THE HARRIS RECORD

Each issue is broken into three parts: Mayor Jeremy Harris' statements and promises during the campaign, including the source; the indicators agreed upon by the mayor and POP to evaluate whether the promises are being kept; and Harris' assessment of results and actions taken so far toward keeping his campaign promises. The information was gathered by the POP Accountability Group, a non-partisan citizens organization. Harris' responses are current as of December. The Star-Bulletin is publishing the information as a public service.

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General Welfare

Housing

Transportation

Government

Environment

Economy

General Welfare

ISSUE: Reduce Crime and Drugs

Campaign statement/promise

State of the City Address

Sponsor wholesome activities such as evening movies, dances, and concerts which attract young people to offer an alternative to street gangs.

State of the City Address

Indicators of whether promise kept

• What legislative package has been developed and proposed? If not successful, what steps proposed?
• What activities has the city sponsored?

Mayor's statement on results/action taken

Other bills that were presented to the 1995-1996 Hawaii State Legislature as part of the City's Safe Streets package include the following:

1. A bill giving the Liquor Commission the ability to revoke, suspend, or place conditions or restrictions on any license if the licensee allows criminal activity within the premises or has been convicted of such crimes. This was enacted as Act 192.
2. A bill discouraging use of property obtained illegally by creating a new offense called "money laundering" and making it a Class B Felony. This was enacted as Act 119.
3. A bill requiring the police department to request a blood test when there is a collision resulting in injury or death and there is cause to believe that the person was involved in negligent homicide or under the influence of alcohol or drugs. This was enacted as Act 197.
4. A bill evicting persons engaged in drug related criminal activities on or near leased residential premises or who permit others to engage in such criminal activities. Pending.
5. A bill providing victims of sexual assault with the HIV test results of convicted persons who sexually assaulted them and providing appropriate counseling. Pending.
6. A bill establishing instruction in alcohol and other drug abuse issues for every school student from kindergarten to high school. Pending.
7. A bill setting a mandatory sentencing term of 20 years for a person convicted of possessing one pound or more of crystal methamphetamine. Pending.
8. A bill enabling owners, landlords, or managers of buildings, places, or premises to take necessary steps to prevent drug violations on their properties by injunctive relief by the courts. Pending.
9. A bill discouraging prostitution with a six (6) month mandatory sentence for both prostitutes and "johns." This bill passed the Legislature but was vetoed by the Governor, who cited in his veto message the mistaken belief that the bill would only apply to prostitutes and not to the "johns."

YOUTH ACTIVITIES

The District Teen Council Program was started on July 1, 1993, with a grant from the State Office of Youth Services ($30,000 per year, FY 1994 and FY 1995). Participants are 15 to 20 teens (12-17 years of age) per area, representing their respective community or district parks. They elect officers and plan, organize and implement recreational activities and community service projects.

Recent accomplishments: District III went on a Windjammer Cruise (22 Teens), had a Council Dance at Maharajah (122 Teens), and held a Leadership Seminar at Halawa District Park (80 Teens).

Participation in District Teen Councils has increased 42 percent from Fiscal Year 1994 to Fiscal Year 1995 (from 1,200 to 1,700). Our goal is to increase participation by 10 percent annually for the next two years.

NEW PROGRAMS:

Teen Zones in the Parks (TZP)

The Teen Zones in the Park program was started in March 1995 in response to a survey conducted by the Department of Parks and Recreation's Children and Youth Unit. Eight sites were designated as "Teen Zones": Waianae District Park, Waipahu District Park, Palolo District Park, Kailua District Park, Kalihi Valley District Park, Hauula Community Park, Crane Community Park and rotating sites in District II (from Makiki to Aiea). These sites were selected because they were identified as "at-risk" communities by the Police Activity League Island Wide Study (July 1989). As part of this program, the City opens its park facilities during weekends and evenings for positive recreational activities such as expanded Midnight Basketball.

The City has established with more than 27 community organization partnerships to run the TZP program: Kaimuki YMCA, Kapiolani Community College, Rainbow Ohana Coalition, Hawaii Housing Authority, Jarrett Intermediate School, Kalihi YMCA, Susannah Wesley, Catholic Immigration Center, Kokua Kalihi Valley, Parents and Children Together - Kuhio Park Terrace, Hale Kipa, Kalihi Valley Athletic Club, Waianae Boys and Girls Club, Honolulu Action Program, various canoe clubs on Waianae Coast, SCBM councils on the Waianae Coast, Leeward YMCA, Waipahu Inter-Agency Council, American Lung Association, Straub Hospitals, Castle Medical Center, Queen Liliuokalani Trust, Koolauloa Youth Activity Council, Hauula Community Association, Hauula Elementary School, Kahuku High School, and various youth sport leagues from Kaaawa to Kahuku.

The Mayor's Teen Movie Program

This program was started in May 1995 as a partnership between the City, Blockbuster Video and Consolidated Amusement Company. The program shows a popular movie every week at District Parks, and provides a wholesome, social alternative for youth. To date, more than 600 children, teens and adults have attended Movie Night at a park in their neighborhood.

Other Accomplishments

Through the Youth Build program, the City is helping disadvantaged youth develop construction trade skills and earn their GEDs while building homes for non-profit community groups.

The Community Youth Enterprise Fund is starting in January 1996 through the Department of Housing and Community Development. The City will make available technical and funding support to non-profit organizations which serve Oahu's youth through community-based economic development projects and activities. Contracted organizations will provide training for youths ($75,000). Seed money will be provided to youth teams to develop a business plan and market their products.

Planned Events

1. TeenFest '96 (March 9, 1996 - DP&R). Games and activities for teen participants.
2. City-wide Teen Dance (July 3, 1996 - DP&R and HPD Gang Detail). Will involve more than 2,000 teens from around the island.
3. City-wide Teen Clean (September 26, 1996 - DP&R) at sites around the island. About 2,000 teens will be participating in a community service project in the morning, and then come together at McCoy Pavilion for an afternoon of music and fun to thank them for their efforts.
4. First annual Teen Great Aloha Run. DP&R working with the "Great Aloha Run."
5. Teen Fair at Neal Blaisdell Center (January 1997 - DP&R). This event will be similar to the Senior Fair and feature craft booths, food booths, organization booths, demonstrations and entertainment.

ISSUE: Provide Assisted Living

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Has The Willows property been acquired?
• What is the status of planning for assisted elderly care facility?

Mayor's statement on results/action taken

The funds to purchase the property were requested from the City Council in March 1995 as part of the 1995-1996 budget. The City Council provided only token funding of $2,000.

An appraisal report was completed, and a sales contract executed in April 1995 and approved by the bankruptcy court in June 1995. An eight month due diligence period was required by the sales contract for the City to prepare and process an Environmental Assessment (EA), conduct foundation and soil investigations, obtain funding and close the sales. The City completed the EA, and the foundation investigations, and submitted a request to the City Council on September 27, 1995 to authorize acquisition of the property. This authorization request has not yet been placed on an agenda by the City Council for public discussion.

The City is prepared to move forward following City Council approval. City architects have prepared six conceptual plans for the configuration of the project and the use of one or both parcels. The plans have been developed in consultation with the Community Advisory Committee convened by the Department of Housing and Community Development, which includes members from the surrounding community and the McCully-Moiliili Neighborhood Board.

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ISSUE: Upgrade Parks & Recreation

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Has the site been selected?
• What is the status of planning and engineering?

Mayor's statement on results/action taken

As part of the 1995 - 1996 budget, the Administration submitted a request to fund the improvements to Aala Park and also to build a new park at the existing Smith/Beretania parking lot. Only the planning and engineering (P&E) funds were approved by the City Council.

The plans for Aala Park will be completed by the end of 1995. The Departments of Public Works and Parks and Recreation will use in-house crews to begin construction in February 1996 of a new softball field, ball courts, pedestrian walkways and parking.

Design plans for the Smith/Beretania project will be completed in June 1996. Construction funds for a park and underground parking will be programmed in the 1997-1998 budget.

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ISSUE: Redistrict Waikiki

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Has the task force been formed?
• Has a report been developed?

Mayor's statement on results/action taken

The Mayor called together two community-wide advisory task forces -- the Waikiki Special District Advisory Task Force and the Waikiki Transportation Advisory Task Force. The Administration made resources of the City agencies available to the task forces in a variety of areas ranging from law enforcement to transportation. The goal was to seek community consensus on a vision to revitalize Waikiki. The community's response to the Mayor's approach was overwhelming as evidenced by diligent attendance and enthusiastic participation.

The Waikiki Special District Task Force provided input and recommendation to the Department of Land Utilization on proposed amendments to the Waikiki Special District Ordinance. An update of the Waikiki Master Plan and amendments to the Waikiki Special District will be submitted to the Planning Commission and then the City Council in February 1996. The amendments will address the following goals:

1. Provide more public/landscaped open space.
2. Provide urban design guidelines to create a "Hawaiian Sense of Place."
3. Encourage the use of architectural elements such as lanais, balconies and use of arcades to create a pedestrian-friendly, walking environment.
4. Encourage the use of vacant, unimproved lots as landscaped parks/open space as an interim use in the residential areas.
5. Encourage renovation and upgrades of older, nonconforming uses and structures to improve the physical plant and appearance of Waikiki.
6. Encourage the retention of existing residential uses, mauka of Kuhio Avenue.
7. Provide incentives to encourage redevelopment of older underutilized properties identified as areas susceptible to change in the Master Plan.

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ISSUE: Chinatown/Downtown Improvement

Campaign statement/promise

Mayor Harris addendum

Indicators of whether promise kept

• What plans have been proposed?
• Has a Task Force been established?
• To what degree has crime rate decreased?

Mayor's statement on results/action taken

To implement this strategy, the Mayor established a Downtown/Chinatown Task Force, and has personally attended each of their eleven meetings. The Task Force was established to investigate the various problems in the area and offer solutions to improve the situation. Thirty community leaders became involved and began meeting on February 13, 1995, with follow-up and sub-group meetings held on a regular basis.

