'21AUG31 AM 7:54 CITY CLERKOFFICE OF THE MAYOR
CITY AND COUNTY OF HONOLULU
530 SOUTH KING STREET, ROOM 300 • HONOLULU, HAWAII 96813
PHONE: (808) 768-4141 • FAX: (808) 768-4242 • INTERNET: www.honolulu.aov

MICHAEL D. FORMBYMANAGING DIRECTORRICK BLANGIARDI
MAYOR

DANETTE MARUYAMADEPUTY MANAGING DIRECTOR
849890August 30, 2021
The Honorable Tommy Waters
Chair and Presiding Officer
and Members
Honolulu City Council
530 South King Street, Room 202
Honolulu, Hawaii 96813
Dear Chair Waters and Councilmembers:
SUBJECT:

Updated Initial Recovery Plan for the use of State and Local Fiscal
Recovery Funds of the American Rescue Plan Act of 2021.

Transmitted herewith is an update to the August 9, 2021 Initial Recovery Plan("Recovery Plan") for the use of State and Local Fiscal Recovery Funds ("FRF").
The changes are limited to Exhibit A, which provides an overview of anticipatedexpenditures in this first reporting year, and are as follows:
•
•
•
•
•
•

Additional $15M for expanded COVID-19 testing and related services
Additional $10M for small business / non-profit aid$600k for funding of Community Garden Coordinators
Deletion of $281k for Customized Relationship Management
Additional $200k for technological support of City telework policies$50k to support Wahiawa SCH relocation

Please be advised that the Recovery Plan will be submitted to the United States
Department of the Treasury ("Treasury") tomorrow, August 31, 2021, as required by Treasury
Interim final rule. The next report, the first quarterly Project and Expenditure report, is due
October 31, 2021.
If you should have any questions please feel free to contact me directly.

Sincerely,

Michael D. Formby
Managing Director

Attachment: Initial Recovery Plan (rev. August 30, 2021)

MAYOR'S MESSAGE 126

City and County of Honolulu
Coronavirus State and Local Fiscal Recovery Funds
2021 Initial Recovery Plan

I. Executive Summary
The devastating impact of the COVID-19 pandemic to the people of Hawaii, the UnitedStates, and the world is both undeniable and ongoing. Jobs have been lost, businesses haveclosed forever, savings have been drained, and dreams have been dashed. Countless more
have struggled with food shortages, mental and physical health challenges, social and politicalconflict, and all other varieties of hardship. People have lost their lives--over 400 on 0`ahu as ofearly August--carving a path of grief that runs deep in our families and communities.
The need for pandemic relief is obvious; as obvious as the need for relief after ahurricane or fire. Thankfully, the people of the United States, through their governments, aredirecting an unprecedented amount of resources to the cause of relief and recovery.
Fortunately, we already have deep community-resourced know-how guiding how we invest thisgenerational opportunity of funding to build a more resilient, just and prosperous 0`ahu.
Knowing that we are still in uncertain and treacherous times, the City and County of Honolulu(City) has developed a compassionate, adaptable, iterative and determined response based on
sound evidence and the desires of our island community. It must be acknowledged that theseresources need to be catalytic, laying the groundwork for doing things differently moving
forward. These are not forever or annual resources, but their usage can and will establish
capacities and support a different trajectory for our families, businesses, and government.
While a pandemic response can take countless forms with seemingly endless needs andpriorities, Honolulu is designing its effort around two painful but fundamental realities that
COVID-19 revealed in stark light--that long-standing structural inequalities in 0`ahu's economy
were exacerbated by the pandemic and that Hawaii was economically and civically unprepared
for this pandemic. This plan strives at every opportunity to address inequities in society anddirectly address them with relief, investment, leadership and empowerment. This includes
making sure everyone has the basics for living including food, shelter, healthcare, and criticalservices. This will require strengthening needed programs, investing in community partners, andestablishing and restoring vital government services that were lost in the pandemic in ways thatharmed some members of society much more than others. Accordingly, we will not put our
economy and government back to the way it looked pre-pandemic. Instead we will look at every
opportunity to invest in more resilient economic bases that create sufficient jobs, and inject
resources into the creation of a more modern, effective and efficient city workforce andgovernment.
The decline in economic well-being and soaring cost of housing during the pandemic
has resulted in Hawaii being ranked 49th in the nation' due to the percentage of children
residing in households that spend more than 30% of their income on housing. A full 61% of
Hawaii households with children reported losing employment income since the start of thepandemic--in comparison the national average was 49%. The downturn hit individuals acrossthe board: 25% of residents reported being behind on bills as a result and 13% sought out foodfrom a food drive or food bank. Hawaii shot from the lowest unemployment rate in the nation in' Annie E. Casey Foundation, "2021 Kids Count Data Book," http://www.aecf.org, The Annie E. Casey
Foundation, June 21, 2021, https://www.aecf.org/resources/2021-kids-count-data-book2

March 2020 to the highest rate in the nation just one month later in April 2020 at nearly 24%.
Small businesses experienced a similarly precarious decline, experiencing the third worst
decline of annual revenue in the nation among U.S. cities. However, by May of 2021 Honolulu's
unemployment rate had fallen to 8.1%, compared to a national rate of 5.8%, illustrating theinherent sensitivity of Honolulu's job market and local businesses to external forces.
Over $600 million in total American Rescue Plan Act (ARPA) of 2021 funds will
ultimately be deployed by the City to address the impacts of the COVID pandemic. These
include emergency assistance programs already underway such as $180+ million in rental
assistance funds, $4.6 million in housing vouchers and supplements, and $75 million in nine
proposed programs in the arts, culture, and entertainment industry and small business support.
In addition to these emergency response funds being deployed into the community, the City will
receive a total of $386,252,141 in ARPA State and Local Fiscal Recovery Funds (FRF), whichwere granted directly to local governments to recover their operations and economies in thewake of COVID-19. While the City administration was vested with the authority to receive andexpend the first tranche of funding, a decision was made to engage with the Honolulu City
Council, through this and subsequent Recovery Plans, to ensure that planning and expenditureof all monies is done collaboratively.
This initial ARPA Recovery Plan lays out a strategy to deploy these FRF for programs
and projects that not only address immediate needs in the community, but make investments inthe labor market, jobs, job training, employees and systems to ensure that Honolulu has a more
resilient economy in the future, addressing underlying economic stresses, so we are stronger inthe face of the next economic shock and downturn. Through 2020 community and government
vulnerabilities were laid bare, however, great lessons were gained and new systems were built
and strengthened--e.g., local food production and access, retraining, and new businessmarkets--which will be doubled-down on through FRF. This funding will also help enact thecommunity-built Oahu Resilience Strategy, finalized as a guiding policy document by the City
just months before the onset of the pandemic. It outlines 44 actions to help build a more
economically self-sufficient and safer island people as we continue to weather shocks from thepandemic and other stresses such as climate change.
Similar to the 2008 economic recession, employment in the hospitality and other sectors
is unlikely to fully rebound despite surging tourism numbers. With FRF the City will not only
provide immediate aid, but also support the creation of workforce training opportunities toaccelerate re-employment and transition workers to living wage jobs in local industries thatsurvived and even thrived during the pandemic. City systems that did not fully take advantage oftechnology buckled under the strain of pandemic pressures--and there is recognition that our
economic recovery will be hampered without modernizing city operations for efficiency withtechnology-centered platforms that deliver City services with speed and transparency. Agedsystems and aging infrastructure on our island were already disproportionately impacting ourunderserved communities and are at risk of failure from oncoming climate change impacts.
Investing FRF in household and business resilience actions and City green infrastructure andservices, such as stormwater management, energy efficiency, and local food production, in thecommunities most at risk offer an opportunity to not only address equity issues, but also support
those most impacted by the pandemic with retraining and employment opportunities.
In short, investing FRF now in strategic areas will help reduce income inequality, support
economic opportunity and mobility, and build a more climate resilient island community for the
long-term. This approach is not only shared by the Administration and the Honolulu City
Council, but builds off of numerous community-driven efforts that emerged during the COVID

