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HomeMy WebLinkAbout2020_1201_Packet_OpenJeffrey Iida Members: Chair Jennifer Carter Fely Faulkner Richard Jose Vonnell Ramos Beth Tokioka Vice Chair Ricky Watanabe COUNTY OF KAUA'I CIVIL SERVICE COMMISSION NOTICE OF TELECONFERENCE MEETING AND AGENDA Tuesday, December 1, 2020 3:00 p.m. or shortly thereafter Microsoft Teams Phone Number: 1-469-848-0234 Conference ID: 299 868 331# This meeting will be held via Microsoft Teams teleconference only. Members of the public are invited to join the open session meeting by calling the phone number above and when prompted enter the conference ID information. You may testify during the teleconference or submit written testimony in advance of the meeting via e-mail, fax, or mail. To avoid excessive noise/feedback, please mute your phone and unmute to testify. CALL TO ORDER IN OPEN SESSION (Open to the Public) ROLL CALL PUBLIC HEARING — PROPOSED AMENDMENTS TO THE RULES OF THE CIVIL SERVICE COMMISSION/MERIT APPEALS BOARD A. Read the Notice of Public Hearing B. Public comments and testimony C. Discussion on other related matters PUBLIC COMMENTS AND TESTIMONY Individuals may orally testify on any agenda item at this time. Anyone interested in providing oral or written testimony is encouraged to provide a request to the Office of Boards and Commissions prior to the day of the meeting to smura incCokauai. !ov or by fax (808) 241-5127, or mailed to: Civil Service Commission, c: o Office of Boards and Commissions, Pi`ikoi Building, 4444 Rice Street, Suite 300, Lihue, HI 96766. This request may include your name, telephone number, electronic mail (email) address, and the specific agenda item(s) that you will be testifying on or provided comments on. Persons who have not registered to testify by the time the Commission meeting begins will be given an opportunity to speak on an item following oral testimony. An Equal Opportunity Employer APPROVAL OF MINUTES A. Open Session Minutes of November 10, 2020 HUMAN RESOURCES DIRECTOR'S REPORT CSC 2020-27 October/November 2020 period. A. HRMS Project B. Update on Review and Revisions to Internal Policies and or Procedures C. Personnel Documents and Retrieval D. Update regarding HR Organizational Structure E. Cross Training, Career Paths, and Succession Planning F. Collective Bargaining G. Documentation Retention and Maintenance Policy H. Administrative Services and Benefits I. Employee Development and Health Services J. Classification and Pay and Labor Relations K. Recruitment and Exam L. Payroll M. EEO ADA BUSINESS CSC 2020-28 Discussion and possible decision -making on the 360 Survey for evaluation of the Director of Human Resources. A. Chair Lida to share recommendations from consultation with the Office of Boards and Commissions Administrator regarding the 360 Survey questions. B. Discussion on other related matters. CSC 2020-29 Director of Human Resources Goals and Objectives (on -going). A. Review updated report B. Discussion on other related matters CSC 2020-30 Review and approval of 2021 meeting schedule. CSC 2020-31 Election of Chair and Vice Chair to serve a one-year term for calendar year 2021. 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 Civil Service Commission -- December 1, 2020 Page 12 where consideration of matters affecting privacy will be involved; 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 item, deliberate and take such action as appropriate. ENTER INTO EXECUTIVE SESSION (Closed to the Public) Disconnect from Open Session and enter into Microsoft Teams Teleconference in Executive Session. CALL TO ORDER IN EXECUTIVE SESSION (Closed to the Public) ROLL CALL ES-025 Commissioners to conduct an interview with DHR Annette Anderson for performance evaluation purposes ES-026 Executive Session Minutes of November 10, 2020 RETURN TO OPEN SESSION Disconnect from Executive Session and enter into Microsoft Teams Teleconference in Open Session. CALL TO ORDER IN OPEN SESSION (Open to the Public) ROLL CALL RATIFY ACTIONS Ratify the actions taken by the Civil Service Commission in executive session for agenda items: ES-025 and ES-026. ANNOUNCEMENTS Next Meeting: Tuesday, January 5, 2021 — 3:00 p.m., Teleconference by Microsoft Teams ADJOURNMENT Civil Service Commission - December 1, 2020 Page 13 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 Mark Ishmael cc: Human Resources Director Annette Anderson PUBLIC COMMENTS and TESTIMONY SPEAKER REGISTRATION Prior to the day of the meeting,: Persons wishing to testify are requested to register their name, phone number and agenda item via email to: smura,-,in a kauai.,,ov or call 808-241-4919. On the day of the meeting: Persons who have NOT registered to testify by the time the meeting begins will be given the opportunity to speak on an item following oral testimony from registered speakers. Each speaker is limited to a three -minute presentation on each item. WRITTEN TESTIMONY Prior to the day of the meetinL,: Testimonies may be emailed: smura in (Dkauai. ov , faxed: 808-241-5127, or mailed: Civil Service Commission, Office of Boards and Commissions, Pi`ikoi Building, 4444 Rice Street, Suite 300 Lihue, HI 96766. Please include your name and if applicable, your position/title and organization you are representing along with the agenda item that you are providing comments on. While every effort will be made to copy, organize and collate all testimony received, materials received improperly identified may be distributed to the members after the meeting is concluded. 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 retiOkauai.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 -- December 1, 2020 Page 14 NOTICE OF PUBLIC HEARING The Kaua'i County Civil Service Commission will hold a public hearing by videoconference using Microsoft Teams, on December 1, 2020 at 3:00 p.m. or shortly thereafter, for purposes of hearing and receiving public testimony and comments from all interested persons regarding the adoption of proposed amendments to the Rules of the Civil Service Commission/Merit Appeals Board that include: updating the address of the Office of Boards and Commissions, revising the form required for the filing of an appeal, establishing an electronic mail (email) address, and conforming the name of the department to the Department of Human Resources as provided in the County Charter. To request a copy of the proposed rule amendments_: • Via U.S. Postal Mail: mail your request to: Civil Service Commission c o Office of Boards and Commissions, Pi`ikoi Building, 4444 Rice Street, Suite 300, Lihu'e, Hawai'i 96766. Include a return self-addressed and stamped 6x9 envelope. Please allow sufficient mailing time. • Via Electronic mail (email): Submit your email address to smura�'_in c, kauai.,=ov. • Via Phone: 808-241-4919 • Via Facsimile: 808-241-5127 • Viewed on the County of Kauai website: kauai.gov Government/Boards-and-Commissions Civil -Service -Commission • Viewed and inspected at the Office of Boards and Commissions between the hours of 7:45 a.m. to 4:30 p.m., Monday thru Friday (excluding Saturday. Sunday/Federal & State of Hawaii holidays). Please contact Sandra Muragin at 808-241-4919 to schedule an appointment time. To submit testimony or comments: • Submit by mail to the Office of Boards and Commissions • Submit by email to smuragin((bkauai.gov • Submit by fax to 808-241-5127 To submit testimony at the.public hearing meeting: All interested persons may orally present their testimony comments before the Commission during the November 10 meeting. To join the public hearing meeting, call into the meeting using a landline phone or cellular mobile phone on Tuesday, December 1, 2020 by 3:00 p.m. Please follow steps 1 to 3. Step 1: Phone: 1-469-848-0234 Step 2: It will prompt you to enter a Conference ID: 299 868 331# Step 3: It will prompt you to identify yourself: first name Once you have completed steps 1-3 you will automatically enter the meeting by audible only. Please mute your phone and wait until your name is called. The Commission may impose a time limit for each person presenting testimony at the hearing. BY ORDER OF THE COMMISSION: Jeffrey Iida, Chairperson Civil Service Commission 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 rg etiOmkauai.