HomeMy WebLinkAbout2015_0825_AgendaPacketRoy Morita
Chair
John Low
Vice -Chair
Members:
Nancy Golden
Elizabeth Hahn
Jeffrey Iida
Richard Jose
Karen Matsumoto
COUNTY OF KAUA'I CIVIL SERVICE COMMISSION
NOTICE OF MEETING AND AGENDA
Tuesday, August 25, 2015
3:00 p.m. or shortly thereafter
Mo'ikeha Building, Liquor Conference Room 3
4444 Rice Street, Llhu'e, HI 96766
CALL TO ORDER
ROLL CALL
APPROVAL OF MINUTES
Open Session Minutes of June 23, 2015
BUSINESS
CSC 2015 -06 Discussion on adopting Guidelines for Implementing Civil Service
Commission Procedures for the Selection, Evaluation and Dismissal
of the Director of Human Resources and possible decision - making
to schedule a Public Hearing on adding such Rule Changes as
Subchapter 7 (On- going)
DIRECTOR'S REPORT TO INCLUDE ANY UPDATES ON THE TRANSISTION PLAN
CSC 201543 July 2015 Director's Report
a. Report 15 -01 from the Office of the County Auditor on the
Audit of County Hiring Practices, January 1, 2009 to
December 31, 2013
b. Report 15 -02 from the Office of the County Auditor on the
Audit of County Payroll System, January 1, 2010 to
December 31, 2013
CSC 2015 -14 August 2015 Director's Report
a. April -June 2015 Quarterly Report to the County Council
EXECUTIVE SESSION
Pursuant to Hawaii Revised Statutes § §92-4 and 92 -5 (a) (4), 92 -9 (a)(1-4) (b), the purpose of
this executive session is to receive and approve Executive Session minutes and to consult with
the Commission's legal counsel on issues pertaining to the Commission's and the County's
An Equal Opportunity Employer
powers, duties, privileges, immunities, and/or liabilities as they may relate to this item, deliberate
and take such action as appropriate.
ES -014 Executive Session Minutes of June 23, 2015
Pursuant to Hawaii Revised Statutes § §92 -4 and 92 -5 (a) (2) (4), the purpose of this executive
session is to consider the hire, evaluation, dismissal or discipline of an employee or officer of the
County where consideration of matters affecting privacy will be involved, provided that if the
individual concerned requests an open meeting, an open meeting shall be held; and to consult
with the Commission's legal counsel on issues pertaining to the Commission's and the County's
powers, duties, privileges, immunities, and/or liabilities as they may relate to this item, deliberate
and take such action as appropriate.
ES -010: RFA 2015 -01 Commission's consideration of rescheduling a Communication
filed 2/17/15 appealing applicant's disqualification for the Civil
Engineer II and Civil Engineer III position by the Human
Resources Department (On- going; awaiting Findings of Fact,
Conclusion of Law from Attorney General's Office)
RETURN TO OPEN SESSION
Ratify Commission actions taken in Executive Session for items: E&014 and E&010
ANNOUNCEMENTS
Next Meeting: Tuesday, September 22, 2015 — 2 :00 p.m., Mo'ikeha Building, Liquor
Conference Room 31
ADJOURNMENT
NOTICE OF EXECUTIVE SESSION
Pursuant to Hawaii Revised Statutes §92 -7 (a), the Commission may, when deemed necessary,
hold an executive session on any agenda item without written public notice if the executive
session was not anticipated in advance. Any such executive session shall be held pursuant to
H.R.S. §924 and shall be limited to those items described in H.R.S. §92 -5(a).
c: Deputy County Attorney Nicholas Courson
Civil Service Commission — August 25, 2015 Page 12
PUBLIC COMMENTS and TESTIMONY
Persons wishing to offer comments are encouraged to submit written testimony at least 24 -hours
prior to the meeting indicating:
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 clearly indicating the name of
the testifier; and
While every effort will be made to copy, organize and collate all testimony received, materials
received on the day of the meeting or improperly identified may be distributed to the members
after the meeting is concluded.
The length of time allocated to persons wishing to present verbal testimony may be limited at the
discretion of the chairperson or presiding member.
Send written testimony
Civil Service Commission
Attn: Barbara Davis
Office of Boards & Commissions
4444 Rice Street, Suite 150
Llhu`e, HI 96766
Email: bdavis @kauai.gov
Fax: 241 -5127 Phone: 241 -4919
SPECIAL ASSISTANCE
If you need an alternate format or an auxiliary aid to participate, please contact the Boards &
Commissions Support Clerk at 241 -4919 at least five (5) working days prior to the meeting.
Civil Service Commission — August 25, 2015 Page 13
A A 1 *14 1 '1A IRA J,
Minutes of Meeting
OPEN SESSION
Board/Committ ee:
CIVIL SERVICE COMMISSION
Meeting Date
June 23, 2015
Location
Mo'ikeha Building, Liquor Control Commission, Meeting Room 3
Start of Meeting: 3:00 p.m.
End of Meeting: 4:18 p.m.
Present
Chair Roy Morita; Vice Chair John Low. Members: Nancy Golden; Elizabeth Hahn (3:01 p.m.); Jeffrey Iida; Richard Jose; Karen
Matsumoto
Also: Deputy Attorney Nick Courson; Boards & Commissions Office Staff: Support Clerk Barbara Davis; Administrator Jay Furfaro;
Director of HR Janine Rapozo
Excused
Absent
SUBJECT
DISCUSSION
ACTION
Call To
Chair Morita called the meeting to order at 3:00
Order/Roll Call
p.m. with 6 members present. Chair Morita
asked to take the agenda out of order and instead
of going into Executive Session he would like to
start with Open Session first.
Approval of
Open Session Minutes of May 26, 2015
Mr. Iida moved to approve the minutes as
Minutes
circulated. Mr. Low seconded the motion.
Motion carried 6:0
Ms. Hahn entered the meeting at 3:01 p.m.
Business
CSC 2015 -04 Review Department and Commission's procedures and
forms for filing appeals (On- going)
Staff suggested tabling this item until such time as the Attorney and
Director have time to work on the forms and to bring it back at that time.
CSC 2015 -06 Discussion on adopting Guidelines for Implementing Civil
(}�
Service Commission Procedures for the Selection, Evaluation and Dismissal
of the Director of Human Resources and possible decision -makin to
LA
Civil Service Commission
Open Session
June 23, 2015
Page 2
SUBJECT
DISCUSSION
ACTION
schedule a Public Hearing on adding such Rule Changes as Subchapter 7
(On-going)
Attorney Courson noted he anticipated completing this item faster that CSC
2015 -04 and it can be left on the agenda as on-going,
Director's
CSC 2015 -012 June 2015 Director's Report
Reports
Ms. Rapozo summarized that it has been a very busy time for HR with new
hires for the summer enrichment program as well as the Mayor's Office
internship programs. It has also been busy with classification changes due to
the separation of the Solid Waste Division and the Roads Division so a lot of
time was spent with Public Works to get all of the positions converted. With
the approval of the contracts for HGEA's units 2, 3, and 4 along with the
SHOPO raises for the police officers and the Hawaii firefighters raises that are
all due on July 1, the focus has been working on payroll certifications for
almost 1,000 employees at this point. Chair Morita asked if HR is looking at
filling their 2 other vacant positions to which Ms. Rapozo said yes, an HR
Specialist I and an HR Specialist II position have been posted; depending on
the response received will determine what level they will be hiring at. There is
also the vacant dollar funded position, which will focus on the HRIS system
that was approved in next year's budget, so there are two vacancies we are able
to hire for and they have been posted. Ms. Matsumoto asked if the HRIS
specialist will be an HR specialist or an IT person. Ms. Rapozo said they have
it as an HR specialist, but the applications coming in are not looking favorable
so we may need to re- evaluate that. Ms. Hahn asked if the HRIS platform is
going to be around for the County for a while, or are we astill trying to patch
something that is outmoded, and if so is there any alternative? Ms. Rapozo
said when she first came on board it was determined they would not be
purchasing a new system, and they need to look into how to maximize the
usage of what the County has. The IT manager is taking the lead on this and at
Civil Service Commission
Open Session
June 23, 2015
Page 3
SUBJECT
DISCUSSION
ACTION
this point he feels it is doable. The system was geared towards the payroll side
so we need to make sure we maximize the HR side. Chair Morita questioned if
the 58 workers' compensation claims noted under the Employee Development
Health Services were for the calendar or fiscal year. Ms. Rapozo said that is
what they reviewed with their 3' parry administrator for the quarter so they are
active claims. We average around 10 claims opened per month, and try to
close out claims as we go along so there is an active list of a little over 100 at
any one time. These 58 cases are what we reviewed with our carrier and are
more roblematic cases we want to see how we can move forward.
Executive
Mr. Jose moved to go into Executive Session at
Session
-
3 :10 p.m. Mr. Iida seconded the motion.
Motion carried 7:0
Deputy Attorney Nick Courson read the Hawai'i
Revised Statutes detailed on the agenda to take
the Commission into Executive Session for ES-
013, ES -010: RFA 2015 -01 and ES -012: CSC
2015 -11.
Return to Open
Ratify Commission actions taken in Executive Session for items:
The motion and second to return to Open
Session
ES -013, ES -010: RFA 2015 -01 and ES -012: CSC 2015 -11.
Session at 3 :47 p.m. was withdrawn to allow the
Commissioners to also evaluate the Director.
The meeting resumed in Open Session at 4:17
p.m.
Mr. Low moved to ratify the Commission's
actions taken in Executive Session. Mr. Iida
seconded the motion. Motion carried 7:0
Announcements
Next Meeting: The July meeting is cancelled.
August meeting will be held on the 25th at 3 :00 p.m,
Civil Service Commission
Open Session
June 23, 2015 Page 4
SUBJECT
DISCUSSION
ACTION
Adjournment
Ms. Hahn moved to adjourn the meeting at 4:18
p.m Mr. Iida seconded the motion. Motion
carried 7:0
r
Submitted by. Reviewed and Approved by:
Barbara Davis, Staff Support Clerk Roy Morita, Chair
Approved as circulated.
( Approved with amendments. See minutes of meeting.
Guidelines for Implementing the
Civil Service Commission Procedures for the
1. Implementing n m,1"s Selection of the Human Resources
Director
For Steps 1, 2, 2(a), 2(b), 2(c) the Commission should do the following
regarding the Human Resources Director Position Description:
16 Commission to post agenda item for the review of the
position description.
► 2. Commission to determine if changes are to be made to the
position description.
3. Commission to vote on a motion to accept amended
position description if changes are made.
4. Commission to develop interview questions. All candidates
shall be asked the same questions.
Step 1: Nominated Candidates by the Commission
19 Commission to Post executive session agenda item for
nomination process.
2. Commission members, including ex- officio members, who
are interested in recommending nominees, shall obtain the
resumes of the potential candidates.
In Executive Session:
39 Commission members, including ex- officio members, to
nominate candidates for consideration.
4. Each Commission member shall be allowed to nominate no
more than one candidate.
S. Resumes of nominated candidates shall be forwarded by the
Commission in a confidential memorandum to the
Commission Select Committee, in care of the Office of
Boards and Commissions, for review to ensure that
1 CSC 2015 -06
minimum qualifications set forth by the County Charter are
met.
6. Commission to request that the Office of Boards and
Commissions schedule interview(s) with the qualified
nominees.
7. Commission to post agenda item for the selection of the
Human Resources Director,
80 Commission to take action on a motion to select the Human
Resources Director from the list of qualified nominees.
9. Commission to inform the Mayor of its selection.
Step 2: If no selection is made in Step 1, then the Commission will
move to Step 2 and utilize option available under Step 2.
Ste 2 a : Recommendation of Candidates by a Select Committee
18 Commission to post item on the agenda to appoint Select
Committee members and identify the scope for a three -
member permitted interaction group.
(The Chairperson appoints the Select Committee members
and the Commission defines the scope of the tasks for the
Select Committee at a noticed meeting).
2. The Select Committee will establish all advertisements and
chose the publications for any such advertisements.
30 The Select Committee will review all applications /resumes.
4. Resumes of applicants shall be forwarded by the Select
Committee in a confidential memorandum to the
Commission for review to ensure that minimum
qualifications set forth in the County Charter are met.
S. The Select Committee may interview the candidates
deemed qualified by the Commission.
6. The Select Committee may select up to five finalists for the
Commission's review and prepare a report on the finalists.
2 CSC 2015 -06
7. Commission to post executive session agenda for
acceptance of the Select Committee's report and
recommended finalists.
8. Commission will review the report, may accept the report,
and if necessary conduct additional interviews with the
finalists.
9. Commission to take action on a motion to select one of the
recommended finalists at a noticed meeting.
100 Commission to inform the Mayor of its selection.
Ste 2 b : Recommendation of Candidates by Consultant
16 Commission to post agenda item to take action on selecting
a consultant to provide a list of candidates.
2. Commission will delegate the procurement obligations to
the Office of Boards and Commissions.
I Office of Boards and Commissions will define the scope of
work for the consultant and prepare the procurement
documentation.
4. Office of Boards and Commissions will determine who will
sit on the review and selection committee to select the
consultant and advertise for resumes through the
Department of Finance /Purchasing Division,
S. Office of Boards and Commissions to draft the consultant
contract.
6. Legal review by Office of the County Attorney.
70 Review and Selection Committee meets to review resumes
and rate the consultants.
8. Consultant is selected and executes contract with the
County.
9. Consultant will establish all advertisements and choose the
publications for any such advertisements.
109 Consultant will review all applications /resumes.
3 CSC 2015 =06
11. Consultant shall forward resumes in a confidential
memorandum to the Commission for review to ensure that
minimum qualifications set forth in the County Charter are
met.
12. The Commission shall submit in a confidential memorandum
a certified list of the qualified candidates to the consultant.
Be Commission to post agenda for acceptance of the
consultant's report and identification of qualified
candidates.
14. Commission will review the report, may accept the report,
and, if necessary, conduct interviews of the qualified
candidates.
15. Commission to take action on a motion for appointment of
any of the qualified candidates at a noticed meeting.
16. Commission to inform the Mayor of its selection.
Ste 2(c): Commission Developed Selection Process
1. Commission to post agenda item to discuss and develop its
own process to select the Human Resources Director.
2. Commission to take action on identified selection process
and follow procedural requirements designed in the process
to select the Human Resources Director.
39 Commission to take action on a motion for appointment at
close of the selection process at a noticed meeting.
4. Commission to inform Mayor of its selection.
II. Implementing RPPC Rule 1444, Provisions for the Evaluation of
the Human Resources Director
Evaluation Procedures:
1. Commission to post agenda item to discuss the evaluation
procedures to fulfill annual evaluation requirement of the
4 CSC 2015 -06
Human Resources Director's performance as required by the
R
,?,,PC Rule -14 -5.
2. Commission to distribute evaluations as provided in the
Administrative Policies and Procedures of Human Resources,
3. Commission to post executive session agenda item to
discuss the performance of the Human Resources Director
to conclude the evaluation.
4. Commission to administer evaluation with the Director of
Human Resources and create a memo to personnel file
attaching the evaluation.
M. Implementing RPPC Rule 144 -6, Provisions for the Dismissal of
the Human Resources Director
Dismissal Procedures:
1. Commission to post executive session agenda item to
discuss dismissal of the Human Resources Director,
29 Following discussion in executive session, unless waived by
the Human Resources Director to hold an open session,
Commission may take action to dismiss the Human
Resources Director by majority vote of the Commission
without an adjudicatory hearing.
IV. Authority for the Director of Human Resources to Appoint a Deputy:
The Director of Human Resources may appoint a Deputy Director of
Human Resources to assist with his or her duties. The Director of
Human Resources shall develop and periodically review the position
description for the Deputy of Human Resources position. A copy of the
position description shall be kept on file with the Department of Human
Resources.
5 CSC 2015 -06
DEPARTMENT OF HUMAN RESOURCES
DIRECTOR'S REPORT
TO THE
CIVIL SERVICE COMMISSION
JULY 2015
As the end of the fiscal year came to a close, the department completed all of the necessary payroll
certifications to ensure the processing of pay raises for all employees in bargaining units 2, 3, 4,
11, and 12. In addition, the County's contributions towards premiums for the Employer's Union
Trust Fund (EUTF) were adjusted to provide for additional payments to employees' health
premiums. Costs for health insurance continue to rise and thus, both the County and employees
will see increases in payments towards insurance premiums in the upcoming fiscal year.
PKF Pacific Hawaii LLP completed both the County's Hiring Practices Audit and the Payroll
Audit this month. There were three (3) findings in each of the audits to which the department
provided responses that are included in the audits (see attached). The audits were presented to the
County Council on July 8`h and both the auditors and the Administration were present to respond
to questions.
