CITY COUNCIL
CITY AND COUNTY OF HONOLULUHONOLULU, HAWAII

FILED

OCT 13 2022

No.

21

244

APPROVING THE 2021 INITIAL RECOVERY PLAN FOR THE FISCAL RECOVERY
FUND OF THE AMERICAN RESCUE PLAN ACT OF 2021
WHEREAS, under the American Rescue Plan Act of 2021 (Pub. L. 117-2) signed
into Public Law on March 11, 2021 (ARPA), Congress appropriated approximately$6 billion in federal funding to Hawaii, including direct allocations of $386252141 to theCity and County of Honolulu through the Coronavirus State and Local Fiscal Recovery
Fund (FRF), in two separate appropriations:•$196,954,703 as a metropolitan city;•$189,297,438 as a county; andWHEREAS, the FRF provides a key opportunity for the City to support economic
resilience within City communities, bolster City operations, and invest in sustainableinfrastructure; andWHEREAS the eligible uses of the FRF are to:•

Respond to the COVID-19 emergency and address its economic effects,
including through aid to households, small businesses, nonprofits, andindustries such as tourism and hospitality;•

Provide premium pay to essential employees or grants to their employers;•

Provide government services affected by a revenue reduction resultingfrom
COVID-19; and•Make investments in water, sewer and broadband infrastructure; andWHEREAS, the United States Department of Treasury in administering the FRF
promulgated Interim Rules and Compliance and Reporting Guidance, including thefollowing seven (7) categories of eligible expenses, herein referred to as “US Treasury
Eligible Expenses”:
1. Public Health;
2. Negative Economic Impacts;
3. Services to Disproportionality Impacted Communities;

EM/lEconCITY COUNCIL
No.

CITY AND COUNTY OF HONOLULUHONOLULU, HAWAI’I

919LA

RESOLUTION
4. Premium Pay;
5. Infrastructure;
6. Revenue Replacement; and7. Administrative; andWHEREAS, the City Council Select Committee on Economic Assistance andRevitalization’s community Stakeho Ider Advisory Group (SAG) in December 2020
identified the following six (6) key areas to focus additional COVID-related federal
assistance:•

Reform internal City systems to be results-oriented rather than processfocused to ensure timely service and support to the community;•

Increase O’ahu’s affordable housing rental inventory;•

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;•

Implement the O’ahu Resilience Strategy (adopted in 2019) to the extent
possible;•

Increase and upgrade O’ahu’s broadband capacity; and•Partner with the University of Hawaii and other academic institutions toenhance
the City’s economic and policy development capacity; andWHEREAS, on April 23, 2021, Budget Communication No. 14 (CC-190)
communicated aggregated projects and programs recommended by individualCouncilmembers for the use of FRF monies, which focused largely on Affordable Housing
and Homelessness, Economic Relief and Small Business Support, Core CityServices andInfrastructure, Transportation, Public Health and Safety, and CommunityOutreach; andWHEREAS, on June 2, 2021, the Council approved Resolution 21-88, which
requests monthly line-item reports of the City’s expenditures and disbursements of
CARES Act and ARPA funding no later than the last business day of each month until theCity expends or distributes all of its funds; andCITY COUNCIL
No.

