HomeMy WebLinkAbout2020_0204_CSC_PacketJeffrey Iida
Members:
Chair
Fely Faulkner
Elizabeth Hahn
Richard Jose
Vonnell Ramos
Beth Tokioka
Vice Chair
Ricky Watanabe
COUNTY OF KAUA'I CIVIL SERVICE COMMISSION
NOTICE OF MEETING AND AGENDA
Tuesday, February 4, 2020
3:00 p.m. Hawaii Standard Time or shortly thereafter
Mo`ikeha Building, Liquor Conference Room 3
4444 Rice Street, Lihu'e, f1I 96766
CALL TO ORDER
ROLL CALL
APPROVAL OF MINUTES
A. Open Session Minutes of January 7, 2020
ACTING DIRECTOR'S REPORT
CSC 2020-04 Acting Director's Report for the January 2020 period.
A. Labor contracts and negotiations
B. Administrative Services and Benefits
C. Classification and Pay and Labor Relations
D. Recruitment and Exam
E. Payroll
F. Employee Development and Health Services
G. EEO/ADA
EXECUTIVE SESSION
Pursuant to Hawaii Revised Statutes §§92-4, 92-5 (a) (2) (4), 92-9 (a) (1-4) and (b), 76-47 (e)
the purpose of this Executive Session is to receive and approve Executive Session minutes, to
consider the hire, evaluation, dismissal or discipline of an employee or officer of the County
where consideration of matters affecting privacy will be involved and to discuss the hiring of a
new Director of Human Resources, and to consult with the Commission's legal counsel on
questions and issues pertaining to the Commission's and County's powers, duties, privileges,
immunities, and/or liabilities as they may relate to this agenda item. (On -going)
ES-005 Executive Session Minutes of January 7, 2020
An Equal Opportunity Employer
ES-006 Update on the hiring process of the Director of Human Resources. (On-
going)
A. Final employment screening results for drug test, criminal
history, a reference check and college degree verification.
B. Final offer of employment.
C. Discussion on other related matters.
ES-007 Final discussion and review of the annual job performance for the Acting
Director of Human Resources.
RETURN TO OPEN SESSION
Ratify the actions taken by the Civil Service Commission in executive session for the following
agenda items: ES-005, ES-006 and ES-007.
BUSINESS
CSC 2020-05 Update on the hiring process of the Director of Human Resources. (On-
going)
A. Coordination of protocol announcement procedures.
B. Discussion and decision making on the notification to all
applicants.
C. Discussion on other related matters.
CSC 2020-06 Discussion on the plans and actions regarding audits performed for the
following (on -going):
A. Fiscal Year 2015-2016 Audit of County Hiring Practices
(Report No. 15-01)
B. Fiscal Year 2017-2018 Follow-up Audit of County Hiring
Practices (Report No. 18-01)
CSC 2020-07 Discussion and possible outline of job expectations for the Director of
Human Resources (on -going).
A. Review samples of evaluation tools.
a. Department of Water Goals and Objectives
b. Evaluation Factors: Appointees Managers
c. Self -Evaluation Letter
d. Position description and Charter
ANNOUNCEMENTS
Next Meeting: Tuesday, March 3, 2020 — 3:00 p.m., Mo'ikeha Building, Liquor Conference
Room 3.
Civil Service Commission — February 4, 2020 Page 1 2
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
HRS §92-4 and shall be limited to those items described in HRS §92-5(a).
cc: Deputy County Attorney Todd Jenson
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 to:
Civil Service Commission
Attn: Sandra Muragin
Office of Boards & Commissions
4444 Rice Street, Suite 150
Lihu`e. HI 96766
Email: smuragin@kauai.gov
Fax: 241-5127 Phone: 241-4919
SPECIAL ASSISTANCE
If you need an auxiliary aid/service, other accommodation due to a disability,
or an interpreter for non-English speaking persons, please contact the Office of Boards and
Commissions at (808) 241-4917 or ase Ireti(a.kauai.gov as soon as possible. Requests made as
early as possible will allow adequate time to fulfill your request. Upon request, this notice is
available in alternate formats such as large print, Braille, or electronic copy.
Civil Service Commission — February 4, 2020 Page 13
COUNTY OF KAUAI
Minutes of Meeting
OPEN SESSION
U��fflj���up,�o�e1�
Board/Commission:
CIVIL SERVICE COMMISSION
Meeting Date:
I January 7, 2020
Location
Mo'ikeha Building, Liquor Conference Room 3
Start of Meeting: 3:00 p.m.
I End of Meeting: 3:28 p.m.
Present
Chair Jeffrey Iida. Vice Chair Vonnell Ramos. Commissioners: Fely Faulkner, Elizabeth Hahn, Richard Jose, Beth Tokioka and
Ricky Watanabe.
Deputy County Attorney Todd Jenson. Acting Director of Human Resources Janine Rapozo (left at 3: 05 p.m.). Office of Boards and
Commissions Staff. Administrator Ellen Ching and Commission Support Clerk Sandra Muragin.
Excused
Absent
SUBJECT
DISCUSSION
ACTION
Prior to the meeting being called to order, Administrative Assistant to the County Clerk Eddie
Topenio administered the Oath of Office to Commissioner Vonnell Ramos serving a second
term ending 12/31/22.
Call To
Chair Iida called the meeting to
Order/Roll Call
order at 3:00 p.m. with seven
members present constituting a
quorum.
Approval of
A. Open Session Special Minutes of December 14, 2019
Ms. Tokioka moved to approve
Minutes
the Open Session Special
minutes of December 14, 2019,
as circulated. Ms. Hahn
seconded the motion. Motion
carried 7:0.
B. Open Session Special Minutes of December 15, 2019
Ms. Tokioka moved to approve
the Open Session minutes of
December 15, 2019, as
circulated. Ms. Hahn seconded
the motion. Motion carried 7:0.
0
Civil Service Commission
Open Session
January 7, 2020
Page 2
SUBJECT
DISCUSSION
ACTION
C. Open Session Minutes of December 17, 2019
Ms. Tokioka moved to approve
the Open Session minutes of
December 17, 2019, as
circulated. Mr. Jose seconded
the motion. Motion carried 7:0.
Acting
CSC 2019-35 Acting Director's Reports for the December 2019 period.
Director's
A. Labor contracts and negotiations
Report
B. Administrative Services and Benefits
C. Classification and Pay and Labor Relations
D. Recruitment and Exam
E. Payroll
F. Employee Development and Health Services
G. EEO/ADA
Acting Director of Human Resources Janine Rapozo reviewed the December report with the
Commission (on file). She shared that Unit 3 accepted a settlement and the ratification vote
would end tomorrow. If ratified, the next step would be funding approval from the County
Council. Unit 14 was scheduled for arbitration on January 13, and Unit 4 held their hearing
and was pending a decision. She hopes Unit 4 accepts the settlement. Ms. Rapozo said
BerryDunn was selected as the consultant to develop an RFP (request for proposal) for the
new HRMS (human resources management system). BerryDunn was contracted to
complete the RFP before the end of this fiscal year, June 30, 2020 and once that is done they
plan to encumber the funds. She also reported that HR began use of the new IRS W-4 form
this year.
Ms. Tokioka was concerned that there would not be sufficient time to solicit, close and
award a bid by June 30, 2020. Ms. Rapozo explained that they are allowed to encumber
CIP (capital improvement) funds and plan to begin the selection process at the beginning of
the new fiscal year.
Civil Service Commission
Open Session
January 7, 2020
Page 3
SUBJECT
DISCUSSION
ACTION
Ms. Janine Ra ozo left the meeting room.
Pursuant to Hawaii Revised Statutes §§92-4 and 92-5 (a) (2) (4), 92-9 (a) (1-4) and (b), 76-
Ms. Tokioka moved to enter
47 (e) the purpose of this Executive Session is to receive and approve Executive Session
into Executive Session. Mr.
minutes, to consider the hire, evaluation, dismissal or discipline of an employee or officer of
Jose seconded the motion.
the County where consideration of matters affecting privacy will be involved and to discuss
Motion carried 7:0.
the hiring of a new Director of Human Resources, and to consult with the Commission's
legal counsel on questions and issues pertaining to the Commission's and the County's
Administrator Ellen Ching read
powers, duties, privileges, immunities, and/or liabilities as they may relate to this agenda
the Hawaii Revised Statutes to
item. (On -going)
move the meeting into
Executive Session.
At 3:06 p.m. the Commission
entered into Executive Session.
Return to Open
At 3:22 p.m. the Commissioners reconvened in Open Session.
Ms. Faulkner ratified the
Session
actions taken in Executive
Session for agenda items: ES-
001, ES-002, ES-003 and ES-
004. Mr. Jose seconded the
motion. Motion carried 7:0.
Business
CSC 2020-02 Discussion on the plans and actions regardingaudits udits performed for the
Ms. Tokioka moved to defer
following (ongoing):
CSC 2020-02 Discussion on the
A. Fiscal Year 2015-2016 Audit of County Hiring Practices (Report no. 15-01)
plans and actions regarding
B. Fiscal Year 2017-2018 Follow-up Audit of County Hiring Practices (Report no. 18-
audits performed for the
01)
following (ongoing):
C. Fiscal Year 2015-2016
Audit of County Hiring
Practices (Report no. 15-
01)
D. Fiscal Year 2017-2018
Follow-up Audit of
Civil Service Commission
Open Session
January 7, 2020
Page 4
SUBJECT
DISCUSSION
ACTION
County Hiring Practices
(Report no. 18-01)
Ms. Faulkner seconded the
motion. Motion carried 7:0.
CSC 2020-03 Discussion and possible outline of job expectations for the Director of
Ms. Tokioka moved to defer
Human Resources.
CSC 2020-03 Discussion and
possible outline of job
expectations for the Director of
Ms. Ching encouraged the commission to base their outline of job expectations using the
Human Resources. Ms. Hahn
job description and charter; the audit should also be incorporated. Ms. Tokioka said the
seconded the motion.
Department of Water had a useful document that outlined goals, measurements and due
dates and requested samples for the commission to view, as well as samples from other
departments. Ms. Ching advised that the information in the monthly reports could be
improved and more in -line with the job expectations. She said the report should
communicate the department's performance and accomplishments.
