HomeMy WebLinkAbout2012_0626_AgendaPacket Rov Morita Members:
Chair Cathv Adanis
Lani
i Aranio
Gilbert Maerina Rvan de la Pena
Vice-Chair John Low
COUNTY OF I UA'I CIVIL SERVICE COMMISSION
NOTICE OF MEETING AND AGENDA
Tuesday, June_26, 2012
3:00 p.m. or shortly thereafter
Mo'lkeha Building, Liquor Conference Room 3
4444 Rice Street, Libu'e, HI 96766
CALL TO ORDER
ROLL CALL
APPROVAL OF MINUTES
Open Session Minutes of May 22, 2012
BUSINESS
CSC 22 0 12-22 4 Human Resources Taskforce Report& Addendum Recommendations
CSC 2012-25 Election of Chair and Vice-chair for July to December, 2012
DIRECTOR'S REPORT
CSC 2012-26 a. Weekly Report Ending May 20, 2012
b. Weekly Report Ending May 27, 2012
c. Weekly Report Ending June 3, 2012
d. Weekly Report Ending June 10, 2012
EXECUTIVE SESSION
Pursuant to Hawai'l Revised Statutes §§92-4 and 922-55 (a) (2) (4), 92-9 (a) (1-4) and (b), the
purpose of this executive session is to receive and approve Executive Session minutes, to
consider the hire, evaluation, dismissal or discipline of an employee or officer of the County
where consideration of matters affecting privacy will be involved and to consult with the
Commission's legal counsel on issues pertaining to the Commission's and the County's powers,
duties, privileges, immunities, and/or liabilities as they may relate to this item, deliberate and
take such action as appropriate.
ES_?7-
I. Executive Session Minutes of May 22, 2012
ES-23: CSC 2012.21 Discussion and consideration of the hiring, evaluation, dismissal or
disciplining of the Personnel Director, where consideration of matters
affecting privacy will be involved; and if necessary, to consult with the
Commission's legal counsel on issues pertaining to the Commission's and
An Equal Opportunin;Emplqyer
the County's powers, duties, privileges, immunities. and/or liabilities as
they relate to this agenda item (Deferred from 5/2211 meeting)
ES-26: CSC 2012-23 Letter dated lay 4, 2012 from an appellant requesting an appeal on the
rejection of an application for the Program Specialist 11 (SR22) position
(Ongoing)
a. Memo of 6/1 1/12 from Director of Personnel providing the recruitment
announcement, class specification and draft job description for the HR
Specialist 11, SR-22 position
RETURN TO OPEN SESSION
Ratify Commission actions taken in Executive Session for items:
o ES-231, ES-26, and ES-27
ANNOUNCEMENTS
Next Meeting: Tuesday, July 24, 2012 —3:00 p.m., Mo*lkeha Building, Liquor Conference
Room 3
ADJOURTNINMENT
NOTICE OF EXECUTIVE SESSION
Pursuant to Hawaii Revised Statutes §92-7 (a), the Commission may, when deemed necessary,
hold an executive session on any agenda item without written public notice if the executive
session was not anticipated in advance, Any such executive session shall be held pursuant to
H.R.S. §92-4 and shall be limited to those items described in H.R.S. §92-5(a).
c: Marc Guyot, Deputy County Attorney
PUBLIC COMMENTS and TESTIMONY
Persons wishing to offer comments are encouraged to submit written testimony at least 24-hours
Z:�
prior to the meeting indicating:
I. Your name and if applicable, your position/title and organization you are representing;
2. The agenda item that you are providing comments on; and
3. Whether you will be testify ing in person or submitting written comments only.
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4. If you are unable to submit your testimony at least 24 hours-or-or to the meetin C',. I
p ease
provide 10 copies of your written testimony at the meeting clearly indicating the name of
the testifier; and
While every effort will be made to copy, organize and collate all testimony received, materials
received on the day of the meeting or improperly identified may be distributed to the members
after the meeting is concluded.
Civil Service Commission —June 26, 2012 Page 12
The length of time allocated to persons wishing to present verbal testimony may be limited at the
discretion of the chairperson or presiding member.
Send written testimony to:
Civil Service Commission
Attn: Barbara Davis
Office of Boards & Commissions
4444 Rice Street, Suite 150
Ulm'e, HI 96766
Ernail: bdavisgkauai.gov
Fax: 241-5127 Phone: 241-4919
SPECIAL ASSISTANCE
If you need an alternate format or an auxiliary aid to participate. please contact the Boards &
j
Commissions Support Clerk at 241-4919 at least five(5) working days prior to the m eeti eeting.
Civil Service Commission—June 26, 2012
Page ! 3
�RAIRT 10 A
Upar *9
COUNTY OF KAUAI,
Minutes of Meeting;
OPEN SESSION
Board/Cornnottee: IV IL SERVICE COMMIS—SION ——
Meeting Date May 22, 2012
Locatio7n Mo'ikeha Building, Liquor Control Commission, Meeting—Room 3 Start of Meeting: 3:00 p.m. El--','nd of Meeting: 3:45 p.m.
1-n
-�)—reseri—t ,—Chair Roy Morita; —Vice-Chair Gilbert Maerina; Members: Cathy Adams; John Low
Also: t)eputy County Attorney Marc Guyot; Boards & Commissions Office Staff- Support Clerk, Barbara Davis,- Administrative Aide
Teresa Tamura
-Excused —Ryan de la Pena; 1_,ani Aranio
Ahs-CIW
SUBJECT
DISCUSSION
ACTION
Call To Order ------
("hair Morita called the meeting to order at 3:00
p-rn, with 4 inem per sp -sent
'Te
Approval of Open Session Minutes of April 24, 2012 M s.--A--da"-i-ii-s--mo--ve-d—t o-a p prov'e"—t h e—m-i't m 4-c"-s—as
Minutes circulated. Mr. Low seconded the motion.
------Motion carried 4:0
Director's CSC 2012-22 a. Weekly Report Ending April 15, 2012
Report b. Weekly Report Ending April 22, 2012
c. Weekly Report Ending April 29, 2012
d. Weekly Report Ending May 6, 2012
e. Weekly report ending May 13, 2012 Ms. Adams moved to receive the Director's
Reports, Mr. Maerina seconded the motion.
Motion carried 4:0
Executive .......... ------
Session Attorney Guyot read the Hawai'i Revised
Statutes provision as outlined on the agenda to
take the Commission into Fxecutive Session for
consideration of ES-25, ES-16: CSC 2012-11,
ES-17: CSC 2012-13, EIS-20- CSC 2012-18, ES-
23: CSC 2012-21 and l"IS-26- CSC 2012-23 as
listed.
Mr. Fernandez entered the meetin
,,.,at 3:02
LA
Civil Set-vice Commission
Open Session
May 22 2012 Pape 2
SI JBJ1- C I
_. ._. F?1SCI_SSlO,N ACTION
The Commission returned to the agenda mein
listed as Director's Report.
From the WE 5/13/21 report, (.'hair Morita asked Mr. Fernandez if'the
transfer of'the Civil Service C:'omtnission's files to the Office ofBoards and
Commissions had been completed. Mr. Fernandez said the staff had
discussed it and lie thought it ha€1 been resolved but he would need to check
€it it..
Ms. Adams clrtesti€rued the status l'or the hiring of"the 1-112. clerk position.
Mr. Fernandez said interviews were scheduled in 2 weeks.
Chair Morita asked if'there was money in the 2012/2013 budget for FIR.
stafftrainin ;. Mr:. Fernandez believed there was money to cover that. Ms. Adatris moved to go into Executive Session
at 3:09 p.m. Mr. Flow seconded the motion.