Since the Task Force began its work, significant progress has been made in cleaning up crime and beautifying the area. Some of the programs developed by the City and the Task Force include the following:

• In partnership with the City, the Downtown Neighborhood Board, the Chinatown merchants, residents and property owners have formed Citizens' Patrols, which have proven very effective in deterring drug dealing, and prostitution on the streets. Citizens Patrols were provided with cellular phones and flashlights by the City. In addition, HPD has instituted a bike patrol in the area, giving the police greater mobility, maneuverability, and stealth.
• Brighter lighting in building recesses and along the streets has helped by eliminating many dark areas where criminal activity was occurring, and "No Loitering" signs have been erected in front of many businesses, allowing HPD to take action against suspected drug dealers.
• The Mayor and the District Councilman personally assisted in the demolition of the infamous "drug wall" on Pauahi Street that was the site of illicit drug and sex activity.
• A major cleanup of the streets and sidewalks of Downtown and Chinatown was launched. New pressure cleaners were purchased, and the Mayor ordered that the sidewalks be pressure cleaned on a regular basis. The program ordered by the Mayor included acquisition of new pressure cleaners for sidewalks, and a regular program of sidewalk steam cleaning, increased trash pick-ups to an unprecedented 6-day per week schedule and reassignment of City public workers as street-by-street clean-up crews with duties of removing litter and assisting with rubbish disposal. In addition, a 6-day per week street cleaning schedule was implemented during late evening hours. All together, the strategy provided a comprehensive attack on crime and grime in Downtown/Chinatown and the efforts have received wide public endorsement.
• The City administration joined with the Downtown and Ala Moana/Kakaako Neighborhood Board to confront the growing problem of crime involving mentally-ill homeless on Downtown streets. The Mayor initiated a Task Force to identify a suitable location for a federally subsidized institution dedicated to assisting the mentally-ill homeless. The joint Task Force succeeded in selecting a suitable location at the Edwin Thomas building.
• The Escalator Lounge (formerly the Golden Star), a notorious center of drugs and crime in the Chinatown area, was seized and closed as a result of HPD and Federal Justice Department undercover operations. The City is currently in negotiations with the Federal government to acquire the property. The City plans to renovate the property using Federal CDBG funds, and to establish a Chinatown police substation and community center for community meetings and use as the Citizen's Crime Patrol headquarters. The City Council approved the Mayor's budget request for $3.1 million to acquire the property for the police station. The acquisition process is under way.

ISSUE: Customer Service

Campaign statement/promise

Mayor Harris addendum

Indicators of whether promise kept

• What specific steps have been taken?
• What measures/outcomes have been established?

Mayor's statement on results/action taken

Following a successful solicitation of employees suggestions which rendered excellent results, the City established a Customer Service Survey program. Customer Service forms were placed in racks in all Satellite City Halls and in all "front-line" City offices where the public interacts with the City. A system was established to review and respond to the public's comments and suggestions. A logo was designed and a slogan ("Customer Satisfaction -- You're #1") were developed and made into placards, bus cards, and buttons which are worn by all front-line personnel.

In May 1995, the Mayor appointed a Customer Service team made of career public servants from various departments.

In July 1995, the Team developed a Customer Service Plan and presented a wide-ranging list of recommendations to Mayor Harris, who ordered their adoption and implementation over the next year.

Strong on-going efforts throughout the City work to improve customer service. At each Cabinet meeting, the Mayor requires a report from all directors on new customer service accomplishments -- a formidable list -- including the following:

• The City's listing in GTE phone book was streamlined to become more user-friendly.
• Internal staff and internationally known professionals have trained employees with direct public contact in at least 10 departments in 25 classes and seminars on improving customer service. Considerable work has been done improving the Satellite City Halls where a Customer Service Team is upgrading and amplifying customer service standards.
• The Building Department established pick-up and drop-off procedures so that permit applicants do not need to wait in line, and is computerizing the permit tracking process. Other major customer service reforms are covered in Promise/Statement #8.
• The Honolulu Fire Department recently introduced its Community Open House program. It invites the community to tour the fire station, see the fire apparatus, and learn useful fire tips.
• The Department of Personnel is providing employment opportunities through touch-screen kiosks, voice mail and Hawaii FYI.
• In response to customer suggestions, the Board of Water Supply now allows customers to simply drop off plans and permits for review. BWS created checksheets to facilitate construction plan reviews and permit approvals, and has empowered staff to recommend process improvements. The result is that work processes have been studied and revised, customer feedback has improved, and employee turn-over has decreased.
• The Department of Finance conducted a seven-hour customer service class for its Division of Motor Vehicle and Licensing employees. It also eliminated requirements for some unnecessary reviews.
• The Office of Information and Complaint has convened two Satellite City Hall (SCH) Customer Service Task Forces with representatives from OIC and Finance to work on streamlining operations and improving customer service. Their recommendations have been implemented, and are already resulting in substantial time savings for customers performing transactions at the Satellites.
• All forms used in the SCHs have been reviewed for consistency, need and plain language. Many of these forms are being rewritten as a result of this review.
• Technical changes in the reporting format were made to speed up the processing of vehicle transactions, reducing SCH cashier workload an average of 15%.
• Staggered lunch schedules for those receiving faxes from the SCHs for processing in central facilities have resulted in reduced wait time for SCH customers.
• Automobile dealers are no longer allowed to use the SCHs during the busy last three work days of the month, freeing up staff for service to the general public.
• HRS statutes are now available at all SCHs to speed up answering questions about vehicle laws.
• Line checking is required at all Satellite City Halls when there are more than seven people in line. This allows us to save time for people who have brought the wrong documents and assist them in filling out their paperwork, easing frustration and wasted time by both customers and staff.
• Specialized phone training has improved customer service skills.
• New employees are trained in a more comprehensive manner. This new course will also be offered as a refresher course for all staff.
• Informational brochures covering all motor vehicle transactions are being prepared and will soon be available to all customers, and recorded vehicle registration information is available 24 hours a day through the City's Hotline.

• Coloring books and crayons are available at all storefront Satellites for use by the children of people seeking City services.
• Anyone featured on any City cable program (Mayor's Report or City News Week) is mailed a postcard to let them know when the segment will be airing.
• The Mayor's Information Hotline has been made easier to access.
• The Department of Transportation's Handicap Parking Permits Office added additional seats and more staff to provide faster service. The office door has also been modified so that disabled people can operate it more easily.
• The Hawaii Public Transit Authority opened a new Customer Service Counter in Kalihi/Palama to serve senior citizens and disabled persons. Five bus routes have been consolidated at the Kalihi/Palama transfer site to enhance operations and provide a safer transfer point.
• Bike racks have been added onto many buses and will become a standard feature on all new buses.
• The Department of Parks and Recreation is starting a "Park Your Can" trash can recycling campaign for those converting to automated refuse collection. In addition, registration for senior classes has been made easier and more convenient, camping permit registration hours have been revised to reduce wait times, and the tee time system for City golf courses has been automated to make allocations fair.

ISSUE: Bridges with Other Groups

Campaign statement/promise

Mayor Harris addendum

Indicators of whether promise kept

• What steps have been taken to accomplish goal?
• How should these steps be evaluated?

Mayor's statement on results/action taken

1. Cabinet meetings have been open to the press, Councilmembers and Neighborhood Board chairs.
2. A City Legislative Team that meets with state legislative members to identify areas of mutual concern in order to strategize for the adoption of relevant legislation benefiting the City was created in December 1994 and is ongoing.
3. The 1995-1996 City budget was developed in close partnership with the appropriate members of the City Council for the first time in decades. Previously, the Administration's proposed budgets (Capital and Operating) were submitted to the Council at the same time as it was released to the general public. In 1995, Mayor Harris ordered the Budget Department to work in close consultation with the Budget Chair and his staff in developing the Budgets. Throughout the process, the Council and Administration worked hand-in-hand, avoiding the acrimony and confrontation that existed in past years. This was particularly important because of an anticipated shortfall of $87 million.
4. On key issues pertaining to local jurisdiction, the four counties presented a united front to the State Legislature.
5. The four Mayors and four County Council Chairs met several times, and Mayor Harris and all nine Honolulu Councilmembers met with Legislators, presenting a united front.
6. The City entered into a partnership with environmental groups regarding the Kailua Regional Wastewater Treatment Plant. This partnership resolved a number of disagreements between the parties over how the City was operating this facility. These lawsuits have been set aside and the parties are forming a Kailua Bay Advisory Council. This is the first for a community-based effort with active involvement by environmental groups, community members and government agencies addressing non-point source pollution.
7. Community Advisory committees have been convened for most of the DHCD projects, e.g., Vancouver House (Manoa), Willows (Moiliili), Kaneohe Elderly, Ewa Villages, Chinatown Community Center, and Pawaa.
8. The Mayor and several key department heads were key supporters and participants in the Kaneohe Neighborhood Board's community based planning effort and in the national AIA sponsored planning charrette.
9. The Mayor's Team (the Mayor and his Cabinet members) and the Mayor's Mini-Team (Deputy Managing Director and key Cabinet members) visit Neighborhood Boards and community meetings to meet with community leaders and answer any and all questions and complaints about City services. This has been invaluable in involving the communities because they are able to deal with City department heads on a direct basis and take their concerns to the top levels of City government.
10. The Mayor has formed a number of public and private task forces to include the public in the solution-seeking processes of the City. These deal with specialized problems and are comprised of elected officials, business, community and labor leaders, and ad hoc members from the City administration:

• The Mayor's Task Force on Government Efficiency and Productivity with subgroups: Creating a Mission Driven Government; Developing a More Supportive Human Resource System; Implementing a Performance Based Budgeting; Expanding to a More Enterprising Form of Government; and Pursuing Private-Public Partnerships.
• The Mayor's Economic Advisory Board with sub-task forces: Elimination of Unnecessary Government Regulations; Meaningful Incentives for Business Formation; Outreach Job Training Program; Utilization of City Resources to Facilitate Business Formation; and Initiation of Effective Marketing Efforts.
• The Downtown/Chinatown Task Force.
• The Waikiki Special District Ordinance Task Force.
• Waikiki Regional Transportation Study Task Force.
• The Council of Chairs (comprised of Neighborhood Board Chairs).
• The Building Permit Streamlining Advisory Group.
• The Land Use Ordinance Revision Task Force.
• The Mayor's Beautification Advisory Committee.
• The Safe Haven Site Selection Task Force (a special task force comprised of members from the Downtown and Ala Moana Neighborhood Boards to select a site for the planned Safe Haven project for the treatment of the homeless mentally ill).
• The Mayor's Advisory Committee on Bicycling.
• The Subdivision Streamlining Task Force.
• The Neighborhood Board Task Force for the Primary Urban and East Honolulu Development Plans.
• The Manana Planning Task Force (the Manana Master Plan was developed with the Pearl City Task Force led by Councilmember Hannemann and has been called "a model community planning effort").
• The Waipahu Special Area Plan Task Force.
• The Customer Services Task Force.
• The Graffiti Task Force (started by the City Council with Administration participation).

