Correctional Center (OCCC)

• OCCC completed the addition of a mental health trailer; installed live scan equipment and two walk-through scanners (detects drugs & explosives) and implemented training to operate and maintain the scanners; completed renovations to meet the Department of Justice requirements (i.e. suicide, interview & group rooms, etc.); developed mental health programming requirements; implemented procedures for sex offender registration, DNA testing, and reconciliation reporting; and implemented legal documents recognition and interpretation training for the intake/release staff in Module 5.

• During FY 2010, inmate workline labor totaled 108,000 hours, with services to the community valued at $1,464,000.

Waiawa Correctional Facility (WCF)

• Two new sprung structures were built and opened in 2010 at WCF to provide additional space for inmate programming, special functions and training. The structures were funded by a Violent Offender Truth in Sentencing (VOTIS) federal grant.

• WCF continues its re-entry program that enables an offender to begin establishing themselves in the community by participating in workforce development, job placement, and job retention/maintenance prior to parole. The re-entry program also enables the offender the opportunity to familiarize themselves with community resources, establish a funding source/bank accounts for everyday living upon parole. The re-entry program has grown from 10 participants to 23.

• WCF has three levels of substance abuse treatment, which includes the residential KASHBOX program, Intensive Outpatient Program and Out Patient Program for those who are in need of drug education and relapse prevention.

• WCF raised the standard of its educational programming to include the completion of GEDs prior to placement in furlough programs. The new standard resulted in 14 of 14 inmates receiving their diplomas in a six-month period.

• WCF supports the community by utilizing Community Services Worklines to assist with cleaning and clearing of overgrown grass, foliage, rubbish, etc. The WCF farm, which is manned by inmates, produced approximately 96,000 pounds of produce, which includes various types of cabbages (e.g. Chinese bok choy, mustard cabbage, won bok, head cabbage, etc.), taro, tomatoes, cucumbers, herbs (e.g. rosemary, bay leaf, basil, etc.), hydroponics lettuces (e.g. green, red and Manoa), corn, etc. The produce is shared among the correctional facilities on O‘ahu and excess produce is donated to homeless shelters, Lanikila Rehabilitation Center, and other non-profit agencies.

Women’s Community Correctional Center (WCCC)

• As part of the commitment to help female offenders maintain the familiar bond with their children and stop intergenerational incarceration, WCCC and its partners sponsored two children events for the women of Huliau (Operational and Community work lines). The City and County of Honolulu Special Services and Keiki O Ka Aina hosted the women of Huliau and their children to a day at the Honolulu Zoo. Pacific American Foundation and the Waikalua Loko Fishpond Association also sponsored a Christmas gathering for the women and their children at the Kane‘ohe fishpond that included a meal and Hawaiian cultural learning about the fishpond and games.

• In a partnership with the Department of Transportation, WCCC provided females offenders to maintain the roads beginning at the Hygienic Store to Makapu‘u Point. This initial crew of eight have done so well that DOT requested a second line from WCCC to assist with projects. Presently, 12-16 women are working on two separate lines responsible for maintaining the roadside from the Haleiwa off ramp all the way to Makapu‘u Point.

• In a partnership with the Honolulu Community College a pilot welding class began for the women of Huliau. Seven women have begun learning the fundamentals of welding within the WCCC baseyard. This program is the first of its kind at WCCC and its potential success may lead to bringing in more trade skills into the facility to train the female offenders and provide them with marketable skills.

• WCCC developed a partnership with ‘Olelo Community Television that teaches the women the fundamentals of television and video production. Since 2008, participants have used ‘Olelo equipment to videotape events at WCCC. In addition, a pilot group received training from ‘Olelo on production and editing and their video works have received airtime on ‘Olelo Public Television Stations. ‘Olelo is assisting WCCC in finding financial resources that would allow WCCC to have its own cameras and editing computers in order to maintain a WCCC studio for the women. The skills the women learn will build self-confidence and provide them with marketable employment skills.