Motion carried 4:0
Return to pen The meeting, resumed in Open Session at 4.40 p.m. _
Session
Ratity Commission actions taken in Executive Session for items:
o I S-16, ES-17, ES-20, ES-23, ES-25 and ES-26 Mr. Low moved to ratify the Commission's action
taken in Executive Session. Ms.Adams seconded
—.-.. ---_ ._ the motion Motion calTied 4:0
.._ _.r _... __. .__ .__ _. __. _.. __.. ... _...
.rtrr€>rrrreemerrts Ncxt M€ ;tmI ucs€ y, lunc 26, 2012. 3:00 p.m.
4+ j€ rrrrert
Vice-Chair Macrina moved to adjourn the
meeting;at 4:40 p.m. Ms. Adaris seconded the
_._.._____ . _._., _._ .. motion. Motion carried 4:0
Submitted ltd, Reviewed attcl t�11rpT€>ved h�':
BaTbara Davis, Staf`f'Support Clerk
Roy Morita, Ch£rir-
{ }
Approved as is. � } Approved with amendments. See minutes of rneeting.
._
Bernard P. Carvalho,Jr.
S a` i ' Managiruy D Fector
O
OFFICE OF THE N-I-AYOR
County of Kauai, State of Hai ai`i
4444 Rice Street.. Suite 235.Lihu'e,Ha-,kai`i 96766
TEL(SOS)241-4900 FAX(808)2241-6877
June 4. 2012
To: Roy Morita, Chair
Civic Service Commission
Malcolm C. Fernandez, Director
Department of Personnel. Services
From: Mayor Bernard P. Carvalho, Jr.
Subject: Human Resources Task-force Report &Addendum Recommendations
In response to the Cost Control Commission's May 2011 recommendation. an internal Taskforce
was convened in July 2011. to look into the feasibility and cost implications if the Department of
Personnel Services centralized functions and consolidated individual departmental
responsibilities.
After eleven months of hard work, I am pleased to forward a copy of the Human Resources
Taskforce's Report on Findings and Recommendations and Addendum to Report on Findings
and Recommendations (attached). w
I am grateful for the dedication and commitment that Tasforce members put towards this effort
and am confident that the recommendations contained within the attached reports will lead to a
successful, cost efficient restructured Department of Personnel Services that will encompass all
of the- function of a human resources department, benefitting the entire County and all of its
employ=ees.
Sincerelv. `
Bernard P. Carvalho, Jr.
Mayor. County of Kauai
or
OF
COUNTY OF KAUA'I
HUMAN RESOURCES TASKFORCE
REPORT ON FINDINGS AND RECOMMENDATIONS
May 22, 2012
Submitted by: Marc Guy'ot. John Isobe, Karen Matsumoto, Kris Nakamura and Janine Rapozo
BACKGROUND
The goal of the Cost Control Commission is to reduce the cost of county government while
maintaining a reasonable level of public services. The commission is responsible for reviewing
personnel costs. real property taxes. travel budgets, and contract procedures with the aim of
eliminating or consolidating overlapping or duplicate programs and services as well as scrutinizing
any county operation for reduction.
In its effort to proactively reduce litigation and settlement payments resulting from misconduct,
the Cost Control Commission reviewed the County of KauaTs personnel training efforts. In
their findings, the Cost Control Commission learned that the responsibility for training
employees within the County rested with each individual department. In addition, the Cost
Control Commission also discovered that each individual department has staff members that are
responsible for varying levels of personnel and/or human resources related duties. Therefore, the
Cost Control Commission felt that there may be duplication of work effort among the various
County departments that could possibly be consolidated to improve coordination, effectiveness.,
and efficiency.
The Cost Control Commission requested a legal opinion from the County Attorney's Office on
the scope of responsibilities and services that the Department of Personnel Services (DPS) can
provide under the current charter language. Based on the opinion, the Commission learned that
pursuant to Section 6.02, County Charter, the Mayor is authorized to assign new related
functions to any administrative department such as the Department of Personnel Services (see
Attachment A. County Attorney's opinion dated March 7, 2011).
Therefore, in May 2011, the Cost Control Commission recommended that the Administration
conduct an internal review to determine the feasibility and cost implications if personnel within
various departments who are currently performing personnel and/or human resources functions
are transferred to the Department of Personnel Services to consolidate responsibilities and
eliminate duplication of work. Upon completion of the Administration's internal review, the
Commission requested a copy of the Administration's findings and cost determination regarding
At u
the possible transfer and consolidation of duplicated work from the various County Jenarhncuis
to the Depor{c0001 of Personnel Services.
The Cost (oobo1 Commission also recommended upo0posod Charter amendment io [ur1boc
expand the functional responsibilities of the Department of Personnel Services to include
employee training, m/nrker`a000zpenuo1ioo, safety awareness and injury prCvcotino, employee
benefits, and workforce planning.
TASKFORCE MEMBERS
In rcopouoc to the request from the Cost Control Commission, the Mayor established an iutcooui
Taskforce made up members that included a cross section of personnel with interest and
expertise no this issue.
Members
Marc[}uy0L Deputy County Attorney
JVbnlxobc, Boards and Commissions Administrator (retired, December 2OlI)
Karen Matsumoto, Personnel Program Analyst (retired December 2A1|)
Kris Nakamura, Human Resources Specialist l
Janine Rupozo, Risk Management Administrator
METHODOLOGY AND WORK EFFORT
The T8skforceused the following approach in gathering information and conducted weekly
meetings |ureview, discuss and {monu|uLe its findings and recommendations,
l\ Reviewed the current duties and responsibilities of the [)cpaztozeo| of Personnel Services
and individual departments:
2) Reviewed 0[gaoiz8[i0n8| structure of other governmental jurisdictions as well as private
entities:
2 11
3) Reviewed position descriptions o[all departmental employees with personnel and/or
human resources functions embedded into their job demcr 'oo�
4) Conducted written surveys of the above departmental employees to obtain actual
percentage of time spent on personnel and/or human resources functions;
5\ Determined the occcoouTy functions to be included in the restructured Department of
Personnel Services and the duties that would be pcI[uoneJ by individual departments;
6} Determined manpower needs of the restructured Department of Personnel Services:
7) Conducted desk audits of departmental personnel with a significant level of assigned
personnel and/or human resources responsibilities;
8) Evaluated positions from individual departments 10 determine whether i/ was functionally
appropriate to transfer said positions to the restructured I)upartcnuot of Personnel
Services;
9) Reviewed and evaluated each department/agency organizational chart to see the effect (if
any) ofmoving different positions from a specific department/fagency to the restructured
Department u{Personnel Services;
10)Reviewed bovr the transfer ofduties as well as positions to the restructured Dcpurtrnuoi
oƒPersonnel Services would impact the workload of the dopuctnoon{/ugcncy
organizations;
11)Conducted rcvicvvS and updates with the Mayor" Director of Personnel Services,
Administrative Department Heads, representatives of the Hawaii GOrcrncucot Employees
Association Union, County Council staff members, Cost Control Commission, Charter
Review Commission and Civil Service Commission, and
3 113
12)Completed a reorganization plan for the Department o[Personnel Services including
appropriate departmental positions to be transferred, position classifications and
associated costs,
FINDINGS
As stated in the County of Kaua'i 20 10-2011 Annual Report, the current mission of the
[)cpurUoeni of Personnel Services is "to provide quality service to the public, our employees and to
all County Dcporicncot"A*eucics which will enhance the achievement of their goo|s.''
The Department of Personnel Services serves as the central personnel agency for the County of
Kuuu'i, yot ii does not conduct some n[the major functioonper[onucdbyiypiCu| Dunoun
Resources Departments found iu many private sector organizations such as Training, Conflict
}{csn/uii0n, Workers' Compensation, Employee Benefits, Workplace Health and Safety and
Workforce Planning.