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Housing

ISSUE: Reform Building Permit and Land Use Procedures

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• What changes in building permit and land use procedures were made to reduce processing time?
• Was a review and assessment of building permit and land use regulations conducted?
• Which departments conducted reviews of their services; made improvement plans; reduced processing times?
• To what extent were plans implemented?
• By what amount of time was the average processing time for different permits reduced?
• Has "process reengineering" for this function been considered? If so, have experts been contracted?
• Have the specific objectives been established?
• Have the steps and procedures been cataloged?
• Has the study been completed to determine consolidation, elimination, and centralized relocation to these functions?
• What changes, if any, have been made in public involvement in these decisions?

Mayor's statement on results/action taken

Several task forces were formed to review and make recommendations to improve the building permit, subdivision and land use process. The goal of these task forces are to:

1. Reduce processing time.
2. Eliminate redundant and repetitive processing of plans.
3. Simplify regulations and cut red tape.
4. Improve customer service and response time.
5. Revise, improve and eliminate unnecessary reviews and regulations.

1. Land Use Ordinance Streamline Advisory Task Force (April 1995).
2. Building Permit Streamline Advisory Group (December 1994).
3. Subdivision Construction Plans Streamline Task Force (May 1995).
4. City Departments In-House Coordination Task Force (January 1995).

Building Permits:

Two major new pilot programs were put in place in May 1995:

1. Rapid Approval for Single-Family and Two-Family Dwellings. Under this program, building permits for single-family and two-family dwellings are issued in one-day, compared to what used to take several days and weeks for larger and more complex projects.
2. Rapid Approval Process. For larger projects, a Rapid Review Process was developed. Under the streamlined approval process, corrections are noted on the plans and returned to the architect/engineer to make the corrections. Once the corrections are made and certified by the architect/engineer, the permit is issued. This new process eliminates the redundant/repetitive resubmittal of plans to the various agencies for review. The process reduces the permit review time by 50% from 3 to 6 months to 1 to 3 months.

1. Transfer the plan review of air conditioning and ventilation (Form #1) from the Department of Health to the Building Department. Currently, at the State Department of Health, there is only one person reviewing all air conditioning and ventilation permits (Form #1) for the entire state. Review time takes from 1 to 2 months or longer and has traditionally been a major delay factor in the issuance of building permits. The Building Department requested that authority for this review be transferred from the State Department of Health to the City and County Building Department. The DOH has agreed to transfer a portion of this responsibility to the City which amounts to about 40% of the County's permits. Projects which are two stories or less, with less than 10 tons of refrigeration and/or a ventilation system of less than 4,000 CFM, would be reviewed by the City. This would result in a significant reduction in processing time for these permits because there will be more resources dedicated for this portion of the plan review. Beginning in January 1996, the Building Department will review about 40% of the air conditioning ventilation permits.
2. Computerized building permit tracking program was implemented in April 1995. This system allows the public and government agencies to find out the status of their permit and which agency has completed its review from a computer terminal located at the Building Department.
3. A building permit hot line (527-5777) was inaugurated in May 1995 which allows the public to inquire about the status of their building permit review.

Self Certification of Plans:

The Building Department has completed a draft ordinance to allow design professionals, registered architects and engineers to certify that their building permit plans comply with local building codes. This process, if adopted by the City Council, would eliminate detailed checking and review of building permit plans by City agencies and significantly reduce the permit processing time from several months to 1 to 2 weeks for most projects. Input on the draft ordinance is being solicited from the design professions and the construction industry. If supported by the industry, the ordinance will be submitted to the City Council in January 1996.

Subdivision Process:

The DLU processes approximately 300 subdivision applications each year. The time required to process subdivision applications varies from 2 months for simple 1-5 lot subdivisions to 8-12 months for larger subdivisions of 50 or more lots. The longer review time is required for projects which have extensive site and infrastructure improvements (i.e., water, sewer, drainage, roads, street lights, sidewalks, curbs and gutters).

Prior to final approval of a subdivision, the applicant/owner has an option to construct or post a construction bond for infrastructure. Applications generally choose the latter because design of homes, conveyance of property and obtaining construction loans can proceed once the subdivision has received final approval. Based on the input and recommendations of the subdivision streamline task force, the Department of Land Utilization has initiated the following changes to the process:

1. Allow construction cost estimates to determine the bond amount for infrastructure improvements. Prior to this change, developers/owners would have to obtain actual construction bids from contractors before the bond can be submitted for processing. This saves 2-3 months in the process. The revision was enacted on May 1995.
2. Utilize a standard bond form that can be approved by the corporation counsel in one day. In the past, bonds were transmitted to the Corporation Counsel for routine review and approval as to form and legality and returned to the DLU. This saves 2 weeks in processing time. The change was initiated on May 1995.
3. Transferred the approval authority of construction bonds for water system improvements from the Board of Water Supply to the DLU. This saves 1-2 weeks in processing time. This new procedure was initiated in October 1995.

The DLU's simplification and streamlining of the Land Use Ordinance (LUO) are divided into two categories: 1) administrative changes, and 2) amendments to the LUO which require approval by the City Council.

The following administrative changes have been made by DLU to streamline the land use review and permit process:

1. State and City projects will be treated as "public uses" and will be exempted from Conditional Use (CUP) and Site Plan Review (SPR) permit processes; e.g., schools, public housing, corporation yards, etc. This would reduce the CUP and SPR caseload by 15%.
2. Temporary Use Applications (TUA) will not be required for temporary construction site yards for projects under the jurisdiction of Sister City agencies. This reduces about 1-2 weeks for contractors doing City projects.
3. LUO self-certification by registered architects and engineers to "certify" that building permit plans comply with zoning code and conditions of unilateral agreements. This would be an option offered to the design profession on a pilot program, test basis. Plans will be reviewed for completeness and eligibility to use this option. This process could save between 1 to 3 months in review time depending on the complexity of the project and completeness of plans submitted.

Proposed amendments to streamline and simplify the permit review process follow:

1. Delete the permit requirement for approximately 16 uses that now require a conditional use permit, type 1 (CUP1); change them to principal uses with conditions. This transforms "discretionary" uses into "ministerial" uses and saves time and cost associated with permit processing without reducing standards. Elimination of CUP1 requirement reduces 45 days of processing time for a project.
2. Drop golf courses and large agricultural products processing facilities as uses requiring a Plan Review Use (PRU) approval; change to permitted use with conditions or CUP2. PRU processing time is 135 days, including City Council review and approval. CUP2 processing time is 90 days, and action is taken by DLU.
3. Treat telecommunications antennas as type A utility installations; repeal the zoning adjustment (ZA) for height. This changes a discretionary use (zoning permit required) to a ministerial one. Eliminates CUP1 requirement (45-day processing) and ZA requirement (45-day processing) for telecommunications antennas.
4. Delete the current provisions for nonconforming commercial use density; existing noncomformities would be treated like nonconforming structures. Eliminates about 6-8 hours of plan-checking time for each major building permit in IMX-1 zoning district.
5. Allow energy-saving equipment and safety railings to extend a specified height above the top of buildings with nonconforming height. Eliminates hardship particularly for high-rise apartment buildings; to pursue these improvements, the only recourse is a variance (3-5 months processing time).
6. Reduce and compress the number of parking ratio standards; this affects 12 use categories. This will reduce the need for off-site parking or parking variances when tenants change,
7. Treat dwellings constructed on a zoning lot prior to 1950, which exceed the number permitted under current standard, as nonconforming dwellings. Reduces building permit research time by an average of 16 hours.
8. Reduce filing requirements for renewal of nonconforming use certificates (NUCs) for transient vacation units and bed and breakfast homes. Saves about 400 hours of department review time annually.
9. Allow the director to administratively modify cluster and PDH projects originally approved by ordinance. Currently requires City Council Approval. Total processing time is about six months.
10. Provide a ZA for reduction of loading requirements for low-rise multi-family developments.
11. Specify that modifications to nonconforming structures that are required by the Americans with Disabilities Act (ADA) or by the Environmental Protection Agency (EPA) shall be treated as "ordinary repairs." Also allow waivers for ADA or EPA requirements that conflict with LUO provisions.
12. Allow the director to modify parking, loading and landscaping standards for CUPs and SPRs without the need to process a separate variance.
13. Allow the director to modify district height regulations for meeting facilities under SPR permit for reasons relating to terrain and engineering-related building elements (i.e., practical function).

The problem with the current Development Plan Amendment Process is that it has been identified as being redundant and duplicative of the zoning amendment process. The Development Plan Land Use Map is interpreted in a very parcel-specified manner, and its amendment is redundant of the Zoning Map Amendment Process. The Development Plan Annual Amendment Review has served to promote piecemeal amendments. The results in the Development Plan not serving as a long-range, comprehensive guide for development.

In responding to the 1992 City Charter amendments to reestablish the Development Plans as conceptual, long-range plans for future development, the Planning Department has prepared revised Draft Development Plans for Ewa and Central Oahu in a manner that streamlines the planning process. As proposed, the new Development plans would eliminate the need for the Development Plan Annual Amendment Review process and permit development proposals that are consistent with the future vision for the planning area to proceed directly to the zoning review process.

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ISSUE: Create Affordable Housing

Campaign statement/promise

"As the city enters a period of very limited resources. I propose that we engage in joint developments with the private sector and the state and federal governments to build affordable housing."

"...And in Ewa Villages we'll develop 600 more units in the next two years."

State of the City Address

Indicators of whether promise kept

• Number of public sector rental units developed and rented.
• Number of private sector rental units developed and rented.
• Average and median rental prices for one and two bedroom units over time.
• Units of affordable units produced as a proportion of total housing inventory.
• Units of affordable housing developed in proportion to estimates of need.
• Specific plans for housing, number of units and time line for development.
• Number of Ewa Village units developed.

Mayor's statement on results/action taken

Promote Joint Development/Leverage Resources/Pawaa Project

The Mayor has embarked on a program to promote the development of affordable housing by promoting joint development with the private sector. His approach was to leverage the City's underutilized land resources. Nine pieces of underutilized City-owned property are being put out for Request for Proposals from the private sector.

