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Home My WebLink About2021_1005_CSC_Packet_Open CIVIL SERVICE COMMISSION V. PAMAI CANO, COMMISSIONER JENNIFER CARTER, COMMISSIONER FELY FAULKNER, COMMISSIONER BETH TOKIOKA, CHAIR VONNELL RAMOS, VICE CHAIR REGULAR MONTYLY TELECONFERENCE MEETING NOTICE AND AGENDA Tuesday, October 5, 2021 3:00 p.m. or shortly thereafter Microsoft Teams AUDIO Phone: 1-469-848-0234, Conference ID: 404 976 070# Microsoft Teams VIDEO Click on the URL below or type the URL into your computer or smart phone https://bit.ly/2XVgAsn This meeting will be held via Microsoft Teams conferencing only. Members of the public are invited to join this meeting by calling the phone number above and when prompted enter the conference ID information or by clicking the URL or typing the URL into a computer or smart phone. You may testify during the meeting or submit written testimony in advance of the meeting via e-mail 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 COMMENTS AND TESTIMONY Individuals may orally testify on any agenda item at this time. APPROVAL OF MEETING MINUTES a) Open Session Special Minutes of August 31, 2021 HUMAN RESOURCES DIRECTOR’S REPORT CSC 2021-24 August/September 2021 period, October 5, 2021 Meeting a) Collective Bargaining b) HRMS Project c) HR Trainings d) Update on Review and Revisions to Internal Policies and/or Procedures e) Complaints/Lawsuits/Settlements f) Monthly Report from HR Divisions/Sections a. Administrative Services and Benefits b. Employee Development and Health Services c. HR Manager, Classification and Pay and Labor Relations PAGE 2 CIVIL SERVICE COMMISSION – October 5, 2021 d. Recruitment and Exam e. Payroll f. EEO/ADA BUSINESS CSC 2021-25 Human Resources Director’s Goals and Objectives for evaluation period February 16, 2021 to February 15, 2022 (on-going) a) Review updated report b) Discussion and possible decision-making on other related matters CSC 2021-26 Discussion and possible decision-making on the annual evaluation of the Human Resources Director for period February 16, 2021 to February 15, 2022 (on-going) a) Review and possible approval on use of the 2021 evaluation form for 2022. b) Review and possible approval on the evaluation timeline. c) Discussion and possible decision-making on other related matters. EXECUTIVE SESSION: Pursuant to Hawai‘i 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). Discussions held in Executive Session are closed to the public. ENTER INTO EXECUTIVE SESSION 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 APPROVAL OF MEETING MINUTES ES-024 Executive Session Special Minutes of August 31, 2021 Pursuant to Hawai‘i Revised Statutes §92-4 and §92-5(a)(4), §92-9 (a)(1-4) and (b), the commission requests an Executive Session to approve or amend the executive session special minutes of August 31, 2021, where consideration of matters affecting privacy will be involved and to consult with the Deputy Attorney General on issues pertaining to the Commission’s powers, duties, privileges, immunities, and/or liabilities of the Commission as they relate to this agenda item. PAGE 3 CIVIL SERVICE COMMISSION – October 5, 2021 BUSINESS ES-025 – RFA 2021-02 Appeal filed March 18, 2021, against the action of the Director of Human Resources Pursuant to Hawai‘i Revised Statutes §92-4, §92-5(a)(4) and §76-47 (e), the commission requests an Executive Session to consult with the Deputy Attorney General on an Appeal filed March 18, 2021, to review and discuss the third amendment to the hearing and schedule timeline letter dated September 15, 2021, and discussion and possible decision making on other related matters. This discussion and consultation may involve matters affecting privacy and consideration of the powers, duties, privileges, immunities, and/or liabilities of the Commission as they relate to this agenda item. ES-026 – RFA 2021-05 Consolidation of RFA 2021-03 Appeal filed July 6, 2021, against the action of the Director of Human Resources and RFA 2021-04 Appeal filed August 13, 2021, against the action of the Director of Human Resources. Pursuant to Hawai‘i Revised Statutes §92-4, §92-5(a)(4) and §76-47 (e), the commission requests an Executive Session to consult with the Deputy Attorney General on procedures for the appeal hearing meeting scheduled Monday, November 8, 2021, to review and discuss possible receipt of prehearing motions due October 4, 2021 and discuss and possible decision making on other related matters. This discussion and consultation may involve matters affecting privacy and consideration of the powers, duties, privileges, immunities, and/or liabilities of the Commission as they relate to this agenda item. 