3

pandemic. These community-based visions (detailed in Section IV. Community Engagement
below) directly inform this Recovery Plan and call for an intentional pivot to support quality of lifeof residents, a focus on the basics of housing and meaningful jobs for our people, advancing
areas of the economy that promote self-sufficiency and climate resilience and action, andimproving City systems and investing in critical infrastructure.
In addition to rooting this Recovery Plan in community-based calls for action, the City
seeks to ensure public input on the initial strategy as well as emerging needs over the life of the
FRF. Early engagement included drawing on the policy resolutions adopted by the Honolulu City
Council, various presentations made to and reports of City Council committees and public
hearings specifically dedicated to the potential allocations of the FRF. The City, through its City
Council, will continue to engage the public with on-going public hearings to discuss and provide
updates to specific projects and programs developed consistent with the allocations in this initial
Recovery Plan.
An active pandemic, along with the existential threats of climate change and social
disharmony, provides us the perfect opportunity to face these challenges now, using thisrecovery process to address core structural problems. For example, we have too many low
paying jobs that cause everyday families to spend all their time working, with little to no time forfamily and healthy living. We have been slow to invest in the civic capacity and social capitalnecessary for critical collective public and private efforts that improve the public welfare, and weare unacceptably vulnerable to interruptions that affect our food supply, energy resources, andother necessities for life. The fact that our collective response to the virus was among the bestin the nation and yet our economy was damaged among the worst of all states should tell us thetime to address our structural deficiencies is now.
The City and County of Honolulu's Coronavirus State and Local Fiscal Recovery Funds
Recovery Plan plan heeds the American Rescue Plan's call to action to "Build Back Better."
Accordingly, we will not put our economy and government back to the way it looked prepandemic. Instead we will look at every opportunity to invest in more resilient economic basesthat create sufficient jobs. At the same time we will deprioritize past priorities that left us at risk
and more vulnerable to shocks. We will be flexible, adaptable and proactive as we work toreshape and refine major social constructs including, but not limited to, our approach to housing,investments in children, support for the elderly, food systems, energy systems, transportation,
entrepreneurship, and educational programs. To support these efforts we will inject resources
into the creation of a more modern, effective and efficient city government.

II.

Use of Funds
The fundamental goals of the City's strategy to deploy FRF are to:
1. Provide community support and address economic impacts
2. Support equitable economic recovery
3. Modernize City operations
4. Invest in critical island infrastructure

The City will allocate FRF in ways that leverage ongoing economic revitalization
strategies initiated utilizing other ARPA and/or Coronavirus Aid, Relief, and Economic Security(CARES) Act of 2020 funds, and align with existing plans and stated community goals to4

maximize the value of these investments. The priorities outlined below are based on diverse
inputs that have brought community needs into focus, including: prior experience from CARES
funding; Mayor Blangiardi's 2021 State of the City and Roadmap to Recovery; community needs
and perspectives shared in relevant City Council hearings; initial Council ARPA initiatives ascommunicated in the FY21 budget process and ARPA Priorities memo; the 0`ahu Resilience
Strategy; and, community needs and recommendations identified through the 2020 SelectCommittee on Economic Assistance and Revitalization Stakeholder Advisory Group (EAR-SAG)
report.
Distinct projects, supporting these fundamental goals and the respective sub-categories,
will be identified on an on-going basis through consultation with the Honolulu City Council andthe public to ensure that the needs of the community, as highlighted in this strategy, are served
and funds are deployed through a disciplined and deliberative process in a manner compliant
with US Treasury guidance.
Moreover, in recognizing that the pandemic continues to present known and unknown
health and economic threats to our residents, this initial Recovery Plan, along with theallocations and programs and projects discussed herein, are designed to provide maximum
flexibility to ensure the needs of our communities can be met as quickly as possible while
maximizing the value of FRF investments.
The City's Goals and the respective subcategories are aligned and comply with thedefined Federal Expenditure Categories (EC) (and their respective subcategories), which are:
1. Public Health (EC 1)
2. Negative Economic Impacts (EC 2)
3. Services to Disproportionately Impacted Communities (EC 3)
4. Premium Pay (EC 4)2
5. Water, sewer, and broadband infrastructure (EC 5)
6. Revenue Replacement (EC 6)3
7. Administrative (EC 7)
This Recovery Plan presents the use of funds via the City's four Goals and the specificFederal EC for each project and/or program will be identified within the Goals' sub-category line
items, as shown in Exhibit A. The following allocations express the City's intentions for the useof FRF across our Goals.
When considering individual projects and programs for the use of funds, in support of theCity's goals, projects will go through initial program development. The implementing department
will ensure the proposed program or project aligns effectively with other projects and programs,
has quantifiable outcomes and objectives that can be articulated and measured, as required bythe "Compliance and Reporting Guidance for State and Local Fiscal Recovery Funds" from the
U.S. Department of the Treasury. Projects will be evaluated for their ability to comply with otherrequirements, including but not limited to:

2

The City does not intend to provide premium pay at this time.