Uia should be noted that private sector companies do not need \n abide hycivil service laws and
regulations as well as government sector collective bargaining agreements which are specific to
State and County employment, Nonetheless, most, if not all of the aforementioned functions are
being performed by the Personnel or Human Resources Departments in the private sector or
other Counties (see below).
Department Administration
Classification
Labor Relations Ve"
Recruitment v/
Emplo-yee Transactions
Traininc, V/ V/
Conflict Resolution
Disability Act
FUNCTION HAW AI`I OAfIU KAliA`l
{_7FEqual Employment ✓ ✓
Workers' Compensation � ✓
Employee Benefits '
Workplace Health & Safety ✓ �
Workforce Planning � ✓
The Department of Personnel Services primarily focuses on five (5) major functional areas:
1. Department Administration
2. Classification and Pav
3. Labor Relations
4. Recruitment and Examination
5. Employee Transactions
The current organizational structure of the Department of Personnel Services is shown in
Attachment B. Aside from the Director of Personnel Services, staffing consists of eight (8)
positions including a Private Secretary, Personnel Services Manager, Personnel Program
Analyst, three (3) Personnel Management Specialists and two O Personnel Clerks.
The overall organizational structure is flat and consists of professional staff members who act as
"Generalists" in performing comprehensive range of services that are required to undertake the
five (5) major functions listed above. The technical staff is directly assigned to service specific
individual departments and also respond to inquiries and requests from the general public.
Some of the Department of Personnel Service's functions and responsibilities have been
decentralized and are being duplicated and performed by personnel within the individual
departments within the County.
5111 :�
The table b Blow lists the positions from various County Departments that are currently assigned
with personnel functions based on employee position descriptions:
DEPARTiYIENT POSITION °'c OF TI�'IE '.
15%
Civil Defense Public Safety Services Secretary
20
Council Services ' De artmental Staff Assistant 11 0171�"
Finance HR Specialist 1 5 0%
Fire I Administrative Officer 5 0 czi
Fire I Senior Clerk 20%
Housing Accountant IV I
Housing Agency Administrative Support Asst 1 3W,�
Parks & Recreation FIR Specialist 1 95%
--7
Parks & Recreation gra
Prom Support Technician 11 95% J
I Police Departmental Personnel Assistant 11 1 95%
Police Personnel Clerk I g6%,
Prosecuting Attorney Departmental Staff Assistant 1 30%
---f
Public Works 1 De artmental Personnel Officer 100%
1
Public Works Departmental Personnel Assistant 1 100%
Transportation Accountant 111 40%
Water I Human Resources Coordinator 100%
Departmental surveys and desk audits conducted by the Taskforce revealed that some of the
actual duties of various employees were inconsistent with their position descriptions. It was
further discovered that other additional positions within the various Departments were
performing personnel related functions as identified below:
DEPARTMENT POSITION DUTIES
Economic Development Secretary Personnel Liaison I
Elderly Affairs Administrative Specialist Personnel Liaison—
Fire I Public Safety Services Secretary Personnel support
services
i nor Liquor Control Commission Secretary Personnel Liaison
I P
lan nin Staff Servi ces ces ASSiStant Personnel Li
aio
Police Training in ieutenant Training
Police Research and Develo ment Lieutenant Recruitment
The Taskforce found that there are a disproportionate number of personnel among the various
departments and agencies that are assigned to conduct personnel related duties with varying
In
degrees of human resources training. Some departments have multiple employees with
6 1 '
personnel related responsibilities while other departments have none a1all. Thus, under the
current structure, the |cvc] of services, opportunities, and bcucbtn afforded to all o)oqty
employees are inequitable and inconsistent.
The above charts also indicate that varying cluSmifiCuduu of employees including Clerks,
Secretaries, Accountants, I}cpm1nacntoJ Assistants, Administrative Officers, and lJcpur|cUcotul
Personnel Officers within various departments are currently performing different degrees o{
personnel functions.
likcvviac, other core human resources functions including Conflict Resolution (internal
investigations of employee disputes or misconduct related to workplace violence., sexual
harassment, etc.), Employee Services (health and retirement benefits and employee assistance
[)nngrunms)' Workforce Training(contract izupluroco(uiioo` ooaougerocn| and supervision, etC.).
Workplace Health and Safety(safety uvvu/cocsn and injury prevention), Workforce Planning, and
Workers' Connpcooudoo including oversight for Federal government mandated regulations
rc|oicd to the Americans with Disabilities Act (/\Z)A) and Equal Employment Opportunity
(EEO) are currently assigned (0 other departments ozare non-existent.
Given that the County o[Kuuu^i currently cozployuapproximately 1,200 civil service, czucnpi
appointed, contract, and hourly individuals in eighteen (|0) different departments and agencies,
there are manN, challenges associated with the existing organizational structure of the Department
of Personnel Services aafollows:
• Decentralized technical expertise and duplication uf effort between individual
departments and the Department of Personnel Services have resulted in varying levels of
personnel support and guidance among the various departments and agencies;
• There are inconsistencies in implementing and interpreting County V0(ioic0 and
procedures and Collective Bargaining contract provisions among individual dcpurtmueots.-
• Delays exist in the timeliness io filling vacancies and classifying positions requested by
departments and agencies; and
• The lack of a full range of human resources functions within each of the departments
(benefits, workers' compensation, health and safety and training) has led to an
iuo)umistcot level of service 10 all County employees,
The challenges attributed to the decentralization of personnel operations and inconsistencies in
policy management have resulted io liability exposure, litigation and increased cost.
RECOMMENDATIONS
The Dcpmrtulcu| of Personnel Services nonyt be proactive in guiding and assisting other
departments and agencies maintain a fully staffed and qualified workforce to ensure that County
services are conducted iouo efficient and effective manner.
To zouC1 the County's overall goals, the I)cportuaeot of Personnel Services onum{ seek {0 classify
positions in uoznru dcocly rnunn8c recruit and retain high value employees; provide training for
croV|oyccm for professional and personal development; effectively handle labor relations issues;
maintain compliance with employment and labor laws, Civil Service rules and regulations, and
collective bargaining agreements; and implement technology and methods to enhance service,
communications, productivity and health of the Cnun1y`xworkforce.
The establishment O[mnauduiory and/or ruiulmdv scheduled training sessions for ecnp|oyocg can
prevent risk and liability exposure ioareas such as sexual harassment, workplace violence, injury
prevention, etc. and thereby reduce the need for litigation and settlement costs. In addition,
consolidating the oversight and functional responsibilities for employee records and benefits
under the Department of Personnel Services should greatly improve the responsiveness and
accuracy 0/information across all departments.
The Taskforce findings suggest that a restructuring of the Department of Personnel Services is
IVIVI
necessary to better address the County's overall goals in a more focused and cost effective
manner. To achieve this end, the Taskforce recommends that the following be implemented in
the upcoming 2012-2013 Fiscal Year.
Functions of the Restructured Department of Personnel Services
The functions of the proposed restructured Department of Personnel Services are shown in the
attached Functional Divisions Chart (Attachment Q.
In the proposed structure, the Director would continue reporting to the Civil Service
Commission. The Department would be restructured into four (4) distinct divisions that would
be responsible for various human resources functions as follows:
• Administrative Services and Benefits
This division would oversee all employee services programs and benefits; manage and
update employee records; coordinate the development of personnel rules; and provide
clerical support to the other divisions.
• Recruitment and Examination
This division would be responsible for assisting the various County departments with the
recruitment and selection of qualified candidates for employment including the
administration of qualification examinations as needed.
• Classification & Pay and Labor Relations
This division would administer the classification and pay plans for County positions;
conduct classification reviews; prepare and revises class specifications and position
descriptions; and recommend compensation levels.