With no further discussion, Chair Iida asked the question.
Motion carried 7:0.
Announcements
Next Meeting: Tuesday, February 4, 2020 — 3:00 p.m., Mo'ikeha Building, Liquor
Conference Room 3.
Adjournment
With no objections, Chair Iida
adjourned the meeting at 3:28
p.m.
Submitted by:
Sandra Muragin, Commission Support Clerk
Reviewed and Approved by:
() Approved as circulated.
() Approved with amendments. See minutes of meeting.
Jeffrey Iida, Chair
DEPARTMENT OF HUMAN RESOURCES
ACTING DIRECTOR'S REPORT
TO THE
CIVIL SERVICE COMMISSION
JANUARY 2020
Hawaii Government Employees Association's (HGEA) Unit 3 (clerical employees) negotiating
committee accepted a settlement offer from the Employer group and therefore went out for
ratification vote beginning December 30`h through January 81h. HGEA notified the Employer group
that the contract was ratified. The terms of the settlement include the following:
July 1, 2019: $2,800 lump sum payment
Replace step movement plan with negotiated step movements
July 1, 2020: Employees on Step B to L move one step; delete Step B
Increase SR-4 to SR-8 by 2% to 10.1%
Include advanced practical registered nurse as a form of an acceptable
certificate of absences of five (5) or more consecutive days
Time Off for overtime work -decreased time from 18 hours to 16 hours
Add new classes for random drug testing (for Kaua'i, will now include Public
Safety Worker I and II, Pool Guard, Senior Pool Guard and Swimming
Instructor)
January 1, 2021: 3.4600 across the board increase
Unable to settle, arbitration for HGEA's Unit 14 (Ocean Safety Officers and Law Enforcement
Officers) started on January 13, 2020 and is expected to continue for two weeks. This would be the
last bargaining unit that is without a contract.
A contract has been signed with BerryDunn, the selected consultant for the department's Human
Resources Management System (HRMS) project. The scope of work includes the development of
a Request for Proposal (RFP) for a new HRMS that focuses on employee records and payroll,
assisting with the selection of a new vendor and implementation of the new system.
ob aoao-a4
Administrative Services and Benefits
At the beginning of 2020, the Department of Transportation (DOT) Federal Motor Carrier
Safety Administration (FMCSA) will be requiring employers to report and query
information about drug and alcohol violations for employees with Commercial Driver's
Licenses (CDL) to a central Clearinghouse, a secure online database.
Staff worked with our Finance -Information Technology Division to receive training on our
new Naviline software which provides for a more robust system for our human resources
transactions, moving away from the "green screen".
• New Hires: Accountant Trainee
Disaster Assistance Project Manager (exempt)
Fire Accounting Specialist (exempt)
Investigator (exempt)
IT Communications & Project Manager (exempt)
Program Specialist I (exempt)
Secretarial Assistant (exempt)
Solid Waste Worker II
• Exit Interviews (Retirees): 12 of 12
• Exit Interview (Voluntary Separations, Terminations) 0 of 1
• TDI Applications None
• Leave Sharing: None
• Reference Checks: 14
• Employment Verifications: 16
• Transactions:
New Hires
8
Separations
13
Reallocations
4
Promotions
3
Demotions
0
Transfers
2
Pay Increase
31
Suspension
4
Leave Without Pay
0
Short Term
26
*Miscellaneous Changes
4
**Other
18
Seasonal
1
*Miscellaneous changes include expense distribution changes, schedule changes, personal data
changes, etc.
**Other includes end of/extension of temporary reallocations, add,delete pay codes, amended
payroll certifications, extension of initial probation, rescinded payroll certifications, etc.
2
Classification and Pay and Labor Relations
• HGEA's Unit 2's (blue collar supervisors) funding bill is scheduled to be heard at the County
Council Committee meeting on January 22°1 with final reading on January 29, 2020.
• One (1) United Public Worker grievance was heard regarding the department's inability to
provide a safe working environment.
• Reallocations Processed: Accountant Trainee to Accountant I
Administrative Officer to Administrative Services Officer II
Civil Engineer III to Civil Engineer I
Crime Scene Specialist I to Criminalist I (2)
Emergency Services Dispatcher II to Emergency Services
Dispatcher I
Police Services Officer to Police Officer I (5)
Program Specialist I to Information Specialist II
Real Property Tax Services Supervisor to Program Support
Technician II
Recycling Specialist I to Recycling Specialist II
Student Intern II to Intern I (exempt)
Student Intern II to Intern II (exempt)
Waterworks Inspector I to Waterworks Inspector II
Waterworks Inspector II to Waterworks Inspector III
Waterworks Inspector III to Supervising Waterworks
Inspector
• Desk Audits: Crime Scene Specialist I to Criminalist 1(2)
• New Classes Adopted: None
• Administrative Reviews: None
Recruitment and Exam
• Assisted the Fire Commission in sending out non -selection emails to those applicants that
did not move on to the next phase of the process.
• Recruitments: Abstracting and Tax Mapping Supervisor I
Accounting Assistant (exempt)
Assistant Waterworks Controller
Bus Driver (substitute) (exempt)
Civil Engineer I
Civil Engineer II
Civil Engineer III
Civil Engineer IV
Civil Engineer V
Civil Engineer VI
Clerk (off -duty) (exempt)
Cold Case Investigator (exempt)
Construction Inspector III
Criminalist I
Detention Facility Worker (exempt)
Economic Development Specialist IV (exempt)
Election Clerk II (exempt)
Emergency Services Dispatcher I
Emergency Services Dispatcher II
Environmental Services Management Engineer
Equipment Logistics Crew Leader
Equipment Operator I
Fire Accounting Specialist (exempt)
Grant Specialist I
Grant Specialist II
Housing Assistance Specialist III (exempt)
Information Specialist II
Information Technology Specialist III
IT Communications and Project Manager (exempt)
Lead Water Meter Mechanic
Manager and Chief Engineer (exempt)
Police Services Officer
Public Housing & Development Specialist III
(exempt)
Sewer Maintenance Helper
Sexual Assault Forensic Nurse Examiner (SANE)
(exempt)
Vehicle Registration and Licensing Manager
Water Plant Operator I
Water Service Investigator III
Waterworks Information Technology Manager
• Lists Referred to Departments: Accountant III
Accounting Assistant (exempt)
Administrative Specialist II (exempt)
Bus Driver (substitute) (exempt)
Clerk (off -duty) (exempt)
Clerk -Dispatcher I (exempt)
Cold Case Investigator (exempt)
Construction Inspector III
Customer Service Representative I
Deputy County Attorney (exempt)
Detention Facility Worker (exempt)
Driver License Examiner I
Economic Development Specialist IV (exempt)
Election Clerk II (exempt)
rd
• Written Exams Administered:
• Performance Exams Administered
• Administrative Reviews:
Payroll
Emergency Services Dispatcher I
Equipment Logistics Crew Operator
Equipment Operator II
Field Operations Clerk (exempt)
Fire Accounting Specialist (exempt)
Fire Fighter II
Fire Fighter Trainee
Emergency Services Dispatcher I
Park Security Officer I
Police Services Officer
Wastewater Plant Operator Assistant
Equipment Logistics Crew Operator
Driver License Examiner I (accepted)
Planning Inspector (sustained)
Process Server (accepted)
Water Plant Operator I (accepted)
• Corrected definition of "disposable income" in regards to those with garnishments and made
adjustments as needed to deduction amounts.
• Created new deduction codes for new tax status codes beginning in 2020.
• CentralSquare, vendor for our payroll system was unable to update our system in time for
the new 2020 tax codes. As such, the new deduction method cannot be implemented to
calculate taxes for those that select Head of Household status.
• Gross Payroll:
12I15; 2019
$3,941,998
End of Month
$3,874,743
EUTF (Health Fund)
Active
Retiree
OPEB
$2,153,986
$ 717,486
$ 754,235
$ 682,265
ERS (Retirement)
$1,951,512
Social Security
$297,587
Medicare
$107,825
PTS SS Savings
$4,372
Employee Development and Health Services
Seven (7) new workers' compensation claims were filed this month; five (5) medical -only
claims, one (1) indemnity claim and one (1) controverted claim.
5
• As part of federal law for those with Commercial Driver's Licenses and as part of
collective bargaining agreements, various employees are subject to random, post -accident
and reasonable suspicion testing. Those who test positive, are also subject to follow-up
testing based on a Substance Abuse Professional's (SAP) recommendation. Currently, we
have thirteen (13) employees subject to follow up testing (Parks-2, Public Works-3, Water-
1, Fire-5, and Transportation-2).
• As part of an EEO settlement agreement, discrimination and harassment training was
provided to the Office of the Prosecuting Attorney on December 13`h and 16"; thirty-nine
(39) employees attended.
• Equipment/Driver Training: Aerial Bucket Truck (1 Public Works' employee)
Compactor Backhoe (2 Public Works' employees)
Pay Loader (4 Public Works' employees)
Backhoe (4 Public Works' employees)
6 Cubic Yard Dump Truck w: Pinto Hookup Trailer (1 Public
Works' employee)
6 Cubic Yard Dump Truck (2 Public Works' employees)
6 Cubic Yard Water Truck (3 Public Works' employees)
Hooklift Truck (2 Public Works' employees)
Tractor Truck & Trailer (1 Public works' employee)
EEO/ADA
• Assisting the State Disability and Communications Access Board (DCAB) in scheduling
and notifying various departments and agencies on a training that has been scheduled on
Kaua' i for February 4`h on ADA construction and modifications.
6
DEPARTMENT OF WATER
County of Kauai
"Water has no Substitute Conserve !t! "
MANAGER'S REPORT No. 18-106
June 22, 2018
Re: Discussion and Possible Action on the Manager and Chief Engineer's Goals for
FY 2018-2019
RECOMMENDATION:
It is recommended that the Board discuss and review the Manager and Chief Engineer's existing
goals and status to create measureable goals for the Department of Water for the upcoming FY
2018-2019.
FUNDING: N A.
BACKGROUND: The Manager and Chief Engineer (hereinafter "Manager") is responsible to
the Board for the effective conduct of the affairs of the Department of Water. The Manager
recommends and participates in Board formulation of Department mission, goals, objectives,
rules, regulations, and related policies. Within that framework, the Manager plans, organizes,
leads, coordinates, controls, and directs the staff, programs, and activities of the Department.
