FY2021 Operating Budget Proposal

City and County of Honolulu
THE EXECUTIVE PROGRAM AND BUDGET

FISCAL YEAR 2021
Volume 1 — Operating Program & Budget
King Street Repaving
Neighborhood Round-About
Pōkai Bay Beach Park Play Apparatus

This Page Intentionally Left Blank
CITY AND COUNTY OF HONOLULU
KIRK CALDWELL
MAYOR
ROY K. AMEMIYA, JR., MANAGING DIRECTOR
NELSON H. KOYANAGI, JR., DIRECTOR OF BUDGET AND FISCAL SERVICES
CITY COUNCIL
IKAIKA ANDERSON, CHAIR

DISTRICT III (WAIMANALO TO HEEIA)
COUNCILMEMBERS:
KYMBERLY MARCOS PINE DISTRICT I (EWA BEACH TO W AIANAE)
HEIDI TSUNEYOSHI DISTRICT II (MOKULEIA AND MILILANI MAUKA TO KAHALUU)
TOMMY W ATERS DISTRICT IV (HAWAII KAI TO ALA MOANA BEACH PARK)
ANN H. KOBAYASHI, VICE CHAIR DISTRICT V (KAPAHULU TO MAKIKI)
CAROL FUKUNAGA DISTRICT VI (MAKIKI TO KALIHI)
JOEY MANAHAN DISTRICT VII (KALIHI TO HALAWA V ALLEY)
BRANDON ELEFANTE DISTRICT VIII (FORT SHAFTER TO W AIPIO GENTRY)
RON MENOR DISTRICT IX (WAIKELE TO MAKAKILO AND MILILANI TOWN)

Table of Contents
Table of Content
Executive Summary.............................................................................................................................A-1
Departmental Budgets.........................................................................................................................B-1
Department of Budget and Fiscal Services.......................................................................................B-3
Department of Community Services................................................................................................B-17
Department of the Corporation Counsel..........................................................................................B-31
Department of Customer Services...................................................................................................B-39
Department of Design and Construction..........................................................................................B-47
Department of Emergency Management.........................................................................................B-55
Department of Emergency Services................................................................................................B-61
Department of Enterprise Services..................................................................................................B-71
Department of Environmental Services...........................................................................................B-81
Department of Facility Maintenance................................................................................................B-93
Honolulu Fire Department..............................................................................................................B-103
Department of Human Resources................................................................................................. B-119
Department of Information Technology..........................................................................................B-129
Department of Land Management.................................................................................................B-139
Office of the Mayor.........................................................................................................................B-143
Office of the Managing Director.....................................................................................................B-149
Neighborhood Commission............................................................................................................B-157
Royal Hawaiian Band.....................................................................................................................B-163
Department of the Medical Examiner.............................................................................................B-169
Department of Parks and Recreation.............................................................................................B-175
Department of Planning and Permitting.........................................................................................B-185
Honolulu Police Department..........................................................................................................B-197
Department of the Prosecuting Attorney........................................................................................ B-211
Department of Transportation Services.........................................................................................B-219
Revenues..............................................................................................................................................C-1
Detailed Statement of Revenues and Surplus...................................................................................C-3
General Fund (110).......................................................................................................................... C-4
Highway Fund (120)......................................................................................................................... C-9
Highway Beautification Fund (130)...................................................................................................C-11
Bikeway Fund Fund (140)............................................................................................................... C-12
Parks and Playgrounds Fund (150).................................................................................................. C-13
Sewer Fund (170).......................................................................................................................... C-14
Transportation Fund (180).............................................................................................................. C-15
Liquor Commission Fund (190)....................................................................................................... C-16
Rental Assistance Fund (203)......................................................................................................... C-17
Grants in Aid Fund (220)................................................................................................................. C-18
Hanauma Bay Nature Preserve Fund (230)...................................................................................... C-19
Reserve for Fiscal Stability Fund (240)............................................................................................. C-20
Solid Waste Special Fund (250)...................................................................................................... C-21
Land Conservation Fund (260)........................................................................................................ C-23
City & County of Honolulu Proposed Operating Budget FY 2021 iii

Table of Content
Clean Water and Natural Lands Fund (270)...................................................................................... C-24

Affordable Housing Fund (280)........................................................................................................ C-25
Community Development Fund (310)............................................................................................... C-26
Patsy T. Mink Central Oahu Regional Park Fund (321)...................................................................... C-27
Waipio Peninsula Soccer Park Fund (322)........................................................................................ C-28
Honolulu Zoo Fund (323)................................................................................................................ C-29
Golf Fund (350)............................................................................................................................. C-30
Special Events Fund (360).............................................................................................................. C-31
Special Projects Fund (380)............................................................................................................ C-33
Federal Grants Fund (390).............................................................................................................. C-34
Federal Grants Fund (390).............................................................................................................. C-35
Housing & Comm Dev Rehab Fund (410)......................................................................................... C-36
Pauahi Project Expend, HI R-15 Fund (430)..................................................................................... C-37
Housing & Comm Dev Sec 8 Fund (470).......................................................................................... C-38
Leasehold Conversion Fund (490)................................................................................................... C-39
General Improvement Bond Fund (610)........................................................................................... C-40
Highway Improvement Bond Fund (620).......................................................................................... C-41
Capital Projects Fund (640)............................................................................................................. C-42
Housing Development Special Fund (655)........................................................................................ C-43
Sewer Revenue Bond (670)............................................................................................................ C-44
Sld Wst Improvement Bond Fund (680)............................................................................................ C-45
Departmental Revenue Summary....................................................................................................C-47
Department of Budget and Fiscal Services....................................................................................... C-48
Department of Community Services................................................................................................. C-51
Department of the Corporation Counsel........................................................................................... C-53
Department of Customer Services................................................................................................... C-54
Department of Design and Construction........................................................................................... C-56
Department of Emergency Management.......................................................................................... C-57
Department of Emergency Services................................................................................................. C-58
Department of Enterprise Services.................................................................................................. C-59
Department of Environmental Services............................................................................................ C-61
Department of Facility Maintenance................................................................................................. C-63
Honolulu Fire Department............................................................................................................... C-64
Department of Human Resources.................................................................................................... C-65
Department of Information Technology............................................................................................. C-66
Department of Land Management................................................................................................... C-67
Office of the Mayor......................................................................................................................... C-68
Office of the Managing Director....................................................................................................... C-69
Neighborhood Commission............................................................................................................. C-70
Royal Hawaiian Band..................................................................................................................... C-71
Department of the Medical Examiner............................................................................................... C-72
Department of Parks and Recreation............................................................................................... C-73
iv City & County of Honolulu Proposed Operating Budget FY 2021

Table of Content
Department of Planning and Permitting............................................................................................ C-74

Honolulu Police Department............................................................................................................ C-75
Department of the Prosecuting Attorney........................................................................................... C-77
Department of Transportation Services............................................................................................ C-78
Cash Projections for Trust Funds, Debt Service Funds, and Revolving Funds...............................C-80
Fund Definitions...............................................................................................................................C-81
Overview of Budgeted Funds...........................................................................................................C-82
Appendix...............................................................................................................................................D-1
Organization Chart.............................................................................................................................D-2
Summary of Graphs and Charts .......................................................................................................D-4
Summary Financial Data..................................................................................................................D-10
Strategic Planning Six Year Projection............................................................................................D-12
Funding Sources by Department.....................................................................................................D-17
Revenue Charts ..............................................................................................................................D-19
Summary of Resources by Source..................................................................................................D-28
Debt and Financial Policies of the City............................................................................................D-30
Fact Sheet on Budget Trends..........................................................................................................D-35
City and County Profile....................................................................................................................D-36
The Budget Process........................................................................................................................D-37
Glossary of Terms............................................................................................................................D-42
Summary of Provisionals.................................................................................................................D-46
Debt Service....................................................................................................................................D-50
Statement of Legal Debt Margin......................................................................................................D-51
City & County of Honolulu Proposed Operating Budget FY 2021 v

Executive Summary Executive Summary
Executive Summary
Executive Summary
Executive Summary
Building a Resilient Community
Section I - Executive Program and Budget at a Glance
A major focus of the proposed Fiscal Year 2021 (FY21) Executive Program and Budget is to provide funding for
interim operations of the Honolulu rail project as well as funding for bus service and other intermodal programs
to facilitate integration with the rail system. The FY21 budget also continues to direct funding to other core City
services and attends to significant increases in nondiscretionary costs.
Overall, revenues are projected to increase. However, after many years of strong growth, the City’s major source
of revenue, real property taxes, is projected to increase by only 1.1% or $15.3 million over the FY20 budgeted
amount. While this is not great news, some of the City’s other revenue sources are expected to rise compared
to the FY20 budgeted amounts which will help address the City’s escalating costs. Public Service Company and
franchise taxes are expected to grow by $4.8 million and $1.8 million, respectively and the City’s motor vehicle
weight tax is projected to bring in $2 million of additional revenue.
While the administration is not proposing any tax increases in FY21, the budget does include revenues of
$2.9 million from the Department of Planning and Permitting proposed permit fee increases and approximately
$861,000 from higher golf fees.
Employee fringe benefit and collective bargaining costs continue to grow. Budgeted employer contributions to
the Employee Retirement System (ERS) are $35.7 million higher in FY21 as compared with FY20 due to rate
hikes, increases in employee pay and spiking. The City is required to pay for 100 percent of the annual required
contribution (ARC) for retirees’ health care benefits (OPEB). The OPEB payment increases by $6.4 million in
FY21. In addition, awarded collective bargaining pay increases continue through FY21 with some bargaining
units still seeking arbitration awards with proposed salary increases.
The long awaited Honolulu rail opening is finally here. After numerous delays, rail service is scheduled to begin
in December 2020. The FY21 budget includes funding to pay the contractor who will be operating the rail system.
It also includes amounts to pay for staffing for the Department of Transportation Services (DTS) who will be
overseeing the rail operations and for the Department of Facility Maintenance (DFM) who will be responsible to
help maintain the stations and grounds along the rail line. Utility costs, security services, fare box collection and
parking controls are also part of the budget. In addition, funding is provided for additional bus service to ensure
that passengers can get to and from the rail stations.
The proposed operating budget of $2.98 billion is 5.1% higher than the FY20 adopted budget of $2.83 billion; the
proposed FY21 Capital Program and Budget (CIP) is approximately $1.27 billion which is 8.7% higher than the
adopted FY20 CIP budget of $1.17 billion.
Section II – Mayor’s Priorities
When the Mayor established his priorities in his first term in office, he focused on providing the residents and
visitors of Oàhu with excellent customer service in areas that impact quality of life on a daily basis. The FY21
budget includes funding to allow the departments to continue these efforts and to invest in the city’s infrastructure
to ensure that quality of life continues for future generations.
Maintaining and Improving Parks and Park Facilities
The Mayor refers to parks as the crown jewels of our City. As such, one of his top priorities is to ensure that
park facilities are maintained and improved so that residents and visitors can thoroughly enjoy these valuable
City treasures. Funding of $3 million is included in the FY21 operating budget to continue Kakou for Parks,
the successful initiative to restore comfort stations, refurbish play courts and play apparatus systems at parks
throughout the island. $3.2 million is included for security guard services at various parks. Included in this
A-2 City & County of Honolulu Proposed Operating Budget FY 2021 Executive Summary
Executive Summary
amount is $250,000 for security guard services at Haiku Stairs in preparation for the anticipated transfer from the
Board of Water Supply. $650,000 in additional funding is proposed towards achieving the Mayor’s goal to plant
100,000 trees by 2025, and increase the island’s tree canopy by 35 percent by 2035.
The proposed CIP budget includes $27.4 million for park improvements throughout the City. Approximately
$13.5 million of this amount is included in various bulk funds which provides the Parks Department with the
needed flexibility to perform specific renovations as well as address unforeseen situations as they arise. Included
in the budget is $6.5 million of Community Development Block Grant (CDBG) funds to pay for various park
improvements throughout the island.
Enhancing Bus and Handi-Van Services
The FY21 operating budget includes $299.6 million for bus and Handi-Van services which is an increase of
$17.4 million. The proposed budget includes $3.1 million for bus service enhancements to integrate bus and rail
transit services and improve routes and schedules. Also included is $1.1 million for additional Handi-Van service
hours to address the growing demand for paratransit services. The capital budget includes $30.8 million for the
acquisition of buses and Handi-Van vehicles. Approximately $14.2 million of this will be paid for with federal grant
funds. Also included is $31.4 million for land acquisition at the Middle Street Intermodal Transit Center.
Integrating Bus, Rail and TOD
Integration of Honolulu’s award winning bus service and other modes of transportation with the new rail system
is essential to allow passengers to efficiently get to and from the rail stations. Also important to the success
of rail are well planned and executed transit oriented development (TOD) projects. The FY21 budget includes
$71.3 million for rail operations which includes $2.9 million for bus service enhancements to provide a unified
transportation system.
The CIP budget includes $5 million for the development of the Ala Moana Transit Plaza, to be planned as an
iconic rail station at Ala Moana Center and $35.7 million for Intermodal connectivity improvements of which $22
million is paid with federal funds.
Improving the Sewer System
Honolulu’s sewer system is a critical component of the city’s infrastructure. The FY21 capital budget includes
$765 million to fund wastewater and global consent decree projects. This is an increase of $335 million from the
FY20 adopted budget. The increase is primarily due to funding for the Sand Island Waste Water Treatment Plant
secondary treatment project which is a major consent decree requirement. Funding for this project is $568.5
million in FY21 versus $127.5 million in FY20.
Repaving Roads
Repaving the city’s substandard roads has been one of the highest priorities in the administration, and the
Mayor’s goal of repaving 1500 lane miles was reached in 2017. The focus on roads continues with $50 million of
capital funds dedicated to the rehabilitation of streets and additional funding of $23.6 million for the widening of
Salt Lake Boulevard, $7.2 million of which will be paid with federal funds.
To continue with road maintenance, the operating budget includes $4.5 million for pavement preservation, $1.9
million for bitumul for paving and pothole repair and $1 million for a pavement condition survey.
Combating Homelessness
Homelessness, especially unsheltered homelessness, is one of our community’s most visible challenges. In
response, the city implemented innovative programs designed to help the vulnerable and bring relief to the
community. These included the state’s first ever Landlord Engagement program, the Pūnāwaii Rest Stop, and the
Outreach Navigation program which provides psychiatric and legal services for people on the streets. The FY21
budget includes $8.1 million (including State funds) for continuation of the successful Housing First initiative,
$894,432 in HOME funds for housing vouchers, $1.5 million for services related to the Hale Mauliola Housing
Executive Summary City & County of Honolulu Proposed Operating Budget FY 2021 A-3
Executive Summary
Navigation Center at Sand Island and $1 million for services at the Pūnāwaii Rest Stop in Iwilei. In addition,
$1.2 million has been included for programs such as Landlord Engagement and Outreach Navigation, and
transportation to help with the housing, transporting, and treatment of Honolulu’s chronically homeless population.
Addressing Climate Change, Sustainability and Resiliency
As an island community, climate change, sustainability and resiliency are all issues critical to not just quality of
life, but our future survival. The FY21 proposed operating budget includes the following: $75,000 for a Coastal
Lands Study, $150,000 for energy benchmarking and $500,000 for the development of design and construction
standards to mitigate the impact of climate change and sea level rise.
The FY21 capital budget includes $11.2 million for the electrification of our transportation infrastructure, $1.8
million for energy conservation improvements, $15 million for H-POWER (Solid Waste to Energy Facility)
Conversion Technologies and $8.3 million for other H-POWER improvements.
Section III – Performance Metrics
The operating budget details the financing and spending program to meet the goals and objectives of the City.
The City’s Debt and Financial Policies (Resolution 06-222) identifies the need to show “To the extent feasible…
outcome measures which reflect each programs’ success in meeting established goals and objectives.” To
accomplish this goal, performance metrics addressing customer service were identified and established in the
FY16 operating budget.
Fifteen departments continue to manage and monitor these customer service performance metrics. Over the
years, departments have adjusted their metrics to more accurately reflect program activities and to remain
focused on customer service. Periodic reviews of their metrics and benchmarks has led to changes in specific
metrics that better measure their respective customer service. The impact of performance metrics upon budget
policy decision making is expected to evolve as program activities change. As the process matures, the metrics
will expand into areas beyond customer service and track more meaningful data for the administration’s and the
city council’s information.
Exhibit 1 summarizes the performance metrics for the selected departments with the FY19 results.
Section IV – Summary of the Operating Budget (All Funds)
Projected Revenues and Resources
The projected operating resources for FY21 total $3.87 billion. Real property taxes are the largest revenue
source, composing 36.41% ($1.41 billion) of all operating resources. However, real property taxes are estimated
to show a slight increase of only 1.1% from the FY20 budget. The next largest operating resource at 26.35%
($1.02 billion) is the carryover of restricted fund balances which is primarily made up of the sewer fund balance of
$784 million. Chart 1 summarizes all of the projected resources available to meet the proposed operating budget
expenditures.
Many of the resources are restricted in use and cannot be used for the general operations of the City. These
restricted resources inflate and distort what funds are actually available to pay for City services. For example,
sewer fees that are revenues of the sewer fund can only be used for wastewater related expenditures, costs
associated with the Global Consent Decree and servicing of debt issued for sewer fund projects. Similarly,
revenues generated from H-POWER and bus fare revenues can only be spent for H-POWER and the bus,
respectively. State and federal grants are also restricted in use. While these restricted resources may pay for
core City services, each source is limited to what it can fund. Conversely, the general and highway funds which
make up approximately 62% of the operating budget pay for the remaining core services.
Executive Summary
Where the City Gets Its Dollars

FY2021 Operating Resources
($3.87 Billion)
Carryover - Unrestricted Carryover - Restricted

5.29% 26.35%
Other Revenues
4.83%
Solid Waste Revenues

3.47%
Transportation Revenues
1.45%
Sewer Revenues
6.58%
Charges for Services

1.03% Real Property Tax
36.41%
Licenses & Permits
1.66%
Public Service Company Tax

1.11%
Transient Accommodations
Tax Fuel Tax
1.17% 1.34%
State Grants
0.63%
Motor Vehicle Weight Tax
Federal Grants
4.77%
2.65%
Public Utility Franchise Tax

1.26%
Chart 1
Highlights of the Expenditures in the Operating Budget
The FY21 operating budget is $2.98 billion which is approximately $144.8 million or 5.1% higher than the FY20
adopted budget. The increase includes growth in employee fringe benefit costs and collective bargaining
expenses, operating costs for rail interim service, enhancements to facilitate integration of bus with rail service,
additional increases for police and funding for dawn to dusk life guard services.
Exhibit 2 “Budget at a Glance” summarizes the expenses in the operating budget.
Chart 2 “Where the City Spends Its Dollars” displays the operating budget expenditures by function.
Executive Summary
Where the City Spends Its Dollars

FY2021 Operating Expenditures
($2.98 Billion)
Miscellaneous (FICA, EUTF, OPEB, etc.)

22.86%
General Government
Debt Service 7.62%
19.59%
Public Safety
17.81%
Mass Transit
12.64%
Culture-Recreation
3.86%
Highways and Streets
Human Services 1.41%
4.13%
Sanitation
10.08%
Chart 2
The largest category of expenditures at $681.1 million (22.86%) is the miscellaneous category which includes
nondiscretionary costs such as retirement contributions for employees, healthcare benefits and other post-
employment benefits (OPEB). Debt service comprises 19.59% of the operating budget at $583.7 million. This
includes principal and interest payments of $390.6 million for general obligation bonds and $193.1 million for
sewer revenue bonds. Police, fire, ocean safety and other public safety programs make up 17.81% of the budget
at $530.6 million. Mass Transit, which is primarily for bus and Handi-Van costs is at $376.7 million or 12.64%.
Sewer and refuse collection costs are $300.4 million or 10.08% of operating expenditures. The balance of the
operating expenditures are for general government at $227.1 million (7.62%), human services at $123.0 million
(4.13%), culture and recreation at $115.0 million (3.86%), and highways and streets at $42.0 million (1.41%).
Similar to what was done in FY20, the executive agencies used the zero based budgeting method within an
imposed ceiling to prepare their budget requests as a means of exercising fiscal prudence. Zero based budgeting
is a method of budgeting in which all expenses must be justified for each new budget review period in contrast
to incremental budgeting whereby incremental changes are considered based on need and justification. FY21
includes funding for most critical service areas, preparing for interim rail operations, and continuing the Mayor’s
priority initiatives that were started in prior years.
Exhibit 3 provides a multiyear comparison of actual and budgeted amounts for each of the executive agencies.
Workforce. The administration continued to emphasize efficiency in staffing controls to right-size the City’s
workforce. Throughout the budget review process, workforce expansion was carefully examined based on
the critical growing needs and mandated functions of each department. Reviewing whether a position could
Executive Summary
be reactivated was first considered before the adding of new positions. Although the practice of deactivating/
reactivating positions to control the authorized position count has been an on-going practice, the greater demands
of public safety and other critical city services, including the interim operations of the rail required adding
additional positions primarily for public safety and future rail operations. To help alleviate the funding impact to
the FY21 budget, additional positions were provided to critical areas but with no funding in FY21 for positions in
DPP, DFM, and HPD. This allows the department the time and flexibility to build a solid staffing implementation
plan to utilize resources efficiently and effectively as operational changes are intricate. By reactivating positions
and adding additional positions, the full-time equivalent (FTE) position net increase is approximately 230 positions
from FY20 to FY21. There are still 408 positions that are deactivated and removed from the departments’ budgets
to continue workforce controls.
Overall position highlights include:
• Department of Transportation Services (DTS) – 14 positions are added, of which 11 new positions
are to continue start-up and implementation of rail operations. 2 additional positions for planning and
development of revenue enhancement programs, and 1 position for support of the Complete Streets
Office.
• Honolulu Police Department (HPD) – Add 95 new positions and reactivate 6 positions without funding for
the overall flexibility and ability to manage staffing resources more effectively. HPD needs more positions
available to maximize its staffing ability while the department continues its hiring efforts to increase the
staffing of sworn officers. 16 of the positions are non-uniformed/civilian to relieve sworn officers from
performing administrative-related duties. 13 sworn positions within the Chief’s Office are available
to continue the development of the Health Efficiency and Long-term Planning (HELP) unit, a more
compassionate approach to working with the homeless community.
• Honolulu Emergency Services Department (HESD) – 36.75 positions: 13.25 positions added for
Emergency Medical Services (EMS), a half-time (0.5) position to replace a contract Physician within
Health Services, and 23 positions for expanded lifeguard service hours (dawn to dusk) within the Ocean
Safety (OS) division.
• Honolulu Fire Department - 2 positions in the Mechanic shop, to address additional workload and backlog
of repairs.
• Department of Community Services - 13 new contract positions to support the Homeless Outreach and
Navigation for the Unsheltered (HONU) program.
• Department of Parks and Recreation (DPR) - 1 new position to support processing of shore water/surfing
permit applications.
• Corporation Counsel - 3 additional Deputy Corporation Counsel Positions for: Civil Rights/Employment,
Infrastructure/Community Services, and Personnel/Public Safety.
• Ethics Commission – 3 additional positions for increased staffing to address training, backlogs, and meet
program mandates.
• Department of Facility Maintenance - 39 positions: 2 additional staffing for 24/7 custodial services
coverage at the Joint Traffic Management Center, 13 positions for rail facility maintenance, 9 positions to
implement the 3rd Party Small Cellular Service permit processing, and reactivate 15 positions for stream
cleaning.
• Department of Planning and Permitting - 7 positions: 5 positions to support the Short-Term Rental
Enforcement program, 1 position for an Ombudsman, and 1 supervisor position for permit issuance.
• Climate Change, Sustainability and Resilience – 5 positions to support the Mayor’s commitment to climate
change.
As in prior years, funding for vacancies other than those for police and fire recruits and vacancies in special and
grant funded programs are placed in a provisional account.
Executive Summary
Spending to Make a Difference. The focus for FY21 is on improving and enhancing critical core services
and addressing mandated requirements. Consequently, spending was confined to these areas. The following
highlights some of the major operating budget initiatives.
• $71.3 million for rail operating costs.

• $3.3 million additional funds to implement the new HOLO electronic card system.
• $3.1 million addition for bus service enhancements including rail integration for Oàhu Transit Services.
• $1.1 million for additional Handi-Van service hours.
• $6.5 million in City, $1.6 million in State, and $894,432 in HOME funds for the Housing First program
providing permanent housing and related supportive services to 375 households.
• $1.5 million for Hale Mauliola, a transitional housing and services for Oàhu’s homeless, $1 million for a
hygiene center and $1.2 million for other new and continuing programs to assist the homeless population,
and State funds (Ohana Zone funds) for the new Homeless Outreach and Navigation for the Unsheltered
(HONU) program.
• $3 million is included in the DPR budget to continue supporting the initiative to refurbish comfort stations
and renovate play courts and play apparatus.
• $3.2 million for 24 hours a day, seven days a week security guard service at various parks, including
Haiku Stairs.
• $650,000 additional funds for the Mayor’s 100,000 Tree Initiative.
• $1 million for funding of dawn to dusk lifeguard services.
• $1.5 million for a mobile device project to better assist sworn HPD officers on duty.
• $1.3 million for the continuation of the HPD body worn camera project.
• $2 million to implement Short-Term Rental enforcement and other various DPP program enhancements.
• $11.4 million in various departments to address City-wide National Pollutant Discharge Elimination
System (NPDES) requirements.
• $725,000 for plans and studies related to climate change initiatives.
Section V – Highlights of the Capital Program and Budget
The FY21 Capital Program and Budget (CIP) is proposed at $1.27 billion. The budget includes $304 million for
general improvement bond and highway improvement bond funded projects, $61 million for solid waste bond
funded projects, $553 million for sewer revenue bond funded projects, $213 million for sewer funded projects,
$102 million in federal funded projects and $37 million for other funded projects. The administration focused its
capital spending on core services, consistent with the operating budget.
In order to procure equipment needed to provide core City services, the administration is proposing to fund $42.3
million of equipment with short-term bonds to more closely match the useful lives of the assets in accordance with
the requirements of the City’s Debt and Financial Policies (Resolution 06-222). Equipment for sewer projects will
continue to be paid for with sewer fund cash revenues.
Chart 3 breaks down the types of capital projects by function. The largest category of expenditure is for the
Sanitation Function – mostly for refuse and sewer projects, much of which are mandated by the Global Consent
Decree (64.0%), followed by Highways and Streets for improvements to bridges, roads, street lighting and other
transportation related projects (10.9%), Culture and Recreation (7.8%), General Government energy conservation
and sustainable facilities improvements (6.2%), Mass Transit (5.4%), Public Safety (4.9%), and Human Services
(.8%).
Executive Summary
Capital Projects by Function

FY2021
($1.268 Billion)
Culture-Recreation
Human Services 7.8%
0.8%
Mass Transit
5.4%
General
Government
6.2%
Public Safety
4.9%
Highways and
Streets
Sanitation 10.9%
64.0%
Chart 3
Much of the capital spending is included in bulk fund programs that provides flexibility to City agencies to make
needed improvements to support core services or meet state and federal requirements.
Some examples are:
• $4.5 million for Civic Center and other Municipal Facilities Improvements.
• $2.2 million for Flood Control Improvements
• $27.3 million for Parks Improvements
• $4.5 million for HPD Headquarter and other Police Station Building Improvements
• $4.3 million for Fire Station Building Improvements
• $8.5 million for Oàhu Traffic Signal Controller Modernization Phase I
• $4.7 million Traffic Signals at Various Locations
• $15.3 million Sewer Mainline and Lateral Projects
• $4.9 million Improvements to the Honolulu Zoo
As in past capital budgets, the city continues to meet the requirements of the National Pollutant Elimination
Discharge System (NPDES) Permit issued by the State of Hawaii Department of Health, as required by the U.S.
Department of Environmental Protection Agency (EPA). NPDES improvements address reduction of the sources
of pollutants and improve storm water outfalls which include green infrastructure improvements. The FY 21
capital budget includes $14 million for NPDES improvements. The CIP budget also includes $43.6 million for the
phased development of the Blaisdell Center, as well as $26 million for the scheduled City subsidy to the Honolulu
Authority for Rapid Transportation.
Executive Summary
Section VI – Looking Forward
The FY21 budget is the final budget for the Caldwell administration. In every proposed budget from 2013 to 2020,
the Mayor’s priorities have remained steady; significant progress was achieved in these important initiatives. With
this in mind, the FY21 budget reflects the long awaited interim opening of the Honolulu rail project, preparing
for the management of the operations and maintenance of rail transit, in conjunction with other modes of
transportation. Efficient and affordable transportation options will be integral to the economic growth of the island
and will impact both residents and businesses.
The Mayor has committed greater resources to address what he considers the greatest issue of this generation,
climate crisis, and strengthening Honolulu’s resiliency for the future. This includes energy performance,
conversion to an energy efficient electrical fleet of buses and city vehicles, continued support of H-POWER,
the solid waste to energy facility, continued funding for NPDES improvements, a pledge to plant 100,000
trees by 2025, and increase the tree canopy of the island by 35 percent by 2035. The future of Honolulu will
be age friendly, from keiki to kupuna, through initiatives that improve housing, public spaces, transportation,
communications, civic engagement and employment and community support and health services.
In addition, advancement on capital improvements, such as the major renovation of Ala Moana Regional Park,
the historic King Kamehameha III at Thomas Square, the design and phased improvements at the Neal S.
Blaisdell Center, and the first driverless rail transit system in the United States, will continue to serve the people of
Honolulu well into the 21st century.
Performance Metrics
Exhibit 1
Performance Metrics
PERFORMANCE METRICS
Results For Fiscal Year 2019
DEPARTMENT OF BUDGET AND FISCAL SERVICES

Performance Metric Goal FY2018 Results FY2019 Results
Real Property Assessment Respond to 90% of the 95% of inquiries were closed 97% of inquiries were closed
Division (RPAD): Reduce the inquiries within 2 days. within 2 days. within 2 days.
response time for inquiries
received through the Real
Property Assessment
Divisions mailbox.
RPAD: Reduce the Close 65% of appeals for Closed 81% of the 2018 Closed 76% of 2019 appeals
processing time for Board of residential properties valued appeals in this category in this category within 6
Review appeal cases. at less than $1,500,000 within within 6 months. months.
6 months;
Close 50% of appeals for Closed 68% of the 2018 Closed 95% of the 2019
residential properties valued appeals in this category appeals in the category within
over $1,500,000 within 12 within the first 9 months. 12 months.
months;
Close 50% of appeal for non- Closed 64% of the 2018 Closed 75% of the 2019
residential properties within 6 appeals in this category appeals in this category within
months; within 6 months. 6 months.
Close 90% of all categories Closed 69% of all 2017 Closed 95% of all 2018
within 18 months. appeals within 18 months. appeals within 18 months.
Additional 603 appeals were Closed 96% of all 2019
closed in the 19th month to appeals in the first 12 months.
raise the rate to 95% Closed
76% of all 2018 appeals in
the first 9 months.
RPAD: Home exemption Set goals by June 30, 2015 Submitted data file to DoTax DoTax was not able to
review program and financial with goals of removing and awaiting results to be provide filtered data. The
impact. fraudulent home owner filtered. Will continue to division conducted in-county
exemption claims within one reach out to DoTax as there and in-state audits. 11 in-
year after acquiring DOTAX are continuous processing county granted claims to
information. and staff changes. same owner were removed.
14 In-state duplicate claims
are still under review and
awaiting confirmation from
neighbor islands.
Purchasing: Strive for Goods and Services Average 2.46 bids per Average 2.69 bids per
competitive solicitations. solicitations to have > 2 bids. solicitation solicitation
Purchasing: Strive for Construction solicitations to Average 5.97 bids per Average 6.10 bids per
competitive solicitations. have > 3 bids. solicitation solicitation
Purchasing: Maintain Meet goal of at least 250 344 master agreements 370 master agreements
approximately 250 active master agreements per year.
master agreements.
Treasury: Maintain the rate of Meet or exceed 95% target Collected $1.174 Billion or Collected $1.276 Billion or
real property taxes collected rate. 98.9% of Real Property Tax 99.0% of Real Property Tax
during the same fiscal year as Billed. Billed.
billed at 95% or higher.
Exhibit 1
Performance Metrics
LIQUOR COMMISSION
Decrease the number of days Complete 75% of new and Completed 29% of NEW Completed 27% of NEW
to complete investigations transfer license applications license applications in 50 license applications in 50
and reports for new license in 50 days or less (intake to days or less. Completed days or less.
and license transfer preliminary hearing). 40% of TRANSFER license
applications. applications in 50 days or
less.
Increase regulatory and Reduce the amount of days Average 9 working days; Average 15 working days;
enforcement efforts in the required to investigate and 10% reduction from prior 66% increase from prior fiscal
field by decreasing the close a public complaint by fiscal year. year.
number of days it takes to 30%.
investigate and close a public
complaint.
Decrease the number of late Decrease the number of Late filings: 59 Late filings: 71
Gross Liquor Sales filings by annual late filings by 5%, 10.6% decrease from prior 5% of all liquor licenses
licensees. through education and fiscal year
enforcement of rules.
DEPARTMENT OF COMMUNITY SERVICES

Decrease payment Disburse 90% of grantee 50% of payments were 59% of payments were
processing time to grantee payments within 30 days undisputed and made within undisputed and made within
receiving a Grant in Aid. if undisputed, and 90% of 30 days. 26% of disputed 30 days. 14% of disputed
grantee payments within 60 payments were made within payments were made within
days if there is a dispute. 60 days. 18% of disputed 60 days. 16% of disputed
payments were made after payments were made after
60 days. 6% of disputed 60 days. 11% of disputed
payments are still being payments are still being
negotiated negotiated.
DEPARTMENT OF CUSTOMER SERVICES

Division of Motor Vehicles Increase the # of customers DLs processed 64% 61% increase in the number
(DMV): No. of customers serviced at the window. of customers processed for
processed for renewals and renewals and new driver
new driver licenses (DL) licenses
Division of Motor Vehicles Decrease the % of road test Road test failures 53.14% Road test failures 44%
(DMV): Road test failure rate failure rate of 53.8% through
educational efforts.
Division of Motor Vehicles Increase the # of road test Road Tests Administered 1% Road test administered 4%
(DMV): Road Test Exams exams given. increase increase
DMV / SCH Reduce the number of MV Registration Renewals - MV Registration Renewals
Motor Vehicle Registration customers coming into a decreased by 1%. decreased by 1%
Renewals satellite to do a Motor Vehicle
Registration Renewal.
Satellite City Hall Division With the increased # of DL Renewals processed DL Renewals processed
(SCH): Increased # of DL customers with expiring increased by 1% decreased by 0.6%
renewals driver licenses, efforts are
to increase # of customers
served.
Exhibit 1
Performance Metrics
DEPARTMENT OF DESIGN AND CONSTRUCTION

Spread out distribution of the Submit one fourth of the 1st Quarter=5% 1st Quarter=11%
number of projects submitted projects scheduled for 2nd Quarter=14% 2nd Quarter=13%
to Purchasing for competitive competitive bidding each 3rd Quarter=24% 3rd Quarter=20%
bidding in the fiscal year to quarter. 4th Quarter=56% 4th Quarter=56%
avoid year end time deadlines
and reduce potential for
lapsed funds.
Minimize the percent of Less than 1.5% of total 2% 5%
projects lapsing that are projects will lapse per fiscal
controllable by DDC. year.
Minimize the percent of Less than 20% of total 15% 10%
contracts with change orders projects completed per fiscal
greater than 10% of the year will have change orders
contract amount. greater than 10% of the
contract amount.
Maximize the percent of At least 80% of projects will 47% 58%
projects completed on be completed on schedule
schedule. per year.
DEPARTMENT OF EMERGENCY SERVICES

Ensure that information on Provide completed electronic Achieved Achieved
ambulance response and patient care reports (ePCR)
patient care is provided to to receiving hospitals 90% of
receiving hospitals. the time.
Improve response time to Respond to calls in under 3 Achieved Achieved
emergency medical service minutes, 90% of the time.
calls.
Improve Emergency Decrease all leave usage by Achieved Not achieved, sick and FML
Medical Services provided 30%; continues at a high rate, still
to the public through the trying continuous recruitment
implementation of the "12 Decrease sick leave usage Achieved Not achieved
Hour" work schedule. by 20%;
Decrease all types of leave Achieved Achieved
usage during observed
holidays by 20%;
Decrease non-holiday Achieved Not achieved
overtime costs by 20%;
Reduce Unit closures to zero. Not achieved Not achieved
Minimize the amount of time it Appointments for physicals, 100% Not achieved 100% - staff
takes for the Health Services return to work and fitness for shortage
Branch to process medical duty shall be made within one
evaluations for current and (1) week of request.
prospective City employees. Physicals for pre- Not achieved Achieved with the exception
employments and employees of drug screen collections that
are not to exceed one (1) could not go within the first
hour from start to completion. hours
Chart review by the City 100% 100%
Physician shall be made
within two (2) business days.
Exhibit 1
Performance Metrics

Minimize the amount of time it Employee notification shall be Not achieved Not achieved
takes for the Health Services written and sent within two (2)
Branch to process medical business days.
evaluations for current and Blood alcohol specimens 100% 100%
prospective City employees. for the Driving Under the
Influence program shall be
run and results within five (5)
business days.
DEPARTMENT OF ENTERPRISE SERVICES

Optimize personnel costs for Increase chargeback 31% of the work orders 44% of work orders were
work done for other divisions estimates to other DES were completed for Zoo and completed for the Zoo and
Divisions Golf for FY 2018. Baseline Golf in FY2019. Work order
chargeback estimates to tracking system showed
be established with the $31,000 charged back to Zoo
implementation of a work and $88,174 charged back
order tracking system. to Golf for manpower hours.
Baseline chargeback for
materials to be established in
FY2020.
Improve the customer Reduce the number of Average of 2% Building Received 1 complaint in
experience for events complaints in event reviews Services complaints received FY2019.
for Building Services issues from event reviews in FY2018
Improve the efficiency of Reduce the last minute set-up Baseline set-up request Work order tracking system
event set-up requests for Building Services to be established with showed 22 work order
implementation of a work requests were submitted one
orders tracking system day prior to the event.
Improve the accounting Reduce the cost and time FY2018 showed heavy In FY2019, 4,160 manpower
of resources for the servicing Thomas Square usage and maintenance of hours were used to perform
maintenance and repairs of Thomas Square. Baseline day to day maintenance and
Thomas Square cost and time estimates 99.5 manpower hours used
to be established with the for building maintenance and
implementation of a work trades.
order tracking system.
Optimize customer Reduce the response time to Average of 6.7 days to All initial complaints were
satisfaction complaints address, investigate, follow responded to within 3 days
up, and resolve complaints of notification. Improved
average days to investigate
and resolve complaints by
2.9%.
Improve turn around time for Reduce the time to complete Average of 10 days to Average of 5.44 days to
completing internal repairs internal repairs complete internal repair complete internal repair
requests, needs to develop requests.
procedures for completed
dates
Develop marketing Increase revenue per person Average revenue per Average revenue per person:
techniques to improve for events in the meeting person: Maui Room = $7.73 Maui Room = $8.51
revenue per person for rooms Oahu Room = $10.89 Oahu Room = $7.89
meeting room reservations Pikake Room = $5.95 Pikake Room = $6.24
Exhibit 1
Performance Metrics

Optimize staff working on Reduce the number of Event On average, 61% of Event On average, 47.3% of Event
Event Work Orders by Work Order that are provided Work Orders are provided to Work Orders were provided to
providing timely work orders to Building Services 2 weeks Building Services less than 2 Building Services less than 2
to Building Service prior to the date of the event weeks prior to the date of the weeks prior to the date of the
event event.
Optimize the rounds played Increase the rounds played Data collected showed a Data collection showed
by adjusting 9 holes and by adjusting the 9 hole and fluctuation in the number of that moving the 9-hole and
twilight times twilight times rounds played which could Twilight times did not increase
be due to number of holidays the rounds played.
in a month. Continue data
gathering and analysis of
the effects on the number of
rounds played adjusting the
start of the tee times.
Improve the visitor Increase the numbers of Zoo attendance increased Zoo updated signage and
experience at the Honolulu visitors to the Honolulu Zoo 3.2% in FY2018. way finding maps and
Zoo by enhancing the visitor included interpretive signs for
experience Japanese speaking visitors
based on attendance and
feedback .
Improve the botanical garden Increase the number of Approximately 200 people No data collected for
experience at the Honolulu botanical garden tours attended botanical garden botanical tours in FY2019.
Zoo by enhancing the visitor tours which were started in Tours were limited to once a
experience February 2018. month to focus horticulturist
efforts on exhibit, landscaping
and irrigation priorities.
Improve community increase the number of Followers on Facebook Followers on Facebook
awareness of the Honolulu visitors to the Honolulu Zoo increased by 2000 people. increased by 21%. Zoo
Zoo through social media through social media Zoo increased attendance attendance was flat due
3.2%. to construction projects at
numerous exhibits impacting
visitors' ability to see animals.
DEPARTMENT OF ENVIRONMENTAL SERVICES

Effectively respond to service Improve on-time close rate by Improved on-time close rate Improved on-time close rate
calls, minimizing response 15%. Benchmark was 65% to 90% to 94%
time. on-time response.
Maximize the volume and Increase diversion rate to Municipal Solid Waste Only: Municipal Solid Waste Only:
percentage of waste diverted 80%. Benchmark diversion 78% 82%
from the landfill. rate was 74.5%.
Evaluate the operational Reduce overtime usage by 13% decrease in OT hours 19% decrease in OT hours
effectiveness of the City’s 25%. from FY13 base year. OT from FY13 base year. OT
refuse collection program to is result of manpower is result of manpower
reduce overtime usage. shortages and increases in shortages and increases in
bulky collection and regular bulky collection and regular
collection routes. collection routes.
Exhibit 1
Performance Metrics
DEPARTMENT OF FACILITY MAINTENANCE

Minimize the time to patch a Complete a pothole patch Within 5 days - 8 Month Within 5 days = 30%
pothole. 75% of the time within five Average 26%
days, 85% of the time within Within 7 Days - 9 Month Within 7 days = 35%
seven days and 95% of the Average 34%
time within 14 days.
Within 14 Days - 9 Month Within 14 days = 48%
Average 50%
Minimize the time to repair a Complete 75% of interim 13% of interim sidewalk Completed 12% of interim
damaged sidewalk. sidewalk repairs within one repairs completed within 30 sidewalk repairs within 30
month. Complete 75% of days; and 29% completed days, and 21% within 2 years.
permanent sidewalk repairs within 2 years. Completed 33% of permanent
within one year and 100% of repairs within one year, and
sidewalk repairs within two 34% within two years.
years.
Collect weekly statistics on Collect data on the number Total Enforcement Actions Total Enforcement Actions
stored property ordinance and of enforcement actions, bins 7/1/17 to 6/30/18: 807 7/1/18 to 6/30/19: 1314
sidewalk nuisance ordinance. collected, administrative Total Bins Collected 7/1/17 to Total Bins Collected 7/1/18 to
hearings conducted, public 6/30/18: 774 6/30/19: 1363
complaints received and
impound tickets issued. Also, Total Administrative Hearings Total Administrative Hearings
collect data on the amount (in Conducted 7/1/17 to 6/30/18 Conducted 7/1/18 to 6/30/19:
tons) of trash disposed per :0 0
location. Total Public Complaints Total Public Complaints
7/1/17 to 6/30/18: 1109 7/1/18 to 6/30/19: 1956
Total Tons of Trash Disposed Total Tons of Trash Disposed
7/1/17 to 6/30/18: 528.52 7/1/18 to 6/30/19: 863.77
Minimize the time to begin Begin 90% of scheduled For period 7/01/17 to For period 07/01/2018
servicing City vehicles. vehicle servicing within 6/30/2018: Began servicing to 06/30/2019: Began
24 hours and 80% of 58.3% of scheduled servicing 61.1% of scheduled
unscheduled vehicle servicing vehicles within 24 hours; vehicles within 24 hours;
within 48 hours. began servicing 73.7% of began servicing 77.8% of
unscheduled vehicles within unscheduled vehicles within
48 hours. 48 hours.
Minimize the time to complete Complete 90% of For period 07/01/17 to For period 07/01/2018
unscheduled servicing of City unscheduled vehicle servicing 6/30/18: Completed 59.7% of to 06/30/2019:
vehicles. within five days. unscheduled servicing within Completed 64.5% of
five days. unscheduled servicing within
5 days.
Minimize the time to repair Complete 75% of street light For period 7/1/17 to 6/30/18: For period 7/1/18 to 6/30/19:
street lights. repairs within seven days. Completed 84% of street light Completed 82% of street light
Contact 75% of the callers repairs within seven days. repairs within seven days.
within seven days to inform Contacted 68% of callers Contacted 74% of callers
them of the street light repair. within seven days to inform within seven days to inform
them of repair. them of repair.
Exhibit 1
Performance Metrics
HONOLULU FIRE DEPARTMENT

Maintain the minimal time Respond to 90% of suburban 94% 94%
it takes a fire company to medical emergency calls
arrive on scene for medical within 9 minutes 30 seconds.
emergency calls.
Maintain the minimal time it Respond to 90% of suburban 86% 80%
takes a fire company to arrive fire emergency calls within 9
on scene for fire emergency minutes 30 seconds.
calls.
Maintain the minimal time it Respond to 90% of suburban 56% 87%
takes an effective fire fighting fire emergency calls with an
force to arrive on scene for effective fire fighting force
fire emergency calls. within 16 minutes.
Maintain the minimal time Process 90% of 911 calls 91% 91%
it takes to process 911 within 90 seconds.
telephone calls.
Increase the number of Conduct 40% of commercial 33% 34%
commercial occupancy occupancy inspections
inspections annually. annually.
NEIGHBORHOOD COMMISSION OFFICE

Obtain all Neighborhood Obtain 90% of the members’ 84% of Neighborhood Board 79% of Neighborhood Board
Board member compliance compliant with Sunshine Law members are currently in members are currently in
with Sunshine Law Training Training and Certification. compliance. compliance.
and Certification.
Respond to and resolve Respond and resolve 75% 5 of the 6 complaints 6 of 6 complaints NCO
community concerns of the complaints received NCO received via Mayor's received via Mayor's
transmitted to the within 30 days. representatives were representatives were
Neighborhood Commission responded to within 30 days. responded to within 30 days.
Office via Mayor’s
Representatives in a timely
manner.
Increase Neighborhood Board Increase Neighborhood Board N/A The 2019 election had a
voter participation return ballot rate to 12% this ballot return rate of 10.26%.
election year.
ROYAL HAWAIIAN BAND

Obtain information from the Perform 90% of all requests Achieved 95+% of all Achieved 95+% of all
band’s requests, clients/ this fiscal year. requests in FY 2018. requests in FY2019
audiences and schedules
that will reveal the amount
of services and the band’s
diverse contribution to
the varied demographics,
locations and cultures in the
community and the City and
County of Honolulu.
Exhibit 1
Performance Metrics
DEPARTMENT OF PARKS AND RECREATION

Increase newly installed and Install and refurbish 18 newly 127.8% - 23 refurbished 144.4% - 26 refurbished
refurbished playgrounds per installed and refurbished playgrounds playgrounds and 6 new play
year playgrounds apparatus
Renovate bathroom facilities Renovate 18 bathroom 122.2% - 22 renovated 100% - 18 renovated comfort
at park locations per year facilities at park locations comfort stations stations
Resurfaced basketball, Resurface 60 court projects 188.3% - 113 resurfaced play 125% - 75 resurfaced play
tennis, volleyball, and pickle courts at 24 park locations courts at 21 park locations
ball courts per year
DEPARTMENT OF PLANNING AND PERMITTING

Improve efficiency, Set benchmarks by Commercial Permit Issuance Commercial Permit Issuance
effectiveness and output of December 31, 2014 with time time (07-01-18 through
building permits. goals of decreasing permitting (07-01-17 through 06-30-18) 06-30-19) -Time increased
approval time by 10%. -Time increased from 185 from 212 days to 261
days to days a 24% increase.
212 days a 15% increase. Residential Permit Issuance
time
Residential Permit Issuance (07-01-18 through 06-30-19)
time -Time increased from 114
(07-01-17 through 06-30-18) days to
-Time increased from 100 126 days, a 11% increase.
days to
114 days, a 14% increase.
Increase the number of online Set benchmarks by 36% of all permits issued 33.09% of all permits issued
permit issued. December 31, 2014 with goal between between (07-01-18 through
of issuing at least 50% of (07-01-17 through 06-30-18) 06-30-19) were issued online.
the total permits through the were issued online.
online system.
Exhibit 1
Performance Metrics
HONOLULU POLICE DEPARTMENT

Improve communication Personally contact 98% of 99.7% of victims contacted. 99.8% of victims contacted.
with victims of First Degree the Burglary 1 victims at
Burglary 1 complaints. least once by the assigned
detective or lieutenant.
Complaint ratio using the Reduce the number of Actual achieved was 0.00015 Actual achieved was 0.00012
number of calls for service complaints to 1 per 10,000
plus moving citations, in police contacts (0.0001).
relation to the number of
complaints filed against police
officers.
Minimize the crime rate and Reduce the number of: 1) Calls for service = 4,628 1) Calls for service = 5,285
number of calls for service in 1) calls for service and 2) 2) Reported crimes = 524 2) Reported crimes = 545
the Downtown area. reported crimes by 5%.
Improve response time for Reduce the response time Priority 1 - 7.78 (7m 47s) Priority 1 - 7.33 (7m 33s)
911 calls for police service. to Priority 1 and 2 cases Response Response
this fiscal year to 7.18 (7m Priority 2 - 10.45 (10m 27s) Priority 2 - 10.04 (10m 4s)
11s) and 11.80 (11m 48s), Response Response
respectively.
Expedite the opening of Reopen roadways in less 80% 76%
roadways for critical and than two hours 75% of
fatal car crashes on major the time for critical and
thoroughfares. fatal car crashes on major
thoroughfares.
DEPARTMENT OF TRANSPORTATION SERVICES

Minimize the time it takes Complete 90% of the reviews Achieved 100% Not Achieved
to review and comment within 30 days of receipt of
on Traffic Impact Analysis TIAR.
Reports (TIAR).
Respond to public inquiries Follow-up on 90% of Achieved 97.8% Achieved 93.1%
regarding traffic engineering telephone calls and emails
in a timely manner. received regarding traffic
engineering issues.
Minimize the time it takes Respond to 90% of the traffic Achieved 100% No requests received in FY19
to respond and issue sign complaints within eight
work orders to traffic sign weeks.
complaints.
Minimize the time it takes Respond to 75% of the traffic Achieved 97.0% response Achieved 95.9% response
to respond to traffic light light complaints within eight within eight hours. within eight hours.
complaints. hours.
Install a robust bike Install/implement 5 miles of Achieved 6.8 miles Achieved 4.9 miles
infrastructure system. bike infrastructure per year,
subject to available funds.
*N/A = Not Available
Exhibit 1
Budget at a Glance
Operating Budget Expenditures by Cost Element
Exhibit 2
Budget at a Glance Operating Budget Expenditures by Cost Element
BUDGET AT A GLANCE
OPERATING BUDGET EXPENDITURES BY COST ELEMENT
Fiscal Year 2021
Current
Department / Agency Salaries Expenses Equipment Total
Budget & Fiscal Services $21,167,191 $4,103,128 $947,200 $26,217,519
Community Services 14,972,795 107,988,714 20,000 122,981,509
Corporation Counsel 8,345,995 5,007,819 - 13,353,814
Customer Services 12,959,812 12,279,746 - 25,239,558
Design and Construction 11,618,995 5,989,467 60,000 17,668,462
Emergency Management 1,059,493 282,498 - 1,341,991
Emergency Services 44,631,628 10,237,366 4,174,940 59,043,934
Enterprise Services 14,885,758 10,475,312 102,500 25,463,570
Environmental Services 77,109,413 222,390,220 900,000 300,399,633
Facility Maintenance 36,467,669 65,810,391 313,000 102,591,060
Fire 126,872,347 14,531,469 355,000 141,758,816
Human Resources 6,368,364 623,235 - 6,991,599
Information Technology 9,757,229 15,404,690 1,255,000 26,416,919
Land Management 951,555 2,042,668 - 2,994,223
Mayor 689,472 107,400 - 796,872
Managing Director 2,860,404 1,151,074 - 4,011,478
Neighborhood Commission 542,856 328,900 - 871,756
Royal Hawaiian Band 2,272,583 172,063 10,000 2,454,646
Medical Examiner 1,784,854 1,559,721 48,300 3,392,875
Parks and Recreation 49,649,883 37,016,258 401,100 87,067,241
Planning and Permitting 17,100,861 6,444,350 25,000 23,570,211
Police 271,462,256 40,109,655 520,000 312,091,911
Prosecuting Attorney 19,076,711 4,303,082 - 23,379,793
Transportation Services 163,645,643 220,164,558 885,340 384,695,541
$916,253,767 $788,523,784 $10,017,380 $1,714,794,931
Debt Service $- $583,754,000 $- $583,754,000

Retirement System Contributions - 270,084,000 - 270,084,000
FICA and Pension Costs - 39,169,000 - 39,169,000
Health Benefits Contributions - 69,234,000 - 69,234,000
Other Post-Employment Benefits - 190,106,000 - 190,106,000
Provision for Vacant Positions - 39,392,925 - 39,392,925
Miscellaneous - 73,082,665 - 73,082,665
$- $1,264,822,590 $- $1,264,822,590
TOTAL EXPENDITURES $916,253,767 $2,053,346,374 $10,017,380 $2,979,617,521
Exhibit 2
Executive Agency Budget and Full-Time Equivalent Comparison
Exhibit 3
EXECUTIVE AGENCY BUDGET AND FULL-TIME EQUIVALENT COMPARISON

Fiscal Years 2019, 2020 and 2021
No of positions (FTE)
FY 2019 FY 2020 FY 2021
Character of Expenditures Actual Appropriated Proposed FY 2020 FY 2021
Department of Budget and Fiscal Services

Salaries $ 19,217,128 $ 20,564,768 $ 21,167,191
Current Expenses 3,296,673 3,828,376 4,103,128
Equipment 487,824 1,104,200 947,200
Total $ 23,001,625 $ 25,497,344 $ 26,217,519 377.00 379.50
Department of the Corporation Counsel

Salaries $ 7,018,243 $ 7,446,705 $ 8,345,995
Equipment 0 0 0
Total $ 8,940,701 $ 10,235,709 $ 13,353,814 98.00 104.00
Department of Community Services

Salaries $ 9,162,479 $ 12,951,879 $ 14,972,795
Equipment 0 55,400 20,000
Total $ 101,604,938 $ 116,726,805 $ 122,981,509 258.00 274.30
Department of Design and Construction

Salaries $ 11,473,975 $ 11,422,260 $ 11,618,995
Equipment 156,091 71,600 60,000
Total $ 17,046,486 $ 17,195,505 $ 17,668,462 196.00 196.00
Department of Enterprise Services

Salaries $ 14,340,930 $ 14,632,859 $ 14,885,758
Equipment 234,000 143,200 102,500
Total $ 24,327,197 $ 25,658,644 $ 25,463,570 329.70 314.70
Department of Facility Maintenance

Salaries $ 33,416,307 $ 33,928,381 $ 36,467,669
Equipment 814,539 2,096,800 313,000
Total $ 87,010,996 $ 94,809,077 $ 102,591,060 809.00 853.50
Department of Human Resources

Salaries $ 6,467,324 $ 6,543,038 $ 6,368,364
Current Expenses 439,441 644,333 623,235
Equipment 0 0 0
Total $ 6,906,765 $ 7,187,371 $ 6,991,599 87.88 87.88
Exhibit 3
FY 2019 FY 2020 FY 2021
Department of Planning and Permitting

Salaries $ 18,046,253 $ 18,053,356 $ 17,100,861
Equipment 0 70,000 25,000
Total $ 22,909,909 $ 25,936,902 $ 23,570,211 353.00 355.00
Department of Parks and Recreation

Salaries $ 48,119,873 $ 51,079,916 $ 49,649,883
Equipment 700,456 601,200 401,100
Total $ 80,537,685 $ 99,401,391 $ 87,067,241 1,190.13 1,182.38
Department of Environmental Services

Salaries $ 62,788,751 $ 73,132,376 $ 77,109,413
Equipment 0 0 900,000
Total $ 258,176,317 $ 294,404,955 $ 300,399,633 1,174.00 1,174.00
Department of Emergency Services

Salaries $ 37,917,871 $ 41,495,515 $ 44,631,628
Equipment 2,035,764 3,907,942 4,174,940
Total $ 48,377,153 $ 55,305,808 $ 59,043,934 559.60 601.75
Honolulu Police Department

Salaries $ 251,483,215 $ 259,735,810 $ 271,462,256
Equipment 1,786,278 49,000 520,000
Total $ 291,823,159 $ 302,201,305 $ 312,091,911 2,765.00 2,867.00
Office of the Mayor

Salaries $ 666,979 $ 670,236 $ 689,472
Equipment 0 0 0
Total $ 733,974 $ 770,676 $ 796,872 6.00 6.00
Royal Hawaiian Band

Salaries $ 2,278,662 $ 2,328,944 $ 2,272,583
Equipment 11,999 22,000 10,000
Total $ 2,415,776 $ 2,514,644 $ 2,454,646 41.50 41.50
Exhibit 3
FY 2019 FY 2020 FY 2021
Department of Customer Services

Salaries $ 12,579,141 $ 13,009,914 $ 12,959,812
Equipment 93,328 35,400 0
Total $ 24,290,045 $ 25,340,466 $ 25,239,558 299.50 302.50
Department of Emergency Management

Salaries $ 1,078,385 $ 966,797 $ 1,059,493
Current Expenses 1,336,731 759,400 282,498
Equipment 309,544 0 0
Total $ 2,724,660 $ 1,726,197 $ 1,341,991 15.48 15.48
Office of the Managing Director

Salaries $ 2,917,041 $ 2,792,688 $ 2,860,404
Equipment 0 0 0
Total $ 4,385,477 $ 4,094,098 $ 4,011,478 36.50 41.50
Department of Information Technology

Salaries $ 9,747,747 $ 9,737,824 $ 9,757,229
Equipment 665,195 2,155,600 1,255,000
Total $ 21,191,379 $ 29,244,429 $ 26,416,919 154.00 154.00
Department of Transportation Services

Salaries $ 146,386,934 $ 157,554,883 $ 163,645,643
Equipment 633,915 763,150 885,340
Total $ 281,671,404 $ 313,618,511 $ 384,695,541 146.00 150.00
Honolulu Fire Department

Salaries $ 115,177,656 $ 120,478,872 $ 126,872,347
Equipment 581,137 435,000 355,000
Total $ 130,494,615 $ 139,036,385 $ 141,758,816 1,187.50 1,189.50
Department of the Medical Examiner

Salaries $ 1,660,805 $ 1,968,904 $ 1,784,854
Current Expenses 539,384 730,239 1,559,721
Equipment 0 63,500 48,300
Total $ 2,200,189 $ 2,762,643 $ 3,392,875 25.00 25.00
Exhibit 3
FY 2019 FY 2020 FY 2021
Department of the Prosecuting Attorney

Salaries $ 18,496,364 $ 18,163,288 $ 19,076,711
Equipment 0 0 0
Total $ 23,836,642 $ 22,862,476 $ 23,379,793 311.50 301.50
Neighborhood Commission
Salaries $ 607,010 $ 615,596 $ 542,856
Equipment 0 0 0
Total $ 872,714 $ 759,846 $ 871,756 14.00 14.00
Department of Land Management

Salaries $ 894,985 $ 507,472 $ 951,555
Current Expenses 512,146 2,866,292 2,042,668
Equipment 0 100,000 0
Total $ 1,407,131 $ 3,473,764 $ 2,994,223 28.00 28.00
Executive Agencies Summary
Salaries $ 831,944,058 $ 879,782,281 $ 916,253,767
Current Expenses $ 626,432,809 $ 729,308,678 $ 788,523,784
Equipment $ 8,510,070 $ 11,673,992 $ 10,017,380
Grand Total $ 1,466,886,937 $ 1,620,764,951 $ 1,714,794,931 10,462.29 10,658.99
Exhibit 3
Departmental Budgets
Budget and Fiscal Services Departmental Budgets Department of Budget and Fiscal Services
Department of Budget
and Fiscal Services
Budget and Fiscal Services
DEPARTMENT OF BUDGET AND FISCAL SERVICES