In addition the division would be responsible for labor relations by participating in
collective bargaining contract negotiations, conducting grievance hearings and assisting
9 113 a
with arbitration cases; and assisting departments in coordinating and resolving employee-
management relaicdisouea.
�
Employee Development and Health Services
This division would house the new functions that are being tnloSfoocd or added to the
Department of Personnel Services vvbicb include o0uotI`xido training including ht8|ib,
sufe|v awareness, injury prcvcniioo, cnnploycudcrclopuocoLuuaougeoocoto[Wo/kccs`
Compensation claims and American with Disabilities Act and Equal 2oup}oyoncut
Opportunity related concerns.
The result of this new structure will be a centralized personnel dupacicueoi that n{[urs u full cuugc
o[human resources services for all County employees.
The attached chart (Attachment D-Proposed Human Resources Restructuring-Transfer of
Functional Responsibilities) illustrates how the current functions performed by the Department
of Personnel Services and the individual departments would be shifted and consolidated under
the expanded human resources organization.
The Tasklorce also examined transferring the payroll function that is currently housed in the
Department of Finance to the Personnel Department. However, it was learned that the Finance
llcpVdmncnt is currently considering computerized upgrades in improve the existing payroll
system (i.u. payroll/time and oUcndauce/hour). For this reason, the Txakfbrcc decided not to
transfer the payroll function at this time and is recommending that this issue he revisited after the
technology upgrades are completed so a more definitive determination can be made on whether
these responsibilities are better suited within the Department of Personnel Son/ices.
Reora nization Plan and Associated Costs
The T&&k[nCce proposes t0 restructure the [)ep8rtnoeoi of Personnel Services to centralize
personnel functions and expand its human resources functional capabilities (benefits, workers*
compensation, health and safety, training, Americans with Disabilities Act and Equal
10 | p & �c
Employment ojk) by transferring existing positions. equipment, audnuppbcnd)ut4ce
currently provided for iu other administrative departments (see Attachment E -Proposed
Organizational Simctuse).
Attachment F (Restructured Department of Personnel Services-Personnel Transfers) describes
the various positions that are boiu� iruusfeoedbmnuthe different departments.
lt should bc noted that two 0[the positions that are being proposed ivbu transferred (Risk
Management Administrator and American with Disabilities Act Coordinator) are currently
contractual positions. The Tuakfbrcc recommends that these positions kcconverted to civil
service positions (Human Resources Manager 11 and Human Resources Specialist 11
respectively) to ensure that qualified individuals are placed into the positions on upconuuuot
basis.
ThoTauk{Vrco is merely recommending that existing positions and costs that were previously
provided for in the various administrative departments be transferred to the Personnel
Department. Therefore, the proposed restructuring io being accomplished without creating new
positions 0r increasing costs, ln fact, restructuring o[the Department n[Personnel Services
should result iuu decrease iu budgetary funding over the long term (see Attachment (}-
Boy\ruciucod Department ofPersonnel Services-Comparison VfPersonnel Costs).
Dis anticipated that the proposed organizational restructuring and expansion 0{human resources
functions will result iu direct and indirect cost 8avioaS over time. Attachment D (Department of
Personnel Service s-[onzpuri3Oo of All Costs) prcsco\0 u comparison of the [»cpudnocui of
Personnel Services' current fiscal year 20|7 budget and the proposed fiscal year 21013 budget
/Moy0c`8 May 70l22 supplemental budget submittal) that includes the costs 0fthe proposed
restructured functions. As shown, the net effect o[restructuring proposes u recurring savings af
approximately$36,377per year.
The Taskforce recoQnizes the need for a one-time purchase of various items including additional
office furniture, file cabinets, and computers, to accommodate staff positions and possible
relocation needs based oo space considerations. To accomplish this, u total o{$6,50Owas
included in the Department ofPersonnel Services* Fiscal Year 2013) budget submittal.
The Taskforce also recommends a one-time cost for temporary contract clerical services to assist
with the transition of personnel files from the individual doparirucuin to the Dopu/inoeo\ of
Personnel Services and to facilitate the updating of the backlog of files and records that currently
cxia1m vvdbin the Department of Personnel Services. A total of$19,000 was requested in the
Department ofPersonnel Services' [ixcu/ Year 2013 budget tocomplete this necessary work.
Finally, the Taskforce recommends that the Department of Personnel Services play a major role
in the Finance Department*s planning, development and eventual procurement of a Fluman
Resources Information System (HRIS) that is anticipated to establish an automated system for
recording employees' transactions and benefits, creating coup1V}ooco\ histories of all crop/nyece,
and tracking employees* time and attendance for payroll purposes. The objective nfthis effort is
to establish an automated computerized system to more efficiently and accurately track employee
records and thereby save manpower time and cost.
Challenus to be Addressed
The County is upublic service organization. Anproxinmutcly eighty percent of its operating
budget expenditures are personnel related costs. For this reason, the benefits derived from
moving to a comprehensive full service human resources structure will have an extremely high
impact on the Coumfv'r overall performance and success.
By consolidating and taking the core personnel functions out of the iudiridu&l administrative
departments and centralizing it under the Department of Personnel Services, the proposed
structure is intended to:
�
Centralize human resources functions and technical expertise within the Department of
Personnel Services,
12 | l" a c
0 Add technical staff expertise v/idbiu the IJcparbocot of Personnel Services to inxzousc its
capacity and capability to provide improved human resources support and advice equally
and consistently {0 all departments and agencies;
• Eliminate the duplication 0fwork effort between the Department 0f Personnel Services
and the various departments;
• Streamline and improve employment processing for all departments and agencies
including service to individual employees related to employee benefits, employee
relations, recruitment, classification and pay, labor relations and employee dcvc|opunCu1;
• Improve consistency io the development, implementation and interpretation of '
countywide policies and procedures throughout all departments and agencies,
• Reduce the demands o[departments and agencies iuperforming personnel functions
thereby affording the existing dcp8r|rueutu/ staff formerly assigned hunuuu resources
duties io work nu other unattended responsibilities for tbudupor{nncnt/ugeoCy;
• Increase responsiveness io all departmental and agency oecds�
• Coordinate and conduct countywide training efforts for all County employees,
* Expand the full range of human resources functions including employee benefits,
workers' compensation, health and safety, training, Americans with Disabilities Act and
Equal Employment Opportunity-, and
• Decrease cost over time through the mitigation of personnel risks and reduction in legal
claims against the County.
Lu addition, all major departments will retain a designated technical human resources position to
liaise and coordinate efforts with the restructured Department ofPersonnel Services.
The new organizational structure will expand the current capacity nf the Department of
Personnel Services and has been designed to improve the delivery of human resources services
and responsiveness throughout the County. The various functions have been strategically
located vvi1bio the Department of Personnel Services and assigned to divisions that are overseen
by managers with sufficient staff support to effectively serve all departments.
Once the proposed restructured Department of Personnel Services is finalized and fully
operational, each functional division will have sufficient staffing io provide timely responses and
service k)every department.
More specifically, it is expected that the Department of Personnel Services will provide timely
support in filling vacancies, work with all department heads, managers and supervisors on
individual employee and/or union complaints by providing advice and support oo complaints and
g7icvunCcs, u»giGL in conducting internal personnel related investigations such as hucasscucoi,
workplace violence, Americans with Disabilities Act and |Bqoul Ernp|oymuuo1 Opportunity issues,
and provide clear, consistent, and timely guidance as well as training on the proper
implementation and discipline regarding work policies such as leave abuse, tardiness, vvorkyluoc
violence, discrimination, and others matters.