The audits covered periods from January 2009 to December 2013. As such, changes have already
been made when the department transitioned to the Department of Human Resources (HR) in July
2012 that addresses some of the findings. Similarly, central payroll functions were not moved to
HR until July 2014 and therefore, many of the findings have already been addressed especially
with regards to the retention of documents.
The department found it necessary to repost for the Human Resources Specialist I and Human
Resources Specialist lI positions due to the lack of applicants. The second posting closed on July
I 01 and applications received are being reviewed for qualifications.
A variety of workshops and trainings were provided this past month in response to specific
departmental needs and in working with increasing our efforts to provide needed support for our
supervisors. A one -day new supervisory training was held for fourteen (14) of KPD's newly
promoted Sergeants, Lieutenants and Officers -in- Charge. In addition, Supervisors in all
departments were also able to sign up for "A Day in the Life of an Effective Supervisor"
workshop and attend "Creating a Respectful Workplace" and "Behavioral Styles & Interpersonal
Communications" workshops to provide skills in dealing with co- workers, subordinates and
supervisors.
Following are highlights and statistics from the various divisions:
Administrative Services and Benefits
• Workwise Hawaii was selected to continue to provide services for the County's Employee
Assistance Program (EAP) for the upcoming year; contract no. 9249 was executed
effective July 15`
+ An amendment to FIRMS' (First Risk Management Services) contract no. 8504 for the
continuation of third party administrator services for workers' compensation claims was
executed for the upcoming fiscal year.
• The County of Kauai's Compensation Plan 2015 was distributed to all jurisdictions and
County departments.
• Processed eight (8) pre -tax applications for transit passes for the upcoming fiscal year.
• New Hires: Automotive Mechanic I
Building Permit Clerk
Bus Driver - substitute (2) (exempt)
Customer Service Representative
Deputy County Attorney (exempt)
Deputy Prosecuting Attorney (exempt)
Lifeguard (6)
Lifeguard -on -call (exempt)
Payroll Clerk (exempt)
• Exit Interviews Conducted: 2 of 4
• TDI Applications I (approved)
• Leave Sharing: 3
• Reference Checks:. 9
* Transactions:
New Hires
8
-Separations
5
Reallocations
3
Promotions
14
Demotions
0
Transfers
4
Pay Increase
II
Suspension
0
Leave Without Pay
28
Other
63
Seasonal
63
Classification and Pay and Labor Relations
• UPW Arbitration Hearing regarding a Department of Water employee who did not receive
call out credit and overtime was continued to July 7`l.
• Reallocations Processed: Accountant II to Accountant I
OA
Baseyard Attendant I Laborer II
Community Services Program Assistant to Community
Service Worker
Grounds Helper to Tree Trimmer
Grounds Helper to Tree Trimming Heavy Truck and Aerial
Platform Operator
Human Resources Specialist II to Human Resources
Specialist III (3)
Lifeguard to Water Safety Officer II
Legal Clerk II to Senior Clerk
Legal Clerk III to Senior Clerk
Police Officer II to Police Officer I
Police Officer I to Police Services Officer (4)
Police Services Officer to Police Officer I (8)
Records Management Analyst I to Records Management
Analyst II
Recreation Leader II to Recreation Leader III
Recreation Worker I to Recreation Worker II
Water Safety Officer I to Water Safety Officer II
Water Safety Officer II to Lifeguard (8)
Recruitment and Exam
• Staff in the recruitment division attended various trainings including NEOGOV's on-
boarding process, updating of the County's website format including departmental web
pages, Behavioral Interviewing, A Day in the Life of an Effective Supervisor and Creating
a Respectful Workplace,.
• Assisted in providing responses to the County Hiring Practices Audit.
Recruitments: Account Clerk
Community Service Worker
Deputy County Attorney (exempt)
Equipment Operator II
Human Resources Specialist I
Human Resources Specialist II
Police Services Officer
Project Manager
Program Specialist II (Aging)
• Lists Referred to Departments: Agricultural Land Use Inspector
Beautification and Parks Maintenance Supervisor
Code Enforcement Officer
Deputy County Attorney (exempt)
Emergency Services Dispatcher I
Maintenance Worker I
Summer Youth Programs (exempt)
k3
Written Exams Administered:
Payroll
Youth Summer Enrichment Program (seasonal)
(exempt)
Beautification Parks Maintenance Supervisor
Emergency Services Dispatcher I
Maintenance Worker I
Police Services Officer
• Staff continues to make progress in reconciling accruals in the AS400 system for all
employees; activated additional payroll codes to accurately reflect accruals for those
employees on workers' compensation.
Assisted in providing responses to the County's Payroll Audit.
• Worked with KPD to properly pay retroactive amounts to three (3) Officers based on the
recent Supreme Court decision regarding promotions arbitrated back in 2007.
Employee Development and Health Services
Workers' compensation claims and liability claims continue to be reviewed through the
completion of safety assessments and follow up with respective departments for further
action including changes to operational policies and procedures, disciplinary action or
further training,
• Coordinating the use of a federal mediator as part of a grievance for the Finance
Department.
• Equipment/Driver Training: Hook -Lift Tandem Truck (Peterbilt) #158 (1 Public Works'
employee)
PC 27 MR Excavator #30093 Komatsu -Small Excavator (2
Public Works' employees)
Automated Refuse Truck - single and double axle -Auto Car
Truck (1 Public Works' employee)
Other Training; A Day in the Life of an Effective Supervisor (24 employees)
.Behavioral Styles & Interpersonal Communications -two
sessions (31 employees)
Creating a Respectful Workplace -two sessions (42
employees)
KPD New Supervisory Training (14 employees)
M
4k
AUDIT OF COUNTY
HIRING PRACTICES
Cs�
Submitted by
Office of the County Auditor
County of Kauai
State of Hawaii
Report No. 15 -01
PREFACE
This audit assesses whether the County of Kaua`i's hiring practices are in
compliance with laws, statutes, rules and regulations and is efficient and
effective. This performance audit of the County's hiring process was designed
to examine County procedures to hire, promote, transfer and reallocate
employees fairly and without bias.
We would like to thank all who contributed data to this report, especially the
Information Technology section of the Department of Finance and the
Department of Personnel Services.
TABLE OF CONTENTS
PREFACE
EXECUTIVE SUMMARY
CHAPTER I
Introduction
Background
Audit Objectives and Scope
The County of Kauai Hiring Procedures
Audit Methodology
CHAPTER 2
Audit Findings and Recommendations
1
3
5
5
5
5
6
im
12
Finding 1. The County did not consistently adhere to HRS and County policies when
hiring and conducting promotions, transfers and reallocations. 12
Finding 2. The amount of supporting documentation maintained by DPS is inconsistent
and could expose the County to the risk of non - compliance with bargaining unit
agreements, internal policy and HRS. 13
Finding 3. A lack of controls surrounding certain procedures and DPS' IT systems subjects
the County to fraud risk. 15
AUDITEE RESPONSE
2
iGel
EXECUTIVE SUMMARY
PKF Pacific Hawaii LLP ( "PKF" or "we ") has completed an audit of the
County of Kaua`i's ( "County ") hiring practices under contract with the Office
of the County Auditor. The performance audit examined the County's hiring
procedures from January 1, 2009 to December 31, 2013. The audit was
designed to answer:
• Is the County in compliance with applicable rules and regulations related to
the hiring of civil service and exempt personnel? and
• Does the County have sufficient controls in place to ensure fair, uniform
and transparent selection of the best qualified employee for the position?
The audit findings and recommendations are summarized as follows:
Finding I: The County did not consistently adhere to Hawaii
Revised Statutes ("HRS") and County policies when hiring and
conducting promotions, transfers and reallocations,
The Department of Personnel Services ( "DPS ") did not conduct
physical examinations for two of the employee numbers in our sample.
DPS also delegates certain procedures to the appointing authority but
does not require formal documentation to show the procedures were
actually performed.
Recommendation: DPS should reassess current procedures and
controls to ensure compliance with HRS and County policy to establish
fair and consistent hiring, promotions, transfers and reallocations.
Because HRS assigns much of the policy - making authority to the
Director of DPS, most procedures may not be specifically required by
statute. Nonetheless, internal policies should be reviewed for best
practices, clearly written, regularly communicated to DPS staff and
held to the same standard of authority as HRS.
DPS should not completely remove themselves from any personnel
action procedure. If DPS decides to empower the departments, it
should at least act in the capacity of record - keeper to keep itself
involved with the process and maintain segregation of duties. This will
allow DPS to monitor the appointing authority to ensure all procedures
are sufficiently followed.
3
Finding 2: The amount of supporting documentation
maintained by DPS is inconsistent and could expose the County
to the risk of non - compliance with bargaining unit agreements,
internal policy and HRS.
We noted 64 instances where DPS was unable to provide
documentation for one of our hiring, promotion, transfer or reallocation
testing procedures, including four files that were missing in their
entirety.
Recommendation: DPS should maintain an audit trail of sufficient
documentation to support all personnel activity during an employee's
career with the County. All documents should be aggregated and
maintained in a single, secured file for each employee. These files
should be kept on hand for record - keeping purposes and not be
replaced with updated versions or discarded after an employee
terminates. The County would consequently be able to substantiate its
adherence to HRS and County policies for future audit examinations,
comply with employee requests to exercise their right to inspect their
personnel file and resolve any possible dispute with employees.
There are numerous sources of governance that dictate document
retention and maintenance requirements at the federal, state and county
levels. DPS should consult with the County Attorney to implement a
comprehensive policy that ensures compliance with these standards.
Finding 3: A lack of controls surrounding certain procedures
subjects the County to fraud risk.
In accordance with internal policy, DPS is allowed to designate certain
positions as "unskilled labor," which permits the appointing authority
to bypass the interview process during recruitment. However, we noted
there were insufficient approval and monitoring controls surrounding
the assignment of this designation, which potentially allows the
interview process to be circumvented for all county positions.
Recommendation: DPS should ensure sufficient controls and
procedures are in place for all types of personnel action, in particular
for those that allow civil service requirements to be bypassed as these
subject the County to the greatest amount of risk.
Ell
e
Introduction
This audit was conducted pursuant to the authority of the Office of the County
Auditor, as provided in the County Charter.
Background -
This performance audit examines the County's hiring practices, including
promotions, transfers and reallocations. Performance audits provide
information to improve program operations and facilitate decision making. For
a complete definition of performance audits see Government Auditing
Standards section 2.101
Audit Objectives and Scope
The audit was designed to answer the following questions;
• Is the County in compliance with applicable rules and regulations related to
the hiring of civil service and exempt personnel? and
Does the County have sufficient controls in place to ensure the fair,
uniform and transparent selection of the best qualified employee for the
position?
The period under examination spanned from January 1, 2009 through
December 31, 2013, Our scope included all hires, transfers, promotions and
reallocations that occurred during this time period. Controls within the
County's NeoGov IT recruiting and hiring system ( "NeoGov ") were also
considered.
5
The County of Kauai Hiring Procedures
Background
There are two primary types of hiring categories in the County: civil service
and exempt.. Each is comprised of several sub -types of hires such as
contractors, temporary and emergency hires.
Civil service employees are hired based on the State of Hawai'i's merit system
and principles. According to HRS §76 -1, the merit principle is "the selection
of persons based on their fitness and ability for public employment and the
retention of employees based on their demonstrated appropriate conduct and
productive performance." The County must adhere to the merit system unless
specifically exempt by statute or a request for exempt status is approved.
Civil Service Hires
According to County policy, after the Department of Finance and the Mayor
approve the availability of funds, the County may begin to openly recruit
applicants either publicly or internally from the County's existing personnel.
Those who pass a preliminary screening are issued an exam developed by
DPS. These exams are tailored based on the position description to determine
whether minimum qualifications are met. Applicants who pass are ranked by
exam score and compiled to form an Eligible List, the pool from which the
appointing authority may select to interview. Known as the "Rule of Five,"
DPS submits batches of five applications per vacancy to the appointing
authority. Additional applicants may be requested as needed by the appointing
authority but every applicant received must be contacted for interviews.
Interviews are conducted by a panel of two or more people, including the
position's direct supervisor.
In addition to interviews, the appointing authority performs reference checks
for each applicant. Although no formal policy exists, DPS will review the
position description and requirements to determine whether a background
check is required (e.g. position required working with children, handling
money, etc.). The appointing authority notifies DPS of their final decision and
files the basic employment documents (e.g. W -4, I -9, etc.). Pending a drug
test, pre - employment physical examination and Mayoral approval, the
applicant is considered an employee of the County.
Exempt Hires
Exempt employees may bypass the standard civil service recruiting
procedures. To qualify for exempt status, a position must be specifically
excluded by statute (HRS chapter 76 -77). These positions include those in the
office of the mayor, elected officials; department heads and their assistants;
deputy county attorneys, corporate counsel and prosecuting attorneys; law
clerks and district judges among others.
R
J
Alternatively, certain emergency, temporary or contracted positions may be
classified as exempt if the appointing authority can show normal civil service
recruitment procedures are not feasible. A properly approved request to fill
vacancy is still required as well as an approved request for exempt status by
the appointing authority. Although no formal policies exist, if enough
applications are received, DPS will generate an eligible list and will remove
applicant names prior to sending to the appointing authority. Typically, DPS
only receives one or two applicants or the appointing authority notifies DPS a
specific individual is sought for their position and no eligible list is formed.
The remaining hiring and screening procedures are ultimately left to the
discretion of the appointing authority.
Transfers
Transfers occur when an employee moves from one County position to another
of similar duties and pay grade. Approval from both the department
transferring the employee and the department receiving the employee are
required.
Reallocations
Occasionally, departments will review position descriptions to determine
whether they still adequately reflect position requirements and duties. If
changes are necessary, consideration is given to whether title and pay grade
should be adjusted as well, If the position is vacant, the department will
initiate the appropriate recruitment process. Alternatively, if the position is
already filled, DPS will reassess whether the incumbent meets the minimum
qualifications of the updated position description,
7
Audit Methodology
We developed an overall audit plan and risk -based strategy to approach and
address the audit objectives, which included three distinct stages: planning,
fieldwork and reporting.
The planning stage involved obtaining an understanding of the County's
hiring, transfer, promotion and reallocation process. Through telephone
conferences and written requests, we reviewed documents prepared by DPS
including memoranda of agreement, circular agreements, department policies
and guidelines, HRS and other documentation to familiarize ourselves with the
hiring, transfer, reallocation and promotion processes, identify areas of risk and
determine the rules and regulations by which the County must abide.
We also reviewed the County's organizational chart and position descriptions
to select those to interview and walk us through each process to identify areas
of risk and key controls to test. On November 18, 2014, we met with the
Acting Director for DPS and two HR Specialist Its to discuss the hiring,
promotion, transfer and reallocation processes, NeoGov and internal controls,
including segregation of duties, within the department.
To review internal controls within DPS' IT systems, we requested a listing of
those who have access to NeoGov and the AS400, the payroll processing
software used by DPS, along with their user rights and permissions in each
system. We compared the lists to determine whether anyone had access to
both systems and if proper segregation of duties had been implemented.
Once we established our understanding of the processes surrounding each type
of personnel activity, we identified a population from which to sample. We
defined the population as all personnel activity during the period from January
1, 2009 through December 31, 2013. Employee numbers were ultimately the
easiest way to track personnel activity during the period. As such, we
requested a list of all County employee numbers and all personnel activity for
each number for the period under scope. We removed any duplicate line items
and scanned the listing for any unusual activity. We also removed all activity
involving elected officials as DPS was not involved with their hiring or
employment. The list was categorized into six groups based on activity and
each group was weighted based on the frequency of activity. We selected a
sample for each based on their weighted values and a sample size of 40. A
summary of the population and our sampling methodology is displayed below.
E61
POPULATION AND SAMPLING METHODOLOGY
1
,r�:
� Y
�-
6
I service hires
453
14%
t hires
1,327
42%
17
Temporary hires
_
217
7%
3
Promotions
312
10%
4
Transfers
468
15%
6
Reallocations
388
12%
4
Total
3,1651
100%
40
Based on our interviews and review of DPS' internal policies and HRS, we
developed procedures to test for compliance and the implementation of key
controls. Exempt hires were deemed high risk because 1) civil service
procedures are typically bypassed and 2) the departments hiring the exempt
workers are given autonomy when recruiting for these positions. We
followed -up on any issues and noted any mitigating circumstances or controls.
Remaining findings that still posed a risk were summarized in Chapter 2 of this
report. The procedures we performed and documents reviewed for each type
of employment activity are listed in the tables below.
CIVIL SERVICE HIRES
V
- �
1
Noted proper approval of appointing authority's
Request to Fill Vacant Position, Approval
request to fill vacancy.