CITY AND COUNTY OF HONOLULUHONOLULU, HAWAII

21-244RESOLUTION
WHEREAS, on July 28, 2021, Communication 293 (CC-293), proposed a FRF plan
which provided recommended principles, strategies, and actions to advance thecommunity-based needs and recovery priorities as articulated by Councilmembers andcommunity leaders which focused on affordable housing and homelessness, economic
relief and small business support, core city services and infrastructure, transportation,
public health and safety, and community outreach; andWHEREAS, on July 28 and August 4, 2021, the City Council held joint public
hearings of the Committees on Executive Matters and Housing and the Economy,
receiving input from community and industry leaders regarding the needs of City
communities regarding Affordable Housing and Homelessness, Economic Relief andSmall Business Support, Core City Services and Infrastructure, Transportation, Public
Health and Safety, and Community Outreach; andWHEREAS, on August 9, 2021 the Administration submitted for council
consideration Mayor’s Message 117 (MM-117) requesting the approval of the City andCounty of Honolulu Coronavirus State and Local FRE 2021 Initial Recovery Plan (City’s
2021 Initial Recovery Plan); andWHEREAS, on August 30, 2021 the Administration submitted Mayor’s
Message 126 (MM-126) which updated the City’s 2021 Initial Recovery Plan (AppendixA); and
WHEREAS, the City’s 2021 Initial Recovery Plan acknowledges that there are
separate and additional allocations of federal funding provided to the City to address
government, economic, and community needs including, but not limited to, $162 million
for public transportation, at least $114 million for rent relief, funding for mortgage relief,$11 million for the HOME investment partnerships program, and formula funding allocatedthrough the 2020 Coronavirus Aid, Relief, and Economic Security Act (CARES Act) for
emergency solutions grants and community development block grants for persons
experiencing homelessness and households facing housing insecurity; andWHEREAS the City and County of Honolulu has received the first tranche of Fiscal
Recovery Funds in the amount of $193,126,070.50 the week of June 7, 2021, and theAdministration has commenced expending funds; andWHERAS the second tranche of Fiscal Recovery Funds in the amount of$19312607050 is expected to be received in FY22 and shall be allocated through theannual budget processes; therefore

2 1-2 44

CITY COUNCIL
No.

CITY AND COUNTY OF HONOLULUHONOLULU, HAWAI’IRESOLUTION
BE IT RESOLVED that the City Council and City Administration agree that thepriorities for the expenditure of FRF monies are focused around four (4) main themes:
1. Provide community support and address economic impacts;
2. Support equitable economic recovery;
3. Modernize City operations; and4. Invest in critical island infrastructure; andBE IT FURTHER RESOLVED that allocation of FRF monies shall be guided bythefollowing principles:•

Equity. Due to the disproportionate impact of COVID-1 9 on Honolulu’s diverseand distinct socioeconomic groups, which are overrepresented in frontline andother essential industries, investments of FRE monies by the City should
prioritize these groups to address disparities in services, infrastructure and theadverse impacts of tourism. The City Administrationis urged to create andexecute a plan to capture and track data related to the equitable distribution of
FRF monies in alignment with:oResolution 21-050 declaring the Council’s support of a feminist-based
economic recovery plan;oResolution 20-206 declaring the Council’s commitment to equity andsocial justice and to the realization of equitable outcomes for frontline
communities through COVID-19 pandemic economic
recoveryprograms; andoResolution 21-100 declaring the Council’s
disaggregation of demographic data;

commitment

to the•Coordination. Where opportunities exist to maximize investment of FRF
monies through the leveraging of monies with other state, federal, non- profit
or community partners, the City shall do so;•

Flexibility. The City shall remain flexible and responsive in its approach as itlearns of emerging needs and shall actively prioritize investment of FRF monies
as appropriate; andCITY COUNCILNo,

OTY AND COUNTY OF HONOLULUHONOLULU, HAWAI’I

2 1.

—

2 4 4

RESOLUTION•

Resilience. Investment of FRF monies shall be prioritized to ensure thecontinued and consistent delivery of critical services to communities mostvulnerable to continuing economic uncertainty and future impacts of climatechange; andBE IT FURTHER RESOLVED that, the recommendations made in the SAG,
CC-i 90 (2020), CC-288 (2020), CC-289 (2020) and the principles further articulated inthis Resolution should inform the execution of proposed FRF programs and projects,
including those described in Exhibit A of the City’s 2021 Initial Recovery Plan; andBE IT FURTHER RESOLVED that the City Administration is requested to maintainand provide to the Council comprehensive financial and programmatic reporting incompliance with Resolution 21-88 and the Department of Treasury Compliance andReporting Guidance (updated September 30, 202i) including:•Annual Recovery Plan Performance Report by August 31, 2021 and annually
thereafter by July 31; and•Quarterly Project and Expenditure Reports, first due January 31, 2022 for theperiod between the award date and December 31, 2021 and 30 days after theend of each quarter thereafter; andBE IT FURTHER RESOLVED that the City Administration is requested to maintaincomprehensive financial and programmatic reporting regarding the use of FRF monies toinclude, at a minimum:•

