HomeMy WebLinkAbout061410_CCC_MEETING_PACKETS Laxvrence Chaffin Jr. , Members:
Chair Randy Finlav
41
Dirk Apao
Sandi Sterker
Linda Faye Collins
Vice-Chair
OF
COST CONTROL COMMISSION
NOTICE AND AGENDA OF REGULAR MEETING
Monday, June 14, 2010
1:30 p.m.
Mo'ikeha Building
Liquor Conference Room 3
4444 Rice Street, LThu'e, Kaua'i 96766
CALL TO ORDER
APPROVAL OF AGENDA
APPROVAL OF MINUTES
Regular meeting minutes of May 10, 2010
BUSINESS
CCC 2010-11 Communication dated 051113110 from the Cost Control Commission to
Mr. Malcolm Fernandez, Director of Personnel, requesting an overview of
the department's operations, functions and training programs.
a. Communication dated 06107110 from Malcolm Fernandez. Director of
Personal Services responding to the request for an overview of the
Department's operations, functions and training programs.
CCC 2010-12 Presentation by Mr. Ernie Pasion, County Auditor providing
an overview of the County Auditor powers, duties and functions
pursuant to Section 32.02 of the County of Kaua'i Charter.
CCC 2010-13 Discussion and deliberation on draft recommendations regarding
additional training for the County Attorney's Office to reduce the cost of
hiring special outside legal counsel.
CCC 2010-14 Discussion and deliberation on draft recommendations encouraging the
Department of Parks and Recreation to enhance cost—saving opportunities
Cost Control Commission
Meeting Agenda
June 14,2010
by soliciting community service organizations to participate in Ho'olokahi
related projects,
a. Listing of Community Organizations
b. Listing of Rotary and Lions Clubs of Kauai
CHAIR'S ANNOUNCEMENTS
Next meeting: Monday, July 12, 2010 at 1:30 p.m. at the Mo'ikeha Building in the
Liquor Conference Meeting Room 3.
EXECUTIVE SESSION
Pursuant to H.R.S. §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. 95-5 (a).
ADJOURNMENT
PUBLIC COMMENTS and TESTIMONY
Persons wishing to offer comments are encouraged to submit written testimony at least
24 hours prior to the meeting:
1. 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 testifying in person or submitting written comments only.
4. If you are unable to submit your testimony at least 24 hours prior to the meeting,
please provide 10 copies of your written testimony at the meeting.
The length of time allocated to persons wishing to present verbal testimony may be limited
at the discretion of the chairperson or presiding member. Please send written testimony to:
The Office of Boards and Commissions
Attention: Boards and Commissions Support Clerk
4444 Rice Street, Suite 150
Uhu'e, Hawaii 96766
Phone: (808)241-4920
Fax: (808) 241-5127
E-mail: mvounrW,,kauai.--
you
SPECIAL ACCOTMODATIONS
p C'-"
t
If need an alternate format or an auxiliary aid to
If
ticip e,
con
participate, please contact the Boards and Commissions
Page 3 of 3
COUNTY OF KAUAI RA f- nj'j.
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Minutes of Meeting
REGULAR MEETING—OPEN SESSION
Board/Committee: COST CONTROL COMMISSION
Meeting Date May 10, 2010
Location LThu'e Civic Center—Mo'ikeha Building Liquor Conference Room 3 Start of Session: 1:30 p.m. End of Session: 3:45 p.m.
—P—resent Commission Members: Lawrence Chaffin Jr., Chair, Sandi Sterker Vice-Chair, Randy Finlay_{arrives at 1:35 p.m.), Dirk Apao, Linda Faye Collins
Also present: Alfred Castillo Jr., County Attorney Amy Esaki, First Deputy County Attorney, John Isobe, Executive Assistant& Boards and
Commissions Administrator, Cyndi Ayonon, Administrative Aide and Mercedes Youn, Staff.
Members of the public: Glenn Mickens, Ken Taylor and Ed Coll
Excused
Absent
SUBJECT
DISCUSSION ACTION
Call To Order Chair Chaffin called the meeting to order
Approval of
Agenda Commissioner Sterker moved
to approve the agenda,
seconded by Commissioner
Apao and unanimously carried.
Approval of 4:0
Minutes Regular meeting minutes for April 12, 2010. Commissioner Sterker moved
to approve the minutes,
seconded by Commissioner
Communication Apao and unanimous( carried.
Commissioner Sterker moved
o CCC 2010-7 Letter of resignation from Michelle Swartman to Chair Lawrence Chaffin Jr. and to receive, seconded by
members of the Cost Control Commission. Commissioner Collins and
Chair Chaffin ackno�w edgqd receipt of Commissioner Swartman' letter of resignation. unanimously carried. 5:0
o CCC 2010-6 Discussion with County Attorney Alfred Castillo Jr., on various issues relating to the
County Attorney's utilization of services for special counsel outside legal counsel. (Deferred
04/12/
CCC 2010-6a. Communication dated 04/16110 from the Cost Control Commission to Coun
Attorney Alfred Castillo Jr., requesting additional information relating to a cost analysis and to
include a comparison of hiring a special outside legal counsel and to provide a recommendation,
ComConbo|Cummismion
Regular Meeting—Open Session
May 10, 2O1O
. Page
DISCUSSION
County Attorney Alfred Castillo handed out copies of a list of litigation expenses for
consideration which includes staff salaries, fringe costs and equipment cost to the Commissioner
members. Mr. Castillo based his response on the written questions the Commission sent to him
prior to the meeting. *see item CCC 2010-6a.
Mr. Castillo began by summarizing the estimated cost of having a Litigation Section within the
County Attorney's office, noting that there was an addition error on the handout and the total
salaries for(2) attorneys& (1) legal clerk should be$212,500 and not$315,000 Referring to the
three (3) EOCC cases that his office handled this past year, one (1) for gender bias and two (2)
sexual harassment cases. The amount spent to handle all three cases was$165,000. Mr. Castillo
stated that his recommendation to the Commission would be to focus on staff training for cases
relating to Equal Employment Opportunity Commission (EEOC), sexual harassment and on
becoming familiarized with the federal court procedures. He stated that this training would be
possible with his current office budget and would eventually assist in reducing the expense of
hiring special outside counsel.
Commissioner Collins asked Mr. Castillo if needed additional funds in order to get the training.
Mr. Castillo stated during this time of financial uncertainty we will make the most with what the
budget he currently has.
Commissioner Sterker asked if it is mandatory to have a Deputy Attorney at all Commission
meetings, Mr. Castillo said that he doesn't think that his office would be doing theirjob effectively
in protecting the County if each Board and Commissions was not represented by a Deputy County
Attorney and there are also the concerns of liability,
Chair Chaffin asked Mr. Castillo to clarify his recommendation to the Commission. Mr, Castillo
stated that his recommendation is to focus on staff training for cases relating to EEOC, sexual
harassment and on federal court procedures within his existing budget in order to reduce the
expense of hiring outside special counsel.
Public testimony
Glenn Mickens commented that before this Commission can move forward he believes that the
following relevant information is needed:
1. Identify the cost of the litigation over more than one (1) year.
2. Settlement amount and or the judgment made.
3. The cost of approval made by the County Council; what was actually spent of the approval
Cost Control Commission
Regular Meeting—Open Session
May 10, 2010 Page 3
SUBJECT DISCUSSION
amount and what happens to the remaining balance. ACTION
4. If the claim action was brought on by the county or against the county.
Ken Taylor began by thanking Mr. Castillo for doing a great job. Mr. Taylor then continued to say
that one of the problems with law is that there are some many different areas that require expertise
and in all fairness the county should concentrate on areas that deal with day to day operations. For Commissioner Sterker moved
example, land use and planning are areas that would require 4 or 5 qualified counsel present at to receive, seconded by
the meeting. This Commission must have all information before moving forward. Commissioner Apao and
With no further discussion Chair Chaffin called for a motion to receive. unanimously carried. 5:0
o CCC 2010-8 Communication dated 04/16/10 from the Cost Control Commission Lenny Rapozo,
Director of Parks and Recreation requesting for additional information on the Adopt-A-Park
program including an estimated savings derived over the past two L21 years from the volunteer
activity and the type of work conducted at each location.
Staff handed out copies of the response dated 05/10/10 from Parks Director Lenny Rapozo
Chair Chaffin began by reading the written response received by Parks Director Lenny Rapozo,
Commissioner Sterker recommended having Eddie Sarita contact the various non-profit groups
including but not limited to the Rotary and Lions Clubs to inquire if they are interested in
participating in an Adopt-A-Park project or other community service projects,
Commissioner Finlay questioned the intent of the recommendation and how it relates to the
duties and responsibilities of the Cost Control Commission. Adding that the Commission has a
specific mandate to review personnel costs, real property taxes, travel budgets, contract
procedures and to review with the aim of eliminating programs and services; and to eliminate or
consolidate overlapping or duplicate programs and services.
Commissioner Sterker stated that the intent of the recommendation is to cut the county's man
power that maintains the parks listed on the Adopt-A-Program and allow the community volunteers
to take care of the parks.
Cost Control Commission
Regular Meeting–Open Session
May 10, 2010 Page 4
SUBJECT — _ _ _._.._
DISCUSSION ACTION
Commissioner Finlay warned against cutting union jobs and reminded the Commission of its
duties and responsibilities as mandated in the County Charter.
In response to Commissioner Finlay's concerns Commissioner Collins referred to the Charter
which states, "The goal of the Cost Control Commission is to reduce the cost of the county
government while maintaining a reasonable level of service", because the department is currently
not hiring the manpower the recommendation suggested by Commissioner Sterker will help the
county to reduce cost and still fulfill the demands of maintaining the parks with the help of
community volunteers.
Commissioner Sterker stated that the response from Parks Director Lenny Rapozo emphasized
that the Adopt-A-Park volunteers does not perform work of the county workforces on a regular
basis.
Public comments
Mr. Glenn Mickens commented that he has some serious reservations about any Adopt-A-Park
Program that depends on community volunteers as a source of maintaining a facility or area A
volunteer is just a supplement to any program and is NOT the answer, if they were every restaurant,
hotel and business would never have to pay for hired labor. Mr. Mickens stated that he himself was
a volunteer at Lydgate Park for three (3)years and has nothing but respect for anyone who wishes
to become a volunteer. He added that he is not opposed to the volunteers and stressed that the
budget must have enough money for a program to be able to maintain a park or facility to its upmost
standard.
Ken Taylor began by stating that he agrees with Mr. Mickens comments, he also stated that the
volunteers should be made aware of the cost savings that they are giving to the community. Mr.
Taylor suggested to the Commission members that they should recommend that a cost benefit
analysis be done of the service projects or other types of community projects taking place out in the
community. By doing so the Commission will be able to identify the areas that need to be increased
as well as the areas that need to be decreased.
Ed Coll stated that in the terms of community service projects the volunteers should place their
emphasis on graffiti clean-up.
Commissioner Sterker stated that there are a number of graffiti busters groups around the island
such in Kalaheo, Hanapepe and Kekaha and they are available.
Cost Control Commission
Regular Meeting—Open Session
May 10, 2010 Page 5
SUBJECT �
DISCUSSION ��
ACTION
Commissioner Collins stated that one of the real issues here is if we should increase the budget
so that they will be able take better care of the parks better, which will lead to another question of
the importance of the parks in relationship to anything else that the budget is going to cover and
who determines that. Commissioner Collins stated that when a performance audit is requested for
in any area of the government, one has to ask"Who makes the determination".