History from NeoGov).
Z
Noted position availability was properly advertised
Detail Job Posting (County website).
by DPS.
3
Noted minimum position qualifications and exam
Eligible Candidates Listing (from
score were met.
NeoGov).
Noted applicant was included in the list of eligibles
Eligible Candidates Listing (from
4
and list of certified applicants sent to appointing
NeoGov).
authority for consideration.
5
Noted proper interview procedures were
Referred Candidates (from NeoGov).
performed.
No documentation available at DPS.
6
Noted reference checks were performed.
Noted physical and drug examinations were issued
Doctor Evaluation, Pre - Employment
7
and passed.
Examination Results Letter, Drug Test
Results.
Hire/Personnel Action Form (from
8
Noted proper approval of appointing authority's
final selection notification to DPS. I
NeoGov).
V
EXEMPT HIRES
EXEMPT HIRES FOR PERSONAL SERVICE CONTRACTS
Noted proper approval of appointing authority's
DPS AS -1.
1
Noted proper approval of appointing authority's
Request to Fill Vacant Position, Approval
History (from NeoGov ).
request to fill vacancy.
History ( from Ne_oGov).
DPS AS -1.
2
Noted proper approval of appointing authority's
Contract, DPS AS -1.
request for exempt hiring status.
year and properly approved.
3
Noted position was specifically exempt under
HRS 76 -16.
Doctor Evaluation, Pre - Employment
HRS 76 -16.
issued and passed.
Examination Results Letter, Drug Test
Noted physical and drug examinations were
Doctor Evaluation, Pre - Employment
4
issued and passed.
Examination Results Letter, Drug Test
issued and passed.
Examination Results Letter, Drug Test
Results.
5
Noted proper approval of appointing authority's
Hire /Personnel Action Form (from
Noted proper approval of appointing authority's
final selection notification to DPS.
NeoGov).
EXEMPT HIRES FOR PERSONAL SERVICE CONTRACTS
TEMPORARY HIRES
1
Noted proper approval of appointing authority's
DPS AS -1.
1
request for exempt status due to special and
request to fill vacant .
History (from NeoGov ).
unique services.
Noted proper approval of appointing authority's
2
Noted duration of contract was limited to one
Contract, DPS AS -1.
year and properly approved.
civil service recruitment.
Noted physical and drug examinations were
Doctor Evaluation, Pre - Employment
3
issued and passed.
Examination Results Letter, Drug Test
Results.
TEMPORARY HIRES
1
For civil service promotions, see civil service
procedures above.
Request to Fill Vacant Position, Approval
Noted proper approval of appointing authority's
2
request to fill vacant .
History (from NeoGov ).
Noted proper approval of appointing authority's
DPS AS -1.
2
request for exempt status due to impracticality of
civil service recruitment.
3
Noted employment term is less than 90 days with
Payroll Certification, DPS AS -1.
up to a 90 day extension.
Noted physical and drug examinations were
Doctor Evaluation, Pre- Employment
4
issued and passed.
Examination Results Letter, Drug Test
Results.
5
Noted proper approval of appointing authority's
Hire/Personnel Action Form (from
final selection notification to DPS.
NeoGov ).
PROMOTIONS
1
For civil service promotions, see civil service
procedures above.
See civil service procedures above.
2
For exempt promotions, see exempt procedures
above.
See exempt procedures above.
10
REALLOCATIONS
ffla
Noted position being transferred to had a similar
Noted proper approval of revisions to position
Classification Summary Audit Report,
1
description.
Memo from Director of Personnel
Noted proper approval from transferring and
No documentation available at DPS.
Services.
receiving departments and that position was
If revisions necessitated a change in pay grade,
Classification Summary Audit Report,
2
noted proper approval.
Memo from Director of Personnel
Services.
3
Noted appropriate hiring procedures were
See civil service or exempt procedures
rformed if nosition was vacant.
above.
Noted minimum qualifications were met with
Classification Summary Audit Report,
4
proper approval if position had an incumbent.
Memo from Director of Personnel
Services.
TRANSFERS
1
Noted position being transferred to had a similar
Payroll Certification.
position description and pay grade.
Noted proper approval from transferring and
No documentation available at DPS.
2
receiving departments and that position was
vacant.
We conducted this performance audit in accordance with generally accepted
government auditing standards. Information deemed confidential under the
Hawaii state open records law (HRS chapter 92F) was omitted from this
report. The determination of whether information was confidential was based
on Office of Information Practices ( "011"") Guideline No. 3, effective
September 7, 2011 and OIP memorandum dated May 1, 2002, "OIP Guidance
Regarding Disclosure of Agency Records and Information to Auditors."
Under the guidance of these documents, the following were omitted as
confidential: employee social security numbers and actual base rates of pay
and gross salaries for employees covered by or included in bargaining units as
defined in the Hawaii collective bargaining law (HRS chapter 76).
CHAPTER 2
Audit Findings and Recommendations
Finding 1. The County did not consistently adhere to HRS and
County policies when hiring and conducting promotions,
transfers and reallocations.
To ensure the best fit is hired for each position and a thorough recruiting
process is implemented, HRS chapter 76 requires the application of the merit
principle and acts as broader guidance for DPS when recruiting for civil
service and exempt positions. Much of the statute, however, empowers and
relies upon the Director of DPS to implement policies and procedures that will
uphold the merit system.
Exempt positions were deemed a high -risk area due to the number of civil
service procedures waived during recruitment. With few procedures in place
for the recruitment for exempt positions, there is a higher risk that unqualified
applicants are accepted or that the appointing authority is able to use bias in its
selections.
All positions, including those exempt from civil service procedures require a
physical and drug examination. We discovered two of the 17 exempt positions
had no physical examinations performed.
We also observed certain civil service procedures were delegated to the
departments themselves. For these procedures, DPS did not require formal
substantiation from the departments that the procedures were actually
performed. DPS was therefore unable to provide any support as no
documentation was maintained at DPS. A summary of the outsourced
procedures is displayed below.
PROCEDURES PERFORMED BY APPOINTING AUTHORITY
Civil service hires i 6 6 W Reference check
Transfers 6 I 6 Transfer approval between
Total 1 12 1 12
12
Recommendations DPS should reassess current procedures and controls
to ensure compliance with HRS and County policy to establish fair and
consistent hiring, promotions, transfers and reallocations. Because HRS
assigns much of the policy- making authority to the Director of DPS, most
procedures may not be specifically required by statute. Nonetheless,
internal policies should be reviewed for best practices, clearly written,
regularly communicated to DPS staff and held to the same standard of
authority as HRS.
DPS should not completely remove themselves from any personnel action
procedure. If DPS decides to empower the departments, it should at least
act in the capacity of record -keeper to keep itself involved with the process
and maintain segregation of duties. This will also allow DPS to monitor
the appointing authority to ensure all procedures are sufficiently followed.
Finding 2. The amount of supporting documentation
maintained by DPS is inconsistent and could expose the County
to the risk of non - compliance with bargaining unit agreements,
internal policy and HRS.
All County BU agreements include a clause providing employees the right to
inspect their personnel files. One of the most prevalent and pervasive issues
during our testing was the lack of documentation. Three exempt hires and one
temporary hire, who was also considered an exempt employee, had their entire
employee files missing. There were a total of 64 instances in which DPS was
unable to provide documentation to support a personnel action. We have
summarized them below.
13
MISSING DOCUMENTATION DETAIL
Recommendation: DPS should maintain an audit trail of sufficient
documentation to support all personnel activity during an employee's
career with the County. All documents should be aggregated and
maintained in a single, secured file for each employee. These files should
be kept on hand for record- keeping purposes and not be replaced with
updated versions or discarded after an employee terminates. The County
would consequently be able to substantiate their adherence to HRS and
County policies for future audit examinations, comply with employee
requests to exercise their right to inspect their personnel file and resolve
any possible dispute with employees.
There are numerous sources of governance that dictate document
retention and maintenance requirements at the federal, state and county
levels. DPS should consult with the County Attorney to implement a
comprehensive policy that ensures compliance with these standards.
14
Vacancy
0
11
2
1
N/A
N/A
14
Request
A roval
AS -1 Request
N/A
14
2
1
N/A
N/A
17
for Exempt
Status
PC /AS -1 Less
N/A
N/A
1
N/A
N/A
N/A
1
than 90 Day
Term
Interview
1
N/A
N/A
0
N/A
N/A
1
Documentation
Physical/Drug
2
3
2
N/A
N/A
N/A
7
Screening
Final Selection
1
11
2
3
N/A
N/A
17
Approval
Contract
N/A
3
0
N/A
N/A
N/A
3
Reallocation
N/A
N/A
N/A
N/A
N/A
4
4
Approval
Documents
Total
4
42
9
5
0
4
64
Instances
Noted
Total Sampled
4
16
3
3
0
2
28
Items Affected
j
Sample Total
6
17
3
4
6
4
40
Recommendation: DPS should maintain an audit trail of sufficient
documentation to support all personnel activity during an employee's
career with the County. All documents should be aggregated and
maintained in a single, secured file for each employee. These files should
be kept on hand for record- keeping purposes and not be replaced with
updated versions or discarded after an employee terminates. The County
would consequently be able to substantiate their adherence to HRS and
County policies for future audit examinations, comply with employee
requests to exercise their right to inspect their personnel file and resolve
any possible dispute with employees.
There are numerous sources of governance that dictate document
retention and maintenance requirements at the federal, state and county
levels. DPS should consult with the County Attorney to implement a
comprehensive policy that ensures compliance with these standards.
14
Finding 3. A lack of controls surrounding certain procedures
subjects the County to fraud risk.
We discovered interviews were not conducted for two of the six civil service
hires tested. Although this was in compliance with Selection Procedures
Circular No. 86 -30 dated May 16, 1986, which states "When selection is made
from unskilled registration lists, all eligibles need not be contacted for an
interview," we noted DPS had not implemented adequate controls to approve
and monitor which positions were deemed as "unskilled labor." DPS
explained only certain positions were given this designation based on their
position description and included golf course groundskeepers, groundskeepers,
land fill laborers, laborers, park caretakers and janitors. Without proper
controls in place, however, DPS could potentially bypass the interview process
for any position they designated as unskilled.
Recommendation: DPS should ensure sufficient controls and procedures
are in place for all types of personnel action, in particular for those that
allow civil service requirements to be bypassed as these subject the
County to the greatest amount of risk.
15
AUDITEE RESPONSE
Finding 1: The County did not consistently adhere to HRS and
County policies when hiring and conducting promotions,
transfers and reallocations.
Recommendation: DPS should reassess current procedures and controls to
ensure compliance with HRS and County policy to establish fair and consistent
hiring, promotions, transfers and reallocations. Because HRS assigns much of
the policy- making authority to the Director of DPS, most procedures may not
be specifically required by statute. Nonetheless, internal policies should be
reviewed for best practices, clearly written, regularly communicated to DPS
staff and held to the same standard of authority as HRS.
DPS should not completely remove themselves from any personnel action
procedure. If DPS decides to empower the departments, it should at least act
in the capacity of record - keeper to keep itself involved with the process and
maintain segregation of duties. This will also allow DPS to monitor the
appointing authority to ensure all procedures are sufficiently followed.
Auditee's Response: Agree. Prior to the restructuring of the Department
of Human Resources (HR), individual departments were empowered with
much of the recruitment and hiring decisions. In addition, prior to 2011,
the NEOGOV online recruitment system was not used consistently among
all departments.
With the recent restructuring of the Department of Human Resources (HR),
duties formally performed at the individual department level are now being
done at HR for greater consistency and standardization. HR conducts
reference checks for all employees new to the County (excluding sworn
Kauai Police Department (KPD) staff), contacts selected applicants with
conditional offers of employment, and schedules all necessary pre-
employment requirements including drug tests, physicals, and background
checks for those positions requiring this assessment (excluding sworn KPD
staff).
HR agrees that duties that remain with departments (interviewing, etc.) still
require substantiation from the departments that proper procedures are
followed. As such, HR will begin to require individual departments to
submit the necessary documents to HR to ensure that necessary procedures
were adhered to.
16
In addition, since 2011, all requests to fill vacant positions must go through
the NEOGOV online recruitment system ensuring proper approvals occur
prior to eligible applicant lists being referred to departments.
A review of internal recruitment and hiring practices is underway that
incorporates best practices, adheres to HRS and that will be communicated
to all departments and HR staff once completed.
Finding 2: The amount of supporting documentation
maintained by DPS is inconsistent and could expose the County
to the risk of non- compliance with bargaining unit agreements,
internal policy and HRS.
Recommendation: DPS should maintain an audit trail of sufficient
documentation to support all personnel activity during an employee's career
with the County. All documents should be aggregated and maintained in a
single, secured file for each employee. These files should be kept on hand for
record - keeping purposes and not be replaced with updated versions or
discarded after an employee terminates. The County would consequently be
able to substantiate their adherence to HRS and County policies for future
audit examinations, comply with employee requests to exercise their right
inspect their personnel file and resolve any possible dispute with employees.
There are numerous sources of governance that dictate document retention and
maintenance requirements at the federal, state and county levels. DPS should
consult with the County Attorney to implement a comprehensive policy that
ensures compliance with these standards.
Auditee's Response: Agree. With the recent restructuring of the
Department of Human Resources (HR), employee files related to
employment, pay and benefits are now centrally maintained at HR.
The County Attorney's office is already working on a comprehensive
policy regarding document retention for not only HR but all County
departments with regards to varying public and personnel files. This policy
will set the guidelines for HR and all departments to maintain necessary
documents.
The HRIS (Human Resources Information Systems) Task Force has been
meeting for over a year now and continues to look at ways to streamline
documents including new software that will assist with electronic
recordkeeping.
17
Finding 3: A lack of controls surrounding certain procedures
subjects the County to fraud risk.
Recommendation: DPS should ensure sufficient controls and procedures are
in place for all types of personnel action, in particular for those that allow civil
service requirements to be bypassed as these subject the County to the greatest
amount of risk.
Auditee's Response: Agree. A review of HR's current positions that
have been designated as "unskilled labor" as defined in the "Rules of the
Director" will be undertaken and incorporated into revised internal
recruitment and hiring practices policies and procedures and communicated
to all departments and HR staff.
HR agrees that aside from maintaining internal controls within HR, duties
that remain with departments (interviewing, etc.) still require substantiation
from the departments that proper procedures were followed. As such, HR
will begin to require individual departments to submit the necessary
documents to HR to ensure that necessary procedures were adhered to and
not bypassed.
Although exempt positions as defined under the HRS are exempt from civil
service procedures, HR agrees that sufficient controls and procedures
should be in place for all types of personnel action. With the recent
restructuring of the Department of Human Resources (HR), all exempt
positions go through the approval process via our NEOGOV online
recruitment system. HR will begin to update policies and procedures to
address controls and procedures for exempt appointments as well, and will
be shares with all departments and HR staff.
V
J!
AUDIT OF COUNTY
PAYROLL SYSTEM
Submitted by
Office of the County Auditor
County of Kauai
State of Hawaii
Report No. 15 =02
L� sc as �s -i3 b.
;,
PREFACE
This audit assesses whether the County of Kaua`'s payroll system is in
compliance with rules and regulations and uniformly applied. This
performance audit of the County's payroll system was designed to examine
County programs to ensure accurate reporting, appropriate application of pay
scales and to identify areas for process improvement.
We would like to thank all who contributed data to this report, especially the
Information Technology section of the Department of Finance and the
Department of Personnel Services.
TABLE OF CONTENTS
PREFACE
EXECUTIVE SUMMARY
CHAPTER 1
Introduction
Background
Audit Objectives and Scope
The County of Kauai Payroll Process
Audit Methodology
CHAPTER 2
Audit Findings and Recommendations
1
3
6
6
6
6
7
8
10
10
Finding 1. The amount of supporting documentation maintained by DPS is inconsistent
and could expose the County to the risk of non - compliance with bargaining unit
agreements. 10
Finding 2.
employees.
The County applied incorrect pay or benefit rates resulting in overpayments to
12
Finding 3. Certain County personnel have the ability to make changes in both the hiring
and payroll systems, resulting in a lack of proper segregation of duties. 13
AUDITEE RESPONSE
0
15
EXECUTIVE SUMMARY
PKF Pacific Hawaii LLP ( "PKF" or "we ") has completed an audit of the
County of Kaua`i's ( "County") payroll system and procedures under contract
with the Office of the County Auditor. The performance audit examined the
County-wide payroll system during the period from January 1, 2010 to
December 31, 2013. The audit was designed to answer:
• Are the County's controls and policies related to payroll activities
adequately and appropriately operating to assure the County is in
compliance with applicable rules and regulations?