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 ES-024, ES-25 and ES-26. ANNOUNCEMENTS: Next Scheduled Meeting: Monday, November 8, 2021 – 2:00 p.m. Microsoft Teams Teleconference ADJOURNMENT PAGE 4 CIVIL SERVICE COMMISSION – October 5, 2021 NOTICE OF EXECUTIVE SESSION Pursuant to Hawai‘i 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). Discussions held in Executive Session are closed to the public. cc: Deputy Attorney General Henry Kim 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: smuragin@kauai.gov 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 meeting: Testimonies may be emailed: smuragin@kauai.gov 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 asegreti@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. COUNTY OF KAUAI Minutes of Meeting SPECIAL OPEN SESSION Board/Commission: CIVIL SERVICE COMMISSION Meeting Date: August 31, 2021 Location Teleconference via Microsoft Teams Start of Meeting: 3:00 p.m. End of Meeting: 4:30 p.m. Present Chair Beth Tokioka. Vice Chair Vonnell Ramos. Commissioners: V. Pamai Cano, Jennifer Carter and Fely Faulkner. Deputy County Attorney Mark Ishmael. Human Resources Director Annette Anderson (left at 3:07 pm). Office of Boards and Commissions Staff: Administrator Ellen Ching and Commission Support Clerk Sandra Muragin. Excused Absent SUBJECT DISCUSSION ACTION Chair Tokioka, Vice Chair Ramos, Commissioner Cano, Commissioner Carter, Commissioner Faulkner, Deputy County Attorney Ishmael, Human Resources Director Anderson, Administrator Ching, and Commission Support Clerk Muragin were logged onto Microsoft Teams by video. Call To Order /Roll Call Chair Tokioka called the Special Open Session meeting to order at 3:00 p.m. and requested a roll call. Commission Support Clerk Sandra Muragin verified attendance by roll call and requested a verbal response of present or here; Commissioner Cano replied here Commissioner Carter replied here. Commissioner Faulkner replied here. Vice Chair Ramos replied here. Chair Tokioka replied here. Deputy County Attorney Ishmael replied here. Director Human Resources Anderson replied here. Administrator Ching replied here. Support Clerk Muragin replied here. Quorum was established with five commissioners present. Public Ms. Muragin reported no one from the public called into the meeting and no written testimonies Civil Service Commission Special Open Session August 31, 2021 Page 2 SUBJECT DISCUSSION ACTION Comments and Testimony received. Approval of Meeting Minutes A. Open Session Minutes of August 3, 2021 Ms. Faulkner moved to approve the Open Session minutes of August 3, 2021, as circulated. Vice Chair Ramos seconded the motion. Motion carried 5:0. Human Resources Director’s Report CSC 2021-22 July/August 2021 period, August 31, 2021, special meeting. a) Collective Bargaining b) HRMS Project c) HR Trainings d) Update on Review and Revisions to Internal Policies and/or Procedures e) Monthly Report from HR Divisions/Sections a. Administrative Services and Benefits b. Employee Development and Health Services c. HR Manager, Classification and Pay and Labor Relations d. Reallocations Processed e. Recruitment and Exam f. Recruitments g. Lists Referred to Departments h. Written Exams Administered i. Administrative Reviews j. Payroll k. EEO/ADA Human Resources Director Annette Anderson reviewed the July/August 2021 period, August 31, 2021, special meeting report. (Documents on file) Ms. Anderson presented an abbreviated report on following; • HFFA (Hawai‘i Fire Fighters Association) Bargaining Unit 11 Fire was still going through the collective bargaining and HGEA (Hawai‘i