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. A. COUNTY OF KAUAI Minutes of Meeting OPEN SESSION 0_ �FTfT�- A B�gU,r,Quel Board/Commission: CIVIL SERVICE COMMISSION Meeting Date: I November 10, 2020 Location Teleconference via Microsoft Teams Start of Meeting: 3:00 p.m. I End of Meeting: 4:19 p.m. Present Chair Jeffrey Iida. Vice Chair Vonnell Ramos. Commissioners: Jennifer Carter, Fely Faulkner, Beth Tokioka and Ricky Watanabe (disconnected at 3:36 p.m.). Deputy County Attorney Mark Ishmael. Human Resources Director Annette Anderson (disconnected at 3:31 p.m) and Human Resources Manager Janine Rapozo(entered meeting at 3: 03 p.m. and disconnected at 3:31 p.m). Office of Boards and Commissions Staff Administrator Ellen Ching (entered meeting at 3: 02 p.m) and Commission Support Clerk Sandra Muragin. Excused Commissioner Richard Jose Absent SUBJECT DISCUSSION ACTION Chair Iida, Vice Chair Ramos, Commissioner Carter, Commissioner Tokioka, Deputy County Attorney Mark Ishmael, Human Resources Director Annette Anderson and Commission Support Clerk Sandra Muragin were logged onto Microsoft Teams by video. Commissioner Faulkner and Commissioner Watanabe called into Microsoft Teams and entered the meeting by audio. Call To Order In Chair Iida called the Open Session meeting to order at 3:00 p.m. and requested a roll call. Open Session /Roll Call Commission support clerk Sandra Muragin verified attendance by roll call and requested a verbal response of present or here; Commissioner Carter replied here. Commissioner Faulkner replied here. Commissioner Jose was excused. Commissioner Tokioka replied here. Commissioner Watanabe replied here. Vice Chair Ramos replied here. Chair Iida replied here. Deputy County Attorney Mark Ismael replied here. Human Resources Director Annette Anderson replied here. Civil Service Commission Open Session November 10, 2020 Page 2 SUBJECT DISCUSSION ACTION Administrator Ellen Ching no reply. Quorum was established with Commission Support Clerk Sandra Muragin replied here. six commissioners present. Public No one from the public signed into the meeting. Comments and Testimony Approval of A. Open Session Minutes of October 6, 2020 Minutes Ms. Tokioka moved to approve Administrator Ellen Ching joined the meeting. the amended Open Session Human Resources Manager Janine Rapozo joined the meeting. minutes of October 6, 2020, with corrections to the last Ms. Tokioka referenced correction to the minutes on the bottom of page 4, last sentence under paragraph sentence on page 4, Documentation Retention and Maintenance Policy. Delete "are eminent" and replace with delete "are eminent" and "may be necessary". Corrected sentence should read "Concerned with the county's bleak replace with "may be financial outlook, Ms. Tokioka remarked that potential furloughs may be necessary and necessary". Mr. Watanabe requested that the commission be kept informed of any budget shortfall." Chair Iida concurred seconded the motion. Motion with the corrections. carried 6:0. Human CSC 2020-23 Director's Reports for the September/October 2020 period Resources A. HRMS Project Director's B. COVID-19-Quarantine, Exemptions, Leave of Absence for Employees Who Travel Report C. Training D. Investigations E. Teleworking Update F. Update on Review and Revisions to Internal Policies and/or Procedures G. Update Regarding Payroll Office Structure H. Collective Bargaining I. Documentation Retention and Maintenance Policy J. Administrative Services and Benefits K. Employee Development and Health Services L. Classification and Pay and Labor Relations Civil Service Commission Open Session November 10, 2020 Page 3 SUBJECT DISCUSSION ACTION M. Recruitment and Exam N. Payroll O. EEO/ADA Human Resources Director Annette Anderson reviewed the September/October 2020 report with the Commission (on file). Human Resources Management System (HRMS) Project: Ms. Anderson shared that the selection committee was in active negotiations with the top vendor. She said the final cost might exceed the designated CIP funds, so they have started discussions with the County Council on the possible transfer of CIP funds from other departments as a possible source of additional funds, if needed. Once the final cost is agreed upon they can enter into the final phase of the contract. The transfer of additional CIP funds would delay the timeline and take approximately two months to complete. COVID 19-Quarantine, Exemptions, Leave of Absence for Employees Who Travel: HR department continues to draft advisories to county employees with updates from the Governor's and Mayor's office. The latest was an update was Advisory #9 for employees who travel off island and steps they need to take before returning back to work. The County started free COVID testing every Sunday around the island. Training: HR staff attended an online Neogov conference. Information obtained from the training is being discussed to see if some of the information could be used in different areas. Investigations: Ms. Anderson stated that she was conducting two highly confidential investigations that have consumed a lot of her time. Civil Service Commission Open Session November 10, 2020 Page 4 SUBJECT DISCUSSION ACTION Teleworking Update: No updates to report. Update on Review and Revisions to Internal Policies and/or Procedures: Ms. Anderson said that HR continues to review existing policies and procedures. They recently discovered that the Police Departments General Orders overlapped and superseded HR policies and procedures. This would be reviewed and addressed to avoid inconsistency. Update Regarding Pavroll Office Structure: Ms. Anderson said the new HRMS system would result in a reduction of hiring future payroll staff due to the automated processing of payroll. Collective Bargaining Ms. Anderson said they are participating in the negotiations with UPW and HGEA concerning furlough of state employees. She reiterated that the County of Kauai does not anticipate any furloughs or pay cuts through this fiscal year; however, it will be reviewed in the new fiscal year. Documentation Retention and Maintenance Policy Completed, but still pending review from the county attorney's office. Administrative Services and Benefits Ms. Anderson pointed out that information was included on the pay increases of over 550 employees that incurred from the HGEA contract. She said they had to manually generate 950 paper documents to complete the process and that once the new HRMS system is up and running it would be automatically done. Mr. Watanabe asked for an explanation on the difference between essential and non- essential workers. Ms. Anderson said at the beginning of COVID they needed to identify essential and non -essential workers and basically essential workers were 24/7 county Civil Service Commission Open Session November 10, 2020 Page 5 SUBJECT DISCUSSION ACTION employees. Non -essential were clerical office worker positions. With no further questions, Chair Iida asked Ms. Anderson to remain in the meeting to discuss the next agenda item. Business CSC 2020-24 DHR response to the commission seeking clarification on the particulars of determining minimum qualification requirements on emplo nM ent applications Ms. Anderson explained that they now review all class specifications as new postings come up. They are standardizing substitutions and work experience to be more consistent and contact other jurisdictions to align with their review process. Ms. Anderson introduced the head of recruitment and classifications Janine Rapozo to comment on the process. Ms. Rapozo said they have reviewed and updated about a dozen classes, especially clarifying substitutions. In the past they added substitutions onto the job posting which created inconsistency. This review process would continue until all classes are updated, reviewed and standardized. Chair Iida asked if an applicant did not have a bachelor's degree could they