• Are the County's policies and procedures uniformly and consistently
applied throughout the County to ensure that pay and benefits are accurate,
appropriate, earned and paid to its employees? and
• Has the County established appropriate rules, policies and procedures to
safeguard County assets, provide appropriate checks and balances and
ensure the accountability of government?
The audit findings and recommendations are summarized as follows:
Finding I: The amount of supporting documentation
maintained by Department of Personnel Services ("DPS") is
inconsistent and could expose the County to risk of non-
compliance with bargaining unit agreements,
Employee files are not centrally and securely maintained. There were
many instances of missing documents due to lack of record retention
and poor transitions of duties and responsibilities as payroll personnel
turnover occurred. Documentation for benefit elections were not
maintained prior to 2013.
Recommendation: DPS should maintain accurate and complete
employee files, especially when it comes to benefit elections. All
documents related to employment, pay and benefits should be
aggregated and maintained in a single, secured file for each employee.
These files should be kept on hand for record - keeping purposes and not
be replaced with updated versions or discarded after an employee
terminates. The County would consequently be able to substantiate
changes in rates or benefits for future audit examinations, employee
requests to exercise their right to inspect their personnel file and resolve
any possible disputes with employees.
i;3
There are numerous sources of governance that dictate document
retention and maintenance requirements at the federal, state and county
levels. DPS should consult with the County Attorney to implement a
comprehensive policy that ensures compliance with these standards.
Further, there likely would not have been as many instances of missing
documents had the County adequately transitioned the duties and
responsibilities of payroll personnel as turnover occurred. It was
frequently noted during our testing that documents could not be located
due to uncertainty regarding their location as previous payroll
employees may have had a different filing system, record retention
policy or documentation maintenance system. Procedures should be
consistently applied from one employee to the next to avoid this
confusion. A sufficient transition period and training would ensure that
the organization consistently follows best practices regardless of
employee turnover.
Finding 2: The County applied incorrect pay or benefit rates
resulting in overpayments to employees.
Pay rates and benefit elections are not timely updated and
documentation for the changes are missing or unsecured.
Recommendation: Pay rates and benefit elections should be updated
in the County's AS400 Payroll system ( "the AS400" or "the payroll
system ") in a timely manner and documentation for all such changes
should be maintained in the employee's file in a secured location. We
recommend that DPS monitor benefit payments and evaluate these
instances of overpayment to see if adjustments need to be'applied.
Finding 3: Certain County personnel have the ability to make
changes in both the hiring and payroll systems, resulting in a
lack of proper segregation of duties.
Certain employees outside the payroll function are capable of creating
positions requisitions, adding new users and updating user permissions,
among other user rights. They also have the ability to reapply base
rates, rebuild hours, override and make pay adjustments. Though they
cannot create new employees themselves, personnel outside of the
payroll function should not have the ability to adjust an employee's pay
rate due to the potential for fraud.
ll
Recommendation: Though the merging of the hiring and payroll
processes under the same department itself does not violate the
principles of segregation of duties, the IT systems for the human
resource ( "HR ") and payroll functions should remain completely
segregated from each other. Those who have access to one should be
limited to read-only rights in the other. The involvement of a
department in the payroll process should be limited to time reporting
and reviewing and approving the preliminary payroll report.. Payroll
should be the only personnel with the ability to adjust an employee's
pay rate. This should ensure no one with the ability to hire an
employee has the ability to pay them as well.
With adequate internal control and segregation of duties remaining a
priority, DPS should consider establishing and communicating at
definitive vision and business plan as well as re- analyzing its
operations and structural hierarchy. DPS should subsequently
determine if integrating certain aspects of the payroll and hiring
processes could improve efficiency and reduce costs now that both are
under the same department..
5
Introduction
This audit was conducted pursuant to the authority of the Office of the County
Auditor, as provided in the County Charter,
Background
This performance audit examines the County payroll system for compliance,
efficiency and accuracy. Performance audits provide information to improve
program operations and facilitate decision making. For a complete definition
of performance audits see Government Auditing Standards section 2.10.
Audit Objectives and Scope
The audit was designed to answer the following questions:
• Are the County's controls and policies related to payroll activities
adequately and appropriately operating to assure the County is in
compliance with applicable rules and regulations?
• Are the County's policies and procedures uniformly and consistently
applied throughout the County to ensure that pay and benefits are accurate,
appropriate, earned and paid to its employees? and
• Has the County established appropriate rules, policies and procedures to
safeguard County assets, provide appropriate checks and balances and
ensure the accountability of government?
The period under evaluation spanned from January 1, 2009 through December
31, 2013. Our scope included all pay periods during this time period. Controls
and access rights in the AS400 were also considered.
rol
The County of Kauai Payroll Process
DPS has been processing payroll since July 1, 2014. Three employees who
process payroll were transferred to DPS as of July 2014; the Central Payroll
Accountant, Accountant III and the Payroll Specialist. Prior to this, the payroll
function and positions were part of the Department of Finance.
The County begins its payroll processing once each department has entered its
time in the AS400. The AS400 is a password protected payroll- processing
software that contains a digital profile of all county employees including the
employee's department, position, pay grade and benefit elections. DPS uses
this system to process their payroll. Updates to employee data are made by the
Payroll Administrator and Accountant III when an EC4 form is received and
signed by the employee and departmental personnel officer.
Out of.19 departments, nine submit a signed, detailed summary of their
employees' hours to the DPS. The Payroll Specialist enters the time in the
AS400 on the departments' behalf, while the remaining departments submit
their time via the AS400. A signed Hours Proof Listing is submitted by all
departments to DPS, which summarizes the department's hours by pay code.
Changes to hours input can be made up until the Preliminary Payroll report is
generated by the Central Payroll Accountant. The Preliminary Payroll report is
sent to each department's payroll clerk for review but are only returned if
errors are noted by the payroll clerk. At this point, the departments are unable
to make any further changes in the AS400. Additional corrections may be
made with approval from the Payroll Administrator and Accountant III up to
two days prior to processing payroll. When the final payroll register is run,
DPS compares it to the signed Hours Proof Listing to ensure no unauthorized
changes were made during payroll processing.
After payroll is finalized, a fiscal officer from the Department of Finance
authorizes the release of County funds. The EUTF bills DPS for the benefits
who, in turn, bills the individual departments. The IT Department prints the
payroll checks, which are housed and issued by the Department of Finance.
For the employees who have not elected direct deposit, their department must
sign for, and pick up, the checks at DPS. Checks issued are for the work
performed in the prior period as the County is on a one period pay lag.
Pay rates and benefits are negotiated between the County and the individual
BUs. The BU agreements list employee rights, grievance procedures, types of
pay, types of leave, allowable expense reimbursements and types of benefits
and their rates. Non -BU employees receive comparable rates based on the BU
agreements or individual service contracts. The table below lists the types of
BUs associated with the County.
N
COUNTY OF KAUA'I BARGAINING UNITS
1
Blue collar workers
2
7
Blue collar supervisors
3
White collar workers
4
White collar supervisors
11
Fire fighters
12
Police officers
13
Professionals and scientists
Audit Methodology
We developed an overall audit plan and risk -based strategy to approach and
address the audit objectives, which included three distinct stages: planning,
fieldwork and reporting.
The planning stage involved obtaining an understanding of the County's
payroll system and process. Through telephone conferences and written
requests, we reviewed documents prepared by DPS including payroll process
checklists, memorandums and executive orders among other documentation to
familiarize ourselves with the County's payroll process. We also utilized our
employee benefit plan and financial audit resources to help identify key
controls and high -risk areas in the payroll process, as well as establish a
benchmark against which to test.
We reviewed the County's organizational chart and position descriptions to
select key personnel to interview and walk us through the payroll process. On
November 18, 2014, we met with the Payroll Administrator and Accountant III
to get a better understanding of the payrol l process, the AS400 and internal
controls, including segregation of duties, within the department.
To review internal controls within DPS' IT systems, we requested a listing of
those with access to the AS400 and those with access to NeoGov, the hiring
and personnel software used by DPS, along with their user rights and
permissions in each system. We compared the lists to determine whether
anyone had access to both systems and if proper segregation of duties had been
implemented.
We randomly selected five departments, one for each pay period in our sample
to test hours input procedure within the payroll process. For each department,
we reviewed the hours proof listing for proper sign -off by the Payroll Clerk
and agreed the hours to the payroll register for each pay period. We also
reviewed the Fiscal Officer's approval of the release of funds for each pay
period in our sample as part of our test of the overall payroll process.
To test the accuracy of employee pay and benefits, we identified a population
from which to sample. The population was defined as all pay periods within
the time period under scope. We randomly selected one pay period from each
year and requested a comprehensive list of county employees along with their
salaries and bargaining units (`BU "). We randomly chose one employee from
each BU and one non -BU employee from each pay period for a total of 40
unique sample items to test payroll reporting.
We recalculated the pay and benefits for each employee in our sample using
the hours reported on the payroll register and the salary schedules from the BU
agreements. We used the grade and step from the employee's Payroll
Certification ( "PC ") as of each pay period sampled to determine the correct
rate on the salary schedule.
For each employee in our sample, we agreed the employer portion of benefits
paid per the payroll register to the Hawaii Employer -Union Health Benefits
Trust Fund ( "EUTF ") Monthly Insurance Premium Rates schedules based on
the employee's EC -1 benefit election form. We followed -up on any issues
noting mitigating circumstances and controls. Remaining findings were noted
in Chapter 2 of this report.
To test the overall payroll process, we reviewed the fiscal officer's approval of
the release of funds for each pay period in our sample and randomly chose one
department from each period and agreed the hours per the signed Hours Proof
Listing to the payroll register.
We conducted this performance audit in accordance with generally accepted
government auditing standards. Information deemed confidential under the
Hawaii state open records law (Hawai`i Revised Statutes ( "HRS ") chapter
92F) was omitted from this report. The determination of whether information
was confidential was based on Office of Information Practices ( "OIP ")
Guideline No. 3, effective September 7, 2011 and O1P memorandum dated
May 1, 2002, "OIP Guidance Regarding Disclosure of Agency Records and
Information to Auditors." Under the guidance of these documents, the
following were omitted as confidential: employee social security numbers and
actual base rates of pay and gross salaries for employees covered by or
included in bargaining units as defined in the Hawaii collective bargaining
law (HRS chapter 76).
E
CHAPTER 2
Audit Findings and Recommendations
Finding 1. The amount of supporting documentation
maintained by DPS is inconsistent and could expose the County
to the risk of non - compliance with bargaining unit agreements.
Despite multiple follow up requests for support, one of the most prevalent and
pervasive issues during our testing was the lack of documentation maintained
by DPS, in particular for benefit elections. DPS disclosed to us that
documentation for benefit elections had not been maintained prior to 2013. Of
the 40 employees we tested, 38 had at least one benefit or pay item where DPS
was unable to provide supporting documentation for a total of 81 instances.
The details of our findings are presented in the table below.
INSTANCES OF UNSUPPORTED BENEFIT ELECTIONS OR PAY
H
Benefit Ret Other Pst
Benefits paid to cover employee 38
Ret- Medical
medical expenses after
retirement.
Benefit
Retirement
Employer contributions for
23
(Regular
employees who participate in
Employee, Fire,
the State retirement system.
Police
Pay
Temporary
Additional pay for employees
12
Assignment
who temporarily fill and serve
_ _
in a position above their own.
Employee's election for life
B enefit
Health Fund
5
Life Ins
insurance.
Pay
Fire Rescue
Additional pay for employees
2
Specialist;
who serve in search and rescue
Hazard
missions and hazardous
Assignment
Employee's
Pay
Base salary paid to employee.
1
Basic Pa
H
Though there appeared to be adequate authorization and review of changes in
employee status, pay rates and benefit elections, there did not seem to be an
independent verification of time entry. Departments ultimately certify their
own time input during the preliminary payroll approval process. Without
independent verification or support to show approval of additional hours, the
County is left susceptible to both error and fraud.
Further, all County BU agreements include a clause providing employees the
right to inspect their personnel files. Based on our findings, the County may
have risked violating the BU agreements if a dispute over benefits had arisen,
or if an employee had requested to see any of the missing support in the table
above between 2009 and 2013.
In addition, six of 39 EC -1 benefit election forms were signed after the pay
period we selected for testing. Although the benefit elections matched the
rates reported on each employee's payroll register, there was no way to
confirm these were the actual benefits elected at the time payroll was
processed as they were signed after the fact.
As we tested the overall payroll process, we noted discrepancies between the
billings from the EUTF to DPS and the subsequent billing from DPS to the
departments. DPS partially substantiated this by explaining the EUTF is not
always up to date and, for example, will continue to bill for benefits for an
employee who terminated. DPS noted, however, the EUTF will usually
correct their error on subsequent billings. After several requests, DPS was
ultimately unable to reconcile and quantify the difference in billings.
Finally, we noted eight instances where both BU and non -BU employee pay
could not be substantiated beyond their PC. The PC acts as the County's input
sheet into the AS400 for basic employee data including position title, class and
grade, pay rate and other demographic information. It is derived from various
source documents including the BU agreements and is signed by both the
appointing authority and the Director of DPS. Though we agreed the
employee's pay from the payroll register to their PC, we were subsequently
unable to use their step and grade from their PC to vouch their pay to the salary
schedule from their BU agreement. We were therefore unable to verify the
accuracy of their pay and determine the extent of any potential over or under
payments by the County.
Recommendation: DPS should maintain accurate and complete employee
files, especially when it comes to benefit elections. All documents related
to employment, pay and benefits should be aggregated and maintained in
a single, secured file for each employee. These files should be kept on
hand for record - keeping purposes and not be replaced with updated
versions or discarded after an employee terminates. The County would
consequently be able to substantiate changes in rates or benefits for future
audit examinations, employee requests to exercise their right to inspect
their personnel file and resolve any possible disputes with employees.
There are numerous sources of governance that dictate document
retention and maintenance requirements at the federal, state and county
levels. DPS should consult with the County Attorney to implement a
comprehensive policy that ensures compliance with these standards.
Further, there likely would not have been as many instances of missing
documents had the County adequately transitioned the duties and
responsibilities of payroll personnel as turnover occurred. It was
frequently noted during our testing that documents could not be located
due to uncertainty regarding their location as previous payroll employees
may have had a different filing system, record retention policy or
documentation maintenance system. Procedures should be consistently
applied from one employee to the next to avoid this confusion. A sufficient
transition period and training would ensure that the organization
consistently follows best practices regardless of employee turnover.
Finding 2. The County applied incorrect pay or benefit rates
resulting in overpayments to employees.
Our testing revealed a total of 43 instances in which pay and benefits were
improperly applied to the 40 employees in our sample. Nine of the findings
were due to incorrect application of rates for various types of pay, which
affected five of the 40 employees we tested and resulted in approximately
$1,400 in overpayment by the County as shown in the table below.
INCORRECTLY APPLIED PAY RATES
The remaining 34 instances were comprised of benefits that, according to the
employee's EC -1, were applied but not elected or had a rate assigned from
either the wrong type of plan (e.g. two -party vs individual vs family plans, etc.)
12
Rate applied does not
7
$118.63
Employee's basic pay, leave
appear in BU salary
without pay, standby pay, night
schedule.
alarm a and rest period pay.
Wrong pay class or
2
$1,265.50
Employee's basic pay.
grade applied.
Total Pay Rates
9
$1,384.13
Net overpayment.
Applied Incorrectly.
The remaining 34 instances were comprised of benefits that, according to the
employee's EC -1, were applied but not elected or had a rate assigned from
either the wrong type of plan (e.g. two -party vs individual vs family plans, etc.)
12
or the wrong BU agreement. The 34 instances affected 10 of the 40 employees
who had an average of 3.4 benefits incorrectly calculated out of a possible
seven different benefit elections. As mentioned in the prior finding, DPS did
not maintain documentation for benefit elections prior to 2013. Breakdowns of
the various types of errors encountered are provided below.
INCORRECTLY APPLIED BENEFITS
Recommendation: Pay rates and benefit elections should be updated in
the AS400 in a timely manner and documentation for all such changes
should be maintained in the employee's file in a secured location. We
recommend that DPS monitor benefit payments and evaluate these
instances of overpayment to see if adjustments need to be applied.
Finding 3. Certain County personnel have the ability to make
changes in both the hiring and payroll systems, resulting in a
lack of proper segregation of duties.
Segregation of duties is a key component of effective internal control and
consists of the Authorization, Custody and Record Keeping functions. The
principle behind segregation of duties is to isolate key operating functions in a
business so no single individual or entity is able to bypass internal controls or
perpetrate fraud.