The Board of Water has the appointing authority to establish the Manager and Chief Engineer's
goals to set expectations for performance, to monitor its metrics, and provide feedback. The
goals are reassessed and modified mid -year or as deemed necessary at the Board's discretion. In
addition, a performance evaluation will be provided to the Department of Human Resources by a
minimum of eight (8) sources (e.g. subordinates, co-workers and superiors) each anniversary
date of the Manager. The Manager's goals are set every fiscal year.
The following recommendations shall be used to establish and evaluate goals:
A. Should be specific, measureable, attainable, realistic, relevant, and time -oriented.
B. Shall be determined in the form of a report, quantifiable result, physical accomplishment,
recommendation, or other type of verifiable confirmation.
C. Must be able to accomplish or subsequently completed within the 12 month period
starting July 1, 2018 and ending June 30, 2019. If the goal is expected to take more than
one year, it is recommended that it be broken into achievable phases with specific
benchmarks for the current year.
D. Deadlines must be set for accomplishing the goals for the Manager to focus on them in a
timely fashion.
E. Priorities should be identified for the Manager to focus time and energy on the goals
which deserve the most attention.
For the board's review and discussion the following goals have been established for the fiscal
year ending beginning July 1, 2018 and ending June 30, 2019.
4398 Pua Loke Street Uhu'e, HI 96766 Phone: 808-24S-S400 Fax: 808-245.5813 Operations Fax: 808-245-5402
ptj aoao-ol a.
Manager's Report No 18-xx
June 22, 2018
Page 2 of I
MANAGER'S GOALS UPDATE established June 22 22M62 EELL 9
Goal #1 - Provide a safe and
Objectives
Create and implement a
workplace safety program
per Board Policy No. 1.
Respond to provide a safe
and healthy work
environment.
Identify potential safety
hazards and provide timely
solution to mitigate hazards.
& Chief
work environment for
Success Measurements
Safety program shall
provide education and
training to cover
potential safety and
health hazards, including
Active Shooter Training
and lockdown
procedures.
Desired Outcome
Development of a
workplace safety
program. Provide active
shooter training for all
employees.
Satisfactorily address all
correspondence from
Hawai'i Occupational
Safety and Health
Division (HIOSH)
and visitors
Status
Active Shooter Training
scheduled August 22,
2018 with Kaua'i Police
Department (KPD).
All employees advised
to attend, Dept. of Water
will be closed to public
but drop box will be
available for payments.
KPD will also provide
evaluation of DOW
facilities for suggested
safety improvements.
Goal #2 - Establish and conduct monthly all -staff meetings and weeklv division head meetings
Ensure all employees stay
informed as to the major
events, outcomes, and
updates of the DOW
throughout the year to
provide for more efficient
operation and streamlined
communications to internal
and external customers.
Success Measurements
All employees shall
attend all -staff meetings,
which shall be held on a
monthly basis. All
division heads shall
attend weekly division -
head meetings with
Manager.
Desired Outcome
All employees shall stay
informed as to the major
events, outcomes, and
updates of the DOW
throughout the year to
provide for more
efficient operation and
streamlined
communications to
internal and external
customers.
Goal #3 — Host Hawaii Water Works Association Annual Conference & EXDo
ectives
Provide for a successful,
educational, enjoyable, and
beneficial conference for all
attendees, including those
from all Hawaiian islands.
Ensure content is relevant
and meaningful to attendees.
Provide opportunity for all
attendees to network, enjoy
Kauai.
Success Measurements
Provide at least 12
different speakers for at
least 12 relevant water -
industry topics, and
register at least 100
people for the
conference.
Desired Outcome
Increase knowledge
base via a wide array of
relevant water -related
topics and presentations.
Receive positive
feedback from attendees
in post -conference
survey.
Status
Monthly all -staff
meetings were reinstated
in March 2018 and
continue to be scheduled
for every month
throughout the year.
Division head meetings
shall continue to be held
on a weekly basis.
Status
Conference scheduled
for Nov. 7-9 at K61oa
Landing Resort in
Koloa, Kaua'i.
Scheduling of topics,
speakers, and
accommodations in
progress.
Manager's Report No 18-xx
June 22, 2018
Page 3 of 11
Manager & Chief Engineer
Goal #4 - Improve Communications and Streamline Workflow Processes within the DOW
Objectives
Identify opportunities to
improve communications
amongst divisions, between
divisions, and with public.
Identify opportunities to
streamline workflow
processes for more efficient
operations.
Success Measurements
Quicker response times
to customer inquiries,
quicker resolution of
issues, and more
efficient workflow
process for more
efficient operations in
every division.
Desired Outcome
Streamlined workflow
processes with clear
identification of division
or person responsible for
completing tasks,
resulting in quicker
responses to inquiries,
excellent internal and
external customer
I service.
Goal #5 — Improve employee morale and build unitv within DOW
Objectives
Increase workplace
productivity by improving
employee morale, build unity
and collaboration within
DOW within divisions and
between divisions. Improved
public perception of the
DOW.
Success Measurements
Reinstate employee
recognition program.
Provide at least six (6)
events or outings for all
employees to participate
in throughout the year to
build morale.
Desired Outcome
Happier, healthier, and
more productive
employees with
enhanced sense of pride,
value, accountability,
commitment, teamwork,
and dedication.
Status
In progress. Division
heads will be required to
identify potential
opportunities for
workflow process
improvements and
provide to Manager.
Status
Fun committee meets
monthly to schedule
events, outings, dinners,
etc. for employees to
participate in. Employee
recognition program to
be reinstated.
Goal #6 - Provide Incident Command System (ICS) training for selected employees to improve DOW's
ability to respond to extreme events or natural disasters
Improve DOW's ability to
respond to extreme events or
natural disasters, such as a
Category 5 hurricane, by
provide Incident Command
System (ICS) Training to
selected staff
Success Measurements
Ensure at least four (4)
DOW staff are
completely certified in
all ICS courses (level
100, 200, 300, 400, 700,
and 800). Ensure at least
four (4) additional staff
are certified in
introductory level ICS
courses, level 100&200.
Desired Outcome
Improved
communications
amongst DOW staff and
Kaua'i Emergency
Operations Center
during extreme events or
natural disasters, such as
2018 flood event or a
major hurricane event.
Status
Identifying specific staff
members who will be
utilized in emergency
response to Kaua'i
Emergency Operations
Center and
corresponding level of
certification that will be
required.
Goal #7 - Conduct annual Job Performance Reviews (JPRs) of all division heads, create Performance
Improvement Plans as needed, and create system to schedule and track JPRs for all staff
Ob
Identify opportunities for
performance improvement
by conducting annual Job
Performance Reviews (JPRs)
of all division heads, creating
Performance Improvement
Plans as needed, and creating
a system to schedule, track,
and ensure JPRs for all staff
are conducted on an annual
basis at a minimum.
Success Measurements
Performance evaluations
of all division heads to
be completed and, if
necessary, a
performance
improvement plan will
be implemented to
ensure satisfactory
performance.
Desired Outcome
All division heads
performing at
satisfactory level with
high level of
accountability. All staff
given the opportunity to
have an annual JPR
conducted to identify
opportunities for
improvement.
Status
Working with Dept. of
Human Resources to
determine current JPR
history of all employees,
develop and implement
schedule to conduct
JPRs of division heads
and subsequently for all
staff throughout the
year.
Manager's Report No 18-xx
June 22, 2018
Page 4 of I 1
Goal #8 — Identify specific
Obiectives
Identify specific training
needs and training
opportunities, including
leadership training, for
division heads and all
staff members.
& Chief
needs for all staff members and provide
Success Measurements
Provide leadership
training opportunities to
division heads.
Require division heads to
evaluate and determine
all training needs for staff
and provide opportunities
for training, as needed.
Desired Outcome
All staff members to
receive opportunities for
training to improve
performance, improve
customer service, and
grow in ability to lead.
ing opportunities
Status
Working with Dept. of
Human Resources to
determine current
trainings for all division
heads and employees.
Targeting Global
Leadership Summit
August 9-10, 2018 for
division heads.
Goal #9 — Fill at least 50% of all Department wide Vacancies in fiscal year 2018-2019
Obiectives
Evaluate each division's
needs and prioritize the
process of filling
vacancies accordingly.
Success Measurements
Fill at least 50% of all
vacancies in the
Department by the end of
fiscal year 2018-2019.
Fill at least 50% of all
Department wide
vacancies. Use 6-month
probationary period to
determine if new hires are
performing at satisfactory
level.
Goal #10 — Identifv and hire
Fill vacancy for Deputy
Manager -Engineer to
assist Manager & Chief
Engineer in fulfilling
duties of managing and
leading the Department
of Water.
Success Measurements
Fill vacancy within fiscal
year 2018-2019.
Desired Outcome
Improved performance and
customer service, more
balanced workloads for
employees and less
overtime.
Desired Outcome
Knowledgeable, talented
leader who is capable of
fulfilling the duties of the
position, including
assuming the duties of
Manager & Chief
as needed.
Status
Recruitment process
will be ongoing.
Position descriptions are
being carefully
evaluated.
Status
In progress.
Goal #11— Improve ability to communicate during and after extreme events, natural disasters, and/or
emergencies in the event that the cellular network is not available
Objectives
Improve communications
during and after extreme
events or natural disasters
by purchasing 800 MHz
radios for selected staff,
providing training, and
conducting periodic
testing of the system and
protocols.
Success Measurements
Establish radio
communications plan in
the event cell phone
service is not available.
Purchase and provide 800
MHz radios to selected
staff and provide training.
Conduct period testing of
system and protocols.
Desired Outcome
Ensure communications
are maintained throughout
and after an extreme event
in which cell phone
service would not be
available. All necessary
staff will be provided with
a radio, training, and
periodic testing of the
system and protocols.
Status
Radios were included in
FYI 8-19 budget and
process to purchase
radios has been initiated.
David Miyazaki from
Kaua'i Emergency
Management Agency
(KEMA) has been
contacted to conduct
training once radios are
Manager's Report No 18-xx
June 22, 2018
Page 5 of 11
Manager & Chief Engineer and Operations Division
Goal # 12 — Utilize results of FY17-18 Water Audit to implement water -loss reduction measures and
average less than 10.0% water -loss system-wide for FY18-19.