3 The City has determined an eligible revenue replacement of $255,071,402 through 12/31/20. The total

revenue replacement is possible to surpass the total ARP amount provided to the City and County, but theCity has yet to make complete determinations that all eligible expenditures for (EC 6) will be categorized
as such.

5

•
•
•
•
•

Encumbrance and expenditure deadlines
Eligibility requirements for expenditure of funds under the applicable expenditurecategories defined by the U.S. Department of Treasury
Administrative requirements (documentation, data, monitoring, and reporting)
The Hawaii Procurement Code, unless one of the four exceptions stated in the
Compliance and Reporting Guidance applies
Compliance with other applicable federal requirements, state law, and city ordinances

Projects that meet the above requirements will be further evaluated for priority of funding using
selection criteria developed jointly by the Administration and the City Council.
Exhibit A provides a listing of individual projects and programs, categorized by the four
Fundamental Goals of the City, that have been preliminarily evaluated for compliance and areessential to supporting other projects and programs currently under development andevaluation, as described in Exhibit B.
1. Provide community support and address economic impacts ($110,000,000)
Supporting communities and addressing the acute and continuing systemic economic
impacts of the pandemic will be achieved through: providing services for at-risk individuals andthe homeless, ensuring adequate funding for public health services directly related to COVID19, providing direct and in-direct financial support to business and nonprofits, funding for keiki
and kupuna wellness programs and funding general community assistance and support hubs
within individual communities.
Distinct programs will include: assistance to households, businesses, and populations
facing negative economic impacts due to COVID-19, including food assistance; rent, mortgage,
and/or utility assistance; counseling and legal aid to prevent eviction or homelessness; cash
assistance; emergency assistance for burials, home repairs, weatherization, or other needs;internet access or digital literacy assistance; job training to address negative economic or publichealth impacts experienced due to a worker's occupation or level of training; supporting small
businesses by helping them address financial challenges caused by the pandemic; andinvesting in COVID-19 prevention and mitigation tactics.
a. Services for the at-risk and homeless(EC 1)

Projects which provide housing to homeless individuals as well as wrap-aroundmental health and substance abuse services. Projects that address theexacerbation of public health, economic and educational disparities by providing
services and outreach to underserved communities.
b. Public health and COVID-19 response(EC 1)

Programs which provide direct services in response to COVID-19 or address
health needs for vulnerable communities.
c. Aid to businesses and nonprofits(EC 1)

Projects that provide direct support to small businesses and nonprofits toaddress relief and recovery from the pandemic, as well as support efforts tocreate a more shock resilient economy.

6

d. Aid to Households(EC 2)

Programs that provide direct support to households hardest hit by the pandemic,
including food assistance, economic recovery and wellness programs, and rent
and utility relief.
e. Community assistance and support hubs

(EC 2)

Programs and people to support access and referral to recovery resources andassistance based in communities disproportionately impacted by the pandemic.
2. Support equitable economic recovery($156,252,141)

The economic impacts of COVID-19 have been most acute in lower-income
neighborhoods, including concentrated areas of high unemployment, limited economic
opportunity, and housing insecurity. For those who were employed, a disproportionate impact
fell on those working in the hospitality sector, where a combination of over-reliance on the
sector and lower pay resulted in disparate economic harm. The high cost of housing andnecessities have exacerbated these negative impacts. An economy over-reliant on a single
sector was identified long ago with devastating impacts during the pandemic. COVID-19 canand should serve as a turning point for our island economy. With these American Rescue Plan
funds, we have an opportunity to address the shaky infrastructure upon which previous growth
was based.
Alleviating the immediate economic impacts of the COVID-19 pandemic on housing andfood insecurity, while addressing conditions that contribute to poor public health and economic
outcomes during the pandemic, services to address homelessness, increasing the supply ofaffordable and high-quality living units, and additional housing vouchers to help residents
increase their economic opportunity are eligible and necessary expenditures of FRF monies.
Most importantly, targeting these efforts to help individuals from disproportionately
impacted communities overcome long-standing equity issues by finding alternative opportunities
in an increasingly diversified economy will lead to more equitable outcomes.
Honolulu's high-cost of living and the systemic economic shocks of the global pandemic
have also worsened the threat of food insecurity to individuals and households not previously
exposed to such risk. Further, disruptions in global supply chains underscore the need tosupport and expand the availability of locally-grown and produced food. Increasing theavailability of locally-generated sustenance, produced by a local workforce, will inherently
improve economic equity by providing increased market opportunities for consumers, as well as,increased employment opportunities in the labor sector.
Providing equitable recovery and economic diversification support is organized into thefollowing strategies:
a. Agriculture and food sustainability(EC 2)

Programs that strengthen our agriculture sector and local food sustainability byoffering farmers agriculture business education, technical assistance and foodsafety training; by increasing the opportunity for small farm processing,7

distribution, and value-add through cooperatives; by supporting incentives for thepurchase of locally grown products; and by direct-to-consumer markets for locally
produced food.
b. Workforce development and retraining(EC 2)

Programs that train workers in order to increase their opportunities to re-enter the
local workforce while also supporting the development of key sectors including
clean energy, green building and resilience, healthcare, technology anddependent care.
c. Affordable housing(EC 3)

Programs that increase the amount of affordable housing for all and housing forhomeless people, both by direct investments to increase the amount of available
housing, and by providing incentives and support for the development ofinnovative housing solutions such as transitional housing with on-site wrap
around services, Accessory Dwelling Units, mini homes, micro-units andcommunal housing.
d. Family, children, and elder supports(EC 3)

Programs that provide enrichment programs for the elderly and those inunderserved communities that focus on STEM, digital literacy and technology.
Programs that help pay for child care and summer programs for working families
who are ineligible for state subsidies.
3.

Modernize City operations($70,000,000.00)

Staffing shortfalls (including the 26% of City and County of Honolulu positions that areeither vacant or eligible for near-term retirement) undermine the City's ability to deliver coreservices effectively and add to the number of unemployed individuals in the City. The City also
experienced major revenue loss during the pandemic due to the economic downturn. The lossof the Transient Accommodations Tax, two-thirds fewer public transit riders, the closure of City
revenue-generating venues, a reduction in demand for fee-generating services, and the loss ofother operational revenues all negatively impacted Honolulu's economy.
Restoring department operating budgets, accelerating and expediting hiring, andinvesting in new technologies and administrative capacity will minimize the impacts of COVID19 on City services while maximizing the City's ability to deploy FRF funding effectively and
expeditiously into our communities. Additionally, the City faces a backlog of major Capital
Improvement Program ("CIP") projects which were deferred in the early days of the pandemic
while procurement resources concentrated on the deployment of CARES monies. CIP projects
stimulate the local economy, employ hundreds of private sector employees, and enhance ourisland's resilience to climate change and the next economic shock. While CIP should be
deployed concurrently with FRF programs and projects, the reality learned in 2020 is that theystrain existing City procurement resources. Funds allocated by this Plan will allow theAdministration to establish new positions, prioritize aggressive recruiting and hiring of key
personnel, and improve City operations and CIP program capacity.