During our review of IT controls, we noted 23 employees who have access to
both the AS400 and NeoGov. Eight of these employees are representatives
from requesting departments that are classified as Hiring Liaisons in NeoGov.
These employees are capable of creating position requisitions, adding new
users and updating user permissions, among other user rights. The eight
liaisons also have access rights to the hours entry function in the AS400, which
13
Rates from wrong BU
19
($64.31)
Medical, drug, dental and
and wrong plan applied.
vision coverage,
Medical, drug, dental and
Rates from wrong BU
8
$79.47
plied.
vision coverage.
Did not elect benefit on
6
$1,191.41
Life insurance, retirement
EC -1 but was given
contributions, retirement
anyway.
medical contributions, drug
coverage.
Life insurance.
Benefit elected but not
1
($2.08)
aid.
Total Benefits Applied
34
$1,204.49
Net overpayment.
Incorrectly.
Recommendation: Pay rates and benefit elections should be updated in
the AS400 in a timely manner and documentation for all such changes
should be maintained in the employee's file in a secured location. We
recommend that DPS monitor benefit payments and evaluate these
instances of overpayment to see if adjustments need to be applied.
Finding 3. Certain County personnel have the ability to make
changes in both the hiring and payroll systems, resulting in a
lack of proper segregation of duties.
Segregation of duties is a key component of effective internal control and
consists of the Authorization, Custody and Record Keeping functions. The
principle behind segregation of duties is to isolate key operating functions in a
business so no single individual or entity is able to bypass internal controls or
perpetrate fraud.
During our review of IT controls, we noted 23 employees who have access to
both the AS400 and NeoGov. Eight of these employees are representatives
from requesting departments that are classified as Hiring Liaisons in NeoGov.
These employees are capable of creating position requisitions, adding new
users and updating user permissions, among other user rights. The eight
liaisons also have access rights to the hours entry function in the AS400, which
13
gives them the ability to reapply base rates, rebuild hours, override and make
pay adjustments.
Those with the ability to create an employee should not be able to pay them as
well. Though Hiring Liaisons are incapable of creating new employees
themselves, personnel outside of DPS should not have the ability to adjust an
employee's pay rate.
While we did not observe any lack of segregation of duties within DPS, we did
note during our interviews that no formal action plan had been established
either prior to or during the merger of the payroll and hiring functions under
DPS to ensure a seamless transition. Both functions appeared to continue to
operate independently of each other without a clear direction of the goals or
vision of the department.
Recommendation: Though the merging of the hiring and payroll
processes under the same department itself does not violate the principles
of segregation of duties, the IT systems for the HR and payroll functions
should,remain completely segregated from each other. Those who have
access to one should be limited to read -only rights in the other. The
involvement of a department in the payroll process should be limited to
time reporting and reviewing and approving the preliminary payroll
report. Payroll should be the only personnel with the ability to adjust an
employee's pay rate. This should ensure no one with the ability to hire an
employee has the ability to pay them as well.
With adequate internal control and segregation of duties remaining a
priority, DPS should consider establishing and communicating a definitive
vision and business plan as well as re- analyzing its operations and
structural hierarchy. DPS should subsequently determine if integrating
certain aspects of the payroll and hiring processes could improve
efficiency and reduce costs now that both are under the same department.
14
Finding 1: The amount of supporting documentation
maintained by DPS is inconsistent and could expose the County
to risk of non - compliance with bargaining unit agreements,
Recommendation: DPS should maintain accurate and complete employee
files, especially when it comes to benefit elections. All documents related to
employment, pay and benefits should be aggregated and maintained in a single,
secured file for each employee. These files should be kept on hand for record -
keeping purposes and not be replaced with updated versions or discarded after
an employee terminates. The County would consequently be able to
substantiate changes in rates or benefits for future audit examinations,
employee requests to exercise their right to inspect their personnel file and
resolve any possible disputes with employees.
There are numerous sources of governance that dictate document retention and
maintenance requirements at the federal, state and county levels. DPS should
consult with the County Attorney to implement a comprehensive policy that
ensures compliance with these standards.
Further, there likely would not have been as many instances of missing
documents had the County adequately transitioned the duties and
responsibilities of payroll personnel as turnover occurred. It was frequently
noted during our testing that documents could not be located due to uncertainty
regarding their location as previous payroll employees may have had a
different filing system, record retention policy or documentation maintenance
system. Procedures should be consistently applied from one employee to the
next to avoid this confusion. A sufficient transition period and training would
ensure that the organization consistently follows best practices regardless of
employee turnover.
Auditee's Response: Agree. With the recent restructuring of the
Department of Human Resources (HR) including the transfer of central
payroll functions, employee files related to employment, pay and benefits
are now centrally maintained at HR.
Cross
training is
already in progress at HR
to
ensure seamless transitions
when
employees
separate
from the County
or
on extended leaves.
15
The County Attorney's office is already working on a comprehensive
policy regarding document retention for not only HR but all County
departments with regards to varying public and personnel files.
Finding 2: The County applied incorrect pay or benefit rates
resulting in overpayments to employees.
Recommendation: Pay rates and benefit elections should be updated in the
AS400 in a timely manner and documentation for all such changes should be
maintained in the employee's file in a secured location. We recommend that
DPS monitor benefit payments and evaluate these instances of overpayment to
see if adjustments need to be applied.
Auditee's Response: Agree. With the recent restructuring Department of
Human Resources (HR), payroll transactions are now being generated
centrally at HR (versus at the various departments). A flowchart that
depicts the work flow processing has been developed and anticipated
payroll transactions are tracked to be processed one (1) month before the
effective date. Reliance on departments for operational changes still
present a challenge for timely processing.
Payroll staff will monitor and audit transactions including benefits during
every payroll cycle to ensure accurate payments. Departments will be
required to submit a summary of payroll entries as a check to the payroll
hours proof form that is already being submitted.
Payroll staff will continue to work with the Employer -Union Health
Benefits Trust Fund (EUTF) to obtain accurate and detailed billing
information to ensure that health insurance premiums paid out correctly
reflect the County's financial obligations.
Finding 3: Certain County personnel have the ability to make
changes in both the hiring and payroll systems, resulting in a
lack of proper segregation of duties.
Recommendation: Though the merging of the hiring and payroll processes
under the same department itself does not violate the principles of segregation
of duties, the IT systems for the HR and payroll functions should remain
completely segregated from each other. Those who have access to one should
be limited to read -only rights in the other. The involvement of a department in
the payroll process should be limited to time reporting and reviewing and
approving the preliminary payroll report. Payroll should be the only personnel
16
f
with the ability to adjust an employee's pay rate. This should ensure no one
with the ability to hire an employee has the ability to pay them as well.
With adequate internal control and segregation of duties remaining a priority,
DPS should consider establishing and communicating a definitive vision and
business plan as well as re- analyzing its operations and structural hierarchy.
DPS should subsequently determine if integrating certain aspects of the payroll
and hiring processes could improve efficiency and reduce costs now that both
are under the same department.
Auditee's Responses Agree. The Department of Human Resources (HR)
has been working diligently with the Department of Finance-Information
Systems to develop appropriate security access for the various HR
functions while maintaining an adequate level of backup support. Changes
have aleady been made to provide read -only access to specific HR staff
who are not involved with personnel and payroll transactions.
The HRIS (Human Resources Information Systems) Task Force has been
meeting for over a year now and continues to look at merging the different
aspects of payroll and personnel, thereby creating greater efficiencies.
Auditor's Comments While DPS is taking steps to ensure the appropriate
security access and internal controls are in place to prevent payroll fraud,
DPS should remain vigilant of the inherent risks associated with combining
payroll and personnel functions under the same department. In addition,
payroll personnel should leverage resources from the Department of
Finance for any complex tax issues and other payroll- related compliance
measures to the extent needed. DPS should further ensure that its
personnel have the appropriate experience and training to carry out its
implementation plan. This includes having adequate succession planning
procedures in place in the event of the attrition of key personnel.:
17
DEPARTMENT OF HUMAN RESOURCES
DIRECTOR'S REPORT
TO THE
CIVIL SERVICE COMMISSION
AUGUST 2015
The final quarterly report for the fiscal year 2014 -2015 that included new hires, reallocations,
promotions, transfers and vacancies for the period April 2015 -June 2015 was submitted to the
County Council (see attached).
With the passage of the budget ordinance for fiscal year 2015 -2016, the County Council included
additional requirements in the budget proviso, Section 19 with regards to this quarterly report on
new hires, reallocations, promotions, transfers and vacancies. Unfortunately, due to privacy rights
of applicants and employees of the County of Kaua` i, an amendment is currently at the County
Council to amend Section 19 of the budget proviso to narrow the scope of the report as well as to
provide the report only during appropriate times during the fiscal year when the information is
most useful (December and March).
The County Council requested additional information in response to PKF Pacific Hawaii LLP's
County Hiring Practice Audit and Payroll Audit. Responses to their questions are being
completed for review by the Managing Director for submittal to the County Council. Because the
scope of the audit looked at a particular snapshot in time, many of the findings were corrected in
subsequent payrolls but were not addressed by the auditors.
Interviews for the Human Resources Specialist I and Human Resources Specialist II positions
were conducted recently with recommendations for hire forthcoming.
A meeting was held with HR Directors, Mayors and the Governor to discuss negotiations
strategies and issues as we begin to enter into the next round of contract talks for all bargaining
units. Other meeting topics included the Unit 14 (HGEA) arbitration and the Unit 11 (HFFA)
reopeners being discussed.
Following are highlights and statistics from the various divisions:
Administrative Services and Benefits
• An additional amendment to FIRMS' (First Risk Management Services) contract no. 8504
for the continuation of third party administrator services for the remainder of the fiscal year
workers' compensation claims is being processed with FY2016 funding.
• Final meetings with the HRIS On- Boarding module implementation consultant were
completed this month; anticipate going live with this system in September.
• Departments were notified of the annual pre - retirement workshop which is scheduled for
September 8, 2015. Invitations were extended to state agencies as well including the DOE,
HHSC, KCC and the Judiciary.
• New Hires: Agricultural Land Use Inspector
Deputy County Attorney (exempt)
Field Operations Clerk (exempt)
Fire Fighter Trainee (5)
Information Technology Project Coordinator
Police Services Officer (7)
Recycling Specialist Trainee
Senior Account Clerk
Exit Interviews Conducted: 5 of 10
• TDI Applications 2 (approved)
• Leave Sharing: l(approved)
• Reference Checks: 10
• Transactions:
New Hires
7
Separations
6
Reallocations
35
Promotions
3
Demotions
0
Transfers
7
Pay Increase
563
.Suspension
1
Leave Without Pay
26
Other
402
Seasonal
13
Classification and Pay and Labor Relations
• Step II class grievance filed by UPW regarding the Standard Operating Procedures for
Stand -By Pay for the Department of Water; hearing was held on August 5ch
• Reallocations Processed: Commission Support Clerk to Planning Program Manager
Development Plan Project Assistant to TVR Permit
Enforcement Research Specialist
Long Range Planning Contract Management Specialist to
2
Development Plan Project Assistant
Fire Fighter I to Fire Fighter Trainee (5)
Groundskeeper to Tree Trimmer
Lifeguard to Water Safety Officer II
Police Services Officer to Police Officer I
Real Property Appraiser II to Real Propert y Appraiser I
Refuse Collection Crew Leader to Refuse Collection
Equipment Operator (2)
Refuse Collection Crew Leader to Solid Waste Worker II (3)
Refuse Collector to Refuse Collection Equipment Operator
Refuse Collector to Solid Waste Worker I (8)
Refuse Collector to Solid Waste Worker II
Risk Management Insurance Coordinator to Real Property
Appraiser I
Solid Waste Worksite Attendant to Solid Waste Worker I (11)
Truck Driver to Refuse Collection Equipment Operator
Water Safety Officer II to Lifeguard
Recruitment and Exam
• Assisted in preparing responses to the County Council regarding the Audit of County
Hiring Practices' findings including researching with other jurisdictions regarding their
pre - employment physical/drug screening requirements, exempt hiring and labor
registration processes.
• Assisted KPD and Public Works with the development of interview questions and
participated as a interview panelist for one of KPD's positions.
• Recruitments: Accounting Assistant
Community Service Worker
County Auditor (exempt)
Deputy Manager- Engineer (exempt)
Deputy Prosecuting Attorney (exempt)
Emergency Services Dispatcher I
Human Resources Specialist I
Human Resources Specialist 11
Liquor Control Investigator Trainee
Long Range Division Project Assistant
Plumber I
Police Services Officer
Program Specialist II (Aging)
Sewer Maintenance Repairer I
Supervising Building Plans Examiner
• Lists Referred to Departments: Account Clerk
Bus Driver (exempt)
Deputy County Attorney (exempt)
Deputy Prosecuting Attorney (exempt)
3
• Written Exams Administered:
Payroll
Human Resources Specialist I
Human Resources Specialist II
Long Range Division Project Assistant
Police Services Officer
Project Manager
Real Property Appraiser I
Senior Clerk
Community Service Worker
Liquor Control Investigator
Police Services Officer
Senior Clerk
* Assisted in preparing responses to the County Council regarding the Audit of County
Payroll System's findings including researching with other jurisdictions regarding their
handling of EUTF billing security requirements.
• Working with various departmental payroll staff to stress the importance of payroll
processing and verification of hours entry to prevent overpayments and future adjustments,
• Processed pay increases. effective July 1, 2015 for HFFA, SHOPO and HGEA Units 2, 3,
and 4.
Employee Development and Health Services
« Workers' compensation claims and liability claims continue to be reviewed through the
completion of safety assessments and follow up with respective departments for further
action including changes to operational policies and procedures, disciplinary action or
further training.
• Due to the fatal accident of one of our employees at the landfill, staff assisted the
department with reporting the accident to HIOSH, collecting the requested documentation
for the HIOSH investigator, and also coordinated counseling sessions with our Employee
Assistance Program (Program) vendor for the employees involved.
• Conducted investigation into employee complaint of workplace violence, harassment, and
retaliation.
• Working with Kauai Medical Clinic regarding the issues that the County faces with back
dated doctor's certificates and lack of information on doctor's certificates.
• Session with federal mediator for situation at Finance was cancelled due to one of the
employee's resignation; scheduling another session with the federal mediator for another
session at another department.
• Equipment/Driver Training: Truck Tractor #151, #138, #144, and #139 (2 Public Works'
employees)
E4 I
Bernard P. Carvalho, Jr.
Mayor
Nadine K. Nakamura
Managing Director
July 20, 2015
TO:
FROM:
VIA:
SUBJECT:
DEPARTMENT OF HUMAN RESOURCES
County of Kauai, State of Hawaii
4444 Rice Street, Suite 140, Lihu`e, Hawaii 96766
TEL (808) 241 -4956 FAX (808) 241 -6593
Chair Mel Rapozo, County Council
Janine M.Z. Rapozo, Director of Human Resources
Nadine K. Nakamura, Managing
April -June 2015 Quarterly Report
Janine M.Z. Rapozo
Director
As per Section 19 of the FY 2014 -2015 budget ordinance, attached is the April -June 2015
quarterly report that includes new hires, transfers, reallocations, promotions and vacancies for
the fourth quarter.
Thank you.
Att.