(BFS)
ORGANIZATION CHART
This chart reflects the number of full-time equivalent positions appropriated in

Fiscal Year 2020.
Administration
19.00 Positions
Accounting and Budgetary Fiscal/CIP Internal

Fiscal Services Administration Administration Control
86.00 Positions 12.00 Positions 20.00 Positions 7.00 Positions
Purchasing and Liquor Real Property Treasury

General Services Commission 104.00 Positions 43.00 Positions
30.00 Positions 56.00 Positions
B-4 City & County of Honolulu Proposed Operating Budget FY 2021 Departmental Budgets

Roles and Responsibilities
The Department of Budget and Fiscal Services is the City’s central financial agency. It is responsible for all
aspects of the City’s finances, including billing, collection, keeping accurate and complete account of receipts and
disbursements, management of the City’s treasury and funds, and preparation and maintenance of a perpetual
inventory of equipment owned or controlled by the City.
It provides long-range financial planning, prepares and manages the City’s operating and capital program and
budget, provides information pertaining to the financial affairs of the City, reviews the manner in which public
funds are received and expended, and reports to the Mayor on the integrity with which public funds are accounted
for and on the financial responsibility of officers and employees administering public funds.
It provides an assessment of all real property in the City, sells real property upon which taxes are not paid within
the period prescribed, and disposes of personal property not needed by any City agency, pursuant to policies
established by the City Council. It purchases materials, supplies and equipment and contracts for services of
independent contractors for all City agencies.
It prepares the City’s payrolls and pension rolls and administers the City’s Risk Management Program. It also
administratively supports the Liquor Commission, three Boards of Review, the Board of Trustees of the Police
Officers, Fire Fighters and Bandmembers Pension Fund, the Pension Board of the City and County of Honolulu,
and the Ethics Board of Appeals.
Spending to Make a Difference
• The City continues to improve its investment strategy which is resulting in increased investment income. The
investment income is expected to reach $48 million in fiscal year 2020.
• Investing to improve our online web services to provide taxpayers with easily accessible and understandable
real property tax information which also provides public record transparency, higher compliance standards
and tax relief program requirements.
• Enhancing the City’s internal controls to establish a grant award infrastructure that define management
responsibilities, specify required activity reports and mitigate risks.
• Replacing the legacy Payroll Time and Attendance system with the Advantage Time and Attendance module
to be fully integrated with Enterprise Resource Planning (ERP).
• Upgrading the ERP Systems (Budget, Financial, Payroll and Purchasing).
Budget Highlights
• Treasury reorganized existing positions to create a receivables collection unit which focuses on collecting
non-real property tax revenues.
• Seventeen (17) positions have been deactivated to reflect a more accurate picture of the number of positions
required by the department to deliver services.
• Transfer of 1.0 FTE from BFS Administration to Budgetary Administration.
• Continued review and evaluation to assist with monitoring of the U.S. Department of Housing and Urban
Development grants which may generate more Community Development Block Grant (CDBG) program
income from CDBG-funded projects, which can be used for other CDBG-eligible projects.
• The equipment budget includes funding for the Liquor Commission Information System (LCIS). The plan is
to continue with the development, construction, and implementation of the next phase, which includes the
enforcement and auditing modules.
• Budget Issues also include funding for a Liquor Control Auditor position for the Liquor Commission.
Departmental Budgets City & County of Honolulu Proposed Operating Budget FY 2021 B-5
DEPARTMENT POSITIONS
FY 2019 FY 2020 Budget FY 2021

Actual Appropriated Current Svcs Issues Total Budget
Permanent FTE 356.00 359.00 359.00 1.00 360.00
Temporary FTE 10.00 10.00 10.00 0.00 10.00
Contract FTE 7.00 8.00 8.50 1.00 9.50
Total 373.00 377.00 377.50 2.00 379.50
EXPENDITURES BY PROGRAM
Administration $ 1,494,748 $ 1,493,401 $ 1,486,152 $ 0$ 1,486,152
Accounting and Fiscal Services 4,273,663 5,627,968 5,959,288 95,436 6,054,724
Internal Control 496,696 485,692 522,466 0 522,466
Purchasing and General Services 1,812,655 1,772,611 1,941,784 0 1,941,784
Treasury 2,916,993 3,093,895 2,802,212 0 2,802,212
Real Property 6,083,624 6,152,054 6,118,467 0 6,118,467
Budgetary Administration 888,287 901,421 920,742 0 920,742
Fiscal/CIP Administration 1,543,459 1,494,182 1,898,369 0 1,898,369
Liquor Commission 3,491,500 4,476,120 4,421,579 51,024 4,472,603
Total $ 23,001,625 $ 25,497,344 $ 26,071,059 $ 146,460 $ 26,217,519
CHARACTER OF EXPENDITURES
Salaries $ 19,217,128 $ 20,564,768 $ 21,020,731 $ 146,460 $ 21,167,191
Current Expenses 3,296,673 3,828,376 4,103,128 0 4,103,128
Equipment 487,824 1,104,200 947,200 0 947,200
Total $ 23,001,625 $ 25,497,344 $ 26,071,059 $ 146,460 $ 26,217,519
SOURCE OF FUNDS
General Fund $ 17,405,453 $ 17,742,035 $ 17,861,956 $ 95,436 $ 17,957,392
Sewer Fund 400,704 459,544 489,459 0 489,459
Liquor Commission Fund 3,491,500 4,476,120 4,421,579 51,024 4,472,603
Grants in Aid Fund 57,706 73,773 81,422 0 81,422
Hanauma Bay Nature Preserve Fund 200,000 0 0 0 0
Refuse Genl Operating Acct -SWSF 78,407 56,093 111,397 0 111,397
Community Development Fund 860,644 847,926 1,257,474 0 1,257,474
Special Events Fund 11,665 0 0 0 0
Special Projects Fund 15,000 0 0 0 0
Federal Grants Fund 386,971 993,185 979,366 0 979,366
Housing & Comm Dev Sec 8 Fund 93,575 154,668 166,552 0 166,552
Housing Development Special Fund 0 694,000 701,854 0 701,854
Total $ 23,001,625 $ 25,497,344 $ 26,071,059 $ 146,460 $ 26,217,519
Administration

Program Description
The Administration program provides department-wide leadership and coordination of department activities. It
also is responsible for citywide insurance and self-insurance programs; establishment and monitoring of insurance
requirements for all City contracts; administration and coordination of claims adjusting services; and assistance to
City departments in developing appropriate loss control programs and procedures. This program is also responsi-
ble for the administration of the Premium Conversion and Deferred Compensation Plans.
Starting in FY19, the budget for the Oahu Workforce Development Board is organizationally placed in this pro-
gram. Mandated and funded by the new federal Workforce Innovation and Opportunity Act (WIOA) of 2014 (and
its predecessor, the Workforce Investment Act of 1998), the Oahu Workforce Development Board (OWDB) works
in partnership with the Mayor to address workforce development, especially for those individuals with barriers to
employment. The State of Hawaii is the recipient of federal funds that are then given to counties to increase col-
laborative approaches between businesses, government and job seekers to increase employment opportunities to
those individuals with barriers to employment.
PROGRAM POSITIONS
Permanent FTE 12.00 12.00 11.00 0.00 11.00
Temporary FTE 7.00 7.00 7.00 0.00 7.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 19.00 19.00 18.00 0.00 18.00
Salaries $ 1,074,690 $ 1,119,580 $ 1,091,743 $ 0$ 1,091,743
Current Expenses 420,058 373,821 394,409 0 394,409
Equipment 0 0 0 0 0
Total $ 1,494,748 $ 1,493,401 $ 1,486,152 $ 0$ 1,486,152
SOURCE OF FUNDS
General Fund $ 949,734 $ 994,326 $ 954,601 $ 0$ 954,601
Hanauma Bay Nature Preserve Fund 200,000 0 0 0 0
Total $ 1,494,748 $ 1,493,401 $ 1,486,152 $ 0$ 1,486,152
Accounting and Fiscal Services

Program Description
The Accounting and Fiscal Services program is responsible for the accounting of City funds and reviewing the
manner in which public funds are received and expended. To accomplish these responsibilities, it prepares finan-
cial statements, administers the central preparation of payroll, and ensures that expenditures are in accordance
with the City’s budget ordinances, federal grant requirements, and allotment schedules.
PROGRAM POSITIONS
Permanent FTE 81.00 82.00 82.00 0.00 82.00
Temporary FTE 1.00 1.00 1.00 0.00 1.00
Contract FTE 3.00 3.00 3.50 1.00 4.50
Total 85.00 86.00 86.50 1.00 87.50
Salaries $ 4,182,503 $ 4,701,683 $ 5,018,215 $ 95,436 $ 5,113,651
Equipment 0 670,000 670,000 0 670,000
Total $ 4,273,663 $ 5,627,968 $ 5,959,288 $ 95,436 $ 6,054,724
SOURCE OF FUNDS
General Fund $ 3,835,371 $ 3,977,548 $ 4,232,646 $ 95,436 $ 4,328,082
Sewer Fund 201,459 249,172 253,105 0 253,105
Grants in Aid Fund 57,706 73,773 81,422 0 81,422
Community Development Fund 0 4,560 48,900 0 48,900
Special Events Fund 11,665 0 0 0 0
Federal Grants Fund 0 438,154 388,412 0 388,412
Housing Development Special Fund 0 694,000 701,854 0 701,854
Total $ 4,273,663 $ 5,627,968 $ 5,959,288 $ 95,436 $ 6,054,724
Internal Control

Program Description
The Internal Control program objectively assesses the effectiveness of controls implemented by department
heads to provide reasonable assurance of the effectiveness and efficiency of City operations; reliability of financial
reporting; compliance with applicable laws, regulations, and policies; and safeguarding public funds and assets to
minimize incidences of fraud, waste, and abuse. This is accomplished through risk-based examination and eval-
uation of both the adequacy and effectiveness of the City’s systems of internal control, as well as the quality with
which assigned responsibilities are performed.
PROGRAM POSITIONS
Permanent FTE 7.00 7.00 7.00 0.00 7.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 7.00 7.00 7.00 0.00 7.00
Salaries $ 476,377 $ 459,062 $ 495,836 $ 0$ 495,836
Equipment 0 0 0 0 0
Total $ 496,696 $ 485,692 $ 522,466 $ 0$ 522,466
SOURCE OF FUNDS
General Fund $ 496,696 $ 485,692 $ 522,466 $ 0$ 522,466
Total $ 496,696 $ 485,692 $ 522,466 $ 0$ 522,466
Purchasing and General Services

Program Description
The Purchasing program is responsible for the centralized procurement of all materials, supplies, equipment,
construction, and services, including consultant and professional services, for City departments and agencies;
maintaining inventory of all City personal property; exchange, disposal, sale or transfer of surplus equipment.
PROGRAM POSITIONS
Permanent FTE 30.00 30.00 30.00 0.00 30.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 30.00 30.00 30.00 0.00 30.00
Salaries $ 1,729,461 $ 1,685,186 $ 1,856,824 $ 0$ 1,856,824
Equipment 0 0 0 0 0
Total $ 1,812,655 $ 1,772,611 $ 1,941,784 $ 0$ 1,941,784
SOURCE OF FUNDS
General Fund $ 1,613,410 $ 1,562,239 $ 1,705,430 $ 0$ 1,705,430
Sewer Fund 199,245 210,372 236,354 0 236,354
Total $ 1,812,655 $ 1,772,611 $ 1,941,784 $ 0$ 1,941,784
Treasury

Program Description
This program administers the treasury Cash, Investment, and Debt management program, and general Accounts
Receivable collections program. Bills, collects, and services approximately 300,000 real property tax owners and
other non-real property tax revenues. Administers the tax relief and special assessment programs.
PROGRAM POSITIONS
Permanent FTE 41.00 43.00 43.00 0.00 43.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 41.00 43.00 43.00 0.00 43.00
Salaries $ 2,134,921 $ 2,143,312 $ 1,946,629 $ 0$ 1,946,629
Equipment 0 0 0 0 0
Total $ 2,916,993 $ 3,093,895 $ 2,802,212 $ 0$ 2,802,212
SOURCE OF FUNDS
General Fund $ 2,912,473 $ 3,073,895 $ 2,777,212 $ 0$ 2,777,212
Refuse Genl Operating Acct -SWSF 624 5,000 5,000 0 5,000
Total $ 2,916,993 $ 3,093,895 $ 2,802,212 $ 0$ 2,802,212
Real Property
Program Description
The Real Property Assessment Division annually updates all transactions of real property to ensure proper noti-
fication of all property assessments to the current owners. The Division processes all exemptions, dedications
and assessment programs according to Chapter 8 of the Revised Ordinances of Honolulu. Subsequently approx-
imately 300,000 assessments are validated and mailed, appeals taken and a certified list is then provided to the
City Council to determine revenues for budgeting purposes.
PROGRAM POSITIONS
Permanent FTE 104.00 104.00 104.00 0.00 104.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 104.00 104.00 104.00 0.00 104.00
Salaries $ 5,193,596 $ 5,082,529 $ 5,111,892 $ 0$ 5,111,892
Current Expenses 860,036 1,020,725 979,375 0 979,375
Equipment 29,992 48,800 27,200 0 27,200
Total $ 6,083,624 $ 6,152,054 $ 6,118,467 $ 0$ 6,118,467
SOURCE OF FUNDS
General Fund $ 6,083,624 $ 6,152,054 $ 6,118,467 $ 0$ 6,118,467
Total $ 6,083,624 $ 6,152,054 $ 6,118,467 $ 0$ 6,118,467
Budgetary Administration

Program Description
The Budgetary Administration program provides centralized budgetary services, which include the preparation
and administration of the annual operating budget. It formulates and administers budgetary policies consistent
with administration objectives. It also evaluates the effectiveness of individual program activities in achieving its
goals and mandates and provides organizational and budgetary reviews of City programs and activities.
PROGRAM POSITIONS
Permanent FTE 12.00 12.00 13.00 0.00 13.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 12.00 12.00 13.00 0.00 13.00
Salaries $ 880,142 $ 882,591 $ 901,912 $ 0$ 901,912
Equipment 0 0 0 0 0
Total $ 888,287 $ 901,421 $ 920,742 $ 0$ 920,742
SOURCE OF FUNDS
General Fund $ 888,287 $ 901,421 $ 920,742 $ 0$ 920,742
Total $ 888,287 $ 901,421 $ 920,742 $ 0$ 920,742
Fiscal/CIP Administration
Program Description
The Fiscal/CIP Administration program is responsible for: 1) overseeing citywide financial planning and analysis,
with a focus on revenues, debt and provisional costs; 2) formulation, review, preparation and implementation of
the annual Capital Program and Budget; and 3) administration and monitoring of the U.S. Department of Housing
and Urban Development’s Community Development Block Grant (CDBG), HOME Investment Partnerships,
Emergency Solutions Grant and Housing Opportunities for Persons with AIDS programs, and project oversight of
CDBG or HOME funded City projects.
PROGRAM POSITIONS
Permanent FTE 17.00 17.00 17.00 0.00 17.00
Temporary FTE 2.00 2.00 2.00 0.00 2.00
Contract FTE 1.00 1.00 1.00 0.00 1.00
Total 20.00 20.00 20.00 0.00 20.00
Salaries $ 1,220,745 $ 1,422,055 $ 1,485,781 $ 0$ 1,485,781
Equipment 0 0 0 0 0
Total $ 1,543,459 $ 1,494,182 $ 1,898,369 $ 0$ 1,898,369
SOURCE OF FUNDS
General Fund $ 625,858 $ 594,860 $ 630,392 $ 0$ 630,392
Community Development Fund 860,644 843,366 1,208,574 0 1,208,574
Total $ 1,543,459 $ 1,494,182 $ 1,898,369 $ 0$ 1,898,369
Liquor Commission

Program Description
The Liquor Commission has the jurisdiction, power, authority and discretion to grant, suspend, and revoke any
license for the manufacture, importation, or sale of liquor within the City and County of Honolulu. Its mission is to
provide outstanding regulatory services to enhance the quality of life in the City and County of Honolulu, and to
create a safe and healthy environment for the public.
PROGRAM POSITIONS
Permanent FTE 52.00 52.00 52.00 1.00 53.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 3.00 4.00 4.00 0.00 4.00
Total 55.00 56.00 56.00 1.00 57.00
Salaries $ 2,324,693 $ 3,068,770 $ 3,111,899 $ 51,024 $ 3,162,923
Current Expenses 708,975 1,021,950 1,059,680 0 1,059,680
Equipment 457,832 385,400 250,000 0 250,000
Total $ 3,491,500 $ 4,476,120 $ 4,421,579 $ 51,024 $ 4,472,603
SOURCE OF FUNDS
Liquor Commission Fund $ 3,491,500 $ 4,476,120 $ 4,421,579 $ 51,024 $ 4,472,603
Total $ 3,491,500 $ 4,476,120 $ 4,421,579 $ 51,024 $ 4,472,603
Community Services Departmental Budgets Department of Community Services
Department of
Community Services
DEPARTMENT OF COMMUNITY SERVICES

(DCS)
ORGANIZATION CHART
Community Services

Fiscal Year 2020.
Administration
8.00 Positions
Office of Grants
Management
9.00 Positions
Elderly Work Community Community Based

Services Hawaii Assistance Development

The Department of Community Services (DCS) administers programs to meet the human services, workforce,
and housing needs of economically challenged individuals and families with special needs in the City and County
of Honolulu. The department also administers city, state and federal funds intended to facilitate community and
economic development for economically challenged neighborhoods and communities.
Community Services
• The Elderly Affairs Division (EAD) has completed its transition into the Aging and Disability Resource Center.
As part of the Aging Network, we adhere to both the Federal Administration for Community Living guidance
as well as that set forth by the State Executive Office on Aging. EAD participates in a statewide consolidated
database, uses person-centered planning, and serves as an active participant in the No Wrong Door Initiative.
In partnership with other state and governmental agencies, EAD staff are able to close the gap for seniors
and people with disabilities, ensuring they are supported and guided to receive the information and assistance
that best meets their needs.
• The Community Assistance Division (CAD) Section 8 program has increased productivity by completing the
conversion of City rent payments to 80% of landlords to electronic funds transfer, streamlining intake and unit
inspection procedures, and anticipates improving leasing stability through project-based vouchers.
• The Community Based Development Division (CBDD), together with homeless service providers and part-
ners, continues the City’s Housing First program to address chronic homelessness across Oahu. Housing
First is a national best practice focused on housing chronically homeless persons and families as a first step
toward recovery. The State of Hawaii has also supported the City’s efforts by providing 60 permanent support-
ive housing vouchers to assist those that are chronically homeless as well as homeless youth, elderly, and
those who are survivors or fleeing domestic violence, sexual assault, and/or human trafficking. Working with
partner agencies, the division continues to support the provision of outreach and assessment; housing place-
ment; rental assistance payments; and case management and support services to unsheltered individuals,
including the construction of a hygiene center, which was opened in January 2019 as the Pūnāwaii Rest Stop.
Hale Mauliola, the City’s navigation center for persons and couples experiencing homelessness, continues
operations and provision of shelter for up to 104 persons at a given time.
• The Office of Grants Management (OGM) continues to provide funding to support Honolulu’s non-profits in
serving the island’s communities through needed programs and services for public benefit. In addition, OGM
provides support to a number of important boards and commissions including the Honolulu Committee on the
Status of Women and the Grants in Aid Advisory Commission.
• WorkHawaii continues to expand its work as a critical community partner in the area of workforce and eco-
nomic development. The division operates the American Job Center of Hawaii, which provides critical connec-
tivity between Honolulu’s job seekers and employers/businesses, strengthening our community and economy.
WorkHawaii also works directly in community centers throughout the island to support job readiness, youth
training programs, vocational education services, and the Rent to Work program, which provides short-term
rental subsidy assistance to persons experiencing homeless, who are working to increase their income
through employment. WorkHawaii, in partnership with the Honolulu Police Department, launched the new
Homeless Outreach and Navigation for Unsheltered Persons Program (HONU). HONU is a three-year pilot
program and operates a 24-hour mobile navigation unit that connects unsheltered persons to the housing,
shelter, or treatment program that best fits their needs.
Budget Highlights
The DCS receives approximately 80% of its operating budget from federal and state grants, which is directed by
the department or spent in partnership with community non-profit agencies. These mandates fund a group of pro-
grams that provide rental assistance to low-income households; emergency and transitional shelters to persons
experiencing homelessness or persons with special needs; community based senior services, job training and
referral services for adults and challenged youth to facilitate employment; community based economic develop-
ment and neighborhood revitalization programs; and support for community based non-profit organizations, who
serve economically challenged individuals in their communities.
• Overall, the Department’s salary and expenses to administer the state and federal grant programs are
minimally increasing over FY2021 in salaries attributed to mandated collective bargaining contract terms.
• The CBDD is continuing its Homelessness Initiatives, budgeting approximately at $13.0 million in City, State,
and Federal funds. This includes Housing First, which aims to provide case management and permanent
supportive housing for 375 chronically homeless households, transitional housing, and related supportive ser-
vices. Programs also include $1,479,358 for Hale Mauliola, a navigation center for persons and couples expe-
riencing homelessness, $400,000 for a landlord engagement program, $500,000 for an outreach navigation
program, and $1,000,000 for the Pūnāwaii Rest Stop, and $250,000 for the transportation to shelter program.
• The EAD continues to provide long-term services and support to seniors with the support of state and federal
Community Services
funding. In fiscal year 2021, over $10.7 million is budgeted in state funding and about $3.9 million in federal
funding for sub-recipient grants. These grants provide much needed services such as meals, transportation,
personal care, attendant care, caregiver respite, education and counseling, adult daycare, homemaker, chore,
housing assistance, and legal support and assistance services. These funds assist older adults to remain in
their home and age in place for as long as possible.
• The CAD continues the Section 8 program with a FY 2021 projected budget of almost $58 million in federally
sponsored rental assistance for low income households supporting over 3,700 of Honolulu’s families.
• The OGM administers the City’s Grants in Aid Program, which provides funding for services to assist eco-
nomically and/or socially disadvantaged populations or other specified services for public benefit. The
program helps to build the capacity of Honolulu’s non-profits and provide needed support for important
community-based programs. Grants in Aid will have approximately $9.5 million in its FY 2021 budget for these
programs.
• The WorkHawaii Division continues its mission of developing a quality workforce for businesses through the
development of trained candidates, targeting people who face societal challenges while working with a FY
2021 budget for its non-City funded programs that increased by 16%, including $922,000 for the newly imple-
mented HONU Project.
Permanent FTE 144.00 145.00 147.00 0.00 147.00
Temporary FTE 109.00 106.00 106.00 0.00 106.00
Contract FTE 7.00 7.00 8.30 13.00 21.30
Total 260.00 258.00 261.30 13.00 274.30
Community Services
Administration $ 680,516 $ 681,439 $ 687,277 $ 150,000 $ 837,277
Office of Grants Management 8,125,392 10,127,527 10,253,030 0 10,253,030
Elderly Affairs 12,896,074 15,989,878 17,452,550 0 17,452,550
WorkHawaii 5,744,493 11,149,495 12,153,406 727,992 12,881,398
Community Assistance 62,608,912 64,150,955 66,992,975 0 66,992,975
Community Based Development 11,549,551 14,627,511 14,564,279 0 14,564,279
Total $ 101,604,938 $ 116,726,805 $ 122,103,517 $ 877,992 $ 122,981,509
Salaries $ 9,162,479 $ 12,951,879 $ 14,349,731 $ 623,064 $ 14,972,795
Current Expenses 92,442,459 103,719,526 107,733,786 254,928 107,988,714
Equipment 0 55,400 20,000 0 20,000
Total $ 101,604,938 $ 116,726,805 $ 122,103,517 $ 877,992 $ 122,981,509
SOURCE OF FUNDS
General Fund $ 11,870,143 $ 13,232,835 $ 13,566,866 $ 150,000 $ 13,716,866
Rental Assistance Fund 130,547 233,000 233,000 0 233,000
Grants in Aid Fund 7,851,034 9,778,929 9,930,617 0 9,930,617
Affordable Housing Fund 135,424 280,199 447,784 0 447,784
Community Development Fund 449,923 914,124 451,244 0 451,244
Special Projects Fund 10,599,633 13,469,961 17,396,685 727,992 18,124,677
Federal Grants Fund 9,250,014 16,622,699 15,058,100 0 15,058,100
Housing & Comm Dev Rehab Fund 1,084,250 3,004,300 3,004,300 0 3,004,300
Housing & Comm Dev Sec 8 Fund 60,233,970 59,190,758 62,014,921 0 62,014,921
Total $ 101,604,938 $ 116,726,805 $ 122,103,517 $ 877,992 $ 122,981,509
Administration
Program Description
The Administration program provides department-wide leadership, policy guidance, and oversight to enhance the
performance of all departmental activities. This includes both program and project development and direction,
plans of action to achieve sound community development, and administrative support to the entire department.
The Department is comprised of the following divisions: Community Assistance Division, Community Based
Development Division, Elderly Affairs Division, WorkHawaii Division, and the Office of Grants Management.
Community Services
PROGRAM POSITIONS
Permanent FTE 8.00 8.00 8.00 0.00 8.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 8.00 8.00 8.00 0.00 8.00
Salaries $ 666,764 $ 663,354 $ 662,082 $ 0$ 662,082
Current Expenses 13,752 18,085 25,195 150,000 175,195
Equipment 0 0 0 0 0
Total $ 680,516 $ 681,439 $ 687,277 $ 150,000 $ 837,277
SOURCE OF FUNDS
General Fund $ 680,516 $ 681,439 $ 687,277 $ 150,000 $ 837,277
Total $ 680,516 $ 681,439 $ 687,277 $ 150,000 $ 837,277
Office of Grants Management
Program Description
The Office of Grants Management (OGM) focuses on administering the City’s Grants in Aid (GIA) program to
provide services to economically and/or socially disadvantaged populations or provide services for public benefit
in the areas of the arts, culture, economic development or the environment, as further defined:
Public Services
Funds in this category must be used to support qualified public services and programs for the target populations
Community Services
deemed by the City to be most vulnerable including, but not limited to, seniors, persons with disabilities, children,
and survivors of domestic violence, persons experiencing homelessness, and those suffering from the effects of
substance abuse or mental illness.
Arts, Culture, Community/Economic Development, and the Environment
Funds in this category must be used to support the sustainable improvement in the well being and quality of life
of local communities, especially low-to-moderate income areas. Projects could include, but are not limited to: the
creation, development and empowerment of community-based organizations; providing planning, organizational
support, and technical assistance to organizations, supporting financial literacy programs and services; supporting
micro-enterprise and business training; and supporting programs that promote cultural or environmental enhance-
ment, protection, or awareness.
OGM also supports other projects such as the Honolulu County Committee on the Status of Women, and the
City’s Child Care Development programs with technical assistance. Staff supports the Grants in Aid Advisory
Commission, with the grant process, oversees existing grants, develops contracts for new grants, and monitors
and ensures proper grants management.
PROGRAM POSITIONS
Permanent FTE 8.00 8.00 8.00 0.00 8.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 1.00 1.00 0.00 1.00
Total 8.00 9.00 9.00 0.00 9.00
Salaries $ 435,819 $ 510,304 $ 534,419 $ 0$ 534,419
Equipment 0 0 0 0 0
Total $ 8,125,392 $ 10,127,527 $ 10,253,030 $ 0$ 10,253,030
SOURCE OF FUNDS
General Fund $ 274,358 $ 348,598 $ 322,413 $ 0$ 322,413
Grants in Aid Fund 7,851,034 9,778,929 9,930,617 0 9,930,617
Total $ 8,125,392 $ 10,127,527 $ 10,253,030 $ 0$ 10,253,030
Elderly Affairs
Program Description
The Elderly Affairs Division (EAD) is the Area Agency on Aging for the City and County of Honolulu designated
under the Older Americans Act of 1965. EAD plans, coordinates, advocates for, and develops community based
programs and services to meet the needs of the growing population of non-institutionalized elderly individuals
and their family caregivers. EAD provides information and referral services and public outreach, working with
Oahu’s network of providers to ensure easy access and availability of services, and to ultimately prevent or delay
Community Services
institutionalization.
EAD has implemented the Aging and Disability Resource Center in accordance with the Administration for
Community Living guidance. This model increases EAD’s ability to attend to the needs of consumers and their
families, while serving as a single entry point for access to long term support services.
EAD contracts with private non-profit organizations to provide a wide range of supportive and long-term care
services that help elders remain at home (when they prefer), enhance their quality of life, and permit aging with
dignity. Services include group dining and home-delivered meals, nutrition counseling and education, transporta-
tion and assisted transportation services, case management, personal care, attendant care, homemaker services,
friendly visits, telephone reassurance, housing assistance, legal assistance, information and assistance, caregiver
respite, caregiver counseling and education, exercise and recreation, and health maintenance and disease pre-
vention classes.
PROGRAM POSITIONS
Permanent FTE 11.00 11.00 11.00 0.00 11.00
Temporary FTE 34.00 34.00 34.00 0.00 34.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 45.00 45.00 45.00 0.00 45.00
Salaries $ 1,301,406 $ 1,807,241 $ 1,720,487 $ 0$ 1,720,487
Equipment 0 0 0 0 0
Total $ 12,896,074 $ 15,989,878 $ 17,452,550 $ 0$ 17,452,550
SOURCE OF FUNDS
General Fund $ 494,621 $ 425,159 $ 301,331 $ 0$ 301,331
Special Projects Fund 8,845,415 11,355,516 12,296,757 0 12,296,757
Total $ 12,896,074 $ 15,989,878 $ 17,452,550 $ 0$ 17,452,550
WorkHawaii
Program Description
WorkHawaii’s mission is to develop a quality workforce for employers/businesses through the provision of trained
candidates with appropriate skills and credentials. Training programs are driven to meet employer/business needs
for talent in high growth industries and range from basic education, work readiness, and “soft” skills training to
on-the-job training, apprenticeships, career advancement upgrading, and post-secondary certificate and degree
programs.
Community Services
WorkHawaii (WH), through a competitive procurement process, was contracted by the Oahu Workforce
Development Board to operate the American Job Center Hawaii Partner Network on Oahu. Formerly known as
OahuWorkLinks under the federal Workforce Investment Act, the center, now called American Job Center Hawaii
under the new Workforce Innovation and Opportunity Act (WIOA) of 2014, delivers services in a coordinated net-
work with at least 19 required partners under a customer-centered design framework.
WIOA provides local flexibility to accomplish a stronger alignment of the workforce, education and economic
development systems, and an improvement of the structure and delivery to assist workers in achieving family-sus-
taining wages and employers/businesses in obtaining the skilled talent to compete in a global market. WH⿿s
target populations include people who face challenges such as those experiencing homelessness, individuals with
disabilities, recipients of public assistance, and ex-offenders. Priority of service is given to veterans.
In addition, WH’s Youth Services handle young people up to age 24. Programs aim to encourage healthy life-
styles, prevent involvement in the justice system, and improve educational achievement and employment
prospects for young people through alternate secondary education, job readiness and vocational training, pre-ap-
prenticeship, tutoring, work-based learning, adult mentoring, and community service.
With support from U.S. Department of Housing and Urban Development funds, the Rent To Work program plans
to continue to provide temporary rental subsidies to homeless families while providing case management, finan-
cial literacy training, work experience, and vocational training for those who are unemployed.
With support from State of Hawaii funds and in partnership with the Honolulu Police Department, WH implements
the Homeless Outreach and Navigation for Unsheltered Persons Program, a 24-hour mobile navigation unit that
connects unsheltered persons to the housing, shelter or treatment program that best fits their needs.
State and federal program funds come from the Department of Labor grants, as well as from grants from the
State Department of Human Services: First to Work, Office of Youth Services, Vocational Rehabilitation, and
Department of Health.
PROGRAM POSITIONS
Permanent FTE 36.00 36.00 36.00 0.00 36.00
Temporary FTE 67.00 67.00 67.00 0.00 67.00
Contract FTE 1.00 0.00 0.00 13.00 13.00
Total 104.00 103.00 103.00 13.00 116.00
Salaries $ 2,862,952 $ 5,730,069 $ 7,131,699 $ 623,064 $ 7,754,763
Equipment 0 0 0 0 0
Total $ 5,744,493 $ 11,149,495 $ 12,153,406 $ 727,992 $ 12,881,398
SOURCE OF FUNDS
General Fund $ 337,341 $ 482,996 $ 493,568 $ 0$ 493,568
Special Projects Fund 1,754,218 1,957,533 3,494,781 727,992 4,222,773
Total $ 5,744,493 $ 11,149,495 $ 12,153,406 $ 727,992 $ 12,881,398
Community Services
Community Assistance
Program Description
The Community Assistance Division (CAD) manages programs that provide rental assistance to lower income
families; preserves decent, safe and sanitary housing for low and moderate income households; and assists lower
income families to achieve economic self-sufficiency and homeownership.
The Housing Choice Voucher program provides monthly rent subsidies to low income families renting dwelling
units from private landlords. CAD also implements related programs including: (1) the Family Self-Sufficiency
Community Services
Program that promotes and encourages economic independence; (2) the Mainstream Program for Persons
with Disabilities; (3) the Moderate Rehabilitation Program to assist families residing at the Academy Gardens
Apartments; (4) the Project Based Assisted Housing Conversion Program which assists individuals being dis-
placed by previously subsidized low-income housing projects whose owners discontinue assistance; (5) the
Homeownership Option Program which provides Section 8 families with the opportunity to apply their rental
subsidy toward mortgage payments for homeownership; (6) the Family Unification Program which assists cer-
tain youth 18-21 who have left foster care at age 16 or older and lack adequate housing; and (7) the Veteran’s
Administration Supportive Housing Program with a goal of ending veteran homelessness.
The Rental Assistance Program provides limited rent subsidies on behalf of eligible lower income families at City-
assisted housing projects.
Current loan programs include: (1) home repair loans to income-qualified homeowners who renovate their units to
comply with basic housing quality standards; (2) down payment loans to income-qualified homebuyers; (3) loans
to income-qualified homeowners for the installation of solar water heating and photovoltaic systems; and (4) home
repair loans to assist income-qualified homeowners adversely affected by a declared disaster.
PROGRAM POSITIONS
Permanent FTE 70.00 70.00 72.00 0.00 72.00
Temporary FTE 3.00 3.00 3.00 0.00 3.00
Contract FTE 2.00 2.00 3.30 0.00 3.30
Total 75.00 75.00 78.30 0.00 78.30
Salaries $ 3,189,382 $ 3,200,459 $ 3,323,766 $ 0$ 3,323,766
Equipment 0 55,400 20,000 0 20,000
Total $ 62,608,912 $ 64,150,955 $ 66,992,975 $ 0$ 66,992,975
SOURCE OF FUNDS
General Fund $ 442,813 $ 448,653 $ 515,026 $ 0$ 515,026
Rental Assistance Fund 130,547 233,000 233,000 0 233,000
Special Projects Fund 0 156,912 0 0 0
Federal Grants Fund 600,000 1,000,000 1,000,000 0 1,000,000
Community Services
Housing & Comm Dev Rehab Fund 1,084,250 3,004,300 3,004,300 0 3,004,300
Housing & Comm Dev Sec 8 Fund 60,233,970 59,190,758 62,014,921 0 62,014,921
Total $ 62,608,912 $ 64,150,955 $ 66,992,975 $ 0$ 66,992,975
Community Based Development
Program Description
The Community Based Development Division (CBDD) administers programs and implements projects designed
to preserve and expand the supply of affordable housing for low- and moderate-income households, addresses
the shelter and service needs of the City’s residents who are experiencing homelessness or have special needs,
supports community development initiatives, and affirmatively furthers fair housing. Funding for these activities is
provided through the U.S. Department of Housing and Urban Development Community Development Block Grant
Community Services
(CDBG), HOME Investment Partnerships Act (HOME), Emergency Solutions Grants, Housing Opportunities for
Persons with AIDS, Housing Trust Fund, City-funded Affordable Housing Fund, State contract and City funds.
Technical assistance, grants, and loans are provided to non-profit agencies that acquire, construct, and/or ren-
ovate existing housing projects and community facilities that provide services, shelter, and housing to persons
experiencing homelessness and other special needs populations, including survivors of domestic violence,
elderly and disabled persons, troubled youth, and persons with HIV/AIDS. CBDD is also responsible for the City’s
Housing First program which is designed to assist chronically homeless persons and families find and maintain
permanent housing. CBDD’s Fair Housing Program provides information and technical assistance to landlords,
housing providers, housing consumers, and advocates, as well as advocacy and referrals to households confront-
ing housing discrimination. CBDD also works in partnership with non-profit agencies on the acquisition, reno-
vation, and construction of new and existing rental housing projects serving low- and moderate-income families
and seniors; community development projects such as the construction and/or renovation of public facilities; and
economic development activities. CBDD administers the leases of 60 City-owned properties to non-profit organi-
zations providing shelter and services to persons and families with special needs. CBDD provides Davis-Bacon
labor standards support and monitoring for construction projects undertaken with federal CDBG and HOME funds.
PROGRAM POSITIONS
Permanent FTE 11.00 12.00 12.00 0.00 12.00
Temporary FTE 5.00 2.00 2.00 0.00 2.00
Contract FTE 4.00 4.00 4.00 0.00 4.00
Total 20.00 18.00 18.00 0.00 18.00
Salaries $ 706,156 $ 1,040,452 $ 977,278 $ 0$ 977,278
Equipment 0 0 0 0 0
Total $ 11,549,551 $ 14,627,511 $ 14,564,279 $ 0$ 14,564,279
SOURCE OF FUNDS
General Fund $ 9,640,494 $ 10,845,990 $ 11,247,251 $ 0$ 11,247,251
Affordable Housing Fund 135,424 280,199 447,784 0 447,784
Special Projects Fund 0 0 1,605,147 0 1,605,147
Total $ 11,549,551 $ 14,627,511 $ 14,564,279 $ 0$ 14,564,279
Corporation Counsel Departmental Budgets Department of the Corporation Counsel
Department of the
Corporation Counsel
DEPARTMENT OF THE CORPORATION COUNSEL

(COR)
ORGANIZATION CHART

Fiscal Year 2020.
Corporation Counsel
Administration
12.00 Positions
Ethics
Commission
6.00 Positions
Legal Services
Counseling and Real

Litigation Property Tax
Drafting 22.00 Positions

The Corporation Counsel (COR) serves as the chief legal advisor to, and legal representative of, the Mayor, the
City Council, all City agencies and departments, including its semi-autonomous agencies, and all City boards and
commissions in matters relating to their official powers and duties. COR represents the City in all legal proceed-
ings and performs all other legal services as required by the Revised Charter of the City and County of Honolulu.
COR Legal Services:
• Efficiency - Filling all authorized positions will promote expedient and efficient resolution of requests for legal
services and legal proceedings. Hiring of experienced attorneys and participation by COR Deputies in train-
ing and development opportunities expands COR’s knowledge base and allows COR to provide higher quality
work-product on a consistent, cost-efficient basis.
Corporation Counsel
• Cost Effective Engagement of Outside Legal Services - Recent complex litigation has highlighted the need for
COR to engage external counsel in cases that are complex, including those with unique legal issues or that
would consume significant amounts of time (for example, in responding to discovery requests), and in cases
involving subject matter areas for which COR does not have the appropriate level of experience (for example,
private public partnerships (P3) for the rail project and mixed use entertainment real estate developments,
bankruptcy, criminal, admiralty, etc.).
Ethics Commission:
• Cost Effective Engagement of External Professional Services - Engage external professional services -- such
as special investigators, hearings officers, and court reporters -- for complex Ethics Commission cases with
unique legal issues and conflicts of interest.
Budget Highlights
The FY2021 Budget reflects a 30% increase from FY20 and includes needed funding for:
COR Legal Service
• Funding for three new Deputy COR positions:
- A new Litigation Division Deputy COR to address the increasing number of Honolulu Police Department
(HPD) civil rights cases which are expected to be litigated through trial;
- A new Counseling and Drafting - Infrastructure/Community Services Section Deputy COR to address
increasing workload requirements related to the Department of Community Services (DCS) projects
including projects to provide affordable housing and address homelessness; and
- A new Counseling and Drafting Division Personnel/Public Safety Section Deputy COR to address the
increasing workload related to grievances involving United Public Workers (UPW), State of Hawaii
Organization of Police Officers (SHOPO), Hawaii Government Employees Association (HGEA), and
Hawaii Fire Fighters Association (HFFA), and related court cases; Department and Agency initiated
Requests for Legal Services (RLS) and other inquiries related to labor and employment issues.
• Merit pay increases for the Deputies COR to attract and retain qualified attorneys;
• Outside legal counsel and consultants required to represent the City and City officers and employees acting
in the course and scope of their employment in complex or specialized litigation or matters or cases in which
COR may have a conflict of interest;
• An increase of $2 million for Transit-related legal contractual services;
• Office rent for approximately seven Deputy COR and four support staff. Driven by caseload requirements,
COR’s staffing has increased over the years and we have outgrown the Department’s footprint in City Hall;
• Participation by Deputies COR in training and development opportunities to develop in-house expertise (e.g.,
federal grant programs, transit oriented development programs, etc.), to keep abreast of new legal develop-
ments (e.g., transportation network companies, online property rentals, sharing economies, small cell and
distributed antenna systems, and litigation holds), and to improve professional skills through networking and
seminars (e.g., International Municipal Attorneys Association Conferences and Seminars, Hawaii Municipal
Lawyers Conference, etc.).
Ethics Commission
• Salary funds for the creation of three (3) new positions (Administrative Assistant, Training Specialist,
Investigator) identified by the Commission during its strategic planning. The Commission determined that its
ideal staff complement includes ten (10) full-time positions and plans to achieve this complement with phased
in requests over a two-year period. This request for three new positions is the first of such requests;
• Salary increases for the Commission’s Executive Director and Legal Counsel (EDLC) and Associate Legal
Counsel (ALC) for parity with other executive legal positions within the City, as decided by the Ethics
Commission at its June 21, 2017 meeting;
• Retention of external professional services for complex Ethics Commission cases with unique legal issues or
cases with conflicts of interest; and
Corporation Counsel
• Participation by Ethics Commission staff and Commissioners in training and development opportunities to
develop ethics expertise, keep abreast of best practices and ethics developments in local, state, and federal
government and private industries, and improve professional skills through networking and seminars (e.g.,
Society of Corporate Compliance and Ethics conference and webinars; Council on Governmental Ethics Laws
conference and webinars).
Permanent FTE 94.00 98.00 98.00 6.00 104.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 94.00 98.00 98.00 6.00 104.00
Legal Services $ 8,561,747 $ 9,812,265 $ 10,799,853 $ 1,949,988 $ 12,749,841
Ethics Commission 378,954 423,444 446,725 157,248 603,973
Corporation Counsel
Total $ 8,940,701 $ 10,235,709 $ 11,246,578 $ 2,107,236 $ 13,353,814
Salaries $ 7,018,243 $ 7,446,705 $ 7,888,759 $ 457,236 $ 8,345,995
Current Expenses 1,922,458 2,789,004 3,357,819 1,650,000 5,007,819
Equipment 0 0 0 0 0
Total $ 8,940,701 $ 10,235,709 $ 11,246,578 $ 2,107,236 $ 13,353,814
SOURCE OF FUNDS
General Fund $ 8,398,648 $ 9,667,210 $ 10,639,539 $ 2,107,236 $ 12,746,775
Sewer Fund 349,532 367,966 391,791 0 391,791
Liquor Commission Fund 192,521 200,533 215,248 0 215,248
Total $ 8,940,701 $ 10,235,709 $ 11,246,578 $ 2,107,236 $ 13,353,814
Legal Services
Program Description
This activity includes counseling and drafting and litigation legal services.
COUNSELING AND DRAFTING
The Counseling and Drafting Division (C&D):
• Drafts, reviews, and provides legal advice on:
- bills for an ordinance and resolutions;
- agendas and minutes of City boards and commissions; and
- legal documents;
• Provides legal advice to the Mayor, the City Council, all City agencies and departments, including its semi-au-
Corporation Counsel
tonomous agencies, and all City boards and commissions;

• Attends all City Council and committee meetings; meetings of the City’s administration, including agencies
and departments, upon request; and meetings of City boards and commissions;
• Represents the City in court and administrative and other tribunal proceedings in the State of Hawaii with
regard to certain matters involving the City, such as procurement challenges, environmental matters, labor
and employment matters, real property tax appeals, eminent domain proceedings, administrative appeals
(including land use proceedings), foreclosures, bankruptcy actions, and interpleader actions for the return of
seized property; and
• Advises and represents the Honolulu Police Department with regard to subpoenas duces tecum.
LITIGATION
The Litigation Division:
• Processes claims and represents the City, and its officers and employees acting in the course and scope
of their employment, in personal injury, property damage, civil rights and certain contract and employment
cases, in court and other tribunal proceedings in the State of Hawaii; and
• Prosecutes liquor law violations before the Liquor Commission.
PROGRAM POSITIONS
Permanent FTE 88.00 92.00 92.00 3.00 95.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 88.00 92.00 92.00 3.00 95.00
Salaries $ 6,655,440 $ 7,083,936 $ 7,535,958 $ 299,988 $ 7,835,946
Equipment 0 0 0 0 0
Total $ 8,561,747 $ 9,812,265 $ 10,799,853 $ 1,949,988 $ 12,749,841
SOURCE OF FUNDS
General Fund $ 8,019,694 $ 9,243,766 $ 10,192,814 $ 1,949,988 $ 12,142,802
Sewer Fund 349,532 367,966 391,791 0 391,791
Total $ 8,561,747 $ 9,812,265 $ 10,799,853 $ 1,949,988 $ 12,749,841
Corporation Counsel
Ethics Commission
Program Description
This activity:
• Renders advice and publishes guidelines on the City’s ethics laws for City officers and employees, including
elected officials, managers and supervisors, and board and commission members;
• Investigates complaints alleging violations of the ethics laws, recommends discipline to appointing authori-
ties for violations of the ethics law, and may impose civil fines for ethics violations by elected and appointed
officers and employees;
• Develops and implements educational programs and mandatory training and retraining on the City’s ethics
laws for all City officers and employees, including elected officials, managers and supervisors, and board and
commission members;
• Recommends legislation to the City Council and Hawai’i Legislature;
Corporation Counsel
• Reviews and maintains financial disclosure statements of City officials with significant discretionary authority;
and
• Regulates lobbying and lobbyists.
PROGRAM POSITIONS
Permanent FTE 6.00 6.00 6.00 3.00 9.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 6.00 6.00 6.00 3.00 9.00
Salaries $ 362,803 $ 362,769 $ 352,801 $ 157,248 $ 510,049
Equipment 0 0 0 0 0
Total $ 378,954 $ 423,444 $ 446,725 $ 157,248 $ 603,973
SOURCE OF FUNDS
General Fund $ 378,954 $ 423,444 $ 446,725 $ 157,248 $ 603,973
Total $ 378,954 $ 423,444 $ 446,725 $ 157,248 $ 603,973
Customer Services Departmental Budgets Department of Customer Services
Department of Customer
Services
DEPARTMENT OF CUSTOMER SERVICES

(CSD)
ORGANIZATION CHART

Fiscal Year 2020
Administration
8.00 Positions
Customer Services
Motor Vehicle,
Public Communication Satellite City Hall Licensing & Permits
23 Positions 93.50 Positions 175.00 Positions

The Department of Customer Services (CSD) is responsible for providing the public with information about the
City and County of Honolulu’s programs and managing complaint intake, runs the City’s Design and Print Center,
administers the Motor Vehicle Licensing and Permit program, maintains the publication racks in Waikiki and man-
ages the operations of Satellite City Halls and driver licensing stations island-wide. CSD also manages the con-
tracts for various programs such as animal control, police-initiated tows and abandoned vehicles. CSD monitors
Private Transportation Companies such as taxicabs, Uber and Lyft.
• Improve Services to the Public - continue to manage the public’s wait time by increasing front line staffing,
streamlining operations, expanding Aloha Q systems to more sites, offering additional on-line service options,
24 hour kiosk service, and explore weekend service hours to eliminate long lines.
• Develop Public Information Program - create and implement a public information program to assist the public
in understanding the new rules and policies required to successfully complete their State ID application.
Planned media include video, print, on-line, and social media portals.
• Create Uniform Efficiency - focus on consistent staff training to ensure proper application of procedures and
uniform understanding of applicable rules and regulations.
• Innovation - continue to seek innovative ideas to better offer basic government services to the public such as
Customer Services
online or 24/7 kiosk options.
Budget Highlights
• Modest increases over FY2020 in salaries due to mandated collective bargaining contract terms.
• Modest current expense increase to reflect self-service kiosks transaction fees.
• Twenty positions have been deactivated to reflect a more accurate picture of the number of positions required
by the Department to deliver services.
Permanent FTE 279.00 286.00 288.00 1.00 289.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 15.25 13.50 13.50 0.00 13.50
Total 294.25 299.50 301.50 1.00 302.50
Administration $ 763,947 $ 641,987 $ 653,243 $ 0$ 653,243
Public Communication 1,406,194 1,417,406 1,431,267 0 1,431,267
Satellite City Hall 4,322,399 4,537,163 4,446,196 0 4,446,196
Motor Vehicle, Licensing and Permits 17,797,505 18,743,910 18,708,852 0 18,708,852
Total $ 24,290,045 $ 25,340,466 $ 25,239,558 $ 0$ 25,239,558
Customer Services

Salaries $ 12,579,141 $ 13,009,914 $ 12,959,812 $ 0$ 12,959,812
Equipment 93,328 35,400 0 0 0
Total $ 24,290,045 $ 25,340,466 $ 25,239,558 $ 0$ 25,239,558
SOURCE OF FUNDS
General Fund $ 21,590,766 $ 22,139,990 $ 21,824,206 $ 0$ 21,824,206
Highway Beautification Fund 2,699,279 3,200,476 3,415,352 0 3,415,352
Total $ 24,290,045 $ 25,340,466 $ 25,239,558 $ 0$ 25,239,558
Administration
Program Description
The Director and the Department Administration provide policy guidance, direction, and administrative and per-
sonnel support to the Department’s three divisions: Motor Vehicle Licensing and Permitting, the Satellite City Hall,
and the Public Communication.
PROGRAM POSITIONS
Permanent FTE 8.00 8.00 8.00 0.00 8.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 8.00 8.00 8.00 0.00 8.00
Salaries $ 573,706 $ 573,212 $ 588,408 $ 0$ 588,408
Customer Services
Equipment 0 0 0 0 0
Total $ 763,947 $ 641,987 $ 653,243 $ 0$ 653,243
SOURCE OF FUNDS
General Fund $ 763,947 $ 641,987 $ 653,243 $ 0$ 653,243
Total $ 763,947 $ 641,987 $ 653,243 $ 0$ 653,243
Public Communication
Program Description
The Public Communication Division is comprised of the Information Branch, the Design and Print Center, and the
Municipal Reference and Records Center. The division oversees departmental operations related to the intake
of customer complaints, as well as communication and coordination of information regarding City programs,
services, policies, and accomplishments to the public and the media. The division provides onsite and in-house
graphic design, printing and bindery services, manages the City’s extensive collection of traditional and electronic
publications and manages the long-term storage of City records.
PROGRAM POSITIONS
Permanent FTE 22.00 22.00 24.00 0.00 24.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.75 1.00 1.00 0.00 1.00
Total 23.75 23.00 25.00 0.00 25.00
Customer Services

Salaries $ 1,273,675 $ 1,246,046 $ 1,269,678 $ 0$ 1,269,678
Equipment 30,828 0 0 0 0
Total $ 1,406,194 $ 1,417,406 $ 1,431,267 $ 0$ 1,431,267
SOURCE OF FUNDS
General Fund $ 1,406,194 $ 1,417,406 $ 1,431,267 $ 0$ 1,431,267
Total $ 1,406,194 $ 1,417,406 $ 1,431,267 $ 0$ 1,431,267
Satellite City Hall
Program Description
This program provides essential services and information via nine storefront offices on the island of Oahu. These
offices are located at Ala Moana, Downtown, Hawaii Kai, Kapalama, Kapolei, Pearlridge, Wahiawa, Waianae and
Windward City. The Pearl Harbor Vehicle Registration Office continues as a 5-day operation at the Joint Base
Pearl Harbor-Hickam base.
While the Satellite City Hall offices (SCH) process motor vehicle registration and titling transactions as a prima-
ry function, the offices also offer an array of other services to the public. These services include the collection
of water bills and real property tax payments, sale of monthly bus passes and Spay/Neuter certificates, and the
issuance of dog, bicycle, and moped licenses. Permits issued by the SCH offices include disabled parking, picnic,
loading zone, bus stop parking and fireworks. SCH also provide information regarding various local government
programs. Renewal and duplicate services for driver license and State IDs are also provided at four locations:
Downtown, Hawaii Kai, Windward City and Pearlridge.
PROGRAM POSITIONS
Permanent FTE 86.00 89.00 87.00 0.00 87.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Customer Services
Contract FTE 4.50 4.50 4.50 0.00 4.50
Total 90.50 93.50 91.50 0.00 91.50
Salaries $ 3,782,906 $ 3,886,430 $ 3,786,243 $ 0$ 3,786,243
Equipment 0 0 0 0 0
Total $ 4,322,399 $ 4,537,163 $ 4,446,196 $ 0$ 4,446,196
SOURCE OF FUNDS
General Fund $ 4,322,399 $ 4,537,163 $ 4,446,196 $ 0$ 4,446,196
Total $ 4,322,399 $ 4,537,163 $ 4,446,196 $ 0$ 4,446,196
Motor Vehicle, Licensing and Permits
Program Description
This program processes motor vehicle, trailer, bicycle, moped and animal registrations; issues driver and business
licenses, and driving instruction permits; issues State of Hawaii identification cards; administers and enforces the
periodic motor vehicle inspection program; administers the reconstructed vehicle program; regulates private trans-
portation companies; administers the derelict and abandoned vehicle programs; issues other permits for such
matters as disabled parking, general newsstands, publication dispensing racks in the Waikiki area; and adminis-
ters the Animal Care & Control and the Spay/Neuter Certificate contracts.
PROGRAM POSITIONS
Permanent FTE 163.00 167.00 169.00 1.00 170.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 9.00 8.00 8.00 0.00 8.00
Total 172.00 175.00 177.00 1.00 178.00
Customer Services

Salaries $ 6,948,854 $ 7,304,226 $ 7,315,483 $ 0$ 7,315,483
Equipment 62,500 35,400 0 0 0
Total $ 17,797,505 $ 18,743,910 $ 18,708,852 $ 0$ 18,708,852
SOURCE OF FUNDS
General Fund $ 15,098,226 $ 15,543,434 $ 15,293,500 $ 0$ 15,293,500
Highway Beautification Fund 2,699,279 3,200,476 3,415,352 0 3,415,352
Total $ 17,797,505 $ 18,743,910 $ 18,708,852 $ 0$ 18,708,852
Design and Construction Departmental Budgets Department of Design and Construction
Department of Design
and Construction
DEPARTMENT OF DESIGN AND CONSTRUCTION

(DDC)
ORGANIZATION CHART

Fiscal Year 2020
Administration
13.00 Positions
Design and Construction
Project and Construction Management Land Services


The Department of Design and Construction (DDC) is the central agency responsible for the execution of the
City’s Capital Improvement Program (CIP). It is responsible for coordinating the project planning, design, and
construction management of CIP projects including roads, bridges, drainage, flood control, earth stabilization,
and facilities supporting park, fire, police, emergency, civic, enterprise, and medical examiner operations, among
others. The Department also performs land survey and land acquisition in support of all City agencies. In addition,
it develops long-range energy conservation projects for general government office buildings.
• Road Maintenance - the Department has exceeded the Mayor’s initiative of repaving the City roads of 300
lane miles a year for a total of 1,500 lane miles over a 5 year period. Going forward, the Department will be
focusing its attention on continuing a timely road rehabilitation program as well as developing and executing
Complete Streets projects.
• Transit Oriented Development - coordinate with departments in acquisition of land and assist with planning for
construction of catalytic projects and rail connectivity projects in transit oriented development areas.
• Energy Conservation - continue to convert the City’s approximately 53,500 legacy street lights to LED street
lights with a networked lighting control system. The project will save the City approximately $5 million annual-
ly, which will be used to help pay for the project over a ten-year period. The lighting control system will allow
the City to manage the operation of the street lights and measure their energy savings, as well as, assess
the energy consumption of existing City facilities with the goals of finding ways to reduce the City’s energy
consumption.
Budget Highlights
• $275,000 for a City-wide Energy Services Performance Contracting Program. Funds will be used to perform

a City-wide Investment Grade Audit (IGA) in support of the City’s broader energy sustainability and resilience
agenda.
• Equipment request of $50,000 to replace two (2) Total Station with Data Collector and accessories for the
Survey Branch, Land Division; $10,000 to replace a Wide Format Color Ink Jet Printer for the Survey Branch,
Land Division. Existing printer is 10 years old and has reached its life expectancy.
• $500,000 for a Consultant Services Contract that will be used to develop policies for design and construction
standards that mitigate and adapt to the impacts of climate change and sea level rise.
Permanent FTE 193.00 196.00 196.00 0.00 196.00
Temporary FTE 1.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 194.00 196.00 196.00 0.00 196.00
Administration $ 2,289,675 $ 2,338,961 $ 2,404,140 $ 0$ 2,404,140
Project and Construction Management 10,908,835 12,139,007 12,452,928 0 12,452,928
Land Services 2,820,318 2,717,537 2,811,394 0 2,811,394
East Oahu Floods-State of Hawaii 10,000,000 0 0 0 0
Total $ 26,018,828 $ 17,195,505 $ 17,668,462 $ 0$ 17,668,462
Salaries $ 11,473,975 $ 11,422,260 $ 11,618,995 $ 0$ 11,618,995
Equipment 156,091 71,600 60,000 0 60,000
Total $ 17,046,486 $ 17,195,505 $ 17,668,462 $ 0$ 17,668,462
SOURCE OF FUNDS
General Fund $ 9,290,499 $ 10,310,756 $ 10,685,414 $ 0$ 10,685,414
Highway Fund 5,972,628 6,048,253 6,066,552 0 6,066,552
Sewer Fund 115,701 116,496 116,496 0 116,496
Special Projects Fund 10,000,000 0 0 0 0
Total $ 26,018,828 $ 17,195,505 $ 17,668,462 $ 0$ 17,668,462
Administration
Program Description
This program plans, directs and coordinates the activities of the Department of Design and Construction. It pro-
vides the Department with administrative services support, including personnel management, capital and oper-
ating budget preparation, administrative reports and records management, Council and legislative tracking, and
project tracking and reporting.
Activities also include interagency coordination, emergency management coordination and coordination of
department compliance programs associated with National Pollutant Discharge Elimination System regulatory
requirements.
PROGRAM POSITIONS
Permanent FTE 13.00 13.00 13.00 0.00 13.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 13.00 13.00 13.00 0.00 13.00
Salaries $ 962,473 $ 957,501 $ 1,067,380 $ 0$ 1,067,380

Equipment 0 0 0 0 0
Total $ 2,289,675 $ 2,338,961 $ 2,404,140 $ 0$ 2,404,140
SOURCE OF FUNDS
General Fund $ 2,289,675 $ 2,338,961 $ 2,404,140 $ 0$ 2,404,140
Total $ 2,289,675 $ 2,338,961 $ 2,404,140 $ 0$ 2,404,140
Project and Construction Management
Program Description
This program oversees the activities relating to capital improvements to various city facilities to include roads,
street lighting, bridges, municipal buildings, fire and police stations and facilities, emergency services facilities,
parks facilities and enterprise facilities (such as the zoo, golf courses, Blaisdell Center and Waikiki Shell).
Activities include in-house preparation of architectural and engineering design plans as well as outsourcing pro-
fessional design work to private consulting firms. Other activities include reviewing subdivision plans and plans for
facilities to be dedicated to the City for compliance with City standards.
Also managed are construction and inspection activities for all programs within the Department.
PROGRAM POSITIONS
Permanent FTE 127.00 130.00 130.00 0.00 130.00
Temporary FTE 1.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 128.00 130.00 130.00 0.00 130.00
Salaries $ 7,858,475 $ 7,892,662 $ 7,886,951 $ 0$ 7,886,951