Timeline
The Tumkfbrce supports the Administration's efforts io facilitate and expedite implementation of
the Tuskforce`s recommendations usoutlined in the Mo�or`o May?O|2 supplemental budget
request io the County Council. If the proposed restructuring isapproved in the Fiscal Year 2012-
2013 budget, the Taskforce recommends that the Department of Personnel Services with
oversight from the Civil Service Commission, immediately begin the necessary planning and
coordination }0 eo8Oro the souocSuful icoy)cmocu}:Ii0u of these changes. This would include the
need t0 recruit, establish eligible lists of qualified applicants, and [i|i all raCaul hou0uo resources
positions, organize and arrange for the 8mOO)h transfer of employees from other departments,
and secure the necessary space requirements and procure the necessary furniture and other
resources for the increased staff during the first quarter of the new fiscal year (July-September
2012).
Based on this abbreviated timeline, it is anticipated that the restructured Department of Personnel
Services can be fully operational by October 2012.
In closing, the benefits derived from changing to a restructured Department of Personnel
Services that includes all human resources functions are often intangible but will have an
extremely high impact on the County's performance and success. To be successful, there needs
to be total cooperation and support from our local elected officials and management at all levels
within the County.
ATTACHMENTS
Attachment A: March 7, 2011 Opinion from the County Attorney
Attachment B: Current Organizational Chart-Department of Personnel Services
Attachment C: Functional Divisions Chart
Attachment D: Proposed Human Resources Restructuring-Transfer of Functional
Responsibilities
Attachment F: Proposed Organizational Structure
Attachment F: Restructured Department of Personnel Services-Personnel Transfers
Attachment G: Restructured Department of Personnel Services-Comparison of Personnel
Costs
Attachment H: Restructured Department of Personnel Services-Comparison of All Costs
1511
Attachment A
At its meeting on March 14, COUNTY OF KAUAI
2011,the Cost Control
Commission voted to waive its OFFICE OF THE COUNTY ATTORNEY
rights to confidentiality and
allow the opinion to be publicly
released, CONFIDENTIAL
Attorney-Client Communication
and/or Attorney Work-Product
March 7, 2011
TO: Sandi Sterker, Chair, and Cost Control Commissioners
FROM: Jennifer S. Winn, Deputy County Attorney
SUBJECT: Request for Legal Opinion re: Department of Personnel Services
Our file no. 11-0178
This responds to your request for a legal opinion regarding the scope of
the Department of Personnel Services' authority under the current charter
language.
Generally, the powers of a municipal department are those expressly
granted, those which are necessarily or fairly implied in, or incidental to, express
powers, or those which are essential or indispensable to the accomplishment of
the declared purposes of the municipal corporation. See 62 C.J.S. Municipal
Corporations §448.
Section 15.01, Kaua'i County Charter ("Charter'), states in pertinent part,
"There shall be a department of personnel services . . . for the purpose of
establishing a system of personnel administration based upon merit principles,
devoid of any bias or prejudice and providing a systematic and equitable
classification of all positions through adequate job evaluation."
In Section 15.04, Charter, the Director of Personnel Services is tasked
with "the proper conduct of all administrative affairs of the department, and for
the execution of the personnel program prescribed in this charter and in the
ordinances and regulations authorized by this charter." Section 2-1.3, Kaua'i
County Code 1987 as amended, provides that there shall be a Department of
Personnel Services as provided by law. In addition, state law requires the
Director of Personnel Services to perform certain acts, including but not limited
to: represent the public interest in the improvement of human resources
administration in the civil service; foster and develop, in cooperation with
appointing authorities and others, programs for the improvement of employee
efficiency; cooperate fully with appointing authorities, giving full recognition to
their requirements and needs, in the administration of this chapter to promote
|
Sandi Sterker. Chair, and Cost Control Commissioners
Page 2
March 7. 2O11
public service by establishing conditions ofservice that will attract and retain
employees of character and capability, and io Increase efficiency and productivity
in governmental departments by continuously 'Improving methods of human
resources administration; and encourage and exercise leadership mthe
development of effective human resources administration within the several
departments and make available the facilities Vf the director's department tOthis
end 7O-l2 and 76-13, Havvai') Revised S1atubes /
Arguably, having a more thorough Department of Personnel Services
which offers anti-disuhrnination tra/ning, safety workshops, health us/e programs
and so fzrth, is necessarily orfairly implied in, or incidental to, the Personnel
Director's express duties to foster and deve|op, in cooperation with appointing
authorities and others, programs for the improvement nfemployee efficiency;
cooperate fully with appointing authorities, giving full recognition to their
requirements and needs, in the administration of this chapter to promote public
service by establishing conditions of service that will attract and retain employees
of character and capability, and to increase efficiency and productivity in
governmental departments by continuously improving methods ofhuman
resources administration; and/or encourage and exercise leadership in the
development Qf effective human resources administration within the several
departments.
However, if there is uncertainty asto what authority the Department of
Personnel Services currently has, the Charter contains a provision whereby the
z
mayor rnayadd new express dudeato the Dopartrnent. Section 6.O2. Charter,
states /n pertinent part, "New functions may be assigned by the mayor toexisting
agencies, but to the extent that this io not practicable, the council bya vote offive
members may upon the recommendation Of the mayor create additional
departrnentS "
Therefore, the scope of the Department Qf Personnel's authority is what is
expressly stated in the Charter or state /ovv. what is implied or incidental, or what
is essential to the Department's purpose. VVh[/e this office does not have the
specifics of what is being contemplated for the Department, (t appears likely that
e more expanded Department with programs benefiting employees is implied or
incidental to what |s currently expressed ao the Director's duties. Meverthe/ess,
even ifa more expanded Department was found {obe outside the current scope
of duties, the Charter gives the mayor the ability tQ assign new functions tOthe
Department, The Department's author|tvvvou/dthen /no/udethe express new
duties given tQitby the mayor.
" Although not specifically in the Charter, state laws on civil service are general laws, with which
the County must comply. aee . 59
Hswa/'/G5 (1g78).
' The duhes must hethose the County has the power to do, must not be an express duty under
the Charter to another department, and must not conflict with general law,
Sandi Sterker, Chair, and Cost Control Commissioners
Page 3
March T 2011
Please let me- know if I can be of further help.
t�A
A
JENNIFER S, 011 N
Deputy Ccurity Attorney
APPROVED:
Z" —7)
ALFRED B, CASTILLO, JR
County Attorney
Attachment B
Current Organizational Chart
Department of Personnel Services
COUNTY OF KAUAI
DEPARTMENT OF PERSONNEL SERVICES
POSITION ORGANIZATION CHART
Acknowledged (October 2011)
ircwftor of ersonnei Date
CIVIL SERVICE COMMISSION
Approved: (7 MEMBERS)
.................. ------
B rna I ate OFFICE OF THE DIRECTOR~-
Director of Personnel
Pos.E-7 Ordinance
Private
s-ccretary
os E-2102,SR 20
i LABOR RELATIONS&I5ERSdN—Nff-L---
MANAGEMENT
Personnel Services Manager
Pos.2,101,[M-5 1
...........
--------------.........
----------------
F-------
Personnel Management Personnel Management
Personnel Maliagernent Personnel Program Personnel Clerk 11 1 Personnel Clerk I
specialistV Specialist IV I I
Analyst Specialist IV
Pos,2104,SR-24 i 1 Pos 2107,SR-13 Pos 2,111 SR 91
Pos�21W SR- 109,SR-22 Pos,2110,SR-22
26 Pos�2
--------------
. ...... ---------- ----------------
Attachment C
Functional Divisions Chart
CIVIL SERVICE COMMISSION
DIRECTOR OF PERSONNEL SERVICES
ADMINISTRATIVE SERVICES AND BENEFITS DIVISION
Plans,develops, and administers the employee services
programs;administers benefit and employee assistance
programs;administers audit and employee records
management activities; coordinates development of personnel
rules;provides administrative and clerical support to division
personnel.