ANEQUAL OPPORTUNITYEMPLOYER
BUDGET ORDINANCE - SECTION 19
QUARTERLY REPORT
APRIL 2015 -JUNE 2015
[a: C TI.II:kM
Position Number
Department/Wvision
Current-PositlonTide
Current�'Salanj
Rahn
Current Annual
J4stiflcation
Fundinfl Source
Effective Oate
E -8
Council Services
County Clerk
EXEMPT
114 848
Vacant since 05/01 15
General Funds
05/06 15
E -9
Council Services
Deputy County Clerk
EXEMPT
$98t748
Vacant since 05/06/15
General Funds
05/06/15
747
Fire-Ocean Safe
Lifeguard
SR -13
32,460
Vacant since 04 /01/15
General Funds
06/1611S
748
Fire -Ocean Safety
Lifeguard
SR -13
$32,460
Vacant since 06/01/15
General Funds
06/16/15
1863
Fire-Ocean Safety
Lifeguard
SR -13
$32,460
Vacant since 04/02/13
General Funds
OS OS /15
2524
Fire -Ocean Safety
Lifeguard
SR -13
32,460
Vacant since 02/01/15
General Funds
05/01/15
LT -2534
Fire -Ocean Safety
Lifeguard
SR -13
$32,460
Vacant since 02/26/15
General Funds
06/16/15
10468
Fire-Ocean Safety
Lifeguard
SR -13
$32,460
Vacant since 02/01/15
General Funds
06 /16/15
2206
Liquor
Senior Account Clerk
SR -13
$32,460
Vacant since 02/25/15
Liquor Fund
05/01/15
E -80
Mayor's Office
Executive Assistant to the Mayor
EM -5
$99,840
Vacant since 03117/15
General Fund
05 /01/15
E -81
Ma oes Office
Boards & Commissions Admnstr
EXEMPT
$96,000
Vacant since 05/01/15
General Fund
05/01115
E -61
OED
Economic Development IV
SR -24
75,960
Vacant since 05/01115
General Fund
05/01/15
E -98
OED
Economic Development IV
SR -24
$67,512
Vacant since 12/31/14
General Fund
051 01/15
1885
Parks & Rec -Maint
Park Caretaker I
BC -2
$35t964
Vacant since 12/31/14
General Fund
04/16/15
1982
Parks & Rec -Maint
Park Caretaker I
BC -2
$35,964
Vacant since 9/30/15
General Fund
04/16115
1893
Parks & Rec -Rec
Pool Guard
SR43
$32,460
Vacant since 08/1S/14
General Fund
06/16/1S
E -27
Planning
Deputy Planning Director
EXEMPT
$98,748
Vacant since 02/21/15
General Fund
OS/01/15
362
Police
Secrete
SR -16
$36,468
Vacant since 11/11/13
General Fund
05/19/15
491
Police
Police Evidence Custodian I
SR -14
33,720
Vacant since 12/09/14
General Fund
05/26115
E -94
Prosecuting Attorney
First Deputy Prosecuting Attorney
EXEMPT
$105,660
Vacant since 06/01/15
General Fund
06/01/15
9091
Prosecuting Attorney
Special Prosecuting Attorney
EXEMPT
75,000
Vacant since 06101/15
General Fund
06/16/15
2807
Prosecuting Attomey
Legal Clerk III
SR44
$371980
Vacant since 03/03/15
General Fund
05/01/15
2826
Prosecuting Attorney
l Clerk Ill
SR -14
$33,720
Vacant since 04/16/15
General Fund
05/18/15
2827
Prosecuting Attorney
Legal Clerk II
SR -12
31,236
Vacant since 03 16/15
General Fund
05/18/15
1016
Public Works-Bldgs
Plumber 1
BC -10
$50,052
Vacant since 10/29/14
General Fund
05/01/15
1429
Public Works-Eng
Engineering Support Tech III
SR -17
$37,980
Vacant since 07/09/14
General Fund
1876
Public Works -En
Civil Engineer V
SR -26
$75,960
Vacant since 02/14/15
General Fund
9332
Transportation
Payroll Clerk
SR -10
$28,872
Vacant since 02/18/15
General Fund
9456
Transportation
Transit Fleet Mechanic
BC -8
$45,024
Vacant since 08/18/14
General Fund
H04/01/15
2305
Water
Customer Service Re resentative I
SR -11
$29,988
Vacant since 03 14/15
Water Fund
2499
Water
Clerical Assistant
SR -15
$35,112
Vacant since 10 3/14
Water Fund
2449
Water
Automotive Mechanic I
BC -10
$50 052
Vacant since 12/31/14
Water fund
Excludes short-term (on -call, seasonal, 89 -day) Building Revolving Fund and Project Funded positions
Page 1 of 1
BUDGET ORDINANCE - SECTION 19
QUARTERLY REPORT
APRIL 2015 -JUNE 2015
TRANSFERS
Position.XumbiK
Dgwnm"t(DM,(slotl
Current P4sitbnTitle
Current a ift
Rating.
Current " - euaf
SalaOr
(ustifl ®tior►
� dipgSaaree
Effective,Qate
716
799
Fire
Fire Fighter III
SR -21
$68,796
Change In Battalion
General Fund
06 /01/15
725 (774)
Fire
Fire Fighter III
SR -21
$6B,796
Change in Battalion
General Fund
04 /01/15
774 (798)
Fire
Fire fighter III
SR -21
$71,556
Change in Battalion
General Fund
04 /01/15
798
720)
Fire
Fire Fighter iii
SR -21
$71,556
Change in Battalion
General Fund
04 /01/15
606
636
Fire
Fire Fighter 1
SR -17
$54,384
Change in Battalion
General Fund
05/01/15
607 (628)
Fire
Fire Fighter I
SR -17
$52,308
Change In Battalion
General Fund
05/01/15
625 (731)
Fire
Fire Fighter I
SR -17
$52,308
Change In Battalion
General Fund
05/01/15
627 (794)
Fire
Fire Fighter 1
SR -17
$58,812
Change in Battalion
General Fund
OS 01/15
628 (625)
Fire
Fire Fighter 1
SR -17
$54,384
Change In Battalion
General Fund
05 01 /15
629 (765)
Fire
Fire Fighter i
SR -17
$54,384
Change in Battalion
General Fund
05 /01/15
631 (767)
Fire
Fire Fighter 1
SR -17
$52,308
Change In Battalion
General Fund
05 /01/15
636 (632)
Fire
Fire Fi ter I
SR -17
$52,308
Change in Battalion
General Fund
OS /01/15
731(629)
Fire
Fire Fighter I
SR -17
$52,308
Change In Battalion
General Fund
05 /01/15
735 (630)
Fire
Fire Fighter 1
SR-17
$52,308
Change in Battalion
General Fund
05/01/15
765 (606)
Fire
Fire Fighter I
SR -17
$52,308
Change in Battalion
General Fund
05/01/15
767 (631)
Fire
Fire Fighter 1
SR -17
$52,308
Change in Battalion
General Fund
05/01/15
770 (775)
Fire
Fire Fighter I
SR -17
$52,308
Change in Battalion
General Fund
05 /01/15
773 (607)
Fire
Fire Fighter 1
SR -17
$52,308
Chan a in Battalion
General Fund
05/01/15
775 (780)
Fire
Fire Fighter I
SR -17
$52,308
Change in Battalion
General Fund
05/01/15
780 (770)
Fire
Fire Fighter I
SR-17
$52,308
Change in Battalion
General Fund
05/01/15
787 (773 )
Fire
Fire Fighter i
SR -17
$541384
Change In Battalion
General Fund
05/01/15
791(735 )
Fire
Fire Fighter I
SR -17
$52,308
Change in Battalion
General Fund
05/01/15
794 (627)
Fire
Fire Fighter 1
SR -17
$521308
Change In Battalion
General Fund
OS /01/15
1650 (10468)
Fire -Ocean Safety
Lifeguard
SR -13
$36,468
Change in Position Number
General Fund
06 /01/15
1829(2S25)
Fire -Ocean Safety
Water Safety Officer 11
SR -17
$39,492
Change In Tower
General Fund
56 /01/15
2525 1650
Fire -Ocean Safety
Water Safety Officer I
SR -15
35,112
Change in Tower
General Fund
06 /01/15
2528
(1829)
Fire -Ocean Safety
Water Safety Officer II
SR -17
$390492
Change in Tower
General Fund
06/01/15
2530 (748)
Fire-Ocean Safety
Water Safety Officer II
SR -17
$39,492
Change in Tower
General Fund
06 /01/15
LT -2533 (1829
)
Fire -Ocean Safety
Water Safety Officer II
SR -17
$39,492
Change In Tower
General Fund
06/22/15
10470 (2530)
Fire-Ocean Safety
Water Safety Officer 11
SR -17
$39,492
Change in Tower
General Fund
06 /01/15
2002
(2021)
Planning
Land Use Permit Technician
SR -15
$36,468
To General Fund position
General Fund
06 /01/15
23 (371)
Police
Assistant Chief of Police
EM -7
$116,652
Change in Bureau
General Fund
06/07/15
371(23)
Police
Assistant Chief of Police
EM -7
$119,868
Change in Bureau
General Fund
06/07]15
417 (430 )
Police
Police Sergeant (Detective)
PO-11
$85,764
Change in Bureau
General Fund
06 /07/15
430 (417 )
Police
Detective
(Police Sergeant
)
P10011
$69,708
Change in Bureau
General Fund
06 /07/15
504 (396)
Police
Detective
(Police Sergeant )
PO -11
$75,516
Change in Bureau
General Fund
06/07/15
376 (7-478
)
Police
Police Services Officer
P0-S
$54,924
To General Fund position
General Fund
06 /16/15
520 (T
-476)
Police
Police Services Officer
PO -5
$54,924
To General Fund position
General Fund
05/01/15
580 (T
-477)
Police
Police Services Officer
PO -5
$54,924
To General Fund position
General Fund
05/01/15
Includes changes in position numbers
Information In parentheses represents former department /division, position, salary rating, salary, or funding
Page 1 of 1
BUDGET ORDINANCE - SECTION 19
QUARTERLY REPORT
APRIL 2015 -JUNE 2015
REALLOCATIONS
Position•.f caber
Department /Division
Current Position7itfe
Currenkplary Rat)ng
Current Annual Salary
Justification
F4nliing$ource
Effective Date
141
Eldedy Affairs
Community Services Worker (Community
Services Program Asst )
SR -9 (SR -13)
$27,768 ($32,460 )
Recruit at lower level
General Fund
247
Finance- Driver's License
Driver License Clerk 11 (Driver License Clerk
1)
SR -12 SR -11)
$32,460 $31236)
Career progression
State Funds
106/16/15
04 /01/15
301
Finance - Driver's License
Driver License Clerk II (Driver License Clerk
I)
SR -12 SR -11)
$32�460($310236L
Career progression
General Fund
04/01/15
242
Finance- MVR/Treasu
Senior Clerk (Vehicle Titles & Registration
Technician )
SR -10 (SR -13 )
$28,872 ($420684 )
Recruit at lower level
General Fund
05 /16/15
278
Finance- MVR/Treasu
Vehicle Titles & Registration Technician
(Treasury Support Clerk
SR -13 (SR -11 )
$37,980 ($35j 112)
Career progression
General Fund
05/16/15
287
Finance-MVR/Treasury
Treasu 5 ort Clerk Senior Clerk
SR -11 SR -SO
$290988 $280812
Career progression
General Fund
05/16/15
627
Fire
Fire Fighter I (Fire Fighter Trainee)
SR -17 (SR -15 )
$520308 ($4813 8
Career progression
General Fund
0S /01/15
628
Fire
Fire Fighter 1 jFire
F' hter Trainee
SR -17
SR -15)
M308
($480348 )
Career progression
General Fund
05/01/15
629
Fire
Fire Fighter 1
Fire Fighter Trainee
SR -17
SR -15
$52,308
$48,348)
Career progression
General Fund
05/01/15
630
Fire
Fire Fighter I Fire Fighter Trainee
SR -17 SR -15)
$52,308
($481348 )
Career progression
General Fund
05/01/15
631
Fire
Fire Fighter 1
Fire Fighter Trainee
SR -17 SR -15)
$520308
($48 348 )
Career progression
General Fund
05 /01/15
632
Fire
Fire Fighter 1
Fire Fighter Trainee)
SR -17 SR -15
$52,308 ($48,348)
Career progression
General Fund
05/01/15
767
Fire
Fire Fighter I (Fire Fighter Trainee)
SR -17
(SR -15)
$52,308
($480348
Career progression
General Fund
05/01/15
735
Fire
Fire Fighter I (Fire Fighter Trainee )
SR -17 (SR -15 )
$52,308
$480348
Career progression
General Fund
05/01/15
739
Fire -Ocean Safety
Water Safety Officer 11 (Water Safety
Officer 1)
SR -17 (SR -15)
$39,492 $360468)
Career progression
General Fund
05/01/15
1036
Fire -Ocean Safety
Water Safety Officer I I (Water Safety
Officer I )
SR -17 (SR -15)
$37 980 $35112
Career progression
General Fund
05/01/15
1654
Fire-Ocean Safety
Water Safety Officer II (Water Safety
Officer I )
SR -17 (SR -15 )
$37,980 ($35,112)
Career progression
General Fund
05 /01/15
10470
Fire -Ocean Safety
Water Safety Officer II (Lifeguard)
SR -17 (SR
-13 )
$39,492 ($32460)
Operational needs
General Fund
06/01/15
740
Fire -Ocean Safety
Lifeguard
Water Safety Officer 11
SR -13 (SR
-17 )
$35,112 $39,492
Recruit at lower level
General Fund
06 /01/15
747
Fire -Ocean Safety
Lifeguard Water Safety Officer II
SR -13 SR -17)
$32,460
$46,188)
Recruit at lower level
General Fund
06 /01/15
748
Fire -Ocean Safety
Lifeguard
Water Safety Officer 11)
SR -13 (SR
-17 )
$32 460($3%492)
Recruit at
lower level
General Fund
06/01/15
1650
Fire -Ocean Safety
Lifeguard
(Water Safety Officer I )
SR -13
SR -15)
$32,460
($35,112)
Recruit at lower level
General Fund
06 /01/15
1829
Fire -Ocean Safety
Lifeguard
Water Safety Officer II
SR -13 (SR -17)
$32p460 $390492
Recruit at lower level
General Fund
06/22/15
2521
Fire -Ocean Safety
Lifeguard
Water Safety Officer II)
SR -13
SR -17
$320460
($39,492)
Recruit at lower level
General Fund
06/01/15
LT -2532
Fire -Ocean Safety
Lifeguard
Water Safety Officer 11
SR -13
SR -17
$32,460 ($39,492)
Recruit at lower level
General Fund
06 /01/15
LT -2534
Flre -Ocean Safety
Lifeguard Water Safety Officer it
SR -13 (SR
-17)
$32,460 $39,492
Recruit at lower level
General Fund
06 /01/15
9655
Housing
Accountant I (Accountant 11 )
SR -18 (SR -20 )
$37,890 $43,812)
Operational needs
General Fund
06 /01/15
E -98
OED
Economic Development Specialist IV
Sustainabil' -Green Manager)
SR -24 (EM-5)
$67,512 ($98,796
Operational needs
General Fund
05/01/15
1985
Parks & Rec -Maint
Tree Trimmer Grounds Helper)
BC-4 BC -1)
$38,472 ($35
484)
1
Operational needs lGeneral
Fund
05 /01 /15
1986
Parks & Rec -Maint
Tree Trimming Heavy Truck & Aerial
Platform O Grounds Het r
BC -7 (BC -1 )
$43t272 $31484
Operational needs
General Fund
05/01/15
Page 1 of 3
BUDGET ORDINANCE - SECTION 19
QUARTERLY REPORT
APRIL 2015- JUNE 2015
REALLOCATIONS
Position Number
Departmgnt/Divislon
CurfentPositkmTitle
Current Salary Raking
Current Annual Salary
Justification
Funding,$ouEce
Effectlw.Data
1666
Parks & Rec- Recreation
Pool Guard (Swimming instructor
SR -13 SR -10)
$35,112 ($31,236 )
Career progression
General Fund
04 /01/15
1893
Parks & Rec- Recreation
Pool Guard
Recreation Worker 1)
SR -13 SR -11)
$32,460 ($291988)
rational needs
General Fund
05/20/15
1897
Parks & Rec- Recreation
Recreation Worker 11 Recreation Worker I
SR -13 (SR -11 )
$32,460 $291988
Career progression
General Fund
04 /01/15
2009
Planning
Planner III
(Planner II
)
SR -20
SR -18
$45,576 $42,168
Career progression
General Fund
01/16/15
23
Police
Assistant Chief of Police (Deputy Chief of
Police )
EM -7 EXEMPT
$82 272 $105,660)
Operational needs
General Fund
04 /16/15
309
Police
IT Project Coordinator (Program Support
Technician I )
SR -24 (SR -11)
$55,236 ($29,988)
Operational needs
General Fund
04/06/15
363
1 Police
Police Officer I Police Services Officer
PO -7 PO -5
$57,096 ($54,924)
Career progression
General Fund
05/05/15
366
Police
Police Officer I Police Services Officer
130-7 (PO S)
$57,096 ($54,924)
Career o ression
General Fund
05/05/15
368
Police
Police Officer I Police Services Officer
PO-7 PO -5
$57,096 ($54,924)
Career progression
General Fund
05/05/15
401
Police
Police Officer I I Police Services Officer)
PO -7 (PO -5)
$571096 ($S4,924)
Career progression
General Fund
05/05/15
437
Police
Police Officer I (Police Services Officer )
PO-7 PO-S)
$57;096 $54 924
Career progression
General Fund
05/05/15
510
Police
Police Officer I Police Services Officer
PO -7 PO -5
$57,096 $54,924)
Career progression
General Fund
05/05/15
531
Police
Police Officer I Police Services Officer)
130-7 (130-5 )
$570096 $540924
Career progression
General Fund
05/05 15
576
Police
Police Officer I Police Services Officer)
130-7 (PO -5)
$57,096 $54,924
Career progression
General Fund
05/05/15
376
Police
Police Services Officer Police Officer 1)
PO-5 130-7
$540924 ($S7,096)
Recruit at lower level
General Fund
06/16/15
407
Police
Police Services Officer Police Officer I
PO -5 (PO -7)
$54,924 ($570096 )
Recruit at lower level
General Fund
06/16/15
512
Police
Police Services Officer Police Officer I
PO -5 PO -7
$54,924 $57,096)
Recruit at lower level
General Fund
06/16/15
520
Police
Police Services Officer Police Officer i
PO -5 130-7)
$54,924 ($57,096)
Recruit at lower level
General Fund
05/01/15
547
Police
Police Services Officer Police Officer 1)
PO -5 (PO -7 )
$54,924 $57 096)
Recruit at lower level
General Fund
06 /16/15
580
Police
Police Services Officer Police Officer I
PO -5 PO -7)
$54,924 ($57,096 )
Recruit at lower level
General Fund
05/01/15
T -2825
Prosecuting Attorney
Victim/Witness Counselor Trainee
ictim/Wintess Counselor II
SR -18 SR -22
$400548 $47 400)
Recruit at lower level
Federal Funds
05/16/15
2827 1
Prosecuting Attorney
i Clerk 11(Legal Clerk III )
SR -12 (SR -12)
$31,236 ($33,720)
Recruit at lower level
General Fund
04 /01/15
2827
Prosecuting Attorney
Senir Clerk (Lega I Clerk II)
SR -10 (SR -12 ) 1$28,872
($31236 ) 1
Recruit at lower level
General Fund
06 /16/15
Page 2 of 3
BUDGET ORDINANCE • SECTION 19
QUARTERLY REPORT
APRIL2015 -JUNE 2015
REALLOCATIONS
Position Number
Department/Divisl *,
Current PositkmTkle.