Equipment 42,528 14,000 0 0 0
Total $ 10,908,835 $ 12,139,007 $ 12,452,928 $ 0$ 12,452,928
SOURCE OF FUNDS
General Fund $ 4,463,625 $ 5,539,642 $ 5,755,264 $ 0$ 5,755,264
Highway Fund 5,805,210 5,879,365 5,897,664 0 5,897,664
Total $ 10,908,835 $ 12,139,007 $ 12,452,928 $ 0$ 12,452,928
Land Services
Program Description
This program conducts land surveys, title searches, appraisals, negotiations and acquisition of real property and
easements for all City projects.
PROGRAM POSITIONS
Permanent FTE 53.00 53.00 53.00 0.00 53.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 53.00 53.00 53.00 0.00 53.00
Salaries $ 2,653,027 $ 2,572,097 $ 2,664,664 $ 0$ 2,664,664
Equipment 113,563 57,600 60,000 0 60,000
Total $ 2,820,318 $ 2,717,537 $ 2,811,394 $ 0$ 2,811,394
SOURCE OF FUNDS

General Fund $ 2,537,199 $ 2,432,153 $ 2,526,010 $ 0$ 2,526,010
Highway Fund 167,418 168,888 168,888 0 168,888
Sewer Fund 115,701 116,496 116,496 0 116,496
Total $ 2,820,318 $ 2,717,537 $ 2,811,394 $ 0$ 2,811,394
Emergency Management Departmental Budgets Department of Emergency Management
Department of
Emergency Management
DEPARTMENT OF EMERGENCY MANAGEMENT

(DEM)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
3.00 Positions
Coordination
12.48 Positions
DEPARTMENT OF EMERGENCY MANAGEMENT

(DEM)
EMERGENCY OPERATING DISTRICTS
Emergency Operations Cen-
*
EMERGENCY OPERATIONS CENTER (EOC) FRANK F. FASI MUNICIPAL BUILDING
DISTRICT 1 CENTRAL HONOLULU
DISTRICT 2 WAHIAWA
DISTRICT 3 PEARL CITY
DISTRICT 4 KANEOHE
DISTRICT 5 KALIHI
DISTRICT 6 WAIKIKI
DISTRICT 7 EAST HONOLULU
DISTRICT 8 WAIANAE/KAPOLEI

The Department of Emergency Management (DEM) coordinates the City’s emergency management functions
with state, federal, and non-government agencies to mitigate, prepare for, respond to, and recover from natural
and manmade hazards. The department, in coordination with other City departments and external partners, main-
tains a high level of readiness, prepares and updates contingency plans, and expands awareness of response
programs to meet emergency needs.
• Support disaster preparedness education and outreach for the whole community.
• Inclusive public information and education. Translating emergency preparedness to make them accessible to
individuals in our communities with limited English proficiency.
• Ensure DEM staff and Emergency Management Reserve Corps (EMRC) volunteers have necessary supplies
and communication equipment to conduct and sustain emergency operations.
• Maintain operational readiness of all communications and emergency systems, to include outdoor warning
sirens.
• Develop and maintain emergency plans to enable coordinated and effective response to natural and human-
caused disasters.
Budget Highlights
• Overall slight decrease over FY20 due to decreases in current expense expenditures.
• Increase of salaries due to negotiated collective bargaining agreement.
Permanent FTE 13.48 13.48 14.48 0.00 14.48
Temporary FTE 2.00 2.00 1.00 0.00 1.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 15.48 15.48 15.48 0.00 15.48
Emergency Management Coordination $ 2,724,660 $ 1,726,197 $ 1,341,991 $ 0$ 1,341,991
Total $ 2,724,660 $ 1,726,197 $ 1,341,991 $ 0$ 1,341,991
Salaries $ 1,078,385 $ 966,797 $ 1,059,493 $ 0$ 1,059,493
Current Expenses 1,336,731 759,400 282,498 0 282,498
Equipment 309,544 0 0 0 0
Total $ 2,724,660 $ 1,726,197 $ 1,341,991 $ 0$ 1,341,991
SOURCE OF FUNDS
General Fund $ 1,261,019 $ 1,691,197 $ 1,306,991 $ 0$ 1,306,991
Special Projects Fund 28,883 35,000 35,000 0 35,000
Federal Grants Fund 1,434,758 0 0 0 0
Total $ 2,724,660 $ 1,726,197 $ 1,341,991 $ 0$ 1,341,991
Emergency Management Coordination
Program Description
This program formulates emergency plans and procedures; coordinates the use of all available resources for
the protection of life and property in the event of disaster; provides for the continuity of government operations;
coordinates operational capabilities required to sustain operations in an emergency; assesses damage to public
and private property; coordinates recovery activities; provides emergency information and public education; and
coordinates an active volunteer program.
PROGRAM POSITIONS
Permanent FTE 13.48 13.48 14.48 0.00 14.48
Temporary FTE 2.00 2.00 1.00 0.00 1.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 15.48 15.48 15.48 0.00 15.48
Salaries $ 1,078,385 $ 966,797 $ 1,059,493 $ 0$ 1,059,493
Equipment 309,544 0 0 0 0
Total $ 2,724,660 $ 1,726,197 $ 1,341,991 $ 0$ 1,341,991
SOURCE OF FUNDS
General Fund $ 1,261,019 $ 1,691,197 $ 1,306,991 $ 0$ 1,306,991

Total $ 2,724,660 $ 1,726,197 $ 1,341,991 $ 0$ 1,341,991
Emergency Services Departmental Budgets Department of Emergency Services
Department of
Emergency Services

(ESD)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
10.00 Positions
Emergency Medical Services Ocean Safety Health Services

312.25 Positions 225.00 Positions 12.35 Positions
Emergency Services

(ESD)
EMERGENCY MEDICAL SERVICES UNIT LOCATIONS
Kahuku
Waialua
Wahiawa
Kaneohe
Waipio
Kailua
Waipahu Aiea
Waianae
Waimanalo
 Makiki
 Metro I
Nanakuli
 Makakilo Ewa Beach

Charlie I
Baker
Pawaa I Wailupe Hawaii Kai
Emergency Services
Emergency Medical Services Stations

(ESD)
OCEAN SAFETY—LIFEGUARD TOWERS
Sunset Beach
Kawaena Ehukai Beach Tower 25
Tower 27 Park
Tower 26
Waimea Bay
Tower 29
Chun’s Reef
Tower 30A
Laniakea Beach
Tower 30B
Haleiwa Beach
Tower 31
Kualoa Beach Park

Tower 9
Keawaula
Beach Park
Tower 50
Kailua Beach Park
Makaha Tower 8, 8B
Tower 47A,
47B Bellows Beach
Tower 7
Waimanalo Bay
Pokai Bay Tower 6
Tower 45
Maili Beach Park

Tower 43A, 43B
Depot’s Beach
Tower 42
Nanakuli
Beach Park
Tower 41
Ala Moana Beach Park
Towers 1B, 1C, 1D, 1E, 1G
Waikiki Beach
Towers 2A, 2B, 2C, 2D Patrol, 2E, Hanauma Bay
Emergency Services
2F, 2H Towers 3A-C

Educ. Ctr 3E
Lifeguard Towers

The Department of Emergency Services is responsible for providing an effective and efficient operation via the
Emergency Medical Services (EMS) Division, the Ocean Safety (OS) and Lifeguard Services Division and the
Health Services (HS) Branch. EMS provides advanced life support, pre-hospital medical response by 21 ambu-
lance units. OS provides disaster planning and response, a comprehensive ocean safety program that includes
lifeguard services at 42 towers located at various beaches including selected City beach parks, and utilizes 17
mobile patrol and 911 dispatched response units to provide service to the remaining 156 identified beaches on
Oahu. The Division also performs and participates in numerous ocean and drowning related education and injury
prevention programs and campaigns. HS conducts pre-employment physical and medical evaluations for all
City personnel as required for their positions and/or maintenance of licensure or physical fitness standards as
mandated by the City and County of Honolulu, Hawaii Occupational Safety and Health Division (HIOSH), U. S.
Department of Transportation, Federal Motor Carrier Safety Administration (FMCSA) or other regulating agencies,
and provides other medical assistance to other City programs, including blood draws for DUI cases as requested
by the Honolulu Police Department.
• Purchase of fifteen (15) pharmaceutical dispensary machines to improve the availability, storage, and
accountability of medications, including controlled substances for EMS units.
• Implementation of a four (4) day, ten (10) hour work schedule for mobile operations which will begin the imple-
mentation of the “Dawn to Dusk” ocean safety program for the City and County of Honolulu.
• Four (4) new response trucks for Ocean Safety for visible “Dawn to Dusk” coverage on the island of Oahu.
Budget Highlights
• Increase over FY 2020 salaries primarily due to negotiated collective bargaining increases and expansion of
core services.
• Creation of twenty three (23) positions added to the Ocean Safety division to begin the implementation of the
required “Dawn to Dusk” ocean safety operations island-wide by July, 2021; twelve (12) positions to support
an ambulance unit in urban Honolulu; additional physician position for emergency medical coverage; and
(0.50) additional physician position for Health Services medical evaluations of employees and new hires.
Emergency Services
Permanent FTE 505.20 533.50 533.50 36.75 570.25
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 38.75 26.10 31.50 0.00 31.50
Total 543.95 559.60 565.00 36.75 601.75
Administration $ 725,729 $ 749,430 $ 860,628 $ 0$ 860,628
Emergency Medical Services 31,694,300 38,176,929 39,270,105 855,180 40,125,285
Ocean Safety 14,992,615 15,424,036 15,832,235 1,276,312 17,108,547
Health Services 964,509 955,413 906,958 42,516 949,474
Total $ 48,377,153 $ 55,305,808 $ 56,869,926 $ 2,174,008 $ 59,043,934
Salaries $ 37,917,871 $ 41,495,515 $ 42,677,980 $ 1,953,648 $ 44,631,628
Equipment 2,035,764 3,907,942 3,954,580 220,360 4,174,940
Total $ 48,377,153 $ 55,305,808 $ 56,869,926 $ 2,174,008 $ 59,043,934
SOURCE OF FUNDS
General Fund $ 46,651,002 $ 53,210,286 $ 54,977,543 $ 2,174,008 $ 57,151,551
Hanauma Bay Nature Preserve Fund 1,027,965 1,398,438 1,409,900 0 1,409,900
Total $ 48,377,153 $ 55,305,808 $ 56,869,926 $ 2,174,008 $ 59,043,934
Emergency Services
Administration
Program Description
This program provides administrative support to the department in its delivery of pre-hospital emergency medical
services, ocean safety and lifeguard services to the residents and visitors on the island of Oahu, and pre-em-
ployment, physical and medical evaluations for all City personnel as required for their position, maintenance of
licensure, physical fitness, or other medical determination/assistance as needed.
PROGRAM POSITIONS
Permanent FTE 8.00 8.00 8.00 0.00 8.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 2.00 2.00 0.00 2.00
Total 9.00 10.00 10.00 0.00 10.00
Salaries $ 675,540 $ 692,880 $ 804,078 $ 0$ 804,078
Equipment 0 0 0 0 0
Total $ 725,729 $ 749,430 $ 860,628 $ 0$ 860,628
SOURCE OF FUNDS
General Fund $ 725,729 $ 749,430 $ 860,628 $ 0$ 860,628
Total $ 725,729 $ 749,430 $ 860,628 $ 0$ 860,628
Emergency Services
Emergency Medical Services
Program Description
Pursuant to an annual contract between the City and County of Honolulu and the State Department of Health, this
program provides all Advanced Life Support (ALS) pre-hospital emergency medical care and emergency ambu-
lance services for the public 24-hours per day, in an expeditious and efficient manner. The Emergency Medical
Services (EMS) program also promotes injury prevention, public education, and disaster planning activities.
The budget includes funding for the city’s costs of performing this program, which is eligible for 100% state reim-
bursement. Staffing of ambulance stations and the scheduled replacement of existing equipment and ambulanc-
es are included in the proposed funding.
PROGRAM POSITIONS
Permanent FTE 285.75 301.75 301.75 13.25 315.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 10.50 10.50 13.50 0.00 13.50
Total 296.25 312.25 315.25 13.25 328.50
Salaries $ 23,313,904 $ 26,260,387 $ 27,275,443 $ 855,180 $ 28,130,623
Equipment 1,579,557 3,543,880 3,505,000 0 3,505,000
Total $ 31,694,300 $ 38,176,929 $ 39,270,105 $ 855,180 $ 40,125,285
SOURCE OF FUNDS
General Fund $ 31,694,300 $ 38,176,929 $ 39,270,105 $ 855,180 $ 40,125,285
Total $ 31,694,300 $ 38,176,929 $ 39,270,105 $ 855,180 $ 40,125,285
Emergency Services
Ocean Safety
Program Description
This program provides comprehensive ocean safety programs; including ocean rescue, emergency medical
response, prevention, and education services for the island of Oahu.
The division is the primary responder to emergencies arising on the beaches and near shore waters and has
enhanced service functions.
The division continues to promote community awareness of best ocean safety practices through various pro-
grams, lectures, demonstrations, utilization of various media to disseminate educational information, and part-
nerships with Federal, State, non profit, for profit, and public safety agencies to ensure a comprehensive ocean
safety program for the residents and visitors to the City and County of Honolulu.
PROGRAM POSITIONS
Permanent FTE 199.95 212.00 212.00 23.00 235.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 26.00 13.00 16.00 0.00 16.00
Total 225.95 225.00 228.00 23.00 251.00
Salaries $ 13,252,840 $ 13,841,608 $ 13,946,274 $ 1,055,952 $ 15,002,226
Equipment 417,203 364,062 449,580 220,360 669,940
Total $ 14,992,615 $ 15,424,036 $ 15,832,235 $ 1,276,312 $ 17,108,547
SOURCE OF FUNDS
General Fund $ 13,266,464 $ 13,328,514 $ 13,939,852 $ 1,276,312 $ 15,216,164
Total $ 14,992,615 $ 15,424,036 $ 15,832,235 $ 1,276,312 $ 17,108,547
Emergency Services
Health Services
Program Description
This program conducts pre-employment and annual medical evaluations of current and prospective employees,
including examinations mandated under the Hawaii Occupational Safety and Health Division (HIOSH) and U.S.
Department of Transportation, Federal Motor Carrier Safety Administration (FMCSA) rules, and supports hearing
conservation, respiratory protection, asbestos and blood borne pathogen programs; medically certifies commer-
cial drivers and operators of crane and hoist equipment; and conducts and oversees programs that are designed
to promote health, reduce risks and prevent injury.
Health Services is responsible for the physical health and safety of all safety sensitive workers, to include Fitness
for Duty and Return to Work.
This program is responsible for the maintenance of City and County medical health services, as well as post-ex-
posure incidents. Additionally, it administers a drug screening program for new hires and random testing for
selected employees, including required medical review officer (MRO) services, and provides blood analysis for
suspects arrested for driving under the influence of alcohol (DUI) for the Honolulu Police Department, including
providing expert witness testimony in court.
PROGRAM POSITIONS
Permanent FTE 11.50 11.75 11.75 0.50 12.25
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.25 0.60 0.00 0.00 0.00
Total 12.75 12.35 11.75 0.50 12.25
Salaries $ 675,587 $ 700,640 $ 652,185 $ 42,516 $ 694,701
Equipment 39,004 0 0 0 0
Total $ 964,509 $ 955,413 $ 906,958 $ 42,516 $ 949,474
SOURCE OF FUNDS
Emergency Services

General Fund $ 964,509 $ 955,413 $ 906,958 $ 42,516 $ 949,474
Total $ 964,509 $ 955,413 $ 906,958 $ 42,516 $ 949,474
Enterprise Services Departmental Budgets Department of Enterprise Services
Department of
Enterprise Services

(DES)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
13.00 Positions
Honolulu Zoo Golf Courses Auditoriums

Building Services Customer Services

Enterprise Services

(DES)
2
4
5
6 8
3 7
9
FACILITIES LOCATIONS
1 KAHUKU MUNICIPAL GOLF COURSE
2 PALI MUNICIPAL GOLF COURSE
3 ALA WAI MUNICIPAL GOLF COURSE
4 TED MAKALENA MUNICIPAL GOLF COURSE
5 WEST LOCH MUNICIPAL GOLF COURSE
Enterprise Services
6 EWA VILLAGES MUNICIPAL GOLF COURSE

7 HONOLULU ZOO
8 NEAL S. BLAISDELL CENTER
9 TOM MOFFATT WAIKIKI SHELL

The Department of Enterprise Services (DES) operates and maintains the Neal S. Blaisdell Center, Tom Moffatt
Waikiki Shell, Honolulu Zoo, and six municipal golf courses. The Department prepares, administers, and enforces
citywide concession contracts.
• Upgrade and enhance Honolulu Zoo facilities to maintain the Association of Zoos and Aquariums (AZA)
accreditation standards, promote conservation education of native species and improve the visitor experience.
• Address deferred maintenance needs of Blaisdell venues and campus to ensure continued service to the
public.
Budget Highlights
• $150,000 funded for bridge inspections at three of the six golf courses. Bridge inspections will be rotated
each year to meet the mandatory two year inspection program.
• Current expense budget decreased slightly in FY2021.
Enterprise Services
Permanent FTE 264.40 265.40 265.40 0.00 265.40
Temporary FTE 12.51 12.51 12.51 0.00 12.51
Contract FTE 44.31 51.79 36.79 0.00 36.79
Total 321.22 329.70 314.70 0.00 314.70
Administration $ 916,851 $ 1,524,603 $ 740,616 $ 0$ 740,616
Auditoriums 6,035,168 6,358,593 6,394,303 0 6,394,303
Honolulu Zoo 7,150,409 7,367,262 7,550,531 0 7,550,531
Golf Courses 10,224,769 10,408,186 10,778,120 0 10,778,120
Total $ 24,327,197 $ 25,658,644 $ 25,463,570 $ 0$ 25,463,570
Salaries $ 14,340,930 $ 14,632,859 $ 14,885,758 $ 0$ 14,885,758
Equipment 234,000 143,200 102,500 0 102,500
Total $ 24,327,197 $ 25,658,644 $ 25,463,570 $ 0$ 25,463,570
SOURCE OF FUNDS
Honolulu Zoo Fund $ 7,192,293 $ 7,367,262 $ 7,550,531 $ 0$ 7,550,531
Golf Fund 10,340,977 10,408,186 10,778,120 0 10,778,120
Special Events Fund 6,781,215 7,883,196 7,134,919 0 7,134,919
Total $ 24,327,197 $ 25,658,644 $ 25,463,570 $ 0$ 25,463,570
Enterprise Services
Administration
Program Description
The Administration program directs and coordinates the programs and activities of the Neal S. Blaisdell Center,
Tom Moffatt Waikiki Shell, Honolulu Zoo, and six municipal golf courses. In addition, the program coordinates the
preparation, administration, and enforcement of citywide concession contracts. This program provides staff and
clerical support services in personnel, budgetary, and organization management.
PROGRAM POSITIONS
Permanent FTE 13.00 13.00 13.00 0.00 13.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 0.00 0.00 0.00 0.00
Total 14.00 13.00 13.00 0.00 13.00
Salaries $ 890,464 $ 895,913 $ 712,336 $ 0$ 712,336
Equipment 0 0 0 0 0
Total $ 916,851 $ 1,524,603 $ 740,616 $ 0$ 740,616
SOURCE OF FUNDS
Special Events Fund $ 916,851 $ 1,524,603 $ 740,616 $ 0$ 740,616
Total $ 916,851 $ 1,524,603 $ 740,616 $ 0$ 740,616
Enterprise Services
Auditoriums
Program Description
The Auditoriums program manages and operates the Neal S. Blaisdell Center Arena, Concert Hall, Exhibition Hall,
Arena, meeting rooms, and the Tom Moffatt Waikiki Shell to bring a diversity of entertainment, sports, expositions,
cultural, and educational events to the citizens of Hawaii. The facilities are rented to individuals and groups at
user fee rates set by Ordinance to cover the cost of operations. The program provides support services for these
activities including: contracting, planning, marketing, preparing scaled drawings, ticketing, ushering, equipment
rentals, security plans, set ups, and concession services. Some of the support services, equipment, and activ-
ities are chargeable to the tenants and those revenues contribute to covering the expenses of the operation of
the facilities. The program provides overall maintenance and operation of the systems needed for the efficient
use of buildings, equipment, and grounds at the Blaisdell Center and the Tom Moffatt Waikiki Shell. The program
also provides trades and maintenance support to the Honolulu Zoo, some City concessions, the six municipal golf
courses, and Thomas Square.
PROGRAM POSITIONS
Permanent FTE 60.00 60.00 60.00 0.00 60.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 38.56 47.04 32.04 0.00 32.04
Total 98.56 107.04 92.04 0.00 92.04
Salaries $ 3,888,498 $ 4,128,648 $ 4,055,048 $ 0$ 4,055,048
Equipment 0 55,000 25,000 0 25,000
Total $ 6,035,168 $ 6,358,593 $ 6,394,303 $ 0$ 6,394,303
SOURCE OF FUNDS
Honolulu Zoo Fund $ 54,596 $ 0$ 0$ 0$ 0
Golf Fund 116,208 0 0 0 0
Special Events Fund 5,864,364 6,358,593 6,394,303 0 6,394,303
Total $ 6,035,168 $ 6,358,593 $ 6,394,303 $ 0$ 6,394,303
Enterprise Services
Honolulu Zoo
Program Description
The Honolulu Zoo program plans, operates, and maintains a 42-acre integrated zoological and botanical park
within the boundaries of Kapiolani Park.
The mission of the Honolulu Zoo is to inspire stewardship of our living world by providing meaningful experiences
for our guests. The Zoo emphasizes Pacific Tropical ecosystems and our values of malama (caring) and hoòkipa
(hospitality).
PROGRAM POSITIONS
Permanent FTE 84.00 85.00 85.00 0.00 85.00
Temporary FTE 0.42 0.42 0.42 0.00 0.42
Contract FTE 4.35 4.35 4.35 0.00 4.35
Total 88.77 89.77 89.77 0.00 89.77
Salaries $ 4,101,846 $ 4,266,562 $ 4,433,234 $ 0$ 4,433,234
Equipment 63,904 48,200 12,500 0 12,500
Total $ 7,150,409 $ 7,367,262 $ 7,550,531 $ 0$ 7,550,531
SOURCE OF FUNDS
Honolulu Zoo Fund $ 7,137,697 $ 7,367,262 $ 7,550,531 $ 0$ 7,550,531
Total $ 7,150,409 $ 7,367,262 $ 7,550,531 $ 0$ 7,550,531
Enterprise Services
Golf Courses
Program Description
The Golf Courses program operates and maintains six municipal golf courses: five eighteen-hole golf courses
(Ala Wai, Pali, Ted Makalena, West Loch, and Ewa Villages) and one nine-hole golf course (Kahuku). The Golf
Courses program schedules tournaments and accepts reservations for group and individual play via an automat-
ed reservation system; develops and enforces golf course rules and regulations; and collects and accounts for
green, tournament, and golf cart rental fees. The Golf Courses program is also responsible for the operations
of the power golf carts at the eighteen-hole courses and the rental of pull carts and golf club sets at Kahuku Golf
Course. This program is responsible for renovating and maintaining the existing golf courses and for planning
new municipal golf facilities. The program also monitors golf course related food and beverage, driving range,
and pro shop concession contracts and makes recommendations for concession contract specifications.
PROGRAM POSITIONS
Permanent FTE 107.40 107.40 107.40 0.00 107.40
Temporary FTE 12.09 12.09 12.09 0.00 12.09
Contract FTE 0.40 0.40 0.40 0.00 0.40
Total 119.89 119.89 119.89 0.00 119.89
Salaries $ 5,460,122 $ 5,341,736 $ 5,685,140 $ 0$ 5,685,140
Equipment 170,096 40,000 65,000 0 65,000
Total $ 10,224,769 $ 10,408,186 $ 10,778,120 $ 0$ 10,778,120
SOURCE OF FUNDS
Golf Fund $ 10,224,769 $ 10,408,186 $ 10,778,120 $ 0$ 10,778,120
Total $ 10,224,769 $ 10,408,186 $ 10,778,120 $ 0$ 10,778,120
Enterprise Services
Environmental Services Departmental Budgets Department of Environmental Services
Department of
Environmental Services

(ENV)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
42.00 Positions
Collection System Environmental Treatment & Wastewater Eng. & Refuse Collection &
Maintenance Quality Disposal Construction Disposal
211.00 Positions 84.00 Positions 352.00 Positions 97.00 Positions 388.00 Positions
(ENV)
WASTEWATER TREATMENT AND DISPOSAL FACILITIES
KAHUKU
WWTP
LAIE WATER
RECLAMATION
FACILITY
PAALAA
KAI WWTP
WAHIAWA
WWTP
WAIANAE
WWTP KAILUA REGIONAL
WWTP
WAIMANALO
HONOULIULI WWTP
WWTP
SAND ISLAND
WWTP

(ENV)
REFUSE COLLECTION AND DISPOSAL FACILITIES
15
16
14
13
12
11
10
9
3
5 4 18 17
8
2 1 19
6
7
REFUSE COLLECTION AND DISPOSAL FACILITIES LOCATIONS

1. HONOLULU CORP. YARD 11. WAHIAWA CORP. YARD
2. KEEHI TRANSFER STATION 12. WAHIAWA CONVENIENCE CENTER
3. PEARL CITY CORP. YARD 13. WAIALUA CORP. YARD
4. WAIPAHU MAINTENANCE FACILITY 14. KAWAILOA TRANSFER STATION
5. WAIPAHU CONVENIENCE CENTER 15. KOOLAULOA-LAIE CORP. YARD
6. EWA CONVENIENCE CENTER 16. LAIE CONVENIENCE CENTER
7. H-POWER 17. KAILUA CORP. YARD
8. WAIMANALO GULCH LANDFILL 18. KAPAA QUARRY TRANSFER STATION
9. WAIANAE CORP. YARD 19. WAIMANALO CONVENIENCE CENTER
10. WAIANAE CONVENIENCE CENTER
The Department of Environmental Services plans, directs, operates, and administers the City and County of
Honolulu’s wastewater and solid waste programs. This includes operation and maintenance of the wastewater
collection, treatment and disposal system, and the management, collection, and disposal of solid waste.
• Process Improvements - Continue to utilize streamlined procurement methods to provide cured-in-place pipe
(CIPP) lining to upgrade the wastewater collection system and meet 2010 Consent Decree rehabilitation
requirements ahead of schedule. Coordinating sewer rehabilitation work with other utilities and road improve-
ment work, including prioritization based on closed-circuit television (CCTV) inspections.
• Sewer Enhancements - Enhanced sewer cleaning program maintained at levels above the requirements in
the 2010 Consent Decree for improved minimization of spills, maintenance of capacity, and reduction of prob-
lems causing odors.
• Refuse Service Enhancements - Implemented pilot change to bulky item collection via an appointment pro-
cess. Working to expand island wide.
Budget Highlights
• Other salary and benefit increases primarily due to mandated collective bargaining contract terms.
• Sixty positions have been deactivated to reflect a more accurate picture of the number of positions required
by the department to deliver services.

Permanent FTE 1,173.00 1,173.00 1,173.00 0.00 1,173.00
Temporary FTE 1.00 1.00 1.00 0.00 1.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 1,174.00 1,174.00 1,174.00 0.00 1,174.00
Administration $ 8,139,439 $ 11,431,888 $ 10,604,264 $ 100,000 $ 10,704,264
Environmental Quality 5,613,938 10,074,206 6,904,225 0 6,904,225
Collection System Maintenance 18,008,537 25,668,036 27,278,892 0 27,278,892
Wastewater Engineering and 1,302,103 1,767,364 2,034,185 0 2,034,185
Construction
Treatment and Disposal 66,866,041 78,676,052 84,421,346 0 84,421,346
Refuse Collection and Disposal 158,246,259 166,787,409 169,056,721 0 169,056,721
Total $ 258,176,317 $ 294,404,955 $ 300,299,633 $ 100,000 $ 300,399,633
Salaries $ 62,788,751 $ 73,132,376 $ 77,109,413 $ 0$ 77,109,413
Equipment 0 0 900,000 0 900,000
Total $ 258,176,317 $ 294,404,955 $ 300,299,633 $ 100,000 $ 300,399,633
SOURCE OF FUNDS
Sewer Fund $ 99,727,063 $ 127,244,357 $ 130,861,926 $ 100,000 $ 130,961,926
Refuse Genl Operating Acct -SWSF 62,450,825 63,671,218 64,929,214 0 64,929,214
Sld Wst Dis Fac Acct - SWSF 84,124,863 91,843,132 92,963,742 0 92,963,742
Glass Incentive Account - SWSF 198,850 700,000 700,000 0 700,000
Recycling Account - SWSF 11,674,716 10,946,248 10,844,751 0 10,844,751
Total $ 258,176,317 $ 294,404,955 $ 300,299,633 $ 100,000 $ 300,399,633
Administration
Program Description
This program provides administrative services for the City’s wastewater and solid waste programs. It provides
overall development, coordination and management through program financial planning, capital program plan-
ning, scheduling and tracking, and the development and operation of the Department’s enterprise asset man-
agement system. Centralized personnel, financial, information technology, asset management, employee and
management training and administrative services for the Department are also provided.
PROGRAM POSITIONS
Permanent FTE 42.00 42.00 42.00 0.00 42.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 42.00 42.00 42.00 0.00 42.00
Salaries $ 2,186,404 $ 2,552,293 $ 2,676,679 $ 0$ 2,676,679
Equipment 0 0 0 0 0
Total $ 8,139,439 $ 11,431,888 $ 10,604,264 $ 100,000 $ 10,704,264
SOURCE OF FUNDS
Sewer Fund $ 7,936,444 $ 11,216,468 $ 10,388,536 $ 100,000 $ 10,488,536
Total $ 8,139,439 $ 11,431,888 $ 10,604,264 $ 100,000 $ 10,704,264
Environmental Quality
Program Description
This division oversees compliance with wastewater environmental regulations, insures the environmental waste-
water permits issued to the Department/division are technically valid, and utilizes risk assessment to establish
effective and efficient environmental compliance programs.
The division manages a variety of programs that direct, coordinate, and manage activities relating to federal, state
and local environmental requirements involving wastewater pre-treatment and discharge, industrial pre-treat-
ment, discharge permits, and air, and water quality monitoring. The division develops programs and projects for
discharges to our sewer collection system to prevent or minimize negative impacts to our treatment facilities and
receiving body of waters. The division engages in public outreach and education to raise awareness of the impact
of chemicals and products on our natural resources. The division also investigates and enforces against illegal
discharges, reviews Environmental Assessments and Environmental Impact Statements for water quality impacts,
and works with other agencies to update City standards to reflect local, state and federal requirements.
Support functions include water quality monitoring, air quality monitoring, laboratory analysis, oceanographic
sampling, and biological monitoring.
PROGRAM POSITIONS
Permanent FTE 84.00 84.00 84.00 0.00 84.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 84.00 84.00 84.00 0.00 84.00
Salaries $ 4,253,795 $ 5,318,651 $ 5,374,530 $ 0$ 5,374,530
Equipment 0 0 0 0 0
Total $ 5,613,938 $ 10,074,206 $ 6,904,225 $ 0$ 6,904,225
SOURCE OF FUNDS
Sewer Fund $ 5,613,938 $ 10,074,206 $ 6,904,225 $ 0$ 6,904,225
Total $ 5,613,938 $ 10,074,206 $ 6,904,225 $ 0$ 6,904,225
Collection System Maintenance
Program Description
This program repairs, operates, and maintains the City’s wastewater collection system which includes all of the
gravity sewer lines, pump stations, and force mains.
PROGRAM POSITIONS
Permanent FTE 211.00 211.00 211.00 0.00 211.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 211.00 211.00 211.00 0.00 211.00
Salaries $ 9,769,741 $ 13,388,036 $ 13,775,892 $ 0$ 13,775,892
Equipment 0 0 0 0 0
Total $ 18,008,537 $ 25,668,036 $ 27,278,892 $ 0$ 27,278,892
SOURCE OF FUNDS
Sewer Fund $ 18,008,537 $ 25,668,036 $ 27,278,892 $ 0$ 27,278,892
Total $ 18,008,537 $ 25,668,036 $ 27,278,892 $ 0$ 27,278,892
Treatment and Disposal

Program Description
This program plans, directs, and coordinates the operation and maintenance of all City wastewater treatment
plants in order to comply with State and Environmental Protection Agency’s environmental permit standards. It
also provides mechanical, electrical, building, and grounds support services for the repair of the nine wastewater
facilities, four pre-treatment facilities, and seventy two pumping stations.
Maintenance activities include in-house preparation of architectural and engineering design plans as well as
outsourcing professional design work to private consulting firms. Other activities include reviewing architectural
and engineering design plans for the aforementioned facilities that were prepared by the Division of Wastewater
Engineering and Construction. The program also manages and provides construction and inspection activities for
the projects that were created by the program.
Electrical engineering, under the Technical Services Branch in the Division of Wastewater Treatment and Disposal
continues to upgrade the division’s Supervisory Control and Data Acquisition (SCADA) allowing communication to
remote sites throughout all facilities.
PROGRAM POSITIONS
Permanent FTE 351.00 351.00 351.00 0.00 351.00
Temporary FTE 1.00 1.00 1.00 0.00 1.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 352.00 352.00 352.00 0.00 352.00
Salaries $ 19,623,052 $ 24,624,401 $ 27,111,973 $ 0$ 27,111,973
Equipment 0 0 0 0 0
Total $ 66,866,041 $ 78,676,052 $ 84,421,346 $ 0$ 84,421,346
SOURCE OF FUNDS
Sewer Fund $ 66,866,041 $ 78,518,283 $ 84,256,088 $ 0$ 84,256,088
Refuse Genl Operating Acct -SWSF 0 157,769 165,258 0 165,258
Total $ 66,866,041 $ 78,676,052 $ 84,421,346 $ 0$ 84,421,346
Refuse Collection and Disposal
Program Description
This program is responsible for the planning and administration of the City’s solid waste management program.
This includes the planning and implementation of municipal solid waste (MSW) reduction and recycling programs,
the collection and transportation of MSW from single family households islandwide, the operation and mainte-
nance of drop-off convenience centers, transfer stations, landfills, and collection operations yards, and the man-
agement of the City’s H-POWER waste-to-energy facility and its Solar Building mixed material recycling center,
which will begin operations in calendar year 2020.
PROGRAM POSITIONS
Permanent FTE 388.00 388.00 388.00 0.00 388.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 388.00 388.00 388.00 0.00 388.00
Salaries $ 26,466,025 $ 26,497,561 $ 27,154,084 $ 0$ 27,154,084
Equipment 0 0 900,000 0 900,000
Total $ 158,246,259 $ 166,787,409 $ 169,056,721 $ 0$ 169,056,721
SOURCE OF FUNDS
Refuse Genl Operating Acct -SWSF $ 62,247,830 $ 63,298,029 $ 64,548,228 $ 0$ 64,548,228
Sld Wst Dis Fac Acct - SWSF 84,124,863 91,843,132 92,963,742 0 92,963,742
Glass Incentive Account - SWSF 198,850 700,000 700,000 0 700,000
Total $ 158,246,259 $ 166,787,409 $ 169,056,721 $ 0$ 169,056,721
Wastewater Engineering and Construction

Program Description
This program is responsible for the execution of the City’s wastewater Capital Improvement Program. This
includes the project planning, design and construction management of Capital projects and the major repair,
replacement and rehabilitation of wastewater assets. Also included are the engineering support of the Program’s
operating functions and the maintenance of project records.
PROGRAM POSITIONS
Permanent FTE 97.00 97.00 97.00 0.00 97.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 97.00 97.00 97.00 0.00 97.00
Salaries $ 489,734 $ 751,434 $ 1,016,255 $ 0$ 1,016,255
Current Expenses 812,369 1,015,930 1,017,930 0 1,017,930
Equipment 0 0 0 0 0
Total $ 1,302,103 $ 1,767,364 $ 2,034,185 $ 0$ 2,034,185
SOURCE OF FUNDS
Sewer Fund $ 1,302,103 $ 1,767,364 $ 2,034,185 $ 0$ 2,034,185
Total $ 1,302,103 $ 1,767,364 $ 2,034,185 $ 0$ 2,034,185
Facility Maintenance Departmental Budgets Department of Facility Maintenance
Department of Facility
Maintenance

(DFM)
ORGANIZATION CHART
Facility Maintenance

Fiscal Year 2020.
Administration
67.00 Positions
Automotive Equipment Public Building & Road

Services Electrical Maintenance Maintenance

(DFM)
B6
B5
B4
C2 B7
A2, B2
A1, B1a A3
B8
C1
B3 B1c B1b B1d
C3, C4
AUTOMOTIVE EQUIPMENT SERVICE ROAD MAINTENANCE

Repair and Maintenance Facilities Baseyards
A1 HALAWA B1a HALAWA (Honolulu District)

* Services all Honolulu based agencies from B1b HONOLULU Clean Team
Aiea to Hawaii Kai B1c HONOLULU Street Sweeping
* Services Keehi Transfer Station B1d HONOLULU Coning
* Services DRM street sweeping B2 PEARL CITY (EWA)
* Services Waianae Refuse B3 KAPOLEI (Waianae District)
* Services Waialua Refuse B4 WAHIAWA
* Services Kawailoa Transfer Station B5 WAIALUA
B6 LAIE (KOOLAULOA)
A2 PEARL CITY B7 KANEOHE (KOOLAUPOKO)
* Services Central/Leeward based agencies B8 KAILUA
A3 KAPAA
* Services Windward based agencies from
Waimanalo to Laie
BUILDING AND ELECTRICAL MAINTENANCE

Baseyards
C1 PUBLIC BUILDING and ELECTRICAL MAINTENANCE (R&M)

C2 TRAFFIC and ELECTRICAL MAINTENANCE SERVICES (TEMS)
C3 CUSTODIAL and UTILITY SERVICES (CUS)
C4 SECURITY and EMPLOYEE PARKING OPERATIONS (SEOP)

The Department of Facility Maintenance (DFM) plans and administers the City’s repair, renovation, and main-
tenance programs for roads, bridges, streams, flood control systems, sidewalks, road medians and traffic
islands, city public buildings, city vehicles and construction equipment (except for vehicles/equipment belonging
to the Board of Water Supply, Honolulu Authority for Rapid Transit, and the Police and Fire Departments), and
for mechanical, electrical and electronic equipment and facilities, including those for parks, street lighting and
communication sites. It also plans, directs, operates, and administers the City’s storm water permit programs.
Additionally, DFM provides heavy vehicle and equipment training, interdepartmental mail service, and enforces
the City’s Stored Property and Sidewalk Nuisance Ordinances (SPO/SNO).
• Public Safety - Concentrate resources to improve public safety and quality of life by performing road recon-
struction/repaving, sidewalk repairs, pothole patching, flood control maintenance, street lighting repairs/instal-
lations, road median and traffic island maintenance to minimize traffic hazards, and by removing improperly
stored personal property from City property (which may result in impounding such property) in accordance
with SPO/SNO.
• Public Buildings - Maintain and preserve the public buildings of the City and County of Honolulu to achieve
the highest level of use and functionality of the buildings. Conduct preventive maintenance to maximize the
life of the equipment and building while working to minimize unplanned repairs.
• Road Maintenance - Further implement the Pavement Management System (PMS) to help strategically plan
the proper rehabilitation and reconstruction of roadway pavements and identify less costly treatments that will
extend pavement life. Further develop the Pavement Preservation program designed to apply cost-effective
treatments (such as slurry seal, seal coatings, crack sealing, and other less costly maintenance techniques)
to prolong roadway life and reduce the rate of roadway deterioration. In addition, pursue a work order system
to better organize and measure the performance of City road crews.
• Vehicle Maintenance - Continue ongoing implementation of improvements that align Automotive Equipment
Service resources to achieve efficient delivery of vehicle repair, maintenance services and driver training for
City agencies dependent on safe operable vehicles and equipment used to provide direct services to the
public. Efforts are underway to advance the effectiveness of services provided by the Division of Automotive
Equipment Service using available technology to implement fleet modernization practices that reduce the
overall cost of vehicle ownership and improve vehicle safety, reliability and efficiency.
• Storm Water Quality Requirements - Increase public education in storm water quality programs to meet
Municipal Separate Storm Sewer Systems (MS4) permit requirements and continue to develop programs
related to catch basin inspection and cleaning, street cleaning, and trash reduction. Continue expansion of
resources (personnel and equipment) to comply with an EPA (Environmental Protection Agency) audit report
and NPDES (National Pollutant Discharge Elimination System) permit requirements to minimize pollutants
reaching State waters.
Budget Highlights
• Increase over FY2020 salaries primarily due to negotiated collective bargaining increases.
• Creation of twenty four (24) new permanent positions to maintain public buildings and structures, which
include the Joint Traffic Management Center (JTMC) and rail stations, and address third party permits that
require the installation of small cell equipment on street lights in the City right-of-way.
• Current Expense increases in FY 2021 which include additional funding of: $1,360,000 for JTMC electricity;
$994,645 for guard and security services master agreement wage rate increases and additional services for
the JTMC; $327,952 for repairs to engine cylinder blocks for City vehicles and equipment; and $4,660,474
for other rentals (annual payment on lease schedule for LED streetlight conversion project offset by reduced
electricity costs).
Permanent FTE 804.00 794.00 809.00 24.00 833.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 15.00 15.00 20.50 0.00 20.50
Total 819.00 809.00 829.50 24.00 853.50
Administration $ 11,009,584 $ 11,745,924 $ 11,970,728 $ 0$ 11,970,728
Public Building and Electrical 32,139,181 33,404,283 40,671,105 1,395,736 42,066,841
Maintenance
Automotive Equipment Services 17,627,424 18,206,092 18,505,248 0 18,505,248
Road Maintenance 26,234,807 31,452,778 30,048,243 0 30,048,243
Total $ 87,010,996 $ 94,809,077 $ 101,195,324 $ 1,395,736 $ 102,591,060
Salaries $ 33,416,307 $ 33,928,381 $ 35,510,921 $ 956,748 $ 36,467,669
Equipment 814,539 2,096,800 313,000 0 313,000
Total $ 87,010,996 $ 94,809,077 $ 101,195,324 $ 1,395,736 $ 102,591,060
SOURCE OF FUNDS
General Fund $ 37,145,003 $ 40,408,360 $ 40,824,264 $ 345,540 $ 41,169,804
Highway Fund 37,301,714 39,729,221 47,731,246 0 47,731,246
Highway Beautification Fund 1,414,590 2,347,080 552,591 0 552,591
Bikeway Fund 21,201 35,316 35,316 0 35,316
Sewer Fund 1,750,477 1,732,188 1,633,447 0 1,633,447
Transportation Fund 109,037 133,415 126,744 1,050,196 1,176,940
Total $ 87,010,996 $ 94,809,077 $ 101,195,324 $ 1,395,736 $ 102,591,060
Administration
Program Description
The Administration program plans, directs, administers, and coordinates line and staff activities relating to facil-
ity maintenance functions and programs involving the maintenance of public roads, streets, bridges, streams,
drainage and flood control systems, sidewalks, road medians and traffic islands, traffic signs and markings; street
lighting and electrical systems of parks and other facilities; City public buildings; City vehicles and equipment
except for Board of Water Supply, Honolulu Fire Department, Honolulu Police Department, and the Honolulu
Authority for Rapid Transportation; and the enforcement of the City’s Stored Property and Sidewalk Nuisances
Ordinances. The program also administers the City’s storm water permit programs, and provides interdepartmen-
tal mail services.
PROGRAM POSITIONS
Permanent FTE 55.00 61.00 61.00 0.00 61.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 6.00 6.00 1.00 0.00 1.00
Total 61.00 67.00 62.00 0.00 62.00
Salaries $ 2,559,180 $ 2,962,999 $ 2,466,650 $ 0$ 2,466,650
Equipment 58,618 0 37,000 0 37,000
Total $ 11,009,584 $ 11,745,924 $ 11,970,728 $ 0$ 11,970,728
SOURCE OF FUNDS
General Fund $ 9,782,706 $ 10,558,891 $ 10,315,431 $ 0$ 10,315,431
Highway Fund 1,197,978 1,187,033 1,655,297 0 1,655,297
Total $ 11,009,584 $ 11,745,924 $ 11,970,728 $ 0$ 11,970,728
Public Building and Electrical Maintenance
Program Description
The Public Building and Electrical Maintenance programs, plans, directs, coordinates, and administers the repair
and maintenance programs for public buildings and appurtenant structures; custodial and utility services pro-
grams; and repair and maintenance programs for street, park, mall, outdoor and other City lighting, electrical
facilities, and communication facilities under the jurisdiction of the Department of Facility Maintenance. The pro-
gram also administers activities including City employees’ parking; motor pool; and security for the Frank F. Fasi
Municipal Building, Honolulu Hale, Kapolei Hale, Kapalama Hale, the Joint Traffic Management Center (JTMC),
and certain other facilities.
PROGRAM POSITIONS
Permanent FTE 184.00 184.00 184.00 24.00 208.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 6.00 6.00 16.50 0.00 16.50
Total 190.00 190.00 200.50 24.00 224.50
Salaries $ 7,171,799 $ 7,496,162 $ 8,905,939 $ 956,748 $ 9,862,687
Equipment 602,262 386,800 91,000 0 91,000
Total $ 32,139,181 $ 33,404,283 $ 40,671,105 $ 1,395,736 $ 42,066,841
SOURCE OF FUNDS
General Fund $ 21,736,006 $ 22,281,873 $ 23,017,172 $ 345,540 $ 23,362,712
Highway Fund 10,275,322 10,970,179 17,508,373 0 17,508,373
Bikeway Fund 18,816 18,816 18,816 0 18,816
Transportation Fund 109,037 133,415 126,744 1,050,196 1,176,940
Total $ 32,139,181 $ 33,404,283 $ 40,671,105 $ 1,395,736 $ 42,066,841
Automotive Equipment Services
Program Description
The Automotive Equipment Service (AES) program plans, directs, coordinates, and administers the vehicle and
equipment acquisition, disposal, repair, maintenance and operator training programs for the City with the excep-
tion of programs under the Board of Water Supply, Honolulu Police Department, Honolulu Fire Department, and
Honolulu Authority for Rapid Transportation.
PROGRAM POSITIONS
Permanent FTE 124.00 124.00 124.00 0.00 124.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 124.00 124.00 124.00 0.00 124.00
Salaries $ 7,352,047 $ 6,864,336 $ 7,004,459 $ 0$ 7,004,459
Equipment 0 0 185,000 0 185,000
Total $ 17,627,424 $ 18,206,092 $ 18,505,248 $ 0$ 18,505,248
SOURCE OF FUNDS
General Fund $ 3,470,658 $ 2,825,442 $ 3,209,017 $ 0$ 3,209,017
Highway Fund 3,166,215 3,224,965 3,371,068 0 3,371,068
Sewer Fund 1,750,477 1,732,188 1,633,447 0 1,633,447
Total $ 17,627,424 $ 18,206,092 $ 18,505,248 $ 0$ 18,505,248
Road Maintenance
Program Description
The Road Maintenance program maintains city roadways, sidewalks, storm drains, bridges, striping, signs and
markings, outdoor municipal parking lots, bike paths, bus stops/shelters, road medians and traffic islands, and
remnant properties. It renders pavement maintenance to private roadways open to public use, pursuant to city
ordinance. The division also has the responsibility of maintaining City-owned streams, channels, ditches and
other flood control facilities as well as enforcing the maintenance of privately-owned streams. It also maintains
litter containers at bus stops and some pedestrian mall areas in Waikiki, removes graffiti within City roadway and
drainage facilities, and enforces Stored Property/Sidewalk Nuisance Ordinances. In the rural districts, it provides
dead animal pickup and oversees refuse collection services at Wahiawa, Laie, and Waialua for the Department of
Environmental Services.
PROGRAM POSITIONS
Permanent FTE 441.00 425.00 440.00 0.00 440.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 3.00 3.00 3.00 0.00 3.00
Total 444.00 428.00 443.00 0.00 443.00
Salaries $ 16,333,281 $ 16,604,884 $ 17,133,873 $ 0$ 17,133,873
Equipment 153,659 1,710,000 0 0 0
Total $ 26,234,807 $ 31,452,778 $ 30,048,243 $ 0$ 30,048,243
SOURCE OF FUNDS
General Fund $ 2,155,633 $ 4,742,154 $ 4,282,644 $ 0$ 4,282,644
Highway Fund 22,662,199 24,347,044 25,196,508 0 25,196,508
Highway Beautification Fund 1,414,590 2,347,080 552,591 0 552,591
Bikeway Fund 2,385 16,500 16,500 0 16,500
Total $ 26,234,807 $ 31,452,778 $ 30,048,243 $ 0$ 30,048,243
Fire Departmental Budgets Honolulu Fire Department
Honolulu Fire
Department

(HFD)
ORGANIZATION CHART

Fiscal Year 2020
Fire Commission
Fire
0.50 Positions
Administration
Administration
41.00 Positions
36.00 Positions
Administrative Services Fire Operations Planning and

Support Services Development
Bureau 1,021.00 Positions
6.00 Positions
Mechanic Shop Fire

Fire Prevention Communication Ctr
Training and Radio Shop

Research 4.00 Positions
28.00 Positions
City Radio System

4.00 Positions

(HFD)
LEGEND
Bn Battalion
E Engine
L Ladder
Q Quint
TW Tower
R Rescue
T Tanker or Tender
HM Hazardous Materials
AIR Helicopter
Fire
43
24
Station Name Companies Station Name Companies
1 Central BN1, E1 23 Wailupe E23

2 Pawaa E2, L2, R1 24 Ewa Beach E24
3 Makiki E3 25 Nuuanu E25
4 Kuakini E4, L4 26 Waianae E26, Q26, T26
5 Kaimuki E5, L5 27 Waimanalo E27
6 Kalihi E6 28 Nanakuli E28, T28
7 Waikiki Bn2, E7, L7 29 McCully E29, L29
8 Mokulele E8 30 Moanalua E30, Q30, T30
9 Kakaako E9, TW9 31 Kalihi Kai E31, Q31
10 Aiea E10 32 Kalihi Uka E32, HM1
11 Sunset E11 33 Palolo E33
12 Waipahu E12, Q12, T12 34 Hawaii Kai E34, Q34
13 Kahuku E13 35 Makakilo E35
14 Waialua E14 36 Mililani E36
15 Hauula E15, T15 37 Kahaluu E37
16 Wahiawa E16, T16 38 Waiau E38, Q38
17 Kaneohe Bn3, E17, Q17 39 Olomana E39
18 Kailua E18, Q18 40 Kapolei Bn4, E40, TW40, HM2
19 Aikahi, R3 E19 41 Mililani Mauka Bn5, E41, R2
20 Pearl City E20 41 Waikele E42
21 Kaaawa E21 43 E Kapolei E43, Q43
22 Manoa E22 A1 Aircraft Air1

The Honolulu Fire Department (HFD) provides for a safer community through prevention, preparation, and effec-
tive emergency response. The Department maintains a modern and technologically advanced force of fire fighting
and rescue personnel and equipment through its various activities, which are administered by qualified profes-
sional leadership.
The Department provides for community risk reduction through fire code adoption, plans review, fire code inspec-
tions, fire investigations, enforcement of fire regulations, a fire and life safety education program, public communi-
cation, and pre-emergency planning.
The HFD continues to conduct and improve its various programs, such as training and education of fire fighters
(FF); reliable and efficient communication systems; fire apparatus maintenance and repair; research and evalua-
tion of the fire service’s best practices, procedures, and equipment; and coordination of the City Radio System.
The Department provides fire fighting, search and rescue, emergency medical, and hazardous materials (HM)
response for the City and County of Honolulu (City). These duties are performed on a wide variety of terrain that
includes steep mountain ranges, wildlands, and agricultural fields, structures, which comprise a modern metropol-
itan city, including industrial complexes, business centers, government complexes, high-rise resorts, condomini-
Fire
ums, and high-density urban residential dwellings, and the surrounding ocean.
• The Fire Communication Center (FCC) installed an additional VIPER Next Generation (NG) 911 call-taking
console in the Joint Traffic Management Center. This will allow the call takers to handle the increased volume
of 911 calls that are usually associated with large-scale incidents.
• The HFD’s fiscal year (FY) 2021 allows the HFD to replace vital equipment that is needed to conduct
emergency operation mitigation. These items include, thermal imaging cameras, hydraulic rescue tools,
unmanned aerial systems and fire hose testers. It also allows the HFD to provide safe working conditions by
replacing personal protective decontamination equipment.
• The Computer section continues to install fiber optic cable and improve network infrastructure at fire facilities
to accommodate today’s Internet Protocol device capabilities.
• The HFD is establishing a new contract for personal protective clothing to provide personnel with the most
up-to-date technology to ensure safe and healthy working conditions while performing fire fighting operations.
Budget Highlights
• The Fire Communication Center (FCC) will continue to receive 100% reimbursement from the State’s
Enhanced 9-1-1 Board for costs associated with computer-aided dispatch system (CADS)-related hardware
and software.
• Salary funding increases over FY 2020 due to collective bargaining agreement increases that were approved
in FY 2020.
• The budget allows the HFD to accommodate two Fire Fighter Recruit classes in FY 2021. These classes will
fill vacancies due to retirements and separation from service.
• Funding is included for two additional mechanic positions in the Mechanic Shop. Additional mechanics are
needed to keep up with increased fire apparatus and fire fighting equipment requirements and repair stan-
dards, decrease overtime, and minimize apparatus downtime.
Permanent FTE 1,184.00 1,185.00 1,186.00 2.00 1,188.00
Temporary FTE 1.00 1.00 0.00 0.00 0.00
Contract FTE 1.50 1.50 1.50 0.00 1.50
Total 1,186.50 1,187.50 1,187.50 2.00 1,189.50
Administration $ 3,917,018 $ 3,345,795 $ 3,314,961 $ 0$ 3,314,961
Fire Communication Center 3,579,800 4,036,126 4,061,542 0 4,061,542
Fire Prevention 5,534,701 5,328,590 5,799,074 0 5,799,074
Training and Research 3,027,011 3,591,427 3,716,658 0 3,716,658
Radio Shop 382,304 3,599,894 307,021 0 307,021
Fire
Fire Operations 110,578,284 114,823,573 120,042,848 0 120,042,848
Planning and Development 0 1,029,149 1,059,573 0 1,059,573
Fire Commission 3,293 71,626 20,676 0 20,676
City Radio System 297,147 306,507 300,507 0 300,507
Mechanic Shop 2,845,399 2,903,698 3,008,960 126,996 3,135,956
HFD Grants 329,658 0 0 0 0
Total $ 130,494,615 $ 139,036,385 $ 141,631,820 $ 126,996 $ 141,758,816
Salaries $ 115,177,656 $ 120,478,872 $ 126,745,351 $ 126,996 $ 126,872,347
Equipment 581,137 435,000 355,000 0 355,000
Total $ 130,494,615 $ 139,036,385 $ 141,631,820 $ 126,996 $ 141,758,816
SOURCE OF FUNDS
General Fund $ 129,844,163 $ 139,036,385 $ 141,631,820 $ 126,996 $ 141,758,816
Federal Grants Fund 84,361 0 0 0 0
Total $ 130,494,615 $ 139,036,385 $ 141,631,820 $ 126,996 $ 141,758,816
Administration
Program Description
This program plans, directs, and coordinates fiscal resources; administers personnel services and record keep-
ing; ensures the appropriate purchase of goods and services for the Department to protect life and property by
preventing and mitigating fires and emergencies; and coordinates fire fighting, first responder assistance, and
rescue services with other agencies and organizations. Administration provides the Department with administra-
tive support to include operating and Capital Improvement Program (CIP) budget preparations; personnel and
records management; administrative reports; CIP project coordination; and coordination of the maintenance, ren-
ovation, and repair of 51 fire stations and worksites. Administration also evaluates and purchases equipment and
apparatuses needed by the Department; implements personnel functions; manages the activities of the Waipahu
Maintenance Facility; plans, administers, and evaluates the analysis of data collection to develop programs;
investigates and implements safety practices through the Occupational Safety and Health Office; and identifies
national trends in order to recommend program direction.
PROGRAM POSITIONS
Fire

Permanent FTE 40.00 35.00 35.00 0.00 35.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 1.00 1.00 0.00 1.00
Total 41.00 36.00 36.00 0.00 36.00
Salaries $ 3,171,774 $ 2,807,176 $ 2,770,964 $ 0$ 2,770,964
Equipment 0 0 0 0 0
Total $ 3,917,018 $ 3,345,795 $ 3,314,961 $ 0$ 3,314,961
SOURCE OF FUNDS
General Fund $ 3,917,018 $ 3,345,795 $ 3,314,961 $ 0$ 3,314,961
Total $ 3,917,018 $ 3,345,795 $ 3,314,961 $ 0$ 3,314,961
Fire Communication Center
Program Description
The Fire Communication Center (FCC) serves as the central communication and dispatch center for the
Honolulu Fire Department (HFD) and is considered a secondary public-safety answering point (PSAP). All 911
calls are initially received by Oahu’s primary PSAP, which is located at the Honolulu Police Department’s (HPD)
Headquarters (HQ). Each call is then transferred to the HFD’s, the Honolulu Emergency Services Department’s
(HESD), or the HPD’s dispatch center.
The FCC processes 911 calls and dispatches emergency response resources through an integrated system of
primary and backup equipment. The VIPER NG911 call-taking system, the TriTech CADS, and 800 MHz radio
system are primarily used to process 911 calls, dispatch emergency resources, and maintain radio communica-
tions with responding personnel. Four crews, each having six highly trained personnel (one Captain, one Fire
Fighter III, and four Fire Fighter IIs) operate as call takers, dispatchers, and radio operators.
The primary PSAP transfers the initial 911 call to the HFD through the VIPER NG911 call-taking system. The
system automatically provides the caller’s telephone number and location to the 911 call taker, who confirms the
emergency address and nature. This information is entered into the CADS, which identifies the fastest and most
capable emergency resource(s) for response. Dispatchers then alert the selected fire station(s) and broadcast
Fire
the incident information using the 800 MHz radio system. In addition to receiving a verbal emergency dispatch,
the responding company receives incident information directly from the CADS to their mobile data terminal on
the apparatus and a text message on their cellular phone. Radio operators continuously monitor and facilitate
radio communications between the HFD’s, the HESD’s, and the HPD’s dispatch centers and other City, state, and
federal agencies through the tactical interoperability communication plan. To maintain continuity of operations, the
FCC has backup systems at alternate sites, which are located in the Central Fire Station and the HFD HQ.
The FCC also manages nonemergency telephone calls regarding community concerns, alarm system testing,
cooking notifications, controlled agricultural burns, and school fire drills. In addition, the FCC works closely with
the HFD’s Information Specialist to release incident fire reports and audio recordings in accordance with the
Uniform Information Practices Act.
PROGRAM POSITIONS
Permanent FTE 27.00 27.00 27.00 0.00 27.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 27.00 27.00 27.00 0.00 27.00
Salaries $ 3,087,897 $ 3,386,256 $ 3,549,776 $ 0$ 3,549,776
Equipment 37,113 45,000 0 0 0
Total $ 3,579,800 $ 4,036,126 $ 4,061,542 $ 0$ 4,061,542
SOURCE OF FUNDS
General Fund $ 3,579,800 $ 4,036,126 $ 4,061,542 $ 0$ 4,061,542
Total $ 3,579,800 $ 4,036,126 $ 4,061,542 $ 0$ 4,061,542
Fire Prevention
Program Description
The Fire Prevention Bureau effectively promotes fire and life safety programs that assist the Department in
accomplishing its mission of providing for a safer community. Responsibilities include reviewing and adopting fire
codes, rules, and laws; conducting fire code compliance inspections; reviewing building construction plans; inves-
tigating fires to determine origin and cause; and providing fire and life safety education to the community.
The Fireworks License and Permits Program works to control the import, storage, wholesale, and retail of fire-
works in the City. Collection of licenses and permits related to fireworks sales and use are managed by this office.
By ordinance, this function is supported by the fees collected from these permits and licenses.
PROGRAM POSITIONS
Permanent FTE 40.00 40.00 41.00 0.00 41.00
Temporary FTE 1.00 1.00 0.00 0.00 0.00
Fire
Contract FTE 0.00 0.00 0.00 0.00 0.00