Objectives
Effectively utilize
information from FYI 7-18
Water Audit to reduce water
loss, which translates to
lower energy usage and
associated production costs,
as well as lower
maintenance -related costs
for the DOW. Water loss is
defined by total water
production vs. consumption
on -revenue
Success Measurements
The Chief of Water
Operations and
Waterworks Controller
track water production
and consumption and
report the results every
month via the Board
meeting. The
cumulative annual
average water loss for
FY 18-19 shall be less
than 10.0%
nager & Chief Engineer
Desired Outcome
Prioritizing leak repairs
for non -revenue water
for each of DOW's
public water systems
based on water audit
results will translate to
lower energy usage and
associated production
costs, as well as lower
maintenance -related
costs for DOW.
and Operations Division
Goal # 13 — Develop DOW Vehicle Fleet Management Program
Objectives
Create a vehicle
management program:
provide a clear and
simple system for staff to
share and use vehicles
based on needs. Ensure
that vehicles are
maintained, replaced, and
purchased in a timely and
manner.
Success Measurements
Implementation of
vehicle management
program for the entire
DOW in FYI 8-19.
Desired Outcome
Ensure that the
Department is responsible
in purchasing,
maintaining, replacing,
and using vehicles.
Status
The FYI 7-18 Water
Audit will be completed
by June 30, 2018 and
the results will be
carefully evaluated to
target high priority areas
for leak identification
and repair.
Status
The Manager & Chief
Engineer is gathering
information and will be
meeting with each
division to identify
challenges and
opportunities.
Manager & Chief Engineer, Operations & Engineering Divisions
Goal # 14 — Execute contract with professional engineering or architectural consultant for DOW
Baseyard Master Plan no later than Dec. 31.2018.
V n j ecnyes
Spatial and functional
planning analysis of the entire
existing DOW base yard,
internal and external, for
present and future needs (20
years min.). Identify existing
uses of facilities and
determine best use and
location, or relocation of
existing and proposed
structures, covered shelters
for equipment and materials,
green energy alternatives,
parking for vehicles,
equipment, and supplies.
Capture staff input by
establishing task groups.
Success Measurements
Execute contract with
selected professional
architectural or
engineering consultant
prior to Dec. 31, 2018.
Once the contract is
executed, DOW to work
with consultant to
determine schedule for
receiving conceptual
plan alternatives with
cost estimates, which
will be presented to the
Board for approval.
Desired Outcome
The DOW will have a
contract in place to
provide a conceptual
Master Plan for the
DOW Baseyard. The
Master Plan shall
provide innovative
solutions to maximize
DOW's use of the
existing space and
considerations for the
specific needs of
operational staff, I.T.
staff, and water quality
staff, both now and for
the future.
Status
A customized category
was created for this
proposed contract in the
DOW's most recent
Notice for Professional
Services to invite
interested firms to
submit a statement of
qualifications for fiscal
year 2018-2019 by the
end of June, 2018. The
DOW will proceed with
the consultant selection
process in July 2018.
Manager's Report No 18-xx
June 22, 2018
Page 6 of 11
Manager & Chief
and Fiscal Division
Goal # 15 — Complete the ongoing 5-year water rate study to ensure fair and reasonable water rates for
DOW ratepavers.
Objectives
Provide accurate and timely
information to the selected
water rate study consultant
and work with them to
complete a Final Report to
be presented to the Finance
Committee and approved by
the Board of Water.
Success Measurements
Complete the current
water rate study, present
a recommendation to the
Finance Committee and
receive approval of the
final report from the
Board of Water no later
than December 31, 2018.
& Chief
Desired Outcome
The Department will
continue to be fiscally
responsible to its
ratepayers in ensuring
fair and reasonable
water rates.
and Fiscal Division
Status
The Department is
working with the
selected consultant to
update the financial
model with the approved
fiscal year 2018-2019
budget.
Goal # 16 — Develop financial policies in support of the DOW's water rate study and budgeting
processes by executing a contract with a financial consultant to evaluate the DOW's existing financial
policies and make recommendations for volicv development.
Objectives I Success Measurements I Desired Outcome I Status
Evaluate the DOW's
existing financial policies
and make recommendations
for the development of
financial policies to be
implemented in support of
the DOW's water rate study
and budgeting process.
Identify and implement an
accounting program which
can be utilized in
conjunction with Great
Plains to streamline the
budgeting process.
Execute the contract
with the selected
financial consultant no
later than December 31,
2018.
The Department will be
better positioned to
ensure a high level of
fiscal responsibility to
its ratepayers in
maintaining fair and
reasonable water rates.
The budgeting process
will be more
streamlined.
L_ Manager & Chief Engineer and Fiscal Division
The scope of the
proposed contract is
being developed by the
Fiscal division and
funds for the contract
have been budgeted in
the fiscal year 2018-
2019 budget.
Goal # 17 — Execute a contract with a vendor to provide a cloud -based hosting solution for the
Department's Oracle billing system (Customer Care and Billing, "CC&B") which includes functional
and technical support
Objectives
Provide cloud -based
hosting solution with
functional and technical
support for CC&B
applications
Success Measurements
Execute a contract with a
vendor no later than
November 30, 2018.
Desired Outcome
More efficient customer
care and billing system
leading to improved
customer service
More balanced workload
for staff who are currently
providing functional and
technical CC&B support.
Status
The Department is in the
process of finalizing the
solicitation for vendors
to submit proposals and
anticipates releasing the
Request for Proposals in
August 2018.
Manager's Report No. 18-xx
June 22, 2018
Page 7 of 11
Manager & Chief
and Fiscal Division
Goal # 18— Execute a contract with a consultant to evaluate the Department's Oracle billing system
(Customer Care and Billing, "CC&B")
Objectives
Evaluate the
Department's Oracle
billing system (Customer
Care and Billing,
"CC&B") to determine if
it is meeting the
Department's needs or
identify a system which
would better serve the
Department and
recommend and
Success Measurements
Execute a contract with a
professional consultant
and initiate the evaluation
of CC&B in fiscal year
2018-2019.
Desired Outcome
Professional
recommendation as to the
customer care and billing
system best suited to serve
the Department and its
customers.
Manager & Chief Engineer and Fiscal Division
Status
The fiscal division will
begin developing the
scope of the contract in
the third quarter of
2018.
Goal # 19 — Provide option of online credit & debit card payment to customers
Objectives I Success Measurements I Desired Outcome Status
Improve customer service by
providing option of online
credit card and debit card
payment in addition to cash
and checks.
Online credit card and
debit card payment
option available to
customers no later than
Dec. 31, 2018.
& Chief Engineer. En
Improved customer
service.
This service is being
included in the
Department's
solicitation for vendors
for the CC&B hosting
solution to expedite
and Operations Divisions
Goal # 20 — Execute a professional services contract to conduct a vulnerability and resiliency assessment
to develop a comprehensive, island -wide strategy for preparing for the impacts of an extreme event,
such as a Category 5 hurricane, for the DOW's entire system.
Objectives
Realistically assess DOW's
ability to survive and
respond to a major disaster
in a way that maintains, to
the extent possible, its
primary goal of providing
safe, affordable, and
sufficient drinking water.
Identify and assess the
vulnerability and resiliency
of all major facilities of the
DOW's drinking water
system in an extreme event.
Generate a mitigation,
preparedness,
implementation, and rapid
Success Measurements
Execute a professional
services contract no later
than December 31, 2018.
Desired Outcome
Improved emergency
preparedness and water
system hardening.
Identification and
prioritization of
mitigation actions that
can be taken before and
after an extreme event to
reduce impacts on the
water system.
The actions shall be
realistic based on the
DOW's staffing levels,
level of service, and
funding capabilities.
Status
A customized category
was created for this
professional services
contract in the DOW's
most recent Notice for
Professional Services to
invite interested firms to
submit a statement of
qualifications for fiscal
year 2018-2019 by the
end of June, 2018.
The DOW will begin the
consultant selection
process in July 2018.
Manager's Report No 18-xx
June 22, 2018
Page 8 of I 1
Manager & Chief Engineer and Engineering Division
Goal # 21— Complete the desi n of at least four 4 Water Plan 2020 Projects
Objectives
Success Measurements
Desired Outcome
Status
Engineering division shall
Complete four (4) design
Ensure quality control
Design is ongoing.
lead and be responsible for
projects no later than
and standardization of
all DOW engineering design
June 30, 2019.
projects. Support the
work, including the review
Engineering design
and oversight of consultant's
needs of the other
hired to provide design
divisions.
services for the DOW's
C.I.P. projects.
Manager & Chief Engineer, Engineering, Construction,
and Water Resources & Planning Divisions
Goal # 22 — Update of Water System Standards
Objectives
Success Measurements
Desired Outcome
Status
Evaluate existing Water
Complete 1/3 of updates
Completely up-to-date
Engineering,
System Standards and make
by Dec. 31, 2018, 1/3 of
Water System
Construction, and WR/P
necessary revisions as it
updates no later than
Standards.
have initiated review of
relates to water resources &
June 30, 2018, and
Water System Standards
planning, engineering, and
complete and implement
and will schedule
construction.
all updates no later than
regular meetings to track
Dec. 31, 2019.
1
progress.
Manager & Chief
Engineer and Water Resources & Planning WR/P Division
Goal # 23 — Execute contract with consultant to prepare Water Plan 2040
Objectives
Success Measurements
Desired Outcome
Status
Determine scope of services
Executed contract no
Water Plan 2040
Water Resources &
to be completed for
later than Dec. 31, 2018.
planning document to be
Planning to draft scope
consultant to provide Water
completed with
of services and prepare
Plan 2040. Incorporate
expertise from
contract documents.
considerations for County of
engineering consultant.
Kauai General Plan update.
Negotiate with consultant
and execute a contract to
initiate work on Water Plan
2040.