Curtent.SalaryRating.
CutrentAnnuaLSa(ary .
Justiflcatlon
FurlditSource
Effe*6wQate'.
1849
Public Works -Bids
Plumbing Inspector (Supervising Plumbing
in ctor )
SR -19 (SR -23)
$39,480 $46,176
Operational needs
General Fund
04/16/15
1876
Public Works-Eng
Civil Engineer V Civil Engineer it
SR -26 (SR -20 )
$57,720 $430812
Operational needs
General Fund
05 01/15
843
Public Works -Roads
Laborer I Laborer II)
BC -2 BC -3
$35,964 ($360972)
Recruit at lower level
Highway Fund
05 /01/15
901
Public Works -Roads
Laborer I (Laborer II )
BC -2 (BC -3 )
$35,964 $36,972
Recruit at lower level
Highway Fund
05/01/15
930
Public Works -Roads
Equipment Operator I (Tractor Mower
Operator)
BC-6 BCC
$41604 ($381472 )
Career progression
Highway Fund
05/16/1S
1542
Public Works -Roads
Traffic Signs & Markings Helper Laborer it
BC -5 BC -3
$40,008 $36,972
Career progression
Highway Fund
05/01/1S
T -1980
Public Works -SW
Recycling Specialist I (Recycling Specialist
Trainee )
SR -16 SR -18)
$37,464 ($40,548 )
Recruit at lower level
General Fund
05/01/15
9332
Transportation
Payroll Clerk Accountant iii
SR -10 SR -22
$28,872 $47,400
Recruit at lower level
General Fund
04 /01/15
Excludes temporary reallocations
Information in parentheses represents former department/division, position, salary rating, salary, or funding
Page 3 of 3
BUDGET ORDINANCE - SECTION 19
QUARTERLY REPORT
APRIL 2015 -JUNE 2015
PROMOTIONS
Positiop Number
Department/Dhrislon,
Currant Position Title
Curren $alary
Rating
Curren Annum Salary
Justification
Funding .So"
Effective Date
205 (290 )
Finance-Accounting
Accountant III (Fiscal SpeciallsO
SR -22 SR -1
5,488 $49 308
Accountant III position vacant since 01/31115
General Fund
06/01/15
153 (242)
740 (1666)
Finance- MVR/rrea
Fire -Ocean Safety
Departmental Accounting Technician
(Vehicle Titles & Registration Technician)
lifeguard (Swimming Instructor)
SR -15 (SR -13 )
SR -13 (SR -10 )
$46,188 20684)
$35 112 $31,236
Departmental Accounting Technician position vacant
since 12/31/14)
Lifeguard Position vacant since 04 12/15
General Fund
General Fund
04 16/15
06/16/15
10468 (1653)
Fire -Ocean Safety
Lifeguard
(Swimming
Instructor
SR -13 SR -10
$36,468 ($32o460)
Lifeguard position vacant since 02/16/1S
General Fund
04/01/25
289 2465
Human Resources
Human Resources Manager I (Human
Resources Specialist II)
EM -03 (SR -22)
$67t692 $476400)
Human Resources Manager position vacant since
02/01/15
General Fund
05/01/15
23 350
Police
Assistant Chief of Police (Police C twin )
EM -7 I EM -3
$119,868 ($104,232 )
Assistant Chief of Police position vacant since 01AVIS
General Fund
06 /07/15
3SO (416 )
Police
Police Captain Police Lieutenant
EM -3 I PO.13)
$98,412
($89,460
Police
Captain position vacant since 12/01/14 )
und
06 /07/15
403 (410)
Police
Police
Captain Police
Lieutenan
EM -3 (PO-13
$98,412 $89,460
Police
Captain Position vacant since 06/07 15)
und
06 /07/15
405 (442
Police
Police Lieutenant Pollce Sergeant)
PO-13
PO -11
$BS,764
$78,756)
Police
Lieutenant position vacant since 07/31/14
und
06/07/15
410
504
Police
Police Lieutenant (Police Sergeant)
PO -13
PO -11
$890460
($82,212
Police
Lieutenant position vacant since 06/07/15
und
VGeneralFund
06/07/15
416 431
Police
Police
Lieutenant (Police
Sergeant)
PO -13 (PO -11
$82,212
($75,516)
Police Lieutenant position vacant since 06 /07/15
und
06/07/15
446
(400)
Police
Police
Lieutenant Police Ser ant
PO-13 PO.11
$85,764
$78 756)
Police
S eant osition vacant since 05/26/14
nd
0610711S
390 (376
Police
Police Sergeant
Police Officer
PO-11 PO.7
$78,756 ($69v708)
Police Sergeant position vacant since 01/19/15
und
06/07/15
406
40
Police
Police
Sergeant
Police Officer I
PO -11
PO-
$72,564
$61,764)
Police
Sergeant position vacant since 05/26/14
General Fund
06/07/15
431 512
Police
Police Sergeant (Police Officer Q
PO-11
(PO-7)
$69,708
($596460 )
Police
Sergeant position vacant since 06/07/15
General Fund
06/07/1S
1849 1S39
Public Works-Buildings
Plumbing Inspector Plumber 11
SR -19 WS -10
$56,172 ($53 004 )
Plumbing Inspector position vacant since 11/01/14
General Fund
05101/15
B74 8
Public Works -Roads
Equipment Operator 11 (Equipment Operator
I
BC -9 (BC
$48,216 $41604
Equipment Operator II position vacant since 11/01/14
Highway Fund
04/16/15
810 954
Public Works -SW
Solid Waste Worksite Supervisor (Solid
Waste Working Supervisor)
F -110 WS -10
$55t740 $53 OD4
Solid Waste Worksite Supervisor position vacant since
01/01/15
H hway Fund
04/06/15
1840 (1077)
Public Works- Wastewtr
Wastewtr Plant Op IV ( Wastewtr Plant
Operator Assistant )
BC -13 BC -5
$55,824 ($400008)
Wastewtr Plant Op IV position vacant since 12/31/24
Sewer Fund
OS/28/15
12.602 (2464) 1
Water
Senior Account Clerk (Account Clerk)
SR -13 (SR -11)
$330720 ($31,236)
Senior Account Clerk position vacant since 01/01/15
Water Fund
06 /01/15
Information in parentheses represents former department/division, position, salary rating, salary, or funding
Page 1 of 1
BUDGET ORDINANCE - SECTION 19
QUARTERLY REPORT
APRIL 2015 - JUNE 2015
VACANCIES
Page 1 of 4
Po Year
FlswlYertFV14-
Po
Cdc"a
CurrentAnnuil
TotatDeswaNd
FAeeba
OepeleeelVDIWIen
cwfwftNNTW
sawyft a
101111" Cannwft
F+Ndin85ow=
o WA
�� M�
00"vasat
sebm;s volts
General Fund
E -74
Auditor's Office
Auditor 114
EXEMPT
$42,500 _
- ;r'.,� -` �.r ice•,: v,. (1/201541
General Fund
01/0111113
904
365
4
E -73
Auditor's Office
Interim County Auditor*
EXEMPT
$47,500 �' + 1 X15•
GeMral Fund
62,424 General Furl
13
699
365
47,500
2500
Chit Defense
Administrative Officer
EM -3
05/01115
61
61
$ 15 891
2501
Civil Defense
Emergency Mgt Administrative
Officer
EM -3
102AIIIS
150
150
$ 25,654
2708
Council Services
Council Services Administrator
EM-5
51 General Fund
110/18/1
1352
365
N/A
E-W
Councit Services
Council Services Review Officer
EM -3
$908000 ,� Genanl Fund
$35,112 - General Furd
$1 General Fund
1 General Fund
$ 454 ;; =r "- General Furl
::4� ,. � -
994,454 ';rr' ' •,v - General Fund
$67,512 ':i " ' • s„ General Fund
General Fund
S47.400 State Funds
Temporarily f01ed with short-term hire
OS 15
56
56
$ 13 808
E -2701
Council Services
Council Services Assistant
EXEMPT
10/27 14
I 247
247
23,761
E -2714
Council Services
Secretarial
Assistant
EXEMPT
12/31/13
547
36S
N/A
NEW
County
Attorney
EXEMPT
07/0 14
365
365
N/A
E -16
County Attorney
EXEMPT
1
12/ 9114
194
194
50,203
E -SO
Cou
C Attorney
EXEMPT
06/2 15
8
8
$ 2 070
135
Elderly Affairs
Program Specialist 11
SR -22
1;VS1114
182
182
$ 33,664
241
Elderly Affairs
Community Service Program ASSistant
SR -13
01/31/15
151
151
$ 15,087
9557
Eldeft Affairs
t3mra m
Ilst II
SR -22
05 /30/15
32
32
$ 4 156
2108
Finance - Administration
Risk Management Insurance C4ord
;SR-26
2,140 Accountl Assl General Fud
1 31/14
182
182
$ 40 %7
290
Finance - Accounting
Fiscal Specialist
1 $490308 General Fund
$61,660] +` General Fund
06/01/15
30
30
$ 4,053
207
Finance- BdgVPrchsg
Budget Analyst
EM-3
02/16/15
135
135
$ 30,203
1v is
234
Finance Driver License
Driver License Clerk II
SR -12
$39,492 General fund
05/01/15
61
61
600
`
_
219
Finance-Realproparly
Reel Property Tax Services Supervisor _
SR -24
$68,412 : General Furl
$40,548 'l- General Furl
1 14
182
182
$ 34,112
220
Finance -Real Property
Real Property Appraiser II
SR -18
01/10/15
172
172
$ 19,108
S"1470 w a
t r r ry t General Furl
36468 4 . �." °«'s ^ �
r , < ,+ f ,r General Fund
$294988 - s t ., .F'1*,. General Fund
28,872 ` "•_ - S'� z}�; y+°� f'� General Fwd
105,660 _`jp"n --''`- General Fund
$82,056 ,•Jig >u General Ftad
�i
1
222
Finance -Real
Real Appraiser V
SR -24
10/01/13
638
365
44,470
263
Finance -Real
Rural Land Use
SR•16
15
177
177
$
17,684
275
Finance -Real Property
Senior Clerk
SR -10
04 27/15
65
65
$ S,340
242
FlnanceavlVR
Sena Berk
SR -30
04 16 15
76
76
012
E -84
Fire
Deputy Fin Chief
EXEMPT
02/16/15
135
135
$ 39 080
626
Fin
Fin Prevention L'[Of It
SR -23
10/01114
273
273
$ 61,373
720
Fire
Fire Fighter III
SA-21
$61,160 �'� .; + -" General Fund
03/1
15
107
107
17930
799
Fla
Fin ter III
SR -21
SR -17
_
164�fi ., ^� t , ei General Fund
$52,308 ;ay �' -, - General Fund
52,308 A General Fund
$52,308 t1' r ti .4'{ General Furl
$32,460 General Fund
$32,460 �f`4. p General Fund
$32,460 General Fund
12/ 14
182
182
$ 30,498
_
630
Fire
Fire Fighter l
05/3015
32
32
$ 4,586
632
Fire
Fire Fighter I
SR -17
12/31/14
182
182
26,082
777
Fire
Fire Fighter 1
SR -17
02/19/15
132
132
$ 18,917
1829
Fire -Ocean Safe
Lifeguard
SR -13
06/22/15
9
9
$ 800
$ 130340
_
LT -2532
Fire- OceenSafety
Lifeguard
SR -13
02/01/15
150
150
2521
Fire -Ocean Safety
Lifeguard
SR-13
02/01/15
150
150
$ 13,340
9537
Housing
Planner V
SR -24
$1 `� .„tr ' -' Federal Furls
1 ,� ` ,S *`�y,. s
� a � y� :�`�., K N° f" Federal Funds
Si Federal Funds 103/01/14
v'.,
$7 ie8 -:; r' �vx ' ;� < Federal Furls
12/01/13
S77
365
365
N/A
N/A
9539
Housing
Housing AsstSpocwnst
IN
SR -20
07/01/11
2461
9563
Housing
Pub His &
DvIpmM Prgm Speclatilst 1
SR -20
487
365
N
A
%64
tors"
Pub N & Dv ntSpecialist 111
SR -24
12/31/14
182
182
$ 34 998
-w,
$1 .k^Y"J '�%?; ?r. �'fh Federal Funds
9541
Housing
Senior Clerk
SR -10
07101/13
730
365
N/A
$113,268 ., ,s " -t`".p �T ; Genets Fund
$1130268 's -'i , ` General FUrd
«'��
800
Human Resources
MR Manager 11
EM -3
11/01/14
242
242
$ 75,098
2101
Hunan Resources
MR Manager It
EM-3
12/31/14
182
182
$ 56,479
05 /01/15
61
61
$ 7,922
2465
Human Resources
HR specialist 1
SR -22
$47,400 .ry- :,`'L -` General Fund
$1 ;li, General Furl
212
Human Resources
F81 ciellst I
SR -20
07 /0 u
1095
365
A
a
$70,188 `'�>r "' } ` �. v ` General Fund
$33,77D ' l.; >a z azr,�� �.,.z... ,�`� , . Liquor Fwd
E-45
Mayor's Office-B & C
Administrative Aide
SR -24
10/16/14
2S8
258
$ 49,612
2205
Liquor
!;quo Control Inve to Trainee
SR•14
04125115
67
67
$ 6,190
127
OED
Economic Development Specialist IV
SR -24
$734032 General Fund
12/31/14
182
182
$ 36,416
Temporarily filled with short -term him
9210
OED
Clerk-Typist I
SR -8
$1 ]Program Compliance SpeclaRsu General Fund
04/01/14
456
365
N/A
NEW
OED
Enforcement ist
SR -24
SOAM General Fund
Part time sltbn Golf Fund 112L31114
07/0 14
365
365
50000
1958
Parks
& Rec -Golf Course
_
Cosier I
SR -10 1$191740
1
182 1
102 1
5 90843
Page 1 of 4
BUDGET ORDINANCE - SECTION 19
QUARTERLY REPORT
APRL 2015 - NNE 2015
VACANCIES
Pqe 2 of 4
FbW Vaal
Fiscal rw "1A-
Ta4al OaTavwrrt
(, '>N3+I -TMM
W*w
�-
carr"tposki aTight
S��K
SWWv
Cermrtods
FBI Saw=
Do
44W/*WS
�. VacatK
SAM
Salary ;SatMngt
1988
Parks
& Rec -Golf Course
Golf Course Marshal
SR -8
$16,B60
Part time position Golf Fund
22/31/14
182
162
$ 8 407
1625
Parks & Rat -Main
Beautification & Parks Maint
F -205
349,020
_ General Furl
si; General Fund
" �` N General Fund
%57 General Fund
03/02/15
121
121
1 250
1740
Parks &Rec -Main[
Grouralskeeper
BC -2
$350 964
06/06115
03/01/13
25
852
25
365
$ 2,463
N/A
1916
Parks & Rec -Main
Groundskeeper
BC -2
$1
1827
Parks & Rec -Mamt
Heavy Truck Driver
BC -7
$42,426
12/29/12
914
36S
S 42,426
07/01/14
365
365
36,972
1985
Parks & Rec -Malnt
Troe Trimmer
BC-4
36 972
:r General Fund
General fund
1986
Parks At Re Mnn
Aerial Truck Operator
BC -7
$41,952