Providing a public facing digital dashboard, updated monthly to include funding
allocated, encumbered, and expended by federal expenditure category as wasatdashboardpreviously
Act
the
CARES
done
with
www.oneoahu.org/dashboard:•

Providing updates to the public through the City Council;•

Providing updates at the City Council’s Committee on Housing and theEconomy monthly, or as requested by the Committee Chair; and•Providing quarterly financial and programmatic reports to Council detailing thestatus of all major FRF funded projects (over $50,000), complete encumbrance
and expenditure report in a data rich version (.xlsx or .csv), fund balance, andspending per allocation line in this and subsequent revisions to the City’s 2021
Initial Recovery Plan; andCITY COUNCIL

21—244No.

CITY AND COUNTY OF HONOLULUHONOLULU, HAWAIIRESOLUTION
BE IT FURTHER RESOLVED that the Mayor, or the Mayor’s designee, is hereby
authorized to carry out the provisions of this Resolution; andBE IT FURTHER RESOLVED that the City Council shall approve by resolution all
subsequent annual Recovery Plans prior to submittal to the U.S. Department of Treasury;
andSE IT FINALLY RESOLVED by the Council of the City and County of Honolulu thatin service to the residents of the City and County of Honolulu, the City Administration isurged to act to ensure strategic, transparent, and equitable use of FRF monies incollaboration with Council.
INTRODU

D BY:

ç tr

DATE OF INTRODUCTION:

OCT 132021
Honolulu, Hawaii

Council members

FILED

OCT 132022
PURSUANT TO ROH Sec. 1-2.5

1’11 It1EXHIBIT A

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

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 Oahu 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 Oahu.
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 Oahu’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 tnem 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. Hawai’i shot from the lowest unemployment rate in the nation in
Annie E. Casey Foundati In. 2021 Kids Count Data Book.’ http: / /wwn .iecf rg. The Annie E. C,iseu
Foundation. June 21, 2021. https:; ‘www.aeef.org/ resources / 202 i—kids—con ut—data —book.

2

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 $i80+ million in rental
assistance funds, $4.6 million in housing vouchers and supplements, and 575 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 (FAF), 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 ad. 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.
2.
3.
4.

Provide community support and address economic impacts
Support equitable economic recovery
Modernize City operations
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 O’ahu Resilience
Strategy; and, community needs and recommendations identified through the 2020 SelectCommittee on Economic Assistance and Revitalization Stakeholder Advisory Group (EAR-SAG)
rep o rt.
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.
2.
3.
4.
5.
6.
7.

Public Health (EC 1)
Negative Economic Impacts (EC 2)
Services to Disproportionately Impacted Communities (EC 3)
Premium Pay (EC 4)2Water, sewer, and broadband infrastructure (EC 5)
Revenue Replacement (EC 6)
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 FRE 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 by
the “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 5255,071,402 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 US. 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 COVID
19, providing direct and in-direct financial support to business and nonprofits, funding for keiki
and kopuna 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 CO VI D-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 housng 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 nonprof its(EC 1)

Projects that provide direct support to small businesses and nonprof its 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 hou&ng 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 arid
necessities have exacerbated these negative impacts. An economy over-reliant on a single
sector was identified (ong ago with devastating impacts during the pandemic. COVIO-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 CO VI D-19 pandemic on housing andfood insecurity, while addressing conditions that contribute to poor public health ano economic
outcomes during the pandemic, services to address homelessness, increasing the supply ofaffordable and hgh-quaIity living units, and additional housing vouchers to help residents
increase their economic opportunity are ehgible and necessary expenditures of FRF monies.
Most importantly, targeting these efforts to help indivduals 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 COVID
19 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 (tIP”) 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 stalling 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.
a. 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 deterred
maintenance at City facilities; focus areas include improvements for public safety,
as wel! as to revenue enhancing venues such as the Zoo. auditoriums, golfcourses and parks.
4. Invest in critical island infrastructure(S50,000.000.OO)

Funding to strengthen City infrastructure, including water capital projects (stormwater,
drinking water and vvastewater), broadband access, roads, bridges and climate
solutions.
a. Water(EC 5, 6)
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

Ill.