• WCCC’s faith-based program Total Life Recovery operated by Fishnet Ministries has been instrumental in bringing organizations from the local community together to develop a faith-based transitional housing for the women in the Kailua area. Partners include the Castle Foundation, Consuelo Foundation, First Presbyterian Church, New Hope Chapel, The Catholic Church and other non-profit and faith-based organizations from the windward community.

• The Lanikai Kailua Outdoor Circle, in collaboration with the WCCC Total Life Recovery, continue to have success in their “Learning to Grow” partnership. The hydroponics system of growing lettuce has received donations from Windward New Hope and the Shiraki Foundation. The systems provide the facility with enough lettuce for three meals per week at WCCC. In addition, a partnership with Hawai‘i Pacific University will begin a new venture into aquaponics.

Advanced Education Programs to Increase Inmates’ Skills

• In FY 2010, Corrections Program Services Education Services Branch (CPSE) received funds from the Carl D. Perkins Grant for career and technical training. Funds were utilized from this grant to continue the intensive re-entry program for women offenders at the Women’s Community Correctional Center. The program served a total of 325 women with a 47 percent employment placement rate.

• CPSE also utilized Neglected and Delinquent Funding (Title 1) for adult basic education (ABE), general educational development (GED), life skills training and transition courses for young offenders under the age of 21 without high school diplomas. During FY 2010, 256 offenders were eligible for enrollment under these guidelines; in which 159 were enrolled in ABE through GED courses and 25 earned their diplomas. This is a 62 percent sustained enrollment rate.

• For post-secondary higher education and technical training for offenders under the age of 35 and within seven years of release, CPSE received funding from Grants to States for transitional job training for offenders.

• Total number of offenders enrolled in GED from 2003 thru 2010 was 5,404, and total number of offenders completed was 995.

• The “Read to Me International” library service program was awarded a $1.25 million federal grant to help Hawai‘i fathers incarcerated at Saguaro Correctional Center in Arizona communicate with their children. The “Fathers Bridging the Miles” program allows the inmates to develop parenting skills and strengthen parent-child bonds by providing the opportunity to read to their children via digital recordings. All recordings are screened before the books and CD recordings are mailed to the children.

• The Sex Offender Management Team (SOMT) is moving forward with the establishment of the nation’s first training center dedicated to evidence-based practices in sex offender management. The Hawai‘i Academy for Training in Sex Offender Management, based at the University of Hawai‘i’s Department of Psychology, in collaboration with SOMT, recently completed its first overview curriculum entitled, “Sex Offender 101,” a one-day training including topics on research data, sex offender profiles, risk assessment, treatment, supervision, and legislation/management policies. Within the next six to nine months, a trainer curriculum will be developed and local professionals will receive trainer training and deliver the curriculum to statewide stakeholders.

• During the past year, the Substance Abuse Branch utilized federal grant Residential Substance Abuse Treatment funds to improve the evidence-based practice in the KASHBOX therapeutic community at the Waiawa Correctional Facility.

Enhanced Inmates’ Work-Related Skills

• Hawai‘i Correctional Industries (HCI), which provides work-related skills for offenders to their employment prospects upon release, has been involved in the following projects:

Supported Victims of Crime

• PSD launched the Hawai‘i Statewide Automated Victim Information and Notification (SAVIN) System on February 28, 2009. The 24-hour service allows Hawai‘i crime victims to register to be notified by phone or email when an offender is transferred, paroled, released, or escapes.

Improved Operational Efficiencies

• Healthcare Division (HCD):

• Inmate Classification Office (ICO)

• Intake Service Center (ISC) Division

Stepped Up Narcotics Enforcement

• The Narcotics Enforcement Division’s (NED) training and enforcement of Hawai‘i’s chemical laws resulted in Hawai‘i reporting zero clandestine laboratories in FY08 and FY09. During FY09, NED only received one case involving the unlawful procurement of the precursor chemical pseudoephedrine used to manufacture methamphetamine. The decrease can be attributed to laws proposed and passed by the Lingle Administration increased enforcement activities, regulations on the key precursor chemical pseudoephedrine as well as increased education of retailers and the public on over-the-counter chemicals utilized to manufacture methamphetamine.