Manager & Chief Engineer and Water Resources & Planning Division
Goal # 24 — Execute contract with consultant software for license and maintenance of Innovyze
hydraulic modeling software
Objectives
Success Measurements
Desired Outcome
Status
Prepare sole source
Execute contract for sole
WR/P staff will be
Water Resources &
procurement, award and
source procurement no
trained to utilize the
Planning to draft scope of
execute contract. Provide
later than Dec. 31, 2018.
hydraulic modeling
services and prepare
additional training to
software, Innovyze,
contract documents.
WR/P staff as necessary
coupled with G.I.S., for
to fully utilize Innovyze
all DOW systems by the
hydraulic modeling
end of 2019.
software. Use G.I.S.
information from I.T. to
complete all water system
models by Dec. 31, 2019.
Manager's Report No 18-xx
June 22, 2018
Page 9 of l 1
& Chief Engineer and I.T.
Goal # 25 — Identify specific locations of at least 99.0% of all DOW system water meters and input
locations into DOW's G.I.S. database by end of FY18-19
Objectives
Identify specific locations
of water meters and input
them into the DOW's
G.I.S. database to better
serve customers and
DOW staff. After all
water meter locations are
input into G.I.S., DOW
will then hire consultant
to migrate geodatabase to
sequel server format.
Success Measurements
At least 99.0% of all
DOW system water
meters to be located and
input into G.I.S. by end
of fiscal year 2018-2019.
Desired Outcome
DOW staff will be able to
better service customers
with all water service
requests and inquiries
with a system that
correctly locates all
existing water meters.
DOW meter readers will
not be completely
dependent on memory or
transitioning institutional
knowledge when staff
retire.
& Chief Engineer and I.T.
Status
I.T. division has currently
located and input
approximately 50% of all
of the DOW's existing
water meters into G.I.S.
and will continue to move
forward at accelerated
pace. Manager & Chief
Engineer to ensure that a
DOW vehicle is available
for I.T. staff to use for
field work on routine
basis.
Goal # 26 — Install at least 100 new transponders per month for "leak detection" water meters
ectives I Success Measurements
Install new transponders I Once DOW executes
for "leak detection
meters" to evaluate
performance of
transponders, which are
intended to provide better
customer service. The
new transponders would
be capable of notifying
customers automatically
if continuous usage (i.e. a
leak) occurs for a
specified duration.
contract to purchase 1000
new transponders for
"leak detection meters",
DOW to install an
average of at least 100
transponders per month.
Desired Outcome
Improved customer
service with modern
technology. The new
transponders, known as
"leak detection meters"
could provide valuable
information to customers
DOW will be conducting
a pilot study with
installation of 1000 new
transponders to evaluate
performance to weight
the relative costs and
benefits.
& Chief Engineer and I.T.
Status
DOW budget for fiscal
year 2018-2019 has been
approved and includes
budget for purchase of
1000 new transponders
for "leak detection
meters". DOW to initiate
installation as soon as
possible once
transponders are
purchased in Yd quarter
2018.
Goal # 27 — Execute contract with consultant to create new I.T. Strategic Plan for current and future
needs of Dept.
Objectives
Create new I.T. Strategic
plan to supersede
previous plan from 2013
and revise scope to
include new initiatives
for DOW to support
current and future growth
of Department.
I.T. staff and Manager &
Chief Engineer to provide
scope of services.
Success Measurements
Execute contract with
consultant and initiate
work to create new I.T.
Strategic Plan no later
than Dec. 31, 2018.
Desired Outcome
Modernized I.T. Strategic
Plan that accurately
assesses current and
future needs for Dept. of
Water and provides
realistic means and
recommendations to
implement and prioritize
I.T. initiatives.
Status
DOW budget for fiscal
year 2018-2019 has been
approved and includes
budget for I.T. Strategic
Plan.
I.T. and Manager & Chief
Engineer are in the
process of finalizing the
scope of services for the
consultant.
Manager's Report No 18-xx
June 22, 2018
Page 10 of 11
& Chief Engineer and I.T.
Goal #28 — Identify best Asset Management software for DOW and initiate implementation of the new
�]
software. The new software shall be used to develop a Preventative Maintenance Program.
Identify asset
management software
which best meets the
needs of the Department.
The software should be
compatible with G.I.S.
and Great Plains, should
be user friendly, and
should be used to
generate preventative
maintenance work orders.
The selected software
will shall be used to
create a preventative
maintenance program for
all maior DOW assets.
Success Measurements
Identify asset
management software
and initiate
implementation of new
software in fiscal year
2018-2019.
Desired Outcome
Asset management
software which will be
compatible with G.I.S.
and Great Plains, user
friendly, and used to
generate preventative
maintenance work orders.
Effectively the DOW will
be creating a preventative
maintenance program for
all major DOW assets.
Such a program will
provide better water
system reliability through
wise asset management.
Manager & Chief Engineer and Public Relations
Status
DOW budget for fiscal
year 2018-2019 has been
approved and includes
budget for I.T. Strategic
Plan.
I.T. and Manager & Chief
Engineer are in the
process of finalizing the
scope of services for the
consultant, which
includes identification of
asset management
software which will best
serve DOW based on
specific needs.
Goal #29 - Develop & implement one new annual water conservation and education event for DOW's
—]
prima customers in addition to annual Make a Splash festival.
Ob
Build a positive
community and
educational awareness of
DOW through public
relations programs. For
Make a Splash, DOW
will research, seek, and
establish partnerships in
the community to assist
with activities and
provide volunteers.
Success Measurements
Implement new annual
water conservation and
water education event in
fiscal year 2018-2019.
Continue to host annual
Make a Splash Festival.
Manager & Chief
Goal #30 — Re -energize the customer service e
Objectives
Re-establish community
and media partnerships to
promote positive public
trust. Build a positive
community and
educational awareness of
DOW through public
relations programs. Assist
DOW internal operations
with customer service
oriented
Success Measurements
Implement customer
service welcome package
in fiscal year 2018-2019.
Desired Outcome
Promote DOW's services
to deliver drinking water
to customers. Educate
customers about water
quality & DOW's
compliance with Safe
Drinking Water Act.
Develop media campaign
to promote DOW's
conservation measures.
and Public Relations
Status
DOW's Information &
Education Specialist is
spearheading this new
event and the annual
Make a Splash festival.
a new customer welcome
Desired Outcome
Improved customer
service: upon completion
of water service
application provide
customer with water
conservation tools, DOW
tips, phone list, brochure,
FAQ's and welcome
letter. Include CTY sign-
up options for all new
customers.
Status
DOW's Information &
Education Specialist is
spearheading the
customer service
welcome package.
Manager's Report No 18-xx
June 22, 2018
Page 11 of 11
Manager & Chief Engineer and Construction Management
Goal #31 - Continue to improve construction management methods and expertise and utilize PM Web
construction management software
Objectives
Success Measurements
Desired Outcome
Status
Complete upgrade to project
Utilize new construction
All construction projects
Implementation of new
document management
document management
will be using the
construction
system.
program for all DOW
electronic construction
management program
C.I.P. and private
document management
and training for staff and
construction projects in
system.
consultants is ongoing.
fiscal year 2018-2019.
Option 1: Approve Manager's Report as recommended.
Pros: The Department of Water and Manager & Chief Engineer will have a clear
vision established for the next fiscal year with measurable, challenging, time -
sensitive, and achievable goals aimed at improving customer service,
accountability, and meeting the Department's mission statement.
Cons: The goals set forth are intended to be challenging and the manager & Chief
Engineer and Department may not successfully complete all of them in fiscal
year 2018-2019.
Option 2: Do not Approve Manager's Report as recommended.
Pros: The Manager and Chief Engineer's fiscal year 2018-2019 goals can be
modified as directed by the Board.
Cons: Implementation of the goals could potentially be delayed.
BW ein
Mgrrp Discussion and Possible Action on the Manager and Chief Engineer's Goals for FY 2018-2019 (6-22-18):em
Attachment 1- Goals for Manager and Chief Engineer and New Template for Annual Evaluation
Step 1: Conduct Evaluation using Dept. of Human Resources Template. Score all categories except #6 "Achieving Goals". Use Weights for each criteria as follows:
Criteria
*Score (from 1 to 5)
Weight (%)
Total Score
1
Customer Service
10%
2
Planning and Organizing
10%
3
Leadership
10%
4
Communication
10%
5
Personnel Management
10%
6
Achieving Goals
Use score from Goals, Step 2, below
30%
7
Policy Development
10%
8
Financial Management
10%
Total Score of Evaluation
*To score the Dept. of Human Resources criteria, the following legend is used:
1
Unsatisfactory
2
Needs Improvement
3
Satisfactory
4
Excellent
5
Superior
Step 2: Score Goals using this format:
Scoring Legend:
Corresponds to DHR's Legend as:
No progress on goal = 1 points
Unsatisfactory
Goal Partially Met = 2 Points
Needs Improvement
Goal Met on Time = 3 Points
Satisfactory
Goal Met ahead of schedule = 4 points
Excellent
Goal Exceeded ahead of schedule= 5 points
Superior
Goal #
Weight
Average Score (from 1 to 5)
Score x Weight
1
25%
2
10%
3
15%
4
15%
5
15%
6
20%
Total Score of Goals
Step 3: Finalize Total Score of Evaluation (blue cell, above) by using Total Score of Goals (yellow cell) in table above
Use this score in table above
Manager & Chief Engineer's Goals for August, 2019 through March, 2020
Goal #1- Fill Key Vacancies and Evaluate Organizational
Structure for Improvements
Tactic
Action Steps
Desired Outcome
Success Measurements
Status/Notes
Score
Identify and hire Deputy Manager-
Knowledgeable, talented leader who is capable
Identify and hire Deputy Manager -
Engineer to assist Manager & Chief
of fulfilling the duties of the position, including
Engineer by March, 2020.
1.1
Engineer in fulfilling duties of managing
assuming the duties of Manager & Chief
and leading the Department of Water.
Engineer as needed.
Interview, select, and hire qualified
More appropriate staffing levels will be
Hire qualified applicants for both
applicants for two vacant positions in
provided within I.T. which will better serve the
positions: fill at least one position in
1.2
I.T.: 1. Information Technology
entire DOW and customers. Existing I.T. staff
2019 and fill both positions by March,
Specialist III and, 2. Waterworks
will have more balanced workloads and more
2020.
Information Technology Officer
balanced distribution of duties.