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 fronthne 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-1 9 pandemic, Aloha United Way’s (AUW) ALICE4 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-1 9 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

Aloha United Way, ALtCE: A Stndx in Finan nat Hardship in Hawaii.’ htt1 )s:j/ www.anw.org. Aloha
United \\a. 2020. :\agust 8. aoai. https://www.auw.org ‘ahee—stiidv—finaneiah 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 01 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 FRE 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;think about awareness, accessibility;
Design programs to ensure everyone will benefit
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 (OCT = 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:•

GovernmentoMayor’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 conclusionoCommunity Kukakuka listening series from the Office of Climate Change,
Sustainability and ResiliencyoCity O’ahu Resilience Strategy and Climate Action Plano
One O’ahu community call center and OER business and constituent community
educator outreach and Pacific Islander liaison•

Community
Ama Aloha Economic FuturesooHawaii Green Growtho Hawaii Community Foundationo
CARES process assessments and conclusionoUplift HawaiioBlue 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 O’ahu’s affordable housing rental inventory3.

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 O’ahu Resilience Strategy (adopted in 2019) to the extent possible

5.

Increase and upgrade broadband capacity on Oahu

12

6. Partner with the University of Hawai’i 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 Ci:y 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 econcmic 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 60 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 S2,ODO,ODO 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 foflowing
requirements:
•
•
•
•
•
•
•

VI.

Employees are hired through job referrals from unions.
Work stoppages and disruptions are not allowed.
Grievance resolution procedures are used for disputes.
Sate 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.

VIII.

Proiect Inventory
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:

•

•

•

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 Welinesso 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 shalI 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:
•
•
a

•
•
•
•
•
•
•
•
•

Accepted Practice and History of Use The degree to which use of an indicator isconsistent with current and previous practices.
ApplcabiIity 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 Reievance 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.
-

-

-

—

-

-

-

-

-

-

-

-

is

•

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,
and fiscal accountability.
transparency,

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:

Senrices 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 thatleverage our island heritage
and are equa] and available to all.

• Undetermined

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

RatingKPI

FY20
Baseline

FY21
Actual*•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.

•

Referrals to CORE program••

Percentage of persons in ES, SH,
TN, 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 lo address
the needs of those experiencing
homelessness

Output Goals? Measures
FY22
FY23
FY23
TargetActualTarget

633 to
date

0

*

53°/o

N/A

0 Ne\v
Bed
Space

0

0

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

ia

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 COMMISSIONc
Response 7/9/21
4/23/2 1 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 Published
—

—

-

-

•
•
•
•
•

-

-

-

-

-

-

-

—

Council Chair Allocation Resolution Draft•.

—

Distributed 5/25/21

ARPA Allocation Reso Deck DRAFT
ARPA Allocation Resolution DRAFT
Exhibit A & D Allocation Overview
Exhibit B Allocations Table
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 folowing departments and individuals for their contribution in thedevelopment of this docjment:

Office of the Mayor
Rick Blangiardi, Mayor
Samuel Moku, Chief of Staff
Office of the Managing Director
Michael D. Formby, Managng 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 / CIP Analyst
Department of Corporation Counsel
Jessica Wong, Deputy Corporation Counsel

20

EXHIBIT A
F0F CaIennr’,

Proo,sed “giecla

Tamer Fund no

Caceusr, S b’sIal

izc

ol Israel anicurts

1. Provide Community Suooorl and Address Economic IrTacts
Services for At-Risk ano rdorneiess
3 yea’s of cnd rg spoon for Ocuncil-’econvreded ersrlet
cii ves’rn orograrrs 0 respond ro severe
Terre Voar son•Provcirtg interpreting sew ceo r ia-s.s argusges