Total 41.00 41.00 41.00 0.00 41.00
Salaries $ 4,935,335 $ 4,890,825 $ 5,276,799 $ 0$ 5,276,799
Equipment 0 0 0 0 0
Total $ 5,534,701 $ 5,328,590 $ 5,799,074 $ 0$ 5,799,074
SOURCE OF FUNDS
General Fund $ 5,213,907 $ 5,328,590 $ 5,799,074 $ 0$ 5,799,074
Total $ 5,534,701 $ 5,328,590 $ 5,799,074 $ 0$ 5,799,074
Training and Research
Program Description
The Honolulu Fire Department strives to maintain a high-level of performance by constantly keeping pace with the
latest innovative techniques and equipment. The Training and Research Bureau assists with planning, coordinat-
ing, and evaluating the Department’s training activities, such as fire suppression and hazardous materials tech-
niques; emergency medical instruction and evaluation; certification testing; apparatus operations; specifications of
fire apparatuses and equipment; and current educational training programs for recruits and incumbents.
PROGRAM POSITIONS
Permanent FTE 28.00 28.00 28.00 0.00 28.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 28.00 28.00 28.00 0.00 28.00
Fire
Salaries $ 2,730,180 $ 3,316,154 $ 3,438,197 $ 0$ 3,438,197
Equipment 0 0 0 0 0
Total $ 3,027,011 $ 3,591,427 $ 3,716,658 $ 0$ 3,716,658
SOURCE OF FUNDS
General Fund $ 3,027,011 $ 3,591,427 $ 3,716,658 $ 0$ 3,716,658
Total $ 3,027,011 $ 3,591,427 $ 3,716,658 $ 0$ 3,716,658
Radio Shop
Program Description
The Radio Shop supports island wide radio communications for dispatching and coordinating units responding
to fire, medical, hazardous materials, and rescue incidents. Fire Fighters work in conjunction with other agen-
cies, such as the Department of Emergency Management (DEM), the Honolulu Emergency Services Department
(HESD), the Honolulu Police Department (HPD), the State of Hawaii Department of Land and Natural Resources,
and the U.S. Coast Guard.
This activity plans and designs systems; identifies equipment specifications; performs installations, adjustments,
testing, and upgrades; and maintains the HFD’s main and alternate dispatch centers, public address systems,
base radios, sirens, light bars, and Opticom (traffic signal control) equipment. The Radio Shop is directly responsi-
ble for radio software configurations, programming, and updates for the Department and the transition to the City’s
new Project 25 (P25)-compliant 700/800 MHz digital radio system.
The Radio Shop also assists the Department of Information Technology (DIT) by supporting mobile data termi-
nals, which are located in fire suppression apparatuses, performing various maintenance tasks at remote radio
sites, and developing individual radio programming utilized by the City’s emergency support responders, who
support the first responders’ mission by providing manpower, equipment, and facilities during major disasters.
Fire
PROGRAM POSITIONS
Permanent FTE 4.00 4.00 4.00 0.00 4.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 4.00 4.00 4.00 0.00 4.00
Salaries $ 254,432 $ 252,465 $ 262,196 $ 0$ 262,196
Equipment 0 0 0 0 0
Total $ 382,304 $ 3,599,894 $ 307,021 $ 0$ 307,021
SOURCE OF FUNDS
General Fund $ 382,304 $ 3,599,894 $ 307,021 $ 0$ 307,021
Total $ 382,304 $ 3,599,894 $ 307,021 $ 0$ 307,021
Fire Operations
Program Description
Fire Operations responds to incidents categorized into the following service types:
• Fire suppression
• Search and rescue
• Hazardous Materials (HM)
• Medical Response
Fire Operations is staffed with 1,014 uniformed response, 5 uniformed administrative, and 2 civilian personnel.
There are 43 fire stations and an aircraft station. The fire stations house 43 engines, 6 ladders, 8 quints, 2 towers,
1 helicopter tender, and 5 water tankers. Special Operations companies include three heavy rescue companies,
two HM companies, and two helicopters to assist with fire fighting, rescues, and reconnaissance. There are also
seven rescue watercrafts; two brush trucks; five rapid response vehicles; a mobile command center; a commu-
nications vehicle; a mass decontamination trailer; an urban search and rescue trailer; and a prime mover, which
transports specialty trailers.
Fire
PROGRAM POSITIONS
Permanent FTE 1,021.00 1,021.00 1,021.00 0.00 1,021.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 1,021.00 1,021.00 1,021.00 0.00 1,021.00
Salaries $ 99,253,083 $ 103,526,117 $ 109,048,175 $ 0$ 109,048,175
Equipment 454,663 390,000 355,000 0 355,000
Total $ 110,578,284 $ 114,823,573 $ 120,042,848 $ 0$ 120,042,848
SOURCE OF FUNDS
General Fund $ 110,578,284 $ 114,823,573 $ 120,042,848 $ 0$ 120,042,848
Total $ 110,578,284 $ 114,823,573 $ 120,042,848 $ 0$ 120,042,848
Planning and Development
Program Description
The Planning and Development (P&D) manages the Department’s accreditation process, which includes building
the Department’s Strategic Plan, Standards of Cover (SOC), and Self-Assessment Manual. The Strategic Plan
identifies the Department’s goals and objectives. The Standards of Cover is a comprehensive look at community
and operational risks, historical response times, and services provided. Self-Assessment Manual documents and
appraises each aspect of the Department. The goal of accreditation is to continuously improve all divisions within
the Department to provide exemplary service to the public.
The P&D also carries out the day-to-day functions of the Grant Management Program, including researching,
applying for, and executing funds from the Homeland Security Grant Program; the Urban Area Security Initiative;
the State of Hawaii Department of Transportation’s Safe Highways Program; the Assistance to Firefighters Grant
Program; the Hazard Mitigation Grant Program; the Pre-Disaster Mitigation Program; the Port Security Grant
Program; and various other programs.
The Department uses a records management system (RMS) as a repository for incident data, which is furnished
to the National Fire Incident Reporting System. P&D has direct oversight of the RMS maintenance, customization,
and quality assurance.
Fire
In addition, the P&D conducts sensitive internal investigations that require confidentiality. Its Assistant Chief
serves as the Departmental Inspector General.
The P&D also oversees and monitors the Department’s information technology and data processing systems and
the Fire Communication Center and Radio Shop.
PROGRAM POSITIONS
Permanent FTE 0.00 6.00 6.00 0.00 6.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 0.00 6.00 6.00 0.00 6.00
Salaries $ 0$ 674,954 $ 706,313 $ 0$ 706,313
Current Expenses 0 354,195 353,260 0 353,260
Equipment 0 0 0 0 0
Total $ 0$ 1,029,149 $ 1,059,573 $ 0$ 1,059,573
SOURCE OF FUNDS
General Fund $ 0$ 1,029,149 $ 1,059,573 $ 0$ 1,059,573
Total $ 0$ 1,029,149 $ 1,059,573 $ 0$ 1,059,573
Fire Commission
Program Description
The Honolulu Fire Commission acts as a liaison between the HFD and the citizens of the City. It handles all com-
plaints against the Department and assists the HFD with obtaining sufficient resources from the City administra-
tion to complete its mission.
PROGRAM POSITIONS
Permanent FTE 0.00 0.00 0.00 0.00 0.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.50 0.50 0.50 0.00 0.50
Total 0.50 0.50 0.50 0.00 0.50
Fire
Salaries $ 2,665 $ 17,676 $ 17,676 $ 0$ 17,676
Equipment 0 0 0 0 0
Total $ 3,293 $ 71,626 $ 20,676 $ 0$ 20,676
SOURCE OF FUNDS
General Fund $ 3,293 $ 71,626 $ 20,676 $ 0$ 20,676
Total $ 3,293 $ 71,626 $ 20,676 $ 0$ 20,676
City Radio System
Program Description
The Honolulu Fire Department’s (HFD) Radio Shop administers and maintains communications for City depart-
ments and divisions under its City Radio System program. This activity supports local government radio users
on the 800 MHz trunking system, including coordinating and supervising radio installations; developing depart-
ment-specific software radio configurations and radio programming; and assisting the Department of Emergency
Management (DEM) by training and developing training materials as needed. Support will continue to be
focused on equipping and training divisions from the Department of Design and Construction, the Department of
Enterprise Services, the Department of Environmental Services, the Department of Facility Maintenance, and the
Department of Parks and Recreation, as they have been identified as emergency support responders and play a
support role to first responders during emergencies.
Older radios, made available when the Honolulu Police Department (HPD) upgraded to newer radios, are repro-
grammed and distributed to City users by the Radio Shop. Use, maintenance, programming, and repair of these
radios are provided to the City at no cost to end-users.
PROGRAM POSITIONS
Fire

Permanent FTE 4.00 4.00 4.00 0.00 4.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 4.00 4.00 4.00 0.00 4.00
Salaries $ 257,076 $ 264,672 $ 262,072 $ 0$ 262,072
Equipment 0 0 0 0 0
Total $ 297,147 $ 306,507 $ 300,507 $ 0$ 300,507
SOURCE OF FUNDS
General Fund $ 297,147 $ 306,507 $ 300,507 $ 0$ 300,507
Total $ 297,147 $ 306,507 $ 300,507 $ 0$ 300,507
Mechanic Shop
Program Description
The Mechanic Shop repairs and maintains the HFD’s fleet of 43 engine, 6 aerial ladder, 8 quint, 2 aerial tower, 2
rescue, 2 HM, 6 tanker, 1 tender, 1 fuel/lube, and 23 relief apparatuses; 1 tractor; 1 command vehicle; 1 commu-
nication vehicle; approximately 90 auxiliary vehicles; 38 trailers; 15 auxiliary support equipment; and 2 ambulanc-
es. Included for water rescues are 4 rescue boats, 21 jet skis/watercrafts, and 15 miscellaneous equipment. Other
responsibilities include maintaining and repairing approximately 30,000 pieces of small equipment, fire fighting
equipment, lawn tools, office furniture, and rescue power tools.
The Mechanic Shop also repairs and maintains the HPD’s fleet of heavy equipment diesel vehicles above 10,000
pounds gross vehicle weight. This group consists of one special weapons vehicles, one bomb truck, three tactical
trucks, two tractor and trailer equipment trucks, one heavy mobile communication trailers, one emergency man-
agement command trucks, two equipment trailers, and one investigations vehicle.
The Mechanic Shop maintains all firefighting equipment to meet National Fire Protection Association, state, and
federal motor vehicle carrier standards, which include annual fire pump, compressed air foam systems, and aerial
and ground ladder testing and safety inspections.
Fire
PROGRAM POSITIONS
Permanent FTE 20.00 20.00 20.00 2.00 22.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 20.00 20.00 20.00 2.00 22.00
Salaries $ 1,336,223 $ 1,342,577 $ 1,413,183 $ 126,996 $ 1,540,179
Equipment 35,000 0 0 0 0
Total $ 2,845,399 $ 2,903,698 $ 3,008,960 $ 126,996 $ 3,135,956
SOURCE OF FUNDS
General Fund $ 2,845,399 $ 2,903,698 $ 3,008,960 $ 126,996 $ 3,135,956
Total $ 2,845,399 $ 2,903,698 $ 3,008,960 $ 126,996 $ 3,135,956
HFD Grants
Program Description
This activity provides an accounting for all federal and state grants received and expended by the Department to
supplement City funds to accomplish the Department’s mission.
PROGRAM POSITIONS
Permanent FTE 0.00 0.00 0.00 0.00 0.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 0.00 0.00 0.00 0.00 0.00
Fire

Salaries $ 148,991 $ 0$ 0$ 0$ 0
Current Expenses 126,306 0 0 0 0
Equipment 54,361 0 0 0 0
Total $ 329,658 $ 0$ 0$ 0$ 0
SOURCE OF FUNDS
Special Projects Fund $ 245,297 $ 0$ 0$ 0$ 0
Total $ 329,658 $ 0$ 0$ 0$ 0
Human Resources Departmental Budgets Department of Human Resources
Department of Human
Resources
DEPARTMENT OF HUMAN RESOURCES

(DHR)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
16.00 Positions
Human Resources
Classification Employment and

and Pay Personnel Services
Industrial Safety and Labor Relations

Workers’ Compensation and Training

The Department of Human Resources (DHR) is the central personnel staff agency for the City and County of
Honolulu. DHR’s primary purpose, as reflected in the City Charter, is to establish a comprehensive personnel
management program based on merit principles and generally accepted methods governing the classification
of positions and the employment, conduct, movement and separation of public employees. The Department is
charged with building a career service designed to attract, select and retain, on a merit basis, the best qualified
civil servants. DHR negotiates and administers nine collective bargaining agreements covering city employees.
The Department also administers programs in training, safety, workers’ compensation, equal employment issues,
and incentives and awards.
• With a focus on succession planning and customer service, DHR continues to expand employee training and
development opportunities to improve the delivery of services to the public.
Budget Highlights
• Department’s budget reflects an overall reduction in FY2021 with a continued focus on core services.
Human Resources
Permanent FTE 81.00 81.00 81.00 0.00 81.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 7.13 6.88 6.88 0.00 6.88
Total 88.13 87.88 87.88 0.00 87.88
Administration $ 1,344,180 $ 1,464,765 $ 1,428,838 $ 0$ 1,428,838
Employment and Personnel Services 1,993,521 2,169,529 1,980,328 0 1,980,328
Classification and Pay 787,374 780,678 835,873 0 835,873
Industrial Safety and Workers’ 1,421,072 1,376,492 1,374,609 0 1,374,609
Compensation
Labor Relations and Training 1,360,618 1,395,907 1,371,951 0 1,371,951
Total $ 6,906,765 $ 7,187,371 $ 6,991,599 $ 0$ 6,991,599
Human Resources
Salaries $ 6,467,324 $ 6,543,038 $ 6,368,364 $ 0$ 6,368,364
Equipment 0 0 0 0 0
Total $ 6,906,765 $ 7,187,371 $ 6,991,599 $ 0$ 6,991,599
SOURCE OF FUNDS
General Fund $ 6,906,765 $ 7,187,371 $ 6,991,599 $ 0$ 6,991,599
Total $ 6,906,765 $ 7,187,371 $ 6,991,599 $ 0$ 6,991,599
Administration
Program Description
The Administration program provides department-wide leadership and coordination. Included in the
Administration budget for the Department of Human Resources is the City’s Equal Opportunity (EO) Program.
The EO Program serves as a resource to the executive and legislative leadership of the City. While the EO
Officer and staff positions are administratively assigned to the Department of Human Resources, the program
operates independently across all organizational levels, activities and functions within the City. The EO Program
responsibilities include monitoring compliance with federal, state and city laws dealing with employment discrimi-
nation as well as those addressing discrimination in the delivery of programs and services of the City. In addition
to the EO Program, the Administration program includes the Enterprise Resource Planning (ERP) Branch that
manages and executes the Human Resources functions of the City’s ERP Project.
PROGRAM POSITIONS
Permanent FTE 13.00 13.00 13.00 0.00 13.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 3.25 3.00 3.00 0.00 3.00
Total 16.25 16.00 16.00 0.00 16.00
Human Resources
Salaries $ 1,269,122 $ 1,359,381 $ 1,322,054 $ 0$ 1,322,054
Equipment 0 0 0 0 0
Total $ 1,344,180 $ 1,464,765 $ 1,428,838 $ 0$ 1,428,838
SOURCE OF FUNDS
General Fund $ 1,344,180 $ 1,464,765 $ 1,428,838 $ 0$ 1,428,838
Total $ 1,344,180 $ 1,464,765 $ 1,428,838 $ 0$ 1,428,838
Employment and Personnel Services
Program Description
This program plans, develops and administers the City’s recruitment, examination and employment services
programs; recruits personnel for City jobs; evaluates candidates’ qualifications and suitability for public employ-
ment; develops and administers examinations to establish eligible lists; refers names of qualified candidates to fill
departmental personnel functions; researches and develops new personnel programs; supports, coordinates, and
oversees compliance with the City’s drug and alcohol testing programs; oversees compliance efforts related to
Fair Labor Standards and information privacy; administers the City’s employee recognition programs; administers
audit and employee records management activities; coordinates the promulgation of personnel rules; and assists
departments in resolving problems in recruitment, examinations, selection, placement, personnel transactions,
benefits and related matters.
PROGRAM POSITIONS
Permanent FTE 26.00 26.00 26.00 0.00 26.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.38 0.38 0.38 0.00 0.38
Total 26.38 26.38 26.38 0.00 26.38
Human Resources
Salaries $ 1,898,264 $ 1,987,321 $ 1,819,497 $ 0$ 1,819,497
Equipment 0 0 0 0 0
Total $ 1,993,521 $ 2,169,529 $ 1,980,328 $ 0$ 1,980,328
SOURCE OF FUNDS
General Fund $ 1,993,521 $ 2,169,529 $ 1,980,328 $ 0$ 1,980,328
Total $ 1,993,521 $ 2,169,529 $ 1,980,328 $ 0$ 1,980,328
Classification and Pay
Program Description
This program plans, develops and administers classification and pay plans; conducts classification reviews and
prepares and revises class specifications; recommends pricing for newly established classes; researches and
recommends classification and pay practices; participates in state-wide meetings on repricing review activities
and surveys, and in collective bargaining pay and repricing negotiations; develops salary and benefit adjustment
recommendations for excluded managerial employees; and advises departments on personnel implications of
reorganizations, reassignment of work, creation of new classes, and related matters.
PROGRAM POSITIONS
Permanent FTE 10.00 10.00 10.00 0.00 10.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 10.00 10.00 10.00 0.00 10.00
Human Resources
Salaries $ 777,423 $ 768,337 $ 824,753 $ 0$ 824,753
Equipment 0 0 0 0 0
Total $ 787,374 $ 780,678 $ 835,873 $ 0$ 835,873
SOURCE OF FUNDS
General Fund $ 787,374 $ 780,678 $ 835,873 $ 0$ 835,873
Total $ 787,374 $ 780,678 $ 835,873 $ 0$ 835,873
Industrial Safety and Workers’ Compensation
Program Description
This program is responsible for the administration of a City-wide safety and accident prevention program to
comply with the Hawaii Occupational Safety and Health Law and the City’s self-insured workers’ compensation
program which is managed in accordance with the Hawaii Workers’ Compensation Law.
PROGRAM POSITIONS
Permanent FTE 20.00 20.00 20.00 0.00 20.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 20.00 20.00 20.00 0.00 20.00
Salaries $ 1,399,169 $ 1,352,487 $ 1,350,504 $ 0$ 1,350,504
Human Resources

Equipment 0 0 0 0 0
Total $ 1,421,072 $ 1,376,492 $ 1,374,609 $ 0$ 1,374,609
SOURCE OF FUNDS
General Fund $ 1,421,072 $ 1,376,492 $ 1,374,609 $ 0$ 1,374,609
Total $ 1,421,072 $ 1,376,492 $ 1,374,609 $ 0$ 1,374,609
Labor Relations and Training
Program Description
This program plans, develops and administers the City’s labor relations, personnel development and training pro-
grams; administers collective bargaining agreements; participates in collective bargaining negotiations; conducts
Steps 2 and 3 grievance hearings; advocates arbitration cases; and assists departments with personnel manage-
ment, contract administration, performance, discipline, and training issues.
PROGRAM POSITIONS
Permanent FTE 12.00 12.00 12.00 0.00 12.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 3.50 3.50 3.50 0.00 3.50
Total 15.50 15.50 15.50 0.00 15.50
Human Resources
Salaries $ 1,123,346 $ 1,075,512 $ 1,051,556 $ 0$ 1,051,556
Equipment 0 0 0 0 0
Total $ 1,360,618 $ 1,395,907 $ 1,371,951 $ 0$ 1,371,951
SOURCE OF FUNDS
General Fund $ 1,360,618 $ 1,395,907 $ 1,371,951 $ 0$ 1,371,951
Total $ 1,360,618 $ 1,395,907 $ 1,371,951 $ 0$ 1,371,951
Information Technology Departmental Budgets Department of Information Technology
Department of
Information Technology
DEPARTMENT OF INFORMATION TECHNOLOGY

(DIT)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
8.00 Positions
Communications
Applications ERP - CSR Technical Support Operations
& Network
22.00 Positions

The Department of Information Technology (DIT) manages the City’s information technology program, excluding
those systems maintained by semi-autonomous agencies created by ordinance. DIT sets and enforces citywide
technology and data security standards and policies. In addition, the department provides technical expertise in
computer and communications technologies to all branches of city government and assists the Mayor with pro-
moting a technology industry in the City and County of Honolulu.
• The City continues to improve its information technology program through the deployment of:
- Lōkahi, a centralized Intelligent Operations Center which provides integration of Workflows and Data
across the Enterprise.
- HIperCloud, an on-island, high-performance cloud providing highly resilient and scalable computer, net-
work, and storage capacity for containers running across multiple data centers. FY2021 projects include
substantial parallel computing resources for artificial intelligence and deep machine learning.
- Motor Vehicle Registration modernization, including the most comprehensive redesign of the system
in over forty years. Modern Application Programming Interfaces will allow dealers to register new vehi-
cles without having to complete physical or electronic documents. A new blockchain design will provide
shared access to expanded vehicle data.
- HNLpay, a centralized payment management system which will provide quicker implementation of online
transactions with faster and more consistent processing.
- HNLsign, a secure digital certificate signing system which will eliminate many workflows that currently
generate large amounts of paper. Digitally signed emails will reduce vulnerabilities to email phishing
attacks.
- PROS, a new Lōkahi component to manage the Department of Parks and Recreation and allow the public
to reserve and register for a wider variety of facilities and activities
- AM2, a new Lōkahi component to manage assets across the enterprise.
- Extended features for the online training and testing component of Lōkahi.
- The new Time and Attendance system, providing more comprehensive automation, better accuracy, and
accountability.
• Occupancy of the new Joint Traffic Management Center (JTMC), including a large data center.
• Completion of a new state-of-the-art data center to replace the City’s primary facility built over forty years ago,
which will also reduce power and cooling costs.
• Installation of a third mainframe for development of applications free of legacy technologies.
• Installation of new cloud storage to expand capacity and extend capabilities to the new HIperCloud.
• New core network routers and switches to restructure the network architecture in the new data center and to
provide expanded segmentation for greater security.
Budget Highlights
• The department’s operating budget for FY2021 reflects a significant decrease as compared to FY2020. This
decrease is due to a reduction in this year’s cost for the CHERPS System upgrade from $7,500,000 in FY20
to $5,800,000 in FY21. Adding to this decrease is a reduction in our communication equipment budget of
$900,000, mainly due to the one-time purchase of communications equipment for the JTMC in FY20.
Permanent FTE 152.00 152.00 152.50 0.00 152.50
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 2.00 2.00 1.50 0.00 1.50
Total 154.00 154.00 154.00 0.00 154.00
Administration $ 12,080,854 $ 20,144,472 $ 17,305,732 $ 0$ 17,305,732
Applications 2,478,584 2,326,188 2,216,164 0 2,216,164
Operations 1,413,760 1,483,799 1,375,337 0 1,375,337
Technical Support 1,393,413 1,359,080 1,471,269 0 1,471,269
ERP-CSR 2,538,730 2,627,875 2,688,034 0 2,688,034
Communications and Network 1,286,038 1,303,015 1,360,383 0 1,360,383
Total $ 21,191,379 $ 29,244,429 $ 26,416,919 $ 0$ 26,416,919
Salaries $ 9,747,747 $ 9,737,824 $ 9,757,229 $ 0$ 9,757,229

Equipment 665,195 2,155,600 1,255,000 0 1,255,000
Total $ 21,191,379 $ 29,244,429 $ 26,416,919 $ 0$ 26,416,919
SOURCE OF FUNDS
General Fund $ 18,644,842 $ 28,748,958 $ 25,892,143 $ 0$ 25,892,143
Sewer Fund 267,311 306,338 338,152 0 338,152
Total $ 21,191,379 $ 29,244,429 $ 26,416,919 $ 0$ 26,416,919
Administration
Program Description
The Administration program manages and directs the department’s administrative policies, procedures and plans.
The activity is responsible for managing and ensuring compliance with all policies in the acquisition of equipment,
software and supplies; developing and monitoring contracts for purchases and the maintenance of computer
equipment and software; coordinating the annual budget preparation and administration of approved budgets;
billing for data processing services; vendor contract agreements; accounts payable; transacting all departmental
personnel matters; and providing centralized clerical services for all divisions within the department; and other
administrative matters.
PROGRAM POSITIONS
Permanent FTE 8.00 8.00 8.00 0.00 8.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 8.00 8.00 8.00 0.00 8.00
Salaries $ 637,222 $ 656,995 $ 665,170 $ 0$ 665,170
Equipment 665,195 2,155,600 1,255,000 0 1,255,000
Total $ 12,080,854 $ 20,144,472 $ 17,305,732 $ 0$ 17,305,732
SOURCE OF FUNDS
General Fund $ 9,919,323 $ 20,144,472 $ 17,305,732 $ 0$ 17,305,732
Total $ 12,080,854 $ 20,144,472 $ 17,305,732 $ 0$ 17,305,732
Applications
Program Description
The Applications program performs computer systems applications development and support, and coordinates the
efforts between the department and user agencies as it relates to applications development, database adminis-
tration, enterprise software license administration and contract negotiation, internet/intranet web content manage-
ment, mobile computing, cloud computing, application quality and information services.
This activity conducts feasibility studies; performs system analysis, design and development; performs systems
testing, user training and detailed documentation of the developed applications; maintains implemented systems;
provides file conversion support; provides database administration; and assistance to City departments in the pro-
curement and implementation of vendor application software; negotiates enterprise GIS software license contract;
provide GIS server administration support and performs project management functions for information technology
project integration and implementation.
PROGRAM POSITIONS
Permanent FTE 35.00 35.00 34.50 0.00 34.50
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.50 0.00 0.50
Total 35.00 35.00 35.00 0.00 35.00

Salaries $ 2,478,584 $ 2,326,188 $ 2,216,164 $ 0$ 2,216,164
Current Expenses 0 0 0 0 0
Equipment 0 0 0 0 0
Total $ 2,478,584 $ 2,326,188 $ 2,216,164 $ 0$ 2,216,164
SOURCE OF FUNDS
General Fund $ 2,478,584 $ 2,326,188 $ 2,216,164 $ 0$ 2,216,164
Total $ 2,478,584 $ 2,326,188 $ 2,216,164 $ 0$ 2,216,164
Operations
Program Description
The Operations program plans, administers, coordinates and executes the central and remote computer sys-
tem operations of the City’s computer facilities located islandwide. This is a 24 hour per day x 365 day per year
operation.
This activity performs enterprise scanning and shredding; develops and maintains document controls to assure
accuracy of data processed; develops computer schedules of production data processing tasks; routes docu-
ments and reports to and from users; coordinates software and hardware changes via a change management
system; maintains offsite storage of all production datasets; develops and maintains disaster recovery planning for
computer systems; manages a centralized help desk call center; coordinates the activities of support technicians;
and operates, controls and maintains the computer equipment and network at the City’s data centers.
PROGRAM POSITIONS
Permanent FTE 31.00 31.00 31.00 0.00 31.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 31.00 31.00 31.00 0.00 31.00
Salaries $ 1,413,760 $ 1,464,671 $ 1,356,209 $ 0$ 1,356,209
Equipment 0 0 0 0 0
Total $ 1,413,760 $ 1,483,799 $ 1,375,337 $ 0$ 1,375,337
SOURCE OF FUNDS
General Fund $ 1,413,760 $ 1,424,951 $ 1,316,489 $ 0$ 1,316,489
Total $ 1,413,760 $ 1,483,799 $ 1,375,337 $ 0$ 1,375,337
Technical Support
Program Description
The Technical Support program serves as the technical advisor internal to the Department of Information
Technology and external to all City’s departments and agencies. It provides technical support for the planning,
installation and operations of citywide computer services, storage devices, electronic mail, internet and intranet
activities/transactions, access control and alarm monitoring systems (ACAMS).
The Technical Support program also plans, installs, administers, supports and maintains systems hardware and
software for the mainframe, x86 servers and storage area networks; monitors capacity and manages upgrades;
trains applications and operations staffs in the use of systems software; and prepares reports on systems usage
and capacity requirements.
The Technical Support program is responsible to ensure the protection, security and integrity of the City’s valuable
information resources. To that end, the program formulates, implements, and enforces policies and procedures in
the monitoring and prevention of intended and unintended attack of the City’s information systems.
PROGRAM POSITIONS
Permanent FTE 19.00 19.00 19.00 0.00 19.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 19.00 19.00 19.00 0.00 19.00

Salaries $ 1,393,413 $ 1,359,080 $ 1,471,269 $ 0$ 1,471,269
Equipment 0 0 0 0 0
Total $ 1,393,413 $ 1,359,080 $ 1,471,269 $ 0$ 1,471,269
SOURCE OF FUNDS
General Fund $ 1,393,413 $ 1,359,080 $ 1,471,269 $ 0$ 1,471,269
Total $ 1,393,413 $ 1,359,080 $ 1,471,269 $ 0$ 1,471,269
ERP-CSR
Program Description
The Enterprise Resource Planning - Computer Service Representative (ERP-CSR) program performs computer
systems ERP design and support, and coordinates the efforts between the department and user agencies as it
relates to ERP design, Financial, Budget, Human Resource, Timekeeping and Payroll technology information
services, City desktop computing support and management.
This activity conducts feasibility studies; performs system analysis, design and configuration; performs systems
testing, user training and detailed documentation of the designed ERP applications; maintains implemented
systems; provides interfaces and reports; provides assistance to City departments in the technical implementa-
tion of Budget, Financial, Human Resource, Timekeeping and Payroll application software; and performs project
management functions for ERP IT project integration and implementation. This program also handles the City’s
desktop computer hardware and software deployment; assists the user agencies to plan and coordinate their
data processing goals; develop forms and workflows for internal processing; and provides Computer Services
Representative support services.
PROGRAM POSITIONS
Permanent FTE 37.00 37.00 38.00 0.00 38.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 2.00 2.00 1.00 0.00 1.00
Total 39.00 39.00 39.00 0.00 39.00
Salaries $ 2,538,730 $ 2,627,875 $ 2,688,034 $ 0$ 2,688,034
Equipment 0 0 0 0 0
Total $ 2,538,730 $ 2,627,875 $ 2,688,034 $ 0$ 2,688,034
SOURCE OF FUNDS
General Fund $ 2,153,724 $ 2,191,252 $ 2,222,106 $ 0$ 2,222,106
Sewer Fund 267,311 306,338 338,152 0 338,152
Total $ 2,538,730 $ 2,627,875 $ 2,688,034 $ 0$ 2,688,034
Communications and Network
Program Description
Serves as the infrastructure support division for first responder communications including the City & County of
Honolulu Networks (wired and wireless), telephone systems, 700 MHz and 800 MHz radio, microwave, and relat-
ed systems; responsible for the management of related technology and facilities, including buildings and towers;
oversees all security access both physical and electronic to the various technology systems supported by DIT.
Participates in strategic and tactical planning for the efficient and effective use of information resources in over-
all City operations. Evaluates plans and proposals from other governmental agencies (e.g. Federal, State and
County) and public or quasi-public organizations for compatibility with City network systems.
Provides project management and directs project support staff of consultants and vendors who provide ongo-
ing support to the 700 MHz, 800 MHz, Microwave, wireless, City-wide fiber network infrastructure and wireless
systems. Functions include contract preparation and management to ensure compliance with the documented
specific needs of the City related to networks, voice, servers and electronic storage components and systems.
Manages tower construction, fiber construction and wireless construction projects. Functions as technical advisor
for fiber network infrastructure for the City’s new construction projects.
Provides technical support and guidance to the City’s public safety agencies in various operations and missions,
such as Wireless Emergency 911.
PROGRAM POSITIONS
Permanent FTE 22.00 22.00 22.00 0.00 22.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00

Total 22.00 22.00 22.00 0.00 22.00
Salaries $ 1,286,038 $ 1,303,015 $ 1,360,383 $ 0$ 1,360,383
Equipment 0 0 0 0 0
Total $ 1,286,038 $ 1,303,015 $ 1,360,383 $ 0$ 1,360,383
SOURCE OF FUNDS
General Fund $ 1,286,038 $ 1,303,015 $ 1,360,383 $ 0$ 1,360,383
Total $ 1,286,038 $ 1,303,015 $ 1,360,383 $ 0$ 1,360,383
Land Management Departmental Budgets Department of Land Management
Department of Land
Management

The Department of Land Management (DLM) is responsible for protecting, developing, and managing City real
property interests (except those under the jurisdiction of the Department of Parks and Recreation). These respon-
sibilities include maintaining a perpetual inventory of all City real property interests, including all lands owned,
leased, rented or controlled by the City. For property under the jurisdiction of other executive agencies, DLM
acts in an advisory role to ensure best practices in land management are adhered to. For property not under
the jurisdiction of other executive agencies, DLM will develop and implement land management plans, property
management plans and conservation and stewardship plans. Most notably, DLM negotiates and reviews all real
property transactions that would affect the City’s inventory. This includes public-private partnership agreements,
development agreements, purchase/sale agreements, leases, licenses, concessions and acquisitions funded by
the Clean Water and Natural Lands (CWNL) fund.
• Continued funding to improve asset management of city properties in the area of maintenance and property
security.
Budget Highlights
• Salary increases primarily due to the successful filling of civil service positions and collective bargaining
increases.
• DLM’s Asset Development Division will oversee the following projects in FY21:
- Development of 524 Kaaahi Street - Completion of a contract agreement with the Sand Island Drug
Treatment Center and completion of their relocation to the new property.
- Development of a property on Iwilei Street - Construction completion for the Resource Center and 27-unit
rental apartments.
- West Loch Modular Housing - DLM will plan, design and construct a 58-unit modular housing project.
- Transfer of public school sites - DLM is working to further the legislative mandate to coordinate with the
Department of Education to transfer public school sites to the state. Per Act 206 (SLH 2017), 14 public
schools on 17 parcels will be transferred and, per Act 210 (SLH 2018), 83 public schools on 103 parcels
will be transferred by FY21.
-
Land Management
Development of City facilities - DLM will continue assisting other City departments with their needs to
acquire properties and subsequent development of facilities. Many City facilities are currently outdated;
therefore, DLM will seek new or renovated facility improvements to enhance productivity and efficiency in
the provision of City services.
- Acquisition of CWNL conservation easements and fee simple property - DLM is working on two CWNL
transactions.
• Asset Management Division - DLM’s active rental housing inventory increased from 15 residential properties
to 18 residential properties for a total of 1,400 rental units.
Permanent FTE 18.00 28.00 28.00 0.00 28.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 18.00 28.00 28.00 0.00 28.00
Administration $ 1,407,131 $ 3,473,764 $ 2,936,573 $ 57,650 $ 2,994,223
Total $ 1,407,131 $ 3,473,764 $ 2,936,573 $ 57,650 $ 2,994,223
Salaries $ 894,985 $ 507,472 $ 951,555 $ 0$ 951,555
Current Expenses 512,146 2,866,292 1,985,018 57,650 2,042,668
Equipment 0 100,000 0 0 0
Total $ 1,407,131 $ 3,473,764 $ 2,936,573 $ 57,650 $ 2,994,223
SOURCE OF FUNDS
General Fund $ 1,360,370 $ 2,978,236 $ 2,691,642 $ 57,650 $ 2,749,292
Clean Water and Natural Lands Fund 0 295,528 244,931 0 244,931
Housing Development Special Fund 46,761 200,000 0 0 0
Total $ 1,407,131 $ 3,473,764 $ 2,936,573 $ 57,650 $ 2,994,223
Land Management
Administration
Program Description
The Department of Land Management was created when the electorate of Honolulu voted to pass Charter
Amendment 8 during the 2016 General Election. This charter amendment established a department to manage
all of the City and County of Honolulu’s real estate interests and to negotiate real property transactions for the
City. The Administration activity oversees, manages and provides administrative support to the Department of
Land Management.
PROGRAM POSITIONS
Permanent FTE 18.00 28.00 28.00 0.00 28.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 18.00 28.00 28.00 0.00 28.00
Salaries $ 894,985 $ 507,472 $ 951,555 $ 0$ 951,555
Current Expenses 512,146 2,866,292 1,985,018 57,650 2,042,668
Equipment 0 100,000 0 0 0
Total $ 1,407,131 $ 3,473,764 $ 2,936,573 $ 57,650 $ 2,994,223
SOURCE OF FUNDS
General Fund $ 1,360,370 $ 2,978,236 $ 2,691,642 $ 57,650 $ 2,749,292
Clean Water and Natural Lands Fund 0 295,528 244,931 0 244,931
Land Management
Housing Development Special Fund 46,761 200,000 0 0 0

Total $ 1,407,131 $ 3,473,764 $ 2,936,573 $ 57,650 $ 2,994,223
Mayor Departmental Budgets Office of the Mayor
Office of the Mayor

Office of the Mayor
Office of the Mayor

As the Chief Executive Officer of the City and County of Honolulu (City), the Mayor coordinates all administrative
activities. The Mayor faithfully enforces the provisions of the Revised Charter of the City and County of Honolulu
and all applicable laws and statutes; and provides leadership, vision and direction for City Administration.
• Affordable Housing Strategy - Oahu is experiencing a housing crisis, and needs to build more than 24,000
housing units to address demand. The Mayor’s Affordable Housing Strategy, in partnership with developers,
builders, and other stakeholders, addresses these needs with new and revised policies, incentives, regula-
tions, and investments. Ongoing infrastructure investment in transit-oriented development (TOD) areas is
critical to support affordable housing on City and State lands.
• Mayor’s Climate Commitment - In an effort to secure a cleaner, safer and healthier environment and economy
for the residents and businesses of Honolulu, the Mayor is focused on supporting policies that will increase
preparedness and develop resilient infrastructure in response to climate change, integrate sustainable and
environmental values into City plans and promote resilience of communities and coastal areas. Through
Directive 18-02, the Mayor requires that all City Departments and Agencies view climate change and the need
for both climate change mitigation and adaptation as an urgent matter, and take a proactive approach in both
reducing greenhouse gas emissions and protect and prepare the City for the physical and economic impacts
of climate change.
• Honolulu Rail Operations - Public transportation is an important contributing factor to urban sustainability.
Effective transportation networks that incorporate public transit help lower a city’s carbon footprint, and make
cities more livable by easing commute and transportation needs and increasing accessibility. The Mayor is
working with the Honolulu Authority for Rapid Transportation and the Department of Transportation Services
to ensure that rail operations will be fully functional with adequate funding and staffing to serve the city’s tran-
sit needs.
Budget Highlights
• Modest increase in FY2021. The main expenditures for the office(s) are salaries, which reflect a slight
increase over the prior Fiscal Year.
Mayor
Office of the Mayor
Permanent FTE 6.00 6.00 6.00 0.00 6.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 6.00 6.00 6.00 0.00 6.00
Administration $ 717,298 $ 740,676 $ 766,872 $ 0$ 766,872
Contingency Fund 16,676 30,000 30,000 0 30,000
Total $ 733,974 $ 770,676 $ 796,872 $ 0$ 796,872
Salaries $ 666,979 $ 670,236 $ 689,472 $ 0$ 689,472
Equipment 0 0 0 0 0
Total $ 733,974 $ 770,676 $ 796,872 $ 0$ 796,872
SOURCE OF FUNDS
General Fund $ 733,974 $ 770,676 $ 796,872 $ 0$ 796,872
Total $ 733,974 $ 770,676 $ 796,872 $ 0$ 796,872
Mayor
Office of the Mayor
Administration
Program Description
This activity oversees city agencies, establishes policies and provides management direction for all executive
departments.
PROGRAM POSITIONS
Permanent FTE 6.00 6.00 6.00 0.00 6.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 6.00 6.00 6.00 0.00 6.00
Salaries $ 666,979 $ 670,236 $ 689,472 $ 0$ 689,472
Equipment 0 0 0 0 0
Total $ 717,298 $ 740,676 $ 766,872 $ 0$ 766,872
SOURCE OF FUNDS
General Fund $ 717,298 $ 740,676 $ 766,872 $ 0$ 766,872
Total $ 717,298 $ 740,676 $ 766,872 $ 0$ 766,872
Mayor
Office of the Mayor
Contingency Fund
Program Description
This activity, as established by Section 5-105 of the Revised Charter of the City and County of Honolulu 1973
(2000 ed.), provides a contingency fund to be expended for such public purposes as the Mayor deems proper.
PROGRAM POSITIONS
Permanent FTE 0.00 0.00 0.00 0.00 0.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 0.00 0.00 0.00 0.00 0.00
Salaries $ 0$ 0$ 0$ 0$ 0
Equipment 0 0 0 0 0
Total $ 16,676 $ 30,000 $ 30,000 $ 0$ 30,000
SOURCE OF FUNDS
General Fund $ 16,676 $ 30,000 $ 30,000 $ 0$ 30,000
Total $ 16,676 $ 30,000 $ 30,000 $ 0$ 30,000
Mayor
Managing Director Departmental Budgets Office of the Managing Director
Office of the Managing

Director

As the lead manager for the City and County of Honolulu (City), the Managing Director oversees and evaluates
the management and performance of all executive departments and agencies and prescribes the standards of
administrative practices to be followed.
The Managing Director performs all the duties and functions required by the City Charter and provides guidance
to departments in maintaining a safe and vibrant community.
• Leading a Vibrant City - Under the Mayor’s leadership, the Office of the Managing Director (MDO) responds
to and addresses community issues, works on policy issues with the City Council, creates economic devel-
opment opportunities and cultural activities, engages in and monitors community feedback at neighborhood
board meetings, manages the executive agencies to ensure collaboration, fiscal responsibility and efficient
operations, with an emphasis in providing excellent customer service.
• Improving City Processes - The MDO is leading a transformation in modernizing practices to improve pro-
cesses around the City in an effort to improve efficiency and drive productivity. Process workflows are being
automated and revamped, and there is a concerted effort to migrate from paper-based to digital systems.
These improvements are being implemented by cross departmental teams.
• Training Our Future Leaders - The City is fortunate to have an experienced workforce, but the boomer gen-
eration is retiring in large numbers and this creates a gap in managerial experience. The MDO is working to
develop training opportunities focused on leadership development.
• Fostering Sister-City Relationships - Building upon relationships with cities around the world MDO works with
Honolulu’s sister cities to enhance tourism, business relations, educational, cultural and sports exchanges,
and the flow of knowledge and ideas. These relationships play a vital role in enhancing Honolulu’s unique
and rich cultural, social and economic fabric.
Budget Highlights
• Overall decrease in FY2021. The main expenditures for the office(s) are salaries.
• 1.0 general funded full time position and 4.0 grant funded full time positions are added in the Office of Climate
Change, Sustainability and Resiliency (CCSR). The positions will help CCSR to expand its capacity as the
office continues to grow from its establishment in 2016.
Managing Director
Permanent FTE 35.50 35.50 35.50 5.00 40.50
Temporary FTE 1.00 1.00 1.00 0.00 1.00
Contract FTE 1.00 0.00 0.00 0.00 0.00
Total 37.50 36.50 36.50 5.00 41.50
City Management $ 2,104,709 $ 2,048,244 $ 2,117,462 $ 0$ 2,117,462
Culture and the Arts 511,955 550,298 530,874 0 530,874
Office of Housing 182,341 226,560 179,896 0 179,896
Office of Climate Change, 1,586,472 1,268,996 1,099,266 83,980 1,183,246
Sustainability and Resiliency
Total $ 4,385,477 $ 4,094,098 $ 3,927,498 $ 83,980 $ 4,011,478
Salaries $ 2,917,041 $ 2,792,688 $ 2,805,204 $ 55,200 $ 2,860,404
Equipment 0 0 0 0 0
Total $ 4,385,477 $ 4,094,098 $ 3,927,498 $ 83,980 $ 4,011,478
SOURCE OF FUNDS
General Fund $ 3,597,533 $ 4,094,098 $ 3,927,498 $ 83,980 $ 4,011,478
Total $ 4,385,477 $ 4,094,098 $ 3,927,498 $ 83,980 $ 4,011,478
Managing Director
City Management
Program Description
Provides funds for the Office of the Managing Director. Management and coordination of the executive agencies
and the Office of Economic Development are funded through this program.
PROGRAM POSITIONS
Permanent FTE 21.50 21.50 21.50 0.00 21.50
Temporary FTE 1.00 1.00 1.00 0.00 1.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 22.50 22.50 22.50 0.00 22.50
Salaries $ 1,807,518 $ 1,752,864 $ 1,805,532 $ 0$ 1,805,532
Equipment 0 0 0 0 0
Total $ 2,104,709 $ 2,048,244 $ 2,117,462 $ 0$ 2,117,462
SOURCE OF FUNDS
General Fund $ 2,010,371 $ 2,048,244 $ 2,117,462 $ 0$ 2,117,462
Total $ 2,104,709 $ 2,048,244 $ 2,117,462 $ 0$ 2,117,462
Managing Director
Culture and the Arts
Program Description
The Mayor’s Office of Culture and the Arts (MOCA) was created in 1971 after the passage of the Percent for Art
law in 1967 that established the Art in City Buildings Program. MOCA promotes and increases awareness of the
importance of arts and cultural heritages for the benefit of the people in the City and County of Honolulu. Through
Culture and Arts Programs and a Collaborative Arts Program, MOCA provides opportunities for the development
and exposure to culture and arts in all forms.
PROGRAM POSITIONS
Permanent FTE 5.00 5.00 5.00 0.00 5.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 5.00 5.00 5.00 0.00 5.00
Salaries $ 315,277 $ 300,528 $ 305,604 $ 0$ 305,604
Equipment 0 0 0 0 0
Total $ 511,955 $ 550,298 $ 530,874 $ 0$ 530,874
SOURCE OF FUNDS
General Fund $ 481,956 $ 550,298 $ 530,874 $ 0$ 530,874
Total $ 511,955 $ 550,298 $ 530,874 $ 0$ 530,874
Managing Director
Office of Housing
Program Description
Established by the Council to ensure that agencies of the state and federal governments, private organizations,
nonprofit groups, community organizations, and individuals will work in partnership to address issues regarding
affordable housing, senior housing, special needs housing and homelessness.
PROGRAM POSITIONS
Permanent FTE 2.00 2.00 2.00 0.00 2.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 2.00 2.00 2.00 0.00 2.00
Salaries $ 139,141 $ 140,160 $ 143,496 $ 0$ 143,496
Equipment 0 0 0 0 0
Total $ 182,341 $ 226,560 $ 179,896 $ 0$ 179,896
SOURCE OF FUNDS
General Fund $ 182,341 $ 226,560 $ 179,896 $ 0$ 179,896
Total $ 182,341 $ 226,560 $ 179,896 $ 0$ 179,896
Managing Director
Office of Climate Change, Sustainability and Resiliency
Program Description
The Office of Climate Change, Sustainability and Resiliency was created when the electorate of Honolulu voted
to pass Charter Amendment 7 during the 2016 General Election. This charter amendment established an office
whose purpose is to be the central point for gathering information and working with internal and external stake-
holders on issues related to climate change, resiliency and sustainability. The office also serves the newly creat-
ed, five member, Climate Change Commission.
PROGRAM POSITIONS
Permanent FTE 7.00 7.00 7.00 5.00 12.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 0.00 0.00 0.00 0.00
Total 8.00 7.00 7.00 5.00 12.00
Salaries $ 655,105 $ 599,136 $ 550,572 $ 55,200 $ 605,772
Current Expenses 931,367 669,860 548,694 28,780 577,474
Equipment 0 0 0 0 0
Total $ 1,586,472 $ 1,268,996 $ 1,099,266 $ 83,980 $ 1,183,246
SOURCE OF FUNDS
General Fund $ 922,865 $ 1,268,996 $ 1,099,266 $ 83,980 $ 1,183,246
Total $ 1,586,472 $ 1,268,996 $ 1,099,266 $ 83,980 $ 1,183,246
Managing Director
Neighborhood Commission Departmental Budgets Neighborhood Commission
Neighborhood
Commission

(NCO)
ORGANIZATION CHART

Fiscal Year 2020.
Office of the
Managing Director
Neighborhood Commission Office

Administration
2.00 Positions
Neighborhood
Commission
(9 Members)
Community/ Administrative
Elections Services Office Services
(NCO)
NEIGHBORHOOD BOARDS BOUNDARIES
No. NEIGHBORHOOD BOARD No. NEIGHBORHOOD BOARD No. NEIGHBORHOOD BOARD
1 HAWAII KAI 13 DOWNTOWN 25 MILILANI/WAIPIO/

2 KULIOUOU-KALANI IKI 14 LILIHA/ALEWA/PUUNUI MELEMANU
3 WAIALAE-KAHALA KAMEHAMEHA HEIGHTS 26 WAHIAWA-WHITMORE VILLAGE
4 KAIMUKI 15 KALIHI-PALAMA 27 NORTH SHORE
5 DIAMOND HEAD/KAPAHULU/ 16 KALIHI VALLEY 28 KOOLAULOA
ST. LOUIS HEIGHTS 17 MOANALUA (Not Formed) 29 KAHALUU
6 PALOLO 18 ALIAMANU/SALT LAKE/ 30 KANEOHE
7 MANOA FOSTER VILLAGE 31 KAILUA
8 MCCULLY/MOILIILI 19 AIRPORT (Not Formed) 32 WAIMANALO
9 WAIKIKI 20 AIEA 33 MOKAPU (Not Formed)
10 MAKIKI/LOWER PUNCHBOWL/ 21 PEARL CITY 34 MAKAKILO/KAPOLEI/
TANTALUS 22 WAIPAHU HONOKAI HALE
11 ALA MOANA/KAKAAKO 23 EWA 35 MILILANI MAUKA/
12 NUUANU/PUNCHBOWL 24 WAIANAE COAST LAULANI VALLEY
36 NANAKULI-MAILI

The Neighborhood Commission (the Commission), with assistance from the Neighborhood Commission
Office (NCO), is responsible for the mandated ten-year review of the Neighborhood Plan. The Neighborhood
Plan serves as the legal framework for the Neighborhood Board System. The mission of the Neighborhood
Commission is to increase and assure effective citizen participation in government through the Neighborhood
Board System.
The NCO provides staff support to the nine-member Neighborhood Commission and the Neighborhood Board
System comprised of 33 neighborhood boards. NCO staff attends regular monthly meetings, produces meeting
minutes, and provides proper public notice of all meetings of the Commission and the neighborhood boards. The
NCO also facilitates hundreds of responses for concerns asked of Mayor Caldwell and City departments through
his representatives at neighborhood board meetings.
• Technology - Continually update and add to the Neighborhood Commission Office website to modernize digi-
tal interaction with citizens. The NCO website provides resources and info-graphics about the Neighborhood
Board System as well as training resources for those interested in Sunshine Law and how meetings are run.
The NCO will continue to improve communication and transparency by using social media tools.
• Community Outreach - Visit businesses, clubs and community groups to publicize the Neighborhood Board
System with the goal of increasing citizen engagement. Host various community events to disseminate infor-
mation, gain public input about the Neighborhood Board System, and to engage potential new board mem-
bers. The NCO will also continue to participate at various community events island-wide to engage residents
and other members of the public.
• Training - Develop training tools and informative memos for distribution to board members and make available
to the public at-large. The NCO will continue to increase training & certification, by the National Association of
Parliamentarians, for staff to improve the services provided to the boards.
Budget Highlights
• Increase of $185,000 in FY2021 due to Neighborhood Board Elections being held biennially in odd numbered
years.
Permanent FTE 15.00 14.00 14.00 0.00 14.00
Temporary FTE 1.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 16.00 14.00 14.00 0.00 14.00
Neighborhood Commission $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
Total $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
Salaries $ 607,010 $ 615,596 $ 542,856 $ 0$ 542,856
Equipment 0 0 0 0 0
Total $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
SOURCE OF FUNDS
General Fund $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
Total $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
Program Description
The Neighborhood Commission Office (NCO) provides administrative and technical support services to the
Neighborhood Commission, 33 neighborhood boards, and the city administration.
PROGRAM POSITIONS
Permanent FTE 15.00 14.00 14.00 0.00 14.00
Temporary FTE 1.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 16.00 14.00 14.00 0.00 14.00
Salaries $ 607,010 $ 615,596 $ 542,856 $ 0$ 542,856
Equipment 0 0 0 0 0
Total $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
SOURCE OF FUNDS
General Fund $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
Total $ 872,714 $ 759,846 $ 871,756 $ 0$ 871,756
Royal Hawaiian Band Departmental Budgets Royal Hawaiian Band
Royal Hawaiian Band

Royal Hawaiian Band
ROYAL HAWAIIAN BAND

(RHB)
ORGANIZATION CHART
Royal Hawaiian Band

Fiscal Year 2020.
Administration
2.00 Positions
Operations
39.50 Positions
Royal Hawaiian Band
Royal Hawaiian Band

The Royal Hawaiian Band represents the City at public events, including regular concerts, official ceremonies,
special programs and parades with the music and dance of Hawaii.
Maintain a high standard of musical performance and efficiently manage the resources of the band.
Royal Hawaiian Band

• Provide expanded musical services to different segments of the community through a variety of programs.
• Promote the City and County of Honolulu through concerts, tours and recordings, which feature the music and
dance of Hawaii.
• Expanded performances for the elderly at hospitals, nursing homes, adult day care facilities, retirement facili-
ties and community senior programs.
• Promote and perpetuate the Hawaiian culture through the performance of traditional Hawaiian music and
dance.
Budget Highlights
• Increase over FY 2020 current expenses due to the modest expansion of core services. Increases in service
to the elderly in conjunction with the Mayor’s Initiative as an age friendly city.
• Slight salary decrease due to current vacant positions.
Royal Hawaiian Band
Permanent FTE 40.00 40.00 40.00 0.00 40.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.50 1.50 1.50 0.00 1.50
Total 41.50 41.50 41.50 0.00 41.50
Royal Hawaiian Band
Royal Hawaiian Band $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
Total $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
Salaries $ 2,278,662 $ 2,328,944 $ 2,272,583 $ 0$ 2,272,583
Equipment 11,999 22,000 10,000 0 10,000
Total $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
SOURCE OF FUNDS
General Fund $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
Total $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
Royal Hawaiian Band
Royal Hawaiian Band
Program Description
This activity provides music in concerts and parades for official governmental functions and at public venues for
residents and visitors.
PROGRAM POSITIONS
Royal Hawaiian Band

Permanent FTE 40.00 40.00 40.00 0.00 40.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.50 1.50 1.50 0.00 1.50
Total 41.50 41.50 41.50 0.00 41.50
Salaries $ 2,278,662 $ 2,328,944 $ 2,272,583 $ 0$ 2,272,583
Equipment 11,999 22,000 10,000 0 10,000
Total $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
SOURCE OF FUNDS
General Fund $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
Total $ 2,415,776 $ 2,514,644 $ 2,454,646 $ 0$ 2,454,646
Medical Examiner Departmental Budgets Department of the Medical Examiner
Department of the
Medical Examiner
DEPARTMENT OF THE MEDICAL EXAMINER

(MED)
ORGANIZATION CHART

Fiscal Year 2020.
Medical Examiner
Administration
9.00 Positions
Investigative/
Laboratory Plant Operations

The Department of the Medical Examiner is responsible for investigating any death occurring on Oahu by vio-
lence, accident or suicide, or suddenly when the decedent was in apparent good health or had not recently been
treated by a physician, while in custody, within twenty-four hours of admission to a hospital, or in any suspicious or
unusual manner. The purpose of such investigations is to discover, document and preserve the medical, anatomic
and/or evidentiary findings that will allow the Department to determine the cause and manner of death, identify the
deceased, help adjudicate an individual’s guilt or innocence in courts of law, determine or exclude contributory or
causative factors to the death, and provide expert testimony in criminal and civil litigation. The Department of the
Medical Examiner also provides education and research assistance to local and national medical, legal, academic
and law enforcement organizations and communities.
• The Department is partnering with the Hawai’i Department of Health to enhance toxicology testing for col-
Medical Examiner
lection of more accurate data pertaining to drug related and drug involved deaths, with special emphasis on
opioid abuse.
• The Department will significantly advance the efficiency and precision of data collection and analysis with
an updated decedent case management system acquired in association with its partnership with the Hawai’i
Department of Health.
• New investment in technology including digital fingerprinting.
• Disaster preparedness including portable digital body and dental x-ray systems and updated morgue
equipment.
Budget Highlights
• Current Expense increases in FY 2021 which include: $456,250 for off-site body storage during the proposed
renovation of the medical examiner’s facility; $403,010 for the transport of bodies due to increased costs and
for off-site body transport to storage facilities; and $240,000 for guard and security services to provide 24/7
security for the facility and employees.
• Salary decreases in FY 2021 due to vacant Pathologist position.
Permanent FTE 24.00 25.00 25.00 0.00 25.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 0.00 0.00 0.00 0.00
Total 25.00 25.00 25.00 0.00 25.00
Investigation of Deaths $ 2,200,189 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
Total $ 2,200,189 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
Medical Examiner
Salaries $ 1,660,805 $ 1,968,904 $ 1,784,854 $ 0$ 1,784,854
Current Expenses 539,384 730,239 1,559,721 0 1,559,721
Equipment 0 63,500 48,300 0 48,300
Total $ 2,200,189 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
SOURCE OF FUNDS
General Fund $ 2,198,584 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
Total $ 2,200,189 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
Investigation of Deaths
Program Description
This activity brings expert and independent medical evaluation to deaths that are of concern to the health, safety
and welfare of the community as a whole by investigating the circumstances of any death within the jurisdiction
of the Department. Jurisdictional deaths are those occurring by violence, accident or suicide, or suddenly when
in apparent good health, or when not recently treated by a physician, while in custody, within twenty-four hours
of admission to a hospital, or in any suspicious or unusual manner. This activity includes interview of witnesses,
examination and documentation of the death scene, researching information in the field and in an office setting,
and conducting postmortem and laboratory examinations that culminate in the issuance of a report setting forth
the cause and manner of death.
Expert medicolegal testimony is provided in depositions, preliminary hearings, grand jury inquiries and at trial.
Identification of human remains and differentiation from non-human remains is also perform.
Medical Examiner
PROGRAM POSITIONS
Permanent FTE 24.00 25.00 25.00 0.00 25.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 0.00 0.00 0.00 0.00
Total 25.00 25.00 25.00 0.00 25.00
Salaries $ 1,660,805 $ 1,968,904 $ 1,784,854 $ 0$ 1,784,854
Current Expenses 539,384 730,239 1,559,721 0 1,559,721
Equipment 0 63,500 48,300 0 48,300
Total $ 2,200,189 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
SOURCE OF FUNDS
General Fund $ 2,198,584 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
Total $ 2,200,189 $ 2,762,643 $ 3,392,875 $ 0$ 3,392,875
Parks and Recreation Departmental Budgets Department of Parks and Recreation
Department of Parks
and Recreation

(DPR)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
34.50 Positions
Parks and Recreation
Board of Parks
and Recreation
Urban Forestry Parks Maintenance

109.35 Positions and Recreation Services
Maintenance Recreation Grounds Maintenance

Support Services Services 523.00 Positions

(DPR)
ISLANDWIDE PARK SYSTEM
DISTRICT IV
Windward Oahu District
(Makapuu to Mokuleia)

DISTRICT II
West Honolulu District
(Punahou St. to Aiea)
DISTRICT III
Leeward Oahu District
(Pearl City to Waianae including Ewa
Beach to Wahiawa) DISTRICT V
Patsy T. Mink Central Oahu Regional Park,
Waipio Soccer Complex, Hans L’Orange DISTRICT I
Baseball Field East Honolulu District
(Sandy Beach to McCully)
TOTAL NUMBER OF PARKS AND RECREATION AREAS: 401
Including: 37 Regional Parks and District Parks

60 Beach Parks
193 Mini, Urban, Neighborhood, Community, and Miscellaneous Parks
2 Nature Parks and Preserves
5 Botanical Gardens
11 Community Gardens (1,265 plots)
86 Beach Access Right-of-Ways
7 Malls

The Department of Parks and Recreation (DPR) maintains and operates parks and recreational facilities under
City jurisdiction; develops and implements programs for cultural, recreational and other leisure-time activities;
beautifies City streets, parks and recreational facilities, including planting, pruning, and maintenance of shade
trees; and maintains and operates the City’s botanical and community gardens.
The Department also provides a wide range of recreational facilities and services that are readily available to
all ages, and promotes the history and the multi-ethnic culture of Hawaii; protects cultural, and archaeological
resources on our properties; and fosters the visual and performing arts.
• Continue with high impact maintenance projects renovating comfort stations, re-surfacing sports courts, refur-
bishment of play apparatus systems and exercise equipment.
• Expansion of core services to meet the demands of improving and maintaining park facilities.
Budget Highlights
• 59.8 full-time positions have been deactivated to reflect a more accurate picture of the number of positions
the department has to deliver services.
• The addition of one (1) Recreation Specialist III to assist with shore water permits.
• $650,000 for the Mayor’s 100,000 Tree Initiative.