8

a. Operating budget and personnel(EC 2, 6)

Funding for staffing to restore services that were reduced due to COVID-19
related funding limitations. Increase funding for: public health and safety,
resilient infrastructure and actions on energy and climate change; planning andpermitting efficiency and enforcement, and the collection of research and data to
successfully pursue and implement competitive grants and partnerships.
b. Stormwater management program(EC 5, 6)

Programs to protect our island and people from the impacts of climate change
including increasing stream and storm drain maintenance to prevent flooding,comply with federal and state requirements, and advance comprehensive
stormwater management and green infrastructure planning and operations.
c. City systems improvements(EC 6, 7)

Funding for systems that create a more shock resilient economy and City
government including upgrades to hardware, software improvements tomodernize city operations and address cyber security needs, and changes toCity processes to address systemic inequities and increase efficiency.
d. Miscellaneous City programs(EC 6)

Fiscal support to enhance the City's impact towards a more equitable andresilient economy and for sustained and consistent operations, service, andgrowth of the City's multi-modal public transportation systems, including sharedmobility options adversely impacted by the COVID-19 pandemic.
e. Other Operations — not Salary or Systems(EC 6)

Restore or increase funding to improve operations and address deferred
maintenance at City facilities; focus areas include improvements for public safety,
as well as to revenue enhancing venues such as the Zoo, auditoriums, golfcourses and parks.
4. Invest in critical island infrastructure($50,000,000.00)

Funding to strengthen City infrastructure, including water capital projects (stormwater,
drinking water and wastewater), broadband access, roads, bridges and climate
solutions.
(EC 5, 6)a. Water
One Water: addressing essential and difficult changes across the drainage,
drinking, and wastewater systems including catalyzing conversions on cesspools
island-wide toward state law to convert all cesspools by 2050.
(EC 5, 6)
b. Broadband
Increase wifi and connectivity access in public areas and within the community
backbone of the rail guideway.

9III. Promoting Equitable OutcomesThough our entire island community has been impacted by COVID-19, our frontline
communities, typically defined as communities disproportionately exposed and vulnerable tohealth threats, climate-based and economic disruptions and dislocation, and with fewer
resources, capacity, safety nets, or political agency to respond to and withstand those risks,
have been disparately impacted. Those living in our frontline communities have been more likely
to get sick, lose jobs, go bankrupt, experience violence and/or mental illnesses, go hungry,
become homeless, forego necessary healthcare, and lack the resources to deal with shortagesof goods, rising costs, and the ill-effects of shuttered government services. In essence, frontline
communities are more likely to experience adverse health effects and economic decline
associated with COVID-19.
Even prior to the COVID-19 pandemic, Aloha United Way's (AUW) ALICE' reports
documented that 42% of Hawaii households were Asset Limited, Income Constrained,
Employed (ALICE). That includes 9% of households below the federal poverty line and another
33% above but still struggling to make ends meet. According to AUW, by June 2020 that
number had jumped to 59% of Hawaii households being ALICE, or another estimated 78,000
households to the already 190,390 households that were already considered vulnerable.
These ALICE communities and other frontline communities often include low-income
communities; immigrant and refugee communities including those with undocumented
immigrants; Native Hawaiians; Pacific Islander communities; Compact of Free Association(more commonly referred to as "COFA") communities; communities of color; people withdisabilities; people experiencing houselessness or housing insecurity; the LGBTQ+ community;
as well as women, keiki, kupuna; and, anyone at the intersection of these identities. These
communities often additionally contend with racism, intergenerational trauma, and poverty,
among other factors linked to their lived experiences that contribute to disparities andinequitable outcomes across income, education, and health.
Efforts to rectify and redress systemic and historical racism, disparity, and disinvestment
in frontline communities are essential with demonstrated recognition at the local and national
levels. This includes Resolutions 20-206, Proclaiming the Honolulu City Council's Commitment
to Equity and Social Justice and to the Realization of Equitable Outcomes for Frontline
Communities Through COVID-19 Pandemic Economic Recovery Programs, and 21-50,
Requesting the City Administration to Support a Feminist-Based City COVID-19 Economic
Recovery Plan. At the federal level, President Biden issued Executive Order 13985, Advancing
Racial Equity and Support for Underserved Communities through the Federal Government,
which directs the Domestic Policy Council to identify communities the Federal Government has
underserved and develop policies designed to advance equity for those communities in
consultation with those communities; and directs the Director of the Office of Management andBudget to identify methods to assess equity across federal agencies and promote equitablebudget allocation to address historic failures of sufficient, just investments in underserved
communities. Additionally, Executive Order 13995, Ensuring an Equitable Pandemic Response
and Recovery, directs a government-wide effort to address health equity and take swift action to

4 Aloha United Way, "ALICE: A Study in Financial Hardship in Hawaii," https://www.auw.org, Aloha
United Way, 2020, August 8, 2021, https://www.auw.org/alice-study-financial-hardship-hawaii

10prevent and remedy differences in COVID-19 care and outcomes within communities of colorand others underserved.
Subsequent annual reporting, following expenditures and program development, willconsider and measure equity at the various stages of programs, including
a. Goals: Are there particular historically underserved, marginalized, or adversely
affected groups that you intend to serve?
b. Awareness: How equal and practical is the ability for residents or businesses tobecome aware of the services funded by the FRF?
c. Access and Distribution: Are there differences in levels of access to benefits andservices across groups? Are there administrative requirements that result in
disparities in ability to complete applications or meet eligibility criteria?
d. Outcomes: Are intended outcomes focused on closing gaps, reaching universal
levels of service, or disaggregating progress by race, ethnicity, and other equity
dimensions where relevant for the policy objective?
Additional details and considerations are provided in Section IX. Performance Report. To
ensure overall equity through FRF specific services or programs developed and offered willconsider negative economic impacts (EC 2) and services to disproportionately impacted
communities (EC3).
Promoting equitable outcomes requires investing in programs with a strong evidence
base. Where information and/or data is lacking, we will build structures with the resources andprocesses necessary to guide equitable FRF expenditures, including data disaggregation in linewith Resolution 21-100, CD1. Key principles to advance equity in initiatives are:•••Design for 'hardest to reach' and most in need;
Design programs to ensure everyone will benefit — think about awareness, accessibility;
Building short cycles of feedback to inform qualitative discussions.