RECRUITMENT AND CLASSIFICATION & PAY AND LABOR RELATIONS DIVISION EMPLOYEE DEVELOPMENT AND
EXAMINATION DIVISION
Plans, develops, and administers Plans,develops and administers the classification and pay plans; HEALTH SERVICES DIVISION
the recruitment and examination conducts classification reviews and prepares and revises class Plans,develops, and administers the
programs; recruits personnel for specifications and position descriptions; recommends pricing for workers' compensation,safety,
Countyjobs; evaluates new classes established; researches and recommends classification personnel development and training,
qualifications and administers and pay practices; assists departments and coordinates with other and equal employment opportunity
examinations to establish eligible personnel management processes on personnel implications on programs;assists and coordinates
lists; refer names of qualified problems in reorganization; reassignment of work,creation of new with other personnel management
candidates to fill departmental classes, and related matters. processes in resolving industrial
personnel fuctions;conducts Plans,develops, and administers the labor relations programs; industry,safety,training and equal
recruitment activities to attract administers and participates in collective bargaining agreements; employment opportunity related
qualifed applicants; assists participates in collective bargaining contract negotiations; conducts problems, including ADA concerns,
departments and coordinates with grievance hearings and advocates arbitration cases; assists
other personnel management departments and coordinates with other personnel management
processes on examination, processes in resolving employee management related problems,
selection interviews and related
—matters,
Attachment D
PROPOSED HUMAN RESOURCES RESTRUCTURING
TRANSFER OF FUNCTIONAL RESPONSIBILITIES
3 Existing Personnel Proposed Personnel/HR Existing Individual
Department Department Department
Res onsibilities Responsibilities Res onsibilities
ADMINISTRATIVE
f SERVICES AND
BENEFITS DIVISION
; Prepare payroll
certifications
l Serve as resource and final
l authority in processing j
� � E payroll certifications
I Set up and maintain
s official personnel files E
Record and maintain
€ certifications, licenses,
I physical exams and other
employment re uirements
Document, track and
prepare Job Performance 3 j
Reviews: review
completed forms and file I
i
New hire orientation to
Countywide policies and 144
rocedures
i
New hire orientation on
department specific '
i policies and procedures
New hire benefits �-
enrollment {health
insurance. ERS, etc.
Open enrollment
j information to employees
} Open enrollment ! ,
f rocessin
ERS communications 4 —'
Prepare, process and
-- ► manage EAP program; ,
provide training to ?
departments
Page- I of 6
Existing Personnel Proposed Personnel/HR Existing Individual
Department Department Department
Res onsibilities Res onsibilities Res :)nsibilities t
ADMINISTRATIVE
SERVICES AND
BENEFITS DIVISION
(continued)
j Initiate request for leave
donation
Coordinate pre:-retirement
workshops
Administer TDI program;
prepare reports; provide
informational training to
j
departments
3 Initiate request for TDI
j 1 benefits
Develop and administer 1 i
I FMLA program including
E 1 I Countywide policies and
j procedures and j
1 ; Informational training
Initiate request for EMLA !
j i benefits
Coordinate deferred
compensation and flexible ,—
spending programs; enroll
employees
Conduct exit interviews
COBRA enrollment as ' '4---1
}
needed; feedback to
affected departments
Page ? of 6
Existing PersonneJRECRUITMENTAND
Proposed Personnel/HR Existing Individual
Department Department Department
Res onsibilities Responsibilities Responsibilities
EXAMINATION
DIVISION
Complete vacancy
requisition NeoGov)
Draft and prepare
recruitment and/'or s— ,
I
retention incentives
Distribute job posting
{ Count -wide
�--►! Place ad in newspaper
E Prepare and administer
tests j
—►
Accept applications .4--
►' Screen a lications — ® I
Assist in the development
of interview questions; !
j assure compliance
I 4
E regarding interview
r � �
questions
Interview a licants
Assist in the development
t
of reference check
jquestions; process j
fingerprinting as needed
I Conduct reference and
j background checks
Recommend selection to
�
Mayor (NeoGov): prepare
correspondence. contact
i
j individual
Coordinate with
Department and process
selected applicant for drug
test, physical exam and
other required qualifying
tests
--�► Schedule pre-employment „� '
screenings
Complete new hire
paperwork including
benefits enrollment ;
Page 3 of 6
^
Existine, Personnel Proposed Personnel/HR xisting Individual
Department Department Department
jj jE Indi-"itduail
StinL
PAY AND LABOR
RELATIONS
DIVISION
Initiate request to create
new position description/
position description review,
providing summary of
scope of work. essential
functions, licenses,
certifications, equipmenL,
nmental factors, etc.
enviro
Prepare position
descriptions including
FLSA determination
Review position
description
Assist departments with
organizational charts
Prepare organizational
charts annually and as
ob evaluation, analysis
I and grading
Page 4 of 6
Existina Personnel Proposed Personnel/1111 Existing Individu, I
Department Department Department
Res onsibilities Responsibilities Res onsibilities
CLASSIFICATION &
PAY AND LABOR
RELATIONS
DIVISION
on
Survey departments
i recommendations for
contract chan es; develop
9
ol and recommend changes
to Mayor. prepare costing
reports and participate in
nev-otiations
Provide input on impact to
department and recommend
contract proposal changes
Develop and maintain
guidelines on discipline;
recommend possible
actions
Document and resolve
disciplinary problems
�Receiv�enofi�ce of internal
complaints; assist
departments to coordinate
and conduct
investi�zations, advise and
consult on appropriate
action; and maintain file-,
Work with HR and
Attorney*s office in
coordinating investigations,
designating investigator�
1 preparing report of findings
t've action
and takine, correc i
Receive and respond to
grievances up to
Department Head level in
consultation with HR
R-espond to Employer
level grievances and
I arbitration cases as needed
Distribute information to
all departments on
I grievance decisions for
Page 5 of 6
} ( consistency in contract {
} ` in radon&
Existing Personnel Proposed Personnel/HR
}{ P and
/HR Existing ndii
Individual
Department Department! Dlmem
Res n±i §i§CS kbi Onsihi§§ Res 0 x ) tlew
\EMPLOY££
DEVELOPMENT A
HEALTH SERVICES
DIVISION
!
Administer eT substanc (
} , . ,
)
abuse te iing and SAP ( [
! )
referral programs [
| )
including Countywide
r ) ; policies and procedures }
Plan, develop and (
( }
implement Countyw de }
training ) -
Oversee and assist.with } } }
. dglmrm2 training
{ P rograms; coordinate
training for optimal eseo } )
( ( :
resources, sharing training I } }
opportunities with all ;
departments
Plan. dev elop and `
} ;
implement departmental {
i [ specialized Raining (
) m ams
. . . . .. . . . . . . � ADz£EOCjj ort
rt
Manage workers'
) compensation claims in {
Iconsultation with [ (
( ; I departments and ƒ2d (
�-0 �
party administrators
( } 1 including implementation )
) ) of Return to Work
( ) Program f£ injured {
employees }
Rlye 6 of 6
Attachment E
Proposed Organizational Structure
..........
Civil Service Commission
IDirector of Personnel Services!
Private Secretary
HI Specialist 1
(Adr .
'n"',
rim
SIR 20
HR Assistant S HR Assistant
HR Clerk HR Clerk
SR-15 SR-13 SR-13
Human R-o.,cts Manage,it Human Resources Manager It
3Hesrrran Re sou,ces Man.g.,it
(Rswtwtment and Exwy,} (Classification&Pay acrd (Employee Developmim and
Health S,e,vw.��)
Labor Relations)
EM 03
EM 03 Fm-03
............................ ................