Caeocr-, A:rccatcn

Atocel on usa

Gro;ped Subrolul

se±oo

SnrO,200,000$26 Ott 000

5156.252,t4r-

or C! v-rai 0-er

• CU:ura; 9-

IC educsc’ arc

anearerens C”0iS• Ass s-n; rd duers 5l0 i-a- -a-n e’ 1 access rg sire ;Laar.aand ino’alion facriries. training resririg and coriract riacrng• Proaides social ocr-rice support in b005ing health. 1000, supplies
and olner needs• Pronices P545 in di’ferent languages about prevenriorrs. COVID
relaed services• Proices inteipreting phone application and benelit assrclance
progi ama unemployment nouaehotd hardship relief and other related
services

GO-A P. Crisis Outreach Responses Engagemenri Project: Stan-upcoats. Lease costs, Personnel Coors- Current Vehicle prep Vehicleacquisition
Eunun I or nrrni- grant program to ar least 20 community-basedorgen:rar-oi srepreu erring fronrirne rommiunil e armor g in key areas
ito-c i health. rr nirc-rmr nt. iroa rIng, lob reour-ty groan growt-r.
culture keiki and kupuin a care -emniar -ecovery airs.siora---

5500.000

33000,000-—

3300000

so onorr-ic rood-re ‘51 to proodr periooio review and mar into

Adinn stra live rec ore,-1 dccli—] relevert City Council reoo’ae’’,ca-.- —gl-ea---.ge gorse’ —oa’c sa-i-g -rare myrsy-n 1-;
asrri&noparrl prv_0r5_
Doenseal c Violence ‘revs’ ion and Sup-pot i-ncrucr-g ‘rcreas rg
syeller capacty
-

—

-

320

Public —ca— CCrV5
Vacc ran Incentive P-a-yap’ Ororii-O rag incentves 0 vaccineS @c S1Joicornletas aaccr at-or crc p
Continuation and eapansion ot COUlD testing irclud-ng arluini’ion ofarnigempCP ear via ar-dot ailing esu rem em c-a coit c—ar reo:r’g
cca:ions and isclal,cr iaci:es-s’ 0 X0.00C-

525 cccxc

Aid to bus-resses nonprr-i:rs
SinaI can—c aainor- p-at1 aid grsrirs colossI asnistarce also
resources tar ama suds ne550a
SEC DI s,c,c-r cy suttec rare
cap airs with various business needs ro pivot dui ng the pandemic
such as help sOb finances legal rupporn online pteeenoe andmarketing One-slop tesoarce center br smali businesses ra buitd
capacity to suppor’ ascrainable agr culture and locally made ptoducrs
Fiscal Suppon for hNL Recovery Acceeraror ro ass Sr and tlrerprhen-: local enlie preneur a

520 000000

52.000,000

Aid to nairselrolobs
Kupuna Educarion and Outreach- Engagemenb to educate the-community on available services, programs and resources aupoorling.kupuna and their caregivere$300000

Aloha United Way 2t t: Fiscal support br AUW 211 relerral system
for addressing resourcinj needs so meet increased demand for socialand human services

5350,000

Corimunily Assistance and Support Hubs

2

2- Suooor’b Sri Euuieable Recovery end Economic Develooment
Agriculture and Food Sustsinabitity
Initial program Three-year iscal agriculture grants grorjranr robe
establisned at OCR no support iocal israners and lood prcducera
recover rg tram the COUlD-S pandemic and iood hubs to connec
small arms and f-aod manubaclurers to markers

Sr r 000-000

cane eases Wrte ricace DV 3-noacled worsyis rue
ah-crr-rer-nse n.ticat on ran rag cog-a-sac
ccpo -ru’ ‘y ‘cpa-ic care
I [‘sag-i” a anne-st ci ba-hal 5 sorra_iry OThi eges iE:nar;e ‘-aroiv; may -ocloda claasea
rurr’y ;et ‘5 a- Sn eaa ‘asa-icc Or- lie sb cape- ences leg Os drrernshics}