1st Deputy County Attorney Amy Esaki stated that at the last Council budget hearing the County
Auditor stated that a performance audit maybe called for by the Council or at his own initiative or by
a request from a taxpayer(citizen). It may be possible for the Cost Control Commission to work Commissioner Sterker moved
with the County Auditor. to receive seconded by
Commissioner Apao and
:0
Chair Chaffin called for a motion to receive the communication from Parks Director Lenny Rapozo. unanimously carried. 5
As a follow up staff will contact
Diane Zachary of the Kauai
Planning and Action Alliance,
to request information
regarding a contact list of
various Community non-profit
organizations throughout the
island.
o CCC 2010-9 Communication dated 04/28/10 from Malcolm Fernandez Director of Personnel
Services in response to the Cost Control Commission's inquiry on whether there are plans to
consolidate personnel within the County
Chair Chaffin began by reading the communication dated 04/28/10, from Director of Personnel
Services Malcolm Fernandez stating that there are no plans for future consolidation of personnel at
this time.
Commissioner Finlay asked how many different departments are currently within the county.
John Isobe replied, approximately ten (10) plus or minus. Does each one of those department
hire and deal with their personnel within their department? Mr. Isobe replied that each department
Cost Control Commission
Regular Meeting—Open Session
May 10, 2010 Page 6
SUBJECT T ----- _
DISCUSSION
_ ACTION
at some level has assigned someone to handle personnel related matters. Commissioner Finlay
then states, so that would mean ten individuals are doing the same task in a different department.
Mr. Isobe replied, yes it is his understanding. Commissioner Finlay then asked, is there a time
where one (1)department may handle a personnel issue differently from another. Mr. Isobe
replied, saying that he would like to believe that is not the case but cannot confirm it.
Commissioner Finlay asked if it would be more effective for the county to have just one (1) person
to do the task, Mr, Isobe said that opinion has been offered in the past as a more efficient way of
handling the task. Based on the previous discussion with the County Attorney that issue is a costly
one for the county. Commissioner Finlay suggested that the county assign one (1) individual to
handle all personnel matters for the individual departments, doing so it could reduce the number of
lawsuits against the county for violation of procedures. Mr. Isobe replied saying it could be a
potential.
After reviewing the communication from Malcolm Fernandez the Commission members have
agreed to submit 2"d letter to Personnel Director Malcolm Fernandez and requesting a
comprehensive overview and detailed explanation of the department's operational responsibilities
and functions performed by the Department of Personnel Services. And if the other the
departments have assigned staff members to perform any personnel related responsibilities and
whether DPS conducts educational training for the County employees on sexual harassment and Commissioner Sterker moved
measures to prevent industrial accidents that will help reduce liability exposure for the County. to defer this item. Seconded
There being no further discussion Chair Chaffin called for the motion. by Commissioner Finlay and
unanimously carried. 5:0.
Staff will send a letter to the
Director of Personnel Services
requesting a written response
relating to an overview of the
Personnel Department's
operations, functions and
training programs.
Commissioner Sterker moved
to receive, seconded by
Commissioner Finlay and
unanimously carried 5:0.
Cost Control Commission
Regular Meeting—Open Session
May 10, 2010 Page 7
-___-
-
o CCC 2010-10 Discussion regarding the County's contract with Granicus Inc for services
necessary for video production real-time captioning and streamlining media for the County of
Kauai.
Commissioner Finlay stated that it is his understanding that the public procurement process was
used in selecting the provider of the services, which is an open bid to any qualified respondents.
And right or wrong that is the procurement system that has been in place for quite a while. The
process is intended to yield a lower cost to the County, and it may not be the purview of this
Commission to question the procurement process itself.
Chair Chaffin agreed with Commissioner Finlay that the procedure was properly followed through
the procurement process.
Public comments
Ed Coll questioned the procurement process, asking why the county put out a request for
proposals in the first place when they could have been done in-house for less the cost He then
continued to refer to the public excess requirement that covers three (3) areas, public, education
and government. Hoike is responsible to provide training for its people to produce their own media
to go on the public education government channel. Hoike never trained any of its people in
government. Secondly, one section of the contract calls for services for video production and real-
time open captioning and streaming media, the other part of the contract that is not mentioned is
the non-real time cable casting (which is also part of the contract). Mr. Coll stated that what is
being streamed in real-time captioning is not being set out on the cable real-time and the reason
for that is unclear. He then continued to say that we (public) have paid for real-time captioning
which is twice the cost of non-real-time captioning.
Commissioner Collins asked if the county has an IT Department. Mr. Isobe replied yes, they do.
Ms. Collins then asked if what is being suggested by Mr. Coll can be done without additional
personnel. Mr. Isobe stated that he cannot answer that question because he is not technically
knowledgeable in that area, he does know that the contract with Granicus Inc. is a one (1)year
contract and will be reviewed again at the end. If this is something that the Cost Control
Commission would like to explore in the future from a cost saving perspective they should.
Cost Control Commission
Regular Meeting—Open Session
May 10, 2010 Page
SUBJECT DISCUSSION — --- — _.
ACTION
Glenn Mickens commented that Mr. Ed Coll is an expert in his work in streaming media services
and suggested that the Commission consider Mr. Coll's suggestion that he could save the county
money by providing the streaming media services at a lower cost.
Ken Taylor began by saying that transparency is the root of democracy and televising of the meetings is a
very important aspect of transparency. He questioned who is writing the contract and if they are qualified
to do so.
Ed Coll stated that he worked for a non-profit organization that had this contract for a year and because Commissioner Sterker moved
Hoike refused to allow them to use their equipment they had to lease their equipment. Mr. Ed Coll stated to receive, seconded by
his qualifications to the Commission members and referred the Commission to Eric Knutzen for Commissioner Finlay and
verification.
unanimously carried. 5:0
There being no further discussion Chair Chaffin called for the motion.
Chair's —— ----�..—
announcements Chair Chaffin announced that the next meeting will be on Monday June 14, 2010 at 1:30 p.m. at the
Mo'ikeha Building in the Liquor Conference Room 3.
Adjournment
Chair Chaffin called for the motion to adjourn. Commissioner Finlay moved to
adjourn, seconded by
Commissioner Sterker and
unanimously carried. 5:0
Meeting adjourned at 3:45 p.m.
Submitted by: Reviewed and Approved by:
Mercedes Youn, Staff Lawrence Chaffin Jr., Chair
( ) Approved as is.
{ } Approved with amendments. See minutes of meeting.
............................
Lawrence Chaffin, Jr.
Chair Members:
Randy Finlay
Sandi Sterker Dirk Apao
Vice-Chair
Linda Faye Collins
0
MEMORANDUM
May 13, 2010
TO: Malcolm Fernandez, Director of Personnel Services
FROM: Lawrence Chaffin, Jr., Chairman, Cost Control Commission
PVI<
VIA: Mercedes Youq, Boards and Commissions Support Staff
SUBJECT: Overview of the Personnel Department's Operations, Functions &Training Programs
The Cost Control Commission is investigating the human resources capacity within the County t
determine whether operational restructuring or consolidation of duplicative functions would result in
efficiency and cost-savings. To this end, the Commission at its meeting on May 10, 2010, requested that
you provide the following written information:
1. A comprehensive overview of the various operational responsibilities and functions performed
y y the role of the Department in enforcing
b the Department of Personnel Services. Please specify I fu form
and/or supporting County Policies related to sexual harassment, worker's compensation,
workplace safety, workplace violence, etc.
2. A table of organization including the description, salary range, and salary of each position.
3. A list of any other Departments within the County that have staff members who perform any
personnel related responsibilities which includes an explanation of the function(s) being
performed and the title and salary range, and salary of each Position performing such function(s).
Please explain how your Department oversees, trains and/or interacts with any of the employees
on the list?
4. A list of all training activities conducted by your Department over the 12-month period from
January— December 2009 and a list of all training activities your Department intends to conduct
in the upcoming fiscal year(July 2010—June 2011).
Please submit your written response to the Office of Boards and Commissions one week prior to our
next meeting which is scheduled for Monday, June 14, 2010, at 1:30 p.m. in the Liquor Conference
Room. Your presence at this meeting is also being requested. If you have any questions, please contact
Cyndi Ayonon at the Boards and Commissions Office at 241-4922.
cc (: 20010
cc: Bernard Carvalho, Mayor
Gary Heu, Administrative Assistant
Civil Service Commission
BERNARD P.CARVALHO,JR.
MALCOLM C. FERNANDEZ
MAYOR DIRECTOR OF PERSONNEL SERVICES
OF
COUNTY OF KAUAI
DEPARTMENT OF PERSONNEL SERVICES
MOAKEHA BUILDING
4444 Rice Street,Suite 140
LIHUE,KAUAI,HAWAI-I 96766
Telephone(808)241-4956•Fax(808)241-6593
June 7, 2010 1 L JLIN 7 2010
To: Lawrence Chaffin, Jr., Chair, Cost Control Commission BOARDS &
From: Malcolm C. Fernandez, Director of Personnel Services
Subject: Overview of the Personnel Department's Operations, Functions & Training
Programs
This memorandum responds to a written inquiry from you dated May 13, 2010
regarding the Cost Control Commission's investigation of the human resources capacity
within the County relative to alternative considerations that may result in operational
efficiency and cost savings. The following intends to provide you with information
requested by the Commission.
Request 1: A comprehensive overview of the various operational responsibilities
and functions performed by the Department of Personnel Services. Please
specify the role of the Department in enforcing and/or supporting County policies
related to sexual harassment, workers' compensation, workplace safety,
workplace violence, etc.
The Charter of the County of Kauai, Article XV, authorizes a department of
personnel services (DPS) for the purpose of personnel administration based on merit
principles and to effect Title 7 Public Officers and Employees , Hawaii Revised
Statutes. This is the basis for our organization. Review of the County's Charter Review
Commission's research on the DPS finds our department was intended to handle
processing of employees and related transactions. Their reports are archived on the
County's website, As such, ours is a Department of Personnel Services rather than a
Department of Human Resources.
The Y2000 Hawaii State Legislature enacted civil service reform which repealed
most of the compensation and benefit provisions for Hawai'i's public sector employees,
and allowed for workforce restructuring. As a result, the scope of services provided by
the personnel offices could be expanded to include human resources programs.
Jurisdictions such as State and Hawaii County have since transitioned to human
resources departments. Maui County and Kaua'i County remain unchanged largely due
to limitations of staffing and other management considerations. A major point is that
the process of changing a Department of Personnel Services to Department of Human
AN EQUAL OPPORTUNITY EMPLOYER 40
Response to Cost Control Commission 2
June 7, 2010
Resources requires changes to law and/or Charter allowing for the re-establishment of
the unit. Another is the anticipated increased cost that would incur with the need for
increased staffing to implement new programs.
Differences between personnel and human resources management are seen in
the expanded services, including benefits, training, workers' compensation, etc. A
department of personnel services primarily functions to process transactions, staff
positions, maintain proper classification of positions to ensure pay equity, and manage
the bargaining and labor relations decision-making process for Administration. A
human resources department encompasses programs and benefits such as the
County's self-insured workers' compensation and temporary disability insurance,
employee relations programs for training and development, and health and safety of
employees, and equal opportunity in employment and in access to County facilities and
activities. The differences may not qualify as substantial, but rather is a matter of
emphasis and meaning. Personnel management is a process where different fields of
expertise are acquired. Human resources management adds a dimension to a multi-
faceted role.
Presently, personnel management in the DPS is flat, with only one manager, four
professionals and a clerk and a secretary who serves both the Civil Service
Commission and as administrative support. We have a total of eight authorized
positions, including the position of Director and a clerk position which has been kept
vacant for cost-savings. Unlike other major departments, we have no deputy director.
Our organization is responsible for countywide personnel administration services,
recruitment and examination, classification, compensation, and labor relations.