• $910,000 for the Patsy T. Mink Central Oahu Regional Park Field Lighting Upgrade.
• $3,222,000 for security guard services for parks and gardens island-wide including $250,000 for Haiku Stairs.
• In addition, another $3,022,000 to support the Mayor’s Kakou for the Parks Initiative.
Permanent FTE 921.70 947.70 947.70 1.00 948.70
Temporary FTE 4.65 4.65 4.65 0.00 4.65
Contract FTE 230.80 237.78 229.03 0.00 229.03
Total 1,157.15 1,190.13 1,181.38 1.00 1,182.38
Administration $ 2,539,613 $ 2,439,403 $ 2,495,273 $ 59,616 $ 2,554,889
Urban Forestry Program 10,916,981 12,340,493 11,430,777 0 11,430,777
Maintenance Support Services 8,423,989 19,902,380 8,416,404 0 8,416,404
Recreation Services 23,240,267 24,547,926 24,591,540 0 24,591,540
Grounds Maintenance 35,416,835 40,171,189 39,823,631 250,000 40,073,631
Total $ 80,537,685 $ 99,401,391 $ 86,757,625 $ 309,616 $ 87,067,241

Salaries $ 48,119,873 $ 51,079,916 $ 49,590,267 $ 59,616 $ 49,649,883
Equipment 700,456 601,200 401,100 0 401,100
Total $ 80,537,685 $ 99,401,391 $ 86,757,625 $ 309,616 $ 87,067,241
SOURCE OF FUNDS
General Fund $ 76,637,633 $ 94,195,280 $ 81,575,039 $ 309,616 $ 81,884,655
Highway Beautification Fund 610,000 610,000 610,000 0 610,000
Patsy T. Mink Central Oahu Regional 3,328 534,800 444,800 0 444,800
Park Fund
Waipio Peninsula Soccer Park Fund 20,354 112,100 112,100 0 112,100
Total $ 80,537,685 $ 99,401,391 $ 86,757,625 $ 309,616 $ 87,067,241
Administration
Program Description
The Administration directs the overall management, maintenance and operations of the City’s park system and
respective Division programs and services. It provides staff and clerical services in personnel, professional devel-
opment, safety, planning, purchasing, budgetary and organizational management; conducts research relating
to resolving management issues; administers the agency’s property control, supply and equipment inventory;
coordinates administrative reporting activities; monitors and submits correspondence to City Council and State
Legislature on behalf of the Department, maintains the updates of Park Rules and Regulations as necessary
and administers the issuance of permits for use of parks and recreational facilities and in coordination with the
Honolulu Police Department enforces park rules and regulations.
PROGRAM POSITIONS
Permanent FTE 33.00 34.00 34.00 1.00 35.00
Temporary FTE 0.50 0.50 0.50 0.00 0.50
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 33.50 34.50 34.50 1.00 35.50
Salaries $ 1,914,592 $ 1,796,953 $ 1,978,853 $ 59,616 $ 2,038,469
Equipment 86,799 0 0 0 0
Total $ 2,539,613 $ 2,439,403 $ 2,495,273 $ 59,616 $ 2,554,889
SOURCE OF FUNDS
General Fund $ 2,460,209 $ 2,439,403 $ 2,495,273 $ 59,616 $ 2,554,889
Total $ 2,539,613 $ 2,439,403 $ 2,495,273 $ 59,616 $ 2,554,889
Urban Forestry Program
Program Description
The Urban Forestry program manages the botanical garden and horticulture programs. The Honolulu Botanical
Gardens encompass 650 acres including the Foster, Liliùokalani, Koko Crater, Hoòmaluhia, and Wahiawa
Botanical Gardens. The Community Gardening Program and other gardening-related recreational, environmen-
tal, and cultural public programs are also part of this unit. The horticulture programs plant, prune, trim, water,
and maintain shade trees, palms, and other plants along public roadways, parks and malls; keep street lights,
power lines, traffic control devices, and right-of-ways free of imposing branches; grow plants for beautification
projects and public gardens; grow and maintain ornamental plants for use in government offices and at city-spon-
sored events; and conduct a developmental and testing program for plant materials useful for the programs. The
Exceptional Trees Program is also part of this unit.
PROGRAM POSITIONS
Permanent FTE 98.00 104.00 104.00 0.00 104.00
Temporary FTE 2.85 2.85 2.85 0.00 2.85
Contract FTE 3.50 2.50 2.50 0.00 2.50

Total 104.35 109.35 109.35 0.00 109.35
Salaries $ 4,787,829 $ 5,026,693 $ 4,585,327 $ 0$ 4,585,327
Equipment 80,000 199,300 113,500 0 113,500
Total $ 10,916,981 $ 12,340,493 $ 11,430,777 $ 0$ 11,430,777
SOURCE OF FUNDS
General Fund $ 10,290,621 $ 11,710,493 $ 10,800,777 $ 0$ 10,800,777
Highway Beautification Fund 610,000 610,000 610,000 0 610,000
Hanauma Bay Nature Preserve Fund 14,100 20,000 20,000 0 20,000
Total $ 10,916,981 $ 12,340,493 $ 11,430,777 $ 0$ 11,430,777
Maintenance Support Services
Program Description
The Maintenance Support Services (MSS) is responsible for providing minor repair and/or replacement services
to department’s park buildings, ground facilities and equipment island-wide. The trades program, the mainstay in
maintaining and repairing an aging inventory of facilities, diligently works to maintain buildings to a safe accept-
able level. The work program, which contracts out work projects, is an integral part of the maintenance program.
MSS provides heavy construction equipment support, utility crew support and a chemical unit that provides fertil-
izing, herbicide, and vector control to all parks. MSS also responds to emergency repair calls on park properties
(plumbing, carpentry).
PROGRAM POSITIONS
Permanent FTE 88.00 88.00 88.00 0.00 88.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 1.00 0.00 0.00 0.00
Total 88.00 89.00 88.00 0.00 88.00
Salaries $ 4,533,020 $ 4,788,060 $ 4,509,312 $ 0$ 4,509,312
Equipment 68,763 0 0 0 0
Total $ 8,423,989 $ 19,902,380 $ 8,416,404 $ 0$ 8,416,404
SOURCE OF FUNDS
General Fund $ 8,419,958 $ 19,842,380 $ 8,356,404 $ 0$ 8,356,404
Hanauma Bay Nature Preserve Fund 4,031 60,000 60,000 0 60,000
Total $ 8,423,989 $ 19,902,380 $ 8,416,404 $ 0$ 8,416,404
Recreation Services
Program Description
Recreation Services plans, organizes, conducts, provides and promotes recreational and community services for
all segments of the population on Oahu. This unit provides direct recreational services to the public through city-
wide, district and community programs involving cultural, recreational and other leisure time activities and special
events.
PROGRAM POSITIONS
Permanent FTE 210.50 208.50 209.50 0.00 209.50
Temporary FTE 0.50 0.50 0.50 0.00 0.50
Contract FTE 224.30 225.28 223.53 0.00 223.53
Total 435.30 434.28 433.53 0.00 433.53

Salaries $ 16,043,111 $ 16,812,674 $ 17,049,690 $ 0$ 17,049,690
Equipment 0 38,000 25,000 0 25,000
Total $ 23,240,267 $ 24,547,926 $ 24,591,540 $ 0$ 24,591,540
SOURCE OF FUNDS
General Fund $ 20,936,054 $ 21,876,231 $ 21,875,176 $ 0$ 21,875,176
Patsy T. Mink Central Oahu Regional 0 7,000 7,000 0 7,000
Park Fund
Total $ 23,240,267 $ 24,547,926 $ 24,591,540 $ 0$ 24,591,540
Grounds Maintenance
Program Description
The Grounds Maintenance provides grounds keeping, custodial and maintenance services to all parks and recre-
ation facilities on the island of Oahu.
PROGRAM POSITIONS
Permanent FTE 492.20 513.20 512.20 0.00 512.20
Temporary FTE 0.80 0.80 0.80 0.00 0.80
Contract FTE 3.00 9.00 3.00 0.00 3.00
Total 496.00 523.00 516.00 0.00 516.00
Salaries $ 20,841,321 $ 22,655,536 $ 21,467,085 $ 0$ 21,467,085

Equipment 464,894 363,900 262,600 0 262,600
Total $ 35,416,835 $ 40,171,189 $ 39,823,631 $ 250,000 $ 40,073,631
SOURCE OF FUNDS
General Fund $ 34,530,791 $ 38,326,773 $ 38,047,409 $ 250,000 $ 38,297,409
Hanauma Bay Nature Preserve Fund 862,362 1,204,516 1,226,322 0 1,226,322
Patsy T. Mink Central Oahu Regional 3,328 527,800 437,800 0 437,800
Park Fund
Waipio Peninsula Soccer Park Fund 20,354 112,100 112,100 0 112,100
Total $ 35,416,835 $ 40,171,189 $ 39,823,631 $ 250,000 $ 40,073,631
Planning and Permitting Departmental Budgets Department of Planning and Permitting
Department of Planning
and Permitting

(DPP)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
32.00 Positions
Zoning Board
of Appeals
Planning and Permitting
Building Board
of Appeals
Planning
Commission
Planning and Transit Customer Service

Land Use Permits Site Development Building
Oriented Development
34.00 Positions 24.00 Positions 71.00 Positions 118.00 Positions 74.00 Positions

(DPP)
DEVELOPMENT PLAN AREAS

1 PRIMARY URBAN CENTER
2 EWA
3 CENTRAL OAHU
4 EAST HONOLULU
5 KOOLAUPOKO
6 KOOLAULOA
7 NORTH SHORE
8 WAIANAE

The Department of Planning and Permitting is responsible for the City’s long-range and community planning
efforts and for the administration and enforcement of various permits required for the development and use of
land and structures. It also is involved in affordable housing and transportation policies.
• Transit Oriented Development (TOD) - Public and private investment in TOD are increasing development
throughout the rail corridor, revitalizing communities, and increasing affordable and workforce housing supply
and property tax revenues. On-going tasks include business and community outreach; finalizing and adopting
Neighborhood TOD Plans and zoning; implementing catalytic projects; coordinating targeted infrastructure
investments; assisting in implementing affordable housing and climate resilience strategies; collaborating with
state and federal agencies; and developing TOD supportive policies and projects.
• Planning - Updates to the City’s Development Plans and Sustainable Communities Plans (SCP), as required
by City Charter, are ongoing with the next revision to be the North Shore SCP which was last updated in May
2011. Efforts are also ongoing to expand upon research data, such as the categorization of employment data,
for land use monitoring purposes. With over 5,000 affordable housing units anticipated to be developed in the
next five years, efforts are underway to coordinate with other City agencies to centralize and streamline the
processing of affordable housing data with the launching of a customized tracking software. In addition, a
contract with a third party administrator to increase efficiencies in administering the City’s affordable housing
program will continue through FY 2021.
• Land Use Permits - Based on the outreach conducted for the Land Use Ordinance (LUO) Update, Article 6
Parking & Loading amendments were submitted to Council. Amendments to the LUO’s definitions, master
use table and certain development standards are underway. Contract negotiations are nearly complete to
hire a consultant for Phase III of the effort, i.e., improve the permitting processes. TOD zoning for new station
areas will support creative, catalytic redevelopment along the rail corridor. Amendments to the shoreline reg-
ulations will better protect beaches from sea level rise.
• Building - Updating the Building Code for building, electrical, plumbing, housing, and energy. Positions are
being filled to review and inspect building permits for requirements mandated by the City’s National Pollutant
Discharge Elimination System (NPDES) Permit.
• Customer Service - The residential permit procedures within the Permit Issuance Branch (PIB) has been
updated within the relevant Branch standard operating procedures (SOP) manual in December of 2019.
Procedures for one-time review (OTR) and OTR-60 has been established. The SOP also includes proce-
dures for accessory dwelling units (ADU) on the acceptance and review of ADU applications submitted
for permit issuance and issuance of on-line permits. POSSE WEB is currently being integrated within the
Department and the Customer Service Division was one of two Divisions that has been using the new WEB
since December 2019. Since January 2020, PIB has hired 4 new Building Permit Clerks. Three of the new
hires are currently in training, learning the responsibilities of the initial and final permit processing. The fourth
Permit Clerk has a start date with PIB on February 17, 2020.
• Site Development Division - Improving the subdivision dedication process. Implementing plan review options
including electronic plan submittals. Streamlining document and civil engineering permit processing. Also
filling position to review plans and inspect permits for trenching and grading projects to comply with require-
ments mandated by the City’s NPDES Permit.
• Honolulu Land Information System (HOLIS) - Continuing to steadily invest in upgrading the technology capa-
bilities of the Department to enable effective and efficient operations. Implementation of new user interfaces
and data configurations to expand information access and content. Providing technical support services in
utilizing existing systems, and assisting in the deployment of scanned hard copy documents.
Budget Highlights
• Salary and benefit increases primarily due to mandated collective bargaining contracts.
• Additional funding of $100,000 for Contested Case Hearing Officers along with 1.0 full-time position for an
Ombudsman in Administration.
• Additional funding of $300,000 for the enforcement of illegal short-term rentals in Administration and 5.0 full-
time positions in Customer Service.
• Additional consultant funding of $300,000 for staff training and operational improvements, $50,000 for
Building Department accreditation, and 1.0 full-time position in Customer Service.
• $200,000 for Phase IV of the upgrading of the City’s Land Use Ordinance review and revision.
Permanent FTE 335.00 344.00 341.00 7.00 348.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 13.00 9.00 7.00 0.00 7.00
Total 348.00 353.00 348.00 7.00 355.00
Administration $ 5,310,065 $ 7,257,587 $ 6,607,900 $ 0$ 6,607,900
Site Development 3,710,211 3,884,740 3,173,185 0 3,173,185
Land Use Permits 1,595,813 1,701,163 1,572,106 0 1,572,106
Planning 2,885,351 3,578,306 3,040,365 0 3,040,365
Customer Service 3,505,392 3,846,954 3,235,214 0 3,235,214
Building 5,903,077 5,668,152 5,941,441 0 5,941,441
Total $ 22,909,909 $ 25,936,902 $ 23,570,211 $ 0$ 23,570,211
Salaries $ 18,046,253 $ 18,053,356 $ 17,100,861 $ 0$ 17,100,861

Equipment 0 70,000 25,000 0 25,000
Total $ 22,909,909 $ 25,936,902 $ 23,570,211 $ 0$ 23,570,211
SOURCE OF FUNDS
General Fund $ 19,194,171 $ 22,386,824 $ 20,720,408 $ 0$ 20,720,408
Highway Fund 2,343,473 2,265,182 1,537,788 0 1,537,788
Sewer Fund 1,102,265 1,284,896 1,312,015 0 1,312,015
Total $ 22,909,909 $ 25,936,902 $ 23,570,211 $ 0$ 23,570,211
Administration
Program Description
This program plans, directs, and coordinates the activities of the Department of Planning and Permitting (DPP). It
provides administrative service activities for the department, including personnel management, budget prepara-
tion, and fiscal management. The Honolulu Land Information System (HoLIS), which is part of the administration
program, is responsible for the management of the City’s Geographic Information System (GIS) and the asso-
ciated tabular data bases. It oversees the operations that maintain, protect, store and utilize geospatial data in
support of citywide programs and projects. HoLIS maintains, edits, and updates the City’s multipurpose cadastre
and land records base maps. It produces maps and other geo-spatial data products for city departments and
programs. HoLIS provides coordination and technical support in the development and design of GIS applications
and software programs. It also coordinates GIS data distribution and public access programs.
HoLIS is also responsible for managing and supporting the technical operations of the department’s Automated
Permit Tracking and Management System (AutoPermits). The AutoPermits program, commonly referred to as
POSSE, enhances methods for processing development permits, and effectively identifies the status of permit
applications in the review process. This includes services to modify and update permit tracking work flows, to
modify application information content, and to generate permit production reports. Integration of scanned docu-
ments and the development of the department’s internet customer services are also being managed by HoLIS.
The department also continues to enhance and expand the use of the ePlans program to replace or minimize
the submittal of paper plans with the permit applications that will allow for the review and approval of the plans
electronically.
PROGRAM POSITIONS

Permanent FTE 31.00 32.00 32.00 1.00 33.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 31.00 32.00 32.00 1.00 33.00
Salaries $ 2,090,682 $ 2,057,087 $ 2,019,550 $ 0$ 2,019,550
Equipment 0 0 0 0 0
Total $ 5,310,065 $ 7,257,587 $ 6,607,900 $ 0$ 6,607,900
SOURCE OF FUNDS
General Fund $ 5,078,090 $ 6,994,108 $ 6,345,078 $ 0$ 6,345,078
Sewer Fund 231,975 263,479 262,822 0 262,822
Total $ 5,310,065 $ 7,257,587 $ 6,607,900 $ 0$ 6,607,900
Site Development
Program Description
The Site Development Division administers and enforces subdivision and grading ordinances, drainage regu-
lations, and the National Flood Insurance Program on Oahu, and sets standards and regulates infrastructure
requirements for site development. It also processes applications for subdivisions, reviews construction plans for
subdivisions and improvements by private developers within City right-of-ways and easements, and conducts site
inspections to ensure compliance with approved plans and City standards. The Division’s responsibilities extend
to new development of roads, drainage and sewer systems, street lights and signs, traffic signals, and pavement
markings. The Division also processes and issues permits for both public and private projects for grading, exca-
vation in City streets, and sewer and storm drain connections, and reviews various land development and build-
ing permit applications for adequacy of infrastructure. The Division is tasked with a portion of the City’s National
Pollutant Discharge Elimination System (NPDES) permit responsibilities.
PROGRAM POSITIONS
Permanent FTE 69.00 71.00 71.00 0.00 71.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 69.00 71.00 71.00 0.00 71.00

Salaries $ 3,476,458 $ 3,606,590 $ 2,906,085 $ 0$ 2,906,085
Equipment 0 0 0 0 0
Total $ 3,710,211 $ 3,884,740 $ 3,173,185 $ 0$ 3,173,185
SOURCE OF FUNDS
General Fund $ 496,448 $ 598,141 $ 586,204 $ 0$ 586,204
Highway Fund 2,343,473 2,265,182 1,537,788 0 1,537,788
Sewer Fund 870,290 1,021,417 1,049,193 0 1,049,193
Total $ 3,710,211 $ 3,884,740 $ 3,173,185 $ 0$ 3,173,185
Land Use Permits
Program Description
The Land Use Permits Division (LUPD) administers the Land Use Ordinance (LUO) and all regulations pertaining
to land use within the City and County of Honolulu. It reviews and prepares amendments to the LUO as required,
coordinates interpretations of the LUO, and reviews and processes all LUO regulated land use permits. In addi-
tion, the division administers the Special Management Area (SMA) and Shoreline Setback Ordinances for the City,
and processes all required SMA Permits, shoreline setback variances and permits for minor shoreline structures.
It also processes requests for affordable housing exemptions under HRS Chapter 201H-38.
PROGRAM POSITIONS
Permanent FTE 21.00 23.00 23.00 0.00 23.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 1.00 1.00 0.00 1.00
Total 22.00 24.00 24.00 0.00 24.00
Salaries $ 1,463,237 $ 1,486,163 $ 1,362,956 $ 0$ 1,362,956
Equipment 0 0 0 0 0

Total $ 1,595,813 $ 1,701,163 $ 1,572,106 $ 0$ 1,572,106
SOURCE OF FUNDS
General Fund $ 1,595,813 $ 1,701,163 $ 1,572,106 $ 0$ 1,572,106
Total $ 1,595,813 $ 1,701,163 $ 1,572,106 $ 0$ 1,572,106
Planning
Program Description
The Planning Division is responsible for the preparation, evaluation and revision of the Oahu General Plan and
long-range regional development plans. It processes applications for State land use boundary amendments for
parcels equal to or less than 15 acres, and represents the City before the Land Use Commission for amendments
larger than 15 acres. It also processes applications for Public Infrastructure Map amendments, zone changes,
zoning district boundary amendments, and State Special Use Permits. The division administers affordable hous-
ing requirements, including the processing of legal documents and certifying household eligibility. It also monitors
compliance with unilateral agreement conditions associated with zone changes, including affordable housing
requirements. In addition, it develops community-based special area plans, prepares an annual report on current
status of land use; and provides projections of population, housing, visitor units and employment for City and
State land use and infrastructure planning. It provides land use and population planning assistance to the Oahu
Metropolitan Planning Organization (OMPO). The division partners with the Census Bureau in revising Census
geography for the county and in improving data coverage for national census purposes. The division provides
special tabulations of the decennial census data as well as data from the annual American Community Survey
to assist with local planning and grant application purposes. It assists infrastructure agencies in the preparation
of functional plans consistent with land use plans and adopted population growth benchmark figures. Lastly, the
division engages in special policy initiatives, such as important Agricultural lands, climate change and sea level
rise, and age-friendly communities.
The Transit Oriented Development (TOD) Division is responsible for guiding the development around the City’s
proposed rail stations and route that is being built by the Honolulu Authority for Rapid Transportation (HART).
TOD is also responsible for working with the City’s legacy communities to promote their development consistent
with their historical foundation.
PROGRAM POSITIONS
Permanent FTE 31.00 33.00 31.00 0.00 31.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 1.00 1.00 0.00 1.00
Total 32.00 34.00 32.00 0.00 32.00
Salaries $ 2,149,930 $ 2,213,706 $ 2,236,415 $ 0$ 2,236,415
Equipment 0 0 0 0 0
Total $ 2,885,351 $ 3,578,306 $ 3,040,365 $ 0$ 3,040,365
SOURCE OF FUNDS
General Fund $ 2,615,351 $ 3,578,306 $ 3,040,365 $ 0$ 3,040,365
Total $ 2,885,351 $ 3,578,306 $ 3,040,365 $ 0$ 3,040,365
Customer Service
Program Description
The Customer Service division is responsible for various services and functions that involve front-line interaction
with the public. It operates the consolidated permit counter which is responsible for handling customer inquiries,
processing minor permits over the counter, receiving permit applications for review and collecting permit fees.
It also operates a consolidated permit records center which maintains the department’s various historical and
current property and permit records. The Customer Service Division receives and processes all complaints, and
inspects to ensure the compliance of existing buildings, structures, vacant lots, and sidewalks for the purpose of
eliminating unsafe and substandard conditions, and to administer the civil fine program.
PROGRAM POSITIONS
Permanent FTE 68.00 68.00 68.00 6.00 74.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 10.00 6.00 4.00 0.00 4.00
Total 78.00 74.00 72.00 6.00 78.00
Salaries $ 3,317,206 $ 3,461,478 $ 3,059,264 $ 0$ 3,059,264

Equipment 0 70,000 25,000 0 25,000
Total $ 3,505,392 $ 3,846,954 $ 3,235,214 $ 0$ 3,235,214
SOURCE OF FUNDS
General Fund $ 3,505,392 $ 3,846,954 $ 3,235,214 $ 0$ 3,235,214
Total $ 3,505,392 $ 3,846,954 $ 3,235,214 $ 0$ 3,235,214
Building
Program Description
The Building Program is responsible for the administration and enforcement of the building, electrical, plumbing,
building energy efficiency and housing codes. It reviews permit applications, plans, specifications, and calcula-
tions in conjunction with the issuance of building, relocation, and sign permits. The division inspects buildings,
structures, sidewalks, and driveways under construction for compliance with approved plans and pertinent codes.
PROGRAM POSITIONS
Permanent FTE 115.00 117.00 116.00 0.00 116.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 1.00 1.00 0.00 1.00
Total 116.00 118.00 117.00 0.00 117.00
Salaries $ 5,548,740 $ 5,228,332 $ 5,516,591 $ 0$ 5,516,591
Equipment 0 0 0 0 0
Total $ 5,903,077 $ 5,668,152 $ 5,941,441 $ 0$ 5,941,441
SOURCE OF FUNDS
General Fund $ 5,903,077 $ 5,668,152 $ 5,941,441 $ 0$ 5,941,441
Total $ 5,903,077 $ 5,668,152 $ 5,941,441 $ 0$ 5,941,441
Police Departmental Budgets Honolulu Police Department
Honolulu Police
Department

(HPD)
ORGANIZATION CHART

Fiscal Year 2020.
Police Commission
8.00 Positions
Office of the Chief of Police

89.00 Positions
Administrative Support Service Investigative Special Field

Bureau Bureau Bureau Operations Bureau
Communications Criminal Investigation Specialized Services

Finance Division
Division Division Division
34.00 Positions
Human Resources Information Technology Narcotics/Vice

Major Events Division
Division Division Division
12.00 Positions
Records and Scientific Investigation Community Affairs

Training Division
Identification Division Division Division
44.00 Positions
Police
104.00 Positions
Telecommunication
Human Services Unit Traffic Division
Systems Section
21.00 Positions
Vehicle Maintenance
Section
42.00 Positions
Patrol Bureau
Central Patrol Regional Patrol

Bureau Bureau

(HPD)
PATROL DISTRICTS
Police
DISTRICT POPULATION % OF TOTAL SQ. MILES OFFICERS BEATS
AUTHORIZED
1 CENTRAL HONOLULU 81,700 8% 7.6 249 24
2 WAHIAWA 115,500 12% 204 134 13
3 PEARL CITY 165,900 17% 64.8 155 17
4 KANEOHE 136,000 14% 126.9 191 22
5 KALIHI 138,900 14% 39.7 202 23
6 WAIKIKI 25,800 3% 1.3 149 13
7 EAST HONOLULU 157,000 16% 40.4 155 26
8 WAIANAE/KAPOLEI 153,300 16% 114.7 212 20

The Honolulu Police Department is responsible for the preservation of the public peace, prevention of crime,
detection and apprehension of law offenders, protection of the rights of persons and property, and enforcement of
federal and state laws and city ordinances and regulations.
The Honolulu Police Department has identified specific strategic outcomes for the Fiscal Year 2021. The
Honolulu Police Department goals are commensurate with Mayor Caldwell’s vision of providing a higher level of
customer service to the public. The areas of focus include, but are not limited to:
• Addressing Violent Crimes Concerns - The department has addressed the community’s concern over the per-
ception that violent crimes are on the rise. Patrol initiatives, such as high visibility, increased patrol staffing,
and focused concentration of resources in specific neighborhoods have been implemented. The department
continues to enhance the partnership between detectives, crime reduction units, and patrol officers through
active investigations.
• Traffic Safety Initiatives - Working together, the patrol districts and the Traffic Division will continue to increase
traffic enforcement and safety efforts. Through the adoption of technology, the road closure times when
investigating critical and fatal motor vehicle collisions will be further reduced. Recently the prevalence of
pedestrian fatal collisions as well as that of drug impaired drivers has been increasing at a significant rate.
The HPD will continue to partner with the DTS and HDOT and “Walk Wise Hawaii” in spreading the pedestri-
an safety message to pedestrians and motorists alike through the use of positive reinforcement, educational
materials, and enforcement action. In response to the recent increase in drug impaired driving, the HPD will
train more officers to recognize the signs and symptoms associated with drug impairment.
• Improve Family and Domestic Violence Awareness - The Child and Family Violence Detail (Criminal
Investigation Division) will implement improvements in their training. They will also continue to build upon
partnerships with current domestic violence providers, nonprofit organizations, and government working
groups to strengthen domestic violence laws, provide a timely and comprehensive response to domestic vio-
lence incidents and support the needs of domestic violence survivors.
• Executive Management Training and Review - Train upper management on administrative responsibilities and
duties, leadership and management principles, and current law enforcement issues. In-service presentations
will be given during the Commanders’ Meetings.
• Fiscally Responsible Use of Overtime - Commanders will evaluate current practices on how overtime hours
are being expended. The categories with the highest percentages of overtime usage will be recognized and
Police
changes to the current practices will be implemented to show a significant reduction where possible. The
recording and reporting of overtime will be done regularly to identify focus areas.
Budget Highlights
• The FY2021 budget increase is due to mandated collective bargaining contract terms, including bonuses and
retro pay. The increase also reflects the continuation of the Body Worn Camera (BWC) project $1,260,000,
implementation of the upgraded Conducted Energy Weapon (Taser 7) project $372,600, and the mobile
device project to assist sworn personnel during investigations $1,500,000.
• The reactivation of 6 and creation of 10 civilian positions, including Computer Operator I positions to process
the high volume of video footage from BWC evidence. This creation is aligned with the Chief’s objective of
transparency, processing video footage for both prosecution and to address the public’s concerns of officers’
performance. The IT Service Technicians will provide needed support as the HPD implements added Mobile
Computing devices. The Victim/Witness Counselor position is mandated by Hawaii Revised Statutes to pro-
cess inquiries concerning sexual assault evidence collection kits and serve as a liaison between the HPD and
crime victims, communicating information in both directions.
• The creation of 85.0 full-time sworn positions, without funding, to increase staffing in patrol districts and spe-
cial units.
Permanent FTE 2,651.00 2,701.00 2,707.00 95.00 2,802.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 64.00 64.00 65.00 0.00 65.00
Total 2,715.00 2,765.00 2,772.00 95.00 2,867.00
Police Commission $ 473,175 $ 508,030 $ 624,374 $ 0$ 624,374
Office of the Chief of Police 8,202,731 8,507,726 8,004,986 30,000 8,034,986
Patrol 164,104,498 164,888,344 166,762,119 0 166,762,119
Special Field Operations 13,549,856 13,994,125 15,051,245 57,000 15,108,245
Investigations 41,386,013 43,194,701 43,191,091 76,700 43,267,791
Support Services 34,229,630 35,718,058 34,891,192 0 34,891,192
Administrative Services 24,090,241 35,390,321 43,030,604 372,600 43,403,204
HPD Grants 5,787,015 0 0 0 0
Total $ 291,823,159 $ 302,201,305 $ 311,555,611 $ 536,300 $ 312,091,911
Salaries $ 251,483,215 $ 259,735,810 $ 271,462,256 $ 0$ 271,462,256
Equipment 1,786,278 49,000 520,000 0 520,000
Total $ 291,823,159 $ 302,201,305 $ 311,555,611 $ 536,300 $ 312,091,911
SOURCE OF FUNDS
Police
General Fund $ 259,126,864 $ 275,013,838 $ 282,898,503 $ 536,300 $ 283,434,803
Highway Fund 26,909,280 27,187,467 28,657,108 0 28,657,108
Total $ 291,823,159 $ 302,201,305 $ 311,555,611 $ 536,300 $ 312,091,911
Police Commission
Program Description
The Honolulu Police Commission appoints and may remove the Chief of Police; reviews the departmental budget
and makes recommendations to the Mayor; submits an annual report to the Mayor and the City Council; receives,
considers, and investigates charges brought by the public against the department or any of its members, and
reports its findings to the Chief of Police; and reviews requests for legal counsel for police officers.
PROGRAM POSITIONS
Permanent FTE 8.00 8.00 8.00 0.00 8.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 8.00 8.00 8.00 0.00 8.00
Salaries $ 369,655 $ 360,756 $ 471,950 $ 0$ 471,950
Equipment 0 0 0 0 0
Total $ 473,175 $ 508,030 $ 624,374 $ 0$ 624,374
SOURCE OF FUNDS
General Fund $ 473,175 $ 508,030 $ 624,374 $ 0$ 624,374
Total $ 473,175 $ 508,030 $ 624,374 $ 0$ 624,374
Police
Office of the Chief of Police
Program Description
The Office of the Chief of Police provides the overall administration of the Honolulu Police Department. It is
responsible for the control, management and direction of its officers and civilian employees. It ensures that the
department’s operations are directed toward the preservation of the public peace, prevention of crime, detection
and arrest of offenders of the law, protection of the rights of persons and property, and the enforcement of all state
laws and city ordinances.
PROGRAM POSITIONS
Permanent FTE 79.00 89.00 89.00 14.00 103.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 1.00 0.00 1.00
Total 79.00 89.00 90.00 14.00 104.00
Salaries $ 7,605,566 $ 7,434,699 $ 7,113,961 $ 0$ 7,113,961
Current Expenses 597,165 1,073,027 891,025 30,000 921,025
Equipment 0 0 0 0 0
Total $ 8,202,731 $ 8,507,726 $ 8,004,986 $ 30,000 $ 8,034,986
SOURCE OF FUNDS
General Fund $ 8,202,731 $ 8,507,726 $ 8,004,986 $ 30,000 $ 8,034,986
Total $ 8,202,731 $ 8,507,726 $ 8,004,986 $ 30,000 $ 8,034,986
Police
Patrol
Program Description
The Patrol Bureau plans, directs and coordinates the operations of all field uniformed police units. The Patrol
Bureau is responsible for all operations related to the prevention of crime, enforcement of the laws of the State of
Hawaii and City and County of Honolulu, and the apprehension and custody of violators.
The Central Receiving Division (CRD) provides support for the patrol and investigative units through efficient
processing, custodial care, and security for all persons arrested in Central and East Honolulu. The division also
provides custodial care and processing for those arrestees from the regional patrol divisions who are under inves-
tigation or unable to make bail. The CRD provides for the transportation of custodial arrestees to the Honolulu
District Court, Circuit Court, Family Court and the various detention facilities in Honolulu.
The CRD is also responsible for the security of the Alapai police headquarters building. This includes monitor-
ing of all closed circuit cameras and responding to all alarms within the building, as well as screening all building
visitors and coordinating their visits.
PROGRAM POSITIONS
Permanent FTE 1,518.00 1,555.00 1,556.00 45.00 1,601.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 23.00 23.00 23.00 0.00 23.00
Total 1,541.00 1,578.00 1,579.00 45.00 1,624.00
Salaries $ 154,096,034 $ 153,458,022 $ 155,676,286 $ 0$ 155,676,286
Equipment 0 0 0 0 0
Total $ 164,104,498 $ 164,888,344 $ 166,762,119 $ 0$ 166,762,119
SOURCE OF FUNDS
Police

General Fund $ 148,885,778 $ 151,022,845 $ 151,621,288 $ 0$ 151,621,288
Highway Fund 15,218,720 13,865,499 15,140,831 0 15,140,831
Total $ 164,104,498 $ 164,888,344 $ 166,762,119 $ 0$ 166,762,119
Special Field Operations
Program Description
The Special Field Operations Bureau is comprised of the Specialized Services, Community Affairs, and Major
Events Divisions and the Legislative Liaison Office.
The Specialized Services Division (SSD) is responsible for providing a coordinated tactical response to exception-
ally hazardous situations such as barricaded suspects, hostage taking, and active-shooter incidents. Additional
duties include dignitary and witness protection, high-risk warrant and restraining order service, fugitive searches,
violent offender apprehension, operating the bomb detail, and helicopter and canine services.
The mission of the Community Affairs Division (CAD) is to reduce unlawful activities by juvenile offenders through
prevention, intervention and education programs. It is the liaison between HPD, Hawaii State Judiciary’s Family
Court, the State Department of Health’s Alcohol and Drug Abuse Division, the City’s Department of Community
Services’ Oahu Workforce Investment Board Youth Council, and the Coalition for a Tobacco Free Hawaii.
This Division also runs the Drug Abuse Resistance Education (DARE) and the Police Activities League (PAL)
programs.
The Major Events Division (MED) is responsible for preparing the department to prevent, respond to, and recover
from acts or potential acts of terrorism or other hazardous events. Other duties include command or support at
major events; interagency communications; coordination of threat assessments to critical infrastructure sites; and
intelligence gathering, evaluation, and dissemination as appropriate.
The Legislative Liaison Office (LLO) is concerned with legislative matters at all levels of government, in particular,
matters concerning the Hawaii State Legislature and Honolulu City Council. The LLO reviews and determines if
there is a departmental interest in proposed legislation and resolutions that are introduced in the legislature and
council. If the proposed legislation and resolutions are deemed viable, it is referred to the appropriate element
concerned for information and action.
PROGRAM POSITIONS
Permanent FTE 138.00 138.00 138.00 0.00 138.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 138.00 138.00 138.00 0.00 138.00
Police
Salaries $ 12,050,697 $ 11,947,126 $ 12,932,184 $ 0$ 12,932,184
Equipment 9,735 0 70,000 0 70,000
Total $ 13,549,856 $ 13,994,125 $ 15,051,245 $ 57,000 $ 15,108,245
SOURCE OF FUNDS
General Fund $ 13,549,856 $ 13,994,125 $ 15,051,245 $ 57,000 $ 15,108,245
Total $ 13,549,856 $ 13,994,125 $ 15,051,245 $ 57,000 $ 15,108,245
Investigations
Program Description
The Investigative Bureau includes the Criminal Investigation, Narcotics/Vice, and Traffic Divisions, and the
Scientific Investigation Section.
The Criminal Investigation Division (CID) investigates cases involving murder, robbery, sexual assault, assault,
domestic violence and child abuse, financial fraud and forgery, auto theft, and white collar crimes. The division
increases community involvement through programs such as CrimeStoppers and the Business Police Academy,
and fosters partnerships with other law enforcement agencies.
The Narcotics/Vice Division (NVD) enforces the laws relating to gambling, prostitution, pornography, intoxicants,
and narcotics. Programs include marijuana eradication, seizure of the assets of major drug dealers, efforts to
close and disrupt illegal gambling operations, addressing complaints of prostitution and narcotics violations, and
investigating money laundering schemes and computer crimes against children.
The Scientific Investigation Section (SIS) operates the only full-service forensic laboratory in the State of Hawaii
and provides services to Maui, Kauai and Hawaii and other city, state, federal and external jurisdictional law
enforcement agencies. The SIS includes units in forensic biology, drug analysis, trace evidence, firearms and
toolmark identification, questioned documents, crime scene response, facial reconstruction, composite drawings,
and digital image processing. Accreditation has become nationally recognized as the standard for all forensic lab-
oratories. To date, the Forensic Biology, Drug Analysis, Firearm and Toolmark, Questioned Documents and Trace
Evidence Units in SIS have been accredited.
The Traffic Division is responsible for promoting the safe and efficient movement of traffic on the public roadways
through educational programs, traffic management, and enforcement of traffic laws; investigating death and criti-
cal injury collisions and felony traffic crimes; and overseeing the investigation and completion of Category A traffic
collision cases. The Traffic Division provides highway traffic management through visible presence to deter traffic
violations and prompt response to address traffic problems as they occur.
PROGRAM POSITIONS
Permanent FTE 425.00 426.00 428.00 27.00 455.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 40.00 40.00 40.00 0.00 40.00
Total 465.00 466.00 468.00 27.00 495.00
Police
Salaries $ 38,093,713 $ 39,357,904 $ 39,343,097 $ 0$ 39,343,097
Equipment 0 40,000 0 0 0
Total $ 41,386,013 $ 43,194,701 $ 43,191,091 $ 76,700 $ 43,267,791
SOURCE OF FUNDS
General Fund $ 29,695,453 $ 29,872,733 $ 29,674,814 $ 76,700 $ 29,751,514
Highway Fund 11,690,560 13,321,968 13,516,277 0 13,516,277
Total $ 41,386,013 $ 43,194,701 $ 43,191,091 $ 76,700 $ 43,267,791
Support Services
Program Description
The Support Services Bureau is responsible for functions that support the HPD’s overall operations and
assist with the daily functions of the department. The bureau consists of the Communications, Records and
Identification, and Information Technology Divisions, and Telecommunications Systems and Vehicle Maintenance
Sections.
The Communications Division is the largest Public Safety Answering Point (PSAP) in the State of Hawaii and
serves as the PSAP for all 9-1-1 calls placed in the City and County of Honolulu. The division also serves as the
Oahu Warning Point and the alternate Hawaii State Warning Point for civil defense emergencies.
The Records and Identification Division provides a variety of functions that include centralized recordkeeping,
fingerprint identification and comparisons, criminal history checks, evidence storage and disposal, firearms permit
applications and registrations, legislative testimony, control and service of legal documents, sex offender registra-
tion, alarm registration, and tracking and billing of false alarms.
The Information Technology Division (ITD) provides primary information technology and research and statistical
services for the department and other law enforcement agencies and supports all police operations during times
of emergency and disaster.
The Telecommunications Systems Section (TSS) is responsible for the support for the City’s public safety digital
voice and digital microwave communication systems infrastructure. The TSS is also responsible for the mainte-
nance of the police mobile and portable radios, emergency blue lights, and electronic sirens in the officers’ subsi-
dized and departmental fleet vehicles.
The Vehicle Maintenance Section (VMS) is responsible for the repair and maintenance of the department’s fleet
of police vehicles as well as motorcycles, support vehicles, trailers, and off-road gear. The section also includes
a dispatch section and a service station that runs 24 hours a day, 7 days a week. The VMS has repair facilities
located at the Alapai headquarters and the Police Training Academy in Waipahu.
PROGRAM POSITIONS
Permanent FTE 371.00 372.00 375.00 9.00 384.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Police
Total 371.00 372.00 375.00 9.00 384.00
Salaries $ 20,569,972 $ 20,255,725 $ 20,277,297 $ 0$ 20,277,297
Equipment 1,426,266 0 450,000 0 450,000
Total $ 34,229,630 $ 35,718,058 $ 34,891,192 $ 0$ 34,891,192
SOURCE OF FUNDS
General Fund $ 34,229,630 $ 35,718,058 $ 34,891,192 $ 0$ 34,891,192
Total $ 34,229,630 $ 35,718,058 $ 34,891,192 $ 0$ 34,891,192
Administrative Services
Program Description
The Administrative Bureau consists of the Finance, Human Resources, and Training Divisions, and the Human
Services Unit.
The Finance Division is responsible for the overall management and administration of the department’s fiscal pro-
gram. Primary responsibilities include the processing of all cash receipts and disbursements, budget and special
project funds, and payroll and deductions. The division also administers, coordinates, develops, manages, and
monitors approximately 41 federal and state grant awards totaling $11.7 million. The grants focus on reducing
crime, drug and gambling enforcement, predictive policing, traffic safety, domestic violence, community policing
strategies, and forensic laboratory enhancement.
The Human Resources Division is responsible for the administration of all personnel matters within the Honolulu
Police Department, working in conjunction with the City’s Department of Human Resources. The staff is respon-
sible for the entire employee hiring process, including contracted pre-employment psychological assessment
services, personnel transfers and promotions, labor relations and Equal Employment Opportunity related issues,
coordinating the drug screening program, and maintaining the department’s official personnel records.
The Training Division maintains and conducts a full-scale training program with modern police methods and prac-
tices. It focuses on three main areas: recruit training, annual recall training, and specialized training for officers in
units requiring specific skills, and serves as one of the primary training centers for law enforcement in the State
of Hawaii. The division also maintains a training academy with multi-purpose classroom facilities, a gymnasium,
outdoor training areas, buildings for training and simulations, driving and shooting simulators, and a canine facility.
The Human Services Unit (HSU) provides assessment, intervention, operational support and consultative services
to the Police Department and its employees. In addition, HSU performs non-medical suitability screenings.
PROGRAM POSITIONS
Permanent FTE 112.00 113.00 113.00 0.00 113.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 1.00 1.00 0.00 1.00
Total 113.00 114.00 114.00 0.00 114.00
Police
Salaries $ 17,212,163 $ 26,921,578 $ 35,647,481 $ 0$ 35,647,481
Equipment 95,249 9,000 0 0 0
Total $ 24,090,241 $ 35,390,321 $ 43,030,604 $ 372,600 $ 43,403,204
SOURCE OF FUNDS
General Fund $ 24,090,241 $ 35,390,321 $ 43,030,604 $ 372,600 $ 43,403,204
Total $ 24,090,241 $ 35,390,321 $ 43,030,604 $ 372,600 $ 43,403,204
HPD Grants
Program Description
This activity provides an accounting for all federal and state grants received and expended by the department to
supplement city funds in the accomplishment of the department’s mission.
It administers, coordinates, develops, manages, and monitors approximately 41 federal and state grant awards
totaling $11.7 million. The grant projects range from reducing crime in targeted areas of drug and gambling
enforcement, traffic safety, and domestic violence; to community building, community policing, enhanced profes-
sional training, and forensic laboratory improvements.
PROGRAM POSITIONS
Permanent FTE 0.00 0.00 0.00 0.00 0.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 0.00 0.00 0.00 0.00 0.00
Salaries $ 1,485,415 $ 0$ 0$ 0$ 0
Current Expenses 4,046,572 0 0 0 0
Equipment 255,028 0 0 0 0
Total $ 5,787,015 $ 0$ 0$ 0$ 0
SOURCE OF FUNDS
Special Projects Fund $ 881,724 $ 0$ 0$ 0$ 0
Total $ 5,787,015 $ 0$ 0$ 0$ 0
Police
Prosecuting Attorney Departmental Budgets Department of the Prosecuting Attorney
Department of the
Prosecuting Attorney
DEPARTMENT OF THE PROSECUTING ATTORNEY

(PAT)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
47.50 Positions
Prosecution Victim/Witness

The Department of the Prosecuting Attorney (PAT) investigates and prosecutes violations of statutes, ordinanc-
es and regulations for which there are criminal sanctions. PAT represents the people in criminal proceedings in
District, Circuit and Family courts. The Department handles appeals and other matters heard by the Hawaii’s
Intermediate Court of Appeals and Hawaii’s Supreme Court, as well as the federal courts to include the United
States District Court of Hawaii, the 9th Circuit Court of Appeals and the United States Supreme Court. PAT also
provides services to victims of crime. The Department established the following mission statement: To promote
and ensure public safety and order through effective, efficient and just prosecution.
• Prosecutor by Karpel (PbK) - Federal Bureau of Investigation (FBI) Criminal Justice Information Services
(CJIS) Security compliant browser-based case management system stores all events, electronic files (doc-
uments, audio records, video recordings) in a single database and can cross-reference a defendant’s entire
criminal history in a single search. PbK provides electronic discovery capabilities eliminating manual dis-
covery processing. PbK also allows deputy prosecutors to review their cases from laptops in court via the
internet rather than having to transport bulky paper files.
Budget Highlights
• The FY2021 salary budget includes an additional $314,000 in funding for Deputy Prosecuting Attorney merit
raises, to allow the agency to recruit and retain highly-skilled and experienced attorneys.
• The current expense budget includes funding for the PbK Case Management System multi-year contract to
cover annual support services and software license costs.
Permanent FTE 260.00 261.00 264.00 0.00 264.00
Temporary FTE 29.00 29.00 25.00 0.00 25.00
Contract FTE 21.50 21.50 12.50 0.00 12.50
Total 310.50 311.50 301.50 0.00 301.50
Administration $ 6,457,825 $ 6,211,851 $ 6,043,650 $ 0$ 6,043,650
Prosecution 14,154,887 14,535,468 15,170,012 0 15,170,012
Victim/Witness Assistance 3,223,930 2,115,157 2,166,131 0 2,166,131
Total $ 23,836,642 $ 22,862,476 $ 23,379,793 $ 0$ 23,379,793
Salaries $ 18,496,364 $ 18,163,288 $ 19,076,711 $ 0$ 19,076,711
Equipment 0 0 0 0 0
Total $ 23,836,642 $ 22,862,476 $ 23,379,793 $ 0$ 23,379,793
SOURCE OF FUNDS
General Fund $ 20,537,686 $ 20,032,525 $ 21,040,236 $ 0$ 21,040,236
Special Projects Fund 1,471,732 1,898,352 1,349,266 0 1,349,266
Federal Grants Fund 1,827,224 931,599 990,291 0 990,291
Total $ 23,836,642 $ 22,862,476 $ 23,379,793 $ 0$ 23,379,793
Administration
Program Description
Provides overall direction over programs and activities of the department; performs fiscal budgeting, personnel,
planning, legislative audio/visual, and investigative services in support of departmental programs. Establishes
policies and priority programs aimed at enhancing public safety. Champions victims’ rights. Engages and informs
community about initiatives.
PROGRAM POSITIONS
Permanent FTE 22.00 23.00 24.00 0.00 24.00
Temporary FTE 3.00 3.00 3.00 0.00 3.00
Contract FTE 21.50 21.50 12.50 0.00 12.50
Total 46.50 47.50 39.50 0.00 39.50
Salaries $ 2,584,400 $ 2,632,532 $ 2,501,044 $ 0$ 2,501,044
Equipment 0 0 0 0 0
Total $ 6,457,825 $ 6,211,851 $ 6,043,650 $ 0$ 6,043,650
SOURCE OF FUNDS
General Fund $ 6,457,825 $ 6,211,851 $ 6,043,650 $ 0$ 6,043,650
Total $ 6,457,825 $ 6,211,851 $ 6,043,650 $ 0$ 6,043,650
Prosecution
Program Description
Investigates and prosecutes violations of statutes, ordinances, and regulations within the City and County of
Honolulu for which there are criminal sanctions.
PROGRAM POSITIONS
Permanent FTE 209.00 209.00 211.00 0.00 211.00
Temporary FTE 18.00 16.00 12.00 0.00 12.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 227.00 225.00 223.00 0.00 223.00
Salaries $ 13,720,590 $ 13,832,824 $ 14,818,304 $ 0$ 14,818,304
Equipment 0 0 0 0 0
Total $ 14,154,887 $ 14,535,468 $ 15,170,012 $ 0$ 15,170,012
SOURCE OF FUNDS
General Fund $ 13,124,654 $ 12,989,112 $ 14,088,044 $ 0$ 14,088,044
Special Projects Fund 786,095 1,202,208 693,048 0 693,048
Total $ 14,154,887 $ 14,535,468 $ 15,170,012 $ 0$ 15,170,012
Victim/Witness Assistance
Program Description
Provides support services for crime victims and witnesses, with emphasis on victims of violent crimes.
Counselors assist victims and witnesses in obtaining help from social service agencies, help guide them through
the criminal justice system, and serve as liaisons with deputy prosecutors.
PROGRAM POSITIONS
Permanent FTE 29.00 29.00 29.00 0.00 29.00
Temporary FTE 8.00 10.00 10.00 0.00 10.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 37.00 39.00 39.00 0.00 39.00
Salaries $ 2,191,374 $ 1,697,932 $ 1,757,363 $ 0$ 1,757,363
Equipment 0 0 0 0 0
Total $ 3,223,930 $ 2,115,157 $ 2,166,131 $ 0$ 2,166,131
SOURCE OF FUNDS
General Fund $ 955,207 $ 831,562 $ 908,542 $ 0$ 908,542
Federal Grants Fund 1,583,086 587,451 601,371 0 601,371
Total $ 3,223,930 $ 2,115,157 $ 2,166,131 $ 0$ 2,166,131
Transportation Services Departmental Budgets Department of Transportation Services
Department of
Transportation Services

(DTS)
ORGANIZATION CHART

Fiscal Year 2020.
Administration
12.00 Positions
Rate
Commission
Transportation Public Traffic Traffic Signals

Planning Transit Engineering and Technology

(DTS)
MAJOR TRANSPORTATION FACILITIES
24
11
27
26
10
12
25 14 4 5
13 19 20
21 22
18
23
17
16
1 2
15
9 3&7
Existing Sites 6 8
Future Sites (Rail)
1 MIDDLE STREET TRANSIT CENTER AND KALIHI-PALAMA 15 KUALAKAI STATION

BUS FACILITY 16 KEONEAE STATION
2 TRAFFIC CONTROL CENTER 17 HONOULIULI STATION
3 JOINT TRAFFIC MANAGEMENT CENTER 18 HOAEAE STATION
4 TRAFFIC SIGNAL FIELD OPERATION BRANCH 19 POUHALA STATION
5 PEARL CITY BUS FACILITY 20 HALAULANI STATION
6 ALA MOANA CENTER BUS STOPS 21 WAIAWA STATION
7 ALAPAI TRANSIT CENTER 22 PUULOA STATION
8 HAWAII KAI PARK AND RIDE 23 HALAWA STATION
9 KAPOLEI TRANSIT CENTER 24 HALEIWA PARK AND RIDE
10 MILILANI TRANSIT CENTER 25 ROYAL KUNIA PARK AND RIDE
11 WAHIAWA TRANSIT CENTER 26 MILILANI PARK AND RIDE
12 WAIANAE TRANSIT CENTER 27 WAHIAWA PARK AND RIDE

13 WAIPAHU TRANSIT CENTER
14 RAIL OPERATIONS CENTER (ROC)

The Department of Transportation Services (DTS) facilitates the movement of people and goods in the City and
County of Honolulu through effective planning, design, engineering, and operations of Complete Streets, public
transit and mobility, and transportation technology. Thoughtful multimodal planning interfaces existing TheBus
and Handi-Van services with the City’s new rail line, shared mobility, bicycle, and pedestrian facilities for unprec-
edented mobility options. This mobility is augmented and aided by state of the art traffic management facilities,
critical traffic signal operations and maintenance, thoughtfully implemented public parking policies, and forward
thinking planning and engineering programs.
With rail opening in Fiscal Year 2021, the City and County of Honolulu will usher in a major new mode of transport
which will interface seamlessly to our existing TheBus and Handi-Van networks. Rail will transformatively change
transportation in Honolulu; combined with our existing multimodal agency responsibilities, DTS is well-situated to
better transportation in Honolulu through the following initiatives:
• Rail Operations: The first ten miles of rail will open with nine stations between East Kapolei and Aloha
Stadium, offering travelers in Kapolei, Waipahu, Pearl City, Aiea, and Halawa frequent, reliable, and conve-
nient trains every ten minutes all day to major destinations along the rail corridor.
• Bus-Rail Integration: Thoughtful planning and implementation of modified TheBus service to interface with
rail will benefit riders along the first ten miles of rail in Kapolei, Waipahu, Pearl City, Aiea, and Halawa.
Additionally, new frequent bus rapid transit service will be implemented between the Halawa Aloha Stadium
Station, Downtown Honolulu, and Ala Moana to imitate the full alignment of rail currently under construction.
• Electronic Multimodal Fare Collection System: The HOLO card will continue to roll out to bus riders in antici-
pation of the opening of rail. Work is underway to allow HOLO to be used for parking, retail, bikeshare, and
other financial transactions.
• Protected Bike Lanes: Continue the planning, design, and construction of a protected bikeway network in the
urban core. This includes the construction of protected bike facility extensions into downtown as well as add-
ing mauka-makai routes to support demand demonstrated through results of the King Street bikeway, South
Street bikeway, and the successful launch of bikeshare.
• Bicycle Infrastructure: In addition to the protected bike lane effort, DTS will continue to install sharrows, bike
lanes and protected bike lanes on City streets, as stand-alone contracted projects or in conjunction with the
City road repaving program.
• Shared Mobility: Continue support of new shared mobility while maintaining order and safety on sidewalks
and roads. Shared mobility, including bicycles and electric shared devices, will contribute to better mobility
and accessibility to rail and other Oahu neighborhoods.
• Complete Streets Program: Continue to implement the City’s Complete Streets Ordinance as it relates to DTS
by updating plans, policies and programs, and by planning, designing, and installing certain projects in accor-
dance with said ordinance. Establish a Complete Streets Program to coordinate efforts between DDC, DTS,
DFM, and DPP to install pedestrian, bicycle and traffic calming improvements with pavement rehabilitation or
resurfacing projects.
• Multimodal Transportation Planning: Continue with the update to the 2012 Oahu Bike Plans to be used by the
Complete Streets Team, with the goal of creating a robust bike network while adding protected bike lanes, a
new type of bike facility. Continue with the creation of the first City and County of Honolulu Pedestrian Plan
for the entire island that is tasked with completing an inventory of existing facilities and the prioritization of
construction projects to improve safety and accessibility for pedestrians.
• Joint Traffic Management Center: Operate the new Joint Traffic Management Center, a facility that pro-
vides comprehensive and coordinated transportation management by co-locating City transportation
functions (active traffic management), transit monitoring systems (rail and TheBus), emergency response
agencies (police, fire and emergency services) and state transportation elements (Hawaii Department of
Transportation) under one roof and on one operations floor.
• Traffic Cameras: Expand the City’s traffic camera program geographically with the goal of achieving island-
wide coverage, thereby increasing the effectiveness of the Joint Traffic Management Center.
• Ala Wai Bicycle and Pedestrian Bridge Project: Continue design, engineering, and construction efforts on Ala
Pono, an Ala Wai Crossing, which will provide connectivity between Waikiki, Mo’ili’ili, and the University of
Hawaii at Manoa.
Budget Highlights
• The Transportation Mobility program budget includes $299.64 million in funding for contractual services for
the operation of the City’s bus and paratransit services.
• The Rail Operations and Maintenance program budget includes $67.29 million to fund salaries and expens-
es associated with the new rail system that is anticipated to start running in December 2020. In addition to
operating and maintaining the trains, the program includes expanded bus service to connect with rail stations,
dedicated parking facilities, as well as improved pedestrian and bicycle connections.
• Budget issues of $62.8 million is included in the agency’s budget to meet current and future operational
requirements.
• Significant budget issues include the following:
- The budget includes funding for nine (9) permanent positions and two (2) personal services contracts for
the start-up and implementation of Rail operations and maintenance; two (2) permanent positions needed
to pursue revenue enhancement opportunities and optimization for the City; and one (1) permanent cleri-
cal position to assist with the Complete Streets Office.
- The Transportation Planning budget includes $9.07 million for the 2nd year cost of a multi-year consultant
services contract to hire outside transportation professionals to guide and assist the agency in the imple-
mentation, activation, operation and maintenance of the Rail system.
• Other significant issues include the following:
- The Administration budget includes $600,000 for rent of office space for Rail staffing, contractors and
interns.
- The Transportation Technology budget includes $300,000 for contractual maintenance for various equip-
ment at the Joint Traffic Management Center.
- The Transportation Mobility budget includes $466,500 for wayfinding and directional signage in neighbor-
hoods surrounding rail stations and detailed maps for routes affected by rail construction, service chang-
es, and signs in foreign languages.
- The Transportation Mobility, Oahu Transit Services (OTS), budget includes an additional $8.05 million for
collective bargaining cost increases for TheBus and TheHandi-Van. This includes $4.34 million for sala-
ries and $3.71 million for current expense (fringe benefit) costs.
- The Transportation Mobility, OTS, budget includes an added $1.07 million (18,162 service hours) for
TheHandi-Van to implement additional service improvements to meet the growing demand for service and
provide the necessary resources to address the anticipated increase in TheHandi-Van fleet.
- The Transportation Mobility, OTS, budget includes an additional $3.07 million (31,513 additional service
hours) to undertake bus service changes necessary for integrating bus and rail transit services, adjusting
routes, improving schedule adherence, and relieving overcrowding.
Permanent FTE 120.00 134.00 134.00 12.00 146.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 4.00 12.00 2.00 2.00 4.00
Total 124.00 146.00 136.00 14.00 150.00
Administration $ 715,798 $ 2,024,665 $ 2,134,607 $ 1,799,640 $ 3,934,247
Transportation Engineering 3,796,214 4,216,606 2,474,311 0 2,474,311
Transportation Planning 4,500,978 9,229,797 10,696,554 6,258,624 16,955,178
Transportation Technology 3,921,433 6,499,513 5,405,490 75,588 5,481,078
Transportation Mobility 268,736,981 291,647,930 301,156,526 54,694,201 355,850,727
Total $ 281,671,404 $ 313,618,511 $ 321,867,488 $ 62,828,053 $ 384,695,541
Salaries $ 146,386,934 $ 157,554,883 $ 160,328,160 $ 3,317,483 $ 163,645,643
Equipment 633,915 763,150 885,340 0 885,340
Total $ 281,671,404 $ 313,618,511 $ 321,867,488 $ 62,828,053 $ 384,695,541
SOURCE OF FUNDS
General Fund $ 2,034,280 $ 6,049,080 $ 810,904 $ 0$ 810,904
Highway Fund 8,100,705 18,315,833 9,903,872 170,388 10,074,260
Bikeway Fund 570,895 602,813 611,032 0 611,032
Transportation Fund 245,348,689 267,368,850 289,422,745 62,657,665 352,080,410
Special Projects Fund 587,706 133,000 0 0 0
Total $ 281,671,404 $ 313,618,511 $ 321,867,488 $ 62,828,053 $ 384,695,541
Administration
Program Description
This program plans, directs, and coordinates the activities of DTS in accordance with the provisions of the City
Charter and the guidance of the Mayor and Managing Director. It provides administrative service activities for the
department, including personnel management, budget preparation, and fiscal management. It provides complete
streets administration for City infrastructure departments, traffic and transit related media information and liaison
services to the Honolulu Rate Commission. The Administration program provides oversight of rail operations and
maintenance including possible public-private partnership concession agreement management and entering into
other innovative business relationships.
PROGRAM POSITIONS
Permanent FTE 10.00 12.00 15.00 6.00 21.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 1.00 2.00 3.00
Total 10.00 12.00 16.00 8.00 24.00
Salaries $ 673,596 $ 766,735 $ 1,376,718 $ 519,840 $ 1,896,558
Current Expenses 42,202 1,257,930 757,889 1,279,800 2,037,689
Equipment 0 0 0 0 0
Total $ 715,798 $ 2,024,665 $ 2,134,607 $ 1,799,640 $ 3,934,247
SOURCE OF FUNDS
General Fund $ 0$ 1,170,000 $ 810,904 $ 0$ 810,904
Highway Fund 715,798 854,665 963,115 32,664 995,779
Transportation Fund 0 0 360,588 1,766,976 2,127,564
Total $ 715,798 $ 2,024,665 $ 2,134,607 $ 1,799,640 $ 3,934,247
Transportation Engineering
Program Description
This program has oversight over two main aspects concerning the roads and streets of the City. The first is to
provide for the safe and efficient operations of all the City’s roads and streets as it relates to the movement of
people and freight via both public and private vehicles, bicycles and walking. In concert with this, the division is
responsible to maintain striping and signing plans; recommend and implement standards for signs, pavement
markings and warning devices; receive, investigate, analyze and resolve queries from the public and government
agencies regarding the operation of vehicular, pedestrian and bicycle traffic; maintain, review and revise the City’s
Traffic Code Ordinance; analyze and determine warrants for traffic signals; maintain worksheets of traffic control
devices; operate and maintain certain municipal parking lots and on-street parking; manage the City’s gener-
al street curb area in regards to freight and passenger loading zones; and administer the School Traffic Safety
Committee. This division implements many of the City’s Complete Streets projects in coordination with other City,
State and Federal agencies.
The second main aspect of the division is to provide, administer, promote and implement various traffic improve-
ment, safety and bikeway programs via the Capital Improvement Program, by working with consultants, commu-
nity organizations, contractors and government officials. In addition, the division administers various educational
promotions related to traffic and pedestrian safety (such as the Walk Wise Hawaii, Be Safe Be Seen, Ped Man,
Safe Routes to School, and the production of public service media announcements); and participates in the Oahu
Fleet Safety Organization.
PROGRAM POSITIONS
Permanent FTE 30.00 32.00 32.00 0.00 32.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 0.00 0.00 0.00 0.00 0.00
Total 30.00 32.00 32.00 0.00 32.00
Salaries $ 1,920,100 $ 1,999,301 $ 1,717,152 $ 0$ 1,717,152
Current Expenses 1,876,114 2,217,305 757,159 0 757,159
Equipment 0 0 0 0 0
Total $ 3,796,214 $ 4,216,606 $ 2,474,311 $ 0$ 2,474,311
SOURCE OF FUNDS
General Fund $ 908,289 $ 800,000 $ 0$ 0$ 0
Highway Fund 1,713,886 2,650,793 1,863,279 0 1,863,279