1. Requests for Proposals (RFPs) have already been issued for five parcels: a. Foster Gardens Estate -- Residential development potential. b. Kuhio-Kaiolu Parking Lot -- Residential development potential. c. Pawaa Annex -- Residential development potential. d. Block J -- residential development potential. e. West Loch Commercial.
2. RFPs to be issued shortly for two more parcels: a. Alapai Transportation Center -- Residential development potential. b. Pearl City Junction.
3. RFPs to be issued for the final two parcels once community plans are completed: a. Manager's Drive -- Residential development potential. b. Manana Property.

Pawaa Project

The Pawaa Project planning was completed and the project financially restructured so that the risk would be borne by the private sector. Contracts were issued for asbestos removal and demolition of the old Police Station building. The asbestos was removed and the building has been demolished, making the site ready for development of the residential units.

A Request for Proposals from the private sector was issued by the City in September 1995. Sealed proposals will be opened for the development of the housing project on December 19, 1995.

Ewa Villages

Lincoln Villages, which is 113 affordable units, was completed in the fall of 1995. The first phase of rehabilitation of the existing plantation homes and Tenney Village has been completed with 20 homes to be sold to former tenants starting in January 1996. Over the coming year, 100 more of these plantation homes in Tenney and Renton Villages will be renovated and made available to current tenants, their families or other affordable buyers. Also in Tenney and Renton Villages, new "infill' houses are being built on the vacant lots between the existing plantation homes and along the new Ewa Villages Golf Course. Construction of these 400 "infill' houses started in October 1995 and is scheduled to be completed by the end of 1996.

Revitalize Chinatown

The Mayor is continuing his program to revitalize the Chinatown area. In order to provide more housing to an affordable level in Chinatown, the empty lot between Kekaulike Street and Maunkea Street is being developed into 75 rental units, underground parking, and a Kekaulike commercial mall. The project began construction in October 1994 and should be completed in early 1997.

Major City Housing Projects

No. of Units	Location	Completion
75	Kekaulike Diamond Head Block	1997
200	Pawaa Rentals	1997
120	Hausten Elderly Rentals	1998
80	Kaneohe Elderly Rentals	1998
34	Vancouver Transitional Housing	1997
Ewa Villages Projects
80	Area 1 Rentals	1997
11	Tenney Village Rentals	1996
157	Tenney Village Infill	1996
162	Tenney Village rehab	1997
10	Bachelors Quarters Rentals	1996
25	Renton Village Rehab	1998
48	Renton Village infill	1997
113	Lincoln Village New	Finished
12	Lincoln Village Rehab	Finished
1,115 Total New Units 1,127 Total Units

Fast track Development Schedule

Project	Date of Issue	Interest to Bid	Date RFP Due
Pawaa Annex	9/15/95	12/8/95	12/19/95
West Loch Commercial	9/19/95	12/5/95	12/15/95
Kuhio-Kaiolu Parking	9/19/95	1/22/96	2/2/96
Block J	9/19/95	1/19/96	1/29/96
Foster Gardens	10/16/95	1/9/96	3/18/96
Pearl City Junction	12/11/95	3/8/96	1/19/96
Manana Property	--	--	--
Manager's Drive	--	--	--
Alapai Bus Yard	12/18/95	3/15/96	3/25/96

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Transportation

ISSUE: Expand The Bus system

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Has the plan been developed?
• Has financing been secured?
• How many buses have been added?

Mayor's statement on results/action taken

The City administration has strongly supported the Honolulu Public Transit Authority -- a quasi-independent agency -- in its plans to expand the fleet. The increase of 650 buses will be done incrementally through 2003. Funding for the buses and the facility will be requested at the appropriate time. Thirty buses have been ordered and should join the fleet by January 1996.

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ISSUE: Improve transportation system

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• To what degree has a system been established and implemented?

Mayor's statement on results/action taken

Currently about 400 of the CALTRANS 170 controllers are hard wired to the CTCC or can be dialed up by telephone to change the timing of signals tied to the master computer. This means that signal light timing on all major intersections with the City's core can be adjusted from the CTCC. The system is currently being used to enhance the normal movement of traffic on the streets but is also being used to re-time intersections to better accommodate traffic when emergencies block streets and major thoroughfares.

OTHER IMPROVEMENTS:

We have installed 60 TV cameras observing key City intersections. These cameras significantly enhance the ability of the CTCC operators to know what is happening on the streets and to make corrective adjustments to traffic signals. Six new cameras are planned for installation over the next year which will count cars, determine traffic speed and occupancy levels. These units will enhance the Department's traffic analysis capabilities.

Signal preemption capability is currently being installed within the central city and is expected to be available for use about March of 1996. This device should enhance the safe routing of fire equipment by clearing intersections of traffic stacked up at a red light with no way to get out of the way of the oncoming emergency equipment. DTS has opened discussions with the State Department of Transportation on the possible consolidation of all computerized traffic controls and TV monitoring cameras to be used on Oahu.

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Government Issues

ISSUE: Address revenue imbalance between state and county

Campaign statement/promise

1. The return of $13 million in fines and forfeitures to the city;
2. No longer requiring the city to pay the state $28 million a year in excise tax; and
3. The return of the $18 million each year that the telephone and cable TV companies pay the state 'in lieu' of city property taxes."

Indicators of whether promise kept

• Was an effective legislative lobbying task force created?
• To what extent were the three objectives achieved or compromised?
• Did the state (Legislature and Governor) approve the requests?
• When will these monies begin flowing into the City's coffers?
• If no money was authorized, will this effort be remounted in the next legislative session?
• What tactical changes will be employed?

Mayor's statement on results/action taken

• SB 1423/HB 2310: FINES AND FORFEITURES, $13 million.
• SB 1422/HB 2309: EXCISE TAX EXEMPTION, $28 million.
• SB 1425/HB 2342: PUBLIC UTILITIES FRANCHISE TAX, $18 million.

In a precedent setting move, the Mayor and the City Council went together to the Legislature and testified in favor of the Fair Share package. A legislative lobbying task force was created to lobby for these bills at the Legislature. The Mayor personally met with the Speaker of the House, the Senate President, and numerous other Representatives and Senators on many occasions to lobby for these bills.

The State budget shortfall was cited as the principle reason that most of these bills were not adopted.

Several bills were submitted as the City's Smart Government package calling for simplifying State-imposed regulations of driver licenses and vehicle registrations.

HB2324. Motor Vehicle Safety Reponsibility. Raises the threshold of reporting of injury or damage to property involved in an accident from $1,000 to $3,000. Reduces the reporting requirement of HPD for minor accidents. Passed (Act 216).

SB1559. Motor Vehicle Registration. Allows the Counties to contract out the registration of new vehicles to the car dealer. Passed (Act 164).

The following Smarter Government bills are still alive and the Legislature will reconsider these bills in the 1996 Legislative session:

SB1557. Relating to Driver's Licenses. Changes the expiration date of driver's licenses to 6 years for those 18-69 to 4 years for those 15-17 and to 2 years for those over 70 years of age. Pending.

SB1558. Relating to Reconstructed Motor Vehicles. Removes the reconstructed vehicle permit process. Pending.

SB1563. Relating to Motor Vehicle Safety Responsibility. Eliminates Safety Checks. Pending.

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ISSUE: Reform the Civil Service System to improve efficiency and quality of government

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Has a comprehensive review been conducted and by whom?
• Have the specific objectives been established?
• Have the steps and procedures been cataloged?
• Has the study been completed to determine consolidation, elimination, and centralized relocation to these functions?

Mayor's statement on results/action taken

1. Building Permit Streamlining and Land Use Regulation simplification.
2. Customer Service Program Reforms.
3. Bureaucratic Streamlining Reforms.
4. Motor Vehicle Regulatory Reforms. In most cases, to streamline motor vehicle related regulations, State laws must be changed. Therefore, the Mayor developed a package of bills entitled the "Smart Government Legislative Package" and submitted it to the 1995 Legislature.
   • HB2324. Motor Vehicle Safety Responsibility. Raises the threshold of reporting of injury or damage to property involved in an accident from $1,000 to $3,000. Reduces the reporting requirement of HPD for minor accidents. Passed (Act 216)
   • SB1559. Motor Vehicle Registration. Allows the Counties to contract out the registration of new vehicles to the car dealer. Passed (Act 164)
   The following Smarter Government bills are still alive and the Legislature will reconsider these bills in the 1996 Legislative session:
   • SB 1557 Relating to Driver's Licenses. Changes the expiration date of driver's licenses to 6 years for those 18-69 to 4 years for those 15-17 and to 2 years for those over 70 years of age. Pending.
   • SB 1558 Relating to Reconstructed Motor Vehicles. Removes the reconstructed vehicle permit process. Pending.
   • SB 1563 Relating to Motor Vehicle Safety Responsibility. Eliminates Safety Checks. Pending.
5. Finance Department. Many obsolete Finance Department forms have been revised, consolidated or eliminated all together. Mayor Harris has made the pursuit of common sense government one of the hallmarks of his Administration. He feels that government must create opportunities for economic growth, and not erect obstacles to progress.

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ISSUE: Government Efficiency and Productivity

Campaign statement/promise

Mayor Harris addendum

Indicators of whether promise kept

• Has a Task Force been established?
• What has been accomplished?

Mayor's statement on results/action taken

The sub-committees are:

1. Mission Driven Organization.
2. Supportive Human Resources System.
3. Performance Based Budgeting.
4. Enterprise Management.
5. Public-Private Partnerships.

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ISSUE: Develop Civic Center in Kapolei

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• To what extent is the Kapolei civic center established and functioning?
• What percentage of expected services are functional?

Mayor's statement on results/action taken

The timing of construction of the project depends a great degree upon the provision of infrastructure facilities by the regional developer, the Estate of James Campbell. The City administration has already submitted the project for inclusion on the Development Plan Public Facilities map and approvals have been received by the Planning Commission and the City Council. In addition, planning and engineering funds were requested by the administration and approved by the City Council.

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ISSUE: Simplify bureaucratic procedures

Campaign statement/promise

Mayor Harris Inaugural Address

Indicators of whether promise kept

• What specific "smarter government" objectives have been established?
• By what amount has the average time been reduced?

Mayor's statement on results/action taken

Building Department Building has eliminated the requirement for the quarterly planning, engineering and construction report and submits only an annual report of accomplishments. Elimination of quarterly report saves about 100 man hours.

Department of Public Works DPW now reviews subdivision plans only twice instead of four times. Subdivision plans can now be processed in two months instead of the normal four. Reviewers focus only on areas concerning public health and welfare.