In consideration of and targeted disbursement of FRF, the City will employ principles andother socio-demographic and geographic-based data including City and County of Honolulu
Federal Housing and Urban Development (HUD) 2021 Qualified Census Tracts (QCT = 50
percent of households with incomes below 60 percent of the Area Median Gross Income (AMGI)or have a poverty rate of 25 percent or more).
Meeting these goals will require an "all of government" approach to ensuring
investments from FRF are directed toward an equitable recovery, as well as key expenditures in
City equity-focused staff, data, and reporting.
The City acknowledges that equity is tantamount with responsible governance andsuccessful solutions prioritize the most marginalized among us.

11IV. Community Engagement
At the onset of the COVID-19 pandemic, community coalitions and government
immediately fostered conversations and opportunities to listen island-wide regarding theimmediate needs of our communities confronting the pandemic-related health and economiccrisis. This organizing informed CARES programs, the creation of a new City office (Office of
Economic Revitalization--OER), and the building--and straining--of networks, relationships, andpartnerships, all in support of addressing the most immediate needs, much of which remains
today 18 months after the onset of the pandemic. Community organizing also surfaced andpointed towards a different vision for our communities and the proposition for more securehouseholds, communities, economy, and City operations.
This Recovery Plan builds from those inputs and processes across government andcommunities, such as:•

Governmento Mayor's 2021 State of the City and Roadmap to Recovery
o 2020 City Council Select Committee on Economic Assistance and Revitalization
Stakeholder Advisory Group (EAR-SAG) report and 2021 City Council hearingso CARES process assessments and conclusiono Community KOkakuka listening series from the Office of Climate Change,
Sustainability and Resiliency
o City 0`ahu Resilience Strategy and Climate Action Plano One 0`ahu community call center and OER business and constituent community
educator outreach and Pacific Islander liaison•

Communityo 'Aina Aloha Economic Futures
o Hawaii Green Growtho Hawaii Community Foundationo CARES process assessments and conclusiono Uplift Hawaiio Blue Planet Foundation Wayfinders

In particular, the community members serving on the EAR-SAG strongly supported
continuation and improvement of community economic support programs developed withCARES funding, and additionally identified six key areas to focus any additional COVID-related
federal assistance, specifically developing recommendations, which include:
1. Reform internal City systems to be results-oriented rather than process-focused toensure timely service and support to the community in order to effectively and
expeditiously deploy funds
2. Increase 0`ahu's affordable housing rental inventory
3. Re-imagine the travel and hospitality industry as more diverse in its visitor portfolio,
less reliant on mass market tourism, and more respectful of local residents and culture
4. Implement the Oahu Resilience Strategy (adopted in 2019) to the extent possible
5. Increase and upgrade broadband capacity on 0`ahu

126. Partner with the University of Hawaii and other academic institutions to enhance theCity's economic and policy development capacity
Recommendations have informed the intentions of this initial Recovery Plan reporting and/or
other concurrent community-government initiatives.
The dynamic and evolving nature of this pandemic requires this plan to be a living
document over the four-year expenditure cycle established by the US Treasury. While theneeds are great and diverse, they will evolve, as will the City's response and investment offunds over the course of the FRF expenditure period (through 2024). This initial Recovery Plan
Report cannot fully define all necessary and possible expenditures as community conditions
remain fluid and relief, or rescue, remains the most pressing community need. A recovery, or
rebuild better, mindset is a necessary next step and some initial expenditures will lay thegroundwork for further transformation, which our COVID impacts demand. The 2022 Recovery
Plan Performance Report will further define project and program expenditures to ensure
obligation of FRF consistent with community priorities and needs, the ARPA schedule, US
Treasury guidelines, and lessons learned from initial expenditures.
The City, in collaboration with the City Council, will continue to engage the public with
on-going public hearings, briefings, and meetings to discuss and provide updates to specificprojects and programs developed consistent with the allocations in this initial Recovery Plan.
The City will maintain an online programs and expenditure dashboard along with quarterly
expenditure reporting. Additionally, OER, and other City departments and agencies, including
the Departments of Community Services and Land Management, and the Offices of Climate
Change, Sustainability and Resiliency and Housing and Homelessness will continue ongoingbest practices through existing programs and networks to conduct both outreach and inreach,bringing critical questions and community insights back to the Administration and Council
processes for Recovery Plan finalization and evaluation.

V. Labor Practices
The City utilizes strong labor practices in infrastructure projects, including wage and hourrequirements, local hiring requirements, and Community Workforce Agreements. These
practices ensure effective and efficient completion of infrastructure projects, while providing
employment for workers that will support the City's economic recovery.
Wage and hour requirements
City construction contracts require contractors for public works projects to observe andcomply with the provisions of Hawaii state law, relating to wages and hours of employees on
public works projects. Contractors are required to pay all employees on any contract with theCity the minimum basic wage rate in conformance with applicable Federal and State laws.
Local hiring requirements
Pursuant to state law, contractors on city construction contracts are required to ensurethat Hawaii residents comprise not less than 80 percent of the workforce employed to perform
work on the project.

13

Community workforce agreements
The City utilizes a Community Workforce Agreement (CWA), which is a form of ProjectLabor Agreement, for certain covered public works projects. Covered projects have contracts inexcess of $2,000,000 for new buildings, facilities, or infrastructure projects that do not involve
routine operation or maintenance. Covered projects may also include public works projects
where a delay in completing the project may lead to the interruption or delay of services or use
of facilities that are important to the essential operations or infrastructure of the City. The CWA
ensures that projects proceed expeditiously, with high quality construction performance andstrong labor standards.
Contractors on certain covered public works projects execute an agreement to be boundby the CWA as a precondition for working on the project. The CWA includes the following
requirements:
•
•
•
•
•
•
•

VI.

Employees are hired through job referrals from unions.
Work stoppages and disruptions are not allowed.
Grievance resolution procedures are used for disputes.
Safe working conditions and drug and alcohol prevention programs are required.
Minimum standards are specified for apprentice training.
Union master agreement specifies wages, hours, and other terms and conditions of
employment.
Discrimination pursuant to federal or state law or regulations is prohibited.