substitute with work experience and could they then also use the work experience as fulfilling the years of work requirement. Ms. Rapozo said work experience could not be used to fulfill two requirements. Chair Iida asked that it be placed on the posting to avoid confusion and Ms. Rapozo thought it was already stated but would double check. With no further questions Chair Iida thanked them. Ms. Anderson and Ms. Rapozo disconnected from the Teams meeting at 3:31 p.m. CSC 2020-25 Update on the final draft of substantive and non -substantive amendments to the Rules of the Civil Service Commission/Merit Appeals Board document. A. Publication of Notice of Public Hearing B. Timeline overview C. Discussion on other related matters Civil Service Commission Open Session November 10, 2020 Page 6 SUBJECT I DISCUSSION ACTION Support clerk Sandra Muragin reported that the Notice of Public Hearing was published in the newspaper and posted on the civil service website. Their packets contained copies of the notice as well as an updated timeline overview. CSC 2020-26 Discussion and possible decision -making on the process and tools for the evaluation of the Director of Human Resources. A. Review and possible decision -making on use of the six-month evaluation form B. Review and possible decision -making on the use of the 360 evaluation C. Discussion on other related matters Commissioner Watanabe disconnected from the Teams meeting at 3:36 p.m. and left the meeting. The commission reviewed an eight page document that was brought up on the Team screen that was not included in their packet. Ms. Ching said the commission could decide if they wanted to include a 360 survey as part of the evaluation that would be sent to staff and department heads. The document included a list of possible questions to include in the survey. Ms. Tokioka commented that some of the questions listed do not fit the various individuals and their role in the county. She requested that the questions be scrubbed and preferred that the 360 survey be separated into three different surveys and tailored to department employees, peers/department heads, and the Mayor. Ms. Ching suggested the commission form a working group of no more than two to speed along the process and finish the evaluation by the February 15, 2021 due date. The commission discussed the timeline and suggested options on how to process the evaluation by the due date. Chair Iida volunteered to be part of the working group and assist with scrubbing the questions with Ellen Chine. Civil Service Commission Open Session November 10, 2020 Page 7 SUBJECT I DISCUSSION The commission agreed to create three separate surveys; staff, department heads and mayor. The commission agreed to schedule a special meeting. The commission agreed to use the six month evaluation for the annual evaluation. Vice Chair Ramos inquired on how they would include the goals and objectives in the evaluation. Ms. Carter replied that the last page of the evaluation had a section titled "Achievement of Goals" that could be used. Chair Iida suggested a special meeting be scheduled after the December 1 meeting and unanimously the commission selected December 9 as the date. Executive Administrator Ellen Ching read the Hawaii Revised Statutes to move the meeting into Session Executive Session. ACTION Ms. Tokioka moved to adopt use of the six month evaluation form for the annual evaluation of Human Resources Director Annette Anderson. Ms. Faulkner seconded the motion. Roll Call Vote: 5-Ayes and 0- Nays. Motion carried 5:0. Ms. Tokioka approved the formation of a working group that would include Chair Jeffrey Iida and possibly another commissioner to work with Administrator Ellen Ching and draft three separate 360 survey's one for Human Resources staff, second for department heads and third for the Mayor. Vice Chair Ramos seconded the motion. Roll Call Vote: 5-Ayes and 0-Nays. Motion carried 5:0. Civil Service Commission Open Session November 10, 2020 Page 8 SUBJECT DISCUSSION ACTION 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 consult with the Commission's legal counsel on questions and issues pertaining to the Commission's and the County's powers, duties, privileges, immunities, and/or liabilities as they may relate to this agenda item and take such appropriate action. Ms. Tokioka moved to enter into Executive Session. Ms. Carter seconded the motion. Motioned carried 5:0. The commission and staff, disconnected from open session at 4:10 p.m. and connected into executive session. Return to Open Chair Iida, Vice Chair Ramos, Commissioner Carter, Commissioner Tokioka, Deputy County Session Attorney Mark Ishmael, Administrator Ellen Ching, and Commission Support Clerk Sandra Muragin were logged onto Microsoft Teams by video. Commissioner Faulkner called into Microsoft Teams and entered the meeting by audio. Call To Order In Chair Iida called the meeting back to order in open session at 4:18 p.m. and requested a roll Open Session call. /Roll Call Commission support clerk Sandra Muragin verified attendance by roll call and requested a verbal response of present or here; Commissioner Carter replied present. Commissioner Faulkner replied here. Commissioner Tokioka replied here. Vice Chair Ramos replied here. Chair Iida replied here. Deputy County Attorney Mark Ismael replied here. Civil Service Commission Open Session November 10, 2020 Page 9 SUBJECT DISCUSSION ACTION Administrator Ellen Ching replied here. Quorum was established with Commission Support Clerk Sandra Muragin replied here. five commissioners present. Ratify Actions Ratify actions taken by the Civil Service Commission in executive session for agenda items: Ms. Faulkner moved to ratify ES-023 and ES-024. the actions taken in Executive Session for agenda items ES- 023 and ES-024. Ms. Tokioka seconded the motion. Motion carried 5:0. Announcements Next Meeting: Tuesday, December 1, 2020 — 3:00 p.m., Teleconference by Microsoft Teams. Adjournment With no further business to conduct, Chair Iida called for a motion to adjourn the meeting. Ms. Tokioka moved to adjourn the meeting. Ms. Carter seconded the motion. Motion carried 5:0 Chair Iida adjourned the meeting at 4:19 p.m. Submitted by: Sandra Muragin, Commission Support Clerk () Approved as circulated. () Approved with amendments. See minutes of meeting. Reviewed and Approved by: Jeffrey Iida, Chair DEPARTMENT OF HUMAN RESOURCES DIRECTOR'S REPORT TO THE CIVIL SERVICE COMMISSION DECEMBER 1, 2020 MEETING Report Covering October/November 2020 Given that the December meeting was moved forward by two weeks to December 1, 2020, the deadline for submittal of the HRD's Report is only a week and a half from the November 10, 2020 Civil Service Commission meeting. As such, there is a limited amount of new information in the first two pages of this report. HRMS Project: No Change: Continued discussions with the top ranked vendor regarding components of the final product and up -front purchase cost plus annual maintenance cost. Concurrently, and as these on -going discussions occur, a Money Bill for movement of CIP funds among departments is proceeding through Council. If passed, unused and repurposed funds from other departments' CIP budgets will be moved to the HRMS CIP budget to provide additional funds for purchase. Depending upon the outcome of negotiations with the vendor, the first delay in the HRMS project may occur. If additional funds are required to secure the desired final product, a contract cannot be executed until the Money Bill has gone through the Council and Committee approval process, which would change the tentative award date from October to December 2020. Given that the HRMS project is still in the final stages of the procurement process, limited information can be shared publicly. [Goal 4, Obj. A.1-3. and Goal 5, Obj. A.3. ongoing] Issue RFP (Legal:notice)......................................................May 14 2020 Pre -Proposal Teleconference ...................... 