Bikeway Fund 570,895 602,813 611,032 0 611,032
Special Projects Fund 587,706 133,000 0 0 0
Federal Grants Fund 15,438 30,000 0 0 0
Total $ 3,796,214 $ 4,216,606 $ 2,474,311 $ 0$ 2,474,311
Transportation Planning
Program Description
The Transportation Planning Division provides transportation planning and coordinates federal financial funding
resources; is responsible for supporting Oahu’s data-driven regional modal plans that inform the City’s transpor-
tation improvement project selection; represents the City and coordinates with the Oahu Metropolitan Planning
Organization regarding the Oahu Regional Transportation Plan, Transportation Improvement Program, and
Overall Work Program; serves as the department’s clearinghouse for the review of and comment on environmen-
tal assessment and transportation impact submittals to ensure consistency with the application of national best
practice multimodal principles, traffic congestion mitigation, and roadway safety elements; administers, programs,
and manages the City’s federal-aid transportation funding for multi-modal and complete-street initiatives including
roadway, intersection, pedestrian, bikeway, and transit improvements; monitors, oversees, and regulates man-
datory State and Federal funding certifications and assurances to insure and maintain compliance as a grant
recipient; regulates federal-aid compliance of the Disadvantaged Business Enterprise and Equal Employment
Opportunity Programs for the City; coordinates, budgets, and programs the department’s Capital Improvement
Program and incorporates Federal Transit Administration (FTA) and Federal Highway Administration (FHWA)
federal funding; conducts, analyzes, and organizes transportation data necessary to conduct traffic analysis, for-
mulate capacity demands, and initiate safety measures such as traffic signals, crosswalks, and speed limits; and
coordinates and implements short and long-range parking master plans, financials, and technology to maximize
non-fare revenue.
PROGRAM POSITIONS
Permanent FTE 18.00 20.00 19.00 3.00 22.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 7.00 0.00 0.00 0.00
Total 19.00 27.00 19.00 3.00 22.00
Salaries $ 1,014,720 $ 1,707,282 $ 900,978 $ 204,924 $ 1,105,902
Equipment 0 0 27,340 0 27,340
Total $ 4,500,978 $ 9,229,797 $ 10,696,554 $ 6,258,624 $ 16,955,178
SOURCE OF FUNDS
General Fund $ 339,991 $ 0$ 0$ 0$ 0
Highway Fund 1,749,588 9,229,797 1,790,923 62,136 1,853,059
Transportation Fund 0 0 8,905,631 6,196,488 15,102,119

Total $ 4,500,978 $ 9,229,797 $ 10,696,554 $ 6,258,624 $ 16,955,178
Transportation Technology
Program Description
This program’s goals are to effectively and efficiently manage, operate, develop, and implement Honolulu’s traffic
signal systems operations, Traffic Management Center activities and expansion, traffic camera coverage, traveler
information program, Intelligent Transportation Systems (ITS) projects and transit applications, and management
of street use permits and its related traffic management. The division is developing and establishing the next
generation of smart traffic technology and ITS projects. The division optimizes the existing traffic signal operation
for maximum throughput volumes with minimum delays while addressing safety, maintenance, and operational
considerations. The division provides and researches real time traveler information to drivers, commuters, transit
vehicles, and news media on current traffic conditions. The information is networked to the internet, Police, Civil
Defense, Fire, local television and radio stations, and other transportation-related agencies.
The division includes the Street Usage Section, which reviews and issues traffic control permits for parades,
special events, construction and other street usage. The section monitors the permits issued. It also coordi-
nates and utilizes the Traffic Management Center functions and special duty police, signs, barricades, cones and
changeable-message displays to reroute or warn commuters and to maintain a safe construction, special event,
or parade travel area.
The division will also provide oversight of the operations and management of the completed Joint Traffic
Management Center (JTMC); in coordination with other City, State and Federal agencies.
PROGRAM POSITIONS
Permanent FTE 37.00 38.00 38.00 1.00 39.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 1.00 3.00 1.00 0.00 1.00
Total 38.00 41.00 39.00 1.00 40.00
Salaries $ 2,289,287 $ 2,560,546 $ 2,370,773 $ 75,588 $ 2,446,361
Equipment 0 79,000 49,000 0 49,000
Total $ 3,921,433 $ 6,499,513 $ 5,405,490 $ 75,588 $ 5,481,078
SOURCE OF FUNDS
General Fund $ 0$ 800,000 $ 0$ 0$ 0
Highway Fund 3,921,433 5,580,578 5,286,555 75,588 5,362,143

Total $ 3,921,433 $ 6,499,513 $ 5,405,490 $ 75,588 $ 5,481,078
Transportation Mobility
Program Description
This program is responsible for planning and directing the City’s island wide public transit system, including estab-
lishing policies for the operation of the fixed route and paratransit services; conducting appropriate reviews of
established routes and determining adjustments required; providing equipment; procuring new buses and para-
transit vehicles; overseeing the development and maintenance of transit facilities, installing and maintaining bus
shelters and bus stops; and reviewing and overseeing the contractor conducting the in-person functional assess-
ments used for determining eligibility for paratransit services in accordance with the Americans with Disabilities
Act of 1990. This division oversees the contractors operating the City’s public transit system and responds to
recommendations, complaints and questions about public transit operations received from the community and
public officials. The division is also actively engaged in recruitment, planning and coordination activities to fill new
positions to undertake the division’s new responsibilities for oversight of rail operations and maintenance, as well
as to facilitate the integration of bus and rail operations, in anticipation of the projected interim opening of the rail
system in December 2020.
PROGRAM POSITIONS
Permanent FTE 25.00 32.00 30.00 2.00 32.00
Temporary FTE 0.00 0.00 0.00 0.00 0.00
Contract FTE 2.00 2.00 0.00 0.00 0.00
Total 27.00 34.00 30.00 2.00 32.00
Salaries $ 140,489,231 $ 150,521,019 $ 153,962,539 $ 2,517,131 $ 156,479,670
Equipment 633,915 684,150 809,000 0 809,000
Total $ 268,736,981 $ 291,647,930 $ 301,156,526 $ 54,694,201 $ 355,850,727
SOURCE OF FUNDS
General Fund $ 786,000 $ 3,279,080 $ 0$ 0$ 0
Transportation Fund 245,348,689 267,368,850 280,156,526 54,694,201 334,850,727
Total $ 268,736,981 $ 291,647,930 $ 301,156,526 $ 54,694,201 $ 355,850,727
Revenues Revenues
Revenues
Revenues
Detailed Statement of Revenues and Surplus

Budget Basis
The accounts of the City are organized on the basis of funds, each of which is considered a separate accounting
entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that
comprise its assets, liabilities, fund equity, revenues and expenditures. Government resources are allocated to
and accounted for in individual funds based upon the purposes for which the resources are to be spent and the
means by which spending activities are controlled. The City’s accounting records for the governmental funds and
expendable trust and agency funds are maintained on a modified accrual basis.
Budgeted Revenues
Budgeted revenues are based on estimates of the financial resources used for financing operations and
development of new facilities. Tax revenues are relatively stable and predictable. Fee schedules, historical trends,
and economic and demographic patterns largely determine levels of other revenues. The comparative revenue
schedules that follow generally reflect prior years’ trends even though some may be irregular. In large part,
revenue projections are a continuation of these trends.
C-2 City & County of Honolulu Proposed Operating Budget FY 2021 Revenues
Detailed Statement of
Revenues and Surplus
General Fund Revenues General Fund (110) General Fund (110)
Detailed Statement of Revenues and Surplus Detailed Statement of Revenues and Surplus
General Fund (110)
This fund accounts for all financial resources except those required to be accounted for in another fund.
The major revenue source in the General Fund is the real property tax.
FY 2019 FY 2020 FY 2021

Source of Receipts Actual Estimate Estimated
General Fund
Taxes
Real Property Taxes - Current Year $ 399,428,005 $ 1,404,724,000 $ 1,420,048,000
Real Property Taxes - Prior Year 7,168,208 3,000,000 3,000,000
R P T - Lock Box 396,647,524 0 0
R P T Mortgage Company 457,590,177 0 0
RPT - Epay 27,964,101 0 0
Public Svc Company Tax 41,182,468 41,969,118 42,808,500
Total - Taxes $ 1,329,980,483 $ 1,449,693,118 $ 1,465,856,500
Licenses and Permits

Auctioneer & Pawn Broker $ 2,442 $ 2,400 $ 2,400
Firearms 1,723 1,600 1,600
Second-Hand & Junk Dealer 10,325 8,300 8,300
Used Mtr Veh Part Dealer 764 540 540
Wreck Salv Rebld Mtr Veh 598 420 420
Peddler/Itinerant Vendor 1,686 770 770
Tear Gas/Othr Noxious Sub 125 60 60
Scrap Dealers 2,600 2,300 2,300
Pedicab License Fees 56 0 0
HPD Alarm Permits 181,670 189,400 190,000
Regis-Third Party Reviewr 2,700 2,700 18,700
Building Permits 20,454,506 20,000,000 21,803,500
Non-Storm Wtr Dischg Pmt 0 1,200 4,000
NPDES fee 532,995 600,000 600,000
Signs 26,928 27,000 27,000
Motor Vehicle Plate Fees 603,942 601,040 601,040
Mtr Veh Spc No Plate Fee 813,627 814,850 814,850
Motor Vehicle Tag Fees 382,750 390,200 390,200
Motor Veh Trfr Fee & Pen 2,778,716 2,794,100 2,794,100
Dupl Regis/Ownership Cert 187,190 188,100 188,100
Correction Fees 8,700 6,200 6,200
Mvr-Annual Fee 14,610,871 14,810,200 14,810,200
Reconstr Inspec Fees 40,440 39,620 39,620
Moped Annual License Fee 138,573 149,610 149,610
Passenger & Frt Veh Lic 726 0 0
Nonresident Vehicle Prmt 19,320 19,550 19,550
Private Trans Reg Fees 48,135 48,140 48,140
Motor Vehicle Drivers Lic 5,658,935 5,117,530 5,696,130
Dog Licenses 144,391 161,200 161,200
Dog Tag Fees 6,151 6,480 6,480
Easement Grants 99,036 80,000 80,000
Newsstands 4,935 4,940 4,940
General Fund (110)
FY 2019 FY 2020 FY 2021

Telephone Enclosures 106 100 100
Dispensing Rack 128,306 173,900 173,900
Excav/Rep-St & Sidewalk 140 0 0
General Fund
Fire Code Permit & Lic 719,994 720,000 748,238
Fireworks License Fees 74,054 58,502 54,923
Camping Permits 326,043 316,000 319,200
Total - Licenses and Permits $ 48,014,199 $ 47,336,952 $ 49,766,311
Intergovernmental Revenue
Wireless Enhanced 911 $ 138,190 $ 0$ 0
Transient Accomdtn Tax 45,423,000 45,423,000 45,423,000
Fish and Wildlife Svcs 115,191 67,116 63,483
Total - Intergovernmental Revenue $ 45,676,381 $ 45,490,116 $ 45,486,483

Duplication-Master Tapes $ 62,793 $ 45,250 $ 45,250
Data Proc Svc-State 658,721 650,000 650,000
Data Proc Svc-US Govt 2,561 1,500 1,500
Data Proc Svc-Othr County 535,560 400,000 400,000
Legal Services (BWS) 200,000 209,200 219,600
Svc Fee-Dishonored Checks 23,436 21,720 21,720
Service Fee for Card Payment 112,713 110,500 110,500
Band Collection 1,200 0 0
Sale of Gasoline and Oil 140,889 120,000 110,000
Subdivision Fees 92,200 100,000 125,000
Zoning Reg Applcn Fees 289,100 250,000 357,550
Witness Fees 4 0 0
Short-Term Rental Reg/Renewal Fees 0 0 700,000
Nonconform Certi Renewal 324,400 240,000 484,400
Plan Review Fee 1,544,898 2,576,156 2,524,961
Adm Fee-Mult-Fam Hsg Prgm 22,447 14,000 14,000
Exam Fees-Spec Inspectors 560 600 600
Reg Fees-Spec Inspectors 27 0 0
Military Hsg Fee-Lieu Rpt 982,741 998,260 998,000
Zoning/Flood Clear Fee 71,600 75,000 75,000
Duplicate Copy-Any Record 146,983 152,303 150,832
Abstract of Information 2,046 2,250 2,250
Copy-Map, Plan, Diagram 968 975 9,975
Cert Voter Registration 1,036 0 0
Voter Registration Lists 24,664 0 0
Medical Examiner’s Report 4,151 4,000 4,000
Cert-Correctness of Info 820 35 35
Prop Tax Record Search 4,069 3,000 3,000
HPD Alarm Service Charges 120,128 106,600 110,000
Attendant Services 462,496 450,000 454,500
Spay-Neuter Service 288,136 289,700 289,700
Revenues City & County of Honolulu Proposed Operating Budget FY 2021 C-5
General Fund (110)
FY 2019 FY 2020 FY 2021

Kitchen & Facility Usage 8,425 10,000 10,100
Other Misc Services 7,500 0 98,175
Taxi/Pedicab Drivers Cert 25 30 30
General Fund
HPD Special Duty Fees 315,055 306,000 310,000

Electrical Inspection 54 100 12,920
Bldg Code Variance/Appeal 6,200 6,200 9,050
Sidewalk Nuisance Fee 200 200 200
City Employees Parking 772,125 770,000 750,000
Kapalama Hale Parking Facility 40,870 75,000 90,000
HPD Parking Lot 138,560 125,000 125,000
Scuba and Snorkeling 28,110 26,000 26,300
Commercial Filming 83,480 73,000 73,700
Summer Fun Program 241,493 236,000 238,300
Fall and Spring Programs 41,000 0 0
Parks District V Fees 3,491 0 0
Foster Botanic Garden 153,787 138,000 139,400
Fees for Community Garden 48,954 45,000 45,000
Total - Charges for Services $ 8,010,676 $ 8,631,579 $ 9,790,548
Fines and Forfeits

Fines Miscellaneous $ 90 $ 0$ 0
HPD Alarm Fines 240,232 220,900 220,900
Fines-Storm Water 950 36,000 25,000
Fines-Short Term Rental Civil Penalties 0 0 30,000
Fines-Viol Bldg Elec Etc 554,844 700,000 715,000
Liquidated Contr Damages 13,103 0 0
Forfeiture of Seized Prop 302,093 25,000 25,000
Total - Fines and Forfeits $ 1,111,312 $ 981,900 $ 1,015,900
Miscellaneous Revenues
Investments $ 5,164,110 $ 0$ 0
Investments-Pool 14,152,207 16,897,000 15,736,000
Other Sources-Interest Earnings 1,479 0 0
Rental Units (City Prop) 311,216 2,106,557 2,013,865
Rental Units (Hcd Prop) 221,214 221,214 221,000
Rental-Amb Facil-Fire Stn 63,900 63,900 63,900
Other Rents Recreat Facil 2,360 2,500 2,500
Perquisite Housing 10,845 9,822 9,292
Rental of Equipment 6,142 14,000 15,000
Rental for Use of Land 490,522 308,532 308,532
Telecom Facilities Rental 177,622 230,000 300,000
Buildings & Improvements 9,682 0 0
Other Escheats 0 50,000 50,000
Police Department 23,600 19,000 19,500
Develop Prem-Royal Kunia 47,433 0 0
Recov of Utility Charges 2,865 8,980 8,980
General Fund (110)
FY 2019 FY 2020 FY 2021

Recov-Workers’ Comp Paymt 50 450,000 400,000
Recov-Overtime Inspection 10,299 0 0
Recov-Crt Odr Restitution 150 0 0
General Fund
Misc Recov,Collect,Etc 8,928 0 0
Recov State-Emerg Amb Svc 41,178,745 46,551,619 50,905,240
Recov State-Hawaii State ID 710,157 754,920 821,450
Recov State-Motor Vehicle 1,061,071 1,097,030 1,097,030
Recov Work Comp-3Rd Party 390,825 300,000 300,000
Recovery-Recycled Materials 65 0 0
Recov-State-Comml Drv Lic 308,079 639,620 635,760
Recovery-Interest-Federal Subsidy 1,169,574 976,697 786,153
Recov-Direct Costs HART 752,708 1,025,800 1,017,835
Reimb State-MV Insp Prgm 708,135 784,770 784,770
Reimb of Admin Cost-Ewa 48,221 50,000 50,000
Reimb State - DPP Placard 153,876 153,740 153,740
Reimb From Org. Plates 36,630 38,850 38,850
Towing Service Premiums 120,000 120,000 120,000
Other Sundry Realization 14,024 0 0
Sund Refunds-Prior Expend 4,655,720 454,500 454,500
Sund Refunds-Curr Exp 270,452 80,000 80,000
Sundry Ref-Pcard Rebate 387,631 0 0
Vacation Accum Deposits 326,486 45,900 45,900
Misc Rev/Cash Over/Short 850 0 0
Auction Sale-Impound Veh 179,760 179,760 179,760
Auction Sale-Unclaim Prop 85,217 33,000 37,000
Sale-Other Mtls & Suppl 85,011 189,210 400,210
Sale of Scrap Materials 16,282 16,000 16,000
Total - Miscellaneous Revenues $ 73,364,143 $ 73,872,921 $ 77,072,767
Revolving Fund Revenues

Late Charge $ 33,313 $ 34,100 $ 27,000
Repay Dchd Loans-Others 27,408 0 0
Total - Revolving Fund Revenues $ 60,721 $ 34,100 $ 27,000
Utilities or Other Enterprises

Interest Earnings-Others $ 5$ 0$ 0
Miscellaneous Revenues 1 0 0
Total - Utilities or Other Enterprises $ 6$ 0$ 0
Non-Revenue Receipts
Recov-Debt Svc Wf/Refuse $ 15,361,700 $ 15,352,486 $ 15,477,864
Recov Debt Sv-Swdf Sp Fd 27,361,549 26,001,722 28,942,027
Recov Debt Svc-Hsg Sp Fd 7,425,725 5,138,362 4,603,187
Recov Debt Svc-Swr Fund 1,046,684 74,468 77,817
Recov Debt Svc-HART 0 51,000,000 71,704,864
Recov Swr Fd(Wwm Radio) 35,000 35,000 35,000
Recov-Debt Svc Golf Fd 1,871,906 2,069,152 2,126,878
General Fund (110)
FY 2019 FY 2020 FY 2021

Recov D/S-Spec Events Fd 2,461,600 2,761,614 3,376,116
Recov D/S-Hanauma Bay Fd 1,136,849 1,170,676 1,175,297
Recov Debt Svc-Zoo Fund 3,330,645 3,425,357 3,492,161
General Fund
Recov Debt Svc-Hwy Fund 117,612,309 128,542,906 131,863,539

Recov Case - Zoo Fund 725,900 738,200 769,300
Recov CASE-Spec Events Fd 705,800 787,600 777,700
Recov CASE-Hanauma Bay Fd 389,000 501,600 420,600
Recov CASE - Hwy Beaut Fd 379,436 416,000 284,100
Recov CASE - Sw Sp Fd 12,609,200 12,755,800 12,611,800
Recov CASE-Golf Fund 872,500 885,500 934,100
Recov CASE-Hwy Fund 13,852,700 15,084,600 15,726,400
Recov CASE-Sewer Fund 19,895,700 18,586,000 21,137,600
Recov CASE-Liquor Comm Fd 338,100 359,000 369,300
Recov CASE-Patsy T Mink Central Oahu Reg Pk Fd 10,500 26,700 22,200
Recov CASE - Bikeway Fd 92,200 80,600 82,000
Recov CASE-Waipio Peninsula Soccer Park Fund 5,600 5,600 5,600
Recov CASE-Hsg Dev Sp Fd 381,800 312,100 265,900
Recovery CASE-BWS 3,300,000 3,300,000 3,300,000
Recov CASE-HART 623,141 1,144,200 1,502,902
Trans Fr Ref Gnl Ac-Rent 263,500 263,500 263,500
Trf-Sewer Fund for Rent 472,500 472,500 472,500
Total - Non-Revenue Receipts $ 232,561,544 $ 291,291,243 $ 321,820,252
Unreserved Fund Balance $ 172,375,778 $ 216,276,457 $ 178,125,844
Interfund Transfer $ (338,951,105) $ (354,397,627) $ (434,605,592)
Total - General Fund $ 1,572,204,138 $ 1,779,210,759 $ 1,714,356,013
Highway Fund Revenues Highway Fund (120) Highway Fund (120)
Highway Fund (120)
This fund accounts for the disposition of proceeds from special revenues earmarked by law for highway and
related activities. Major revenue sources include the City fuel tax, vehicle weight tax, and public utility franchise
tax.
FY 2019 FY 2020 FY 2021

Taxes
Franchise Tax - HECO $ 44,123,161 $ 45,005,624 $ 45,905,737
Franchise Tax - GASCO 2,924,274 2,880,113 2,896,000
Fuel Tax - Current Year 51,139,808 51,682,128 51,935,080
Highway Fund
Total - Taxes $ 98,187,243 $ 99,567,865 $ 100,736,817

Storm Drain Conn Fee $ 12,300 $ 13,000 $ 13,000
Non-Storm Wtr Dischg Pmt 0 4,000 2,500
Grading Excavation & Fill 495,990 500,000 500,000
Motor Vehicle Weight Tax 171,422,857 184,431,820 184,431,820
Dlnqt Mtr Veh Wt Tax Pen 1,157,848 1,161,120 1,161,120
Other Vehicle Weight Tax 5,281,536 5,658,550 5,658,550
Dlnqt Othr Veh Wt Tax Pen 36,340 36,420 36,420
Taxi Stand Permit Fee 8,925 8,820 8,820
Taxi Stand Decals 86 90 90
Frt Curb Load Zone-Permit 239,025 239,310 239,310
Frt Curb Load Zone-Decals 10,580 10,600 10,600
Pass Loading Zone-Permit 17,203 17,220 17,220
Pass Loading Zone-Decals 747 750 750
Excav/Rep-St & Sidewalk 326,295 330,000 330,000

Witness Fees $ 0$ 15 $ 15
Sidewalk Specs File Fee 36,600 38,000 38,000
Driveway Specs File Fee 3,800 4,000 4,000
Duplicate Copy-Any Record 180 0 0
Sidewalk Area Cleaning 0 6,920 6,920
Sidewalk Repair 35,803 33,354 33,354
Parking Placards 2,100 2,400 2,400
Street Parking Meter 4,195,109 5,040,000 5,040,000
Frm Damaged Parking Meter 2,255 2,500 2,500
Kuhio-Kaiolu Parking Lot 678 0 0
Kaimuki Parking Lot #2 224,621 250,000 235,000
Kailua Parking Lot 199,640 250,000 220,000
Kalakaua Parking Lot 224,286 250,000 225,000
Civic Center Parking Lot 51,223 62,000 58,000
Parking Chgs - Salt Lake- 46,010 53,000 46,500
Parking Charges-Palace Sq 65,613 75,000 70,000
HPD Parking Lot 15,124 17,000 16,500
Kailua Elderly Hsg P/Lot 140,311 165,000 140,000
Highway Fund (120)
FY 2019 FY 2020 FY 2021

Lamppost Banner Display 68,640 47,000 48,500
Fines and Forfeits

Fines-Storm Water $ 36,300 $ 25,000 $ 25,000
Total - Fines and Forfeits $ 36,300 $ 25,000 $ 25,000
Marin Tower Pkg Garage $ 226,751 $ 201,000 $ 201,000
Highway Fund
Harbor Court Garage 367,886 363,000 363,000

Kaimuki Parking Lot Concession 540,012 540,000 540,000
Other Sources-Interest Earnings 635 0 0
Kukui Plaza Garage 117,978 118,000 118,000
Smith-Beretania Parking 96,740 96,000 96,000
Recov-Damaged St Lights 295,987 30,000 45,000
Recov-Damaged Traf Signal 269,237 150,000 150,000
Recovery of Traffic Signs 68,268 25,000 25,000
Other Comp-Loss of Fixed Asset 11,702 32,631 7,000
Recov-Overhead Charges 3,321 4,000 4,000
Recovery-Interest-Federal Subsidy 2,169,360 1,869,542 1,572,307
Reimb State-Traf Sig Main 892,869 550,000 700,000
Sund Refunds-Curr Exp 483 0 0
Vacation Accum Deposits 88,114 500 500
Misc Rev/Cash Over/Short (3,824) 0 0
Total - Highway Fund $ 150,639,528 $ 163,422,975 $ 155,862,289
Highway Beautification Fund Revenues Highway Beautification Fund (130) Highway Beautification Fund (130)
Highway Beautification Fund (130)
The Highway Beautification and Disposal of Abandoned Vehicles Revolving Fund accounts for receipts ($7.00 per
vehicle) collected for each certificate of registration. These monies are expended primarily for the beautification of
highways under the jurisdiction of the City and the disposition of abandoned vehicles.
FY 2019 FY 2020 FY 2021


Hwy Beautification Fees $ 4,705,348 $ 4,711,840 $ 4,711,840
Sund Refunds-Prior Expend $ 81 $ 0$ 0
Total - Miscellaneous Revenues $ 81 $ 0$ 0
Highway Beautification Fund

Interfund Transfer $ (377,600) $ (416,000) $ (284,100)
Total - Highway Beautification Fund $ 13,314,518 $ 11,111,164 $ 7,724,396
Bikeway Fund Fund Revenues Bikeway Fund Fund (140) Bikeway Fund Fund (140)
Bikeway Fund Fund (140)
This fund accounts for receipts from bicycle and moped registration fees, which are earmarked for operating costs
and acquisition, design, construction, improvement, repair and maintenance costs related to bikeways, including
the installation and repair of storm drains and bridges.
FY 2019 FY 2020 FY 2021


Bicycle Licenses $ 293,609 $ 293,610 $ 293,610
Total - Licenses and Permits $ 374,029 $ 374,770 $ 374,770
Sund Refunds-Prior Expend $ 85 $ 0$ 0
Transfer Fr General Fd $ 1,448,727 $ 1,273,749 $ 428,671
Total - Non-Revenue Receipts $ 1,448,727 $ 1,273,749 $ 428,671
Unreserved Fund Balance $ 937,597 $ 1,895,031 $ 917,931

Bikeway Fund Fund
Total - Bikeway Fund $ 2,668,238 $ 3,462,950 $ 1,639,372
Parks and Playgrounds Fund Revenues Parks and Playgrounds Fund (150) Parks and Playgrounds Fund (150)
Parks and Playgrounds Fund (150)
This fund accounts for all monies received in lieu of providing land in perpetuity or dedicating land, together with
facilities for park and playground purposes. These monies must be expended for the purchase of land for parks
and playgrounds, purchase of park and playground equipment, and/or other improvement of existing parks and
playgrounds.
FY 2019 FY 2020 FY 2021

Subdividers-Park/Playgrnd $ 956,668 $ 964,869 $ 0
Total - Miscellaneous Revenues $ 956,668 $ 964,869 $ 0
Total - Parks and Playgrounds Fund $ 4,847,065 $ 5,241,913 $ 2,031,317
Parks and Playgrounds Fund
Sewer Fund Revenues Sewer Fund (170) Sewer Fund (170)
Sewer Fund (170)
This fund accounts for all monies received pursuant to the provisions of the Federal Water Pollution Control Act
amendments of 1972 and the Hawaii Revised Statutes and expended for the purposes authorized.
FY 2019 FY 2020 FY 2021


Sale of Gasoline and Oil $ 210,028 $ 0$ 0
Duplicate Copy-Any Record 1,761 100 100
Sewer Lateral Instal 203,672 127,273 127,973
Sewer Service Charges 449,432,641 453,430,350 455,819,600
Other Sewer Chgs 32,755 174,354 175,313
Wstwtr Sys Facil Chgs 2,138,556 10,902,400 10,902,400
Fines and Forfeits

Fines-Indust Ww Discharge $ 1,500 $ 15,000 $ 15,000
Investments $ 6,992,754 $ 0$ 0
Rental for Use of Land 100,760 0 0
Contributions to The City 15,000 0 0
Sund Refunds-Prior Expend 3,986 0 0
Sale of Scrap Materials 720 0 0
Sewer Fund
Total - Sewer Fund $ 1,159,065,535 $ 1,469,138,048 $ 1,239,177,700
Transportation Fund Revenues Transportation Fund (180) Transportation Fund (180)
Transportation Fund (180)
This fund accounts for all monies generated by or received from bus, handi-van and rail, and Joint Traffic
Management Center (JTMC) parking garage. The funds from the bus, handi-van and rail are used for the
management, operation, maintenance and administration of the bus, handi-van and rail transportation system.
JTMC parking garage revenues are used for expenses of operation, maintenance, improvement and betterment
of the JTMC parking garage facilities.
FY 2019 FY 2020 FY 2021


Witness Fees $ 32 $ 0$ 0
City Employees Parking 10,780 0 0
JTMC Parking 269,273 100,000 200,000
Spc Handicap Transp Fares 1,819,743 1,800,000 1,800,000
Other Sources-Interest Earnings $ 34 $ 0$ 0
Rental Units (City Prop) 21,300 21,300 21,300
Misc Rev/Cash Over/Short 10,519 0 0
Total - Miscellaneous Revenues $ 54,530 $ 21,300 $ 21,300

Bus Fare $ 52,064,935 $ 51,400,000 $ 51,400,000
U-Pass 2,703,715 2,700,000 2,700,000
Recovery of Damages 171,244 0 0
Bus Advertising 190,119 168,000 168,000
Ots-Emplee Parking Chge 163,575 160,000 160,000
Other Bus Transportation 26,197 0 0
Total - Utilities or Other Enterprises $ 55,319,785 $ 54,428,000 $ 54,428,000
Bus Subsidy-General Fund $ 166,031,641 $ 188,226,873 $ 269,909,382
Bus Subsidy-Highway Fund 22,619,055 19,827,292 26,802,762
Transportation Fund
Total - Transportation Fund $ 251,520,450 $ 270,309,720 $ 358,889,659
Liquor Commission Fund Revenues Liquor Commission Fund (190) Liquor Commission Fund (190)
Liquor Commission Fund (190)
This fund accounts for all monies collected by as well as received on behalf of the Liquor Commission and used
for the operational and administrative costs of the Liquor Commission.
FY 2019 FY 2020 FY 2021


Direct Wine Shipper $ 91,350 $ 85,000 $ 85,000
Personal Shipment Permit 1,976 2,250 2,250
Basic Liquor Lic(New Lic) 184,699 185,000 200,000
Liquor Applcn Filing Fee 2,000 3,000 3,000
Addtl Liqr Lic (Gr Sale) 2,910,599 3,000,000 3,000,000
Renewal Liquor License 2,963,100 2,900,000 2,900,000

Service Fee for Card Payment $ (109) $ 0$ 0
Liqr Licensee Change Name 3,150 3,000 3,000
Charge for Photo Id 126,310 130,000 135,000
Charges for Publications 3,790 3,000 3,000
Total - Charges for Services $ 141,441 $ 143,900 $ 148,900
Fines and Forfeits

Fines-Liquor Commission $ 239,759 $ 150,000 $ 150,000
Sund Refunds-Prior Expend $ 2,178 $ 0$ 0
Total - Miscellaneous Revenues $ 5,245 $ 0$ 0
Total - Liquor Commission Fund $ 8,414,837 $ 8,807,368 $ 8,203,254

Liquor Commission Fund
Rental Assistance Fund Revenues Rental Assistance Fund (203) Rental Assistance Fund (203)
Rental Assistance Fund (203)
This fund accounts for all net receipts from the Hale Pauahi parking structure which are expended for monthly
rental assistance payments to landlords on behalf of an eligible applicant.
FY 2019 FY 2020 FY 2021
Rental Assistance Fund

Parking Stalls $ 233,592 $ 233,000 $ 233,000
Total - Rental Assistance Fund $ 2,002,245 $ 2,104,698 $ 2,118,678
Grants in Aid Fund Revenues Grants in Aid Fund (220) Grants in Aid Fund (220)
Grants in Aid Fund (220)
This fund shall be used by the City to award grants in aid to federal income tax exempt non-profit organizations
that provide services to economically and/or socially disadvantaged populations or provide services for public
benefit in the areas of the arts, culture, economic development or the environment.
FY 2019 FY 2020 FY 2021

Investments-Pool $ 135,540 $ 170,000 $ 158,000
Grants in Aid Fund
Transfer Fr General Fd $ 8,313,555 $ 8,193,760 $ 8,239,988
Total - Grants in Aid Fund $ 10,002,428 $ 10,917,727 $ 10,054,175
Hanauma Bay Nature Preserve Fund Revenues Hanauma Bay Nature Preserve Fund (230) Hanauma Bay Nature Preserve Fund (230)
Hanauma Bay Nature Preserve Fund (230)
This fund accounts for receipts from the entrance and vehicle admission fees to Hanauma Bay Nature Preserve
and is earmarked primarily for the operation, maintenance, and improvement of the Nature Preserve.
FY 2019 FY 2020 FY 2021


Hanauma Bay Parking $ 200,766 $ 186,000 $ 187,900
Hanauma Bay-Admission 4,840,311 4,600,000 4,646,000
Hanauma Bay Nature Preserve Fund

Hanauma Beach Park Conces 374,934 360,000 360,000
Hanauma Shuttle Bus Svc 47,833 45,000 48,000
Hanauma Snorkling Rental 1,884,143 1,872,000 1,900,000
Hanauma Gift Shop Concess 337,395 250,000 250,000
Automatic Teller Machines 0 1,300 1,300
Misc Rev/Cash Over/Short (92) 0 0
Total - Hanauma Bay Nature Preserve Fund $ 11,719,595 $ 12,275,983 $ 9,723,578
Reserve for Fiscal Stability Fund Revenues Reserve for Fiscal Stability Fund (240) Reserve for Fiscal Stability Fund (240)
Reserve for Fiscal Stability Fund (240)
This fund is designated as a reserve for economic and revenue downturns and emergency situations.
FY 2019 FY 2020 FY 2021


Easement Grants $ 0$ 2,784,620 $ 0
Total - Licenses and Permits $ 0$ 2,784,620 $ 0
Investments-Pool $ 2,016,180 $ 2,390,000 $ 2,226,000
Land 0 538,500 0

Reserve for Fiscal Stability Fund
Total - Reserve for Fiscal Stability Fund $ 120,631,268 $ 133,344,387 $ 142,570,387
Solid Waste Special Fund Revenues Solid Waste Special Fund (250) Solid Waste Special Fund (250)
Solid Waste Special Fund (250)
This fund accounts for all revenues derived from the operation of the City’s Refuse Division, solid waste disposal
programs, glass recycling program, and other recycling programs. All monies placed in this fund are maintained in
separate accounts identified with, and expended for, the intended purpose.
FY 2019 FY 2020 FY 2021


Refuse Collector-Lic $ 5,875 $ 4,500 $ 4,500
Refuse Collector-Decal 908 900 900
Glass Recycler 400 300 300
Pymt Fr St-Glass Disp Fee $ 198,867 $ 200,000 $ 200,000
Total - Intergovernmental Revenue $ 198,867 $ 200,000 $ 200,000

Duplicate Copy-Any Record $ 48 $ 0$ 0
Bus. Automated Refuse Pu 60 0 0
Pre-Paid Coll/Disp Chgs 48,604 0 0
Business Premises 437,246 435,000 435,000
Disposal Charges 4,501,823 4,050,000 4,050,000
Disp Chgs Surcharge-Other 4,554,758 4,374,000 4,179,600
Solid Waste Special Fund

Disp Chgs Surcharge - C&C 2,497,423 2,752,800 2,455,200
Fines and Forfeits

Fines-Unpaid Civil $ 4,900 $ 0$ 0
Fines Miscellaneous 1,500 0 0
Total - Fines and Forfeits $ 6,400 $ 0$ 0
Investments $ 847,053 $ 0$ 0
Recovery-Damaged Refuse Carts 1,950 0 0

Tip Fees-Private Direct $ 31,906,315 $ 32,400,000 $ 31,185,000
Electrical Energy Revenue 74,565,386 70,000,000 70,000,000
Tip Fees-Other 23,178,079 22,940,000 21,700,000
Easement-AES Barbers Pt 39,161 0 0
Reserve for Fiscal Stability Fund (240)
FY 2019 FY 2020 FY 2021

Total - Refuse Genl Operating Acct -SWSF $ 252,847,782 $ 256,937,088 $ 258,569,225

Reserve for Fiscal Stability Fund
Land Conservation Fund Revenues Land Conservation Fund (260) Land Conservation Fund (260)
Land Conservation Fund (260)
The fund accounts for all gifts, voluntary contributions to the city, and all revenues designated by ordinance or
resolution for deposit into the fund. All monies deposited into this fund shall be used to purchase or otherwise
acquire lands or property entitlements for natural resource land conservation purposes of the city.
FY 2019 FY 2020 FY 2021

Unreserved Fund Balance $ 220 $ 220 $ 220
Total - Land Conservation Fund $ 220 $ 220 $ 220
Land Conservation Fund
Clean Water and Natural Lands Fund Revenues Clean Water and Natural Lands Fund (270) Clean Water and Natural Lands Fund (270)
Clean Water and Natural Lands Fund (270)
This fund accounts for monies transferred from real property tax revenues to be used to purchase or otherwise
acquire real estate or any interest therein for land conservation in the city. The monies may be used for the
purposes of: protection of watershed lands to preserve water quality and water supply; preservation of forests,
beaches, coastal areas and agricultural lands; public outdoor recreation and education, including access to
beaches and mountains; preservation of historic or cultural important land areas and sites; protection of significant
habitats or ecosystems, including buffer zones; conservation of land in order to reduce erosion, floods, landslides,
and runoff; and acquisition of public access to public land and open spaces.
FY 2019 FY 2020 FY 2021

Transfer Fr General Fd-RPT $ 6,327,227 $ 7,023,620 $ 7,100,240
Total - Clean Water and Natural Lands Fund $ 25,985,637 $ 33,540,256 $ 18,617,641
Clean Water and Natural Lands Fund
Affordable Housing Fund Revenues Affordable Housing Fund (280) Affordable Housing Fund (280)
Affordable Housing Fund (280)
This fund accounts for monies transferred from real property tax revenues to provide for and maintain affordable
rental housing for persons earning sixty percent or less of the median household income in the city. Monies
may be used for: the provision and expansion of affordable rental housing and suitable living environments in
projects, which may include mixed-use, mixed-income projects, having residential units that are principally for
persons of low and moderate income through land acquisition for, development of, construction of, and/or capital
improvements or rehabilitation to such housing, provided that the funded housing remains affordable for at least
sixty years.
FY 2019 FY 2020 FY 2021

Transfer Fr General Fd-RPT $ 6,327,227 $ 7,023,620 $ 7,100,240
Total - Affordable Housing Fund $ 38,035,672 $ 43,290,303 $ 8,952,609
Affordable Housing Fund
Community Development Fund Revenues Community Development Fund (310) Community Development Fund (310)
Community Development Fund (310)
This fund accounts for monies provided by the Federal government under the Housing and Community
Development Act of 1974, as amended; the National Affordable Housing Act of 1990, as amended; monies
generated as program income; and monies carried over from prior years. Funds are expended to carry out the
Community Development Fund
objectives of the Acts. Funds under the HOME program are funded under the Federal Grants Projects Fund
beginning in fiscal year 1977.
FY 2019 FY 2020 FY 2021

CDBG, Pl-93-383 $ 0$ 8,035,248 $ 8,018,590
CDBG-Program Income 620,829 1,577,574 525,000
US Dept of Housing and Urban Development 2,846,221 0 0
Interfund Transfer $ 0$ (400,000) $ 0
Total - Community Development Fund $ 3,476,770 $ 9,212,822 $ 8,543,590
Patsy T. Mink Central Oahu Regional Revenues Patsy T. Mink Central Oahu Regional Park Fund (321) Patsy T. Mink Central Oahu Regional Park Fund (321)
Park Fund
Patsy T. Mink Central Oahu Regional Park Fund (321)
This fund accounts for monies generated from the Patsy T. Mink Central Oahu Regional Park. Funds are
expended for the improvement, maintenance and repair of the Park. All appropriations from this fund must be
used to supplement, and not supplant, other city fund appropriations for the Patsy T. Mink Central Oahu Regional
Park.
FY 2019 FY 2020 FY 2021
PatsyT.MinkCentralOahuRegionalParkFund

Custodial Services $ 975 $ 0$ 0
Parks District V Fees 177,017 165,000 165,000
Aquatics Ctr Food Concess $ 3,600 $ 0$ 0
Unreserved Fund Balance $ 338,921 $ 563,670 $ 256,258
Total - Patsy T. Mink Central Oahu Regional Park Fund $ 566,998 $ 758,970 $ 456,058
Waipio Peninsula Soccer Park Fund Revenues Waipio Peninsula Soccer Park Fund (322) Waipio Peninsula Soccer Park Fund (322)
Waipio Peninsula Soccer Park Fund (322)
This fund accounts for monies generated from the Waipio Peninsula Soccer Park. Funds are expended for the
improvement, maintenance and repair of the Park. All appropriations from this fund must be used to supplement,
and not supplant, other city fund appropriations for the Waipio Peninsula Soccer Park.
FY 2019 FY 2020 FY 2021


Parks District V Fees $ 91,547 $ 78,000 $ 78,000

Waipio Peninsula Soccer Park Fund
Total - Waipio Peninsula Soccer Park Fund $ 228,276 $ 280,323 $ 247,349
Honolulu Zoo Fund Revenues Honolulu Zoo Fund (323) Honolulu Zoo Fund (323)
Honolulu Zoo Fund (323)
This fund accounts for monies generated by operations of the Honolulu Zoo and monies transferred from real
property tax revenues. The monies may be used for the operations, repair, maintenance, and improvement of the
Honolulu Zoo, salaries of persons employed at the Zoo and related expenses, acquisition of zoo animals, and
debt service for capital improvements at the Zoo.
FY 2019 FY 2020 FY 2021


Service Fee for Card Payment $ 5,517 $ 0$ 0
Zoo Parking Lot 1,280,519 1,250,000 1,250,000
Honolulu Zoo 4,960,231 4,000,000 5,000,000
Honolulu Zoo Food Conces 339,638 300,000 325,000
Honolulu Zoo Fund


Recovery of Damages $ 207 $ 0$ 0
Total - Utilities or Other Enterprises $ 207 $ 0$ 0
Transfer Fr General Fd $ 2,087,458 $ 2,841,176 $ 49,598
Transfer Fr General Fd-RPT 6,327,227 7,023,620 7,100,240
Total - Honolulu Zoo Fund $ 12,102,489 $ 13,160,135 $ 11,894,697
Golf Fund Revenues Golf Fund (350) Golf Fund (350)
Golf Fund (350)
This fund accounts for all receipts derived from the operation of the City’s golf facilities. All funds are expended for
the management, operation and maintenance of the municipal golf courses.
FY 2019 FY 2020 FY 2021


Golf Course Fees $ 6,256,849 $ 6,413,587 $ 7,069,618
Golf Course Cart Rentals $ 2,285,909 $ 2,490,475 $ 2,695,758
Golf Course-Pro Shops 6,600 16,200 8,400
Golf Course Food Conces 90,139 96,200 108,200
Golf Course Driving Range 563,495 530,000 530,000
Sund Refunds-Prior Expend 477 0 0

Golf Fund
Total - Golf Fund $ 16,776,093 $ 16,436,561 $ 16,554,145
Special Events Fund Revenues Special Events Fund (360) Special Events Fund (360)
Special Events Fund (360)
This fund accounts for all revenues derived from the operation of the City’s auditorium facilities and Waikiki Shell.
All funds are expended for the operation of the Department of Enterprise Services.
FY 2019 FY 2020 FY 2021


Svc Fee-Dishonored Checks $ 50 $ 0$ 0
Surcharge On Tickets 72,092 90,000 78,000
Other Misc Services 2,400 8,400 8,400
Arena 763,661 650,000 650,000
Assembly Hall (Pikake Room) 58,524 80,000 72,500
Meeting Room 146,221 105,000 150,000
Exhibition Pavilion 525,500 530,000 475,000
Theater-Concert Hall 440,374 500,000 425,000
Waikiki Shell 61,384 115,000 100,000
Galleria (Other Area) 20,463 20,000 20,000
Riser and Chair Setup 6,300 7,500 6,300
Chair and Table Setup 210,332 160,000 180,000
Stage Setup 116,040 100,000 102,000
Moving Equipment 2,000 2,000 2,000
Ushering Service 259,782 266,000 265,000
Spotlight and Sound Setup 155,365 150,000 150,000
Excessive Cleanup 28,598 25,000 25,000
Special Events Fund

Piano 13,749 15,000 14,000
Box Office Service 636,579 675,000 670,000
Other Personal Services 132,232 130,000 130,000
Food Conces-Auditoriums 368,484 450,000 450,000
Parking-Auditoriums 2,287,976 2,200,000 2,200,000
Other-Auditoriums 1,050 1,000 1,000
Novelty Sales Concess-Aud 59,319 35,000 55,000
Ala Moana Conces-Waikiki 53,490 55,000 60,000
Kapiolani Beach Conces 209,031 195,000 195,000
Waikiki Beach Food Conces 186,745 170,000 170,000
Waikiki Surfbd Lockr Conc 154,270 160,000 160,000
Pouring Rts-Vending Mach 78,199 85,000 85,000
Koko Head Stables Conces 6,282 10,000 10,000
Waikiki Beach Conces-Othr 1,609,372 1,570,000 1,600,000
Veh-Mounted Food Conces 602 0 0
Automatic Teller Machines 35,055 3,000 3,000
Vacation Accum Deposits 188 0 0
Golf Fund (350)
FY 2019 FY 2020 FY 2021

Unreserved Fund Balance $ 303,300 $ 2,419,062 $ 2,282,203
Total - Special Events Fund $ 12,799,314 $ 14,568,617 $ 12,178,147

Golf Fund
Special Projects Fund Revenues Special Projects Fund (380) Special Projects Fund (380)
Special Projects Fund (380)
This fund accounts for all monies received under special contracts entered into, by and between the City and the
State. Monies received from various sources for operating and capital improvement expenditures for which no
financing has been provided in other funds, such as contributions from property owners exclusive of improvement
district assessment collections, are also accounted for in this fund.
FY 2019 FY 2020 FY 2021

Mayor’s Lei Day Program $ 27,390 $ 0$ 0
Hawaii Tourism Authority 100,000 0 0
Program On Aging-State Sh 0 10,745,556 12,296,757
LEPC Emergency Planning 28,883 33,000 35,000
Wireless Enhanced 911 2,002,070 1,300,000 1,300,000
AFC Admin Assist’s Pay 213,200 245,400 245,400
State Department of Transportation 582,635 287,408 0
State Department of Health 4,442,894 0 0
State Department of Human Services 1,674,894 0 0
State Dept of Labor & Industrial Relations 15,000 0 0
State Dept of Land & Natural Resources 522,813 697,084 697,084
State Dept of the Attorney General 1,394,283 0 1,395,166
State Department of Budget and Finance 10,165,404 0 0

Plan Review Fee $ 872,425 $ 0$ 0
Total - Charges for Services $ 872,425 $ 0$ 0
Contributions to The City $ 536,578 $ 0$ 0
Private Grants to The City 662,016 0 0
Recov-Crt Odr Restitution 6,126 0 0
Total - Miscellaneous Revenues $ 1,262,827 $ 0$ 0
Special Projects Fund

Miscellaneous Revenues $ 64,871 $ 0$ 0
Total - Utilities or Other Enterprises $ 64,871 $ 0$ 0
State Grants $ 0$ 2,014,130 $ 6,414,562
Total - Non-Revenue Receipts $ 0$ 2,014,130 $ 6,414,562
Total - Special Projects Fund $ 23,369,589 $ 15,322,578 $ 22,383,969
Federal Grants Fund Revenues Federal Grants Fund (390) Federal Grants Fund (390)
Federal Grants Fund (390)
This fund accounts for all monies received from the Federal government as grants for specific projects as well
as supporting monies from other sources, where such monies are not accountable in any other fund. All monies
placed in this fund are maintained in separate accounts identified with, and expended for, the intended purpose.
FY 2019 FY 2020 FY 2021

Federal Grants Fund - Operating

HOME Grant $ 987,295 $ 3,141,694 $ 2,405,738
HUD-Youthbuild Prgm 0 553,000 620,000
Workforce Investment Act 0 3,142,772 3,142,000
Housing Opportunity-HOPWA 16,047 19,056 19,056
First to Work Program 0 1,289,291 2,829,234
Program On Aging 0 614,085 4,742,881
Federal DOT Grants 34,074 0 0
HOME Grant-Program Income 0 78,000 637,843
FTA-49 USC Chapter 53 21,004,243 21,000,000 21,000,000
FHWA Traffic Ctrl Ctr Ops 0 122,000 125,000
FHWA-Bridge Inspections 0 800,000 800,000
US Dept of Transportation-FHWA 10,395 0 0
Emerg Shelter Grants Prgm 43,823 48,581 51,135
Community Prosecution 50,108 0 0
US Dept of Agriculture 184,115 223,000 225,200
US Dept of Commerce 71,435 0 0
US Dept of Health & Human Services 814,182 0 0
US Dept of Justice 3,224,146 0 990,291
US Dept of Labor 3,095,627 0 0
US Dept of Transportation 1,840,608 0 0
US Dept of Education 171,999 20,000 20,000
Dea Marijuana Grant 1,356 0 0
US Dept of Housing and Urban Development 0 1,425,000 0
HIDTA Program 1,262,116 0 0
Juvenile Accountability 0 70,000 70,000
Homeland Security Grants 734,579 0 102,000
Federal Grants Fund
Investments $ 2,907 $ 0$ 0
Sund Refunds-Curr Exp 3,005 0 0
State Grants $ 0$ 4,183,138 $ 1,853,959
Federal Grants 0 77,568 78,456
Total - Federal Grants Fund - Operating $ 33,835,626 $ 36,807,185 $ 39,712,793
Federal Grants Fund Revenues Federal Grants Fund (390) Federal Grants Fund (390)
Federal Grants Fund (390)
FY 2019 FY 2020 FY 2021

Federal Grants Fund - CIP

HOME Grant $ 549,570 $ 0$ 430,000
CDBG-Program Income 14,470 0 0
Housing Opportunity-HOPWA 0 616,157 616,157
HOME Grant-Program Income 1,981,977 472,000 0
FTA-49 USC Chapter 53 0 33,000,000 48,184,800
FHWA Traffic Ctrl Ctr Ops 0 5,300,000 13,920,000
US Dept of Transportation-FHWA 2,831 26,480,000 37,860,000
Emerg Shelter Grants Prgm 68,994 630,672 630,673
Total - Federal Grants Fund - CIP $ 2,625,905 $ 66,498,829 $ 101,641,630
Total - Federal Grants Fund - (390) $ 36,461,531 $ 103,306,014 $ 141,354,423
Federal Grants Fund
Housing & Comm Dev Rehab Fund Revenues Housing & Comm Dev Rehab Fund (410) Housing & Comm Dev Rehab Fund (410)
Housing & Comm Dev Rehab Fund (410)
This fund makes loan monies available-primarily to low and moderate income applicants unable to secure or
qualify for funds-under the Rehabilitation Loan Program sponsored by the Federal government.
Housing & Comm Dev Rehab Fund
FY 2019 FY 2020 FY 2021


Total - Charges for Services $ 50 $ 0$ 0
Investments $ 127,758 $ 0$ 0
Other Sources-Interest Earnings 618 0 0

Principal $ 941,062 $ 3,000,000 $ 3,000,000
Interest 13,943 0 0
Late Charge 820 0 0
Total - Revolving Fund Revenues $ 955,825 $ 3,000,000 $ 3,000,000
Unreserved Fund Balance $ 3,000,000 $ 0$ 2,595,700
Total - Housing & Comm Dev Rehab Fund $ 4,084,251 $ 3,000,000 $ 5,595,700
Pauahi Project Expend, HI R-15 Fund Revenues Pauahi Project Expend, HI R-15 Fund (430) Pauahi Project Expend, HI R-15 Fund (430)
Pauahi Project Expend, HI R-15 Fund (430)
This fund was created to facilitate financing of the Pauahi Project redevelopment plan providing for the
acquisition, clearance, construction of site improvements, and sale or lease of home, apartment, and commercial
sites to private parties for development in accordance with said plans.
FY 2019 FY 2020 FY 2021

Pauahi Project Expend, HI R-15 Fund

Total - Pauahi Project Expend, HI R-15 Fund $ 989,803 $ 989,803 $ 989,803
Housing & Comm Dev Sec 8 Fund Revenues Housing & Comm Dev Sec 8 Fund (470) Housing & Comm Dev Sec 8 Fund (470)
Housing & Comm Dev Sec 8 Fund (470)
This fund accounts for all monies received from the Federal government under the Housing and Community
Development Act of 1974 for the purpose set forth under Title II of the Act.
FY 2019 FY 2020 FY 2021

Sec 8 Mainstream Voucher $ 1,362,128 $ 1,360,564 $ 0
Sec 8 Mod Rehab (001) 0 (300,000) 300,000
Sec 8 Exstg Hsg Vou Prgm 59,386,748 57,808,052 62,652,920
Housing & Comm Dev Sec 8 Fund
Other Escheats 17,063 0 0
Total - Housing & Comm Dev Sec 8 Fund $ 60,895,612 $ 58,868,616 $ 62,952,920
Leasehold Conversion Fund Revenues Leasehold Conversion Fund (490) Leasehold Conversion Fund (490)
Leasehold Conversion Fund (490)
This fund accounts for all monies to assist lessees of land upon which are situated either residential condominium,
cooperative housing, or residential planned development to purchase those lands at fair and reasonable prices.
FY 2019 FY 2020 FY 2021

Total - Leasehold Conversion Fund $ 127,301 $ 127,301 $ 127,301
Leasehold Conversion Fund
General Improvement Bond Fund Revenues General Improvement Bond Fund (610) General Improvement Bond Fund (610)
General Improvement Bond Fund (610)
This fund accounts for proceeds of general obligation bonds issued to pay all or part of those appropriations for
public improvements specified to be expended from this fund.
FY 2019 FY 2020 FY 2021

General Obligation Bonds $ 128,002,022 $ 416,688,832 $ 171,618,799
Total - General Improvement Bond Fund $ 128,002,022 $ 416,688,832 $ 171,618,799

General Improvement Bond Fund
Highway Improvement Bond Fund Revenues Highway Improvement Bond Fund (620) Highway Improvement Bond Fund (620)
Highway Improvement Bond Fund (620)
highway and related public improvements specified to be expended from this fund.
FY 2019 FY 2020 FY 2021

Total - Highway Improvement Bond Fund $ 185,002,915 $ 162,206,000 $ 132,576,100
Highway Improvement Bond Fund
Capital Projects Fund Revenues Capital Projects Fund (640) Capital Projects Fund (640)
Capital Projects Fund (640)
This fund accounts for monies received from sources other than the federal government, in form of grants,
entitlements, shared revenues or payments in lieu of taxes, to fund capital projects, and city monies appropriated
for capital projects.
FY 2019 FY 2020 FY 2021

Othr Share of Constr Cost $ 0$ 2,600,000 $ 100,000
Total - Miscellaneous Revenues $ 0$ 2,600,000 $ 100,000
Id B&I Rdmptn Fund $ 3,100 $ 0$ 0
State Grants 0 9,750,000 0
Total - Non-Revenue Receipts $ 3,100 $ 9,750,000 $ 0
Total - Capital Projects Fund $ 3,100 $ 12,350,000 $ 100,000

Capital Projects Fund
Housing Development Special Fund Revenues Housing Development Special Fund (655) Housing Development Special Fund (655)
Housing Development Special Fund (655)
This fund accounts for the proceeds of general obligation bonds and bond anticipation notes authorized and
issued for the purpose of developing housing for sale or for rental and for the proceeds from the sale or rental of
housing.
FY 2019 FY 2020 FY 2021


Easement Grants $ 66,720 $ 60,000 $ 60,000

Chinatown Gateway-Parking $ 135,284 $ 105,000 $ 130,000
River-Nimitz-Parking 63,423 65,000 65,000
Rental Units (Hcd Prop) $ 27,779 $ 0$ 0
Hsg Buyback-Shared Equity 737,288 0 0

Repay Dchd Loans-Others $ 87,731 $ 0$ 0
Total - Revolving Fund Revenues $ 87,731 $ 0$ 0
Unreserved Fund Balance $ 2,724,289 $ 2,318,853 $ 866,880
Total - Housing Development Special Fund $ 2,376,616 $ 1,519,022 $ 713,854
Housing Development Special Fund
Sewer Revenue Bond Revenues Sewer Revenue Bond (670) Sewer Revenue Bond (670)
Sewer Revenue Bond (670)
This fund accounts for proceeds of revenue bonds issued to pay all or part of those appropriations for
improvements, repairs, and maintenance of the wastewater system.
FY 2019 FY 2020 FY 2021

Sewer Revenue Bond
Investments $ 1,146,110 $ 0$ 0
Sale of Sewer Rev Bonds $ 0$ 253,729,000 $ 552,500,000
State Revolving Fund 3,561,853 0 0
Total - Sewer Revenue Bond $ 8,965,334 $ 258,251,000 $ 553,781,490
Sld Wst Improvement Bond Fund Revenues Sld Wst Improvement Bond Fund (680) Sld Wst Improvement Bond Fund (680)
Sld Wst Improvement Bond Fund (680)
solid waste disposal and related public improvements specified to be expended from this fund.
FY 2019 FY 2020 FY 2021