Use of Evidence
Although the City and County of Honolulu will collect and rely upon evidence-based data to
support program administration, no projects utilizing evidence-based interventions, as
described in U.S. Treasury guidance, are being proposed at this time.

VII.

Table of Expense by Expenditure Category
No monies from the State and Local Fiscal Relief Funds have been expended.

Project Inventory

VIII.

No projects have yet been funded by the State and Local Fiscal Relief Funds directly
awarded to the City and County of Honolulu.

IX.

Performance Report

The Recovery Plan shall comprise a number of projects designed to address the needs ofresidents and businesses through various grants, system upgrades, and assistance programs.
Currently, these projects fall under four major categories and several sub categories, each with
substantially similar goals and outcome measures:

14

•

•

•

•

Provide Community Support and Address Economic Impacts
o Services for At-Risk and Homelesso Public Health/COVID
o Aid to Businesses/Nonprofitso Food Security and Kupuna Wellnesso Community Assistance and Support Hubs
Support Equitable Economic Recovery
o Agriculture and Food Sustainabilityo Workforce Development and Retrainingo Affordable Housingo Family, Children, and Elder Supports
Modernize City Operationso Operating budget
o Stormwater Management Programso City Systems Improvementso Miscellaneous City programso Operations — Not Salary or Systems
Invest In Critical Island Infrastructureo One Watero Broadband

Once approved, each project will be assigned to an Implementing Department or Agency.
The Implementing Department or Agency shall assign a Program Manager, who will be
responsible for developing key performance indicators regarding the project, indicators basedon industry best practices. When applicable, these performance indicators should consider:
•
•
•
•
•
•
•
•
•
•

•
•

Accepted Practice and History of Use - The degree to which use of an indicator isconsistent with current and previous practices.
Applicability in Different Settings - The degree to which an indicator is relevant in diverse
settings.
Availability of Data - The degree to which data are accessible for use as part of thestudy.
Burden of Data Collection — The degree to which data collection imposes burden on
participants.
Clarity of Focus and Meaning - The degree to which a single indicator is unambiguous
and reflects or represents the evaluation accurately.
Cultural Appropriateness and Relevance - The degree to which an indicator is culturally
appropriate in terms of content or focus and related data collection activities.
Data Quality - The degree to which information collected will be complete, reliable, andvalid.
Investment of Resources - The amount of resources (e.g., funds, personnel, time)needed for data collection, analysis, and use of data or findings.
Non-directional Language - The indicator is written as neutral, not defined as positive or
negative in advance of data collection.
Opportunity to Detect Unexpected or Unintended Findings - The degree to which anindicator (or set of indicators) allows for documentation of unexpected or unintended
aspects of the program.
Relevance to Evaluation Questions - The degree to which an indicator helps to address
predefined evaluation questions.
Strength of Evidence or Substantive Merit - The scope and quality of information
supporting the indicator as an appropriate descriptor or measure of the evaluation.

15

•

Value within a Set of Indicators - The degree to which a single indicator adds meaning toa set of indicators.

Program Managers must also compile the data for specific output and outcome goals andmeasures for each project. These should be developed using logic models, depicting theintended links between program investments and outcomes, specifically the relationships
among resources, activities, outputs, outcomes, and the impact of the program(s).
This information will be routed through GrantCare, our in-development enterprise grantmanagement system. This system will help ensure a balance between making timely, mission
focused decisions and mitigating waste, fraud, and abuse, all the while ensuring compliancewith US Treasury guidelines, transparency, and fiscal accountability.
This software will be used to help ensure compliance and performance for both internal andexternal grant recipients, streamline the reporting process for display on both internal and public
dashboards, ensure transparency, and enhance managing ability to deploy funds.

16

For example:
Services for At-Risk and Homeless
Outcome Goal: The 2020 Point in Time Count for unsheltered homeless on Oahu was 2,336. The City and County of
Honolulu will treat, shelter and house 20% of that population each year to 2025, 467 individuals per year. Our goal will
be achieved by investment in outreach services along with increased capacity for treatment, shelters, transitional housing
and housing.
Output Goal: Over the course of 4 years, provide $122,380,000 in funding to create new outreach services; to expand
and retrofit stabilization facilities; and to build additional transitional housing facilities that leverage our island heritage
and are equal and available to all.

• Undetermined

40% of reported KPI's projected tomeet or exceed annual target• Projected to be higher

M Projected to meet or exceed0

RatingKPI

FY 20
Baseline•

House 20% of the annual
unsheltered PITC individuals

2,336

•

Retention rate of households
placed in housing at 12 months

4%•

Continue to support HONU
initiative around the island of
Oahu, placing individuals into ES,
Treatment, PH, etc.

434•

Referrals to CORE program

0

•

•

•

Percentage of persons in ES, SH,
TH, PH-RRH and other PH
projects who exited to permanent
housing successfully
Create or expand stabilization
facilities creating a transition for
persons suffering from mental
illness or substance abuse, with atleast 1 location or expansion in
the District 5 area.
Create or expand private/public
partnership opportunities to build
communities/villages to address
the needs of those experiencing
homelessness

FY 21
ActualOutput Goals/ Measures
FY23
FY23
FY 22
ActualTargetTarget

633 to
date

53%

N/A

0 New
Bed
Space

50 New
Bed
Spaces001*Data currently unavailable due to finalization of figures.

17

X.

Required Performance Indicators and Programmatic Data

The Program Manager shall also include a number of mandatory performance indicatorsand programmatic data, disaggregated by race, ethnicity, gender, and income, if possible, thatwill be used by the US Treasury to conduct oversight, understand and aggregate program
outcomes. These mandatory performance indicators shall include:• For Household Assistance and Housing Support Programso Number of people or household receiving eviction prevention services
o Number of affordable housing units preserved or developed• For Negative Economic Impact Programso Number of workers enrolled in sectoral job training programso Number of workers completing sectoral job training programso Number of participants in summer youth employment programs• For Education Assistance Programso Number of students participating in evidence based tutoring programs• For Healthy Childhood Environment Programso Number of children served by childcare and early learningo Number of families served by home visit

Program Report Checklist SAMPLE
Program Name:

1=1 Output Goal
1=1 Key Performance Indicators
1:] Output Measureso Outcome Measures❑ Logic Model (Optional)❑ Recipient Program Evaluation (Optional)❑ Outcome measures aligned with program evaluation
Select One.
❑ Household Assistance and Housing Support Program❑Number of people or household receiving eviction prevention services
o Number of affordable housing units preserved or developed❑ Negative Economic Impact Program❑Number of workers enrolled in sectoral job training programso Number of workers completing sectoral job training programso Number of people participating in summer youth employment programs❑ Education Assistance Program
El Number of students participating in evidence based tutoring programs❑ Healthy Childhood Environment Program
o Number of children served by childcare and early learningo Number of families served by home visiting
Ei Other18