Policies and procedures have been developed for State and Federal compliance,
organization and functional charts are maintained for the County's departments and
agencies, and professional services contracts are managed for various referral
agencies to assist employees, such as our Employee Assistance Program (EAP), which
helps recognize employees with problems that sometimes interferes with their
productivity and have a potential to become a safety issue for other workers or the
public. We have an annual program for pre-retirement planning, and assist the Office
of the Mayor with its annual employee recognition program for all employees.
Due to our limited staffing, we are transitioning routine work functions to
automation for more efficient day-to-day operations. We have worked for some time
now with the Department of Finance using computer systems, and have been involved
in a major project re-implementing our payroll/personnel system called H.T.E. (SunGard
Public Sector, Inc.). Our online position control system is utilized and integrated with
the payroll system. Basic personnel functions are being implemented, but the system
does not allow for current real-time data due to the one pay-period payroll lag. This
requires a great deal of effort by staff doing significant functions manually, such as
creating needed reports. At this time, we are working with Finance's Information
Technology Division to procure a more appropriate personnel solution that can be
Response to Cost Control Commission
June 7, 2010 3
interfaced with the current system. However, we expect that converting data to new
systems will require additional staff time. Other systems used in the department, such
as the NEOGOV recruitment solution have been found to have possibly been under-
utilized, and efforts are being made to train staff members and enhance or replace it to
more fully support the needs of our departments and employees.
We have developed a new employee orientation program, which is pending
approval by Administration. Employees are presently processed individually to set up
payroll/personnel records and benefits. By using group processing, the time consuming
process could be alleviated, and County policies and procedures better communicated
to our workers.
The role of the DPS in enforcing and/or supporting County policies related to
sexual harassment, workers' compensation, workplace safety, workplace violence, etc.
is communicative in nature. The Office of the Mayor issues a directive, and the DPS
and/or the Office of the County Attorney lends support by drafting procedures to be
communicated to the employees. The procedures explain authorities and
responsibilities relating to enforcement. The Finance Department's Risk Management
section works with the County Attorney on policies concerning workers' compensation
and workplace safety.
Request 2: A table of organization including the description, salary range, and
salary of each position.
See Attachment A — current table of organization, functional statement and
copies of position descriptions for authorized DPS positions. Salary schedules are also
attached.
Request 3: A list of any other Departments within the County that have staff
members who perform any personnel related responsibilities which includes an
explanation of the function(s) being performed and the title and salary range and
salary of each position performing such function(s). Please explain how your
Department oversees, trains and/or interacts with any of the employees on the
list.
See Attachment B — list of positions with personnel-related responsibilities
The DPS interacts with employees listed on Attachment B in handling day-to-day
operations. These Positions perform in liaison capacity for their department, working on
assigned personnel matters directly with their department's appointing authority and the
DPS. The personnel work performed may be limited to handling clerical employee
transactions or similar administrative tasks that take up only 15% of their work time, or
up to 100% of their time for those positions handling their department's employee and
labor relations.
Response to Cost Control Commission 4
June 7, 2010
Request 4: A list of all training activities conducted by your Department over the
12-month period from January— December 2009 and a list of all training activities
your Department intends to conduct in the upcoming fiscal year (July 2010 —June
2011).
Since the abolishment of the County Training Director position in 1995,
countywide training has been under the purview of an administrative committee formed
by the Mayor and Finance Director. During the 12-month period from January—
December 2009, the DPS did not conduct any training. In an effort to support the
County training program, provided funds are available, we plan to offer the following
training opportunities to our employees:
1) New Employee Orientation — to be conducted quarterly (pending approval
by the Mayor)
2) Annual Pre-retirement Workshop
3) Employee Assistance Program (EAP)
4) Sexual Harassment Training
5) Drug & Alcohol Training
6) Workplace Violence Training
7) First Aid Training, Cardio-Pulmonary Resuscitation (CPR) Training
8) Supervisor Training
irector of Pe�rso 'el�Service`slt=
Attachments
COUNTY OF KAUAI ATTACHMENT A
DEPARTMENT OF PERSONNEL SERVICES
Acknowledged: POSITION ORGANIZATION CHART
Date
Approved CIVIL SERVICE COMMIS-SjoN
(7 MEMBERS)
�arva�lho
Pa, or r
yor Berna"nJ PV. Carvalho Date
OFFICE�OF TH�EDIIR;E�=rTrm�
DIRECTOR
Director of Personnel Services
Pos. E-7 Ordinance
-
Civil Service Secretary
Pos. 2102, SR-20
'LABOR RELATIONS&PERSONNEL
MANAGEMENT
Personnel Services Manager
Pos. 2101, EM-5
Personnel Management
Specialist V Personnel Program Analyst Personnel Management Personnel Management
Pos. 2104, SR-24 Pos, 2105, SR-26 Specialist IV Specialist IV Personnel Clerk 11
Pos. 2109, SR-22 Pos. 2110, SR-22 Pos. 2107, 2111, SR-13
................
ATTACHMENT A-1
County of Kauai
Department of Personnel Services
Functional Statement
The Department of Personnel Services is the central personnel staff agency for the County.
The department's primary purpose, as reflected in the Charter of the County of Kauai, is to establish
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.
The department is organized into five major functional sections:
• Administration
• Classification and Pay
• Labor Relations
• Recruitment and Examination
• Transaction
Additionally, the Civil Service Commission is assigned to the department.
Civil Service Commission
The Civil Service Commission consists of five members appointed by the Mayor and
confirmed by the County Council. Members must be in sympathy with and believe in the principles
of the merit system.
The commission prescribes rules to carry out the provisions of the civil service and
compensation laws of the State and County, hears appeals, and advises the Mayor and Director of
Personnel on issues and problems relating to personnel and classification administration.
Office of the Director
The Office of the Director coordinates special programs and activities, supports the
administration of personnel services by overseeing the department's budgeting, purchasing, and
related activities, and provides secretarial support services to the Civil Service Commission. It is
responsible for issuing of policies and procedures on personnel matters. It also maintains and
updates the County's personnel roster, personnel and position files and data, and transmits monthly
and quarterly reports to the various labor organizations and County Council as required.
In providing administrative services, this section also participates in the coordination of the
County's employee recognition and service awards program, pre-retirement workshop, and supports
the Director to improve the organization's effectiveness.
Labor Relations
Labor relations staff advises and assists the director on matters relating to public employee
collective bargaining and provides support services to the director who sits as the Mayor's
representative at the bargaining table. Labor relations work involves participation in negotiations,
contract interpretation and contract administration for seven bargaining units involving four unions
representing County employees,
Staff advises and assists departments and agencies on labor-management issues involving
discharge, discipline, overtime, temporary assignment, promotion/non-selection, work schedules,
and other matters. It is responsible for hearing all Employer-level appeals of the grievance process
and for recommending appropriate dispositions of these grievances to the Director.
Recruitment and Examination
The Recruitment and Examination section administers the recruitment and examination
program for the County of Kauai to fill all civil service positions. The program is conducted in
conformance with federal, State, and local laws, as well as the various collective bargaining
agreements.
When requested, this section provides technical assistance to departments in recruitment for
non-civil service jobs. Assistance has also been provided in the filling of positions funded through
federal and/or State grants and general funded exempt positions.
Major functions include planning, developing, and conducting recruitment activities to attract
qualified applicants for County employment, administering a personnel examination program in
accordance with merit principles, equal opportunity guidelines, and professional testing standards,
evaluating qualifications, and testing candidates; establishing a list of eligible candidates for referral
of names to departments; and coordinating the County's pre-employment medical testing process.
Classification and Pay
Administration of the County's classification and pay system is based on merit principles and
the principle of equal pay for equal work. This section plans, develops, and administers the
classification and pay plans. It conducts research on classification and pay matters, recommends
pricing for new classes established, assists departments in the coordination of other personnel
management processes, and advises departments on personnel implications and problems relating
to reorganizations, reassignment of work, and creation of new classes. It conducts audits of
positions or units of positions for assignment to appropriate classes and salary or wage grades.
This section also conducts studies on proposed classification and pricing intentions of the
other public jurisdictions. The purpose of this review, among other things, is to identify possible
conflicts with the classification and pay systems established for the County of Kauai.
It participates in the review of the pay range assignments of classes for White Collar and
Blue Collar Compensation Plans of the State, Judiciary, the counties, and Hawaii Health Systems
Corporation, pursuant to the provisions of the Hawaii Revised Statutes. Reviews assure inter-
jurisdictional alignment of comparable classes based on our"Equal Pay for Equal Work" law.
Transactions
Personnel transaction audits ensure all personnel actions are in accordance with personnel
laws, rules, regulations, collective bargaining agreements, executive orders, and applicable federal
laws. The Transactions section is responsible for the performance of such audits.
data. This section also works on-line with the County's payroll-personnel system to input personnel
ATTACHMENT A-2
performed, and preservation of a sensible relationship with the salaries of other county
employees.