07/01/14
365
3fi5
S 41,952
1649
Parks & Rec - Permits
Parks Permit Clerk
SR -11
$48,024
;?�;,'
General Fund
7. General Fund
12/31/14
182
182
$ 23,946
1653
Parks & Rec - Recreation
Swimming Instructor
SR -10
$32,460
04/01/15
91
_
91
S 8,093
3666
Parks &Rec- Raueauon
Pool Guard
Sp -13
$35,132
General Fund
federal Funds
'y- , � - General Fund
General Fungi
06/16/15
15
35
$ 1,443
2021
Planning
Land Use Permit Technician
SR -15
06/(11715
30
30
$ 2,886
2008
planning
Planner V
SR -24
$600012
05/01 /15
61
61
$ 100029
2004
Plannirm
Pbnner VB•
SR -28
tAA ,424
1/20150
111/25/13
583
365
44424
Temporarily filled with short-term hire (f VR
2010
Planning
Planner VII
SR -28
$64,920
Pertnk Enforcement Research SPI General Fund
07/01/L2
1095
365
$ 64,920
TemporaHN filled with short-term hire
2031
Planning
Records Management Analyst
SR -18
$1
(Enforcement Cs Mgt Sp( General Fund
07/01/12
1095
365
N/A
1317
Pdke
Polka SerAcm Officer
PO-5
$56,604
Federd Funds
b•'i1 +¢ -�F(" -- .r. -. r: Federal Funds
01/23/14
524
365
$ S6,6D4
1318
Polka
Polka Services Officer
P0.5
$56,604
01/23/14
524
365
5 56,604
1319
Pdke
Polka Services Officer
Pas
$56,604
' =h Federal Funds
01/23/14
524
365
$ 56,604
' -�y`< Federal Funds
Federal Funds
1320
Polka
Police Services Officer
PO-5
$56,604r�"
01/23/14
524
365
$ 56,604
1321
Polka
Police Services Officer
Pas
$560604`'
01/23/14
524
365
$ 56,604
ttUy Federal Funds
'Y�Y - General fund
1322
Police
Polka Services Officer
PO-5
35604
01/23/14
524
365
$ S6,604
361
Police
Pdice Services Officer
Pas
554,924
06/16/15
15
15
$ 2,257
General Fund
407
Polka
Pdke Services Officer
PO.S
$54,924
06/07/15
24
24
$ 3,611
512
Police
Police Services Officer
Pas
$54,924
06/07/15
24
24
$ 30611
-. .;,�,` General Fund
„
Y; �# , :': <;- General Fund
547
Polka
Polka Services Officer
P0-5
5540924
06/01/15
30
30
$ 4,514
r'• "ry',.' General Fund
%
. <' t General Fund
543
Police
Police Officer
I
Pal
1,764
04 /13/15
79
79
$
13,368
312
Police
Polka Sergeant
Pail
$664864
12/31/14
182
182
$ 33,340
400
Police
Police Sergeant
P0.11
$780756
�' - , ri G General! Fund
i'" r u,* fe.1 �' ;� Wltz.; General Fund
ILL
>.k} <t . 4w GanaralFUd
General Fund
a'
06/07/15
24
24
$ 5,178
396
Police
Police
ant
PO-11
75,516
06/0715
24
24
$ 4, %5
442
Pollee
Police
Serpent
P0.11
$78,756
06/07/15
24
24
5178
309
Polke
IT Technology Project Coordinator
SR -24
$55,236
01/16/13
8%
365
$ 55,236
532
Polka
Accountant Trainee
SR-16
$37,464
a �, { ly ` �. c ;,; General Fund
° yk,,u State Funds
06719/13
02/0 15
742
365
$ 37,464
T
-565
Police
E Services Di tcher I
SR
-16
$36,468
150
1SO
$ 14 987
$36468
', ,
_�b r i? Stem Funds
150
$ 140967
T -56G
Police
Emergency Swvkn Dispatcher l
SR -16
01/15
1SO
1301
Polka
School Crossing Guard
SR-5
$6,357
General Fund
09 /25/13
644
365
S 6,157
Tempera IN filled with contract Nn (Pollee
1305
Police
School Crossing Guard
SR -5
$6,157
Computer Systems Tech(
General Fund
03/13/09
2301
365
$ 60157
1308
Pdke
Scholl Cm Guard
SR -5
SG,157
General Fund
113
699
365
$ 6,157
$ 6,157
1307
Pdice
School Crossing Guard
SR -S
$66157
General Fund
04/01/08
2647
365
Tamporsr8y flUed with short-term hire
1309
Polka
Schad Crossing Guard
SR -5
6157
null Inve ator
General Fund
04/01/08
2647
365
$ 61157
_
TemptsnrlN fl0ed with short-term hire
1310
Police
School Crossing Guard
SR -5
$6,157
(Background Investigator
CST
General Fund
General fund
04/01108
06/11/13
2647
750
365
365
$ 6,157
$ 615_7
1311
Polka
School Crossing Guard
SR -5
$64157
1314
Police
School Crossing Guard
SR -5
1S7
Temporarily filled with short-term hire
General Fund
07/01/14
365
365
61157
_
I(Background
1315
Police
School Craning Guard
SR -5
6157
Investigated
General Fund
04/01
2647
%5
$ 6 157
Pqe 2 of 4
Wr ORDINANCE -SEC ION 19
QUARTERLY REPORT
APRIL 2015 - JUNE 2015
VACANCIES
Page 3 of 4
DepartMM/olahloa
GtareutPmklanT,ltle
CurreM
$eb"ftt4t
Current" uial.
Salary Centralism
FsndPL$ewta
EBacUve
or"
TOW am" V*Cmt
Ww 70X+. aa•
es.gAsy!sitasss
Fbal Yew
4-15) 4s a1
1>e1sV>tNgllst
Fbol Yw (fY106-
151- .Evtlnld ad
SatarySadnga
1316
Ponce
School Crossing Guard
SR -5
Temporanly filled with short-term hire
$6,157 Ieantgrosad Inve a
General Fund
04 1/OB
2667
365
S 6157
2827
Pro Attorney
Senior Clerk
SR -10
$28,872 v General Fund
$40,548 .. ` "' ,,"` -�i. s, ��Q- ' ^��5 =- Federal Furb
$49,074 '� t g �-� �r s{" 4, Highway Fund
,r- Highway Pursd
$371716 <; c , General Fund
$60,012 :=: �•`'�'•� General fund
$33,720 General Fund
$474268 General Fund
$47,268 General Fund
$1
$49,068 i� �• �,��. General Fund
$1 r '`• General Fund
$96.tEl6 General Fund
$1 '? General Fund
$1 , .t General Fund
$480216 „c ; ` - � _ ��' , �' Highway Fund
$41,604 '/' -r` via r 5� ,. �� Highway Fund
$35,964. +�,r�` r rs Highway Fund
$35,966 v .. •,� , .. .: Highway fund
$1�` ^} ^%1 -^� "� ,� v -' Highway Fund
$42,420 -_ " *• . . r Highway fund
$102,966 .z �+) SW/Sewer Fund
i:-T -•. rY �.v ....
$57,948 Fes,: '" - .,�,$+ _ SW fund
$53,004 h. '
SW Fund
'9!r
540.791 . r v � .. SW Furl
$400788 „u" "'" SW Fund
$420664;r�z. SW Fund
$47,268 _ "_'`'5 SW Fund
` r�r,'" ` -. .. SW Fund
$1 >. � _ ,.r..` 't;E
$1 SW Fund
$41 *064 ;s"!• ^ � •' �' �'}� SW Fwd
$40,S4B -� Y ,.�� „r.' State Funds
$40,008 �'i�K ., y 4 � .y' Sewer Fund
548,216 . >i.ale, x Sawer Fund
$29,988 . ? , Federal Funds
; =.'� '�K'v,�,�,? .. .ti General Fund
Y
- '= "�
598,748 . ri. .p�.ys�,yjy Water Fund
547,400 Water Fund
-'� 'i4' Water Fund
$40.548 i` ^
C� °;'.. , .. ., Water Fund
$31,236 - , ;j::., ,,..
$32,460 .. 5 :�. - - "d' Water Fund
$79,104 �, �,. �''.` Wetet Fund
t�`
$75,%0;rz +- -. .,,�o+S,^� Water Fund
$42,132 s = k4'' �, 5-u t� X ��' Wain Fund
$554500 j jti h, .:7c .lrta" Water Fund
$40,548 "�. •'S.s.� ^tis. y;.% Water Fund
$51,312 Water Fund
$46,176 ,1 Water Fund
$41,964 a 47 -' : Water Fund
$39,228 Water Fund
15
26
26
S 2 057
T-28251
Prosecuting Attorney
Victim Witness Counselor Trainee
SR -18
04/11/14
446
365
$ 40,548
1332
Public Works -Auto
Auto Mechanic I
SC -10
BC -10
12/31/13
547
365
$ 49,074
1342
Public Works -Auto
Body 6 Fender Repairer
11/01/09
2068
365
N/A
1543
Public Works- BuUdings
Janitor Working Supervisor
WS-2
03/01/15
122
122
$ 121606
1527
1439
Public Works- Buildings
Public Works - Buildings
Code Enforcement Officer
Building Permit Clerk
SR -26
SR -13
11/01/14
242
242
$ 39,789
03/14/15
109
109
$ 10,070
1533
Pubkk Works - Buildings
Maintenance Worker 1
BC-9
01/06 /35
176
376
$ 72,792
1535
Public Works- Buidings
Maintenance Worker I
BC -9
07/31/14
1 A:
335
$ 43,383
1856
Public Works-Buildings
Else- Electronic Equip Repairer
Plumber I
BC -11
BC -10
N/A
142
Public Works - Buildings
02/11/15
08 /01/13
140
1 699
140
365
$ 18,821
N/A
1427
Public Works -Eft
En8 Draf ing Technician I
SR -13
1431
Public Works -Eng
Land Surveyor III
EM-3
06/01/15
30
30
$ 7,948
9052
Public Works -Erq
Civil Engineer i
SR -18
10/16/11
11/15/08
1354
2419
365
365
N/A
N/A
T -1977
Public Works -Eft
Construction Inspector If
SR -19
BB8
&3111
Public Works -Roads
Pubic Works -Rwds
Equipment Operator 11
Equipment Operator 1
BC -9
BC-6
05 /30/15
32
32
$ 4,227
04 116/15
76
76
$ 84663
843
901
Public Works -Roads
Pubic Works -Roads
laborer 1
Laborer 1
BC -2
9C -2
01/05 /IS
177
177
$ 17,440
09/01/14
303
303
$ 290855
939
Public Works -Roads
Laborer If
BC -3
03104/14
484
365
N/A
17M
Public Works -Heads
Traffic Marker
8C•7
03/01/15
Ofi /IS /SS
122
16
122
16
$ 14,179
S 4,514
1443
1055
Public Works -SW
Pubic Works -SW
Environmental Services Officer
Landfill Worisite Supervisor
EM-5
F -112
12/32/14
182
182
$ 28,895
954
Public Works-SW
Solid Waste Working Supervisor Msrx
WS-10
04 /07/15
85
85
$ 12,343
SW
Pubic Works -SW
Refuse Cdlsctar
8C-6
06/16/14
3110
365
$ 40,792
%2
Pubic Works -SW
Refuse Collector
BC-6
10/26/14
248
248
S 27,713
1855
Public Wods•SW
Senior Account Clark
SR•13
05 16/14
10/01/14
411
273
365
273
$ 42,684
$ 35,354
869
Public Works -SW
Refuse Collection Crew Leader
8C•9
1064
Public Works -SW
Refuse Collection Crew Leader
BC -9
09 /0511
1395
365
N/A
1927
Public Works -SW
Sdld Waste Workdts Attendant
BC -5
04/01/14
06/01/35
456
3D
365
30
N/A
$ 3,375
1947
Public Works-SW
DerallW bandored Vehicle Coordinator
SR -14
T -1980
Public Works-SW
Recycling Specialist l
SR -18
05/01115
61
61
$ 60777
10771
Public Works•Wastewtr
WastnwV Treatment Pint Op Asst
BC -5
05/28115
34
34
$ 3,727
1079
Public Works-Wastewtr
Equipment Operator It
BC-9
06/04/15
27
27
$ 3,567
9441
Transportation
Field Operations Clerk
SR -10
03/28/15
95
95
$ 71805
9298
Tratoporutlon
Utility Worker
BC -5 IS39.22111
11/15/14
225
229
$ 24,504
E -30
2497
Water
Water
Deputy
pu Manager near
Procurement & Specification Spec IV
ORDINANCE
SR -22
12/19/14
194
194
S 52,485
11 /06/13
602
365
S 47,400
2488
Water
Accountant I
SR•16
02/01/14
515
365
$ 40,548
2464
Water
Account Clark
SR -21
06/01 /I5
30
30
$ 2,56T
2492
Water
Computer System Su Tech I
SR•13
06 /01/15
30
30
$ 2,668
2350
2358
24SS
Water
Water
Water
Civil Engineer VII
Civil Engineer V
Civil Engineer ll
EM-7
SR -26
SR -20
12/31/05
3469
366
$ 79.104
02/01/14
515
365
S 75,960
06 /25/10
1863
365
42,132
2476
Water
Civil Engineer V
SR -25
11/16/13
592
365
$ 550500
2455
Water
Civil Eftlreer l
SR -18
11/16/14
227
227
$ 25,218
2351
Water
Waterworks Project Manager
SR -24
11/16/12
957
365
$ 51,312
2483
Water
Supervising Waterworks Inspector
SR-23
03/16112
1202
365
$ 46,176
2484
Water
Project
Assistant
SR -18
03/16114
03/03/15
472'
120
120
'f41,964
41,964
$ 12,897
2405
Water
PlpeitterHel r
BC -5
Page 3 of 4
BUDGET ORDINANCE -SECTION 19
QUARTERLY REPORT
APRIL 2015 -JUNE 2015
VACANCIES
Excludes short -term (on-call, seasonal, 69 -day) BuildMB Revolving Fund and Project Funded positions
.... :. .. ... . .....
.,..
6end j INld
mf ° .{
ItoFFRM
GN Fwd
oomy
�
SuNd Wtpsla:
...
$"w FWAL
W.au fisTold
Total N of vou" Padumn
F Furled)
127
74
14
,
2
6
6.5
1.5
22
Total N of Yaxaft poswels
r+dni Funded
5
3
0
0
0
0
1
1
- jti ��gshw l,Ay�.>,��"'Y�r, �
atd M vawtt PoaNian
IIII�
•.
��
t t
���
19
11
4
0
a
2
2
� i' � t��LL: 4"" is t �}Y ♦ � � �Yd�iRi+�:��L/iS�iLLi
A�5iy3+s �j� {K.\n i'Y,Fiy �Yyi�z ^�.�'��YWiiiY-iraaaaaaaa�����
9
Total N d vacant PosNians
II�
�
LLYS'�
�{L���
Gta!
151
®
1g
-
2
8
9.5
2.51
22
I�
'aEatMrotd 5glVV SavMNs - AN VtlW* FW*/F*daft FWU64 PosklonS
�®
(Fetbll VW- 07iUJ/20J4mWAR4,IWJI
$ 3,452,063
$ 205,11M
wr,
S 6,190
S 19,250
$ 123496
$ 19314121$
945501S
949,122
Excludes short -term (on-call, seasonal, 69 -day) BuildMB Revolving Fund and Project Funded positions
.... :. .. ... . .....
.,..
6end j INld
mf ° .{
ItoFFRM
GN Fwd
oomy
�
SuNd Wtpsla:
...
$"w FWAL
W.au fisTold
Total N of vou" Padumn
F Furled)
127
74
14
1
2
6
6.5
1.5
22
Total N of Yaxaft poswels
r+dni Funded
5
3
0
0
0
0
1
1
0
atd M vawtt PoaNian
(Daft Funded]
19
11
4
0
a
2
2
0
9
Total N d vacant PosNians
Gta!
151
6R
1g
IL_
2
8
9.5
2.51
22
'aEatMrotd 5glVV SavMNs - AN VtlW* FW*/F*daft FWU64 PosklonS
(Fetbll VW- 07iUJ/20J4mWAR4,IWJI
$ 3,452,063
$ 205,11M
$ 466,767
S 6,190
S 19,250
$ 123496
$ 19314121$
945501S
949,122
1eSovings as shown may not be fully redpred due to Jundino of short•term and other positions to meet opemtbnal requimmems
Page 4 of 4