Interview, select, and hire qualified
Performance of the Fiscal division can be
Hire qualified applicant by Dec. 31,
applicant for Assistant Waterworks
greatly enhanced, leading to improved internal
2019.
Controller position.
and external customer service. A more robust
succession plan will be put into place to allow
1.3
for effective transfer of knowledge, duties,
responsibilities, and experience from the
Waterworks Controller to the Assistant
Waterworks Controller
Conduct research and investigation to
Provide a safe and healthy work environment
Provide recommendation to the Board
determine if the Department of Water
for employees, customers, and visitors.
no later than the March, 2020 Board
1.4
should create a new position for a
Develop comprehensive workplace safety
meeting as to whether the DOW
Safety Officer.
program to satisfy Board Policy No. 1 and to
should create a Safety Officer position
ensure all applicable safety laws are being
met -
with appropriate justification.
Evaluate each division's needs &
Improved performance, more balanced
Fill at least 5 vacancies across the
prioritize filling vacancies accordingly.
workloads for employees and less overtime,
Department by March 31, 2020.
1.5
Evaluate organizational structure of
improved customer service.
each division and provide
recommendations for reorganization to
Average Score of Goal #1
Goal #2 - Ensure Financial Health
Tactic
I Action Steps
Desired Outcome
Success Measurements
Status/Notes
Score
Complete the ongoing 5-year water
The Department will continue to be fiscally
Present a recommendation to the
rate study to ensure fair and
responsible to its ratepayers in ensuring fair
Board by the October 25, 2019 Board
reasonable water rates for DOW
and reasonable water rates.
meeting and receive approval of the
2.1
ratepayers. Present a recommendation
final report from the Board of Water
to the Finance Committee and receive
by March, 2020.
approval of final report from Board of
Develop financial policies in support of
The Department will be better positioned to
Negotiate and execute a professional
the DOW's water rate study and
ensure a high level of fiscal responsibility to its
services contract with the selected
budgeting processes by executing a
ratepayers in maintaining fair and reasonable
financial consultant by March, 2020.
contract with a financial consultant to
water rates. The budgeting process will be
2.2
evaluate the DOW's existing financial
more streamlined.
policies, internal controls, and make
recommendations for policy
development and procedures.
Average Score of Goal #2
Goal #3 - Implement Operational Improvements to Increase Efficiencies and Ensure Water Quality
Tactic
Action Steps
Desired Outcome
Success Measurements
Status/Notes
Score
Develop G.I.S. Road Map with G.I.S.
GIS technologies will be effectively leveraged
Complete procurement for G.I.S.
consultant to identify specific
for a broad range of benefits, including but not
consultant to come to the Department
challenges and specific needs at the
limited to: improved identification of meter
and initiate development of GIS
3.1
DOW to effectively implement
locations and water facilities, enhanced
RoadMap for DOW by March, 2020.
available GIS tools and resources
customer service, quicker response times, and
across the Department
establishment of a reliable system of record to
be used by all staff.
Water Quality division to provide
Meet all state and federal regulatory
No missed sampling, monitoring, or
*It is anticipated that DOH will
systematic weekly check to ensure all
requirements from DOH and Environmental
reporting events throughout the year.
establish a timeline for the
sampling is conducted and all data
Protection Agency (EPA). Conduct all required
Meet all DOH requirements to report
requirements associated with the new
required by Department of Health
sampling and monitoring throughout the year.
data to the new Compliance
Compliance Monitoring Data Portal in
3.2
(DOH) is provided. Initiate reporting to
Ensure quality control and quality assurance of
Monitoring Data Portal (anticipated to
the 3rd quarter 2019.
Compliance Monitoring Data Portal
all samples and laboratory practices.
be introduced in the 3rd quarter of
required by DOH per timeline required
2019).
by DOH.*
Water Quality division to review all
Continue to meet all state and federal
Water Quality division to review all
microbiological sample points and
regulatory requirements from Dept. of Health
micro sample points and identify those
identify suitable alternate locations
and EPA while ensuring that all sample sites
which are no longer viable by
3.3
which may be more representative of
are representative throughout the distribution
November 30, 2019. Identify suitable
water quality within distribution
system for each of the DOW's 9 public water
replacement sites for dedicated
system.
systems.
sample stations by March 31, 2020.
Average Score of Goal #3
Goal #4 - Implement Customer Service Improvements, Promote Wise Water Use and Public Education
Tactic
Action Steps
Desired Outcome
I Success Measurements
Status/Notes
Score
Continue to improve customer
Enhanced payment options for customer's and
Implement card -swipe machines in
payment options by providing means
improved customer service
DOW lobby to accept credit and debit
for credit and debit card payments at
cards and provide mobile payment
4.1
DOW lobby via card -swipe machines.
application for both Android and
Provide mobile application for both
Apple devices to all customers within
Android and Apple to all customers to
2019.
pay bills via smart phone.
Host 3 DOW education events:
Build a positive community and educational
Coordinate and host Make a Splash
1. Fix a Leak Week
awareness of DOW through public relations
Festival at a new location in 2019 -
2. National Drinking Water Week
programs. Educate customers about water
Vidinha Stadium Soccer Field. Continue
3. Make a Splash w/Project WET
quality, conservation, DOW services and
to host annual Fix a Leak Week for
4.2
Festival
DOW's compliance with Safe Drinking Water
customers and enhance National
Act. Provide employee oriented, educational
Drinking Water Week events.
events that highlight important staff functions.
Increase media advertisements to
Improve DOW's visibility and image in the
Increase use of print advertisement;
promote DOW services, including:
community by utilizing local advertising
continue radio announcements, and
1. Customer Account Portal, Billing
platforms with DOW-branded ads to promote
social media use. Develop DOW
Services,
DOW's services, announcements, and other
branded advertisements showcasing
4.3
2. Water Quality, Drinking Water
notices.
our newly revised logo. Present for
Service
Project W.E.T. in at least two
3. Water service announcements
conferences in Hawai'i by March,
2020.
Average Score of Goal #4
Goal #5 - Expand Training Opportunities for Employees
in Critical Areas of Need.
Tactic
Action Steps
Desired Outcome
Success Measurements
Status/Notes
Score
Establish program within DOW for
DOW staff will be provided with opportunity
Determine max. number of DOW staff
staff to apply for Leadership Kaua'i
to demonstrate initiative and participate in
who can attend, obtain Board approval
5.1
Program in 2020.
valuable leadership training, which will lead to
of funds, and establish fair and
increased leadership abilities across the DOW.
reasonable means to identify which
staff will attend the Leadership Kaua'i
Continue to provide valuable webinar
Provide staff with additional training and
Provide at least 4 webinar trainings for
trainings in the Board Room for all
resources to be more effective in their roles.
all staff from August, 2019 through
5.2
staff from professional organizations
Improve skills and knowledge in critical areas.
March 20, 2020.
such as SkillPath and Pioneer Educator.
Provide for staff to attend budgeted
Improved performance, customer service,
Staff from at least 4 different divisions
trainings, workshops, and conferences
proficiency, and skill sets for all staff.
will attend budgeted Conferences,
5.3
to expand employee's knowledge base
trainings, or workshops by March,
and improve proficiency
2020.
Average Score of Goal #5
Goal #6 - Improve Internal Communications, Improve Morale, and Build Unity.
Tactic
Action Steps
Desired Outcome
Success Measurements
Status/Notes
Score
Continue to conduct all -staff meetings
All employees shall stay informed as to the
All employees shall attend all -staff
at least every other month and
major events, outcomes, and updates of the
meetings unless absence is pre -
conduct effective, efficient weekly
DOW throughout the year to provide for more
approved. Attendance to be taken at
6.1
meetings amongst division heads and
efficient operation and streamlined and
meetings. All division heads and leads
leads
consistent communications to internal and
shall attend weekly division -head
external customers.
meetings with Manager.
Provide professional, in -person
Significant improvement in communications
At least one full day communication
training for communication with an
skills and professionalism for all DOW staff.
training shall be provided to at least 40
6.2
industry -leading training institution
DOW staff in 2019 by an industry -
such as SkillPath, Pioneer Educator,
I etc.
leading training institution.
Work with staff and fun committee to
Happier, healthier, and more productive
Provide at least five (5) events, outings,
provide events, outings, dinners, etc. for
employees with enhanced sense of pride, value,
dinners, etc. for all employees to
all employees to participate in
accountability, commitment, teamwork, and
participate in from August, 2019
6.3
throughout the year to build morale,
dedication.
through March, 2020 to build morale,
teamwork, and unity. Continue to
teamwork, and unity. Continue to
provide monthly DOW newsletter to
provide monthly DOW newsletter to
DOW staff and partners.
DOW staff and partners.
Ensure annual Job Performance Reviews
Improved communication, feedback, and
Annual Job Performance Reviews for at
(JPRs) are conducted for all staff, create
accountability amongst staff and supervisors.
least 9S% of DOW staff shall be
6.4
Performance Improvement Plans as
completed and submitted to Dept. of
needed.
Human Resources by requested due
Average Score of Goal #6
17�
v "
Q
O
t
0
V
COUNTY OF KAUA'I
EVALUATION FACTORS: APPOINTEES/MANAGERS
Name/Title:
Review Dates:
Unsatisfactory (1) Needs Improvement (2) Satisfactory (3) Excellent (4) Superior (5) Score
1 Customer Service: Courtesy in dealing with customers and effectiveness in meeting the customer's needs. (Customers may include, but not limited to, the public;
Mayor; County Council; Board or Commission; and other department/agency heads and deputies.)
Has shown little interest in meeting the
Is occasionally discourteous when working
Almost always courteous and effective
Is pleasant and helpful when dealing with
Courteous and effective when dealing with
needs of the customers. Antagonize the
with customers. Sometimes is not effective in
when dealing with customers.
customers.
customers goes far beyond the call of duty to
customers in dealings with them.
meeting the needs of customers.
serve customers.
Trend: Improving Same ❑ Declining Li
Recommendation(s) for Improvement:
2 Planning and Organizing: Establishing a course of action, structuring or arranging resources, and setting priorities for self and others to accomplish specific goals.
Demonstrated ability to plan ahead, schedule work, set realistic goals, anticipate and prepare for future assignments, set logical priorities and use time wisely.