Housing and Community Development Major streamlining of procedures has taken place in this department including the Property Management Branch, Rehabilitation Branch, and Rental Assistance Branch. Results have provided simpler procedures, improved customer service and response, and significant elimination of duplication.

Property Management Branch (HCD). PMB has developed and used single page (double-sided) listing of rental housing projects owned or assisted by the City. This listing is provided over-the-counter and is also mailed out in response to telephone inquiries. The information provides answers to the most often asked questions, improves customer service, and reduces the staff time required in this area.

Rehabilitation Branch (HCD). To eliminate dual case processing and redundant folder documentation, the rehab and loan sections have been relocated into a single office. The section eliminated the requirement for staff to develop and prepare rehab casework write-ups. Transferral of this requirement to the individual home owners and their contractors has eliminated most of the "red tape" associated with competitive bidding and formal proposal procedures as owners now assume reponsibility for contractor selection. The section developed and implemented a pre-application processing system that culls out non-viable cases before formal loan applications are taken for processing. This significantly reduces time wasted on what will eventually turn out to be cancelled or rejected cases.

Rental Assistance Branch (HCD) implemented a "team" concept where examiners are partnered to ensure consistent client coverage in the absence of a specific examiner. The branch revised damage inspection procedures to include preliminary assessment of possible damage claims with both the landlord and the tenant being present resulting in a decrease in the number of claims appeals; eliminated sorting of landlord checks for quicker mail-out; eliminated duplicate information from three separate forms used by the examination and inspection sections and consolidated the needed information into one form.

Planning Department The proposed revised Ewa and Central Oahu Development Plans will drastically streamline the development process in Ewa and Central Oahu by eliminating the need to apply for a Development Plan amendment before seeking a zoning change. Gaining a Development Plan amendment currently can require a year or more of a developer's time if processed through the annual amendment process. Reconfiguration of the adopted land use plan also requires an amendment to the development plan. Under the approach proposed in the revised Ewa and Central Oahu Development Plans, projects which are within the Urban Growth Boundary and conform with vision, policies, and principles provided in the Development Plan will be able to submit zoning applications directly after only a 60 day review for conformance by the Planning Department.

Budget Department Budget has eliminated the need for City agencies to submit a request for a êsecond authorization for each capital and operating budget project. This second authorization required reviews by DPS, Budget and the Managing Director.

Personnel Department Personnel has sped up the classification process by expanding their program authorizing conduct of routine position classification actions to four additional departments and eliminating 120 of 1,290 job classifications.

The ongoing implementation of the computerized City's Human Resources Management System is automating and streamlining key personnel processes.

To reduce worker's compensation costs and encourage recovery, Personnel has implemented a highly successful early return to work program for industrially injured workers.

Department of Parks and Recreation Parks and Recreation is authorizing division heads to sign Temporary Assignments, overtime, vacation authorization and other requests. Management Services will monitor through expenditure reports. Many changes have been made in the processing and approval of forms in order to cut red tape and to empower division heads to make decisions which affect their divisions. As a result, divisions have been able to reduce time in processing paperwork and to address community concerns quickly and efficiently. One particular example is camping permits, an area in which the Mayor personally intervened after visiting one of the infamous, all-night camp-outs. By eliminating forms and restructuring application procedures (applicants can now hand-write their applications, rather than waiting for clerks to type out each one), the waiting time has been reduced significantly.

Finance Department In addition, the Finance Department has instituted the following administrative reforms involving motor vehicles:

1. The streamlining effort permeated the entire department, including all divisions, resulting in the elimination of 28 forms and the consolidation of an additional half-dozen. Many of these are accounting and control documents produced in multiple sets.
2. The Real Property Division eliminated printing of 220,000 individual tax information cards each year into a computer printout known as Certified Tax Roll.
3. Procurement Division completed the transfer of the hard copy State Procurement Code and City Procurement Policies and Procedures from paper to computer main frame. This step has greatly facilitated access to information for staff and the public. In addition, the division has accomplished the computerization of price lists, eliminating enormous quantities of printed materials.
4. Treasury Division streamlined the City tax clearance projects which previously required the public to secure approvals from various City agencies. The new process greatly reduces time and steps, through a central faxing of clearance materials from one convenient counter. The department has also eliminated the requirement for business license clearances, a step which had previously rendered little value to the City.
5. Significant strides have been made within the Liquor Commission to simplify the application process for licensing.
6. The City is setting up a system that will allow motor vehicle dealers to register motor vehicles at a location other than the Satellite City Halls, freeing up their resources for service to the general public.

ISSUE: Improve the quality and efficiency of the Corporation Counsel's office

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• What are the indices supporting the need to improve both the quality and efficiency of the Corporation Counsel's Office?
• What specific steps have been outlined?
• What are the objectives and how can they be measured?
• What measurable progress has occurred?

Mayor's statement on results/action taken

ACTION PLAN

• Implemented an evaluation program of the deputies, by their supervisors and by the clients serviced by each deputy.
• Established a departmental training program for the deputies. Regular in-house training.
• Periodic training by outside speakers including well-respected attorneys and judges.
• Implemented "team litigation" strategy by which two or more deputies "team up" to litigate cases with support of two or more less-experienced deputies. This method fosters monitoring and allows on-the-job training for trial attorneys.
• Retention of an "in-house" litigation consultant expert to concentrate on complex litigation matters.
• Reorganized the Counseling & Drafting division into five sections by subject to enhance work flow; established supervisors for the sections.
• A real estate tax appeal division has been created within the department to focus on revenue concerns facing the City.
• Reassigned internal departmental staff to increase steno staff in Counseling & Drafting division by two individuals and created work spaces for the new stenos.
• Created departmental committees for office-related matters (Computer, Library, Training, Environment & Records Retention).
• Reorganized the departmental library by cutting unused legal texts, increasing usage of computer research.
• Currently in the process of converting the historical computer data of Counseling & Drafting division to a more efficient, accessible database, which will improve recordkeeping, data retrieval, case management and tracking.
• Catalogued and moved closed files (approximately 1,000+ boxes of files dating from 1950) off-site to increase workable space in the office.
• Established committees to review cases and to achieve the greatest amount of input and insight for early assessment, settlement or trial.
• Outreach and debriefings of the various departments to lessen liability exposure in the future through information sharing, training and risk management.
• Implemented "24-hour callback" rule by which deputies must return client calls within 24 hours.
• Currently working with Internal Control Chief Accountant of the Finance Department in cutting down the red tape in processing of vouchers for payment of claims against the City. The time for processing of payments has been tremendously reduced. What normally takes three to four weeks is now done in one week.
• Speeding up the processing of claims (above $500) internally and cutting back paperwork and working with a liaison from each department by telephone.
• Streamlined nominal claims process. Nominal claims below $500 are handled internally. Less reporting and quicker response to claimant. Number of days to process claims reduced from 1 month to 1 week.
• Rearranged the Tort Litigation reception area for a more professional appearance and accessibility for the handicapped.
• Participated in the volunteer program and presently have three volunteers from KCC helping with the backlog and daily work. In the past year, this office has had three volunteer summer law clerks. We presently have one full-time attorney volunteer.
• Simplification of uncontested divorces involving children born in the marriage but not of the marriage. Drafted expedited paternity judgment form for the court. Seven-page Complaint for Support and Paternity document replaced by two-page Motion & Affidavit for Entry of a Support Order. New form used in approximately 30% of the workload.
• Created warm, informative waiting room in Family Support Division for those filing paternity actions. Information and brochures about other services provided by City & State are displayed. Table, chairs and toys provided for the children.
• Establishing a policy to encourage Alternative Dispute Resolution where applicable and financially advantageous.

Objective I - Improve efficiency in providing legal services to clients.

Measured by:

1. Increased communication and relationships with clients. Formal evaluation of deputies compel better service to clients since clients judge the performance of individual deputies.
2. Greater deputy and staff access to new technology tools to complete assignments.
3. Increased use and facility with Westlaw, Lexis and other current research tools.
4. Improved working conditions that "look like" professional legal offices in private sector.
5. More focus on staff individual growth and career development.
6. Instituted time billing system to identify areas of need and direct resources to those areas.

Measured by:

1. Client evaluation. Clients evaluate quality of work of deputy by questionnaire. Deputies are graded.
2. In-house training program to enhance substantive legal knowledge of individual deputies.
3. Shorter response time to clients.
4. Decrease in dollar amounts paid to hire outside counsel from previous year appropriation.
5. Reduction from previous year in amounts paid by City from judgments and losses account of general fund.
6. Increased training of attorneys in specialty areas.
7. Enhanced self esteem and adoption of "can win" attitude.
8. Increased number of requests for employment by qualified private sector attorneys.
9. Increased respect and positive treatment by clients, private sector attorneys and the Judiciary.
10. Settlement of major complex litigation matters and formulating successful litigation strategies with assistance of "in-house" litigation consultant expert.

• Changed the internal structure of the law firm to facilitate efficiency, work flow, professionalism and team-building.
• Reorganized the Counseling and Drafting Division into five sections according to subject matter (Land Use, Finance, Public Services, Public Works, and Personnel).
• Enhanced client relationships by improving deputy performance via better morale, increased professionalism, formal evaluation process, more training in substantive areas of law.
• Reorganized the Family Support Division to facilitate services to clients and implement the Keiki computer system in conjunction with the Child Support Enforcement Agency.
• Standardized forms and procedures within the department in accordance with current court and city processes, where applicable.
• Employ volunteer law clerks ($8,000 in savings) and a full-time attorney ($55,000 in savings per year).
• Win cases by trial or settlement.