4l.m—Rywu—s Speciatist H Human Resources Specialist 11 (Human Human Resources Sp.o.i,'t 1t H—,—Resources Spec,11,,t It
(Recruit...nt—d Exam) Relations) Von Pay)
(Training and syiorker�Coitip)� (EEO/ADA)
SR-22 SR 22 SR-22
SR 22
Human R-m—es Specialist it [Human Reso,irres Specialist I
(Re—mnent and Exam) (Classification&P.Y) qo,prn—t Operat-F,ai-
SR-19
-,1 22 SR 4
Attachment F
RESTRUCTURED DEPARTMENT OF PERSONNEL SERVICES
PERSONNEL TRANSFERS
Position Current Position From Proposed Position
s No. (Department)
E-:1 ! Director cal Personnel Services Personnel Director of Personnel Services
2101 Personnel Services Manager Personnel HR Manager 11
2102 Private, Secretary Personnel I Private Secretary
2101 ! Personnel Management Specialist V Persc}nnel i HR Specialist II
2105 Personnel Program Analyst Personnel HR Specialist 1 j
1 2110 1 Personnel Management Specialist III ' Personnel HR Specialist 11
2109 Personnel Management Specialist Ill Personnel HR Specialist 11
21{7 Personnel Clerk 11 ; Personnel HR Assistant
2111 Personnel Clerk.I Personnel R Clerk
702 Senior Clerk Fire I HR Assistant
800 Departmental Personnel Officer I Public Works HR Manager II
1025 E ui ment Operator Trainer Public Works R ui ment Operator Trainer
346 Personnel Clerk 1 Police HR Clerk
1561 HR Specialist I Parks HR Specialist I
212 HR Specialist I Finance HR Specialist I
289 1 Risk Management Administrator I Finance HR Mana Ter 11
X9150 ADA Coordinator Mayor HR Specialist II
j 2465 ( HR Coordinator Water HR Specialist 11 j
Attachment G
RESTRUCTURED DEPARTMENT OF PERSONNEL SERVICES
COMPARISON OF PERSONNEL COSTS
----------- v_.----
Position Current Position From Proposed Position original Proposed Difference
P'o o"'
No
ADcp,rtrn Bud�,Yct FBud t
-----------
E-7 Director of Personnel Services Personnel Director of Personnel 5103,041 $103.041 $
Services
2101 Personnel_Services Managcr Personnel HR Manag.er 11 S101,304 $101,304 $
Private Secretary Personnel Private Secretary 58,440 S 56,172 ($ 2,_268)
21,04 Personnel Ma! ment Specialist V Personnel HR Spectalist 11 $ 64,920 64,) 0
21,05 Personnel Proms A!ILlyst Personnel R pecialist 11 S 70,224 45,576 24,648)
2110 )e j I Manqgernent Specialist III Personnel FIRS
------- _pe�cialist 11 49,332 S 49,332 S'
---—--------------------------------- -----------
2109 Personnel M,�,iva lcrp , Specialist. III Personnel HR ecialist 11 5 1,312 S, 51,312 $
IS)
2107 Personnel Clerk 11 Personnel FIR Assistant S 37,968 S 37,968 S
_.__..__W_.__._ -------------------------------
2111 Personnel Clerk I Personnel FIR Clerk S 28,836 $ 31,212 S 2,376
11--.1 1------------------------- --,----- —.------------
702 Senior Clerk Fire FIR Assistant 1 $ 33,756 S 11,755
800 mental Personnel Officer Public Works FIR Mangier 11 $101,304 1 Of 104 S
1025 Equipment Operator Trainer Public Works Equipment Operator S 54,01-2 S 54,012 S
Trainer
------- -------
346 Personnel Clerk I Police FIR Clerk 317212 S :31,212 S
-----------
7
4 I
6
S
4
2
I
3 1,2 1
'J6
4t
1861 IIR Specialist I Parks FIR Sp ist 1 57,708 S 42 132 S 15,576)
------------------
212 1-1 rust I Finance FIR
.......... --Specialist, 1 42,132 S 2,652
289 Risk Mana-cment Administrator Finance I-IR Managc�ll 92,460 S 92,460 S
--------------- ------- _ _),�( )
56196 45,576 $ 10 62(�
9150 ADA Coordinator Mayor H R Specialist I 1
4)
2465 IR Coordinator Water HR,
ialist 11 5 5,5 00 S 45,576
TOTAL $1,053,250 `S t.,028,997 (S24, 3)
Attachment H
I
RES 'FTRU URED DEPARTMENT OF PERSONNEL SERVICES
COMPARISON OF ALL COSTS
Item DPS FY12 DPS FY 13 Difference Transferred From (Department) Amount Net Effect of
Budget Proposed Restructuring
-----------
Salaries $565,377 $1,028,997 $463,620 Various affecU D artm�ents $48 7,873 24,25 W( ezridHourly ay'. 0 $ 19 ()()() $ 19()()() One Time Expense 19,000 N/A
Benefits $355,940 $ 664,471 $308,531 Various affected Departments $315,042 6,511)
Training S,' 7,000 S 72,000 $ 65,000 Finance-Risk Management $ 62,613 7,613)
Mayor-ADA $ 10,000
Dues/Subscritpt,(ons $ 4,500 $ 9,100 4,600 FAPA 4,600 $S 0
-----------
Consultant Services 30,000 164,000 $134,000 Finance-Accounting(Insurance $130,000 $ 0
Accounts)
Mayor-ADA $ 4,000
R & M Comput,ers S 14,876 15,146 $ 270 DPS Related Increase
-------- 270 N/A
Advertisina 3,000 6,000 $ 3,000 DPS Related Increase
3,000 N/A
Airfare 1,000 8,100 $ 7,100 I)PS Related Increase $ 5,500 $ 0
Mayor-ADA 1,600
Per Diem, 180 3,180 3,000 DPS Related Increase S 2,500 $ 0
Mayor-,ADA $ 500
-----------
Car I ental/Parking S 300 2,550 2,,25...-__..__
,250 DPS Related Increase $ 2,000 0
------------ Mayor-ADA $ 250
----- --
----- - ..............
Other Travel, (ieneral S 1,500 $ 2,000 S 500 DPS Related Increase $ 500 N/A
0 frice_SuPTIJes $ 8,000 $ 28,255 $ 20,255 DPS Related Increase S 20,255 N/A
Other Small Equipment S 0 S 10,000 $ 10,000 DPS Related Increase S 3,500 N/A
One Time-Expense $ 6,500
--------------
0 $ 3,000 S 3,000 Public Works 3,000 S 0
F .......
6�tllci_-ornmodi ties $ 10,200 S 2,800 ( $ 7,400) DI'S Related Decrease ($ 7,400) N/A
Pasta ,e Frei $ 500 $ 2,500 $ 2,000 Additional EX use I olicc/Fire) S 2,000 S 2,000
ght_
...........
LIOTAL, (S 36,377)
HUNIAN RESOURCES TASKFORCE
ADDENDUM TO FINDINGS AND RECOMMENDATIONS
.Tune 1, 2012
INIERICANS WITH DISABILITIES ACT (FDA) COORDINAXOR
On May 1, 2012, the County Council transmitted it's version of the 2012-1-22013 Fiscal Year
budget to the Mayor for approval. Upon review of the budget transmittal, the Taskforce learned
that the Counter Council has endorsed the Taskforce's recommendations to restructure the
Department of Personnel Services by expanding its human resources capabilities.
However, the County Council did not fund the Human Resources Specialist lI position that was
intended to serve as the Americans with Disabilities Act/Equal Employment Opportunity
Coordinator within the Department of Personnel Services. Instead, funding for the position
along with the necessary support items were shifted back and included in the Mayor's office
budget.
The Taskforce finds that the County Council's decision to remove the Human Resources
Specialist II position and return it to the Mayor's office as the Americans with Disabilities Act
(ADA) Coordinator leaves a void in designating a specific employ=ee within the County* who is
responsible for ensuring oversight and compliance monitoring for the federal Equal Employment
Opportunity regulations.