General Obligation Bonds-Taxable $ 20,001,231 $ 0$ 0
Sld Wst Improvement Bond Fund

General Obligation Bonds 6 65,961,106 60,959,000
Total - Sld Wst Improvement Bond Fund $ 20,001,237 $ 65,961,106 $ 60,959,000
Departmental Revenue
Summary
Budget and Fiscal Services Revenues Department of Budget and Fiscal Services Department of Budget and Fiscal Services
Departmental Revenue Summary Departmental Revenue Summary

FY 2019 FY 2020 FY 2021

Taxes
Real Property Taxes - Current Year $ 399,428,005 $ 1,404,724,000 $ 1,420,048,000
Real Property Taxes - Prior Year 7,168,208 3,000,000 3,000,000
R P T - Lock Box 396,647,524 0 0
R P T Mortgage Company 457,590,177 0 0
RPT - Epay 27,964,101 0 0
Public Svc Company Tax 41,182,468 41,969,118 42,808,500
Franchise Tax - HECO 44,123,161 45,005,624 45,905,737
Franchise Tax - GASCO 2,924,274 2,880,113 2,896,000
Fuel Tax - Current Year 51,139,808 51,682,128 51,935,080
Total - Taxes $ 1,428,167,726 $ 1,549,260,983 $ 1,566,593,317

Direct Wine Shipper $ 91,350 $ 85,000 $ 85,000
Personal Shipment Permit 1,976 2,250 2,250
Basic Liquor Lic(New Lic) 184,699 185,000 200,000
Liquor Applcn Filing Fee 2,000 3,000 3,000
Addtl Liqr Lic (Gr Sale) 2,910,599 3,000,000 3,000,000
Renewal Liquor License 2,963,100 2,900,000 2,900,000
Easement Grants 12,960 2,784,620 0
Telephone Enclosures 106 100 100
Sec 8 Mainstream Voucher $ 6,139 $ 0$ 0
Sec 8 Mod Rehab (001) 717 0 0
HOME Grant 52,301 3,141,694 489,403
CDBG, Pl-93-383 0 8,035,248 7,567,346
Workforce Investment Act 0 792,000 792,000
Sec 8 Exstg Hsg Vou Prgm 86,720 0 0
CDBG-Program Income 547,997 1,577,574 525,000
Housing Opportunity-HOPWA 0 635,213 616,157
HOME Grant-Program Income 0 550,000 0
Emerg Shelter Grants Prgm 0 679,253 630,673
US Dept of Labor 330,013 0 0
US Dept of Housing and Urban Development 500,691 0 0
Transient Accomdtn Tax 45,423,000 45,423,000 45,423,000
Fish and Wildlife Svcs 115,191 67,116 63,483
State Dept of Labor & Industrial Relations 15,000 0 0

Svc Fee-Dishonored Checks 1,425 600 600
Service Fee for Card Payment 2,103 0 0
Liqr Licensee Change Name 3,150 3,000 3,000
Departmental Revenue Summary
FY 2019 FY 2020 FY 2021

Charge for Photo Id 126,310 130,000 135,000
Adm Fee-Mult-Fam Hsg Prgm 0 14,000 14,000
Military Hsg Fee-Lieu Rpt 982,741 998,260 998,000
Charges for Publications 3,790 3,000 3,000
Copy-Map, Plan, Diagram 671 675 675
Cert-Correctness of Info 9 35 35
Prop Tax Record Search 4,069 3,000 3,000
Pre-Paid Coll/Disp Chgs 48,604 0 0

Fines and Forfeits

Fines-Liquor Commission $ 239,759 $ 150,000 $ 150,000
Investments $ 13,704,426 $ 0$ 0
Rental Units (Hcd Prop) 205,613 221,214 221,000
Land 0 538,500 0
Other Escheats 0 50,000 50,000
Othr Share of Constr Cost 0 2,600,000 100,000
Subdividers-Park/Playgrnd 956,668 964,869 0
Recov-Direct Costs HART 752,708 1,025,800 1,017,835
Sundry Ref-Pcard Rebate 387,631 0 0
Sale of Scrap Materials 16,179 16,000 16,000
Recov-Debt Svc Wf/Refuse $ 15,361,700 $ 15,352,486 $ 15,477,864
Recov Debt Sv-Swdf Sp Fd 27,361,549 26,001,722 28,942,027
Recov Debt Svc-Hsg Sp Fd 7,425,725 5,138,362 4,603,187
Recov Debt Svc-Swr Fund 1,046,684 74,468 77,817
Recov Debt Svc-HART 0 51,000,000 71,704,864
Recov Swr Fd(Wwm Radio) 35,000 35,000 35,000
Recov-Debt Svc Golf Fd 1,871,906 2,069,152 2,126,878
Recov D/S-Spec Events Fd 2,461,600 2,761,614 3,376,116
Recov D/S-Hanauma Bay Fd 1,136,849 1,170,676 1,175,297
FY 2019 FY 2020 FY 2021

Recov Debt Svc-Hwy Fund 117,612,309 128,542,906 131,863,539
Recov Case - Zoo Fund 725,900 738,200 769,300
Recov Debt Svc-Zoo Fund 3,330,645 3,425,357 3,492,161
Recov CASE-Spec Events Fd 705,800 787,600 777,700
Recov CASE-Hanauma Bay Fd 389,000 501,600 420,600
Recov CASE - Hwy Beaut Fd 377,600 416,000 284,100
Recov CASE - Sw Sp Fd 12,609,200 12,755,800 12,611,800
Recov CASE-Golf Fund 872,500 885,500 934,100
Recov CASE-Hwy Fund 13,852,700 15,084,600 15,726,400
Recov CASE-Sewer Fund 19,895,700 18,586,000 21,137,600
Recov CASE-Liquor Comm Fd 338,100 359,000 369,300

Recov CASE-Patsy T Mink Central Oahu Reg Pk Fd 10,500 26,700 22,200
Recov CASE - Bikeway Fd 92,200 80,600 82,000
Recov CASE-Waipio Peninsula Soccer Park Fund 5,600 5,600 5,600
Recov CASE-Hsg Dev Sp Fd 381,800 312,100 265,900
Recovery CASE-BWS 3,300,000 3,300,000 3,300,000
Recov CASE-HART 623,141 1,144,200 1,502,902
Transfer Fr General Fd 153,937,783 145,099,894 143,395,490
Transfer Fr General Fd-RPT 18,981,681 21,070,860 21,300,720
Bus Subsidy-General Fund 166,031,641 188,226,873 269,909,382
Bus Subsidy-Highway Fund 22,619,055 19,827,292 26,802,762
Trans Fr Ref Gnl Ac-Rent 263,500 263,500 263,500
Id B&I Rdmptn Fund 3,100 0 0
Trf-Sewer Fund for Rent 472,500 472,500 472,500
General Obligation Bonds-Taxable 20,001,231 0 0
General Obligation Bonds 313,004,943 644,855,938 365,153,899
Sale of Sewer Rev Bonds 0 253,729,000 552,500,000
State Grants 0 9,750,000 0
Total - Non-Revenue Receipts $ 927,139,142 $ 1,573,851,100 $ 1,700,882,505
Total - Department of Budget and Fiscal Services $ 2,481,761,642 $ 3,255,789,269 $ 3,369,106,428
Community Services Revenues Department of Community Services Department of Community Services

FY 2019 FY 2020 FY 2021

Sec 8 Mainstream Voucher $ 1,355,989 $ 1,360,564 $ 0
Sec 8 Mod Rehab (001) (717) -300,000 300,000
HOME Grant 1,484,564 0 2,346,335
HUD-Youthbuild Prgm 0 553,000 620,000
CDBG, Pl-93-383 0 0 451,244
Workforce Investment Act 0 2,350,772 2,350,000
Sec 8 Exstg Hsg Vou Prgm 59,300,028 57,808,052 62,652,920
CDBG-Program Income 87,302 0 0
Housing Opportunity-HOPWA 16,047 0 19,056
First to Work Program 0 1,289,291 2,829,234
Program On Aging 0 614,085 4,742,881
HOME Grant-Program Income 1,981,977 0 637,843
Emerg Shelter Grants Prgm 112,817 0 51,135
Community Prosecution 50,108 0 0
Community Services
US Dept of Justice 180,189 0 0
US Dept of Labor 2,765,614 0 0
US Dept of Education 146,999 0 0
US Dept of Housing and Urban Development 2,345,530 1,425,000 0
Juvenile Accountability 0 70,000 70,000
Program On Aging-State Sh 0 10,745,556 12,296,757
State Department of Human Services 1,674,894 0 0
State Department of Health 4,407,893 0 0

Adm Fee-Mult-Fam Hsg Prgm 22,447 0 0
Chinatown Gateway-Parking 35,500 0 0
Investments $ 224,771 $ 0$ 0
Rental Units (City Prop) 133,382 0 0
Rental Units (Hcd Prop) 43,380 0 0
Parking Stalls 233,592 233,000 233,000
Other Escheats 17,063 0 0
Hsg Buyback-Shared Equity 737,288 0 0
Total - Miscellaneous Revenues $ 1,778,526 $ 233,000 $ 233,000
FY 2019 FY 2020 FY 2021


Principal $ 941,062 $ 3,000,000 $ 3,000,000
Interest 13,943 0 0
Late Charge 820 0 0
Repay Dchd Loans-Others 115,139 0 0
Total - Revolving Fund Revenues $ 1,070,964 $ 3,000,000 $ 3,000,000

Miscellaneous Revenues $ 64,871 $ 0$ 0
Total - Utilities or Other Enterprises $ 64,871 $ 0$ 0
State Grants $ 0$ 6,138,420 $ 8,209,673
Federal Grants 0 77,568 78,456
Total - Department of Community Services $ 79,272,872 $ 85,365,308 $ 100,888,534

Community Services
Corporation Counsel Revenues Department of the Corporation Counsel Department of the Corporation Counsel

FY 2019 FY 2020 FY 2021


Legal Services (BWS) $ 200,000 $ 209,200 $ 219,600
Misc Recov,Collect,Etc $ 3,685 $ 0$ 0
Total - Department of the Corporation Counsel $ 221,276 $ 209,400 $ 219,800
Corporation Counsel
Customer Services Revenues Department of Customer Services Department of Customer Services

FY 2019 FY 2020 FY 2021


Auctioneer & Pawn Broker $ 2,442 $ 2,400 $ 2,400
Firearms 433 300 300
Second-Hand & Junk Dealer 10,325 8,300 8,300
Used Mtr Veh Part Dealer 764 540 540
Wreck Salv Rebld Mtr Veh 598 420 420
Peddler/Itinerant Vendor 1,686 770 770
Tear Gas/Othr Noxious Sub 125 60 60
Scrap Dealers 2,600 2,300 2,300
Pedicab License Fees 56 0 0
Refuse Collector-Lic 5,875 4,500 4,500
Glass Recycler 400 300 300
Motor Vehicle Plate Fees 603,942 601,040 601,040
Mtr Veh Spc No Plate Fee 813,627 814,850 814,850
Motor Vehicle Tag Fees 382,750 390,200 390,200
Motor Veh Trfr Fee & Pen 2,778,716 2,794,100 2,794,100
Dupl Regis/Ownership Cert 187,190 188,100 188,100
Dlnqt Mtr Veh Wt Tax Pen 1,157,848 1,161,120 1,161,120
Correction Fees 8,700 6,200 6,200
Mvr-Annual Fee 14,610,871 14,810,200 14,810,200
Reconstr Inspec Fees 40,440 39,620 39,620
Other Vehicle Weight Tax 5,281,536 5,658,550 5,658,550
Dlnqt Othr Veh Wt Tax Pen 36,340 36,420 36,420
Bicycle Licenses 293,609 293,610 293,610
Customer Services

Passenger & Frt Veh Lic 726 0 0
Nonresident Vehicle Prmt 19,320 19,550 19,550
Motor Vehicle Drivers Lic 5,658,935 5,117,530 5,696,130
Private Trans Reg Fees 48,135 48,140 48,140
Dog Licenses 144,391 161,200 161,200
Dog Tag Fees 6,151 6,480 6,480
Newsstands 4,935 4,940 4,940
Taxi Stand Permit Fee 8,925 8,820 8,820
Taxi Stand Decals 86 90 90
Dispensing Rack 128,306 173,900 173,900
Frt Curb Load Zone-Permit 239,025 239,310 239,310
Frt Curb Load Zone-Decals 10,580 10,600 10,600
Pass Loading Zone-Permit 17,203 17,220 17,220
Pass Loading Zone-Decals 747 750 750

Svc Fee-Dishonored Checks $ 19,986 $ 20,420 $ 20,420
Service Fee for Card Payment 110,500 110,500 110,500
FY 2019 FY 2020 FY 2021

Spay-Neuter Service 288,136 289,700 289,700
Taxi/Pedicab Drivers Cert 25 30 30
Hwy Beautification Fees 4,705,348 4,711,840 4,711,840
Recov of Utility Charges $ 2,865 $ 8,980 $ 8,980
Recov State-Motor Vehicle 1,061,071 1,097,030 1,097,030
Recov State-Hawaii State ID 710,157 754,920 821,450
Recov-State-Comml Drv Lic 308,079 639,620 635,760
Reimb State-MV Insp Prgm 708,135 784,770 784,770
Reimb State - DPP Placard 153,876 153,740 153,740
Reimb From Org. Plates 36,630 38,850 38,850
Towing Service Premiums 120,000 120,000 120,000
Misc Rev/Cash Over/Short (3,463) 0 0
Auction Sale-Impound Veh 179,760 179,760 179,760
Sale-Other Mtls & Suppl 435 210 210
Total - Department of Customer Services $ 212,555,185 $ 226,195,450 $ 226,836,720
Customer Services
Design and Construction Revenues Department of Design and Construction Department of Design and Construction

FY 2019 FY 2020 FY 2021

FHWA-Bridge Inspections $ 0$ 800,000 $ 800,000
State Department of Budget and Finance 10,000,000 0 0
Total - Intergovernmental Revenue $ 10,000,000 $ 800,000 $ 800,000

Fines and Forfeits

Liquidated Contr Damages $ 13,103 $ 0$ 0
Total - Fines and Forfeits $ 13,103 $ 0$ 0
Recovery-Recycled Materials $ 65 $ 0$ 0
Buildings & Improvements 9,682 0 0
Total - Department of Design and Construction $ 10,897,090 $ 800,000 $ 800,000

Emergency Management Revenues Department of Emergency Management Department of Emergency Management

FY 2019 FY 2020 FY 2021

US Dept of Commerce $ 71,435 $ 0$ 0
Homeland Security Grants 696,301 0 102,000
LEPC Emergency Planning 28,883 33,000 35,000
Total - Department of Emergency Management $ 995,985 $ 33,000 $ 137,000
Emergency Services Revenues Department of Emergency Services Department of Emergency Services

FY 2019 FY 2020 FY 2021

Wireless Enhanced 911 $ 128,643 $ 0$ 0
Emergency Services
State Dept of Land & Natural Resources 522,813 697,084 697,084


Abstract of Information 2,046 2,250 2,250
Recov State-Emerg Amb Svc 41,178,745 46,551,619 50,905,240
Total - Department of Emergency Services $ 42,007,350 $ 47,250,953 $ 51,604,574
Enterprise Services Revenues Department of Enterprise Services Department of Enterprise Services

FY 2019 FY 2020 FY 2021


Service Fee for Card Payment 5,517 0 0
Surcharge On Tickets 72,092 90,000 78,000
Other Misc Services 2,400 8,400 8,400
Zoo Parking Lot 1,280,519 1,250,000 1,250,000
Golf Course Fees 6,256,849 6,413,587 7,069,618
Enterprise Services
Honolulu Zoo 4,960,231 4,000,000 5,000,000
Golf Course Cart Rentals $ 2,285,909 $ 2,490,475 $ 2,695,758
Arena 763,661 650,000 650,000
Assembly Hall (Pikake Room) 58,524 80,000 72,500
Meeting Room 146,221 105,000 150,000
Exhibition Pavilion 525,500 530,000 475,000
Theater-Concert Hall 440,374 500,000 425,000
Waikiki Shell 61,384 115,000 100,000
Galleria (Other Area) 20,463 20,000 20,000
Riser and Chair Setup 6,300 7,500 6,300
Chair and Table Setup 210,332 160,000 180,000
Stage Setup 116,040 100,000 102,000
Moving Equipment 2,000 2,000 2,000
Ushering Service 259,782 266,000 265,000
Spotlight and Sound Setup 155,365 150,000 150,000
Excessive Cleanup 28,598 25,000 25,000
Piano 13,749 15,000 14,000
Box Office Service 636,579 675,000 670,000
Other Personal Services 132,232 130,000 130,000
Food Conces-Auditoriums 368,484 450,000 450,000
Golf Course-Pro Shops 6,600 16,200 8,400
Parking-Auditoriums 2,287,976 2,200,000 2,200,000
Other-Auditoriums 1,050 1,000 1,000
Novelty Sales Concess-Aud 59,319 35,000 55,000
Ala Moana Conces-Waikiki 53,490 55,000 60,000
Hanauma Beach Park Conces 374,934 360,000 360,000
Honolulu Zoo Food Conces 339,638 300,000 325,000
Kapiolani Beach Conces 209,031 195,000 195,000
Waikiki Beach Food Conces 186,745 170,000 170,000
Waikiki Surfbd Lockr Conc 154,270 160,000 160,000
Pouring Rts-Vending Mach 78,199 85,000 85,000
Hanauma Shuttle Bus Svc 47,833 45,000 48,000
Koko Head Stables Conces 6,282 10,000 10,000
Hanauma Snorkling Rental 1,884,143 1,872,000 1,900,000
FY 2019 FY 2020 FY 2021

Waikiki Beach Conces-Othr 1,609,372 1,570,000 1,600,000
Hanauma Gift Shop Concess 337,395 250,000 250,000
Golf Course Food Conces 90,139 96,200 108,200
Golf Course Driving Range 563,495 530,000 530,000
Veh-Mounted Food Conces 602 0 0
Automatic Teller Machines 35,055 3,000 3,000
Emergency Services
Develop Prem-Royal Kunia 47,433 0 0


Recovery of Damages $ 207 $ 0$ 0
Total - Utilities or Other Enterprises $ 207 $ 0$ 0
Total - Department of Enterprise Services $ 27,278,236 $ 26,199,362 $ 28,077,176
Environmental Services Revenues Department of Environmental Services Department of Environmental Services

FY 2019 FY 2020 FY 2021


Refuse Collector-Decal $ 908 $ 900 $ 900
Total - Licenses and Permits $ 908 $ 900 $ 900
Pymt Fr St-Glass Disp Fee $ 198,867 $ 200,000 $ 200,000

Sale of Gasoline and Oil $ 210,028 $ 0$ 0
Duplicate Copy-Any Record 1,809 100 100
Bus. Automated Refuse Pu 60 0 0
Sewer Lateral Instal 203,672 127,273 127,973
Sewer Service Charges 449,432,641 453,430,350 455,819,600
Other Sewer Chgs 32,755 174,354 175,313
Wstwtr Sys Facil Chgs 2,138,556 10,902,400 10,902,400
Business Premises 437,246 435,000 435,000
Disposal Charges 4,501,823 4,050,000 4,050,000
Disp Chgs Surcharge-Other 4,554,758 4,374,000 4,179,600
Disp Chgs Surcharge - C&C 2,497,423 2,752,800 2,455,200
Fines and Forfeits

Fines-Unpaid Civil $ 4,900 $ 0$ 0
Fines-Indust Ww Discharge 1,500 15,000 15,000
Fines Miscellaneous 1,500 0 0
Rental for Use of Land $ 100,760 $ 0$ 0
Recovery-Damaged Refuse Carts 1,950 0 0

Tip Fees-Private Direct $ 31,906,315 $ 32,400,000 $ 31,185,000
Electrical Energy Revenue 74,565,386 70,000,000 70,000,000
Tip Fees-Other 23,178,079 22,940,000 21,700,000
Easement-AES Barbers Pt 39,161 0 0
FY 2019 FY 2020 FY 2021

State Revolving Fund $ 3,561,853 $ 0$ 0
Total - Non-Revenue Receipts $ 3,561,853 $ 0$ 0
Total - Department of Environmental Services $ 597,790,164 $ 601,802,177 $ 601,246,086

Facility Maintenance Revenues Department of Facility Maintenance Department of Facility Maintenance

FY 2019 FY 2020 FY 2021


Non-Storm Wtr Dischg Pmt $ 0$ 5,200 $ 6,500
Total - Licenses and Permits $ 0$ 5,200 $ 6,500

Sale of Gasoline and Oil $ 140,889 $ 120,000 $ 110,000
Sidewalk Area Cleaning 0 6,920 6,920
Sidewalk Repair 35,803 33,354 33,354
Sidewalk Nuisance Fee 200 200 200
JTMC Parking 0 100,000 200,000
Kapalama Hale Parking Facility 40,870 75,000 90,000
Lamppost Banner Display 68,640 47,000 48,500
Fines and Forfeits
Fines-Storm Water $ 37,250 $ 61,000 $ 50,000
Perquisite Housing $ 7,692 $ 7,692 $ 7,692
Telecom Facilities Rental 177,622 230,000 300,000
Harbor Court Garage 60 0 0
Recov-Damaged St Lights 295,987 30,000 45,000
Recovery of Traffic Signs 68,268 25,000 25,000
Other Comp-Loss of Fixed Asset 11,702 32,631 7,000
Recov-Overhead Charges 3,321 4,000 4,000
Sund Refunds-Prior Expend 33,015 4,500 4,500
Total - Department of Facility Maintenance $ 1,766,511 $ 1,556,450 $ 1,692,566
Honolulu Fire Department Revenues Honolulu Fire Department Honolulu Fire Department

FY 2019 FY 2020 FY 2021


Fire Code Permit & Lic $ 719,994 $ 720,000 $ 748,238
Fireworks License Fees 74,054 58,502 54,923
US Dept of Transportation $ 44,007 $ 0$ 0
Homeland Security Grants 10,354 0 0
Wireless Enhanced 911 9,547 0 0
AFC Admin Assist’s Pay 213,200 245,400 245,400

Service Fee for Card Payment 1 0 0
Plan Review Fee 872,425 976,156 924,961
Fines and Forfeits

Fines Miscellaneous $ 90 $ 0$ 0
Total - Fines and Forfeits $ 90 $ 0$ 0
Rental-Amb Facil-Fire Stn $ 63,900 $ 63,900 $ 63,900
Rental of Equipment 0 10,000 10,000
Recov-Crt Odr Restitution 6,126 0 0
Misc Recov,Collect,Etc 5,243 0 0
Total - Honolulu Fire Department $ 2,395,749 $ 2,074,723 $ 2,048,069
Human Resources Revenues Department of Human Resources Department of Human Resources

FY 2019 FY 2020 FY 2021


Witness Fees $ 4$ 0$ 0
Total - Charges for Services $ 58 $ 50 $ 50
Recov-Workers’ Comp Paymt $ 50 $ 450,000 $ 400,000
Recov Work Comp-3Rd Party 390,825 300,000 300,000
Total - Department of Human Resources $ 392,426 $ 750,050 $ 700,050
Human Resources
Information Technology Revenues Department of Information Technology Department of Information Technology

FY 2019 FY 2020 FY 2021


Easement Grants $ 152,796 $ 140,000 $ 140,000
Wireless Enhanced 911 $ 1,453,841 $ 1,300,000 $ 1,300,000

Data Proc Svc-State 658,721 650,000 650,000
Data Proc Svc-US Govt 2,561 1,500 1,500
Data Proc Svc-Othr County 535,560 400,000 400,000
Rental for Use of Land $ 63,260 $ 29,000 $ 29,000
State Grants $ 0$ 58,848 $ 58,848
Total - Non-Revenue Receipts $ 0$ 58,848 $ 58,848
Total - Department of Information Technology $ 2,884,949 $ 2,592,348 $ 2,592,348

Land Management Revenues Department of Land Management Department of Land Management

FY 2019 FY 2020 FY 2021

Rental Units (City Prop) $ 144,982 $ 1,972,402 $ 1,879,710
Total - Miscellaneous Revenues $ 147,769 $ 1,972,402 $ 1,879,710

Miscellaneous Revenues $ 1$ 0$ 0
Total - Utilities or Other Enterprises $ 1$ 0$ 0
Total - Department of Land Management $ 147,770 $ 1,972,402 $ 1,879,710
Land Management
Mayor Revenues Office of the Mayor Office of the Mayor

Office of the Mayor
FY 2019 FY 2020 FY 2021


Mayor
Rental for Use of Land $ 900 $ 0$ 0

Total - Office of the Mayor $ 80,981 $ 0$ 0
Managing Director Revenues Office of the Managing Director Office of the Managing Director

FY 2019 FY 2020 FY 2021

Hawaii Tourism Authority $ 100,000 $ 0$ 0
Total - Intergovernmental Revenue $ 100,000 $ 0$ 0
Private Grants to The City 662,016 0 0
Managing Director
Total - Office of the Managing Director $ 825,266 $ 0$ 0
Neighborhood Commission Revenues Neighborhood Commission Neighborhood Commission

FY 2019 FY 2020 FY 2021

Total - Neighborhood Commission $ 0$ 0$ 0

Royal Hawaiian Band Revenues Royal Hawaiian Band Royal Hawaiian Band

Royal Hawaiian Band
FY 2019 FY 2020 FY 2021


Band Collection $ 1,200 $ 0$ 0
Contributions to The City $ 100 $ 0$ 0
Total - Royal Hawaiian Band $ 1,300 $ 0$ 0
Royal Hawaiian Band
Medical Examiner Revenues Department of the Medical Examiner Department of the Medical Examiner

FY 2019 FY 2020 FY 2021

US Dept of Justice $ 1,605 $ 0$ 0
Total - Intergovernmental Revenue $ 1,605 $ 0$ 0

Medical Examiner’s Report $ 4,151 $ 4,000 $ 4,000
Sund Refunds-Curr Exp $ 562 $ 0$ 0
Total - Department of the Medical Examiner $ 6,318 $ 4,000 $ 4,000

Medical Examiner
Parks and Recreation Revenues Department of Parks and Recreation Department of Parks and Recreation

FY 2019 FY 2020 FY 2021


Camping Permits $ 326,043 $ 316,000 $ 319,200
US Dept of Agriculture $ 184,115 $ 223,000 $ 225,200
US Dept of Education 25,000 20,000 20,000
Mayor’s Lei Day Program 27,390 0 0

Svc Fee-Dishonored Checks $ 1,125 $ 0$ 0
Custodial Services 975 0 0
Kitchen & Facility Usage 8,425 10,000 10,100
Hanauma Bay Parking 200,766 186,000 187,900
Scuba and Snorkeling 28,110 26,000 26,300
Commercial Filming 83,480 73,000 73,700
Summer Fun Program 241,493 236,000 238,300
Fall and Spring Programs 41,000 0 0
Parks District V Fees 272,055 243,000 243,000
Foster Botanic Garden 153,787 138,000 139,400
Hanauma Bay-Admission 4,840,311 4,600,000 4,646,000
Fees for Community Garden 48,954 45,000 45,000

Other Rents Recreat Facil $ 2,360 $ 2,500 $ 2,500
Aquatics Ctr Food Concess 3,600 0 0
Automatic Teller Machines 0 1,300 1,300
Sund Refunds-Prior Expend 1,177,980 0 0
Total - Department of Parks and Recreation $ 8,411,647 $ 6,634,130 $ 6,694,090
Planning and Permitting Revenues Department of Planning and Permitting Department of Planning and Permitting

FY 2019 FY 2020 FY 2021


Regis-Third Party Reviewr $ 2,700 $ 2,700 $ 18,700
Building Permits 20,454,506 20,000,000 21,803,500
Storm Drain Conn Fee 12,300 13,000 13,000
NPDES fee 532,995 600,000 600,000
Signs 26,928 27,000 27,000
Grading Excavation & Fill 495,990 500,000 500,000
Excav/Rep-St & Sidewalk 326,435 330,000 330,000

Svc Fee-Dishonored Checks $ 500 $ 500 $ 500
Subdivision Fees 92,200 100,000 125,000
Zoning Reg Applcn Fees 289,100 250,000 357,550
Short-Term Rental Reg/Renewal Fees 0 0 700,000
Nonconform Certi Renewal 324,400 240,000 484,400
Plan Review Fee 1,544,898 1,600,000 1,600,000
Exam Fees-Spec Inspectors 560 600 600
Reg Fees-Spec Inspectors 27 0 0
Zoning/Flood Clear Fee 71,600 75,000 75,000
Sidewalk Specs File Fee 36,600 38,000 38,000
Driveway Specs File Fee 3,800 4,000 4,000
Copy-Map, Plan, Diagram 297 300 9,300
Other Misc Services 0 0 98,175
Electrical Inspection 54 100 12,920
Bldg Code Variance/Appeal 6,200 6,200 9,050
Fines and Forfeits

Fines-Short Term Rental Civil Penalties $ 0$ 0$ 30,000

Fines-Viol Bldg Elec Etc 554,844 700,000 715,000
Reimb of Admin Cost-Ewa $ 48,221 $ 50,000 $ 50,000
Sund Refunds-Prior Expend 164 0 0
Recov CASE - Hwy Beaut Fd $ 1,836 $ 0$ 0
Total - Non-Revenue Receipts $ 1,836 $ 0$ 0
Total - Department of Planning and Permitting $ 24,900,241 $ 24,607,400 $ 27,671,695
Honolulu Police Department Revenues Honolulu Police Department Honolulu Police Department

FY 2019 FY 2020 FY 2021


Firearms $ 1,290 $ 1,300 $ 1,300
HPD Alarm Permits 181,670 189,400 190,000
US Dept of Health & Human Services $ 415,502 $ 0$ 0
US Dept of Justice 1,247,548 0 0
US Dept of Transportation 1,786,110 0 0
Dea Marijuana Grant 1,356 0 0
HIDTA Program 1,262,116 0 0
Wireless Enhanced 911 548,229 0 0
State Dept of the Attorney General 87,956 0 0
State Department of Health 35,001 0 0
Total - Intergovernmental Revenue $ 5,383,818 $ 0$ 0

Svc Fee-Dishonored Checks $ 125 $ 200 $ 200
HPD Alarm Service Charges 120,128 106,600 110,000
Other Misc Services 7,500 0 0
HPD Special Duty Fees 315,055 306,000 310,000
Frm Damaged Parking Meter 2,255 2,500 2,500
Kuhio-Kaiolu Parking Lot 678 0 0
Kaimuki Parking Lot #2 224,621 250,000 235,000
Kailua Parking Lot 199,640 250,000 220,000
Kalakaua Parking Lot 224,286 250,000 225,000
Civic Center Parking Lot 51,223 62,000 58,000
River-Nimitz-Parking 63,423 65,000 65,000
Parking Chgs - Salt Lake- 46,010 53,000 46,500
Parking Charges-Palace Sq 65,613 75,000 70,000
HPD Parking Lot 153,684 142,000 141,500
Kailua Elderly Hsg P/Lot 140,311 165,000 140,000

Fines and Forfeits

HPD Alarm Fines $ 240,232 $ 220,900 $ 220,900
Forfeiture of Seized Prop 302,093 25,000 25,000
Rental of Equipment 6,142 4,000 5,000
Police Department 23,600 19,000 19,500
FY 2019 FY 2020 FY 2021

Sund Refunds-Curr Exp 42,853 80,000 80,000
Auction Sale-Unclaim Prop 85,217 33,000 37,000

Late Charge $ 33,313 $ 34,100 $ 27,000
Total - Revolving Fund Revenues $ 33,313 $ 34,100 $ 27,000
Total - Honolulu Police Department $ 13,160,402 $ 6,150,300 $ 6,044,400

Prosecuting Attorney Revenues Department of the Prosecuting Attorney Department of the Prosecuting Attorney

FY 2019 FY 2020 FY 2021

US Dept of Justice $ 1,794,804 $ 0$ 990,291
State Dept of the Attorney General 1,306,327 0 1,395,166
State Department of Budget and Finance 165,404 0 0
Federal DOT Grants 34,074 0 0
Total - Intergovernmental Revenue $ 3,300,609 $ 0$ 2,385,457

Duplicate Copy-Any Record $ 1,173 $ 0$ 0
Total - Department of the Prosecuting Attorney $ 3,389,860 $ 0$ 2,385,457
Transportation Services Revenues Department of Transportation Services Department of Transportation Services

FY 2019 FY 2020 FY 2021

FTA-49 USC Chapter 53 $ 21,004,243 $ 54,000,000 $ 69,184,800
FHWA Traffic Ctrl Ctr Ops 0 5,422,000 14,045,000
US Dept of Transportation-FHWA 13,226 26,480,000 37,860,000
US Dept of Transportation 10,491 0 0
Homeland Security Grants 27,924 0 0

State Department of Transportation 582,635 287,408 0

Witness Fees 32 15 15
JTMC Parking 269,273 0 0
Parking Placards 2,100 2,400 2,400
Chinatown Gateway-Parking 99,784 105,000 130,000
Spc Handicap Transp Fares 1,819,743 1,800,000 1,800,000
Other Sources-Interest Earnings $ 669 $ 0$ 0
Marin Tower Pkg Garage 226,751 201,000 201,000
Harbor Court Garage 367,826 363,000 363,000
Kaimuki Parking Lot Concession 540,012 540,000 540,000
Kukui Plaza Garage 117,978 118,000 118,000
Smith-Beretania Parking 96,740 96,000 96,000
Recov-Damaged Traf Signal 269,237 150,000 150,000
Reimb State-Traf Sig Main 892,869 550,000 700,000
Misc Rev/Cash Over/Short 10,519 0 0

Interest Earnings-Others $ 5$ 0$ 0
Bus Fare 52,064,935 51,400,000 51,400,000
U-Pass 2,703,715 2,700,000 2,700,000
Recovery of Damages 171,244 0 0
Bus Advertising 190,119 168,000 168,000
Ots-Emplee Parking Chge 163,575 160,000 160,000
Other Bus Transportation 26,197 0 0
FY 2019 FY 2020 FY 2021

Total - Department of Transportation Services $ 83,672,454 $ 146,604,123 $ 181,679,515
C-80
Cash Projections for Trust Funds, Debt Service Funds, and Revolving Funds

Revenues
Cash Estimated
Balance ACTUAL FY Cash ESTIMATED ESTIMATED
Cash
(incl cash in 2019 Balance FY2020 FY2021
transit) Balance
FUNDS 6/30/2018 Receipts Disbursements 6/30/2019 Receipts Disbursements Receipts Disbursements 6/30/2021
TRUST FUNDS
General Trust Fund $ 64,764,291 $ 91,853,278 $ 105,491,378 $ 51,126,191 $ 167,016,784 $ 172,616,468 $ 129,232,481 $ 131,136,444 $ 43,622,544
Revenues
Treasury Trust Fund 5,551,989 19,769,528 16,865,036 8,456,481 26,046,194 29,122,732 21,658,849 20,783,046 6,255,746
Real Property Tax Trust
15,026,950 1,218,832 5,126,094 11,119,688 4,934,547 5,225,963 2,374,636 5,359,409 7,843,499
Fund
Total $ 85,343,230 $ 112,841,638 $ 127,482,508 $ 70,702,360 $ 197,997,525 $ 206,965,163 $ 153,265,966 $ 157,278,899 $ 57,721,789
DEBT SERVICE FUNDS

General Obligation Bond
and Interest Redemption $ 30,193,119 $ 373,047,417 $ 357,325,296 $ 45,915,240 $ 321,483,594 $ 321,483,594 $ 315,059,979 $ 315,059,979 $ 45,915,240
City & County of Honolulu Proposed Operating Budget FY 2021

Fund
Improvement District Bond
and Interest Redemption 171,489 3,100 3,100 171,489 616 0 1,667 1,462 172,310
Fund
Total $ 30,364,608 $ 373,050,517 $ 357,328,396 $ 46,086,729 $ 321,484,210 $ 321,483,594 $ 315,061,646 $ 315,061,441 $ 46,087,550
REVOLVING FUNDS
Improvement District
$ 1,962,572 $ - $ - $ 1,962,572 $ - $ - $ - $ - $ 1,962,572
Revolving Fund
Housing and Community
Development Revolving 227,700 4,050 0 231,750 5,516 0 3,846 0 241,112
Revenues
Fund
Total $ 2,190,272 $ 4,050 $ - $ 2,194,322 $ 5,516 $ - $ 3,846 $ - $ 2,203,684
Cash Projections for Trust Funds, Debt Service Funds, and Revolving Funds
Revenues Fund Definitions
Revenues
Fund Definitions
General Trust Fund — This fund accounts for monies received by the various agencies of the City for specific
purposes, as trustee, donee, escrow agent, beneficiary, custodian or security holder, for which no special trust
fund exists. This fund is distinguished from the Treasury Trust Fund in that all disbursements are made through
claims vouchers.
Treasury Trust Fund — Monies of the same nature as are accounted for in the General Trust Fund but
which require expeditious disbursements are deposited in this fund. In contrast with the General Trust Fund,
disbursements are made from this fund through commercial checking accounts authorized by the Director of
Budget and Fiscal Services instead of by claims vouchers.
Real Property Tax Trust Fund — This fund is used for the purpose of making refunds and adjustments relating
to real property taxes.
General Obligation Bond and Interest Redemption Fund — This fund accounts for the payment of principal
and interest on general obligation serial bonds issued by the City.
Improvement District Bond and Interest Redemption Fund — This fund accounts for the redemption of
maturing City improvement district assessment bonds and collections of special assessments.
Improvement District Revolving Fund — Monies in this revolving fund are available to cover deficiencies,
advance interest due, reimburse the General Fund in the event the payment of assessments are late or
insufficient, and pay all expenses in connection with the sale of delinquent lots as bid for and purchased for the
City by the Director of Budget and Fiscal Services.
Housing and Community Development Revolving Fund — This fund serves as a working capital fund to
facilitate the expenditure of joint costs.
Revenues Overview of Budgeted Funds
Revenues
Overview of Budgeted Funds

Major Funds
Governmental Funds
General Funds
Sewer Revenue Bond Fund
Proprietary Funds
Sewer Fund
NON Major Funds
Governmental Funds
Highway Fund
Liquor Commission Fund
Bikeway Fund
Parks and Playground Fund
Highway Beautification and Disposal of Abandoned Vehicles Revolving Fund
Special Event Fund
Honolulu Zoo Fund
Golf Fund
Rental Assistance Fund
Leasehold Conversion Fund
Land Conservation Fund
Transit Fund
Patsy T. Mink Central Oahu Regional Park Fund
Waipio Peninsula Soccer Park Fund
Grants in Aid Fund
Housing and Community Development Rehabilitation Loan Fund
Pauahi Project Expend. HI R-15 Fund
Housing and Community Development Section 8 Contract Fund
Federal Grants Fund
Capital Projects Fund
General Improvement Bond Fund
Highway Improvement Bond Fund
Proprietary Funds
Transportation Fund
Revenues
NON Major Funds (Continued)

Fiduciary Funds (Not Used For Budget Purposes)
General Trust Fund
Treasury Trust Fund
Real Property Tax Trust Fund
Payroll Clearance Fund
Appendix
Appendix Organization Chart Organization Chart
Organization Chart
CITY AND COUNTY OF HONOLULU

ORGANIZATION CHART
ELECTORATE
DEPARTMENT MAYOR CITY COUNCIL

OF THE CITY AND CITY AND
PROSECUTING COUNTY COUNTY
ATTORNEY OF HONOLULU OF HONOLULU
DEPARTMENT OF
THE CORPORATION
COUNSEL
OFFICE OF THE OFFICE OFFICE OFFICE

MANAGING OF THE OF OF THE
DIRECTOR CITY COUNCIL CITY
CLERK SERVICES AUDITOR
OFFICE NEIGHBORHOOD ROYAL OFFICE OF CLIMATE OFFICE OFFICE

OF COMMISSION HAWAIIAN CHANGE, OF OF
SUSTAINABILITY
ECONOMIC OFFICE BAND CULTURE HOUSING
AND RESILIENCY
DEVELOPMENT AND THE ARTS
DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT

OF OF OF OF OF
BUDGET AND COMMUNITY CUSTOMER DESIGN AND EMERGENCY
FISCAL SERVICES SERVICES SERVICES CONSTRUCTION MANAGEMENT
DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT

OF OF OF OF
EMERGENCY ENTERPRISE ENVIRONMENTAL FACILITY
SERVICES SERVICES SERVICES MAINTENANCE
HONOLULU DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT

FIRE OF OF OF OF
DEPARTMENT HUMAN INFORMATION LAND THE MEDICAL
RESOURCES TECHNOLOGY MANAGEMENT EXAMINER
DEPARTMENT DEPARTMENT HONOLULU DEPARTMENT

OF OF POLICE OF
PARKS AND PLANNING AND DEPARTMENT TRANSPORTATION
RECREATION PERMITTING SERVICES
D-2 City & County of Honolulu Proposed Operating Budget FY 2021 Appendix
Organization Chart

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished
Budget Presentation

Award
PRESENTED TO

City & County of Honolulu
Hawaii

For the Fiscal Year Beginning

July 1, 2019

Executive Director
Appendix City & County of Honolulu Proposed Operating Budget FY 2021 D-3
Appendix Summary of Graphs and Charts Summary of Graphs and Charts
Summary of Graphs and Charts
Where the City Gets Its Dollars

FY2021 Operating Resources
($3.87 Billion)
Carryover - Unrestricted Carryover - Restricted

5.29% 26.35%
Other Revenues
4.83%

3.47%
1.45%
Sewer Revenues
6.58%

1.03% Real Property Tax
36.41%
Licenses & Permits
1.66%

1.11%
Transient Accommodations
Tax Fuel Tax
1.17% 1.34%
State Grants
0.63%
Federal Grants
4.77%
2.65%

1.26%
Note: This pie chart shows the different sources of funding for the City's operations. Carryover includes
unappropriated and restricted fund balances.
Where the City Spends Its Dollars

FY2021 Operating Expenditures
($2.98 Billion)
Miscellaneous (FICA, EUTF, OPEB, etc.)

22.86%
General Government
Debt Service 7.62%
19.59%
Public Safety
17.81%
Mass Transit
12.64%
Culture-Recreation
3.86%
Highways and Streets
Human Services 1.41%
4.13%
Sanitation
10.08%
Note: This pie chart shows the amount spent on different types of City operations.
General and Special Funds

FY2021 Operating Budget
($2.98 Billion)
Special Events Fund

0.41%
Transportation Fund Solid Waste Special Fund

12.04% 6.97%
Hanauma Bay Nature Preserve
Fund Other City Funds
0.24% 0.10%
Sewer Fund Federal Funds

12.31% 3.56%

Highway Beautification and
0.67%
Disposal of Abandoned
Vehicles Revolving Fund
0.19% Honolulu Zoo Fund
0.40%
Highway Fund Golf Fund

5.23% 0.56%
Liquor Commission Fund Grants in Aid Fund

0.25% 0.34%
General Fund
56.73%
Note: This pie chart shows the different sources of funding for the City's operations.
Five Year History of Resources and Expenditures

(Dollars in Thousands)
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
-
OPERATING OPERATING CAPITAL RESOURCES &
RESOURCES EXPENDITURES EXPENDITURES
2017 Actual 3,268,916 2,180,242 526,110
2018 Actual 3,441,067 2,266,664 497,118
2019 Actual 3,580,405 2,420,574 1,009,774
2020 Appropriated 3,448,797 2,834,866 1,167,318
2021 Proposed 3,869,372 2,979,618 1,268,392
Note: 2019 Capital Resources and Expenditures reflect appropriated amounts. The 2019 Capital Budget
begins on July 1, 2018 and ends on June 30, 2020
.
D-8

Appendix
*Miscellaneous function includes 1) Provisional appropriations such as Retirement System Contributions, and 2) Transfers between funds.
Appendix Summary Financial Data Summary Financial Data
Summary Financial Data
BUDGET AT A GLANCE
OPERATING BUDGET EXPENDITURES BY COST ELEMENT
Fiscal Year 2021
Current
Department / Agency Salaries Equipment Total
Expenses
Budget & Fiscal Services $ 21,167,191 $ 4,103,128 $ 947,200 $ 26,217,519
Community Services 14,972,795 107,988,714 20,000 122,981,509
Corporation Counsel 8,345,995 5,007,819 - 13,353,814
Customer Services 12,959,812 12,279,746 - 25,239,558
Design and Construction 11,618,995 5,989,467 60,000 17,668,462
Emergency Management 1,059,493 282,498 - 1,341,991
Emergency Services 44,631,628 10,237,366 4,174,940 59,043,934
Enterprise Services 14,885,758 10,475,312 102,500 25,463,570
Environmental Services 77,109,413 222,390,220 900,000 300,399,633
Facility Maintenance 36,467,669 65,810,391 313,000 102,591,060
Fire 126,872,347 14,531,469 355,000 141,758,816
Human Resources 6,368,364 623,235 - 6,991,599
Information Technology 9,757,229 15,404,690 1,255,000 26,416,919
Land Management 951,555 2,042,668 - 2,994,223
Mayor 689,472 107,400 - 796,872
Managing Director 2,860,404 1,151,074 - 4,011,478
Neighborhood Commission 542,856 328,900 - 871,756
Royal Hawaiian Band 2,272,583 172,063 10,000 2,454,646
Medical Examiner 1,784,854 1,559,721 48,300 3,392,875
Parks and Recreation 49,649,883 37,016,258 401,100 87,067,241
Planning and Permitting 17,100,861 6,444,350 25,000 23,570,211
Police 271,462,256 40,109,655 520,000 312,091,911
Prosecuting Attorney 19,076,711 4,303,082 - 23,379,793
Transportation Services 163,645,643 220,164,558 885,340 384,695,541
$ 916,253,767 $ 788,523,784 $ 10,017,380 $ 1,714,794,931
Debt Service $ - $ 583,754,000 $ - $ 583,754,000

Retirement System
- 270,084,000 - 270,084,000
Contributions
FICA and Pension Costs - 39,169,000 - 39,169,000
Health Benefits Contributions - 69,234,000 - 69,234,000
Other Post-Employment
- 190,106,000 - 190,106,000
Benefits
Provision for Vacant Positions - 39,392,925 - 39,392,925
Miscellaneous - 73,082,665 - 73,082,665
$ - $ 1,264,822,590 $ - $ 1,264,822,590
TOTAL EXPENDITURES $ 916,253,767 $ 2,053,346,374 $ 10,017,380 $ 2,979,617,521
Summary Financial Data
AT A GLANCE FY 2021
SUMMARY OF OPERATING AND CAPITAL BUDGET
Revenue, Expenditures and Unreserved Fund Balance
Special
General Fund Revenue Funds Enterprise Funds Total Funds
REVENUES
Operating Revenue $ 1,725,323,275 $ 452,782,839 $ 459,089,223 $ 2,637,195,337
Capital Revenue 200,000 442,118,501 826,073,540 1,268,392,041
TOTAL REVENUE $ 1,725,523,275 $ 894,901,340 $ 1,285,162,763 $ 3,905,587,378
EXPENDITURES
Executive Operating Budget $ 1,690,447,083 $ 355,294,110 $ 933,876,328 $ 2,979,617,521
Legislative Operating Budget 23,293,190 - 134,000 23,427,190
Executive Capital Budget 200,000 442,118,501 826,073,540 1,268,392,041
TOTAL EXPENDITURES $ 1,713,940,273 $ 797,412,611 $ 1,760,083,868 $ 4,271,436,752
REVENUE OVER/(UNDER)
$ 11,583,002 $ 97,488,729 $ (474,921,105) $ (365,849,374)
EXPENDITURES
NET INTERFUND TRANSFERS $ (189,293,106) $ (138,098,556) $ 327,391,662 $ -
NET CHANGE IN FUND BALANCE $ (177,710,104) $ (40,609,827) $ (147,529,443) $ (365,849,374)
UNRESERVED FUND BALANCE

Beginning $ 178,125,844 $ 198,268,133 $ 859,536,503 $ 1,235,930,480
Net Change (177,710,104) (40,609,827) (147,529,443) (365,849,374)
Ending $ 415,740 $ 157,658,306 $ 712,007,060 $ 870,081,106
Appendix Strategic Planning Six Year Projection Strategic Planning Six Year Projection
Strategic Planning Six Year Projection
STRATEGIC PLANNING SIX-YEAR PROJECTION BY FUNCTION

(Dollars in Millions)
ESTIMATED
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
OPERATING EXPENDITURES
Executive
General Government $ 227.1 $ 228.2 $ 235.0 $ 240.7 $ 245.2 $ 249.8
Public Safety 530.6 544.2 555.5 579.3 592.8 606.1
Highways and Streets 42.0 43.1 44.5 45.1 46.8 48.1
Sanitation 300.4 315.2 326.4 339.2 350.1 362.2
Human Services 123.0 126.3 125.2 127.2 129.1 131.2
Culture-Recreation 115.0 117.1 119.8 122.6 125.1 127.7
Utilities or Other Enterprises (Mass Transit) 376.7 422.9 474.2 510.2 540.7 547.0
Debt Service 512.1 555.3 593.7 637.5 646.2 674.5
Retirement System Contributions 270.1 276.9 283.4 293.8 300.7 307.6
FICA and Pension Costs 39.2 40.2 41.2 42.6 43.6 44.6
Health Benefits Contributions 69.2 73.4 77.8 82.5 87.4 92.7
Other Post-Employment Benefits 190.1 197.6 203.9 211.1 218.6 226.5
Provision for Vacant Positions 39.4 35.5 36.2 36.9 37.6 38.4
Miscellaneous 73.1 74.1 75.1 76.1 77.3 78.4
Legislative
General Government 23.4 23.8 24.1 24.5 24.9 25.2
TOTAL OPERATING EXPENDITURES $ 2,931.4 $ 3,073.8 $ 3,216.0 $ 3,369.3 $ 3,466.1 $ 3,560.0
HART Related Debt Service $ 71.7 $ 122.0 $ 155.0 $ 224.0 $ 299.0 $ 349.0
STRATEGIC PLANNING SIX-YEAR PROJECTION BY FUNCTION

ESTIMATED
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
CAPITAL EXPENDITURES
General Government $ 78.7 $ 36.0 $ 30.1 $ 28.1 $ 21.0 $ 30.0

Public Safety 61.8 20.9 43.1 39.2 22.3 59.8
Highways and Streets 138.1 82.8 82.3 83.9 65.8 69.7
Sanitation 812.5 710.2 374.6 380.7 500.9 364.6
Human Services 10.6 9.1 9.1 9.1 9.1 9.0
Culture-Recreation 98.3 101.3 78.5 67.2 94.0 44.3
Utilities or Other Enterprises (Mass Transit) 68.4 59.4 64.8 77.0 85.3 84.4
TOTAL CAPITAL EXPENDITURES $ 1,268.4 $ 1,019.7 $ 682.5 $ 685.2 $ 798.4 $ 661.8
Operating Expenditure Assumptions:

 Annual increase in salaries of 2%
 Annual increase in current expense & equipment 1.5%
 Debt service projections are based on prior year debt issuances and estimated future year debt issuances in
the 6-Year CIP.
 HART General Obligation Bond debt service amounts are from the HART
 ERS – Rates in State law
 Health Benefits - 6% annual increase
 OPEB - Based on state law funding requirement
 Risk Management - 5% annual increase
 Other provisionals - 0% increase
SIX-YEAR PROJECTION OF RESOURCES

ESTIMATED
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
OPERATING RESOURCES
Real Property Tax $ 1,408.8 $ 1,479.8 $ 1,538.9 $ 1,615.7 $ 1,696.4 $ 1,781.0

Fuel Tax 51.9 52.2 52.4 52.7 53.0 53.2
Motor Vehicle Weight Tax 184.4 184.4 184.4 184.4 184.4 184.4
Public Utility Franchise Tax 48.8 49.7 50.7 51.7 52.6 53.7
Federal Grants 102.5 104.5 104.5 104.5 104.5 104.3
State Grants 24.2 22.0 22.0 22.0 22.0 22.0
Transient Accommodations Tax 45.4 45.4 45.4 45.4 45.4 45.4
Public Service Company Tax 42.8 43.7 44.5 45.4 46.3 47.3
Licenses and Permits 64.4 62.7 62.0 61.3 61.6 63.0
Charges for Services 39.8 40.0 40.7 40.7 40.8 40.1
Sewer Revenues 254.4 207.4 199.1 170.6 55.1 305.0
Bus Transportation Revenues 56.2 56.2 56.2 56.2 56.2 56.2
Solid Waste Disposal Revenues 134.2 134.2 134.2 134.2 134.2 134.2
Other Revenues 115.1 121.4 121.6 126.5 129.5 131.2
Subtotal-Operating Resources 2,572.9 2,603.6 2,656.6 2,711.3 2,682.0 3,021.0
Carry-Over 1,224.5 1,029.8 1,001.7 986.9 961.3 1,108.9
TOTAL OPERATING RESOURCES $ 3,797.4 $ 3,633.4 $ 3,658.3 $ 3,698.2 $ 3,643.3 $ 4,129.9
HART Reimbursement for Debt Service $ 71.7 $ 122.0 $ 155.0 $ 224.0 $ 299.0 $ 349.0
SIX-YEAR PROJECTION OF RESOURCES

ESTIMATED
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
CAPITAL RESOURCES
General Obligation Bonds $ 365.2 $ 335.8 $ 309.2 $ 280.5 $ 300.0 $ 269.5

General Fund 0.2 0.2 0.2 0.2 0.2 0.2
Solid Waste Special Fund - - - - - -
Bikeway Fund 0.8 0.6 0.6 0.6 0.6 0.5
Hanauma Bay Nature Preserve Fund - - - - - -
Parks and Playgrounds Fund 1.8 - - - - -
Sewer Fund 212.6 626.0 273.0 304.3 422.5 175.3
Sewer Revenue Bond Improvement Fund 552.5 4.0 47.8 51.4 34.1 175.4
Federal Grants Fund 101.6 32.2 32.6 30.7 23.5 23.4
Community Development Fund 6.8 6.8 5.0 0.4 0.4 0.4
State Funds - - - 3.0 3.0 3.0
Utilities' Share 0.1 0.1 0.1 0.1 0.1 0.1
Clean Water and Natural Lands Fund 18.3 7.0 7.0 7.0 7.0 7.0
Affordable Housing Fund 8.5 7.0 7.0 7.0 7.0 7.0
HCD Rehabilitation Loan Fund - - - - - -
TOTAL CAPITAL RESOURCES $ 1,268.4 $ 1,019.7 $ 682.5 $ 685.2 $ 798.4 $ 661.8
Resource Assumptions:
 Real Property Tax annual increases due to increased valuation of 4% per year for FY22 to FY23, and 5%
thereafter.
 FY21 Real Property Tax includes $1,408 M. Operating Resources and $14.2 M. Capital Resources
amounting to $1,420 M
 The future year projections for the Public Service Company, Franchise and Fuel Taxes are based on the
Council of Revenues projections and actual revenue trends.
 The Transient Accommodations Tax for Years 1 to 5 is recorded at the capped amount of 44.1%
($45,423,000) of the $103,000,000 permanently allocated to the four counties by recent state legislation.
 All remaining multi-year projections were made by the City agencies based on their historical experience.
 Reimbursements from HART for debt service equals the amount of HART debt service for general obligation
bonds.
SUMMARY OF SIX-YEAR PROJECTION OF EXPENDITURES AND RESOURCES

ESTIMATED
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
EXPENDITURES
OPERATING $ 2,931.4 $ 3,073.8 $ 3,216.0 $ 3,369.3 $ 3,466.1 $ 3,560.0

CAPITAL 1,268.4 1,019.7 682.5 685.2 798.4 661.8
TOTAL EXPENDITURES $ 4,199.8 $ 4,093.5 $ 3,898.5 $ 4,054.5 $ 4,264.5 $ 4,221.8
RESOURCES
OPERATING $ 3,797.4 $ 3,633.4 $ 3,658.3 $ 3,698.2 $ 3,643.3 $ 4,129.9

CAPITAL 1,268.4 1,019.7 682.5 685.2 798.4 661.8
TOTAL RESOURCES $ 5,065.7 $ 4,653.1 $ 4,340.8 $ 4,383.4 $ 4,441.7 $ 4,791.7
DIFFERENCE $ 866.0 $ 559.6 $ 442.3 $ 328.9 $ 177.2 $ 569.9
HART Related Debt Service $ 71.7 $ 122.0 $ 155.0 $ 224.0 $ 299.0 $ 349.0
HART Reimbursement for Debt
$ 71.7 $ 122.0 $ 155.0 $ 224.0 $ 299.0 $ 349.0
Service
FUNDING SOURCES BY DEPARTMENT
Funds Departments
BFS DCS COR CSD DDC DEM ESD DES ENV DFM HFD DHR DIT DLM MAY MDO NCO RHB MED DPR DPP HPD PAT DTS
Appendix
GN ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
HW ● ● ● ● ●
SW ● ● ● ● ● ● ●
BT ● ●
LC ● ● ●
BK ● ●
HB ● ● ●
Appendix
SV ●
Funding Sources by Department
PD ●
ZO
GC ●
WF ● ● ● ●
HN ● ●
RA ●
LE
HD ●
CF ●
AF ●
PB ●
PC ●
GR ● ●
CD ● ●
RL ●
SE ● ●
FG ● ● ● ● ● ● ●
SP ● ● ● ●

D-17
Funding Sources by Department – Legends
Departments: Funds:
BFS Budget and Fiscal Services AF Affordable Housing Fund
COR Corporation Counsel BK Bikeway Fund
CSD Customer Services BT Transportation Fund
DCS Community Services CF Clean Water and Natural Lands Fund
DDC Design and Construction GC Golf Fund
DEM Emergency Management GN General Funds
DES Environmental Services GR Grants in Aid Fund
Highway Beautification and Disposal of
DFM Facility Maintenance HB Abandoned Vehicles Revolving Fund
DHR Human Resources HD Housing Development Special Fund
DIT Information Technology HN Hanauma Bay Nature Preserve Fund
DLM Land Management HW Highway Fund
DPP Planning and Permitting LC Liquor Commission Fund
DPR Parks and Recreation LE Leasehold Conversion Fund
DTS Transportation Services PB Patsy T. Mink Central Oahu Regional Park Fund
ENV Environmental Services PC Waipio Peninsula Soccer Park Fund
ESD Emergency Services PD Honolulu Zoo Fund
HFD Honolulu Fire RA Rental Assistance Fund
HPD Honolulu Police SV Special Event Fund
MAY Mayor SW Sewer Fund
MDO Managing Director WF Solid Waste Special Fund
MED Medical Examiner Federal Funds:
NCO Neighborhood Commission CD Community Development Fund
PAT Prosecuting Attorney FG Federal Grants Fund
Housing and Community Development
RHB Royal Hawaiian Band RL Rehabilitation Loan Fund
Housing and Community Development Section 8
SE Contract Fund
SP Special Projects Fund
Appendix Revenue Charts Revenue Charts
Revenue Charts
Real Property Tax

1,500,000
1,400,000
1,300,000
1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
-
Real Property Tax
2017 Actual 1,099,913
2018 Actual 1,188,596
2019 Actual 1,288,798
2020 Appropriated 1,407,724
2021 Proposed 1,423,048
The Real Property Tax is a tax on real property (land and improvements) based on the assessed valuation at
100% of fair market value in its entirety. The exemption for owner-occupied homes is $100,000 with a higher
exemption of $140,000 allowed for those 65 years of age and older. Rates are set for various classes of property.
The 2021 proposed revenue is based upon estimates of the assessed values by the City’s Real Property Tax
Division, for all classes, at proposed rates of real property.
Revenue from Real Property Tax is reflected in the General Fund.
Revenue Charts
Transient Accommodations Tax

50,000
40,000
30,000
20,000
10,000
-
Transient Accommodations Tax
2017 Actual 45,423
2018 Actual 45,423
2019 Actual 45,423
2020 Appropriated 45,423
2021 Proposed 45,423
Act 1 (2017) raised the TAT rate to 10.25% of gross proceeds received as a compensation for the furnishing of
transient accommodations. The Act also increased the allocation to the counties to up to $103 million with the City
and County of Honolulu receiving up to $45,423,000 for its 44.1% share.
Revenue from the Transient Accommodations Tax is reflected in the General Fund.
Revenue Charts