(b) Effective as of the dates stated below and subject to the performance review
requirements of subsection(d), the annual salaries,payable semi-monthly, of certain county
officers and employees shall be as follows:
Position Effective Dates
7/1107 111108 1211108 112/1/0
(12 O'clock rneridlan) 1210111
Mayor $100,100 $107,000 $114,490 $122,504
Administrative Assistant $ 96,250 $102,988 $110,197 $117,911
County Engineer $ 93,750 $100,313 $107,335 $114,848
Deputy County Engineer $ 86,250 $ 92,288 $ 98,748 $105,660
Director of Finance $ 93,750 $100,313 $107,335 $114,848
Deputy Director of Finance $ 86,250 $92,288 $ 98,748 $105,660
County Attorney $ 93,750 $100,313 $107,335 $114,848
First Deputy County Attorney $ 86,250 $ 92,288 $ 98,748 $105,660
Deputy County Attorney Up to $82,500 Up to $88,275 Up to$94,454 Up to$101,066
$ 93,750 $44044-3 $107,335 $44-4, 48
First-D-- &9"
pepulyl���� Up to$8 99 UP tO$88,27 Up4o494-,4454 up to W41-
Chief of Police $ 93,750 $100,313 $107,335 $114,848
Deputy Chief of Police $ 86,250 $ 92,288 $98,748 $105,660
Planning Director $ 93,750 $100,313 $107,335 $114,848
Deputy Planning Director $ 86,250 $ 92,288 $ 98,748 $105,660
Director of Personnel $ 90,000 $ 96,300 $103,041 $110,254 Pas . E-7
Manager and Chief Engineer,
Department of Water $ 93,750 $100,313 $107,335 $114,848
Deputy Manager-Engineer,
Department of Water $ 86,250 $ 92,288 $ 98,748 $105,660
Fire Chief $ 93,750 $100,313 $107,335 $114,848
Deputy Fire Chief $86,250 $ 92,288 $98,748 $105,660
[County Clerk S-93-,40 $100,313 $107,335
Deputy�y-�1er $ 86,250
Exhibit D
COUNTY OF KAUAI
EXCLUDED MANAGERIAL (EM)
EMCP SALARY SCHEDULE
Effective 07/01/08
Monthly Minimum Annual Monthly Maximum
Annual
EMI $4,919 $59,028 $6,989 $83,868
EM2 $5,163 $61,956 $7,339 $88,068
EM3 $5,424 $65,088 $7,705 $92,460
EM4 $5,694 $68,328 $8,092 $97,104
EM5 $5,980 $71,760 $8,496 $101,952
Pos . 2101
EM6 $6,278 $75,336 $8,920 $107,040 I
EM7 $6,592 $79,104 $9,366 $112,392
EM8 $6,920 $83,040 $5,835 $118,020
ES1 $7,130 $85,560 $10,130 $121,560
ES2 $7,344 $88,128 $10,434 $125,208
$7,566 $90,792 $10,745
ULVAK I MtN I Ul- HUMAN Nt:bUUR(;k:b ULVLLOIJMLN I
SALARY SCHEDULE
Effective Date: 1010112008
Bargaining Unit- 13 Prof Scientific,Non-Supv
Step C Step D Step E Step F Step G Step H Step I Step J Step K Step L Step M
SR20 ANN 42,132 43,824 45,576 47,412 49,332 51,312 53,352 55,500 57,708 60,024 62,424
MON 3,511 3,652 3,798 3,951 4,111 4,276 4,446 4,625 4,809 5,002 5,202
8HR 162.08 168,56 175.28 182.32 189.76 197.36 205.20 213.44 221-92 230.88 240.08
HRLY 20-26 21,07 21.91 22.79 23.72 24-67 25.65 26.68 27-74 28.86 30.01
SR21 ANN 43,824 45,576 47,412 49,332 51,312 53,352 55,500 57,708 60,024 62,424 64,920
MON 3,652 3,798 3,951 4,111 4,276 4,446 4,625 4,809 5,002 5,202 5,410
8HR 168-56 175.28 182.32 189-76 197-36 205.20 213.44 221-92 230.88 240.08 249.68
HRLY 21-07 21.91 22.79 23-72 24-67 25-65 26.68 27.74 28-86 30.01 3121
SR22 ANN 45,576 47,412 49,332 51,312 53,352 55,500 57,708 60,024 62,424 64,920 67,488 Pos , 2109
MON 3,798 3,951 4,111 4,276 4,446 4,625 4,809 5,002 5,202 5,410 5.624 2110
8HR 175.28 182.32 189.76 197.36 205.20 213.44 221-92 230.88 240.08 249.68 259.60
HRLY 21.91 22.79 23.72 24-67 25.65 26.68 27.74 28-86 30.01 31.21 32.45
SR23 ANN 47,412 49,332 51,312 53,352 55'500 57,708 60,024 62,424 64,920 67,488 70,224
MON 3,951 4,111 4,276 4,446 4,625 4,809 5,002 5,202 5,410 5,624 5,852
8HR 182.32 189.76 197.36 205.20 213.44 221-92 230.88 240.08 249.68 259.60 270.08
HRLY 22.79 2172 24.67 25.65 26.68 27.74 28-86 30.01 31.21 32.45 3176
SR24 ANN 51.312 53,352 55,500 57,708 60,024 62,424 64,920 67,488 70,224 73,044 75,960
MON 4,276 4,446 4,625 4,809 5,002 5,202 Pos . 2104
8HR 19T36 5,410 5,624 5,852 6.087 6,330
205.20 213.44 221.92 230.88 240.08 249.68 259.60 270.08 280.96 292.16
HRLY 24.67 25.65 26.68 27,74 28.86 30.01 31.21 32.45 33.76 35.12 36.52
SR25 ANN 53,352 55,500 57,708 60,024 62,424 64,920 67,488 70,224 73,044 75,960 78,984
MON 4,446 4,625 4,809 5,002 5,202 5,410 5,624 5,852 6,087 6,330 6,582
8HR 205,20 21144 221.92 230.88 240.08 249.68 259,60 270.08 280.96 292.16 303.76
HRLY 25.65 26.68 27.74 28-86 30.01 31.21 32.45 33.76 35.12 36.52 37,97
SR26 ANN 55,500 57,708 60,024 62,424 64,920 67,488 70,224 73,044 75,960 78,984 82.128 Ps . 2105
MON 4,625 4,809 5,002 5,202 5,410 5,624 5,852 6,087 6,330 6,582 6,844 o
8HR 213.44 221.92 23048 240.08 249.68 259.60 270.08 280.96 292.16 303.76 315-84
HRLY 26.68 27.74 28.86 30.01 31.21 32.45 33.76 35.12 36.52 37.97 39.48
SR27 ANN 57,708 60,024 62,424 64,920 67,488 70,224 73,044 75,960 78,984 82,128 85,428
MON 4,809 5,002 5,202 5,410 5,624 5,852 6,087 6,330 6,582 6,844 7,119
8HR 221.92 230.88 240.08 249.68 259.60 270.08 280.96 292.16 303.76 315.84 328.56
HRLY 2714 28.86 30.01 31.21 32.45 33.76 35,12 36.52 37.97 39.48 41.07
State of Hawaii
DEPARTMENT OF HUMAN RESOURCES DEVELOPMENT
Effective Date:07101/2008 SALARY SCHEDULE
Bargaining Unit:03 White collar,Non-supervisor
04 White Collar,Supervisor
Step A Step B Step C Step D Step E Step F Step G Step H Step I Step J Step K Step L
SR12 ANN 30,036 31,212 32,424 33,756 35,064 36,516 37,968 39,480 41,040 42,684 44,412 46,176
MON 2,503 2,601 2,702 2,813 2,922 3,043 3,164 3,290 3,420 3,557 3,701 3,848
8HR 115.52 120.08 124.72 129.84 134.88 140.48 146.00 151.84 157.84 164.16 170.80 177.60
HRLY 14.44 15.01 15.59 16-23 16.86 17.56 18.25 18-98 19.73 20.52 2135 22.20
SR13 ANN 31,212 32,424 33,756 35,064 36,516 37,968 39,480 41,040 42,684 44,412 46,176 48,048
MON 2,601 2,702 2,813 2,922 3,043 3,164 3,290 3,420 Pos .
8HR 120.08 124.72 3,557 3,701 3,848 4,004 2107
129.84 134�88 140.48 146.00 151.84 157.84 164-16 170.80 177.60 184.80 2111
HRLY 15.01 15.59 16-23 16.86 17.56 18.25 18-98 19.73 20.52 21.35 22.20 23.10
SR14 ANN 32,424 33,756 35,064 36,516 37,968 39,480 41,040 42,684 44,412 46,176 48,048 49,932
MON 2,702 2,813 2,922 3,043 3,164 3,290 3,420 3,557 3,701 3,848 4,004 4,161
8HR 124.72 129.84 134.88 140.48 146.00 151,84 157.84 164-16 170.80 177.60 184,80 192.08
HRLY 15.59 1623 1616 17.56 18-25 18.98 19.73 20.52 21.35 22,20 2310 24.01
SR15 ANN 33,756 35,064 36,516 37,968 39,480 41,040 42,684 44,412 46,176 48,048 49,932 51,936
MON 2,813 2,922 3,043 3,164 3,290 3,420 3,557 3,701 3, 4,004 4,161 4,328
8HR 129.84 134.88 140,48 146-00 151-84 157.84 164.16 170.80 17T60 848 184.80 192.08 19936
HRLY 16.23 16.86 17.56 18.25 18.98 19.73 20.52 21.35 2220 23.10 24.01 24-97
SR16 ANN 35,064 36,516 37,968 39,480 41,040 42,684 44,412 46,176 48,048 49,932 51,936 54,012
MON 2,922 3,043 3,164 3,290 3,420 3,557 3,701 3,848 4, 4 4,161 4,328 4,501
8HR 134.88 140.48 146.00 151.84 157.84 164A 006 170,80 177.60 184.80 192.08 19936 20736
HRLY 16.86 17.56 18.26 18.98 19.73 20.52 21.35 22.20 23.10 24,01 24.97 25.97
SR17 ANN 36,516 37,%8 39,480 41,040 42,684 44,412 46,176 48,048 49,932 51,936 54,012 56,172
MON 3,043 3,164 3,290 3,420 3,557 3,701 3,848 4,004 4,161 4,328 4,501 4,681
8HR 140.48 146.00 151.84 157.84 164-16 170,80 177.60 184.80 192,08 199,76 207,76 216.08
HRLY 17.56 18.25 18.98 19.73 20-52 21.35 22.20 23.10 24.01 24.97 25.97 27.01
SR18 ANN 37,968 39,480 41,040 42,684 44,412 46,176 48,048 49,932 51,936 54,012 56,172 58,440
MON 3,164 3,290 3,420 3,557 3,701 3,848 4,004 4,161 4,328 4,501 4,681 4,870
146
8HR .00 151.84 157.84 164.16 170.80 177.60 184.80 192,08 199.76 207.76 216.08 224.80
HRLY 18.25 18.98 19,73 20.52 21.35 22.20 23.10 24.01 24.97 25.97 27,01 28.10
SR19 ANN 39,480 41,040 42,684 44,412 46,176 48,048 49,932 51,936 54,012 56,172 58,440 60,744
MON 3,290 3,420 3,557 3,701 3,848 4,004 4,161 4,328 4,501 4,681 4,870 5,062
8HR 151,84 157.84 164.16 170.80 177.60 184.80 192.08 199.76 20736 216.08 224.80 233.60
HRLY 18.98 1913 20.52 21.35 22.20 23.10 24.01 24.97 25.97 27.01 28,10 29.20
State of Hawaii
DEPARTMENT OF HUMAN RESOURCES DEVELOPMENT
Effective Date:07101/2008 SALARY SCHEDULE
Bargaining Unit:03 White Collar,Non-supervisor
04 White Collar,Supervisor
Step A Step 8 Step C Step D Step E Step F Step G Step H Step I Step J Step K Step L
SR20 ANN 41,040 42,684 44,412 46,176 48,048 49,932 51,936 54,012 56,172 58,440 60,744 63,204 Pos .
MON 3,420 3,557 3,701 3,848 4,004 4,161 4,328 4,501 4,681 4,870 5,062 5,267
8HR 157.84 164.16 170.80 177.60 184.80 192.08 199.76 207.76 216.08 2102
HRLY 19.73 20.52 224.80 233.60 243.12
21.35 22.20 23.10 24.01 24.97 25.97 27.01 28.10 29.20 30.39
SR21 ANN 42,684 44,412 46,176 48,048 49,932 51,936 54,012 56,172 58,440 60,744 63,204 65,784
MON 3,557 3,701 3,848 4,004 4,161 4,328 4,501 4,681 4,870 5,062 5,267 5,482
8HR 164.16 170.80 177.60 184.80 192.08 199.76 20736 216.08 224.80 233.60 243,12 253.04
HRLY 20.52 21.35 22.20 23.10 24.01 24.97 25.97 27.01 28.10 29.20 30,39 31.63
SR22 ANN 44,412 46.176 48,048 49,932 51,936 54,012 56,172 58,440 60,744 63,204 65,784 68,388
MON 3,701 3,848 4,004 4,161 4,328 4,501 4,681 4,870 5,062 5,267 5,482 5,699
8HR 170.80 177.60 184.80 192.08 199.76 207.76 216.08 224.80 23160 243.12 25104 263.04
HRLY 21.35 2220 23.10 24.01 24-97 25.97 27.01 28.10 29.20 30.39 31.63 32.88
SR23 ANN 46,176 48,048 49,932 51,936 54,012 56,172 58,440 60,744 63,204 65,784 68,388 71,112
MON 3,848 4,004 4,161 4,328 4,501 4,681 4,870 5,062 5,267 5,482 5,699 5,926
8HR 177.60 184.80 192.08 199.76 207.76 216.08 224.80 233.60 243.12 25104 263.04 273.52
HRLY 22.20 23.10 24.01 24.97 25.97 27.01 28.10 29.20 30-39 31.63 32.88 34.19
SR24 ANN 48,048 49,932 51,936 54,012 56,172 58,440 60,744 63,204 65,784 68,388 71,112 73,968
MON 4,004 4,161 4,328 4,501 4,681 4,870 5,062 5,267 5,482 5,699 5,926 6,164
8HR 184,80 192.08 199.76 20736 216.08 224.80 23160 243.12 253.04 263.04 27152 284.48
HRLY 23.10 24.01 24.97 25-97 27.01 28.10 29.20 30.39 31-63 32.88 34.19 35.56
SR25 ANN 49,932 51,936 54,012 56,172 58,440 60,744 63,204 65,7114 68,388 71,112 73,968 76,944
MON 4,161 4,328 4,501 4,681 4,870 5,062 5,267 5,482 5,699 5,926 6,164 6,412
8HR 192.08 199.76 207.76 216.08 224.80 233.60 243.12 253.04 263.04 273.52 284.48 295.92
HRLY 24.01 24.97 25.97 27.01 28.10 29.20 30.39 31.63 32.88 34.19 35.56 36.99
SR26 ANN 51,936 54,012 56,172 58,440 60,744 63,204 65,784 68,388 71,112 73,968 76,944 79,992
MON 4,328 4,501 4,681 4,870 5,062 5,267 5,482 5,699 5,926 6,164 6,412 6,666
8HR 199.76 207.76 216.08 224.80 233.60 243.12 253.04 263.04 273.52 284.48 295.92 307.68
HRLY 24.97 25.97 27.01 28.10 29.20 30.39 31.63 32.88 34.19 35.56 36-99 38.46
SR27 ANN 54,012 56,172 58,440 60,744 63,204 65.784 68,388 71,112 73,968 76,944 79,992 83,184
MON 4,501 4,681 4,870 5,062 5,267 5,482 5,699 5,926 6,164 6,412 6,666 6,932
8HR 207.76 216.08 224.80 233.60 243.12 253.04 263.04 273.52 284.48 295.92 307.68 319.92
HRLY 25.97 27.01 28.10 29.20 30.39 31.63 32-88 34.19 35-56 36.99 38.46 39.99
ATTACHMENT A-3
COUNTY OF KAUAI
JOB DESCRIPTION
Disclaimer—Job descriptions are written as a representative list of the ADA essential duties performed by the
entire Job classification. They cannot include,and not intended to include,every possible activity and task
performed by every specific employee in every position.