It should also be noted that the Taskforce's intent for recomnendine, that this position be
converted from a renewable annual contract to civil service status was to ensure that a qualified
individual would be placed into the position on a long term permanent basis.
Human Resources Task Force Addendum Report
June 1, 20121
Therefore based on the above, the Taskforce would like to make the following additional
recommendations as an addendum to its Findings and Recommendations dated May 22, 220121:
1. For Fiscal Year 2012-2013, maintain the funding for the American with Disabilities Act
(ADA) Coordinator position in the Mayor's office as approved in the Council's budget;
2. Revise and expand the duties and responsibilities of the position to include monitoring
and compliance, for Equal Employment Opportunities regulations and require that the
position work closely with the Department of Personnel Services when conducting
training activities and compliance investigations; and
2. Continue the position as an exempt appointment by the Mayor but utilize civil service
guidelines regarding establishment of a position classification, minimum qualifications,
appropriate salary range compensation, and selection from a certified list in filline, the
position.
The Taskforce would like to express its appreciation to the Administration and County Council
for supporting the restructuring and expansion of the Department of Personnel Services to better
service and address the overall recruitment, employment and training requirements of the County
of Kaua'i and its employees.
DPS WEEKLY REPORT
Week Ending May 20, 2012
Significant Events/Meetings
- Followed-up with progress on ee harassment complaint investigation. Additional ees
were scheduled during the week.
- Discussion with Anti Drug Coordinator regarding procurement of contractor. DPS' role
was to certify exemption.
- Discussion and review of ee evaluation addendum proposed by EOD Director.
- Discussion with staff regarding request for information from neighbor island jurisdiction
on appointee salaries. Sent copy of resolutions.
- Reviewed Arbitration Award from DHRD on selection grievance of UPW employee.
- Distributed CVS Caremark Transfer Update memo to departments/agencies for info and
distribution.
- Discussion with Exec. On Transportation regarding transfer of CS position and employee
to the agency.
- Responded to Council request for information on EM OT for past 3 years. Continue
working with Finance Payroll and IT to produce OT info for employees on 4-day work
week.
- Reviewed State's proposals for upcoming negotiations with HGEA and UPW.
- Reviewed BU-12 drug testing proposal which will be discussed in upcoming meetings
with SHOPO.
- Reviewed class specs and new class proposal for EEO Officer/ADA Coordinator position.
- Applicants for our HR classes have been reviewed and informed of their eligibility.
Risk Management
- N/A
Personnel
- N/A
Heads-up
- Negotiations with SHOPO are scheduled for May 23rd and 24th on Kaua'i at the EOC.
th d
Meeting now scheduled for M ay 22"`x, 23'd, and 24 . Meeting place for the 22' and
23'd will be at the Marriot instead of the EOC,
Ise
HGEA requested release time for members of its negotiations team for meeting
t
scheduled for May 24 h
UPW is requesting release time for members of its executive negotiation committee to
meet on May 29th.
05/21/12
DPS WEEKLY REPORT
Week Ending May 27, 2012
Significant Events/Meetings
- Negotiation meetings with SHOPO were held on May 22 d through 24th at the Kaua'i
Marriot Hotel. Non-cost items where subject of the negotiations. Arbitration will likely
commence the week of Nov. 26'h with Tom Angelo as arbitrator,
d
- CSC meeting was held on Tuesday, May 22"
- Provided Auditor's Office with requested information regarding applicable Sick Leave
Sections in the CBAs.
- Discussion with Risk Manager regarding EMCP draft EO. Revised as applicable and
resubmitted for review.
- Outside investigator completed interview of witnesses regarding ee complaint. We are
awaiting the investigators report.
- Responded to request for extension to KPD for promotional list for sergeants and
lieutenants. Granted extension to January 31, 2013.
- Responded to Council's request for information regarding OT costs for ees that work 4-
day work week.
- Circulated ee Recognition Banquet info to all departments/agencies. The event is
scheduled for June 7th at the KWMCH.
- Held Administrative Review for applicant for Scale Attendant recruitment.
- Discussion with in-coming personnel for scheduled reorganized recruitment section on
training needs. Enabled access to recruitment tutorial on the system to facilitate the
training process. Scheduling training for the classification section is currently in
discussion.
Risk Management
- N/A
Personnel
- Interviews for HR Clerk position is scheduled for June 13t'and 14".
Heads-up
- HGEA has requested release time for members of its BU-2 negotiating team for May
31st.
DHRD has scheduled an ER Caucus to discuss the various proposals by the jurisdictions
for the upcoming HGEA and UPW contracts. Meetings are scheduled for June 4 Ih and
bath, and possibly the 6 Ih! if need too.
HGEA has requested release time for its BU-13 negotiating team for June ls'.
UPW is requesting release time for members of its executive negotiation committee to
meet on May 29th.
05/29/12
DPS WEEKLY REPORT
Week Ending June 3, 2012
Significant Events/Meetings
- Meeting with Deputy Fire Chief and staff to discuss MQRs for uniformed fire classes.
Further discussions are planned as any changes may involve unintended consequences.
- Meeting with Mayor to follow-up on termination of BU-1 ee and status of BU-1 SA. SA
was subsequently signed and forwarded to UPW.
- Meeting with KPD personnel and staff to discuss Radio Dispatch class and Public Safety
Worker classes.
- Meeting with classification staff to assess and coordinate training needs in preparation
for reorg to HR.
- Reviewed approximately 60 contract proposals from the various jurisdictions in
preparation for ER caucus scheduled for June 4'h and 5 1h
- Discussion with KFD personnel in response to W50s inquiry regarding investigation
being conducted by KFD.
- Followed-up with staff on IT assistance in creating new vacancy report.
- Discussion with staff on KPD request to include additional hire to the 32nd recruit
academy. Written response being drafted.
Risk Management
- N/A
Personnel
- Interviews for HR Clerk position is scheduled for June 13"and 14t'.
Heads-up
- DHRD has scheduled an ER Caucus to discuss the various proposals by the jurisdictions
for the upcoming ID EA and UPW contracts. Meetings are scheduled for June 41h and
1h
5 , and possibly the 6i, if need too.
- HGEA has requested release time for its BU-3 negotiating team for June 8th.
06/04/12
DPS WEEKLY REPORT
Week Ending June 10 2012
Significant Events/Meetings
- Attended ER Caucus on June 4th and 5'h. The various jurisdictions discussed and
reviewed proposals to the HGEA and UPW contracts. These proposals would be for the
contract period starting July 1, 2013.
- Followed-up with contracted investigator regarding interviewee concerns. Authorized
preparation of memo to address concerns.
- Discussion with DHRD staff on CO 's proposal on sick leave notification. Agreed to
modify to closely reflect previous negotiation proposal.
- Meeting with COK personnel (confidentiality requested) regarding personnel issues.
Complaint form was forwarded for ee use.
- Reviewed proposed HR Manager PD in preparation for HR reorg.
- Provided copy of COK's Holiday Pay Grievance Decision to C & C per their request.
- Working on interview questions for HR Specialist and Manager positions.
- Our Employee Banquet was held on the evening of June 7th at the KWMCH. It is
estimated that 285 people attended. As usual the banquet committee did a fine job in
pulling off the event. Congratulations for a job well done.
Risk Management
- N/A
Personnel
- Interviews for HR Clerk position is scheduled for June 13t'and 14t'.
Heads-up
- HGEA has requested release time for members of its BU-2 negotiating team for June
10th.
h
- HGEA has requested release time for its BU-4 negotiating team for June 15t
- HGEA has requested release time for its BU-3 negotiating team for June13 th
06/12/12