S2.Oc-O.Xc--

Workic’re C ev&omsr.r eec A esar -g

•-

—

-

ball -secro

rca bc-ut or 0 c’s-sore 5cc-so--s-ic mrcue-s- vs noltrorre

der-e-cpmenr ,00-cesnicn clacearent ard retreticr ccccrren.r!es

sa.coo soc

Aboda, te rous rg
Prccefly Asseaa(reo °rog-aT--s nra rams rc assess pisces Cr ‘CCsrratit ry 0’ acquisilics acne cc’—e’-r sad rue i-5 aiforCaie cousin’,and Cr rancorare 5a :0,5
Landlcro ngage-n-enr Program link oerwear landlords wi-tn eacanr
units and households asoeriencing home essness or at isle ofbecornrng homeless

S 500 XC-

Family, Children and Elder Suppons

Sr 500000-

Srao 24r rat

33
3. Modernize City Operations
Operat;ng Budget-

Youth Oeueiopmert Services including Summer Fun subsidy lParksl

S2.536dOO

Outdoor Recreation Space Restoration Year t l

52075 000
S56,901.000°ersonnel
Funding for five positions fo, park rangers to enforce ‘ulea andSt 500000

gulan9nainOjyy parka.j5ury)
Funding fcr enforcement positions w:thin DPP to aol eel7 inveafigate
and reduce ,itega vacation rental ope-a tionui n 0-ahu ne-ghbonhccos
island-wide 13 yearaf
Funa;ng c-r a 3-5 pets 3n E-;uity and Community Liaison Teum andoats contractor th r VAnMUD IDER CCSPI and key City
depaitimertu to inoesse C iiac outcomes from APPA-fundad
economic ecovery and Rail ence oiogiame onO an-a- increase
coniincni iv Oatiuacr and engag emant In HUD 202 t Cual:f.ed Census
Itactu arc trace data eleca -,c equ aDS. IC ivoose; y goals fa:gnent
witnRu52isnAc5pnuat;
-

6

6

-

-

St 5c0000

St 500000—_____

Additional adtmniat,attve capacity p administer and execute tederal
lunding cia a management division in the Oftice of Economic
Reviiahzatton tOE RI to administer oversee and ensure synergiaa for
I-is iemain,ng CARES ARPA and aubaequen inf, astiucturu andlederai funding app ottun itiea in ah gnment witn state and non ptol’tgannets ftc avowed oa admin costs to administet tne tundingi$8 35 0 00

Funding Li a poseur an daottcaic a-thin CCSR to administer a
Beiiet Buildings city energy aenchmarking otogram to ‘educe erieigy
costs or local businesses create clear’ enaigi. iobs, and meet city
mate ;gats tdjyjyt—coo ng’c’ twos 0010l5 Racer ai Grant ream 005,1 0:5 t-o cv

Seoo-000

l:caec in OER to cert fy do-sue sac-ore and manage tt:e Civ—:

6

v-neat 0-do lunc n;.3 yeaa--—01. ‘0--n; or scat si-s to sppcn eapanoed Fedeet t0r’d-ny sr:

6

ccr-?a:tawaida(BFS.COR
R:vn -Va teace Octck butt:

€

—

nat

eec EL ‘‘:5200200 Or ‘03

505’S mc spp:-n road ran:enarce Ores C :ncactivei ysdire 55—so, 5. Cs cc’ d on, cc:, a-ncr-c Ctc’n:s ore
a--c V s.c-u Ze’c soles -n L-C Quut,iio: C

Safe-co-’ ane ‘a:e p

FEVA Ccm,rty Rating System p’ograr edo, ratrato’ to reocce
ticod ,neararce orern.u’’s 0’ local res dents. to yea’s)
Genera rain; ton near-term ntnng to supro’t 0e operations
Fur.ng ior 2 years to- Coirmunity Ga-den Cooricnatore
S:ommntwase-

$33oJ
i

no_at

e-n,’n Progiania

so-u

Fund ng ‘-aC -j en’manced ar’ear ar’c storr— drai nnainteranca to
eec uc sit” ne ;red 5’g once roy o ‘easy and pro cooed ra
eeC’sStorm Wa’er Asset Vanagermer-: ilas er P srr—gS:ucy New
Starter °iannng for Src-— Wa’er Cualty °rog-ar to :-eate an asset
daratase a Steen irfr asrractur e ,rt-oirmentalion olar a functional
plan and a 30-year Ci P program ton aaset add t.on andiereaai.nepiacsment
Stc,— Wier V Orage me’tt P ar impcs macnrc at derutana Coma cc
arId bee’s Co’po-atirn Va-n instali traveerta a eli’s nate
Do :a.n: Lr0’l Crc—Ike beet ana COTOes an: ee a CoLaai.c-n-