Job Title: DIRECTOR OF PERSONNEL SERVICES Date: Jan 2007
Group: EAP Grade:
Department: PERSONNEL SERVICES
Level of Responsibility:
JOB PURPOSE:
Organizes, coordinates, directs and assists in providing personnel management activities, labor relations,
employee development, formulation of policies and guidelines, position classification and pay
administration, affirmative action and staffing.
ESSENTIAL DUTIES AND RESPONSIBILITIES include the following:
Disclaimer- This list is meant to be representative,not exhaustive.Some incumbents may not perform all the
duties listed. Other cases related duties may also be assigned. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential functions.
• Provides assistance to managers on personnel matters.
• Develops, recommends and implements operating policies and procedures.
• Manages labor management relations, monitors contract compliance, interprets contract language,
reviews union proposals and evaluates their impact on department operations and costs.
• Manages and responds to employee/union contractual grievances and participates in arbitration
hearings.
• Fills personnel vacancies and works with central personnel agencies during recruitment and
testing processes.
• Develops and monitors selection interview process for selecting qualified employees.
• Implements the employee benefit programs,
• Reviews position descriptions and evaluates for appropriateness and proper classifications,
• Evaluates, prepares, submits and monitors departmental classification and compensation requests.
• Manages the workers' compensation program.
• Serves as a liaison between the county injured worker and third party administrator.
Director of Personnel Services I -
~
• Confers with safety officer to dmpokoo safety program guidelines and standards.
• Educates managers onpolicy, procedure and legal requirements.
• Participates in claim reviews, hearings and council executive sessions.
• Participates with managers in investigating allegations ofharassment, discrimination or unfair
treatment, misconduct, complaints.
• Advises managers io methods.
, p,nocdur�mund��ohnigu�ao�d�ulingvvdbuo}uvvfu! a||�gutiooa
and disciplinary issues.
• Analyzes training needs with department managers and researches, plans and coordinates
appropriate training.
• Prepares and transmits employee payroll,
• Manages employee personnel files and records.
• Manages leaves of absence programs.
• Manages the department's drug and alcohol testing program for commercial drivers.
• Performs u variety of other duties umassigned.
MINIMUM QUALIFICATIONS:
The requirements listed below are representative of the knowledge,skills and abilities required
to satisfactorily perform the essential duties andrespmm ibilides.
Knowledge of:
• Principles and practices ofPC's and related software.
• Principles and practices of County Administration and Department Functions.
• General Public assessment of the County's roles, responsibilities, and commitment to its citizens.
• Governmental organization and functions.
• Civil service rules and regulations, Federal and state anti-discrimination and employment laws
and code regulations, collective bargaining agreements, County of Kauai policies and procedures.
• Principles and practices oyrecruitment, examination, selection, labor relations, position
classification and compensation, employee benefits workers' compensation,training,
performance evaluations, payroll certifioutionand processing.
• Methods and techniques for recordkeeping and report preparation and writing.
• Principles and practices of personnel management concepts, methods and procedures.
• Laws, rules and regulations, policies and directives,
• Personnel reference sources.
• Public and private sector trends and practices in personnel management.
• Principles and practices ofsupervision.
Ability to:
Director of Personnel Services 2
• Communicate effectively verbally and inwriting,
• Operate a9C and related software.
• Maintain effective working relationships with other people,
• Analyze personnel management issues, problems and proposals. develop alternatives, and make
sound recommendations,
• Interface with management representatives, union representatives and employees, supervises the
activities ofothers.
• Interpret and explain statutes, rules, regulations, union contracts, policies and procedures.
• Plan, coordinate and perform a variety ofprofessional level human resources administration
tasks.
• Supervise and train mtu0[
EDUCATION and/or EXPERIENCE:
Any combination of education and evperience that demonstrates possession of the requisite knowledge,skill and
abilities.A typical way/o obtain these would be:
Bachelor's Degree in Business Administration oc Public Administration, Human Resources &Yaoagcrocnt
[)r�moizudona| Behavior or related field oruconuhinoti000f education and experience.
`
Five(5)years of progressively responsible personnel management work experience with emphasis in
recruitment and placement, position classification, salary and wage administration, employee-
management
n:!atiooa, permnonc| progra/ndcve|uprneot.
Three(3)years nf experience inao administrative and supervisory capacity.
K*0PYSIC/k|LDEMANDS AND WORK ENVIRONMENT: The physical demands described here are
representative of those that must be met by an employee to successfully perform the essential functions of
this job. Reasonable accommodations may be made tuenable individuals with disabilities tnperform the
essential functions.
While performing the duties oftbim joh, the employee is regularly to sit. The employee
frequently imrcquincdtousehundstofinger, band/e, nr6ne|` bco , mtoop,o|imnh, reocbvvdhbundyomd
arms and talk orhear. The employee im occasionally required 0o stand and walk. The employee must
regularly lift and/or move up to /O pounds and occasionally lift and/or move up to 25 pounds. Specific
vision abilities required by this job include close vision, and ability to uc8uat focus.
While perfortning the duties of this job, the employee regularly works in indoor conditions and regularly
works near video display. The noise level in the work environment is usually moderate.
Director 0fPersonnel Services 3 -
DEPARTMENT OF PERSONNEL SERVICES Permanent Temporary ❑
COUNTY OF KAUAI Part-Time
1. Position No. 2101 Type: Full-Time ❑
®
2. Present Class & SR/WB: Personnel Management Specialist VI EM 03
3. Department Personnel Div
POSITION DESCRIPTION 4. Physical Location: Lihue, HI
5. Incumbent:
8.
REQUESTED ACTION FUNDING(Initial Allocation only►
❑ New Posit ion.initial Allocation ®Change in Duties&Responsibilities-Reallocation ❑ Redescription-Review Effective Date: 09/20/2002
1.
Requested Class Allocation: Personnel Services Manager Sala Range: EM-05
- Salary 9 Wage Board:
DUTIES OF THE POSITION
List each duty assigned to the position separately. Arrange these duties in logical order beginning with those performed most frequently and followed
by those performed occasionally. Be clear, complete, and concise. Stick to statements of fact; avoid the use of vague or general terms. Give an Show
estimate of the average amount of time spent in performing each major duty If a reallocation of the position is requested, show the exact charges in %
duties, reasons for these changes and the exact date when these changes occurred. If more space is needed, use a blank sheet and attach to this of Time
form.
Manages and directs staff assigned to functional areas within the central personnel agency, coordinating and
integrating activities in major areas of personnel management and administration, including classification and
pricing, recruitment and examination, compensation and transactions; performs as principal staff specialist in labor-
management relations; and serves as primary admnistrative support to the Director of Personnel Services.
Performs as principal managerial support to the Director in planning and development of personnel programs, and 25%
the management of department staff; assists the Director in preparing the department's budget and program plans;
attends meetings and handles routine personnel matters in the absence of the Director, (a,b)
Develops and recommends personnel policies and procedures, including policies affecting decentralized functions in 20%
other departments/agencies; implements countywide policies, procedures and practices within the guidelines of
existing County policies, rules, laws and ordinances; consults with and advises administrative staff, executives,
officials and union representatives on issues relating to personnel management; interprets and applies policies,
approved procedure changes; advises managers and supervisors on the interpretation and application of policies,
procedures, laws, ordinances, Civil Service rules;. (a,b)
Serves as principal staff specialist in labor-management related matters; participates in collective bargaining 35°x6
negotiations reviewing union proposals and evaluating their impact on operations, cost, employee morale and other
factors; serves as a member of management's negotiation team and participates in caucuses to develop
management's positions, tactics and overall strategy; reviews and compiles statistical data for cost and non-cost
items, and does costing of salaries and scattergrams for all units; assists departments/agencies in processing and
resolving of grievances; represent the Mayor at Step III recommending course of action3a,b)
Plans, organizes and directs the work of professional, technical and clerical staff who perform technical personnel 15%
work including recruitment, examination development and administration, classification, compensation and related
functions; selects, trains and evaluates performance of staff, directly or through subordinate supervisors; reviews
recruitment, certification and selection activities to ensure compliance with federal and State regulations and
County rules and policies; reviews and approves classification and pay studies performed by staff for consistency
and adherence to County rules, policeis and classification and pay plans. (a,b)
Represents the department at meetings and conferences, and makes presentations on personnel matters as 5%
required; performs other related duties as required. (b)
8. Unusual -solahon. hazards. physical hardship Idescribel
ACTION TAKEN FOR CIVIL SERVICE USE ONLY
❑ INITIAL ALLOCATION ,Q REALLOCATION ❑CHANGE IN CLASS TITLE ❑NO CHANGE
❑ REDESCRIPTION REVIEW
To Class _Personnel Services Manager EM-5
Wage 9 �0 Salary R3r>DQ age Board
Eftecave Date �CU 3/y/
Date of Action
Director of Personnel Sery ces
SEE OTHER SIDE
WHITE -Personnel Services`Copy PINK -Department's Copy
YELLOW-Employee's Copy
'
2102 Permanent,(X) Temporary (
DEPARTMENT OF PERSONNEL SERVICES 1 Position No.— Type: Full-Tiroe (it) Part-Time
COUNTY OF KAUAI 2. Present Class & SR/EIC: Personnel Management Specialist IV
POSITION DESCRIPTION 3. Department Personnel Service8,v.
4. Physical Location
5. Incumbent
'Requested Class Mocistion &C,/WS
DUTIES OF THE POSITION
List each duty assigned to the position so arately. Arrange these duties in logical order beginning with those Performed most frequently and followed by Show
those performed occasionally. Be clear, complete, and concise, Stick to statements of fact.avoid the use of vague or general terms.
- If a reallocation of the position is requested, show the exact Changes in duties, of T`irn
of the average amount of time spent in performing each major duty Give an estimate
reasons for these changes and the exact date when these changes occurred If more space is needed, use a blank sheat and attach to this form.