• During FY09, NED conducted five clandestine laboratory recertification classes for federal, state, and county law enforcement, as required by the Occupational Safety and Health Administration.

• In FY09, NED conducted 52 educational drug and clandestine laboratory presentations on the islands of Hawai‘i, Maui, Kaua‘i and O‘ahu, which were attended by 3,953 people from law enforcement, education, businesses, medical community and the public.

• In an attempt to assist the Department of Education in implementing its new drug and alcohol testing program, NED partnered with the DOE Office of Human Resources to put on three-hour blocks of instruction related to the physical and psychological damage caused by the illegal use of drugs.

• NED’s Electronic Prescription Monitoring Program (e-PASS) and NED’s Pharmacy Alert System continued to identify and chart specific prescribing trends of Hawai‘i physicians, and identified multi doctor-patients attempting to obtain controlled substance prescriptions.

• NED’s Pharmacy Alert System was designed to link all of Hawai‘i’s pharmacies electronically to the Division. NED was able to issue warning bulletins to all of Hawai‘i’s 316 pharmacies registered to dispense controlled substances. This program allowed NED to warn pharmacies of individuals suspected of pharmaceutical diversion and to update these pharmacies with information on new laws and amendments to Hawai‘i’s Uniform Controlled Substance Act. NED’s Pharmacy Alert System continues to identify and chart specific prescribing trends of Hawai‘i physicians as well as identifies multi-doctor patients attempting to obtain controlled substance prescriptions.

Enhanced the Capabilities of Hawai‘i’s State Sheriffs

• The Sheriffs Division initiated a new unit called The Sheriff Criminal Investigation Unit (CIU) during the Lingle Administration. Some of the many successful cases investigated and successfully prosecuted include:

• The state Sheriffs Division was involved in the creation of two federal task forces in cooperation with the U.S. Drug Enforcement Administration and U.S. Marshals Service. The DEA Task Force has been responsible for numerous drug interdictions and successful prosecutions, and the Fugitive Task Force with the U.S. Marshals Service targeted and apprehended high profile fugitives with consistent regularity.

• In November 2010, the Sheriffs Division broke ground for a new Sheriffs Division headquarters building on Keawe Street, just off of Ala Moana Boulevard. This new structure will bring together all administrative, booking and receiving, and warrant functions under one roof on O‘ahu. At present, these functions are dispersed throughout the island, and are difficult to administer.

• The Sheriffs Division expanded its K-9 capabilities and assistance to the PSD Corrections Division. The K-9 deputies and their dogs conducted numerous unannounced searches at all state prison and jail facilities. The amount of drugs entering the facilities has been drastically reduced as evidenced by the small amounts of illegal drugs now being uncovered by the K-9 units, and by the reduced number of drug tests of inmates coming back positive.

• Three Deputy Sheriffs attended and graduated from the FBI National Academy. This is a first for the Sheriffs Division.

Grants Awarded to the Department of Public Safety

• U.S. Department of Justice Prisoner Reentry Initiative (PRI)
Amount of Award: $450,000 (federal) $150,000 (state match)
The Prisoner Reentry Initiative Grant is designed to reduce recidivism by helping returning offenders find work and access other critical services in their communities. The PRI supports strategies to deliver pre- and post-release assessments and services, and to develop transition plans in collaboration with other criminal justice and community-based agencies and providers for supervised and non-supervised offenders

• U.S Department of Labor Prisoner Reentry Initiative Post-Release Services
Amount of Award: $130,434 (federal)
The Prisoner Reentry Initiative Post-Release Services Grant is designed to reduce recidivism by helping returning offenders find work and access other critical services in their communities. The PRI Post-Release Services supports strategies to deliver post-release assessments and services, and develop transition plans in collaboration with other criminal justice and community-based agencies and providers for supervised and non-supervised offenders.