Usually disorganized, and often in a
Has difficulty in setting priorities and/or in
Usually does a good lob in assigning
Seldom in a crisis due to lack of planning and
Does a super or;ob n assigning priorities
crisis caused by lack of planning and
attaining goals.
priorities. Able to attain most goals.
organizing. Is able to attain nearly all goals.
Ant c,pates problems and decides how to
organizing.
handle them. Accomplishes tasks ahead of
schedule in most instances
Trend: Improving ❑ Same ; ] Declining
Recommendation(s) for Improvement:
Page 2 Evaluation Factors: Appointees/Managers
Unsatisfactory (1) 1 Needs Improvement (2) 1 Satisfactory (3) 1 Excellent (4) 1 Superior (5) 1 Score
3 Leadership: Measurement of getting people to willingly work to accomplish an objective. Utilization of appropriate interpersonal styles and methods to guide individuals
or groups toward effective task accomplishment. Controlling and evaluating performance, utilization of resources available to accomplish tasks, effective employee
development and counseling and sharing leadership when appropriate.
Inhibit subordinate motivation to
Somebmas fails to sufficiently motivate
Effectively motivates to accomplish tasks
Consistently effective in motivating employees
Exceptionally effective leader. MalMaims Nighty
accomplish tasks or improve personal
employees to accomplish tasks or develop
and develop employees. Takes action to
to accomplish tasks and improve personal
motivated and developed employees. Problems
development. Fads to take initiative and
employees. Shares very little information with
solve problems Maintains a good method of
development. Maintains excellent method of
are consistently detected early, and information
rarely knows lob status Shares little or no
superiors or subordinates
sharing information with superiors and
sharing information. Most potential problems are
is shared in the most efficient manner. This
information with superiors or subordinates
subordinates.
detected early.
person is always on top of things.
Trend: Improving Same : ; Declining
Recommendation(s) for Improvement:
4 Communication: Expression of ideas orally and In writing, providing relevant and timely Information to superiors, co-workers. subordinates and other customers,
listening and understanding others.
Written work is often incomplete and
Written work usually contains some errors.
Reports are generally accurate but
Reports are consistently accurate and well
Wntes well -organized, understandable and
contain errors. Fails to clearly express
Thoughts are not presented in a logical order in
occasionally contain errors. Routing reports
organized seldom needing correction This
accurate reports. Orel or wntten presentation is
opinion on ideas.
conversation often has trouble being
are performed adequately but more
person can capably prepare and present
excellent. needs minimal improvement. In less
understood
important or complex reports require closer
important oral or written reports Listens well and
formal conversation this person listens well in
supervision.
can be understood
addition to getting the point across.
Trend: Improving Same 1 Declining
Recommendation(s) for Improvement:
Page 3 Evaluation Factors: Appointees/Managers
Unsatisfactory (1) Needs Improvement (2) Satisfactory (3) Excellent (4) Superior (5) Score
5 Personnel Management: Selecting, managing. motivating and developing employees, following prescribed personnel policies and practices, including equal employment
opportunity. Effectiveness in utilization of personnel resources.
Has difficulty in selecting, managing,
Somewhat effective in selecting, managing.
Generally effective in selecting, managing,
Very effective in selecting, managing, motivating
Exceptionally effective and creative in selecting,
motivating and developing staff members to
motivating and developing staff members to
motivating and developing staff members to
and developing staff members to meet individual
managing, motivating and deveicping staff
meet individual and group goals. Often
meet individual and group goals. Usually follows
mead individual and group goals. Follows
and group goals. Follows prescribed personnel
members to meet individual and group goals.
disregards prescnbed personnel policies
prescnbed personnel policies and practices.
prescribed personnel policies and practices.
policies and practices. Handles employee
Follows prescribed personnel policies and
and practices.
However, some improvement of these skills is
Effective in managing personnel resources.
performance problems effectively and selects
practices. Demonstrates skill and creativity in
needed.
well -qualified candidates.
dealing with employee performance problems,
and selecting well -qualified candidates.
Trend: Improving Same ❑ Declining ❑
Recommendations) for Improvement:
6 Achieving Goals: Effective organizational management to achieve defined program measurements, goals, and objectives. Establish realistic program measurements,
goals and obtectives for employees. Produce a reasonable volume of work on schedule, demonstrating accuracy, thoroughness and dependability.
Does not achieve defined objectives. and
Goals are not always achieved, and accuracy
Effective in the establishment of realistic,
Goals are consistently achieved. The volume,
Exceptional manager achieving extremely high
establishes unrealistic goals for employees.
and volume of work is sometimes less than
achievable goals production of work is
accuracy and thoroughness of work is very
standards. Production of work is exceptional due
Develops error prone incomplete work.
standard. Work is frequently untimely. Some
dependable and generally accurate. Work is
effective. Work is almost always timely.
to high degree of accuracy, volume, and
Work is generally untimely. Regular
monitoring required.
generally timely.
thoroughness. Work is always timely.
reminders needed to obtain compliance.
Trend: Improving Same ; Declining ;
Recommendation(s) for Improvement:
Page 4 Evaluation Factors: Appointees/Managers
Unsatisfactory (1) 1 Needs Improvement (2) 1 Satisfactory (3) 1 Excellent (4) 1 Superior (5) 1 Score
7 Policy Development: The development and implementation of sound policy, which identifies and analyzes problems effectively and develops alternative solutions. This
encompasses job knowledge, which includes depth, currency and breadth.
Cannot develop a policy independently and
Often is not able to develop a sound policy
Effective establishment of sound policy
Consistently develops and implements sound
Exceptional development and rmpfementat on of
does not identify or analyze problems.
based on lob knowledge. Often does not identify
based on analysis of problems. Develops
policies. Very knowledgable and effectively
sound policy. Significant thorough research and
solutions.
some alternative solutions
analyzes problems.
analysis conducted and several feasible
alternate solutions are developed.
Trend: Improving ❑ Same ❑ Declining
Recommendation(s) for Improvement:
8 Financial Management: Effective development and implementation of financial budgets and controls, operating within prescribed fiscal limits, incorporating key costs control
issues.
Frequently pays inadequate attention to
Sometimes pay inadequate attention to financial
Attentive to financial budgets and controls,
Consistently effective in developing financial
ExcepLonmty affective in davaiopmg budgets
financial budgets and controls to planning
budgets and controls in planning and
and generally operates within prescribed
budgets and controls and in operating within
and conVcss tihcorporating low cost control
and completing work. Work is frequently
completing work Work is sometimes over
financial limits. Budget overruns are
prescr ved financial limits. Seeks opportunities
issues) and in operating within prosofibad
over budget. Fails to fully utilize budget
budget without adequate attempts to control
infrequent, and causes are normally
to control costs, and adapts plans and methods
financial limits. Actively seeks opportunities to
resources or budget fails to provide for
costs. Occansionally attempts to circumvent
Identified and justified. Implements plans to
to prevent budget overruns.
control costs, adapts plans and methods to
program requirements.
county guidelines
control costs where possible. Effective in
prevent budget overruns, and encourages and
managing fiscal resources
assists others in effecting cost savings.
Trend: Improving Same Declining }
Recommendations) for Improvement:
comment
Page 5 Evaluation Factors: Appointees/Managers
OVERALL TREND: Improving i Same Declining
EMPLOYEE COMMENTS:
Jeffrey Iida
.L3� ,ror
�° 9°�
Members:
Chair
Fely Faulkner
o -
Elizabeth Hahn
Richard Jose
qTs �.
Karen Matsumoto
Vice -Chair
Vonnell Ramos
COUNTY OF KAUA'I CIVIL SERVICE COMMISSION
c/o Office of Boards and Commissions
4444 Rice Street, Suite 150
Lihu'e, HI 96766
Ph: (808) 241-4919 Fax: (808) 241-5127
October 26, 2018
Dear Department Head,
The Civil Service Commission is in the process of completing an annual job performance
review for the Director of Human Resources and we would very much appreciate your taking
time to assist us with evaluating this position. Your assessment will be kept anonymous and will
not be shared outside the Commission's Executive Session, it will be kept confidential.
The evaluation form contains 8 categories. We kindly ask you to rate the level of
performance for each category with a number value of 1 to 5; with 5 being superior, 4 excellent,
3 satisfactory, 2 needs improvement and 1 unsatisfactory. You may write N/A (Not Applicable)
if you do not know or are unable to give a rating because it does not apply. There is also an area
for you to leave any comments you may want to share.
Please mail your completed form in the self-addressed stamped envelope provided and
send it via the U.S. postal service. The deadline for receiving your evaluation is Wednesday,
November 14, 2018. The Commission will open the sealed envelopes at our next meeting in
Executive Session.
Your feedback is valuable to the success of the Director of Human Resources and the
Civil Service Commission. Thank you for taking time out of your busy schedule to participate in
our evaluation process.
Aloha,
i
effrey Iida
7
Chair
Enclosures: Evaluation Form
Stamped, Self -Addressed Envelope
An Equal Opportunity Employer
Evaluation — Director of Human Resources
Annual 2018
Stakeholders List
Department Head
2018
2017
2016
2015
Bernard P. Carvalho Jr., Mayor
Office of the Mayor
X
X
X
Wallace G. Rezentes Jr., Managing Director
Office of the Mayor
X
X
X
X
Ken Shimonishi, Director of Finance
Finance Department
X
X
X
X
Lyle Tabata, Deputy County Engineer
Public Works
X
X
X
X
Lenny Rapozo Jr., Director
Parks & Recreation
Mauna Kea Trask, County Attorney
Office of the County Attorney
X
X
X
Gerald Rapozo, Director
Liquor Control Department
Celia Mahikoa, Executive on Transportation
Transportation Agency
Kirk Saiki, Manager & Chief Engineer
Department of Water
X
X
X
X
George Costa, Director
Office of Economic Development
Kanani Fu, Housing Director
Housing Agency
Michael Dahilig, Director of Planning
Planning Department
Kealoha Takahashi, Executive on Aging
Agency on Elderly Affairs
Michael Contrades, Acting Chief of Police
X
X
X
Kaua'i Police Department
X
Darryl Perry
Darryl Perry
Darryl Perry
Robert Westerman, Fire Chief
Kaua'i Fire Department
X
X
X
X
Elton Ushio, Emergency Management
Administrator Kauai Emergency Management
Agency
Justin Kollar, Prosecuting Attorney
Office of the Prosecuting Attorney
Civil Service Commission Members
X
X
X
X
OF
Jeffrey Iida
' os
°�
Members:
Chair
�°
Fely Faulkner
a
Elizabeth Hahn
Karen Matsumoto
°F
Vonnell Ramos
Richard Jose
Vice -Chair
COUNTY OF KAUA'I CIVIL SERVICE COMMISSION
c/o Office of Boards and Commissions
4444 Rice Street, Suite 150
Lihu'e, HI 96766
Ph: (808) 241-4919 Fax: (808) 241-5127
October 23, 2018
Dear Ms. Rapozo,
The Civil Service Commission ("Commission") is in the process of completing your annual job
performance review. To assist with our review, we have solicited feedback from various
stakeholders.