Receives telephone calls and personal calls for the Director of Personnel Services and the Civil Service Commission, 75%
Arranges appoint ments/t ravel arrangements for the Director and the Civil Service Commission through telephone,
written communication or e-mail-,compiles infon-nation and assembles all materials into file fbr the Commission and
Director to keep them apprised of ongoing matters; Receives, logs and screens correspondence for the Director, Civil
Service Commission, and the Department and determines distribution of same to proper personnel for response and
Arranges and prepares agenda and notifies Commission and others of date, time, and place for meetings, special
meetings and public hearings by posting with the Clerk's Office or advertising in the local newspaper in accordance to
posting requirements pursuarft to civil semice rules, Takes and transcribes minutes of Civil Service Commission
meetings, appeal hearings and conferences and prepares minutes to be filed as official minutes pursuant to civil service
rules, Maintains files of confidential correspond ence, regular correspondence, reports, rninutes, public hearings and other
materials as directed by the Director- Provides and acts as liaison in
I giving out information to the public, departmental
representatives, union agents, and employees by interpreting and explaining civil services rules and regulations, policies
and procedures, departmental functions and requirements in order to maintain good working relationships- Answers
routine correspondence independently or draft response from verbal instructions for Director's review and'signature to
maintain smooth flow of paperwork. Maintains the department's inventory of equipment by submitting appropriate
forms for deletion and additions of newly authorized purchases and by taking physical inventory in accordance to the
County Budget Ordinance, Inspects the department's supplies inventory and materials needed and determines the
timeliness to purchase depleted stock in order to maintain the department's needs for supplies, Prepares requisitions for
office supplies, materials and equipment and other services through the computer system in accordance with Purchasing
Division's policies, Secures prices quotations from vendors for items not on bid list or for approved equipment purchases
by telephone and prepaEcs p4 submits justification for approval to purcbase items not on bid pursuant to Purchasing
Division's policies, k a) I b)
Participates in developing the department's budget by gathering information and researching prior fiscal years
expen itures and encumbrances, projecting the percentage increase instructed by the Director, and inputs the budget data
11 1
into th computer system, Prepares by compilation, drafting and final assembling of the annual report of the Department
pursuant to the County Charter (a b)
Unusual isolation.hazards, physical hardship (describe)
FOR CIVIL SERVICE USE ONLY
ACTION TAKEN
I I Initial Allocation X) Reallocation Change in Class Title I I No Change f I Radescription Review
To Class Civil Service Secretary Salary Range 20 BC/WS
Effective Date 17 1702 Data of Action I TT 7/
Yellow Employee
Position Number 2102
Page 2
Participates in meetings with Finance Department and Information Systems Office to keep abreast of new system
changes,updates and reports to the Director to recommend changes or course of action to be taken to enable better
reporting requirements for the department;Gathers and analyzes information through the computer system by working
Finance payroll in order to create inquiries for special reports(i.e.,drug 25%
closely with the information System Office and Fi ridn
testing,split funding,etc.)asked of the Director,Makes cursory reviews of hard copy reports sent by information
Systems Office that are being transmitted to the Unions via magnetic tapes and resolves occurring errors through
facilitation with the Union representatives,Finance payroll and Information Systems Office in order to maintain accurate
information;Assists departmental personnel officers on certification and transaction procedures in personnel transaction
and pay for compliance with rules and regulations and negotiated collective bargaining agreements and executive orders;
Maintains and updates an employee roster of the County's employees by departments, bargaining unit,date of hire,
name,classification,and pay for easy reference and cross reference in co I i
mP ettlif MOM requested by the Director,may
supervise lower level clerical positions;and other related duties as required. af (b u
Position involves working extended hours which may include holidays and weekends;traveling to test sites, traveling to
conferences,workshops and meetings called for by the department;setting up tables and chairs as appropriate;lifting and
transporting supplies weighing approximately 30-40 pounds.
Office equipment: personal computer, 10-key adding machine,fax machine,copier machine,dictaphone.
Computer programs: Word,Excel, Access;AS 400 modules: GMBA,Payroll/Personnel,Purchasing/Inventory
Temporary I I
DEPARTMENT OF PERSONNEL OMCES 1 Position No. 2104 Type: Full-Time (X I Part-Time I
COUNTY OF KAUAI 2. Present Class & SR/BC: Personnel Management Spec.IV SR-22
POSITION DESCRIPTION 3. Department Personnel Div.
4. Physical Location 4444 Rice Street, Lihue, H1
5. Incumbent
s+stran Pef3 gnat` ti',�larfp
7. DUTIES OF THE POSITION
List each duty assigned to the position separately. Arrange these duties in logical order beginning with those Performed most frequently and followed by show
those performed occasionally. Be clear,complete,and concise. Stick to statements of fact;avoid the use of vague or general terms. Give an estimate %
of the average amount of time spent in performing each major duty. If a reallocation of the position is requested,show the exact changes in duties, of Time
reasons for these changes and the exact date when these changes occurred. If more space is needed, use a blank sheet and attach to this form.
Serves as a staff specialist in the central personnel office in the areas of recruitment and examination and
performs with independent responsibility in handling and resolving problems in a variety of technical, very
difficult and very complex assignments.
Recruitment and Examination - 70%
1 Confers with operating officials to obtain first-hand information on job conditions,and requirements and
advises on availability of personnel and prospective recruitment results; plans and prepares recruitment
examination announcements by conferring with subject matter experts and reviewing classification
specifications and position descriptions for recruitment of vacancies and/or anticipated vacancies
including those at the higher administrative, technical and professional levels. (A, B)
2. Plans, prepares and administers written and physical performance examinations which are difficult and
complex in nature and require judgment and creativity in the preparation and conduct of examinations.
Plans, develops and prepares examinations for classes being announced for the first time; formulates
procedures where several examinations for different levels in same series are involved and conducts
surveys and research into existing and emerging examination techniques such as physical condition
tests, promotion potential ratings, etc. (A,B)
3. Analyzes and recommends actions on examination appeals and on objections to eligibles. (A, B)
4. Maintains all recruitment and examination records. Compiles statistical reports for purposes of federal
and state law requirements, collective bargaining, appeals and arbitration. (A, B)
Continued on attached sheet
8. unusual isolation, hazards, physical hardship(describe}
FOR CIVIL SERVICE USE ONLY
ACTION TAKEN
I I Initial Allocation X) Reallocation I Change in Class Title I No Change I ) Redescription Review
To Class Personnel Management Specialist V. --Salary Range SR-24 _BCiWS
Effective Date August 1, 1997 -Date of Action July 31, 1997 Bu CODE
Distr: White DPS
Yellow Employee
Pink - Dept, Director Personnel Services
o sr
r
^romomnxm. Z /w+
Personnel Management Specialist y [
Page
Recruitment and Examination (continued)
'
5. Prepares section budget request and justification. </\' 8)
S. Participates in panel discussions and job training sessions andgivee talks bm various groups onrnatterore|at/ tmC oun t
emmp|oynnent. (A'B) n�
Personnel Administration ' 2096
1. Provides advice and staff assistance to agency/department officials and line supervisors on personnel practices
programs related to reo,uitnnantand exmmninmbonand other personnel nne12arm. (A) am
2. Reviews, investigates, and assists in resolving personnel complaints and problems. Consults with legal staff o
pvoo|emnmto ensure adherence to laws, ru/emandnaQu/at/one. (A) r
3' Administers the county's p/e'ernp/oynnentphymioa| examinations and pre-employment drug screening program. (A)
4, Coordinates employees' flexible spending program, (A)
Qther - 10Y6
l. Composes letters and memoranda relating to recruitment and examinations and other personnel matters.
2' Serves as department representative on the County's internal committee onADA (American's with Disabilities Act)
3. Provides county and state employment and recruitment information to persons seeking such information; explains laws,
regulations, policy and procedures relating to residency, citizenship, experience and training and other public
employment
4. Performs other related duties oarequired.
Position involves working extended hours which may include holidays and weekends; traveling to testing sites,and occasional
NOV 0 2 2005
Permanent 0 Temporary ❑
DEPARTMENT OF PERSONNEL SERVICES C 1. Position No. 2105 Type: Full-Time Z Part-Time ❑
COUNTY OF KAUAI 2, Present Class& SR/WB: Personnel Management Specialist V, SR-24
Personnel
3. Department Services Div, Classification & Pay
POSITION DESCRIPTION j 4, Physical Location: Lihue
5. Incumbent:
6-
REQUESTED ACTION FUNDING(Initial Allocation Only)
❑ New Position-Initial Allocation OChange in Duties&Responsibilities-Reallocation ❑ Redescription-Review Effective Date:
Requested Class Allocation: Personnel Program Analyst Salary Range: SR•26 Wage Board:
7 DUTIES OF THE POSITION
List each duty assigned to the position separately. Arrange these duties in logical order beginning with those performed most frequently and followed by those
performed occasionally. Be clear, complete, and concise. Stick to statements of fact: avoid the use of vague or general terms- Give an estimate of the Show
average amount of time spent in performing each major duty. If a reallocation of the position is requested,show the exact changes in duties,reasons for these %
changes and the exact date when these changes occurred. If more space is needed,use a blank sheet and attach to this form, of Time
As a staff specialist in classification, pricing and personnel administration, in the central personnel agency, performs work
encompassing the most difficult and sensitive personnel problems affecting the organization, operation and management
of County agencies.
Plans, organizes and conducts activities relating to special studies and assignments in the areas of personnel 25%
management related to classification and pay and other functional areas of personnel. Analyzes and performs studies to
assist in resolving management problems relating to the subject areas. May conduct investigations as assigned. (a,b)
Reviews, investigates and assists in resolving personnel complaints and problems, contract interpretation, and temporary 20%
hazard pay requests by implementing collective bargaining provisions, DPS rules and Federal and State laws and County
ordinances to recommend course of action and problem solving methodology. Consults with legal staff on problems to
ensure adherence to laws, rules, regulations and contracts. (a,b)
Conducts in-depth research, analysis and evaluation, and develops alternatives. Attends meetings with all levels of 25%
departmental personnel to provide and obtain information, discuss issues and feasibility of various alternatives and
provide advice on personnel issues. Explains policies, procedures and actions to employees, supervisors, managers and
administrators of operating agencies and provides authoritative advice and assistance. Recommends procedural, policy
or legislative changes to effect necessary changes or improvements. Prepares various reports, documents, new and
revised class specifications, correspondence and other materials to support recommendations, (a,b)
Conducts job audits to verify and obtain necessary background information in conjunction with job studies. Provides 15%
assistance and on-the-job training to lower level specialists in the central personnel agency as well as in the personnel
offices of operating line agencies on the methodologies, policies and concepts related to classification and pricing. (a,b)
Coordinates responses to other governmental agencies, maintaining close working relationships, facilitating others 10%
outside the central personnel agency in support of County goals and objectives. Serves as departmental representative
on various committees as required. (a,b)
Performs other related duties as required, 5%
8. Unusual isolation,hazards,physical hardship(describe)
FOR CIVIL SERVICE USE ONLY
ACTION TAKEN
❑INITIAL ALLOCATION IN REALLOCATION 171 CHANGE IN CLASS TITLE 171 NO CHANGE ❑REDESCRIPTION REVIEW
To Class Sala Range
Perso.nnel Program Analyst
Effective Date July 1, 2005 Date of Action November
- 8 Wage Board
Director inf Personnel Services
SEE OTHER SIDE
WHITE—Personnel services'Copy PINK—Department's Copy YELLOW—Employee's Copy
UIEC 4 -
Permanent Temporary
DEPARTMENT OF PERSONNEL SERVICES
1. Position No. 2107 Type: Full-Time Part-Time
COUNTY OF KAUAI
2. Present Class & SR/'WB: Personnel Clerk I
3. Department Personnel Div,
POSITION DESCRIPTION 4. Physical Location: LIHIUE, HI
5. Incumbent:
6,
REQUESTED ACTION FUNDING (Initial Allocation Only)
0 New Position-initial Allocation ZChange in Duties&Responsibilities-Reallocation 171 Redescription-Review Effective Date:
Requested Class Allocation: Personnel Clerk II Salary Range: SR-13 Wage Board:
7, DUTIES OF THE POSITION
List each duty assigned to the position separately. Arrange these duties in logical order beginning with those performed most frequently and followed
a a
by those performed occasionally. Be clear, complete, and concise. Stick to statements of fact; avoid the use I vague or general terms. Give an Show
estimate of the average amount of time spent in performing each major duty. If a reallocation of the position is requested, show the:exact changes anges in %
duties, reasons for these changes and the exact date when these changes occurred. If more space is needed, use a blank sheet and attach to this of Time
form.