• Edward Byrne Justice Assistance Grant (JAG) Recovery:
Hawai‘i County Reentry Program for Co-Occurring Disorders
Amount of Award: $516,106 (federal)
Provides transitional services to mentally ill (i.e. co-occurring disorder) pre-trial jail inmates who will be released from incarceration and re-entering the community, in order to reduce the rate of recidivism to benefit the public.

• Edward Byrne JAG Recovery:
Records Management, Evidence Documentation
Amount of Award: $350,000 (federal)
Improve the efficiency in managing case investigations and evidence for investigators and deputy sheriffs, through the implementation of an electronic records management and evidence documentation that would effectively manage, report, and analyze incident reports and evidence.

• Edward Byrne JAG Recovery:
Moderate Risk Treatment
Amount of Award: $61,220 (federal)
To continue intensive outpatient substance abuse treatment services for male inmates at Halawa and Waiawa Correctional Facilities.

• Office of Hawaiian Affairs (OHA)
Trauma-Informed Care Initiative
Amount of Award: $50,000 (OHA) $25,000 (Mental Health Transformation State Incentive Grant)
Initiative a trauma-informed system of care at the Women‘s Community Correctional Center (WCCC) to address the effects of trauma histories, including historic trauma on native Hawaiian women, that contribute to criminal offending, incarceration, and recidivism.

• U.S. DOJ Statewide Victim Automated Information & Notification (SAVIN)
Amount of Award: $706,664 (federal) $723,372 (state in-kind match)
The SAVIN program ensures victims of crime receive accurate and timely information regarding the custody and parole status of offenders and events related to their case. Through SAVIN, victims and concerned citizens are able to participate in the criminal justice process and make sound decisions to protect themselves from further victimization while maintaining total anonymity. This information-sharing capability is also available to courts, prosecuting attorneys’ offices, victim service provider agencies, corrections, and law enforcement officials.

• U.S. DOJ Justice & Mental Health Collaboration Program (JMHCP)
Amount of Award: $250,000 (federal) $102,233 (state match)
The JMHCP seeks to increase public safety through an innovative, cross-system collaborative response for individuals with mental illness who come in contact with the criminal or juvenile justice systems. This program is funded through the Public Law 110-161 (Consolidated Appropriations Act, 2008) and is authorized through Public Law 108-414 (Mentally Ill Offender Treatment and Crime Reduction Act, 2004). The program is designed to increase public safety by facilitating collaboration among the criminal justice, juvenile justice, and mental health and substance abuse treatment systems to increase access to services for offenders with mental illness.

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• Tax Relief for Hawai‘i Residents and Businesses

• Tax Incentives to Attract New Investments in Hawai‘i

• Equal Treatment and Ensuring All Taxpayers Pay Their Fair Share

• Increased Online and Automated Services

• Improved Service and Convenience with One-Stop Service

• Direct Deposit of Income Tax Refunds

• Upgraded and Integrated Tax Information Systems

• Safeguarding Taxpayers’ Data


• The Administration worked closely with Hawai‘i’s tourism industry partners to develop a State Strategic Tourism Plan (2005 – 2015), representing the first time a comprehensive strategic tourism plan was developed for the State of Hawai‘i. The plan was a cooperative effort between the state, Hawai‘i Tourism Authority, the community and the visitor industry.

• Governor Lingle established a tourism liaison position, the first time someone at the cabinet-level oversaw and coordinated the direction and strategy for the visitor industry on a statewide level.

• The tourism liaison also coordinated efforts between the state and the industry regarding the state’s efforts to invest in the modernization of infrastructure that serves the tourism industry and the community at large. These efforts included:

Lobbied Washington

• The tourism liaison led the Administration’s efforts to work with the visitor industry to protect Hawai‘i’s visitor industry and grow new markets.