Resources
Treasury:
•
•
•
•
•

Interim Final Rule
Fact Sheet
FAQs (updated 6/24/21, 7/19,21)
Quick Reference Guide
Compliance and Reporting Guidanceo Memorandum M-21-20 - Promoting Public Trust in the Federal Government
through Effective Implementation of the American Rescue Plan Act and
Stewardship of the Taxpayer Resources

Council Communications
•
•

•
•
•
•
•

3/11/21 — ARPA signed into law.
4/14/21 - Status Update Request Letter — CM Cordero for Resolution 20-206 CITY
SOCIAL JUSTICE AND EQUITY COMMISSION
o Response - 7/9/21
4/23/21 - BUDGET COMMUNICATION NO. #14 - COUNCIL ARPA PRIORITIES
5/19/21 - Federal Fund Presentation to Honolulu City Council Budget Committee - Jill
Tokuda, Special Advisor to the Hawaii Data Collaborative
6/9/21 - Budget Communication No. 17—ARPA Treasury Guidance to Determine
Revenue Replacement, Revised Response
6/2/21 - Resolution 21-88 - to request monthly line item reports of the City's CARES and
ARPA expenditures and encumbrances.
6/22/21 — MD to Chair letter: CARES Dashboard PublishedCouncil Chair Allocation Resolution Draft — Distributed 5/25/21••

ARPA Allocation Reso Deck - DRAFT
ARPA Allocation Resolution - DRAFT
o Exhibit A & D — Allocation Overview
o Exhibit B - Allocations Tableo Exhibit C — Action Plan

CARES
CARES Act EAR Committee Proposal — May 13, 2020
Comparative Municipalities
Notes on Comparative Municipality Allocations

19

Acknowledgements
We wish to acknowledge the following departments and individuals for their contribution in thedevelopment of this document:

Office of the Mayor
Rick Blangiardi, Mayor
Samuel Moku, Chief of Staff
Office of the Managing Director
Michael D. Formby, Managing Director
Danette Maruyama, Deputy Managing Director
Andrew Malahoff, Executive Assistant
Chamara Silva, Special AssistantKevan Wong, Special Assistant
Office of Economic Revitalization
Amy Asselbaye, Executive Director
Office of Climate Change, Sustainability and Resiliency
Matthew Gonser, Executive Director
Nicola Hedge, Deputy Director
Department of Budget and Fiscal Services
Andy Kawano, Director
Carrie Castle, Deputy Director
Connie Kaneshiro, Chief Fiscal / CI P Analyst
Department of Corporation Counsel
Jessica Wong, Deputy Corporation Counsel

20

EXHIBIT AFRF Category

Proposed Proiect

1. Provide Community Support and Address Economic Impacts
Services for At-Risk and Homeless
3 years of funding support for Council-recommended emergency
response diversion programs to respond to severely mentally ill
persons• Providing interpreting services in various languages• Culturally and linguistically-tailored COVID-19 education andawareness efforts• Assisting individuals and their families in accessing state quarantine
and isolation facilities, training, testing and contact tracing• Provides social service support in housing, health, food, supplies,
and other needs• Provides PSA's in different languages about preventions, COVIDrelated services• Provides interpreting, phone application and benefit assistanceprograms: unemployment, household hardship relief and other related
services

3

3

1

C.O.R.E. (Crisis Outreach Response & Engagement) Project: Start-up
costs, Lease costs, Personnel costs, Current Vehicle prep, Vehicleacquisition
Funds for mini-grant program to at least 20 community-basedorganizations representing frontline communities working in key areas(food, health, environment, housing, job security, green growth,culture, keiki and kupuna care, feminist recovery, 'aina-aloha
economic recovery) to provide periodic review and input into
Administrative recovery planning, relevant City Council recovery
planning hearings, gathering and sharing data regarding community
resilience and recovery.
Domestic Violence Prevention and Support, including increasing
shelter ca.acit

Taraet Fundina
AmountCateaory Subtotal
Category Allocationof Target amounts

CatetiorY
Allocation lessGrouped Subtotal$64,850,000$110,000,000$45,150,000$26,011,000$156,252,141$130,241,141$3,000,000$500,000$3,000,000$300,000$400,000

Public Health/COVID
1
1

Vaccine Incentive Program - Providing incentives for vaccines @ upto $100/completed vaccination cycle
Continuation and expansion of COVID testing, including acquisition of
antigen/PCR test kits and staffing requirement for additional testing
locations and isolation facilities$10,000,000$25,000,000

Aid to businesses/ nonprofits

2

Small business / non-profit aid: grants, technical assistance andresources for small businesses in need of support by subject matter
experts with various business needs to pivot during the pandemic
such as help with finances, legal support, online presence andmarketing. One-stop resource center for small businesses to build
capacity to support sustainable agriculture and locally made products$20,000,000

2

Fiscal Support for HNL Recovery Accelerator to assist and strengthen
local entre•reneurs$2,000,000

Kupuna Education and Outreach: Engagement to educate thecommunity on available services, programs and resources supportingk • una and their care. fivers.

$300,000

Aid to households
2
Community Assistance and Support Hubs
Aloha United Way 211: Fiscal support for AUW 211 referral system
for addressing resourcing needs to meet increased demand for socialand human services
2. Support an Equitable Recovery and Economic Development
Agriculture and Food Sustainability
nitial program: Three-year local agriculture grants program to beestablished at OER to support local farmers and food producers
2
recovering from the COVID-19 pandemic and food hubs to connect
small farms and food manufacturers to markets.
Workforce Development and Retraining
2$350,000$11,000,000

Oahu Back to Work: Provide COVID-impacted workers theopportunity to participate in short-term certification training programs
through the University of Hawaii's Community Colleges free ofcharge. Training may include classes, industry certification exams,
and/or on the job experiences (e.g., paid internships).