Independently performs a variety of personnel clerical work requiring the interpretation and application of pertinent Civil
Service laws, rules, regulations, policies and procedures; prepares and processes various personnel transaction
documents, letters, notices and reports;and performs other related duties as required.
Prepares and reviews requests for personnel transactions involving appointments,transfers, promotions, reallocations, 50%
resignations,leaves of absence, temporary assignments, and related documents for completeness,accuracy and
conformance to pertinent Civil Service laws, rules, regulations, policies and procedures; types and reviews payroll
certification forms; maintains payroll/personnel information within a computerized system for employee history; maintains
compensation plan; sets up and maintains current position control and other personnel files;
issues, receives and checks applications for Civil Service examinations for completeness, including verification of 25%
licenses,certificates,veteran's preference, residency, etc.; prepares and types examination announcements; responds to
varied inquiries from employees and/or public regarding employment policies, class data and Civil Services laws, rules,
regulations and policies
assists in resolving routine personnel problems researches files for materials for review by professional staff, and 20%
maintains statistics, files, and personnel records; prepares reports, correspondence, and notices as directed; may assist
with monitoring of recruitment examinations;delivers and picks up office mail.
Performs other related duties as required. 5%
B. Unusual isolation, hazards,physical hardship(describe)
FOR CIVIL SERVICE USE ONLY
ACTION TAKEN
INITIAL ALLOCATION REALLOCATION C3 CHANGE IN CLASS TITLE 171 NO CHANGE 171 REDESCRIPTION REVIEW
To Class Personnel Clerk It Salary Range j3 Wage Board
Effective Date July 1. 2006 Date of Action December 8, 2006
Director of Parsonnes Servic
SEE 0 THER SIDE
WHITE-Personnel Services'Copy PINK -Department's Copy YELLOW-Employee's Copy
Permanent Z Temporary
DEPARTMENT OF PERSONNEL SERVICES 1. Position No. 2109 Type: Full-Time Z Part-Time
COUNTY OF KAUAI 2. Present Class & SR/WB: Personnel management Specialist III,SR-20
3. Department Personnel Svc Div.
POSITION DESCRIPTION 4. Physical Location: LIHUE, HI
5. Incumbent:
RECILIESTED ACTION FUNDING(Initial Allocation Only)
0 New Position-Initial Allocation SChange in Duties&Responsibiliffes-Reallocatiott 0 Radescription-Review Effective Oato: 01/01/2010
Requested Class Allocation: Personnel Management Speciallist IV _ Salary Range: , SR-22 Wage Board
7. DUTIES OF THE POSITION
List each duty assigned to the position separately. Arrange these duties in logical order beginning with those performed most frequently and followed
by those performed occasionally, Be clear, complete, and concise, Stick to statements of fact; avoid the use of vague or general terms. Give an Show
estimate of the average amount of time spent in performing each major duty, If a reallocation of the position is requested,show the exact changes in %
duties, reasons for these changes and the exact date when these changes occurred, If more space is needed, use a blank sheet and attach to this of Time
Under the general supervision of the Director of Personnel Services and assistant, perform a variety of technical
personnel assignment which encompass complex problem in the Central Personnel Agency.
Independently reviews, analyzes and allocates positions in a variety of occupational areas, including those of a
difficult and complex nature within the administrative, professional and technical levels; reviews and studies
position description, class specification, organizational diagrams and other materials and conducts field and desk
audits to ascertain the nature, scope and level of worked performed; prices new classes after research and 30%
studying pertinent salary relationships within the counties and other jurisdictions compensation plans; develop new
job classification as required; prepares written reports of findings and recommendations; participates in wage and
salary surveys. (a, b)
Screens applicants for various types of examination; contacts applicants for clarification of information submitted;
plans and programs examinations for a variety of occupations, which include those in administrative, professional
and technical fields; reviews various source documents (class specification, position description, etc), interviews
operating officials and subject matter experts, and conducts job analyses in order to determine the essential 30%
knowledge, skills and abilities required of the job and the nature, scope and methodology of the examination to
use; develop and administer written performance tests and training and experience evaluations; conducts and
evaluates reliability and validity studies and other statistical analyses to test material and results. (a, b)
Performs Labor-management relations work of moderate difficulty as a member of the County's Management team
in negotiating bargaining unit contracts and in administering negotiated contracts; review proposal and evaluates its
impact on operation, costs, employee morale and etc; assists departmental official and supervisor in processing 15%
grievances; studies current laws, arbitration decisions, collective bargaining contracts and labor relation trends. (a,
Advises departmental personal on County and State rules and regulations, contractual provisions governing public 15%
employment, and provision of the Hawai'i Revised Statutes; analyze facts, information and issues to make sound
'
recommendations as to action to be taken to resolve problems. (a, b)
Develops and conduct training programs for supervisors and others; provide guidance, consultation and assistance 10%
to management in the orientation, training and development of employees. (a, b)
Perform other duties as required.
8, Unusual isolation,hazards,physical hardship(describe)
FOR CIVIL SERVICE USE ONLY
ACTION TAKEN
0 INITIAL ALLOCATION EXREALLOCATION M CHANGE IN CLASS TITLE C]NO CHANGE 0 REDESCRIPTION REVIEW
ToClass Personnel Management Specialist IV Salary Range 22 Wage Board
Eff active Data 1/10 Date of Action 1/29/10
�Di,.ct of Personn.-I Set-vices
SEE OTHER SIDE
WHITE-Personnel Services'Copy PINK-Department's Copy YELLOW-Employee's Copy
DEPARTMENT OF PERSONNEL SERVICES Permanent Temporary
1. Position No. 2110 Type: Full-Time Part-Time
COUNTY OF KAUAI 2. Present Class & SR/WB: Personnel management Specialist 111,SR-20
3. Department Personnel Svc Div.
POSITION DESCRIPTION 4. Physical Location: LIHUE, HI
5. Incumbent:
REQUESTED ACTION FUNDING(initial Allocation Onto
[3 Now Position-Initial Allocation ZChehoe in Duties&Responsibilities-Reallocation 0 Redescription-Review Effective Date: 01/01/2010
Requested Class Allocation. —Personnel Management Speciartst IV Salary Range: SR-22 Wage Board:
7. DUTIES OF THE POSIT—ION
List each duty assigned to the position separately. Arrange these duties in logical order beginning with those performed most freq ently and followed
by those performed occasionally, Be clear, complete, and concise, Stick to statements of fact; avoid the use of vague or general terms. Give an Show
estimate of the average amount of time spent in performing each major duty, If a reallocation of the position is requested,show the exact changes in %
duties, reasons for these changes and the exact date when these changes occurred. If more space is needed, use a blank sheet and attach to this of Time
form,
Under the general supervision of the Director of Personnel Services and assistant, perform a variety of technical
personnel assignment which encompass complex problem in the Central Personnel Agency.
Independently reviews, analyzes and allocates positions in a variety of occupational areas, including those of a
difficult and complex nature within the administrative, professional and technical levels; reviews and studies I
position description, class specification, organizational diagrams and other materials and conducts field and desk
audits to ascertain the nature, scope and level of worked performed; prices new classes after research and 30%
studying pertinent salary relationships within the counties and other jurisdictions compensation plans; develop new
job classification as required; prepares written reports of findings and recommendations; participates in wage and
salary surveys. (a, b)
Screens applicants for various types of examination; contacts applicants for clarification of information submitted;
plans and programs examinations for a variety of occupations, which include those in administrative, professional
and technical fields; reviews various source documents (class specification, position description, etc), interviews
operating officials and subject matter experts, and conducts job analyses in order to determine the essential 30%
knowledge, skills and abilities required of the job and the nature, scope and methodology of the examination to
use; develop and administer written performance tests and training and experience evaluations; conducts and
evaluates reliability and validity studies and other statistical analyses to test material and results, (a, b)
Performs Labor-management relations work of moderate difficulty as a member of the County's Management team
in negotiating bargaining unit contracts and in administering negotiated contracts; review proposal and evaluates its
impact on operation, costs, employee morale and etc; assists departmental official and supervisor in processing 15%
grievances; studies current laws, arbitration decisions, collective bargaining contracts and labor relation trends. (a,
b)
Advises departmental personal on County and State rules and regulations, contractual provisions governing public
employment, and provision of the Hawai'i Revised Statutes; analyze facts, information and issues to make sound 15%
recommendations as to action to be taken to resolve problems. (a, b)
Develops and conduct training programs for supervisors and others; provide guidance, consultation and assistance 10%
to management in the orientation, training and development of employees. (a, b)
Perform other duties as required.
8� Unusual isolation,hazards,physical hardship(describe)
ACTION TAKEN FOR CIVIL SERVICE USE ONLY
0 INITIAL ALLOCATION CA REALLOCATION 0 CHANGE IN CLASS TITLE 0 NO CHANGE 0 REDESCRIPTION REVIEW
ToClass Personnel Management Specialist IV Salary Range 2 2 Wage Board
Effective Date I/l/10 Date of Action 1/29/10
Perqo as
D' for of , onn.1 �,�ice �
net
SEE OTHER SIDE
WHITE-Personnel Services'Copy PINK-Department's Copy YELLOW-Employee's Copy
|
DEPARTMENT OF PERSONNEL SERVICES Permanent Z Tem�7r�a []
I. Position No. 2111 Type: Full-Time Z Part-Time
COUNTY OF KAUAI
2, Present Class&SR/WB: Clerical Assistant
3- Department Perso net Div.
POSITION DESCRIPTION 4. Physical Location. Llhu'e, HI
5. Incumbent: Vacant
REQUESTED ACTION FUNDING(Initial At
0 New Position-Initial Allocation ZChange in Duties&Responsibilifies-Reallocation [3 Redlescription-Review Effective Date:
7 Requested Class Allocation: Personnel Clerk II Salary Range: _ Wage Board:
List each duty assigned to the position separately, Arra;gi th;s.. DUTIES OF TH�_`POSITION
;duties in logical order beginning with those perform most frequently and followed by those
performed occasionally. Be clear, complete, and concise, Stick to statements of fact; avoid the use of vague or general terms. Give an estimate of the Show
average amount of time spent in performing each major duty. if a reallocation of the position is requested.show the exact changes in duties,rea %
chan2es and the exact date when these changes occurred. If more space is needed,use a blank sheet and attach to this form. sons for these of Time
Performs a variety of personnel clerical work requiring the interpretation and application of pertinent civil service laws,
rules, regulations, policies and procedures; prepares and processes various personnel transaction documents, letters,
notices and reports.