• HPD - Ching v. Kotis, C & C, HPD issued permit to Kotis who then murdered his wife with the gun he bought. Settled for $850,000 with expected set-off payment from the State for $35,000. Plaintiff's demand at one point was for $3 million.
• Personal injury - Lynch v. HECO, C & C et al., trespasser on Injury property ostensibly under City control was electrocuted and suffered fairly severe and permanent injury including brain injury. Plaintiffs demanded $2.5 million. Final settlement at $250,000. City paid $25,000.
• HPD - Mamczarz v. West, C & C, plaintiff claimed HPD officer violated her civil rights during a traffic stop. She demanded $400,000 and the City won the trial.
• HPD - Lee v. C & C, plaintiff claimed assault and violation of civil rights by HPD. Demand of $60,000. City prevailed at trial.
• HPD - Rodrigues v. C & C, plaintiffs claimed assault and violation of civil rights by the HPD. Plaintiffs requested $250,000 at trial. City prevailed at trial.
• Beach - Hodge v. C & C, quadriplegic at Sandy Beach who went to trial asking for at least $16 million. The City prevailed at trial.
• Personal injury - Adviento v. Marks, C & C, plaintiff motorists struck by C&C employee, demanded $2.5 million, then $750,000 on the eve of trial. City went to trial. Plaintiff was found 50% negligent. Case settled for $419,500 (amount of judgment without interest).
• Personal injury - Williams v. AOAO Marine Surf, C & C, plaintiff slipped and fell in a street that was draining poorly. Demand was $300,000 but settled at $175,000 with the City contributing $75,000.
• Highway - Malaguti v. Akana, C & C, motor vehicle accident on Kapaa Quarry Road in Kailua, settled for approximately $200,000 but City's share is $0.
• Wastewater - SOBB v. C & C, violations of EPA and Clean Water Act with violations totaling over $300 million. City settled case for $8.7 million, most of which had already been appropriated to upgrade the existing system. None of the settlement came from general fund monies. Creation of Community Advisory Council through settlement negotiations.

• HPD - Cobb-Adams v. C & C, traffic fatality involving HPD lack of action. City prevailed in Motion for Summary Judgment. Demand was at least $600,000.
• HPD - Williams v. C & C, Mata et al., police officer convicted of burglarizing plaintiffs' home. Plaintiffs sued HPD under respondent superior. Motion for Summary Judgment granted HPD, that officer was out of course and scope of employment and HPD not responsible for criminal activity. Demand was for $200,000.
• Lincoln v. Hee, C & C, plaintiff claimed false imprisonment and demanded $100,000. City won with Motion for Summary Judgment.
• HPD - Luberts v. C & C, wrongful discharge case in which City requested wrongful dismissal due to plaintiff's lack of appearance at trial. Demand was in excess of $1 million. Case was dismissed on the first day of trial per motion by City.

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Environment

ISSUE: Maintain constant vigilance to keep our environment a model of perfection

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Number of citations issued for environmental infractions.
• Number of staff and dollars allocated for this purpose.
• Increase in staff for monitoring the cleanup of beaches, parks, streets and illegal peddling activities.
• % increase of funding designated for monitoring the condition of the environment.

Mayor's statement on results/action taken

WASTEWATER TREATMENT

The City has pursued an aggressive program of compliance with standards set forth in the regulations of the Environmental Protection Agency (EPA) and the State Department of Health (DOH). In addition, consent decrees between the City and the EPA have set the guidelines for dealing with specific and extraordinary situations unique to Honolulu and requiring special attention.

One of the special areas is the development of additional wastewater treatment facilities at Honouliuli and Waianae. The City is still on target with its goal to be "on line" with the secondary treatment facility at Honouliuli before the close of 1996. When completed the capacity of the plant will be 38 million gallons/day (mgd). Currently processing 25 mgd at primary levels, the new plant will take 13 mgd and continue to process to secondary levels. This is consistent with the provisions of the consent decree and the 301-H waiver currently held by the City pursuant to the Clean Water Act. The City's Waianae plant is nearing completion and is scheduled to go "on line" during the first quarter of 1996.

In addition, the City's reclamation program in Honouliuli will be entering design in 1996, and subject to necessary approvals, will be under construction by 1998. The reclamation program will place secondary treated wastewater back into the caprock aquifer for golf course and other irrigation purposes. This will contribute to a great extent to the water quality of the Ewa caprock aquifer, which is in danger of becoming increasingly brackish.

The City is currently in the third year of a 5-year comprehensive study of how much water is entering the sewer system from rain or directly from the ground. This kind of water doesn't require processing through wastewater plants and to the extent that this Inflow and Infiltration activity occurs, the system becomes overused and inefficient, especially during periods of heavy concentrated rainfall. The "I & I" is one of the most perplexing problems of aging sewer systems, and the Honolulu study, when completed, will be submitted to the EPA along with a complete sewer rehabilitation program for their approval. Also, the City has begun a pilot project in Enchanted Lakes which is investigating different methods of sewer rehabilitation with regard to cost and effectiveness.

The City conducts an Expanded Pretreatment Program, which is also required by the EPA consent decree dealing with operation and maintenance. The Water Quality Division of the Wastewater Management Department monitors industrial users as to the quality of water discharged into the system. In addition, grease traps in restaurants which are major cause of stoppages are also monitored. The purpose of the program is to create awareness of the damage caused by foreign matters entering the sewer system and to educate on ways to pretreat and avoid violations.

A major environmental study was commissioned by the State and completed during late 1995 on the status of Mamala Bay (the body of water between Barber's Point and Diamond Head). The study was particularly important because a determination was needed as to the kinds and sources of pollution entering the ocean from the urban district of Oahu. The Mamala Bay Commission Draft Report has been submitted for comments by appropriate agencies, and the City is in the process of submitting its comments. Some of the key findings of the report were that there was no significant impact on pollution within Mamala Bay from the deep ocean outfalls of Honolulu's Treatment Plant.

The issue of water re-use (disposal after treatment) is an area of opportunity where the City has provided leadership. In complying with the Honouliuli consent decree, the City will begin its project to plan and construct a large percolation trench underneath Geiger Road in Ewa for the purpose of recharging caprock water and diluting the brackishness of the aquifer. In the more current timeframe, the City is currently proposing a major regional recreation area in the Lake Wilson area north of Wahiawa as a conservation/aquatic park which will accommodate up to 7 mgd of secondary treated effluent from the City's Wahiawa treatment plant and those of the U.S. Army at Schofield Barracks. The project, when completed, will have up to 500 acres of combined wetland, deep water lakes, active and passive recreation areas, and preservation land for ancient Hawaiian monuments on the property.

RECYCLING

In October 1994, Mayor Harris ordered the closure of the obsolete Waipahu incinerator which, even if repaired and refitted, would fall short of the escalating EPA requirements for air quality emissions. This generated a new and increased awareness among City agencies of the opportunities and necessity for recycling.

Several new ordinances introduced by the Administration called for widespread recycling of cardboard, paper, and glass. An extensive coordination effort took place before the bills were introduced, including all segments of the business and real estate communities who would be affected by the measures, and consensus was achieved. The measures call for mandatory recycling of paper (a profitable enterprise) for all buildings over 20,000 square feet. In addition, cardboard needed to be segregated for recycling, and all liquor licensees are required to recycle glass containers.

Green waste (cuttings from trees and plants) makes up 25-30% of all residential rubbish, and needlessly consumes landfill capacity. The City took steps to correct this problem by purchasing chippers within the Parks Department to process the City's own green waste and reuse it as mulch. The City is also establishing a program for on-call pickup of greenwaste by customers of the automated refuse system, in addition to the monthly pickup already in place. These pickups will go to a private contractor, Hawaiian Earth Products, for chipping and recycling at a small marginal cost to the City.

The City has initiated by means of a Request for Proposals a recycling of solid sludge waste derived from the wastewater treatment process. A successful bidder was selected and is currently in the permitting process by the State DOH for a site in Campbell Industrial Park.

National Pollution Discharge Elimination System (NPDES). No environmental effort in America is unaffected by the National Pollution Discharge Elimination System (commonly known as NPDES), which is part of the U.S. Clean Water Act which is the same law that regulated wastewater discharges. Under federal and state laws and regulations, the City applied for and was granted in September 1994 a 5-year NPDES permit which regulates the City's storm drain system. The goal is to reserve the drain system for rainwater runoff only, free from pollutants and foreign items.

The City has implemented an aggressive program to protect its storm drain system from pollution in a variety of ways. Public education efforts were set up to call attention to the NPDES issues. Street sweeping procedures have been changed to keep rubbish and oils from being washed down drains. An enforcement program was established to issue citations with fines up to $25,000/day to violators of NPDES guidelines with an emphasis on education and corrective action. In addition, the City has set in motion a storm drain stenciling program which offers kits with which to stencil messages and logos onto storm drains reminding potential violators that whatever goes into the drain goes into the ocean or into the island's streams.

CLEAN STREAMS

By direction of the Mayor, the City doubled the frequency of cleaning the dozens of fresh water streams on Oahu. Other resources were made available by the Mayor's directive to take positive action in this key environmental area. The City Council approved a resolution introduced by Councilmember Andy Mirikitani calling for an "Adopt-A-Stream" program. To date, the City has recruited fourteen groups to adopt a stream segment of at least 1,000 feet in length. These groups each commit to clean "their" stream at least four times per year. The City supports the volunteers with safety materials, briefings, bags and gloves, and also provides for the disposal of rubbish. So far, over 500 tons of material have been removed by volunteers from Oahu streams, and the activity has met with enormous popularity. On one occasion, while Mayor and Mrs. Harris were leading a stream-cleaning group known as the "Nuuanu Guardians," a number of residents came out of their adjacent apartment buildings to lend a hand.

Over the past year, the City embarked on an ambitious public education program calling for awareness on NPDES/clean streams. A variety of publications covered the effort, and television public service announcements were aired on a heavy schedule featuring the mayor and Richard Chamberlain with the clean streams message. The long-term education program is planned to be supported with $900,000 and various City-wide support, including the development of curriculum for use in the Department of Education, and other public awareness measures. Successful response to this program has the potential of saving local government many millions of dollars in environmental cleanup and infrastructure repairs.

CLEAN AIR

While Honolulu enjoys the cleanest air of any major U.S. city, the City is vigilant in its efforts to discourage air pollution and encourage technology that protects air quality. The City keeps a sizable percentage of its cars, trucks, and motorized equipment as propane burning vehicles. In addition, the City is introducing a pilot, electric (battery) bus program to determine its effectiveness in Honolulu's urban setting, and Honolulu was awarded the "Clean City" Designation as one of the American cities committed to alternative, non-polluting fuels for its citizens.

BEAUTIFICATION

One of the most noticed achievements of the Harris Administration will certainly be its commitment to beautification of the urban landscape. In addition to the excellent progress toward the goal of planting 5,000 trees in two years, the City has energized beautification teams and projects island-wide, including the following:

(Many of the projects are personally conducted by members of the Cabinet personally led by Mayor and Mrs. Harris, a highly visible public example which results in enhanced community support and participation islandwide.)