9:00 a.m. HST, May 28, 2020 Deadline for Written Inquiries ............................................. June 19, 2020 PROPOSAL DUE DATE ....................................................... July 13, 2020 Tentative Priority -List Vendor Notification......... Week of July 27, 2020 Tentative Vendor Demonstrations .................... Week of August 31, 2020 Tentative Award Date............................................................ October 2020 After purchase of the system in the fall of 2020, implementation is anticipated to commence either in the 41" quarter of 2020 or the first quarter of 2021. Per BerryDunn, systems of this scope and size generally take 12 to 18 months to fully implement and train employees on all aspects of the multi -faceted system. C�,b auo-a7 Update on Review and Revisions to Internal Policies and/or Procedures: Class specifications are currently being reviewed to ensure standardized format, plus additions or updates of other necessary and information. See attached Class Amendments Log for the list of classes amended between June 1, 2020 and October 16, 2020. No change: During a recent review process it was discovered that Kaua'i Police Department (KPD) has its own policies in the format of General Orders that may overlap and/or supersede HR policies and procedures. As such, HR will need to gain access to the General Orders in order to conduct a thorough review to assure that they are consistent with HR county -wide policies and procedures. No change: HR will continue its review of county -wide policies and compare with current practices to determine if revisions are necessary. If changes are made, a communication action plan will be developed for staff, including any future updates. [Goal 1, Obj. B. L-2. ongoing] Personnel Documents and Retrieval: Goal 2, Obj. A.3., which requires identifying areas where documentation may no longer exist and explore potential options for retrieval, has been reviewed, discussed, and analyzed by HR Managers and the HRD to determine next steps. The following summarizes what has been discussed: • Approximately 28 years ago, in 1992, the County acquired the so-called HRMS system that is currently still in use today, AS400. It has a payroll component and an HR component (plus a finance component that is not within the scope of HR's use). • Prior to having a centralized HR department, each department maintain the records for its own employees. • When HR took control over housing all employee personnel files and preparation of the Payroll Certification (PC) documents, which include new hires, demographic information, compensation, raises, position changes, etc., it assured that all information contained in the PCs are recorded into the AS400 system. As such, there are corresponding paper documents that authorize the changes that are made. • However, not all hard copy information that existed prior to 1992 was uploaded into AS400. As an example, in reviewing AS400 for an employee who was hired in 1986, it shows the hire date, but other information is sparse in the HR component. Clearly, the payroll information was imputed into AS400 and the compensation and raises occurred but there may be some HR type information that is only located in the hard copy personnel files. • Rather than focus on employee records from 28 + years ago (presumably many have retired or will soon elect to retire), HR believes it is better to prepare for the transition and migration 2 when the new HRMS system is in place. The payroll and HR components that are currently contained in the AS400 system will be electronically migrated into the new HRMS system as part of the initial implementation. Thereafter, focus will shift to establishing electronic personnel files. The existing paper personnel files will be scanned into the HRMS system, although it will entail coordination between HR and other departments that may have their own additional employee files beyond HR's official personnel files. Therefore, in exploring potential options for retrieval of employment data, we believe that this goal is best attained once a new HRMS system is in place and following the complete migration of data. As such, this goal will be ongoing but may not be completed for at least a year or more and in conjunction with the new HRMS system. [Goal 2, Obj. A.3. ongoing] Update Regarding 11R Organizational Structure: No change: In past HRD reports, we indicated that with a future HRMS system in place we will evaluate the need for additional positions to service the increased payroll functions as HR takes on payroll reporting functions from other departments. Having gone through the vendor demonstration phase of the HRMS project, it appears that the need for additional personnel will be reduced due to the automated system. [Goal 6, Obj. A.1. ongoing] For other potential organization changes within HR, we will await the County's FY22 Budget, which will address if Departments need to make reductions in their budgets. If so, that may impact the ability to make organizational changes, whether through reallocation of positions, additional positions, or reductions in positions. [Goal 6, Obj. A.2 ongoing] Cross Training, Career Paths, and Succession Planning: The above is on -going even when many staff are tele-working. Examples include: • Training to transition the budget responsibility from private secretary to Accountant III in payroll. There have been two training session within the past month. The trainers include the private secretary and the former HRD. Trainees include the Accountant 111, the Central Payroll Accountant Supervisor, the HR Manager and the current HRD. • Training to transition from Labor Relations Classification to Administrative Services the new hire orientation. [Goal 7, Obj. A.4. ongoing] Collective Bargaining: No change. • The State and the other jurisdictions participated in a negotiations session with UPW and HGEA concerning the State's need to furlough workers for cost savings. Awaiting further union meetings. • Awaiting the scheduling for negotiating new masters contracts for 8 different bargaining units that will be effective 7 1 21. Document Retention and Maintenance Policy: • No change. The draft Human Resources Document Retention & Destruction policy continues to wait approval by the County Attorney. [Goal 2, Obj. B.1.] Administrative Services and Benefits: • New Hires: Electrician -Electronic Equipment Repairer Construction and Maintenance Worker I Senior Clerk Archaeologist III (exempt) Deputy County Attorney (exempt) Fire Project Manager (exempt) Public Information, Outreach and Education Specialist (exempt) Information Technology Systems Specialist (exempt) Travel Testing Site Supervisor (exempt) Specimen Collection Specialist (exempt) 2 Administrative Assistant (exempt) 2 Laboratory Assistant (exempt) 2 Computer Development Specialist (exempt) Exit Interviews are not done for short-term hires or employees who were discharged • Exit Interviews (Retirees): 2 of 2 • Exit Interview (Voluntary Separations) 0 of 1 • TDI Applications 0 approved 1 denied • Family Leave: 3 approved • Leave Sharing: 1 approved • Reference Checks: • Employment Verifications: New Hires 15 -Separations 7 Reallocations 6 Promotions 3 Demotions 1 Transfers 14 Pay Increase 262 Suspension 0 Leave Without Pay 0 *Misc. Change Forms 21 -**Other 75 89-Day 33 Seasonal 0 13 33 *Miscellaneous Change Forms include expense distribution changes, schedule changes, personal data changes, etc. 4 "Other includes end of'extension of TR, add/delete add pay codes, amended PCs, extension of initial probation, rescinded PCs, term of contract/contract appointment PCs, etc. Employee Development and Ilealth Services: • Five (5) new workers' compensation claims were filed this month; two (2) medical -only claims and three (3) indemnity claims. • Bi-monthly reviews of selected workers' compensation will be held on December 1, 2020 via MS Teams meeting. • Annual Driver Improvement Training was completed this month. A total of one -hundred and four (104) employees have been trained. • Equipment/Driver Training: 926M CAT Pay Loader (7 Public Works employees) Hooklift Truck (1 Public Works employee) Refuse Automated Side Arm Lift Truck (1 Public Works employee) Classification and Pay and Labor Relations: • HR Manager, in conjunction with the 1%layor's Executive Protocol Officer, personally delivered years of service awards to employees at the work locations. They are also preparing for a virtual event whereby the Mayor will honor employees of the year from all County departments. • With the recent HGEA contracts finalized, current Supplemental Agreements and Memorandum of Agreements (MOAs) including the Liquor car allowance, Ocean Safety Officer straight eight -hours of work and KPD Public Safety Workers and Emergency Dispatchers work schedules are being renewed. • Assisting the Department of Water in effectuating a reorganization of their Engineering Division. • Reallocations Processed: Chief of Water Resources & Planning to Civil Engineer VII Clerk Dispatcher II to Clerk Dispatcher I Community Response Coordinator to Economic Development Specialist IV Customer Service Representative I to Customer Service Representative II Landfill Laborer I to Landfill Laborer II Police Services Officer to Police Officer I Wastewater Plant Operator Assistant to Wastewater Plant Operator IV 0 Desk Audits: None • New Classes Adopted: None • Administrative Reviews: None Recruitment and Exam: • The Division continued to hire more CARES Act short term positions including individuals for a testing site located at the Convention Hall. • Recruitments: Accounting Assistant (exempt) Administrative Clerical Assistant (exempt) Administrative Technician (exempt) Bus Driver (Substitute) (exempt) Civil Engineer VII EOC PIO (exempt) Evidence Custodian Assistant (exempt) Golf Course Groundskeeper Groundskeeper Investigator (exempt) Janitor II Laboratory Assistant (exempt) Laborer I Landfill Laborer I Maintenance Worker I MVR Assistant Clerk (exempt) Para -Legal Assistant II Park Caretaker I Police Officer I Specimen Collection Specialist (exempt) Transit Fleet Mechanic (exempt) Travel Testing Site Supervisor (exempt) Van Driver (Substitute) (exempt) Wastewater Plant Operator IV • Lists Referred to Departments: Accounting Assistant (exempt) Administrative Technician (exempt) Assistant Water Plant Operator Bus Driver (Substitute) (exempt) Clerk Dispatcher I (exempt) Computer Deployment Specialist (exempt) Customer Service Representative II Environmental Services Management Engineer EOC PIO (exempt) Evidence Custodian Assistant (exempt) Information Technology Systems Specialist (exempt) Investigator (exempt) R, • Written Exams Administered: • Performance Exams Administered: • Administrative Reviews: Laboratory Assistant (exempt) MVR Assistant Clerk (exempt) Police Officer I Public Information, Outreach and Education Specialist (exempt) Specimen Collection Specialist (exempt) Transit Fleet Site Mechanic (exempt) Travel Testing Site Supervisor (exempt) Van Driver (Substitute) (exempt) Wastewater Plant Operator IV Account Clerk Assistant Water Plant Operator Customer Service Representative II Fire Captain Fire Fighter II Fire Fighter III Solid Waste Worksite Supervisor Fire Fighter II (Rescue) Assistant Water Plant Operator (accepted) Payroll: • Central Payroll Accountant continues as part of HRMS selection committee working on details of top vendor's proposal, with others from HR and IT. • Working on timeline for other departments to transition payroll entries to HR and giving consideration to new HRMS system. Gross Pavroll for October: 15th $ 4,090,307 EOM $ 5,921,764 EUTF ACTIVE $ 787,143 EUTF OPEB (will not be billed until further notice) $ EUTF RETIREE $ 836,995 ERS (RETIREMENT) $ 2,280,937 SOCIAL SECURITY $ 1,422,260 MEDICARE $ 139,138 PTS SS SAVINGS $ 6,418 EEO/ADA • Ongoing multiple investigations. • Three new hire trainings conducted. ADA technical guidance to various departments. 7 HR DIRECTOR 360 SURVEY DRAFTS Peer (Department Heads, Division Heads) Survey 1. How likely is it that you would recommend the HR Director to a colleague? Scale of 0-10, 0 - Not at all likely to 10 - Extremely likely 2. The HR Director and HR Department contributes to my ability to do my job well. Strongly Agree, Agree, Neither Agree or Disagree, Disagree, Strongly Disagree 3. How comfortable do you feel voicing your concerns to the HR Director or HR Department? Extremely comfortable, Very comfortable, Moderately comfortable, Slightly comfortable, Not at all comfortable 4. How well does the HR Director or HR Department handle employee problems? Extremely well, Very well, Somewhat well, Not so well, Not at all well 5. How well does the HR Director and the HR Department work with you and your Department? Extremely well, Very well, Somewhat well, Not so well, Not at all well 6. How easy is it to get help from the HR Director and the HR Department when you want it? Extremely easy, Very easy, Somewhat easy, Not so easy, Not all easy 7. How available to employees is the HR Director and the HR Department? Extremely available, Very available, Moderately available, Slightly available, Not at all available 8. How well does the HR Director and the HR Department communicate with you and your Department? Extremely well, Very well, Somewhat well, Not so well, Not at all well 9. How improved is your performance or your Department's performance after getting feedback from the HR Director and HR Department? Extremely improved, Very improved, Somewhat improved, Not so improved, Not all improved p(, aoao-aa a. 10. How effective is the training you receive from the HR Director and the HR Department? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 11. How quickly does HR Director and the HR Department provide you and your Department with assistance? Extremely quickly, Very quickly, Somewhat quickly, Not so quickly, Not at all quickly 12. How consistent is the HR Director and the HR Department on employees performing badly? Extremely consistently, Very consistently, Somewhat consistently, Not so consistently, Not all consistently 13. How often does the HR Director and the HR Department meet its deadlines? Always, Most of the time, About half of the time, Once in a while, Never 14. How reliable is the HR Director and the HR Department? Extremely reliable, Very reliable, Somewhat reliable, Not so reliable, Not all reliable 15. Overall, are you: Very satisfied, Somewhat satisfied, Neither satisfied nor dissatisfied, Somewhat dissatisfied, Very dissatisfied 16. Overall how effective is the HR Director at his/her job? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 17. What does the HR Director do well? 18. What does The HR Director need to do to improve her performance? 19. What does the HR Department need to do to improve their performance? 20. Are there any comments you would like to share with The HR Director? " fi `1-0. �. � rd <<:J: r'1i5r . FOR u d 1. How likely is it that you would recommend the HR Director to a colleague? Scale of 0-10, 0 - Not at all likely to 10 - Extremely likely 2. The HR Director and HR Department contributes to my ability to do my job well. Strongly Agree, Agree, Neither Agree or Disagree, Disagree, Strongly Disagree 3. How comfortable do you feel voicing your concerns to the HR Director or HR Department? Extremely comfortable, Very comfortable, Moderately comfortable, Slightly comfortable, Not at all comfortable 4. How well does the HR Director or HR Department handle employee problems? Extremely well, Very well, Somewhat well, Not so well, Not at all well 5. How well does the HR Director and the HR Department work with you and your Department? Extremely well, Very well, Somewhat well, Not so well, Not at all well 6. How easy is it to get help from the HR Director and the HR Department when you want it? Extremely easy, Very easy, Somewhat easy, Not so easy, Not all easy How available to employees is the HR Director and the HR Department? Extremely available, Very available, Moderately available, Slightly available, Not at all available 8. How well does the HR Director and the HR Department communicate with you and your Department? Extremely well, Very well, Somewhat well, Not so well, Not at all well 9. How improved is your performance or your Department's performance after getting feedback from the HR Director and HR Department? Extremely improved, Very improved, Somewhat improved, Not so improved, Not all improved 10. How effective is the training you receive from the HR Director and the HR Department? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 11. How quickly does HR Director and the HR Department provide you and your Department with assistance? Extremely quickly, Very quickly, Somewhat quickly, Not so quickly, Not at all quickly 12. How quickly does the HR Director and the HR Department adjust to changing priorities? Extremely quickly, Very quickly, Somewhat quickly, Not so quickly, Not at all quickly 13. How often does the HR Director and the HR Department meet its deadlines? Always, Most of the time, About half of the time, Once in a while, Never 14. How committed is the HR Director and the HR Department to making the County a more comfortable place to work? Extremely committed, Very committed, Somewhat committed, Not so committed, Not at all committed 15. How consistently does the HR Director and the HR Department encourage and reward/recognize employees for good work? Extremely consistently, Very consistently, Somewhat consistently, Not so consistently, Not all consistently 16. How consistent is the HR Director and the HR Department's guidance on employees performing badly? Extremely consistently, Very consistently, Somewhat consistently, Not so consistently, Not all consistently 17. How reasonable are the decisions made by the HR Director and the HR Department? Extremely reasonable, Very reasonable, Somewhat reasonable, Not so reasonable, Not all reasonable 18. How effectively does the HR Director use County resources? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 19. How reliable is the HR Director and the HR Department? Extremely reliable, Very reliable, Somewhat reliable, Not so reliable, Not all reliable 20. Overall, are you: Very satisfied, Somewhat satisfied, Neither satisfied nor dissatisfied, Somewhat dissatisfied, Very dissatisfied 21. Overall how effective is the HR Director at his/her job? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 22. What does the HR Director do well? 23. What does The HR Director need to do to improve her performance? 24. What does the HR Department need to do to improve their performance? 25. Are there any comments you would like to share with The HR Director? HR Stafj 1. The HR Director contributes to my ability to do my job well. Strongly Agree, Agree, Neither Agree or Disagree, Disagree, Strongly Disagree 2. How comfortable do you feel voicing your concerns to the HR Director? Extremely comfortable, Very comfortable, Moderately comfortable, Slightly comfortable, Not at all comfortable 3. Would you like to interact with HR Director more, less or about the same amount you currently interact with her? Much more, More, The same amount, Less, Much Less 4. How improved is your performance after getting feedback from the HR Director? Extremely improved, Very improved, Somewhat improved, Not so improved, Not all improved 5. How effective is the training you receive from the HR Director? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 6. How quickly does HR Director provide you with assistance? Extremely quickly, Very quickly, Somewhat quickly, Not so quickly, Not at all quickly 7. Does the HR Director take too much time, too little time or about the right amount of time to make decisions? Much too much, Too much, The right amount, Too little, Much too little 8. How often does the HR Director listen to employees' opinions when making decisions? Extremely often, Very often, Somewhat often, Not so often, Not all often 9. How easy is it for employees to disagree with the decisions made by the HR Director? Extremely easy, Very easy, Somewhat easy, Not so easy, Not all easy 10. How clearly does HR Director explain the Department's plans? Extremely clearly, Very clearly, Somewhat clearly, Not so clearly, Not at all clearly 11. When decisions or goals change, how often does HR Director explain to you why this has happened? Always, Most of the time, About half of the time, Once in a while, Never 12. How realistic are the expectations of the HR Director? Extremely realistic, Very realistic, Somewhat realistic, Not so realistic, Not at all realistic 13. How committed is the HR Director to making the company a more comfortable place to work? Extremely committed, Very committed, Somewhat committed, Not so committed, Not at all committed 14. How well does the HR Director or HR Department handle employee problems? Extremely well, Very well, Somewhat well, Not so well, Not at all well 15. How reliable is the HR Director? Extremely reliable, Very reliable, Somewhat reliable, Not so reliable, Not all reliable 16. How hardworking is the HR Director? Extremely hardworking, Very hardworking, Somewhat hardworking, Not so hardworking, Not at all hardworking 17. How reasonable are the decisions made by the HR Director? Extremely reasonable, Very reasonable, Somewhat reasonable, Not so reasonable, Not all reasonable 18. Overall, are you: Very satisfied, Somewhat satisfied, Neither satisfied nor dissatisfied, Somewhat dissatisfied, Very dissatisfied 19. Overall how effective is the HR Director at his/her job? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 20. What does the HR Director do well? 21. What does The HR Director need to do to improve her performance? 22. What does the HR Department need to do to improve their performance? 23. Are there any comments you would like to share with The HR Director? HR Department Surveyy, 1. How skilled at their jobs are the members of your team? Extremely skilled, Very skilled, Somewhat skilled, Not so skilled, Not at all skilled 2. How professionally do the members of your team behave? Extremely professionally, Very professionally, Somewhat professionally, Not so professionally, Not at all professionally 3. How honest with each other are the members of your team? Extremely honest, Very honest, Somewhat honest, Not so honest, Not at all honest 4. How well do members of your team share responsibility for tasks? Extremely well, Very well, Somewhat well, Not so well, Not at all well 5. How well does your teamwork with other County employees? Extremely well, Very well, Somewhat well, Not so well, Not at all well 6. How efficiently are team meetings conducted? Extremely efficiently, Very efficiently, Somewhat efficiently, Not so efficiently, Not all efficiently 7. How well do the members of your team communicate with each other? Extremely well, Very well, Somewhat well, Not so well, Not at all well 8. How often does your team meet its deadlines? Always, Most of the time, About half of the time, Once in a while, Never 9. How well does your team handle criticism? Extremely well, Very well, Somewhat well, Not so well, Not at all well 10. How fairly are responsibilities shared among your team's members? Extremely fairly, Very fairly, Somewhat fairly, Not so fairly, Not at all fairly 11. How politely do members of your team treat each other? Extremely politely, Very politely, Somewhat politely, Not so politely, Not at all politely 12. How quickly does your team adjust to changing priorities? Extremely quickly, Very quickly, Somewhat quickly, Not so quickly, Not at all quickly 13. How quickly does your team act on its decisions? Extremely quickly, Very quickly, Somewhat quickly, Not so quickly, Not at all quickly 14. Would you say that your team has too many or too few meetings? Much too many, Too many, The right number, Too few, Much too few 15. Is your team too large, too small, or about the right size? Much too large, Too large, The right size, Too small, Much too small 16. How often does get you feedback about your work? Extremely often, Very often, Somewhat often, Not so often, Not all often 17. How effective is the training you receive? Extremely effective, Very effective, Somewhat effective, Not so effective, Not all effective 18. How consistently are your team members rewarded for good work? Extremely consistently, Very consistently, Somewhat