Prepares and/or reviews requests for personnel transactions involving appointments, transfers, promotions/demotions,
reallocations, resignations, leaves of absences, etc. for completeness, accuracy and conformance to pertinent civil 50%
service laws, rules, regulations, policies and procedures and bargaining unit agreements; types and/or audits payroll
certification forms and civil service personnel action notices; maintains payroll/personnel information within a
computerized system, i.e. employee history, accruals,temporary assignments,etc. (a, b)
Greets customers and issues, receives and checks applications for civil service examination for completeness, including
verification of licenses, certificates, veteran's preferences, residency, etc.; enter paper application into the NEO-GOV 25%
system by completing the NEO-GOV application, scans the paper application and other documents to attach to the
account; advises departmental officials, employees and/or the general public regarding employment policies, class data
and civil service laws, rules, regulations and policies; assists/trains applicants on how to use and in completing the online
job applications; prepares and types examination announcement; types and assembles examination materials; prepares
test scoredistribution; proctor examinations. (a, b)
Prepares and processes classification and pay action notifications to involve determining effective date of actions, and 10%
assigning position numbers; maintains compensation plans, (a, b)
Assists in resolving personnel problems in the interpretation and application of various rules, policies, procedures, laws 10%
and contract provisions; researches files and personnel records; prepares reports, correspondence, and notices as
directed; sets up and maintains personnel files of employees who have left County service and assist agencies in
researching archived history, etc.; provides clerical support services to staff. (a, b)
Performs other related duties as required. 5%
Unusual isolation,hazards,physical hardship(describe)
FOR CIVIL SERVI
ACTION TAKEN end of temporary
(3 INITIAL ALLOCATION nREALLOCATION 0 CHANGE IN CLASS TITLE C1 NO CHANGE 0 REDESCRIPTION REVIEW
""'s Personnel Clerk Il Salary Rang"S R-13
Effective Date December 5, 2009 Date of Action Jaquary 14, 2010 Wage Board
actor of Piso�,ne �a.
SEE OTHER SIDE
WHITE-Personnel Services'Copy PINK-Department's Copy YELLOW-Employee's Copy
ATTACHMENT B
DEPARTMENTAL PERSONNEL RESPONSIBILITIES
DEPARTMENT FUNCTION
TITLE SR
County Attorney Administrative personnel services (
15%) Departmental Staff Assistant I SR-20
Civil Defense Administrative personnel services (20%) Public Safety Services Secretary SR-18
Council Administrative personnel services (
25%) Departmental Staff Assistant 11 SR-22
Finance Administrative personnel services (
20%) Accountant IV
Benefits coordination (30%) SR-24
Fire Personnel services, recruitment (
75%) Administrative Officer SR-24
Mayor Administrative personnel services (
30%) Staff Services Assistant SR-14
Transportation Administrative personnel services (30%) Accountant III SR-22
Housing Administrative personnel services (
15%) Accountant IV SR-24
Parks & Recreation Personnel services, recruitment (
100%) Departmental Personnel Specialist 11 SR-22
Parks & Recreation Personnel support services (
75%) Program Support Technician 11 SR-13
Police Personnel services, recruitment (100%) Departmental Personnel Assistant 11 SR-17
Prosecuting Attorney Administrative personnel services (15%) Departmental Staff Assistant I SR-20
Public Works Personnel services, incl. labor relations (100%) Departmental Personnel Officer EM-05
Public Works Personnel support services (
100%) Departmental Personnel Assistant 11 SR-17
Water Personnel services, recruitment (
100%) Human Resources Coordinator SR-18
(Administrative personnel services includes transactions, staffing and other administrative support services to dept/agency; personnel services includes
transactions and support services for personnel programs)
..........
Lawrence Chaffin, Jr. OF Members:
Chair
Randy Finlay
Dirk Apao
Sandi Sterker
Linda Faye Collins
Vice-Chair
OF
COST CONTROL COMMISSION
County of Kaua'i
c/o Office of Boards and Commissions
4444 Rice Street, Suite 150
Uhu'e, HI 96766
June 8, 2010
The Honorable Bernard P. Carvalho, Jr.
County of Kauai
4444 Rice Street, Suite 235
Uhu'e, HI 96766
Dear Mayor Carvalho:
RE: Additional Training for the County Attorney's Office
The Cost Control Commission, at its May 10, 2010 meeting based on its discussion of the
County Attorney's Office utilization of special outside legal counsel, made the following
Findings:
FINDINGS
To assess whether there was a way to curtail the cost associated with hiring outside legal
counsel, the Cost Control Commission requested and received information from County
Attorney Alfred Castillo who also attended the Commission's meetings on March 8, 2010, April
12, 2010 and May 10, 2010.
I. The Commission was given the organizational structure, assigned functions and
operational responsibilities of the County Attorney's Office. Mr. Castillo indicated
that although it is his policy to first deal with cases using in-house Deputy Attorneys,
the Office does not always have the specialized expertise required to handle every
case. In addition, the Office encounters instances in which it has a direct or indirect
conflict of interest on a particular matter.
2. Mr. Castillo also provided the Commission with a written summary of the amount
expended over the past three (3) fiscal years to hire outside legal counsel.
Training for the County Attorney's
Office Findings & Recommendations
Page Two
June 8, 2010
After reviewing the expenditure summary, the Commission requested a cost
breakdown to hire an in-house litigation team. Mr. Castillo responded by submitting
an estimated breakdown of$212,500 consisting of salaries plus benefits for two
attorneys and a legal clerk including associated equipment and supplies.
3. Mr. Castillo pointed out that his Office currently lacks experience on matters dealing
with Equal Employment Opportunity, Sexual Harassment and Federal Court
Procedures. Mr. Castillo felt that his existing attorneys could provide the legal
research and/or representation required if they were afforded the opportunity for more
training. He also reported that he had sufficient funds in his office budget to provide
the necessary training in the upcoming fiscal year. 9 1
Based on the foregoing findings, this Commission makes the following Recommendation:
RECOMMENDATION
The Cost Control Commission is in agreement with the County Attorney's management efforts
in maximizing the in-house effectiveness of the Office and reducing the amount of money used
for hiring special outside legal counsel by encouraging the County to support continued training
opportunities for all Deputy Attorneys especially in the areas of Equal Employment Opportunity,
Sexual Harassment and Federal Court Procedures.
Thank you for your time and consideration in reviewing the Commission recommendations.
Respectfully submitted,
COST CONTROL COMMISSION
By
Lawrence Chaffin, Jr.
Its Chairperson
Attachments
ca
Lawrence Chaffin, Jr.
Members:
Chair
Randy Finlay
Dirk Apao
Sandi Sterker Linda Faye Collins
Vice-Chair
F
COST CONTROL COMMISSION
County of Kaua'i
c/o Office of Boards and Commissions
4444 Rice Street, Suite 150
LThu'e, HI 96766
June 2, 2010
The Honorable Bernard P. Carvalho, Jr.
County of Kaua'i
4444 Rice Street, Suite 235
Lfhu`e, HI 96766
Dear Mayor Carvalho:
RE: Adopt-a-Park Program(Ho*olokahi Program)
The Cost Control Commission, at its May 10, 2010 meeting based on its discussion of the Adopt-
a-Park program, made the following Findings:
FINDINGS
1. There are approximately 63 parks and 36 are presently in the Adopt-a-Park program.
2. Cost savings derived over the past two fiscal years 2008 - 2010 from the
sponsor/volunteer activity associated with the Adopt-a-Park program was estimated
to include over 5,000 man hours of work at a unit cost per hour of$15, for a value of
$75,000.
3. It is emphasized that Adopt-a-Park volunteers do not perform work that county
work-forces do on a regular basis such as painting over graffiti, repainting picnic
tables, restrooms and bus shelters, trimming plants and bushes,picking up cigarette
butts on the beaches, etc.
4. The County of Kaua'i has decreased its annual operating budget 10% in FY 21008-
Z1_
2009 and another 10% in FY 2009-2010 due to the decreasing county revenue
generated and it is not anticipated to improve.
Z1-
2- 010
Adopt-a-Park Program Findings&
Recommendations
Page Two
June 2, 2010
Based on the foregoing findings, this Commission makes the following Recommendations:
RECOMMENDATIONS
1. The Parks and Recreation Department through its Ho*olokahi Program should be
required to expand cost-saving opportunities for their operations, through contacting
and attending the monthly meeting of various other non-profit community service
type organizations including but not limited to the Rotary and Lions Clubs, to inquire
if they are interested in participating in an Adopt-a-Park project or other types of
community service projects.
2. A listing of the Kaua*i Rotary and Lions Clubs contact information is attached hereto
which includes their meeting dates, times and locations. (Attachment 1)
3. Another list of non-profit organizations with contact information is also attached
hereto. (Attachment 11)
Thank you for your time and consideration in reviewing the Commission recommendations.
Respectfully submitted,
COST CONTROL COMMISSION
By
Lawrence Chaffin, Jr.
Its Chairperson
Attachments
ca
Listing of Community Organizations
Community 0[ganizations
Kekaha Community Association Mary-jean Buza-Sims buzasims ma[y@yahoo.com PO Box 463 Kekaha,H1 96752
K61oa Community Association Louis Abrams labramsCcpkatiairentals.com PO Box 1313 K61oa, HI 96756
Hanam�*ulu Community Association Eddie Sarita esarita@kaui i.gov '
Wailua-Kapa'a Neighborhood Association Rayen Regush 4088 Paka Dr Uhu e, HI 96756
Hanalei Community Association Diane Daniels 340 Aina Uka St Kapa'a 96746
Kilauea Neighborhood Association Linda Sprott PO Box 789 Princeville 96714
Princeville Community Association Rohit Mehta PO Box 328 Kilauea 96754
PO Box 223277 Princeville 96714
Member Organizations
Kaua'i Chamber of Commerce Randy Francisco randall@kauaichamber.org PO Box 1969 Uhu'e HI 96766
Kaua'i Visitors Bureau Sue Kanoho
Kaua'i Economic Development Board Matilda Yoshioka myoshioka@kedb.com
Pd-j'PO Beach Resort Association Jody Lody(a)poipubeachorg
Hawaii Hotel and Lodging Association Jolene Lolene Ogle(&ma rriott.com
Kauai Planning and Action Alliance Diane dzacharyPkauainetwork.org
Kaua'i Filipino Chamber of Commerce Ernie gpasion@kauai.gov
Uhu'e Business Association Pat patgriffin@hawaiiantel.net
Kapa'a Business Association Steve Thatcher info@kbakaugLorg
West Kauai Business Association Mark Nellis mdnellisl@hotmail.com
North Shore Business Council Joel Guy typaguy(Wyahoo.com
Listing of Rotary & Lions Clubs on Kauai
Kauai Rotary Clubs
West Kauai Kelly 639-2061 MtR. Day Time Location
PoVp6 Beach Nancy Tues 5:30 PM Waimea Plant Cottages
Kalepa Sunrise Vianne 652-0773 Wed 7:30 PM Kiahuna PooI&Tennis
Kauai Aileen 632-5026 Tues 7:30 PM Gaylord's
Kapa'a' Faye 822-3470 Fri 12 noon Ys Anchor Cove
652-2928
Hanalei Bay George Wed 12 noon Brick Oven Pizza
826-6988 Thurs 12 noon St. Regis Princeville
Kauai Lions Clubs (term runs 7/1-6/30)
West Kauai Charles Ortiz charles-ortiz(Mearthlink.net
Kapa'a Merly Cruz merlycrs@gmaii.com
Northshore Don McConnell cookdon 99@yahoo.com
K61oa Donald Quon
East Kauai (current) Diane Kent dktk808@yahoo.com PO Box 267, Kal5heo, HI 96741
East Kaua'i (eff 7/1/2010) Sam Morningstar fixitsammo@gmail.com