• Kaimuki Public Parking Lot (Shade trees)
• Keaau Beach Park (Coconut Palms)
• Kalihi Street at Monte (Shower tree)
• Mililani Town Center Neighborhood Park (Monkeypods)
• Kaukonahua Road, Waialua (92 Ironwoods)
• Niuiki Circle (Silver Buttonwoods)
• Kalakaua Avenue (36 Shower trees)
• Lewers, Royal Hawaiian, Seaside and Kaiulani (72 Fiddlewood trees)
• Kapahulu Avenue -- Ala Wai Golf Course entrance (Monkeypod)
• Neal Blaisdell Center Exhibition Hall (22 Coconut palms)
• S. Beretania & Pali Highway (Monkeypod in parking lot)
• S. Beretania mauka between Fort & Nuuanu (shower trees)
• Vineyard and Liliha (Monkeypods)
• River-Nimitz Housing Project (Coconut trees)
• Waipahu Depot Road (One mile of street trees)
• Hikimoe Street (One half-mile street trees)
• N. King Street (Rainbow Shower trees)
• Hotel Street (Fiddlewoods)
• Ewa Villages Golf Course
• Ewa Villages Subdivisions
• Old Post Office, King Street (grass)
• Pali Highway from Vineyard to Beretania (Monkeypods & flowering shrubs)
• Fort Street Mall (replanted flowering shrubs & added new plants)
• Crane Community Park (ground cover and flowering shrubs)
• Ewa Village - Renton Road (Street trees and mock orange hedge)
• Ewa Village Golf Course (Several hundred trees & flowering shrubs)
• Alapai & South King Triangle (Monkeypod and landscaped mounds)
• Ala Wai Canal - Makai side (Plumeria trees, flowering shrubs and grass)
• Kaimuki Triangle at Waialae (Monkeypod, flowering shrubs and grass) [with the Kaimuki Business and Professional Association]
• Maile Beach Park (100 coconut trees, coral & shade trees) [with community groups and The Outdoor Circle]
• Ehukai Beach Park (landscaped bike path, trees, flowering shrubs & grass.) [with Sunset Beach Community Association and Outdoor Circle]
• Ulune Street (Monkeypod, flowering shrubs with grass) [with Aiea Neighborhood Board, Mortar Board UH students]
• Likelike Highway Triangle at Kalihi St. (Palms, flowering shrubs & grass)

Honolulu's public parks are famous the world over, and the City Administration's commitment to their upkeep and beauty is stronger than ever, even under the pressures of severe budget constraints and increased public usage. The City has instituted an "Adopt-A-Park" program which creates partnerships with individuals, groups, and business entities in caring for Honolulu's public parks and beaches. The City has added 15 new partners to the program this year--and increase of 16%--bringing the total of partnerships to 110, the highest ever. An additional effort was launched by the City's Parks and Recreation Department to educate young people in schools on the program, teaching the value of environmental caring.

The City has also moved forward on its Beach Acquisition Program, an ongoing effort to preserve beaches for public use and the surrounding environs. Beach acquisitions are relatively rare and always expensive when private lands are acquired, however, the Harris Administration has been successful in securing two beaches. The larger of the two is the Waiahole Beach Park on Oahu's Windward Coast, and Kahawai Beach Support Park in Pupukea on the North Shore. In cooperation with the Federal Highways Administration and the State DOT, the City was successful in securing ISTEA Federal funds for the acquisition of the very valuable 78-acre oceanfront property at Waiahole.

It is difficult to compress the environmental commitment of the Harris Administration into a few paragraphs, but the correct impression is that the entire City organization is deeply entrenched in an environmental calling that is tempered only by the realities of the budget.

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ISSUE: Building of secondary treatment of facility at Honouliuli

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Secondary treatment facility at Honouliuli.
• Notice issued within 30 days to proceed with the contruction of secondary treatment facility at Honouliuli.
• Has a timetable been established?

Mayor's statement on results/action taken

The construction of the secondary treatment facility at Honouliuli will provide the capability to produce irrigation water for agricultural and other irrigation purposes, freeing valuable pure well water for potable uses. The construction contract was executed on December 29, 1994, and the contractor began work on March 1, 1995. The contract is currently ahead of schedule and under budget.

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ISSUE: Purchase of agricultural land in Central Oahu to develop tree crop using treated effluent irrigation water

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Agricultural land purchased to use treated effluent water in Central Oahu. If land has not been purchased, what is the status of plans?
• Tree crop development on land purchased in Central Oahu.

Mayor's statement on results/action taken

1. Acquire funding for Master Planning and Engineering.
2. Amend the City's Development Plan Public Facilities Map.
3. Develop an Environmental Impact Statement (EIS).

The Development Plan Public Facilities Map (DPPF) Amendment has been developed and submitted to the Planning Commission. It is being processed.

The EIS process is under way. Meetings with the landowners have taken place to inform them of the pending acquisition.

Funds can legally be budgeted for the acquisition of the land once the DPPF map process and EIS are complete. Land acquisition funds are included in the Administration's proposed budget that will be submitted to the City Council in March 1996.

The tree crop idea has been expanded to include the concept of a conservation aquatic park. The park will include recreation such as ball fields, biking/hiking paths and picnic areas. The City's plan is to develop the park by using the recycled water produced by the Wahiawa Wastewater Treatment Plant.

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ISSUE: Clean Streams Program to use in-house resources to clean streams

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• "Clean Streams" program instituted?
• Number of streams cleaned.
• Percent of individual streams cleaned.
• Amount of in-house resources designated to "Clean Streams" program?
• Adopt-a-stream program established?

Mayor's statement on results/action taken

There are 71 major streams and ditches within the City and County of Honolulu. During the past year, all of them were cleaned. In addition, 214 smaller ditches were inspected and cleaned as required.

The Administration has committed substantial resources to this challenge with primary responsibility placed on the Public Works Department's (DPW) Road Maintenance Division's (DRM) 8 districts.

Stream cleaning responsibilities of the Division of Road Maintenance (DRM) of DPW are distributed among their eight (8) districts - the Honolulu District and seven Rural Districts. Each baseyard is responsible for maintaining streams within its district. Generally, heavy equipment support is centralized and provided by Honolulu District. Heavy equipment include four cranes, one excavator, 13 dozers/loaders of various sizes and ten dump trucks. Each district supplements with at least three dump trucks and required manpower. In addition, DRM supports community based stream cleanup activities. During the past year, DRM participated in cleaning Pauoa Stream, Manoa Stream, Ala Wai Canal, Kalihi Stream, Nuuanu Stream and Kawainui Marsh Watershed.

On September 19, 1995, the Mayor announced his kick-off of Adopt-A-Stream Program. Thus far, 14 groups officially adopted streams and three more are in the process of applying. The major components of the Adopt-A-Stream program consist of litter pick-up, storm drain stenciling, and the dissemination of environmental education materials.

Mayor Harris, along with his cabinet, has personally led many of the stream clean-ups.

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ISSUE: Planting of 5,000 trees over the next two years

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Number of trees planted thus far?

Mayor's statement on results/action taken

BEAUTIFICATION PROJECTS: Tree Plantings

• Kaimuki Public Parking Lot (Shade trees)
• Keaau Beach Park (Coconut Palms)
• Kalihi Street at Monte (Shower tree)
• Mililani Town Center Neighborhood Park (Monkeypods)
• Kaukonahua Road, Waialua (92 Ironwoods)
• Niuiki Circle (Silver Buttonwoods)
• Kalakaua Avenue (36 Shower trees)
• Lewers, Royal Hawaiian, Seaside and Kaiulani (72 Fiddlewood trees)
• Kapahulu Avenue -- Ala Wai Golf Course entrance (Monkeypod)
• Neal Blaisdell Center Exhibition Hall (22 Coconut palms)
• S. Beretania & Pali Highway (Monkeypod in parking lot)
• S. Beretania mauka between Fort & Nuuanu (shower trees)
• Vineyard and Liliha (Monkeypods)
• River-Nimitz Housing Project (Coconut trees)
• Waipahu Depot Road (One mile of street trees)
• Hikimoe Street (One half-mile street trees)
• N. King Street (Rainbow Shower trees)
• Hotel Street (Fiddlewoods)
• Ewa Villages Golf Course
• Ewa Villages Subdivisions

• Old Post Office, King Street (grass)
• Pali Highway from Vineyard to Beretania (Monkeypods & flowering shrubs)
• Fort Street Mall (replanted flowering shrubs & added new plants)
• Crane Community Park (ground cover and flowering shrubs)
• Ewa Village - Renton Road (Street trees and mock orange hedge)
• Ewa Village Golf Course (Several hundred trees & flowering shrubs)
• Alapai & South King Triangle (Monkeypod and landscaped mounds)

• Ala Wai Canal - Makai side (Plumeria trees, flowering shrubs and grass)
• Kaimuki Triangle at Waialae (Monkeypod, flowering shrubs and grass) [with the Kaimuki Business and Professional Association]
• Maile Beach Park (100 coconut trees, coral & shade trees) [with community groups and The Outdoor Circle]
• Ehukai Beach Park (landscaped bike path, trees, flowering shrubs & grass) [with Sunset Beach Community Association and Outdoor Circle]
• Ulune Street (Monkeypod, flowering shrubs with grass) [with Aiea Neighborhood Board, Mortar Board UH students]
• Likelike Highway Triangle at Kalihi St. (Palms, flowering shrubs & grass)

ISSUE: Beautification of Waikiki

Campaign statement/promise

The Honolulu Advertiser (6/11/95)

Indicators of whether promise kept

• Historical promenade built along the Ala Wai Canal.
• Botanical garden developed along the Ala Wai Canal.

Mayor's statement on results/action taken

Ala Wai Botanical Promenade - Major landscape improvements have been completed along both sides of the Ala Wai Canal and more improvements including promenade lights along the Ala Wai Boulevard, additional landscaping and pedestrian amenities will be constructed in the 1st quarter of 1996.

To date 30 Coconut trees, 17 plumeria trees, over 700 bougainvillea plants and 150 golphemia plants, and five monkeypod trees have been planted along the banks of the Ala Wai Canal. An additional 40 coconut trees, 1,000 bougainvillea plants (and planters with colorful vines in planters will be planted along the McCully bridge) will be installed on the mauka and makai banks of the Ala Wai in the 1st quarter of 1996.