We would also like to receive information from you. We are requesting that you complete a self -
evaluation as further explained below. We are also requesting that you be present at the next
Civil Service Commission meeting on Tuesday, November 27, 2017 at 3:00 p.m., to further
discuss your self -evaluation with the commission, in executive session.
Your feedback is very valuable to us and will greatly help us as we complete your job
performance review. Your self -evaluation will be kept confidential and will not be shared
outside the Commission's executive session, unless you request an open meeting.
We kindly request you to complete your self -evaluation on the categories below, found in
Section 15.05 of the Charter of the County of Kauai. Please use a number value of 1 to 5, with
5 being "superior", 4 "excellent", 3 "satisfactory", 2 "needs improvement", and 1
"unsatisfactory." We also request that you explain your rating with commentary.
Please rate your level of performance in your execution of the human resources management
program in the year 2018 in the following areas:
1. Classification, recruitment, selection, employment, deployment, promotion, evaluation,
discipline, and separation of employees.
2. Labor relations and negotiations.
An Equal Opportunity Employer
Pb')fQD,01owi/'
3. Administration of employment policies and trainings related to employee benefits,
conduct, development, and safety and injury prevention.
4. Workers' compensation.
5. Equal employment opportunities.
6. Workforce coordination and planning.
7. Administration of the civil service system as prescribed by statue.
8. Other related duties as may be determined by the mayor.
We kindly request that you bring your written response and 10 copies to the Commission's
meeting on Tuesday, November 27, 2018.
Mahalo,
Jeffrey Iida
Chair
CSC Letter to DHR 10.23.18 Page 2
COUNTY OF KAUA' I
POSITION DESCRIPTION
DIRECTOR OF HUMAN RESOURCES
I. Job Purpose
This position is responsible to the Civil Service Commission for the strategic human
resources planning to provide the County with a human resources management program
conducive to the County's overall goals and objectives and in accordance with the County
Charter.
This position works with the Mayor and other members of the Mayor's cabinet to ensure the
County's compliance with laws, rules, and administrative rulings of governmental
organizations and other regulatory and advisory authorities relative to human resources
management and equal opportunities.
As a cabinet level position, this position may be called upon by the Mayor or Managing
Director to serve in various capacities outside the realm of human resources management.
As an example, this position may be assigned to County or state-wide ad hoc committees or
other entities.
II. Essential Duties and Responsibilities
Plans, directs and implements all aspects of the County's human resources management
program including but not limited to recruitment, placement, classification and
compensation, training and employee relations, labor relations"collective bargaining,
maintenance of personnel records and reports, incentive and service awards, health and
safety, organizations and staffing, and Equal Employment Opportunity/Affirmative Action
Programs. Receives advice from and reports to the Civil Service Commission on issues and
problems relating to personnel and human resources administration.
Responsible for the County's recruitment program which includes establishing a new hire
orientation program, identifying the needs of the various departments, develop and
implement strategies to meet those needs, evaluating outcomes and filling positions with
qualified and competent individuals. Ensures the timely and appropriate filling of vacancies
that conform to applicable laws, rules, and collective bargaining agreements. Coordinates
compensation and benefits program that will attract and retain qualified individuals.
Oversees the position classification, compensation and benefits program for the County;
ensures accurate and current description and classification of positions in accordance with
established specifications; initiate new and revised class specifications to meet the needs of
new and revised functions and responsibilities, the analysis of job requirements, staffing
patterns, class specifications, and organization charts in the review of positions within the
County of Kauai. Reviews proposed organization changes and the preparation of
Position Description DHR-Final Draft Approved 2.26.19 - Page 1 of 3 n (\ )�o / 0 1 A +
justifications for reorganization as required. Provides department heads with the necessary
support and guidance to achieve desired organizational effectiveness.
Responsible for the employee development and training programs; analyzes training needs
with department managers; establishes organizational and personnel development programs
which effectively identify and meet the needs of the County organization and individuals
within the organization; ensures any required training is implemented and completed by the
appropriate personnel.
Provides direction, interpretation, training, general guidance and counsel to managers, staff
and employees regarding collective bargaining agreements. Develops and coordinates a
comprehensive labor relations program to ensure prompt, fair and consistent administration
of the bargaining unit contracts and resolution of grievances, appeals and/or complaints.
Investigates, conducts hearings and prepares responses for grievances, appeals and,br
complaints in a timely manner. Identifies alternatives and recommends action to be taken.
Serves as the mayor's representative and spokesperson at the bargaining table with public
sector unions. Receives, reviews, assesses probabilities, and evaluates the impact of
proposed contract changes. Formulates and recommends strategies, goals, and objectives for
negotiations with representatives of other jurisdictions.
Responsible for the safety and worker's compensation program which involves the handling
of worker's compensation claims and cases, monitoring ongoing cases, investigating and
reviewing questionable claims, collecting and analyzing accident information, settling claims
and coordinating job placement efforts. Establishes and maintains a safety program that seeks
ways to continue injured employees productivity and self-esteem through effective return to
work programs and strives to reduce occurrence of accidents. Serves as a liaison between
the injured employee and third party administrator.
Plans, develops and updates, organizes, implements and monitors policies and procedures to
ensure the County's compliance with applicable laws and rules on fair employment, the
Americans with Disabilities Act, and other similar laws, including ensuring that County
facilities, programs, and other activities are equally available to all individuals.
Responsible for the maintenance of personnel records and files; manages leaves of absence
programs and the department's drug and alcohol testing program; ensures the timely and
accurate processing of payroll; develops and implements the annual budget for the Human
Resources department; ensures department is operated within approved budget.
Continually evaluate the County's human resources management structure and employees
and plans for continual improvement of the efficiency and effectiveness of these employees
as well as providing them with professional and personal growth opportunities.
May perform other duties as appropriate.
Position Description DHR-Final Draft Approved 2.26.19 - Page 2 of 3
III. Qualifications
a. Required
Minimum five (5) years of training and experience in personnel administration either in
public service or private business, or both, at least three (3) years of which shall have
been in a responsible administrative capacity; knowledge of the principles and methods
of personnel administration and belief in applying merit principles and scientific
administrative methods to public personnel administration.
b. Preferred
Bachelor's degree in human resources management, business administration or public
personnel administration, industrial relations, or a related field desired; human resources
management experience may be substituted on a year for year basis.
General knowledge of Hawaii employment laws, strategic management, public
personnel, administration policies, practices and techniques, recruitment and placement,
position classification, workforce planning, employee and labor relations, occupational
health and safety, and compensation and benefits.
Excellent verbal and written communication skills; strong program and organizational
skills; ability to develop and maintain strong interpersonal relationships with county
leaders, department managers and staff; supervise and train staff, computer literate;
proficient with Microsoft office (outlook, word, excel, power point) and human
resources information systems preferred.
IV. Physical Demands and Work Environment
On a regular basis position requires sitting, use of hands to finger, handle, and feel, bend,
stoop, climb, reach with hands and arms and lifting and/or moving up to 10 pounds.
Occasionally requires standing and walking and lifting and/or moving up to 25 pounds.
Position Description DHR-Final Draft Approved 2.26.19 - Page 3 of 3
ARTICLE XV
DEPARTMENT OF HUMAN RESOURCES
Section 15.01. Organization. There shall be a department of human resources
consisting of a civil service commission, a director and the necessary staff for the
purpose of establishing a system of personnel administration based upon merit
principles devoid of any bias or prejudice, and generally accepted methods
governing classification of positions and the employment, conduct, movement,
and separation of public officers and employees.
Section 15.02. Civil Service Commission Organization. The civil service
commission shall consist of seven members who shall be in sympathy with and
who shall believe in the principles of the merit system in public employment. Of
the members appointed, one shall be selected from among persons employed in
private industry in either skilled or unskilled laboring positions as distinguished
from executive or professional positions.
Section 15.03. Powers and Duties. The civil service commission shall:
A. Adopt rules and regulations to carry out the civil service and
compensation laws of the State and county. Such rules and regulations shall
distinguish between matters of policy left for the determination of the
commission and matters of technique and administration to be left for execution
by the director.
B. Hear and determine appeals made by any officer or employee aggrieved
by any action of the director or by any appointing authority. Appeal from the
decision of the commission shall be as provided by law.
C. Advise the mayor and director of personnel services on problems
concerning personnel and classification administration.
D. Execute such powers and duties as may be provided by law.
Section 15.04. Director of Human Resources. The director of human resources
shall have had a minimum or five years of training and experience in personnel
administration either in public service or private business, or both, at least three
years of which shall have been in a responsible administrative capacity and shall
be in sympathy with the principles of the merit system. The director shall be
appointed and may be removed by the commission. The director shall be the head
of the department of human resources and shall be responsible for the proper
conduct of all administrative affairs of the department, and for the execution of
the human resources management program prescribed in this charter and in the
ordinances and regulations authorized by this charter.
Section 15.05. Human Resources Management Program. The director of human
resources shall be responsible for the execution of the human resources
management program which shall include:
A. Classification, recruitment, selection, employment, deployment,
promotion, evaluation, discipline, and separation of employees.
B. Labor relations and negotiations.
C. Administration of employment policies and trainings related to
employee benefits, conduct, development, and safety and injury prevention.
D. Workers' compensation.
11'. Equal employment opportunities,
F. Workforce coordination and planning.
G. Administration of the civil service system as prescribed by statute.
H. Other related duties as may be determined by the Mayor."