55 03Q.at

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thl-j automated ucannirg
Cdv Over e;evro:-cu and et-.c:ercy tuwa’d impianrentsticn 0’
Reel ance St’suagy A-_ton 27 Climate Act-on Pta, At:’ 4 2 andC roiranre 20.47 iu
cl’an yeet -u’,ei:i and chic e.cv
Ta eaucrh-’eiated te:nnoiogy to su000rt talewok-re-ated teci’rc-Cg-1
a’o ‘ia-i njnr-eiit syotemo tn imclereri idng.tenm einwdrk policy andetc —-attuc’ ma, Cit-i talentsaud :0.—ru-c °rc game RI-lard transit niicin-iranait and -noentive
prog’ama tO SOD Chest aocu-t muiti.mccui t-ur’aooriat;an opitcns top’omo:e access’: C-:y lobs -educe corgen t-t nnnmei’a and teD
City tuentt)PPDIT
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Misc, City Ptograma

6
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including shared mobility oocns adversely impacted by the COVID’
IS pandemic
Climate So ut;iais ruvo: penner cliii fiacal canners to tund shovel

St-o_000 coo

wonby o-RtaCn ‘ha: orovCv dlimatu doLt ccv
Rent and ‘alocation coats for the Wahiawa Satellite Oily Hall 0 r:ver

550-CooLicensiolCentor

St_coo-Coo$70000000$23099000

Other Operatrons-

Sot Salary or Systems
Pu’chaaing Division sersonal service corfracts to staff up to’
procurementolARPAandothero’ots
Funding for a position to provide outreach and elucaitnuri attn nonprof r groups and rha general public on programs and palnertng
-

6
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6

soo oo:-—I

52 r 0.000

opportunities with rhe Urban Forestry Division 3 yearsr
Equipment acquisition for remote meeting don qns to rnorease public
--

-

—

patehborbqad2osr-1meetinq______—

F jn “g to s-i;qcr. °n,sea.,’ino A:t:’rvs’a Need ad Sea: qroqr’‘us Shr’alo-e’ -‘caka ac an: onar oa’r._n des ‘3 jea’s,

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S’n,tt’. Stree: hone St’ae: \u ua j Avenue a: ‘it ph rway

4. tnvest in Critical stand Infrastructure
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—

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SPS.000,rc’Ø.’ae aottu%a’e-

Si 003515000.000--$20 COO

S-oaooand expaneitr a55essmet
NPOES utS4 Retrofit Stracntjrar SMP improvernenta Program
NPDES VS-I St’sct..:a BV.Pa ‘o’T,s’uPe’uc’r
NPDES V54 TMDL Strdzurat SM°a Icr Trait- P.eductio,—
Re,ab,ltta: srv Recorst’uct,cr o Storrr Drains and Catch Sau -s
P.enabrritat on,Rac-uc’st’uct cr yr5 utort— Drains acs Catcr aa -is
Kaaa’c550.000.000

S

36.000,000

SI 500.0CC
52.500,000$250000052000,0CC
54 250,0CC
52”oO ‘rt’C:t’er fl’ras trucn,.re Crorette na: a-u ansvei ‘eady. rae: Aqu FRF
t50 ‘arnenta. ad 0a a’:j n- ud eerd ‘unlace dn-jctnes
6

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OGI Co’iro Corr,n’u’r.:’, P an’ an CC—-rtr ty Er’gsq€r’-en:5250,0cC-

GRAND TOTALS
Total

ARPA

-

$162,762,000

5223,490,141$386,252,141’$386,252,141

FRF

Totat Targeted Projects

Total lass Targeted Projects$162,762,000‘.

$1527620001$223,490,141,-