Additional improvements to the Ala Wai Canal include:

1. $1.2 million in street lights and promenade lights along the Ala Wai Boulevard have been designed. This contract has been awarded.
2. Design Plans for a bikeway from Ala Wai Boulevard to Date street along Kapahulu Avenue are completed. The contract has been awarded. Approximately $350,000 in ISTEA funds will be used for this project. Construction on the bikeway will begin in February and be completed in June 1996.
3. Historical Marker design for 22 historic areas throughout Waikiki is completed. Two markers are designated along the Ala Wai Canal.
4. The City's partnership with the State and Federal governments to clean up the Ala Wai Canal was forged when the 1995 Legislature adopted House Bill 1220, which provides for $6.7 million in Federal funds for Ala Wai dredging and beautification project $500,000 in State funds and $500,000 in City and County funds. The project is being coordinated between the City and County Department of Transportation and the Department of Land and Natural Resources. The City has received Federal Highway Administration approval to use ISTEA enhancement funds for the planning/environmental assessment.

The Ala Wai Community Wish List took place in February 1995. Over 120 individuals representing over 60 community organizations created the "wish list". The Honolulu and Hawaii Chapters of the American Institute of Architects, the American Planning Association, the American Society of Landscape Architects and the University of Hawaii's School of Architecture and Department of Urban Planning and Regional Planning then translated the community "wish list" into visions and design concepts for the Ala Wai Canal. Both are documented and a report was printed and distributed to all participating and interested parties.

OTHER WAIKIKI ACCOMPLISHMENTS

1. Successfully prohibited T-shirt vendors on Kalakaua and Kuhio Avenues, and restricted this activity to the side streets of Waikiki. As of this writing, there is no known sidewalk T-shirt sales activity in Waikiki.
2. Planted 160 fiddlewood trees along Seaside, Lewers, Royal Hawaiian and Kaiulani Avenues.
3. Planted plumerias, coconuts and over 1,000 flowering bougainvillea plants and bushes along both banks of the Ala Wai Canal as the beginning of the creation of a botanical promenade.
4. Provided the popular torchlighting ceremonies and halau performances free to the public each weekend on Kuhio Beach in partnership with the State Department of Business, Economic Development and Tourism.
5. Provided strolling musicians along Kalakaua Avenue on Aloha Fridays through the Mayor's Culture & Arts program.
6. Completed plans to install additional coconut trees, shade trees and flowering plants along Kuhio Beach from Duke Kahanamoku statue to Kapahulu Avenue. The landscaping will be installed in February/March 1996.
7. Obtained approval from the State Legislature to request $6.7 million in Federal funds to dredge and beautify the Ala Wai Canal. The State and the City and County will each provide $500,000 in matching funds toward this project.
8. Secured the old Canlis Restaurant site to base more police directly in Waikiki, increasing their presence, bringing detectives closer to their work, and easing police commute times.

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Economy

ISSUE: Make the Honolulu Zoo financially self-sufficient

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• Zoo financial statements.
• What specific steps have been taken to make the Zoo self-sufficient?
• What is the implementation time table?
• Have the points of profitability or self-sufficiency been met?

Mayor's statement on results/action taken

The Honolulu Zoo has the capacity to accommodate 4,000 to 5,000 visitors a day or 1.8 million a year. Annual attendance in fiscal year 1995 was about 750,000. The Zoo attracts mostly residents and only a small share of the Oahu visitor market. The Zoo is located on the edge of Waikiki, which has an annual visitor count of more than 5,000,000. The goal is to make the Honolulu Zoo a "must see" attraction for residents and visitors, increase attendance and raise more money for operations. FY 1995 revenues were $1,276,000.00, only a little over half of FY 1995 expenses of $2,500,000.00.

The advertising firm of Milici/Valenti contributed its expertise to develop a marketing plan, and a top promotions and marketing expert with a thorough understanding of the visitor industry was hired. It developed marketing strategies which include enrolling private sponsors, promotions and evening programs, and beautification and exhibit enhancement.

Steps taken:

Marketing Initiatives and Activities

1. Advertising Campaign - Develop a series of creative concepts to market the Zoo to the Visitor Market. a. Milici Valenti has volunteered to create a Zoo "logo" and several advertising concepts to advertise the Zoo.

   b. Several visitor companies are providing free space in their publications for these ads.

   _ Spotlight

   _ Best of Oahu

   _ Aston Hotels and Resorts

   _ Outrigger Hotels

   c. Produced a 30-second video describing the Zoo to be aired on the visitor cable network.

   d. Secured an in-flight spot of the Zoo on Hawaiian Airlines for passengers to view on their flight to Hawaii.

2. Visitor Industry Support - gathered the support of the visitor industry to assist in selling the Zoo through promotions, packages, sales materials and scheduling, such as:

   a. Waikiki Trolley stopping at the Zoo starting in April 1996.

   b. Tour wholesalers, such as ATI and Suntrips, including the Zoo in their tour programs.

   c. Waikiki hotels featuring the Zoo in their family programs, such as:

   _ Hilton Hawaiian Village

   _ Aston Hotels and Resorts

   _ Marc Resorts

   d. Several hotels offering support in the City's beautification program, such as Outrigger Hotels that provided the plant signage at the Zoo.

3. Sales Promotions - Creating and offering a number of different events at the Zoo each month so there is a reason and purpose to visit the Zoo every month. Promotions are being co-sponsored with the media to increase the visibility of the Zoo.

   _ October: "Boo in the Zoo" with KIKI and attracted 5,000 children for his new Halloween event in the City.

   _ November: "Birthday Party" with KQMQ.

   _ December: "Wild Lights" with Oceanic Cable, KCCN, KUMU, KRATER and many more partners.

4. National Corporate Marketing Arrangements - Entering into cooperative agreements to augment City marketing dollars with corporate resources:

   a. Borden Cheeses - Endangered species campaign.

   b. Kids Cuisine - Marketing support.

   c. Foodland - Underwriting the Children's Zoo.

   d. McDonalds - Summer special events.

   e. Meadow Gold - Promotional campaign.

5. Best Foot Forward Campaign - Community volunteers have also been active in assisting the City in improving the attractiveness of the Zoo.

   a. Honolulu Zoological Society that raises improvement funds for the Zoo.

   b. Honolulu Advertiser organized "Make a Difference Day" and attracted over 70 volunteers to paint the Children's Zoo, plant an aviary garden and to help pick up the litter at the Zoo.

   c. Planning other community volunteer days at the Zoo for February, June, July and August.

6. WildLites - opened on December 15, 1995 to both residents and visitors:

   a. WildLites to feature 11 animals made out of 17,227 holiday lights, such as Bull elephant, Lion cub, Male lion, Peacock, Flamingos, Toucan, Alligator, Hippopotamus, Giraffe.

   b. Nightly entertainment will be provided featuring local artists.

   c. Children's activities will include Confetti the Clown and Applecore.

   d. Opportunity to view the nocturnal habits of the animals.

   e. WildLites being underwritten by the Honolulu Zoological Society and with the assistance of many corporations and individuals, including: Ala Moana Shopping Center, United Airlines, Oceanic Cable, Aston Hotels and Resorts, Yum Yum Tree Restaurants, Karen Keawehawaii, Cha Thompson, and many more entertainers.

1. Developed objectives to market the Zoo including research of mainland zoo programs
2. Evaluate market competition, completed
3. Hired marketing coordinator to meet the marketing objectives 6/95
4. Partner with private sector to develop strategic marketing plan (donated services)
5. Implemented marketing concept development and production for various media formats 4/95
6. Zoo marketing strategy was announced on December 13, 1995
7. Signage improvements: Internal and external on-going
8. Partner with private sector to sell through alternate means (voucher system)
9. Admissions to the zoo to foreign and group travel business, ongoing
10. Improvement projects - design of special area landscaping, ongoing
11. Animal pen removal and design and re-construction of new facilities for animals, on-going
12. Design and construction of new flightless exhibition area, design completed, construction initiated
13. Plan, design and develop special purposes area for group events, planning and design completed, construction and landscaping completed summer of 1996
14. Night lighting for night events completed, improvements initiated in 12/95 for increased public attendance and extended hours

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ISSUE: Make the Royal Hawaiian Band financially self - sufficient

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• RHB financial statements.
• What specific steps have been taken to financially emancipate these ventures?
• What is the implementation time table?
• Have the points of profitability or self-sufficiency been met?

Mayor's statement on results/action taken

Steps taken:

1. Commenced development of draft business and marketing plans.
2. Evaluated ordinances prohibiting RHB from charging for performances, and the fee structure set by City Council.
3. Recommended special events, fundraising projects and sale of logo products, tapes and compact disks at the Honolulu City Store.
4. Initiated a survey of local music distribution outlets to determine interest in RHB products in conjunction with the Friends of the Royal Hawaiian Band.
5. Initiated ongoing dialogue with the Friends of the Royal Hawaiian Band on potential new products and promotional opportunities for the use of the band, and its proprietary music.

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ISSUE: Automate refuse collection

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• How many homes/businesses are on the automated system?
• What percentage of the total has been automated?

Mayor's statement on results/action taken

Steep topography and narrow streets would prohibit the provision of automated pickup in certain neighborhoods. Substantial savings to the City already have been realized through the automation program in labor, equipment and workers' compensation costs.

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ISSUE: Open a City Store at Aloha Marketplace

Campaign statement/promise

State of the City Address

Indicators of whether promise kept

• What is the projected revenue?
• How much revenue has been generated?
• What is the progress of the plan?

  Mayor's statement on results/action taken

  The Honolulu City Store will open on December 22, 1995 at the Ala Moana Shopping Center. A Request for Proposal (RFP) for the private sector to operate, manage and develop a City logo product line and retail City surplus products was issued on July 11, 1995. Proposals were submitted to the City Council in September 1995.

  A Selection Committee of experts was formed to evaluate the proposals submitted. Based on the Selection Committee's decision, an award was made to Resort Sports, Inc. in November 1995.

  Resort Sports, Inc. proposed a minimum guaranteed royalty fee of $80,000 or 13%, of gross sales, whichever is greater, to the City for the first year. The annual guarantee increases to $100,000 or 17% of gross sales by the 5th year of the 5-year license agreement. The license agreement provides additional royalty fees to the City for sales outside the City Store location.

  Revenues from the City Store will be used as a portion of the City's qualifying share for federal funds secured under the U.S. Justice Department's Community Outreach Policing Service (COPS) Program to hire additional police officers.

  The City administration successfully negotiated with Ala Moana Shopping Center for 3,500 square feet retail space at $1 per year for three years. The location is adjacent to the relocated and enlarged Satellite City Hall space. The City had made an earlier assessment of City-owned and commercial sites, and opted for the more advantageous Ala Moana Center location when it became available. Other locations are available to the Resort Sports, Inc. as it deems appropriate and affordable as additional sites.

  

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