• Improved Communications Between Federal and State Government Agencies and the Visitor Industry.

• Built new international relationships and strengthened existing relationships with Asia-Pacific partners, including Korea, Japan, China, Indonesia, Taiwan and the Philippines.

• APEC Leaders Week

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Invested in Modernization of Hawai‘i’s Transportation Systems

Under the Lingle Administration, the Hawai‘i State Department of Transportation (DOT) made significant investments in improving Hawai‘i’s transportation systems and infrastructure, including our highways, airports and harbors. The investments made throughout the Administration’s eight years were planned to ease congestion on our highways, meet the increasing of aviation needs of leisure and business travelers, and increase shipping and cruise line capacity at our harbors. The Administration’s comprehensive transportation modernization plans will improve the quality of life for both visitors and residents of our state, support transportation needs of Hawai‘i’s businesses and create a brighter economic future of our state.

Harbors Modernization Plan

• DOT Harbors Division, in partnership with members of the Hawai‘i Harbors User Group, developed a system-wide harbor modernization plan to implement harbor infrastructure improvements addressing projected increases in ocean transportation of cargo and passengers through the year 2030.

• The modernization plan includes renovations and improvements at six major harbors on four islands at a cost of $618 million.

• Key harbor modernization projects completed or launched under the Lingle-Aiona Administration include:

Airports Modernization Plan

Dedicating the new international arrivals corridor at the Honolulu International Airport.

• The multi-year Hawai‘i Airports Modernization Plan, launched in 2006, will reposition Hawai‘i’s aging airports to accommodate the increasing volume of air traffic, both commercial and private, efficiently meet heightened security requirements and improve the passenger experience.

• The detailed plan includes a new parking structure at the Honolulu International Airport, new concourses with efficient and modern passenger terminals, ticket counters, baggage screening operations, runways and other facilities throughout the state commercial airport system.

• Modernization projects are quickly improving operational efficiency, security and passenger convenience across the system. Subsequent work will add capacity to airports to meet projected demand.

• Along with functionality and operational efficiency, the $2.3 billion Airports Modernization Plan also seeks to introduce, maintain and enhance environmental, social and cultural elements that can set Hawai‘i’s airports apart from facilities elsewhere, and to design projects to be environmentally sustainable. For example, Kona International Airport at Ke‘ahole will be the first airport in the world to be cooled by deep ocean water. Once the system is proven, it will be added to other state airports.

• The program was developed by the State of Hawai‘i in close consultation with the Airlines Committee of Hawai‘i, and with the generous input from other visitor industry partners and the community, will ultimately reflect a distinctly “Hawaiian sense of place.”

• The airport upgrades are being paid for entirely by airport fees and federal funds.

• Key airport modernization programs completed or launched by the Lingle-Aiona Administration include:

Honolulu International Airport (HNL)

Kahului Airport

Hilo International Airport

New Restaurants Opened at State Airports

Improving Traffic for Today and Tomorrow

• The DOT developed a $4.2 million Highways Modernization Plan and fought for its passage throughout the 2009 and 2010 legislative sessions. Although the Legislature decided not to pass the progressive and comprehensive plan, DOT continued to focus on critical highway projects and programs that would reduce congestion, improve highway safety and ultimately save lives, time and money.

• Highway improvement projects completed or launched throughout the Lingle-Aiona Administration’s eight years included:




Hawai‘i Island


Safety, Emergency Preparation & Response Management

• During the Lingle-Aiona Administration’s eight years, the DOT partnered with community organizations, county police departments, emergency responders, the private sector and the federal government to implement programs to increase safety on Hawai‘i’s highways and in our airports and harbors, as well as respond to emergencies:

Led by Example to Reduce Hawai‘i’s Dependence on Oil

• The Department of Transportation did its part in supporting the Administration’s commitment to move Hawai‘i toward 70 percent clean energy by 2030.

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