$2,000,000

Multi-sector collaboration to promote economic recovery via workforce
development, job-creation, placement and retnetion opportunities$6,000,000

Affordable Housing
3

3
Family, Children and Elderly Supports

Property Assessment Programs: Programs to assess properties forsuitability for acquisition, development and use for affordable housing
and / or temporary shelters
Landlord Engagement Program: link between landlords with vacant
units and households experiencing homelessness or at risk of
becomin homeless$900,000$1,500,000

33
3. Modernize City Operations
Operating Budget - Personnel
2
6

6

6

6

6
6
6

6
6
6
Stormwater Management Programs
555Youth Development Services including Summer Fun subsidy (Parks)$2,536,000

Outdoor Recreation Space Restoration (Year 1)$2,075,000$56,901,000

Funding for five positions for park rangers to enforce rules andregulations in City parks. (3 years)
Funding for enforcement positions within DPP to actively investigate
and reduce illegal vacation rental operations in O'ahu neighborhoods
island-wide. (3 years)
Funding for a 3-5 person Equity and Community Liaison Team anddata contractor within MAY/MDO (OER, CCSR) and key City
departments to increase equitable outcomes from ARPA-funded
economic recovery and resilience programs on O'ahu, increase
community outreach and engagement in HUD 2021 Qualified Census
Tracts and track data relevant to equitable recovery goals (alignment
with Resilience Action #44).
Additional administrative capacity to administer and execute federal
funding via a management division in the Office of Economic
Revitalization (OER) to administer, oversee, and ensure synergies forthe remaining CARES, ARPA, and subsequent infrastructure andfederal funding opportunities in alignment with state and non-profit
partners (as allowed by admin costs to administer the funding).
Funding for a position and software within CCSR to administer a
Better Buildings city energy benchmarking program to reduce energy
costs for local businesses, create clean energy jobs, and meet city
climate goals. (3 years)
Funding for two additional Federal Grant Team positions to belocated in OER to identify, pursue, secure, and manage competitive
federal grant funding. (3 years)
Funding for positions to support expanded Federal funding andcontract awards (BFS, COR)
Road Maintenance Quick Build Crew (EC #,#): $200,000/yr for 3
years to support road maintenance crew to proactively addressdeferred maintenance or new "quick build projects" around Complete
Street and Vision Zero priorities in HUD Qualified Census Tracts
FEMA Community Rating System program administrator to reduce
flood insurance premiums for local residents. (3 years)
General funding for near-term hiring to support City operations
Funding for 3 years for Community Garden Cooridnators
Funding for City enhanced stream and storm drain maintenance tokeep up with the increasing frequency of heavy and prolonged rain
events.
Storm Water Asset Management / Master Planning Study: New
Master Planning for Storm Water Quality Program to create an asset
database, a Green Infrastructure implementation plan, a functional
plan and a 30-year CIP program for asset addition andrenewal/replacement.
Storm Water Management Plan Improvements at Beretania Complex
and Heeia Corporation Yard: Install improvements to eliminate
pollutant runoff from the Beretania Complex and Heeia Corporation
Yard.

$1,500,000$1,500,000$1,500,000$835,000$600,000$900,000$500,000$600,000$300,000$2,000,000$600,000$5,000,000$9,000,000$1,000,000

City Systems Improvements

6

6

6
6
6
6
6

6

6

Development and migration to a cloud-based Enterprise Resource
System allowing for increased transparency and operational efficiency
across City platforms including building permitting, city budgeting,grant processing and management, and other City functions.
Enterprise Grant Management System - GrantCare $300,000 and MS
Azure $50,000 totaling $350,000. $150,000 for additional
programming/software
ARPA Compliance and Oversight Auditor to assist the City withtracking funds and remaining in compliance with federal rules without
additionally compromising BFS capacity.
Administrative support for ARPA funds and for proposed CBDD
projects at 10% x total new projects.
Permitting process — Infrastructure improvements-systems upgrade(DPP/DIT); cost over 3 years
Imaging - digitization of DPP plans, microfiche, film based records
thru automated scanning
City fleet telematics and efficiency: toward implementation of
Resilience Strategy Action 27, Climate Action Plan Action 4.2, andOrdinance 20-47, i.e., "clean fleet" conversion and efficiency
Telework-related technology: to support telework-related technology
and management systems to implement long-term telework policy andretain/attract new City talent
Easy Commute Programs: toward transit, micro-transit and incentive
programs to employees about multi-modal transportation options topromote access to City jobs, reduce congestion and rehire and retain
Ci talent.

$2,000,000$500,000$835,000$2,170,000$9,500,000$81,000$500,000$800,000$1,000,000

Misc. City Programs
6
6
6

Fiscal support for sustained and consistent operations, service, andgrowth of the City's multi-modal public transportation systems,
including shared mobility options adversely impacted by the COVID19 pandemic.
Climate Solutions Fund: partner with fiscal partners to fund shovelworthy projects that provide climate solutions.
Rent and relocation costs for the Wahiawa Satellite City Hall Driver
Licensing Center.

$1,000,000$10,000,000$50,000$70,000,000$13,099,000Other Operations - Not Salary or Systems
66
6

Purchasing Division - personal service contracts to staff up for
procurement of ARPA and other projects
Funding for a position to provide outreach and education with nonprofit groups and the general public on programs and partnering
opportunities with the Urban Forestry Division. (3 years)
Equipment acquisition for remote meeting options to increase public
participation at Neighborhood Board meetings.

$400,000$210,000$20,000

6

Funding to support Prosecuting Attorney's Weed and Seed programin the Chinatown-Kaka'ako and other communities. (3 years)$750,000

6

Provision of private security services for City-owned properties andsidewalks that abut River Street, Pauahi Street, Maunakea Street,
Smith Street, Hotel Street, Nu'uanu Avenue, and Nimitz Highway.

$250,000

6

Funding for equipment for additional staffing (i.e. hardware, software,
workstations)$1,000,000

4. Invest in Critical Island Infrastructure
5
5
5
5
5
5

$15,000,000 $Broadband expansion assessment
NPDES MS4 Retrofit Structural BMP Improvements Program
NPDES MS4 Structural BMPs for Trash Reduction
NPDES MS4 TMDL Structural BMPs for Trash Reduction
Rehabilitation/Reconstruction of Storm Drains and Catch Basins
Rehabilitation/Reconstruction of Storm Drains and Catch Basins
Kakaako5

Other Infrastructure projects that are shovel ready, meet ARPA FRF
requirements, and can encumber and expend funds by deadlines.

6

Ala Wai Flood Control: Community Plan and Community Engagement

50,000,000$

35,000,000$1,500,000$2,500,000$2,500,000$2,000,000$4,250,000$2,000,000$250,000

GRAND TOTALS$162,762,000

Total ARPA FRF
Total Targeted Projects
Total less Targeted Projects$386,252,141$162,762,000$223 490 141$162,762,000$386,252,141$223,490,141