consistently, Not so consistently, Not all consistently 19. How consistently are your team members punished reprimanded for bad work? Extremely consistently, Very consistently, Somewhat consistently, Not so consistently, Not all consistently 20. When you make a mistake, how often does your supervisor respond constructively? Always, Most of the time, About half of the time, Once in a while, Never 21. When someone completes a task especially well, how often does your supervisor acknowledge this success? Extremely often, Very often, Somewhat often, Not so often, Not all often 22. How professionally does your supervisor behave? Extremely professionally, Very professionally, Somewhat professionally, Not so professionally, Not all professionally 23. How likely is it that you would recommend your Department as a place to work to a friend or colleague? Scale of 0-10, 0 — Not at all likely to 10 — Extremely likely Goals and Objectives Report for Director of Human Resources Annette Anderson Goal #1— Audit Findings and Recommendations performed for Fiscal Year 2015-2016 Audit of County Hiring Practices (Report No. 15-01) and Fiscal Year 2017-2018 Follow-up Audit of County Hiring Practices (Report No. 18-01) Process has improved but has not completed comprehensive recruitment policies. Objectives G1B. Internal policies should be reviewed for best practices, clearly written, regularly communicated to DIM staff, and held to the same standard of authority as IIRS. Success Meas_Vrements 1. Determine if internal policies should be revised and/or created. 2. Develop communication action plan for staff, including any future updates. Timeline for 1 & 2: September 2020 Desired Outcome Policies that reflect best practices. Consistent application of policies throughout the County. Status 10/6/20: A review of the Interviewing and Selection Procedures occurred. The last revision was in 1986. Thus, HR will review and compare with current practices to determine if revisions are necessary. 10/6/20: An updated New Hire Orientation Video was created recently. The video was shown to all new hires during the day -long onboarding session that occurs on the first and sixteenth of each month. The update includes comments from many of the new directors who have been hired over the past year, including the DHR. Also new is providing web access to the video (once final approval for posting occurs) so that new employees will have an opportunity to re -review the content after employment begins. A PowerPoint presentation has also been created, which will be accessible by employees after hire. It is hoped that this subsequent access to the video and PowerPoint will benefit new hires in retaining the information, given that there is a significant amount of information presented during the onboarding day. Draft 2 11 20 Final Approved Copy 6.2.20 Page I Goal #2 — Audit Findings and Recommendations performed for Fiscal Year 2015-2016 Audit of County Hiring Practices (Report No. 15-01) and Fiscal Year 2017-2018 Follow-up Audit of County Hiring Practices (Report No. 18-01) Documentation of personnel actions has improved but opportunities for improvement still exist. Objectives Success Measurements Desired Outcome Status G2A. Maintain an audit 3. Identify areas where Accurate and complete Partially Implemented. trail of sufficient documentation may documentation reflecting documentation to support no longer exist; personnel transactions for all personnel activity explore potential County employees. during an employee's options for retrieval. career with the County. Timeline for 3: Late fall 2020 after HRMS system purchased G2B. Consult with the 1. Provide County Develop and implement a 7/7/20: Consulted with County Attorney regarding implementation of a County Attorney to Attorney with the retention and document retention and maintenance policy for HR, noting that the State has implement a "General Records maintenance schedule a very detailed and comprehensive General Records Schedule with respect to comprehensive policy Schedules" that comports with all personnel and payroll records containing an itemized listing of various that ensures compliance developed by the laws and requirements. records/documents with a wide -range of retention periods. with document retention State of Hawaii, 7/7/20: After a thorough analysis of the above information and in order to and maintenance Department of address the audit findings and recommendations from fiscal years 2015-2016 requirements at the Accounting and and 2017-2018, the HRD proposes to develop a brief policy statement for federal, state, and county General Services for personnel documents kept by HR acknowledging the requirements of HRS levels. review and advice if §46-43 and Council Resolution Nos. 2008-39 and 2016-21, with a similar policy can be commitment to adhere to the seven (7) year minimum retention policy, with implemented by the the exception of documents pertaining to the State of Hawai'i Employees' County. Retirement System and documents pertaining to Workers' Compensation claims that will be retained for a minimum period of 30 years. Timeline: June 2020 - 8/4/20: Attachment C — draft HRD Retention & Destruction policy created Ongoing and sent to County Attorney for review and approval. ** 7/7/20: Create a HR 9/1/20: The draft Human Resources Document Retention & Destruction policy statement for policy is awaiting approval by the County Attorney. personnel documents 10/6/20: The draft Human Resources Document Retention & Destruction kept by HR that would policy continues to wait approval by the County Attorney. The DHR followed be retained for seven up with the County Attorney's office regarding the status; it is on the list of their projects to complete but they must prioritize and handle more urgent years. matters first. Draft 2/11 20 Final Approved Copy 6.2.20 Page 2 Goal #4 — Human Resources Management System (HRMS) Project Consultant BerryDunn to develop and complete a Request For Proposal (RFP) for a new HRMS that focuses on employee records and payroll and assist with the selection of a new vendor and implementation of the new system. Objectives Success Measurements Desired Outcome Status G4A. Develop and 1. Assure timely Finalized RFP that meets 6/2/20: RFP posted 5/14/20. Telephone conference with 15 vendors held complete a Request For responses to the County's needs for a 5/28/20. Potential vendors submit RFP questions by 6/19/20. Proposals due Proposal for a new BerryDunn's requests new HRMS. by 7/9/20. HRMS. for information and 7/7/20: HR and IT, with assistance of BerryDunn, currently are reviewing and data. responding to 31 inquiries from vendors submitted by the June 19, 2020 2. Monitor progress of deadline. development of the 8/4/20: Eight proposals received by the July 13, 2020 deadline date. RFP. 8/4/20: At the suggestion of the commission added another individual from a 3. Provide status different department to work on the selection committee. updates, and timeline. 9/1/20: The selection committee has met to review the proposals and cost Timeline: Monthly analysis. Meetings to finalize the scoring occurred in late August. Next steps will be to identify those moving forward to the next phase of the project. 10/6/20: Vendor demonstrations occurred over three full days with four (4) vendors from the short list participating. Approximately 40 to 50 County employees participated. There were opportunities to ask questions throughout the presentations. After the demonstrations, the Selection Committee met to score the presentations and select the top two (2) vendors. Reference notices have been sent out, and client companies will be contacted to discuss their reference/evaluations. Thereafter, the scoring of the reference phase will occur. Draft 2111/20 Final Approved Copy 6.2.20 Page 3 Goal #5 — Human Resources Management System (HRMS) Project Consultant BerryDunn to secure a vendor contract for a new HRMS that focuses on employee records and payroll and assist with drafting and posting of a Request for Proposal for the new system before the June 30, 2020 fiscal year deadline. Objectives Success Measurements Desired Outcome Status GSA. Secure the posting 3. Provide updates Purchase new IIRMS; 5/5/20: Reported current and future meetings with consultants. of a Request for Proposal regarding adherence work with IT and IIR 6/2/20: Reported RFP posted and proposal deadlines. Provided summary for a new HRMS by June to timeline. staff to assure timeline. 