45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
-
2017 Actual 42,225
2018 Actual 35,234
2019 Actual 41,182
Revenue from the Public Service Company Tax reflects a 1.885 percent tax on the gross income of public service
companies, as defined by Chapter 239 of the Hawaii Revised Statutes. The 2021 proposed estimate is based
upon estimates provided by these companies and prior year actual trends.
Public Service Company Tax revenues is reflected in the General Fund.
Revenue Charts
Fuel Taxes
60,000
50,000
40,000
30,000
20,000
10,000
-
Fuel Tax
2017 Actual 51,992
2018 Actual 51,790
2019 Actual 51,140
The Fuel Tax reflects a tax imposed on liquid fuels sold or used within the City’s jurisdiction. The tax does not
apply to aviation fuel nor diesel fuel used on non-public highways.
Revenue from Fuel Taxes is reflected in the Highway Fund.
Revenue Charts

200,000
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
-
2017 Actual 126,880
2018 Actual 146,198
2019 Actual 171,423
2021 Proposed 184,432
The Motor Vehicle Weight Tax is a tax imposed on the net weight of all vehicles used on the public highways. The
following tax rates have been in effect since January 1, 2019:
Passenger vehicles and noncommercial vehicles not exceeding 6,500 pounds (automobiles, buses and
ambulances) - tax rate currently at 7 cents per pound (net weight).
Motor vehicles and other vehicles designed for other than carrying passengers (trucks, truck-tractors, road
tractors, trailers and semi-trailers) - tax rate currently at 7.5 cents per pound (net weight).
Motor Vehicle Weight Tax revenue is reflected in the Highway Fund.
Revenue Charts

60,000
50,000
40,000
30,000
20,000
10,000
-
2017 Actual 38,900
2018 Actual 42,285
2019 Actual 47,047
Revenue from the Public Utility Franchise Tax reflects a 2.5% tax on the gross receipts for sales of electric power
and gas companies (but not telephone or cable television companies). The 2021 proposed estimate is based on
actual revenues collected.
Public Utility Franchise Tax revenues are reflected in the Highway Fund.
Revenue Charts
Sewer Service Charges

470,000
465,000
460,000
455,000
450,000
445,000
440,000
Sewer Charges
2017 Actual 453,750
2018 Actual 450,019
2019 Actual 451,808
2021 Proposed 467,025
Sewer Service Charges reflect charges primarily related to the discharge of wastewater from residential dwellings
and non-residential facilities. The 2021 proposed estimate is developed by the City’s Department of
Environmental Services and takes into account historical data, and certain additional demand requirements.
Sewer Service Charges are reflected in the Sewer Fund.
The following are the current basic Sewer Service Charges, effective July 1, 2016.
Residential - 7/1/2016
Single family & duplex dwellings per dwelling unit per month:
Monthly base charge $77.55
Monthly usage charge per 1,000 gallons
$4.63
of metered water consumed
Multiple unit dwellings per dwelling unit per month:
Monthly base charge $53.32
Monthly usage charge per 1,000 gallons
$4.63
of metered water consumed
Non-Residential:
Various rates based on water usage or
wastewater discharge
Revenue Charts

145,000
140,000
135,000
130,000
125,000
120,000
115,000
110,000
105,000
100,000
2017 Actual 139,376
2018 Actual 131,661
2019 Actual 141,929
2021 Proposed 134,206
Solid Waste revenues are primarily fees charged for the disposal of refuse and other solid wastes delivered to
disposal facilities by any business or any federal or state agency. The 2021 proposed estimate is based upon
estimates from the Department of Environmental Services.
The rates below for disposal of refuse delivered to disposal facilities have been in effect since January 1, 2005:
 H-Power Facility - $81.00 per ton
 Transfer Stations - $110.60 per ton
 Landfills - $81.00 per ton
Solid Waste revenues are reflected in the Solid Waste Special Fund.
Revenue Charts
60,000
50,000
40,000
30,000
20,000
10,000
-
2017 Actual 53,787
2018 Actual 56,575
2019 Actual 57,140
Transportation Revenues reflect revenues collected primarily from the City’s island wide public transit system.
The 2021 proposed estimate is based upon estimates from the Department of Transportation Services.
Transportation revenues are reflected in the Transportation Fund.
Summarized below are the authorized fares:
Adult one-way cash fare $2.75
Youth one-way cash fare 1.25
Senior / Disabled one-way cash fare 1.00
Adult 1-day pass 5.50
Youth 1-day pass 2.50
Senior / Disabled 1-day pass 2.00
Adult monthly pass 70.00
Youth monthly pass 35.00
Senior / Disabled monthly pass 6.00
Adult annual pass 770.00
Youth annual pass 385.00
Senior annual pass / biennial pass 35.00 / 70.00
Disabled annual pass / biennial pass 35.00 / 70.00
Senior / Disabled ID Card 10.00
Appendix Summary of Resources by Source Summary of Resources by Source
Summary of Resources by Source
SUMMARY OF RESOURCES BY SOURCE
FY 2019 FY 2020 FY 2021

Source
Actual* Appropriated Proposed
OPERATING RESOURCES
Real Property Tax $ 1,276,143,561 $ 1,393,676,760 $ 1,408,847,520
Fuel Tax 51,139,808 51,784,000 51,935,080
Public Utility Franchise Tax 47,047,435 47,048,000 48,801,737
Federal Grants 90,913,876 97,406,108 102,520,472
State Grants 21,307,656 24,259,363 24,237,928
Transient Accommodations Tax 45,423,000 45,423,000 45,423,000
Public Service Company Tax 41,182,468 37,980,000 42,808,500
Licenses and Permits 62,201,822 64,246,362 64,374,511
Charges for Services 37,611,816 33,317,058 39,772,995
Sewer Charges 254,545,934 298,133,377 254,410,746
Transportation Revenues 57,139,735 56,228,000 56,228,000
Solid Waste Revenues 141,928,695 133,578,648 134,205,700
Other Revenues 183,482,474 183,699,284 186,831,358
Carry-Over 1,098,913,492 799,536,585 1,224,542,960
TOTAL OPERATING RESOURCES $ 3,580,404,629 $ 3,448,796,925 $ 3,869,372,327
CAPITAL RESOURCES
General Obligation Bonds
General Fund
Other Revenues 472,000 200,000 200,000
Highway Fund
Other Revenues 366,099 - -
Solid Waste Revenues - - -
Transportation Fund
Transportation Revenues - - -
Special Events Fund
Other Revenues - - -
Golf Fund
Bikeway Fund
Other Revenues 990,000 730,000 750,000
Charges for Services 66,000 1,800,000 -
Parks and Playgrounds Fund
Other Revenues 2,029,429 2,013,398 1,797,100
Sewer Fund
Sewer Charges 197,261,690 166,501,000 212,614,540
Summary of Resources by Source
FY 2019 FY 2020 FY 2021

Source
Actual* Appropriated Proposed
Sewer Revenue Bond Improvement Fund
Revenue Bonds 204,250,000 253,729,000 552,500,000
Other Revenues - Investments - - -
Federal Grants Fund
Federal Grants 29,742,975 58,328,228 101,641,630
Federal Grants 6,848,198 7,450,772 6,834,872
State Funds
State Grants - 9,750,000 -
Developer - - -
Utilities' Share
Other Revenues 100,000 2,600,000 100,000
Real Property Tax 6,327,227 7,023,620 7,100,240
Other Revenues - 389,000 476,000
Carry-Over 4,176,100 4,287,380 10,723,760
Real Property Tax 6,327,227 7,023,620 7,100,240
Other Revenues 690,733 - 736,000
Carry-Over 33,825,509 236,380 663,760
Ewa Highway Impact Fee
HCD Rehabilitation Loan Fund
Federal Grants - 400,000 -
General Trust Fund
TOTAL CAPITAL RESOURCES $ 1,009,774,313 $ 1,167,318,336 $ 1,268,392,041
TOTAL RESOURCES $ 4,590,178,942 $ 4,616,115,261 $ 5,137,764,368
*The capital budget for fiscal year 2019 ends on June 30, 2020.
The actuals reported for Capital Resources reflect the appropriated amounts.
Appendix Debt and Financial Policies of the City Debt and Financial Policies of the City
Debt and Financial Policies of the City
The Debt and Financial Policies of the City and 6. Under the Mayor's direction, the
County of Honolulu is guided by Resolution No. 06- Department Directors have primary
222, adopted on July 19, 2006. The policies state: responsibility to formulate budget
proposals and implement the budgets
appropriated by the City Council and
I. OPERATING BUDGET allotted by the Mayor.
A. OVERALL B. FISCAL INTEGRITY
1. The operating budget details a financing 1. The City will maintain the fiscal integrity of
and spending program to meet the goals its operating and capital budgets by
and objectives of the City which have maximizing its level of public services
been established by the City while minimizing its level of debt.
administration, the City Council and the 2. Cash balances in excess of the amount
public. It contains information and data required to maintain a long-term
regarding expected revenues, expected contingency reserve shall be used to fund
expenditures and expected service and one-time or non-recurring costs.
performance outcomes. To the extent
feasible, the budget also should include C. RESERVE FOR FISCAL STABILITY FUND
outcome measures which reflect each 1. The City shall maintain the reserve for
programs' success in meeting established fiscal stability fund to accommodate
goals and objectives. economic and revenue downturns and
2. Operating expenses are the costs for emergency situations.
personnel, materials, equipment required 2. The City shall make every effort to attain
for a government entity to function. a minimal fund balance of five percent
Operating expenses are expenditures for and an optimal fund balance of eight
day to day operations and exclude percent of annual General Fund and
expenditures for capital purposes, as Highway Fund operating expenditures.
defined herein. Operating expenses
include the cost of paying salaries and 3. The City shall make every effort to
benefits to civil service employees except replenish monies expended from the fund
that salaries for employees funded with when conditions that necessitated the
cash from the sewer fund may be expenditure cease to exist.
included in the capital budget. D. REVENUES
3. The City administration shall have written 1. The City shall make every effort to
policies with respect to the preparation maintain a very high tax collection rate
and implementation of the City's operating (over 98.5 percent) to the extent
budget that incorporate the guidelines and consistent with the marginal costs of
definitions contained herein. collection.
4. As a comprehensive business plan, the 2. The City shall place increased emphasis
budget includes the following elements as on user fees to finance municipal
recommended by the Government services.
Finance Officers Association: public
policies, financial plan, operations plan, 3. The City shall seek to diversify its revenue
and communications device. mix to be less dependent on property tax
revenues and temporary revenues.
5. The City's annual budget presentation
should display the City's service
delivery/performance plan in a public
friendly format.
4. The City annually shall review all revenue G. MULTI-YEAR ESTIMATES

schedules, including taxes, rates,
1. With every annual budget, the Mayor shall
licenses, user fees, and other charges to
propose a six-year operating and capital
determine the appropriate level of each
expenditure and revenue plan for the City
revenue source required for the operating
which shall include estimated operating
and capital costs of the programs they
costs for future capital project proposals
finance. Multi-year rate schedules shall be
that are included in the Capital Program.
established whenever feasible.
The plan for the operating and capital
5. The City shall maintain a sewer fee rate components shall detail the six-year
structure which is adequate to insure that projections according to the categories of
the programs the sewer funds finance expenditures and revenues shown in
remain firmly and separately self- tables A and B, made a part hereof, and
supporting, including the costs of shall show how future expenditures are to
operations, maintenance, and debt be met by existing or new revenue
service; provided that this shall not sources.
preclude the use of community facilities
2. This budget data shall be presented to
districts, benefit districts, unilateral
elected officials in a form that will facilitate
agreements, development agreements,
annual budget decisions, based on a
user fees and impact fees to pay for
multi-year strategic planning perspective.
sewer capital improvements.
H. CITIZEN INVOLVEMENT
6. The City shall make every effort to
maximize investment income by achieving 1. Citizen involvement shall be encouraged
and maintaining a high level of prudent in the annual budget decision making
and legally appropriate cash investments. process through public hearings and
community meetings. Such involvement
7. The City diligently shall seek Federal,
shall include assistance in establishing
State and other revenues to fund its
program and budget priorities for the City.
current and new programs. However, the
City shall ensure that its long-term 2. Involvement shall also be facilitated
financial planning considers the eventual through City boards, task forces and
loss of these temporary financing commissions, which shall serve in
sources. advisory capacities to the City Council
and the Mayor.
8. No monies from the sale of any city
property shall be budgeted as revenue in I. USER FEES
the executive operating budget unless the
City has an executed contract with a 1. Whenever the City charges user fees,
realtor concerning the listing of the those fees shall be phased toward
property and public notice of the listing of covering 100 percent of the cost of
the property has been given. service delivery, including debt service
costs, unless such amount prevents an
E. SELF-INSURANCE PROGRAM individual from obtaining an essential
service.
1. The City shall continue to set aside
funding in the City's risk management 2. Fees may be less than 100 percent if
account. As the City's mix and level of certain factors (e.g., market forces,
liabilities increase, the City should competitive position, etc.) need to be
implement a cost-effective program to considered.
mitigate the expense of commercial
insurance. J. NON-PROFIT ORGANIZATIONS
F. MINIMIZATION OF ADMINISTRATIVE 1. All grants of public funds to private

COSTS organizations shall be based on
standards established in ordinance.
1. Administrative costs should reflect an
appropriate balance between resources
allocated for direct services to the public
and resources allocated to ensure sound
management, internal controls, and legal
compliance.
II. CAPITAL BUDGET B. FISCAL POLICIES

A. OVERALL 1. Capital project proposals should include
as complete, reliable, and attainable cost
1. Capital costs funded in the capital budget estimates as possible. Project cost
shall be limited to costs that do not recur estimates for the capital budget should be
annually. These include equipment having based on a thorough analysis of each
a unit cost of $5,000 or more and project and be as reliable as the level of
estimated service life of 5 years or more, detail known about the project. Project
except for equipment funded with cash cost estimates for the six-year Capital
from the sewer fund. Items such as light Program may vary in reliability depending
poles and playground equipment whose on when they are to be undertaken during
individual cost is less than $5,000 may be the first through sixth year of the Program.
funded in the capital budget if aggregated
and made an integral part of a project 2. Capital project proposals should include a
costing $25,000 or more and the comprehensive resource plan. This plan
estimated service life of every major should include the amount and type of
component of the project is 5 years or resources required, and the funding and
more, such as a project to replace all of financing strategies to be employed. The
the light poles in neighborhood or a specific fund and timing should be
project to replace a park's facilities outlined. The plan should indicate
including playground equipment. To be resources needed to complete any given
included, improvement and replacement phase of a project in addition to the total
costs of public infrastructure must project.
substantially expand the capacity or 3. All proposals for the expenditure of capital
extend the life of the public infrastructure. funds shall be formulated and presented
Eligible capital costs would include the to the City Council within the framework of
repaving of parking lots but not painting the capital budget.
and slurry sealing of parking lots. It would
include the installation of a new roofing 4. Project proposals will include the project's
surface but not spot patching of a roof. impact on the operating budget including,
Contracts to hire engineering and design but not limited to, additional personnel
professionals under a personal services requirements and long-term maintenance
contract with a definite termination date costs necessary to support the project.
may also be included. Costs associated 5. At the time of a contract award, each
with paying the salaries of civil service project shall include a reasonable
employees shall not be included except provision for contingencies. The amount
for salaries funded with cash from the set aside for contingencies shall
sewer fund. Major renovations costing correspond with industry standards and
more than $5,000 to existing facilities may should not exceed ten percent of the
qualify as a capital project. Routine estimated project costs.
maintenance of existing facilities,
however, shall not qualify; instead, such 6. The City administration shall minimize
costs shall be included in the operating administrative costs of the Capital
budget. All other necessary costs that do Program.
not qualify for funding in the capital 7. The annual capital budget shall include
budget shall be included in the operating those projects which can reasonably be
budget and deemed operational costs.
accomplished in the time frame indicated.
2. The City administration shall have written The capital budget shall include a
policies with respect to the preparation projected time schedule for each project.
and implementation of the City's capital
budget that incorporate the guidelines and
definitions contained herein.
3. The preparation and adoption of the
capital budget shall be coordinated with
the operating budget so that the City may
ensure that sufficient resources are
available to operate and maintain its
facilities.
C. CAPITAL PROGRAM POLICIES e) Projects which can be completed or

significantly advanced during the six-
1. Citizen participation in the Capital
year Capital Program; and
Program formulation is a priority for the
City. Among the activities which shall be f) Projects which realistically can be
conducted to address this need are the initiated during the year they are
following: scheduled.
a) Community meetings shall be held in
a timely manner to receive community
input to the Capital Program before it III. DEBT POLICIES
is submitted to the City Council. A. Debt shall not be used to finance ongoing
b) Council deliberations on the Capital operational costs as defined herein.
Program shall be open to the public B. Whenever possible, the City shall pursue
and advertised sufficiently in advance alternative sources of funding in order to
of the meetings to allow for the minimize the level of debt.
attendance of interested citizens.
C. When feasible, the City shall use special
c) Prior to the adoption of the Capital assessment, revenue, or reimbursable bonds
Program, the Council shall hold in lieu of general obligation debt.
noticed public hearings to provide
opportunities for citizens to express D. Long-term general obligation debt may be
their opinions on the proposed Capital incurred when necessary, based on the City's
Program. ability to pay. This debt shall be limited to
those capital projects that cannot be financed
2. All projects included in the Capital from existing revenues and when there is an
Program shall be consistent with the existing or near-term need for the project. The
City's General Plan and Development project also should be integrated with the
Plans. The goals and policies for services, City's long-term financial plan and Capital
facilities, and transportation should serve Program.
as guidelines for the development of the
Capital Program. E. The maturity date for any debt shall not
exceed the reasonable expected useful life of
3. Capital projects shall be financed when the project so financed.
possible through user fees, impact fees,
community facilities districts, benefit F. The City shall encourage and maintain good
districts, unilateral agreements and relations with financial and bond rating
development agreements. agencies and will follow a policy of full and
open disclosure on every financial report and
4. Projects that involve intergovernmental bond prospectus. A rating agency
cooperation in planning and funding shall presentation/update shall be conducted at
be established by an agreement that sets least once annually.
forth the basic responsibilities of the
parties involved. G. The City shall establish affordability guidelines
in order to preserve credit quality. Guidelines,
5. The City annually shall review and which may be suspended for emergency
establish criteria to evaluate capital purposes or because of unusual
project proposals. Factors to be circumstances, are as follows:
considered for priority-ranking include the
following: 1. Debt service for general obligation bonds
including self-supported bonds as a
a) Projects required to meet public percentage of the City's total Operating
health and safety needs; budget, including enterprise and special
b) Projects mandated by federal or state revenue funds, should not exceed 20
law; percent.
c) Projects which have a positive impact 2. Debt service on direct debt, excluding
on the operating budget (i.e., reduces self-supported bonds, as a percentage of
expenditures, increases revenues); General Fund revenues should not
exceed 20 percent.
d) Projects which are programmed in the
operating budget multi-year
estimates;
H. The total outstanding principal of the City's K. The City continually shall review outstanding
variable rate debt should not exceed 120% of City debt and initiate refinancing when
the City's total short-term investments. feasible.
I. Variable rate debt should be used only as a L. Unless the refunding of bonds is for the
source of interim or construction financing, purpose of restructuring existing debt service
financing of equipment with a useful life of five on outstanding bonds or to refund outstanding
years, and short-term financing of debt bonds which bear interest at a rate or rates
service. In the event variable rate debt is used which shall vary from time to time, the City
to finance debt service, the variable rate debt shall refund callable fixed rate bonds only if
shall be refunded as a part of the next long- the present value savings which shall inure to
term bond issuance. the City as a result of the refunding shall not
be less than 2%.
J. Whenever possible, the City shall seek State
funding for financing of qualified wastewater
projects.
Appendix Fact Sheet on Budget Trends Fact Sheet on Budget Trends
Fact Sheet on Budget Trends
FACT SHEET ON BUDGET TRENDS
Actual Actual Actual Budgeted Budgeted

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
REAL PROPERTY TAX:
Net Assessed Value [a,b]. $ 199,626,580 $ 211,569,917 $226,641,985 $ 242,256,423 $ 242,631,369

Average Rate [c] 5.41 5.62 5.69 5.81 5.87
Collections [a] $ 1,099,913 $ 1,188,596 $ 1,288,798 $ 1,407,724 $ 1,423,048
EXECUTIVE AND LEGISLATIVE
OPERATING BUDGETS:
Appropriations [a] $ 2,352,556 $ 2,467,861 $ 2,631,138 $ 2,858,785 $ 3,003,045
CAPITAL BUDGET:
Appropriations [a] $ 940,036 $ 1,066,772 $ 1,009,774 $ 1,167,318 $ 1,268,392
LONG-TERM DEBT:
Debt Service Charges [a] $ 427,671 $ 458,291 $ 540,896 $ 586,253 $ 583,754
NUMBER OF POSITIONS: [d]
Police 2,706 2,709 2,715 2,765 2,867

Fire 1,170 1,170 1,172 1,188 1,190
Environmental Services 1,041 1,077 1,174 1,174 1,174
Parks and Recreation 1,133 1,156 1,154 1,190 1,182
Prosecuting Attorney 304 304 308 311 302
Other Executive Agencies 3,670 3,769 3,755 3,834 3,944
Total Executive Branch 10,024 10,185 10,278 10,462 10,659
MOTOR VEHICLE REGISTRATIONS

791,739 793,379 793,379 793,379 793,379
[e,f,g]
RESIDENT POPULATION (July 1st)

988,650 980,080 980,080 980,080 980,080
[f,g]
a) Dollars in thousands
b) Valuation 100% of fair market value
c) Per thousand dollars
d) Rounded; temporary and contract positions included; authorized full-time equivalent positions
e) Calendar year
f) Source: State of Hawaii Data Book 2018
g) 2019 - 2021 based on estimates
Appendix City and County Profile City and County Profile
City and County Profile
CITY AND COUNTY PROFILE
Features [unit]
Land Area * 596.7 square miles
Racial Composition based on Hawaii State Department of Health survey *

Mixed (except Hawaiian) 26.1 percent
Hawaiian/Part Hawaiian 21.7 percent
Caucasian 14.8 percent
Japanese 21.2 percent
Filipino 9.4 percent
Chinese 4.6 percent
Korean 1.1 percent
Other 1.1 percent
Median Age * 37.8 years
Age Composition *
Under 18 years 21.2 percent
18 - 64 years 61.1 percent
65 years and over 17.7 percent
Elections ***
Registered Voters, Primary Election 2018 490,408
Votes Cast, Primary Election 2018 189,421
Registered Voters, General Election 2018 500,163
Votes Cast, General Election 2018 262,700
Educational Attainment of Persons 25 Years Old and Over *

Less than High School Diploma 7.7 percent
High School Graduate or Higher 92.3 percent
Bachelor’s Degree or Higher 34.7 percent
Median Household Income ** 80,078
Number of Housing Units (7/1/2018) * 352,527
Building Permits Issued (Fiscal 2019) ****

Number Issued 15,118
Estimated Value (dollars in thousands) 3,484,408
Unemployment Rate (2018) ***** 2.3 percent
* 2018 State of Hawaii Data Book

** U. S. Census Bureau
*** Office of Elections
**** Honolulu Department of Planning and Permitting
***** Hawaii State Department of Labor and Industrial Relations
Appendix The Budget Process The Budget Process
The Budget Process
The Budget Process

Introduction The budget ensures that executive and legislative
policies will be followed by detailing costs, making
At first exposure, the annual budget may appear to be historical comparisons, and establishing performance
complicated and difficult to understand. This section measures against which City agencies can be
describes the many facets of the budget process so evaluated throughout the year.
that it is easier for our readers to use.
The budget process includes many open meetings
Each year, the City adopts three budgets: and public hearings in order to ensure the public’s
participation and input. The budget itself is a public
 The Executive Operating Budget explains
information document providing readers with an
where the City gets its money and how it will be
overview of the City and its workings.
spent to pay for day-to-day operations of the
executive branch. The budget is based on guidelines and restrictions
established by the Hawaii Constitution, State statutes,
 The Legislative Budget describes how the City
Honolulu’s City Charter and City ordinances.
Council and its activities will be funded.
The Revised Charter of the City and County of
 The Capital Budget lists and describes long-lived Honolulu provides for an annual executive budget
projects, such as highways, parks and buildings, consisting of an operating budget and a capital budget
which the City will undertake during the next six including a statement of relationships between
years as well as identifying in what years operating and capital items for the executive branch.
appropriations will be required. The Capital Section 9 of the Revised Charter sets forth the
Budget is commonly referred to as the “CIP” for contents of the budgets, the officers or agencies
Capital Improvement Program. responsible for their preparation, and the manner and
The following sections explains how the budget share timetable of the Council’s review process. To comply
put together and what they contain. with these requirements, the City administration
prepares an Executive Program and Operating
Budget (Volume I) and an Executive Program and
Capital Budget (Volume II). The budget documents
The Annual Budget must be submitted to the City Council by March 2, 120
The annual budget of the City and County of Honolulu days before the start of the fiscal year, as required by
establishes the City’s policies and fulfils the legal the Charter.
requirement that a balanced financial plan be adopted In addition to the two Budget Volumes, the City
to set the spending limits of the City. The budget also administration also prepares and submits to the City
estimates the revenues and other financial resources Council a bill for an Operating Budget ordinance and a
that will be used to pay for the City’s operations during bill for a Capital Budget ordinance. These proposed
the fiscal year. Honolulu’s fiscal year begins on the ordinances provide for appropriations to fund the
first day of July and ends on the last day of June of activities of the executive branch. Requirements and
the following year. presentation details of the budget ordinances are set
The Mayor’s budget message identifies the City’s forth in Articles 17 and 18 of Section 2, Revised
major goals and objectives and explains how the Ordinances of Honolulu.
administration plans to achieve them.
The Revised City Charter can be found on-line at www.honolulu.gov/cor/rch. The Revised Ordinances of
Honolulu can be accessed at www.honolulu.gov/ocs/roh/rohonline. Additional information concerning
public hearings, a synopsis of the budget ordinance, City Council actions and the budget ordinances’
status can be found at www.honolulu.gov/council. The site is maintained by the Department of
Information Technology, City and County of Honolulu. To report problems, contact
www.honolulu.gov/form/website-support-form.html?view=form.
The Operating Budget Any part of the appropriations which is not spent or
reserved to pay for expenses lapses after June 30,
Appropriations contained in the executive operating the end of the fiscal year.
budget ordinances are valid only for the fiscal year for
which they were made.
OPERATING BUDGET CALENDAR
Current FY revenue > September 10 - Actual and budgeted revenue sent to agencies
estimates prepared
Agencies
prepare
estimates > October 15 - Agencies submit revenue estimates for current and next 6 years
Real property valuations calculated > February 1 - Property valuations

based on fair market value as of October 1 submitted to City Council
Agencies prepare Operating

Budget requests > November 1 - Operating Budget requests submitted
Agency requests
reviewed and assessed
Executive
Operating Budget > March 2 - Operating Budget
prepared submitted to City Council
Council reviews budget &

conducts public hearings
Operating Budget ordinance and real property tax rate resolution adopted by June 15 >
New Fiscal Year begins July 1 >
Fiscal Year 2020-2021 Operating Budget begins July 1, 2020 and ends June 30, 2021
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Revenue Estimating Process calculated based on the fair market value as of

October 1. The valuations are submitted to the City
The revenue estimating process determines how Council by February 1 in accordance with Ordinance
much money will be available to pay for City services 8-11.1(e).
during the following fiscal year. The process begins in
July with an analysis of current revenue collections,
Oahu’s economic trends, projections of the State of
Hawaii’s Council on Revenues and other data.
The Operating Budget Preparation
Revenue estimates for the current year are forward d Process
to the executive agencies in September. Based on
Guidelines for the preparation of the operating budget
their past experience and knowledge of factors which
are forwarded to the executive agencies in
may affect future collections, the agencies respond in
September. Agencies respond in November with
October with their estimate of revenues for the next
details of expenditure proposals and their
six years.
justifications. Agency requests are reviewed,
Real property assessments are calculated throughout assessed and weighed against anticipated revenues
the year. For the purpose of determining the following and the requirements of non-agency expenditures
fiscal year’s real property tax revenues, valuations are such as debt service, employees’ health benefit costs
and retirement benefit contributions. The Mayor
makes the final program decisions and submits the Any part of the appropriations not spent or
operating budget proposal to the City Council by encumbered to pay expenses lapses 12 months after
March 2 in accordance with City Charter Section 9- the end of the fiscal year. Capital budget
102.1. appropriations are available for a 24 month period
beginning from the first day of July until the last day of
June of the succeeding fiscal year.
The Capital Budget
Appropriations in the executive capital budget
ordinance are valid only for the fiscal year for which
they were made and for 12 months thereafter.
CAPITAL BUDGET CALENDAR
Agencies prepare capital

budget proposals > October 1 - Agency proposals submitted
Agency requests reviewed

and assessed
Executive Capital > March 2 - Capital Budget

Budget finalized submitted to City Council
Council reviews budget &

conducts public hearings
Capital Budget ordinance adopted by June 15 >
New Fiscal Year begins July 1 >
Fiscal Year 2020-2021 Capital Budget begins July 1, 2020 and ends June 30, 2022
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
The Capital Budget Preparation The Legislative Budget

Process As with the executive operating budget, legislative
Budget preparation instructions are forwarded to budget appropriations are valid only for the fiscal year
executive agencies in July. Upon receipt, agencies for which they are made. Any part of the appropriation
prepare project proposals and submit them by that has not been spent or reserved to pay expenses
October 1. lapses at the end of the fiscal year. The fiscal year
begins on the first day of July and ends on the last
All proposed projects are reviewed and assessed by day of June of the following year.
the Mayor and his staff, with the finalized proposed
Capital Budget submitted to the City Council by March The legislative budget must be prepared and available
2 in accordance with City Charter Section 9-102.1. for public review by March 2. The City Council
conducts hearings and must pass the legislative
budget ordinance by June 15.
Consideration and Adoption by the or amend any item in the executive and legislative
proposals. Like other bills, the Council adopts the
City Council executive and legislative programs and budget
Upon receipt of the executive program, annual budget ordinances by majority vote after three readings on
and proposed ordinances from the Mayor, the Council separate days. The Council must pass legislation
immediately notifies the public of its intention to hold establishing the real property tax rates and all budget
public hearing on the executive submissions and also ordinances by June 15. If final action is not taken on
on the legislative annual budget and ordinance. Upon or prior to that day, the executive budget ordinances
the conclusion of the hearings, the Council may add as submitted by the Mayor go into effect
new items to, delete
COUNCIL DELIBERATION CALENDAR
> March 2 - Mayor submits Executive Operating and Capital Budgets to Council
- Council makes available Legislative Budget to public
> First reading of budget bills and revenue measures by Council
Council holds budget briefings Council holds Council holds public

for departments and agencies to public hearings hearings on revenue Council passes
brief the Council on their budgets on budgets measures & second budget bills &
reading of budget & revenue measures
revenue matters
March April May June
The Mayor has 10 working days in which to (1) sign return the measures unsigned, in which case the
the ordinances, (2) veto the measures or (3) to measures become law as if he had approved them.
For information about how bills become law or the Council's procedures and schedules, see
www.honolulu.gov/status-and-text.
Amendments to the Budget and b) Amendments to the capital budget ordinance shall
conform to the operating and capital program, as
Other Appropriations amended.
Amendments to the executive budget ordinances and Appropriations for items not included in the annual
program may be submitted by the Mayor and executive or legislative budget ordinances may be
considered by the Council under the same procedures proposed by the Council or by the Mayor and enacted
prescribed for the enactment of the annual executive for the following purposes only:
budget ordinances and program, and amendments to
the legislative budget ordinance may be initiated and a) To meet contingencies which could not be
considered by the Council under the same procedures anticipated when the budget ordinances were
prescribed for the adoption of the annual legislative passed.
budget ordinance, provided that: b) To pay the expenses of holding special elections
a) No amendment shall increase the aggregate of and elections on proposals to amend the charter.
authorized expenditures to an amount greater No part of the budget ordinances can be amended,
than the estimate of available resources for the revised or repealed by the Council except by another
fiscal year. ordinance.
Budget and Budgetary Accounting legislation. Formal budgetary integration is not

employed for capital projects because effective
The budgets are on a basis consistent with GAAP budgetary control is achieved through contractual
(generally accepted accounting practices, see provisions and project oversight. Flexible budgeting
GLOSSARY OF TERMS) except that encumbrances (i.e., the relationship of costs to revenues) is
are treated as budgeted expenditures in the year the employed for enterprise funds.
commitments are made.
The Mayor is authorized to transfer appropriations
Formal budgetary integration is employed (i.e., annual between activities within a department. To transfer
operating budgets are legally adopted) for the general appropriations between departments, the legal level of
fund and special revenue funds (except the revolving budgeting, amendment must be made to the enacted
funds). Effective budgetary control for debt service, budget ordinance. Amendments to the enacted
trust and agency, and revolving funds is achieved budget ordinance may be proposed only by the
through bond indentures, contractual provisions and Mayor.
Appendix Glossary of Terms Glossary of Terms
Glossary of Terms
Glossary of Terms
Administration — The Executive branch of the City fiscal years, and recommendations regarding the
and County of Honolulu headed by an elected Mayor. financial policy for the coming fiscal year(s).
Activity — The smallest unit of budgetary Budget Ordinance — The official enactment by the
accountability and control that encompasses specific City Council creating an adopted budget to establish
and distinguishable lines of work performed by an legal authority for City officials to expend and obligate
organizational unit to accomplish a function for which resources.
the City is responsible.
CAFR — The Comprehensive Annual Financial
Agency — Any department, office, board, Report which is an audited and printed copy of the
commission or other governmental unit of the City. City's financial statement at the end of each fiscal
year.
Allotment — An agency's plan of estimated
expenditures, revenues, cash disbursements, and Capital Budget — A plan for capital expenditures to
cash receipts for each quarter of the fiscal year. be incurred during the budget year (see “fiscal year”)
from funds appropriated for projects scheduled in the
Appropriation — Authorization granted by the City
capital program for the first year thereof.
Council to make expenditures and incur obligations for
purposes specified in the appropriation ordinance. Capital Improvement Program (CIP) — A plan for
capital expenditures to be incurred each year over a
Assessed Valuation — The value of real estate or
fixed period of years, specifying the full resources
other property used as a basis for levying real
estimated to be available to finance the projected
property taxes.
expenditures.
Authorized Positions — The maximum number of
Carry-over — See Fund Balance, Unreserved.
positions approved in the adopted operating budget.
Character of Expenditure — A classification
Bond — A written instrument to pay a sum of money
identifying the purpose of the expenditures. The
on a specific date at a specified interest rate. The
operating budget classifies expenditures as salaries,
interest payments and the repayment of the principal
current expenses, and equipment.
are detailed in a bond resolution or ordinance. The
most common types of bonds are general obligation City — Refers to the City and County of Honolulu.
and revenue bonds that are most frequently used for
City Council — The Legislative branch of the City
construction of large capital projects such as
consisting of nine councilmembers, each elected from
buildings, streets and sewers.
one of Oahu's nine separate geographic districts; for a
Bond Funds — Monies derived from the issuance of term of two or four years.
bonds used to finance authorized capital
Contingency — Funds reserved to cover unforeseen
expenditures.
expenditures that occur during the fiscal year.
Budget (Proposed and Adopted) — The Mayor
Collective Bargaining Unit — An organized group of
submits to the City Council a proposed budget
employees represented by a labor union for the
reflecting the expenditure and revenue level for the
purpose of collective decision making with public
coming fiscal year. When the Mayor and City Council
employers.
have formally endorsed the expenditure and revenue
level, the proposed budget becomes the adopted Contingency — A budgetary reserve set aside for
budget, appropriating funds and establishing legal unforeseen or large, shared expenditures that require
expenditure limits. flexibility in its allotment.
Budget Issue — Items that require special Cost Elements — See “Character of Expenditure.”
management attention, including, but not limited to,
proposed new programs or projects, expansion of Current Expenses — A Character of Expenditure.
current services, items to be delineated as an issue Expenditures for materials, supplies, and services
such as new equipment, or drastically increased costs which are ordinarily consumed within a fiscal year and
for continuation of programs or items as they currently which are not classified as capitalized assets.
exist. Current Services — The amount of budgetary
Budget Message — A document included with the resources needed to provide the existing level of
budget through which the Mayor provides the City services based on the current workload.
Council and the public with a general summary of the
most important budget issues, changes from recent
Glossary of Terms
Debt Service — The principal and interest payments budget ordinance are valid for the fiscal year for which
on an obligation resulting from the issuance of bonds they are made and continue for 12 months thereafter.)
and notes.
Fringe Benefits — Payments made by the City to
Employees' Retirement System (ERS), State of cover social security, retirement, health insurance,
Hawaii — A statewide entity that provides retirement workers' compensation, and other benefits for its
allowances and other benefits to State and County employees and retirees.
government employees.
Full-Time Equivalent Position — A number
Employer-Union Trust Fund (EUTF), Hawaii — A representing a part-time position converted to the
statewide entity that provides health and other benefit decimal equivalent of a full-time position. Most full-
plans to State and County government employees time employees (1.00 FTE) are paid for 2,080 hours in
and retirees. a year . A position budgeted to work half-time for a full
year, or full-time for only six months, is 0.50 FTE.
Encumbrance — Commitments to incur obligations in
the form of purchase orders, contracts, or other Fund — An independent fiscal and accounting entity
commitments that are chargeable to an appropriation with a self-balancing set of accounts recording cash
and for which part of the appropriation is reserved. and/or other resources together with all related
They cease to be encumbrances when expended. liabilities, obligations, reserves and equities which are
segregated for the purpose of carrying on specific
Enterprise Fund — A governmental accounting fund
activities or attaining certain objectives in accordance
in which the services provided are financed and
with regulations, restrictions or limitations.
operated similarly to those of a private business (a)
where the intent of the governing body is that costs of Fund Balance, Unreserved — Actual or estimated
providing goods or services to the general public on a unreserved fund balance carried over from the prior
continuing basis be financed or recovered primarily fiscal year and available for appropriation. The
through user charges; or (b) where the governing estimated fund balance together with the estimated
body has decided that periodic determination of revenues and inter-fund transfers for the upcoming
revenues earned, expenses incurred and/or net year determine the maximum amount available for
income is appropriate for capital maintenance, public appropriation in the proposed year's budget.
policy, management control, accountability or other
General Fund — The general fund is the general
purposes. Funds included are sewer fund, solid waste
operating fund of the City. It is used to account for all
special fund, housing development special fund and
financial resources except those required to be
bus transportation fund. User fees are established and
accounted for in another fund. General Fund
revised to ensure that revenues are adequate to meet
revenues include all General Fund resources,
all necessary expenditures.
excluding non-revenue receipts and unreserved fund
Equipment — A Character of Expenditure. balance.
Expenditures to acquire new or replacement assets
General Obligation Bonds — Bonds for which the
that are less than $5,000 with a useful life of more
full faith and credit of the City are pledged for the
than five years or more than $5,000 with a useful life
payment of debt service.
of less than five years.
Generally Accepted Accounting Principles (GAAP)
Expenditures — Cost of goods delivered or services
— GAAP are the uniform minimum standards of and
rendered, whether paid or unpaid, including expenses
guidelines to financial accounting and reporting.
and capital outlays. Expenditures are distinguished
GAAP provide a standard by which to measure
from encumbrances in that expenditures relate to
financial presentations.
goods delivered or services rendered, whereas
encumbrances represent commitments or obligations Goal — A broad statement of a desired end result.
for goods to be delivered or services to be rendered in
the future and for which no actual liability has yet been Grant — A funding source that includes State,
incurred. Federal and private subsidies received in aid of a
public undertaking.
Federal Aid — Funds received from the Federal
Honolulu, City and County — The consolidated city-
Government.
county was incorporated in 1907 and consists of the
FICA — Federal Insurance Contributions Act, a entire island of Oahu. Honolulu is the 10th largest City
payroll expenditure representing social security tax. in the United States and has a population of over
900,000. The City and County of Honolulu consists of
Fiscal Year — The fiscal year of the City begins on
24 agencies and departments.
the first day of July and ends on the last day of June
of the succeeding year. (Appropriations in the capital
Glossary of Terms
Inter-Fund Transfer — Legally authorized transfer any higher form of law, such as a State statute or
from a fund receiving revenues to a fund through constitutional provision. An ordinance has higher legal
which the resources are to be expended. standing than a resolution.
Lapse — The automatic termination of the authority to Other Post-Employment Benefits (OPEB) — The
expend money or incur obligations granted earlier by Governmental Accounting Standards Board adopted
an appropriation. Except for continuing or indefinite Statements 43 and 45 which require state and local
appropriations, an appropriation is made for a certain governments to account for the value of liabilities
period of time. At the end of that period, any accrued over an employee's working lifetime and for
unexpended or unencumbered balance thereof lapses the values of those benefits to be reported annually on
unless otherwise provided by law. the CAFR. OPEB includes medical, prescription drug,
dental, vision and life insurance benefits.
Line-item — See “Object Code”.
Positions — The full-time equivalent of salaried
Means of Financing — The source of funds from
personnel. Positions are categorized as Permanent,
which appropriations are made.
Temporary, or Contract.
Modified Accrual Basis of Accounting — Under this
Program — A group of related activities performed by
system of accounting, recommended for use by
one or more organizational units for the purpose of
governmental funds, revenues are recognized in the
accomplishing a specific function of the City.
period in which they become available and
measurable, and expenditures are recognized at the Program Measures — The numerical means (such
time a liability is incurred except for inventories, as the number of persons serviced by a program) of
prepaid insurance, certain employee benefits, and expressing the magnitude of a program or the degree
principal and interest. to which the program's objective is attained.
Multi-Year Financial Outlook — A six-year forecast Provisional Accounts — An amount that is budgeted
of expenditures and revenues of both the operating centrally that allows for flexibility in expenditure when
and capital budgets. an allocation by department is indeterminable.
Object Code — A numeric code that is used to Proviso — A condition, stipulation, or limitation
categorize the expense or revenue type of a inserted in a budget ordinance.
transaction.
Real Property — All land and the improvements upon
O'ahu — Known as “The Gathering Place”, O'ahu is it including buildings, other structures, fences and any
the third largest of the Hawaiian Islands and most fixtures attached to them that cannot be removed
populous island in the State of Hawaii. The state without substantial damage to such land and
capital Honolulu is located on the southeast coast. In improvements.
the greatest dimension, the island is 44 miles long and
Real Property, Net Taxable Valuation — The fair
30 miles across.
market value of property less exemptions provided by
Objective — A statement of the end result, product, ordinances.
or condition desired, for the accomplishment of which
Real Property Tax Rate — A value, which when used
a course of action is to be taken.
to multiply the net taxable real property valuation,
Operating Budget — A financial plan for the yields real property tax revenues for the City. The tax
operation of government and the provision of services rate for Honolulu is expressed as dollars per $1,000 of
for the fiscal year. Excluded from the operating budget property value and is set by the City Council by
are funds appropriated in the capital budget. adoption of a resolution.
Operating Costs — The recurring costs of operating, Reserve — An account used to earmark a portion of
supporting and maintaining authorized programs, the fund balance as legally segregated for a specific
including costs for salaries, employee fringe benefits, use.
current expenses (supplies and materials) and
Resolution — A special order of the City Council that
equipment (including motor vehicles).
requires less legal formality than an ordinance in
Operating Funds — Resources derived from terms of public notice and the number of public
recurring revenue sources that are used to finance readings prior to approval.
ongoing operating expenditures and pay-as-you-go
Resources — Amount available for appropriation
capital projects and are reflected in the appropriation
including estimated revenues, inter-fund transfers and
ordinances.
unreserved fund balances.
Ordinance — A formal legislative enactment by the
City Council. It has the full force and effect of law
within the City boundaries unless it is in conflict with
Glossary of Terms
Revenue Bonds — A debt instrument whereby the letter of credit used as bridge financing for bond
debt service is payable solely from the revenues financed projects.
generated by the operations of the facilities being
Tax Revenues — The amounts collected from
financed by the bonds or by other non-tax sources.
compulsory charges, in the form of taxes, levied by
Revolving Fund — A fund used to finance certain the City for the purpose of financing services
goods and services provided by City agencies on a performed for the public benefit. Sources of City tax
self-supporting basis. It is used to pay for the cost of revenues are the real property tax, fuel tax, vehicle
goods and services and is replenished through weight tax, public service company tax, public utility
charges made for those goods or services or through franchise tax and excise surcharge tax-transit.
transfers from other accounts or funds.
Transient Accommodations Tax (TAT) — Also
Salaries — A Character of Expenditure. The amount known as the “hotel room tax,” the TAT is a tax on
budgeted or paid to City employees. The amounts transient accommodation gross proceeds received as
may include regular pay, overtime and other premium compensation for the furnishing of public
pays as required by statute and collective bargaining improvements and services. The portion of TAT
agreements. distributed to the counties is $103 million, with the City
receiving 44.1% of the counties’ share.
Special Revenue Funds — Resources which are
dedicated or set aside by law for a specified object or Trust Fund — A fund used to account for assets held
purpose, but excluding the general fund, enterprise by the City as a trustee or agent for individuals,
funds and revolving and trust funds. private organizations, other governmental units,
and/or other funds and which was created or
Special Assessment — A charge made against
established by a gift, grant, contribution, devise, or
certain properties to help pay for all or part of the cost
bequest that limits the use of the fund to designated
of a specific capital improvement project. Also park
objects or purposes.
land or a monetary assessment fee received from new
developments. Unreserved Fund Balance — See “Fund Balance,
Unreserved”.
Subsidized Funds — Funds that have dedicated
sources that are to be used for specific purposes or User Fees — Fees for a public service paid by the
functions, but are not able to cover all operating user of the service.
expenses with only their dedicated sources of
Valuation — See “Real Property, Net Taxable
revenue. Subsidies from other funds such as the
Valuation”.
General Fund is required.
Vacancy Cutback — An amount that is deducted
Supplemental Budget — An amendment to the
from an agency's salary budget that is attributable to
original budget ordinance.
delays in hiring, employee turnover, or attrition.
Tax Exempt Commercial Paper (TECP) — A short-
term promissory note supported by a bank line or
Appendix Summary of Provisionals Summary of Provisionals
Summary of Provisionals
Executive Program
The Miscellaneous Function consists of centralized FY 2021 budget and their purposes are outlined
accounts that cover operational costs attributable to below.
several or all City agencies. These accounts for the
Account Purpose
Funds mandatory employer’s share of contributions to the
Retirement System Contributions
State Employees' Retirement System.
Pension Contributions Funds mandatory employer’s share of pension contributions.
Funds mandatory employer's share of contributions to the
FICA Tax
FICA tax.
Funds medical, disability, and other benefits, and claims
Workers' Compensation handling expenses for employees' work-related injuries and
illnesses.
Funds mandatory employer's contribution to the State
Unemployment Compensation
Unemployment Compensation Fund.
Funds mandatory employer's contributions to the Hawaii
Health Benefits Contributions
Employer-Union Benefits Trust Fund.
Funds salary, fringe benefit, and collective bargaining related
requirements that have not been budgeted in agencies’
Provision for Salary Adjustments and Accrued Vacation Pay accounts; and funds lump-sum payments for accrued
vacation requirements for individuals who leave City
employment.
Funds the City's legal liability for judgments, settlements and
Provision for Judgments, Settlements and Losses
losses not covered by insurance.
Funds the City's insurance costs including premiums and
deductible, and risk management information, claims
Provision for Risk Management
adjustment, actuarial and other services required for the
sound administration of the City’s risk financing program.
Funds City advances and matching funding requirements of
Federal and State grants, City’s participation in public-private
Provision for Grants, Partnerships and Security
partnerships and security services and needs for international
events.
Funds energy costs that exceed amounts appropriated in
Provision for Energy Costs
departmental budgets.
Funds the City’s costs to provide health care, life insurance
Provision for Other Post-Employment Benefits (OPEB) and other post-employment benefits to retirees and their
dependents.
Funds expenditures associated with any position vacancy and
Provision for Vacant Positions
unbudgeted salary expenses incurred during the fiscal year.
Highlights of FY 2021 Provisionals

Provision for Energy Costs — The City’s projected Retirement System Contributions — The FY 2021
energy budget is increased in FY 2021 due to slight budget for retirement system contributions uses rates
increases in crude oil and fuel prices along with the from Act 17 (2017), which included multi-year
start of Rail operations. National trends indicate increases in the rates used to calculate the employer’s
steady increases in both oil and fuel in 2020 and as a share of payments for active members in order to
result, this provisional in FY2021 allows for address growing unfunded liabilities. The budget also
fluctuations in fuel & utility costs of an additional 5-6% includes additional payments to the Employee
to avoid adverse impacts on city operations should Retirement System for employees whose increased
prices increase significantly. pay in the period prior to retirement resulted in
increased retirement payments, commonly known as
spiking.
Provision for Vacant Positions — Funding of vacant
positions funded by the General, Highway, and
subsidized funds is transferred to this provisional Health Benefits Contributions — Consistent with FY
account. Funding for Special funds, Federal and State 2020, the FY 2021 budget for health benefits
grants, State-reimbursed, and uniformed fire and contributions includes only the employer’s contribution
police funded vacancies are provided within the to the EUTF Trust Fund for active members. The
salaries of each agency. The FY 2021 budget employer’s pay-as-you-go contribution for retirees is
proposes an increase to this provisional to provide for included in the Other Post-Employment Benefits
increased vacant positions of 953 for FY 2021 in appropriation.
comparison to 930 in FY 2020.
Other Post-Employment Benefits — Consistent with

Provision for Salary Adjustments and Accrued FY 2020, the FY 2021 budget for Other Post-
Vacation Pay — Funding in this provisional proposed Employment Benefits includes the full amount of the
for FY 2021 includes collective bargaining related City’s costs of providing health care, life insurance
costs for bargaining units recently ratified and and other post-employment benefits to retirees and
currently in the process of being settled and ratified. their dependents, including the employer’s pay-as-
you-go contribution for retirees.

Executive Budget
Proposed Budget for Fiscal Year 2021
Expended Appropriated Current Budget
Total
FY 2019 FY 2020 Services Issues
Activity
Retirement System Contributions $ 171,465,873 $ 234,381,000 $ 270,084,000 $ - $ 270,084,000
Pension Contributions 4,271 5,000 5,000 - 5,000
FICA Tax 29,636,347 35,857,000 39,164,000 - 39,164,000
Workers' Compensation 16,332,087 18,530,000 23,092,000 - 23,092,000
Unemployment Compensation 33,653 800,000 800,000 - 800,000
Health Benefits Contributions 51,579,257 75,813,000 69,234,000 - 69,234,000
Provision for Salary Adjustments and
- 16,148,855 14,290,665 - 14,290,665
Accrued Vacation Pay*
Provision for Judgments, Settlements &
6,630,764 12,200,000 12,200,000 - 12,200,000
Losses
Provision for Risk Management 9,895,531 12,932,703 13,900,000 - 13,900,000
Provision for Grants, Partnerships and
- 2,000,000 3,000,000 - 3,000,000
Security
Provision for Energy Costs - 4,800,000 5,800,000 - 5,800,000
Provision for Other Post-Employment
177,331,000 183,677,000 190,106,000 - 190,106,000
Benefits
Provision for Vacant Positions* - 30,703,856 39,392,925 - 39,392,925
Total $ 462,908,783 $ 627,848,414 $ 681,068,590 $ - $ 681,068,590

*These provisionals are transferred to departments, and the expenditures are recorded in the departments receiving the transfers.
Note-Approximately $80,000 and $16,000,000 was transferred from the Provision for Salary Adjustments and the
Provision for Vacant Positions, respectively, to the departments.

Summary of Miscellaneous Function by Fund
Total
FY 2019 FY 2020 Services Issues
Source of Funds
General Fund $ 356,592,214 $ 486,445,728 $ 526,435,601 $ - $ 526,435,601
Highway Fund 41,809,001 55,422,009 61,795,335 - 61,795,335
Highway Beautification and Disposal
1,820,719 2,163,025 1,103,946 - 1,103,946
of Abandoned Vehicles Revolving Fund
Bikeway Fund 161,012 243,720 243,024 - 243,024
Sewer Fund 27,557,872 37,251,470 38,438,175 - 38,438,175
Transportation Fund 949,046 2,423,925 5,582,309 - 5,582,309
Liquor Commission Fund 1,973,402 2,434,731 2,626,537 - 2,626,537
Honolulu Zoo Fund 3,055,984 3,971,729 4,344,166 - 4,344,166
Special Events Fund 4,203,977 5,108,128 5,043,228 - 5,043,228
Hanauma Bay Nature Preserve Fund 1,322,172 1,905,702 2,034,910 - 2,034,910
Solid Waste Special Fund 19,859,579 25,245,200 27,645,334 - 27,645,334
Golf Fund 3,603,805 5,233,047 5,776,025 - 5,776,025
Total $ 462,908,783 $ 627,848,414 $ 681,068,590 $ - $ 681,068,590
Appendix Debt Service Debt Service
Debt Service
Debt Service
The City issues various types of bonds to finance long wastewater projects. Tax exempt commercial paper is
term capital projects and improvements. General issued for bridge financing for bond financed projects.
obligation bonds are issued for projects funded by the
Debt service is the payment of principal and interest
General, Highway and certain special funds. The
on the debt issued by the City. The calculation of debt
City's full faith and credit is pledged for payment of
service is based on the actual amortization schedules
these bonds. Revenue bonds are issued for
of outstanding debt as well as projections for future
wastewater projects, and the repayment for these
debt issuances. Projected debt service costs beyond
bonds is paid solely from the Sewer Fund, which
fiscal year 2019 relate to the City's six-year Capital
collects fees from users of the wastewater system.
Program and Budget and are reflected in the Multi-
Clean Water State Revolving Fund loans provide a
Year Financial Outlook. Debt service expenses are
low-interest rate alternative to bond funding for some
included in the operating budget.
Executive Program Highlights for the Fiscal Year 2021

One general obligation bond issue totaling $205 rate debt to meet the cash flow requirements of the
million, one sewer revenue bond issue totaling $450 Honolulu Authority for Rapid Transportation (HART)
million, and Clean Water State Revolving Fund loans which functions as a semi-autonomous unit of the
relating to sewer projects totaling $10 million are City.
programmed for fiscal year 2021.
Approximately $7.8 billion in general obligation bonds
In addition, during fiscal year 2021, the City and $744 million in sewer revenue bonds are
anticipates issuing approximately $544 million in fixed authorized and unissued as of December 31, 2019.
Executive Budget

FY 2019 FY 2020 Services Issues Total
General Fund
Bond Principal and Interest $ 298,024,550 $ 327,609,000 $ 318,937,000 $ - $ 318,937,000
HART Related Principal and Interest* 6,446,027 54,295,300 65,269,000 - 65,269,000
Other Debt Principal and Interest - - - - 0
Tax Exempt Commercial Paper 209,796 - - - 0
(TECP)
HART Related TECP 52,644,923 2,000,000 6,436,000 - 6,436,000
Total (General Fund) $ 357,325,296 $ 383,904,300 $ 390,642,000 - $ 390,642,000
Sewer Fund
Sewer Revenue Bond Principal and $ 183,571,069 $ 202,349,000 $ 193,112,000 - $ 193,112,000
Interest
Total Debt Service $ 540,896,365 $ 586,253,300 $ 583,754,000 $ - $ 583,754,000
*HART related principal, interest and TECP are from HART projections.
Appendix Statement of Legal Debt Margin Statement of Legal Debt Margin
Statement of Legal Debt Margin
Statement of Legal Debt Margin

December 31, 2019
Statement of Legal Debt Margin, December 31, 2019
Gross Assessed Valuation of Real Property, January 29, 2020 $ 279,992,763,600
Less Exempt Valuation 35,229,640,900
Assessor's Net Taxable Valuation $ 244,763,122,700
Less Valuation on Appeal 4,263,508,300
Taxpayers' Valuation $ 240,499,614,400
Add 50 percent of Valuations on Appeal 2,131,754,150
Net Assessed Valuation of Taxable Real Property for Rate Purposes $ 242,631,368,550
Debt Limit -- 15 percent of Net Assessed Valuation of Taxable Real Property $ 36,394,705,283
Less Net Funded and Other Indebtedness 3,266,385,897
Legal Debt Margin $ 33,128,319,386
Less Bonds Authorized and Unissued 7,816,446,146
Net Legal Debt Margin $ 25,311,873,240
The State Constitution limits the City's funded debt to 15 percent of the net assessed valuation of taxable real
property. Based on the above figures, the ratio of net funded debt to net assessed valuation is 1.35 percent.
The City's ability to pay its debt is determined by debt minus self-supporting debt, such as revenue
comparing net funded and other debt to net bonds. Bond rating agencies recommend that net
assessed valuation of taxable real property. funded and other debt not exceed 5 percent of
Funded debt is debt for which the City has net assessed valuation. The current ratio is less
pledged its full faith and credit. Net funded debt is than 2 percent.

FY2021 Operating Budget Proposal

Uploaded by

Copyright:

Available Formats

FY2021 Operating Budget Proposal

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

FY2021 Operating Budget Proposal

Uploaded by

Copyright:

Available Formats

City and County of Honolulu

THE EXECUTIVE PROGRAM AND BUDGET

King Street Repaving

Pōkai Bay Beach Park Play Apparatus

ROY K. AMEMIYA, JR., MANAGING DIRECTOR

NELSON H. KOYANAGI, JR., DIRECTOR OF BUDGET AND FISCAL SERVICES

IKAIKA ANDERSON, CHAIR

KYMBERLY MARCOS PINE DISTRICT I (EWA BEACH TO W AIANAE)

HEIDI TSUNEYOSHI DISTRICT II (MOKULEIA AND MILILANI MAUKA TO KAHALUU)

TOMMY W ATERS DISTRICT IV (HAWAII KAI TO ALA MOANA BEACH PARK)

ANN H. KOBAYASHI, VICE CHAIR DISTRICT V (KAPAHULU TO MAKIKI)

CAROL FUKUNAGA DISTRICT VI (MAKIKI TO KALIHI)

JOEY MANAHAN DISTRICT VII (KALIHI TO HALAWA V ALLEY)

BRANDON ELEFANTE DISTRICT VIII (FORT SHAFTER TO W AIPIO GENTRY)

RON MENOR DISTRICT IX (WAIKELE TO MAKAKILO AND MILILANI TOWN)

City & County of Honolulu Proposed Operating Budget FY 2021 iii

Clean Water and Natural Lands Fund (270)...................................................................................... C-24

iv City & County of Honolulu Proposed Operating Budget FY 2021

Department of Planning and Permitting............................................................................................ C-74

City & County of Honolulu Proposed Operating Budget FY 2021 v

Section II – Mayor’s Priorities

Maintaining and Improving Parks and Park Facilities

Enhancing Bus and Handi-Van Services

Integrating Bus, Rail and TOD

Improving the Sewer System

Addressing Climate Change, Sustainability and Resiliency

Section III – Performance Metrics

Section IV – Summary of the Operating Budget (All Funds)

Projected Revenues and Resources

Where the City Gets Its Dollars

Carryover - Unrestricted Carryover - Restricted

Solid Waste Revenues

Charges for Services

Public Service Company Tax

Public Utility Franchise Tax

Highlights of the Expenditures in the Operating Budget

Exhibit 2 “Budget at a Glance” summarizes the expenses in the operating budget.

Where the City Spends Its Dollars

Miscellaneous (FICA, EUTF, OPEB, etc.)

Overall position highlights include:

• $71.3 million for rail operating costs.

Section V – Highlights of the Capital Program and Budget

Capital Projects by Function

Some examples are:

Section VI – Looking Forward

DEPARTMENT OF BUDGET AND FISCAL SERVICES

DEPARTMENT OF COMMUNITY SERVICES

DEPARTMENT OF CUSTOMER SERVICES

DEPARTMENT OF DESIGN AND CONSTRUCTION

DEPARTMENT OF EMERGENCY SERVICES

DEPARTMENT OF EMERGENCY SERVICES

DEPARTMENT OF ENTERPRISE SERVICES

DEPARTMENT OF ENTERPRISE SERVICES

DEPARTMENT OF ENVIRONMENTAL SERVICES

DEPARTMENT OF FACILITY MAINTENANCE

HONOLULU FIRE DEPARTMENT

NEIGHBORHOOD COMMISSION OFFICE

ROYAL HAWAIIAN BAND

DEPARTMENT OF PARKS AND RECREATION

DEPARTMENT OF PLANNING AND PERMITTING