30, 2020. coordinated 7/7/20: HR and IT, with assistance of BerryDunn, currently are reviewing and Timeline for 3: Monthly implementation of new responding to 31 inquiries from vendors submitted by the June 19, 2020 system; and provide deadline. [Goal 4, Obj. 1-3; Goal 5, Obj. A. 3.—ongoing] training to all users. 8/4/20: Eight proposals received by the July 13, 2020 deadline date. 8/4/20: At the suggestion of the commission added another individual from a different department to work on the selection committee. 9/1/20: The selection committee has met to review the proposals and cost analysis. Meetings to finalize the scoring occurred in late August. Next steps will be to identify those moving forward to the next phase of the project. 10/6/20: Vendor demonstrations occurred over three full days with four (4) vendors from the short list participating. Approximately 40 to 50 County employees participated. There were opportunities to ask questions throughout the presentations. After the demonstrations, the Selection Committee met to score the presentations and select the top two (2) vendors. Reference notices have been sent out, and client companies will be contacted to discuss their reference/evaluations. Thereafter, the scoring of the reference phase will occur. Draft 2/11/20 Final Approved Copy 6.2.20 Page 4 Goal #6 — Human Resources Department Assess office structure and productivity of staff assignments. I Objectives I Success Measurements I Desired Outcome I Status G6A. Review the 1. Review recent A well -organized 9/1/20: I have reviewed the recent staffing changes in the payroll division as organizational structure staffing changes in department that well as the upcoming changes to determine if it has resulted in improvement of the Human Resources payroll division to completes it work on in workload distribution and provide the following update: Department to assess determine time, driven by highly First, we are moving ahead with the overall goal of having a centralized whether revisions are improvement in motivated staff who payroll division for all County departments. As mentioned earlier, the Parks necessary, and monitor workload enjoy coming to work and Recreations Department (Parks) transferred a vacant position to HP, workloads, including distribution. and serving the County. which allowed us to hire a new payroll technician that would assume the productivity of payroll responsibility for Parks. That position and assumption of duties teleworking employees. Timeline for 1: occurred July 1, 2020. Training took place with the Parks' employee August 2020 (90 days previously handling payroll for that department. from changes) The next Department that will transfer payroll to HR is Finance. On -going meetings have been occurring with Finance employees to assure for a smooth Completed 10/6/20 transition. A new system of transmitting timesheets has been developed, which allows for electronic transmittal via SharePoint. This new system will also be used for other departments in the future. New Hire Orientation (NHO) was successfully transitioned from the Recruitment Division to our Administrative Services Division effective July 16, 2020. This transfer of duties allows for continuity in the processing of new hires where Administrative Services staff will work with the new hires from the issuance of the employment offer through the first day of employment. 10/6/20: The Finance Department successfully transferred its payroll reporting function to Human Resources, and it has been a smooth transition. Payroll continues to work with the Housing Agency and the Agency on Elderly Affairs to determine the timing for transition of payroll reporting services to Human Resources. Draft 2 11 20 Final Approved Copy 6.2.20 Page 5 Goal #6 — Human Resources Department Assess office structure and productivity of staff assignments. Objectives G6A. Success Measurements 2. Review organizational structure for additional modifications as appropriate. Timeline for 2: December 2020 (9 months following hire of HRD and allowing for COVID-19 and work at home interruption of normal work environment. Goal #7 — Human Resources Department Develop plans and actions for team building. Objectives Success Measurements G7A. Manage 4. When work locations teleworking employees to return to the office, assure that they are continue engaging continuously engaged employees in cross with colleagues and training, personal supervisors, provided career paths, and with necessary resources, I succession planning. and plan for eventual return to office. Timeline for 4: Unknown at this time but will continuously update when return to office is determined. Desired Outcome A well -organized department that completes it work on time, driven by highly motivated staff who enjoy coming to work and serving the County. Desired Outcome A workplace where employees thrive. Status Status Draft 2/11/20 Final Approved Copy 6.2.20 Page 6 Summary of Goals and Objectives Report for DHR Annette Anderson Objective Success Measurement Completed Pending GIA 1. Identify current procedures. ✓ 2. Compare with procedures during audit years. 3. Determine amendments needed. 10/6/20 GIB 1. Determine if internal policies should be revised and/or created. ✓ 2. Develop communication action plan for staff, including any future updates. G2A 1. Identify current process, noting differences, if any, between new hires and incumbent employees. J 2. Establish best practices going forward. 9/1/20 G2A 3. Identify areas where documentation may no longer exist; explore potential options for retrieval. ✓ G2B 1. Provide County Attorney with the "General Records Schedules" developed by the State of Hawaii, Department of Accounting and General Services for County review and advice if similar policy can be implemented by the County. Attorney approval G3A 1. Identify current procedures. 2. Compare with procedures during audit years. V 3. Identify County positions/offices that are exempted from civil pursuant to 9/1/20 HRS §76.77. G4A 1. Assure timely responses to BerryDunn's requests for information and data. 2. Monitor progress of development of the RFP. 3. Provide status updates, and timeline. G5A 1. Communicate with BerryDunn on a regular basis to assure it has necessary ✓ information to finalize RFP for posting. 7/7/20 G5A 2. Establish committee members to review proposals and respond to potential ✓ vendors questions. 7/7/20 G5A 3. Provide updates regarding adherence to timeline. ✓ G6A 1. Review recent staffing changes in payroll division to determine ✓ improvement in workload distribution. G6A 2. Review organizational structure for additional modifications as ✓ appropriate. G6A 3. Determine success of employee teleworking during Stay at Home ✓ emergency proclamation. 8/4/20 G7A 1. Throughout the period of continued teleworking at home, provide employees with guidance and training on ways to maintain office communications (e.g., Microsoft Teams —chat, email, virtual meetings; conversion to electronic document transmission, etc.). ✓ 2. Provide continued guidance for team building activities while working from 8/4/20 home. 3. Provide resources to employees to assist them with the challenges they face from working from home. G7A 4. When work locations return to the office, continue engaging employees in cross training, personal career paths, and succession planning. ✓ COUNTY OF KAUA`I CIVIL SERVICE COMMISSION 2021 MEETING DATES 1 st Tuesday each Month at 3:00 p.m. Microsoft Teams Videoconference January 5, 2021 February 2, 2021 March 2, 2021 April 6, 2021 May 4, 2021 June 8, 2021 July 6, 2021 August 3, 2021 September 7, 2021 October 5, 2021 November 2, 2021 December 7, 2021 06 Joao . �0 Draft 12.01:20