Government Employees Civil Service Commission Special Open Session August 31, 2021 Page 3 SUBJECT DISCUSSION ACTION Association) Bargaining Unit 15 Ocean Safety and SHOPO (State of Hawai‘i Organization of Police Officers) Bargaining Unit 12 Police were still outstanding. • The final vendor, ADP (Automatic Data Processing), for HRMS (Human Resources Management System) was completed, which concludes the four contracts needed. The county team was involved with data input into the HRMS system along with IT department. Met with the project management team that uses a software that tracks tasks and detects any that are behind schedule. The next phase would be to test the system. With no other questions or clarification from the commissioners on the information provided in the director’s report Chair Tokioka moved on to the next agenda item. Business CSC 2021-23 Director of Human Resources Goals and Objectives for evaluation period February 16, 2021 to February 15, 2022 (on-going) a) Review updated report b) Discussion and possible decision-making on other related matters The commissioners did not have any questions or require clarifications on the information provided; Chair Tokioka moved on to the next agenda item. Ms. Anderson left the meeting at 3:07 p.m. Executive Session Ms. Ching read the Hawaii Revised Statutes to move the meeting into Executive Session. Pursuant to Hawai‘i 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). Discussions held in Executive Session are closed to the public. Ms. Faulkner moved to enter Executive Session. Ms. Cano seconded the motion. Motion carried 5:0. The commission and staff, Civil Service Commission Special Open Session August 31, 2021 Page 4 SUBJECT DISCUSSION ACTION disconnected from open session at 3:13 p.m. and connected into executive session. Return to Open Session Chair Tokioka, Vice Chair Ramos, Commissioner Cano, Commissioner Carter, Commissioner Faulkner, Administrator Ching, and Commission Support Clerk Muragin were logged onto Microsoft Teams by video. Call To Order in Open Session /Roll Call Chair Tokioka called the Open Session meeting to order at 4:22 p.m. and requested a roll call. Commission Support Clerk Muragin verified attendance by roll call and requested a verbal response of present or here; Commissioner Cano replied here. Commissioner Carter replied here. Commissioner Faulkner replied here. Vice Chair Ramos replied here. Chair Tokioka replied here. Administrator Ching replied here. Commission Support Clerk Muragin replied here. Quorum was established with five commissioners present. Ratify Actions Ratify actions taken by the Civil Service Commission in executive session for agenda items: ES-020, ES-021, ES-022 and ES-023. Ms. Cano moved to ratify actions taken in Executive Session for ES-020, ES-021, ES-022 and ES-023. Ms. Faulkner seconded the motion. Motion carried 5:0. Announcements Next Meeting: Tuesday, September 7, 2021 – 2:00 p.m., Boards and Commission Conference Room. Adjournment With no objections from the commission, Chair Tokioka adjourned the meeting at 4:30 p.m. Civil Service Commission Special Open Session August 31, 2021 Page 5 Submitted by: ________________________________________ Reviewed and Approved by: _________________________________________ Sandra Muragin, Commission Support Clerk Beth Tokioka, Chair ( ) Approved as circulated. ( ) Approved with amendments. See minutes of________meeting. DEPARTMENT OF HUMAN RESOURCES DIRECTOR’S REPORT TO THE CIVIL SERVICE COMMISSION OCTOBER 5, 2021 MEETING Report Covering August/September 2021 Collective Bargaining: As of September 23, 2021, there have been bargaining sessions with Bargaining Unit (BU) 11 (Fire) and BU 15 (Ocean Safety Officers) plus four employer caucuses regarding these BUs as well as BU 12 (Police) during the months of August and September 2021. HRMS Project: Most implementation team members have received the required training. The next phase of the project entails testing of uploaded data to ensure accuracy. It is anticipated that certain individual employees in DHR and IT will be required to spend three to six hours per day during October/November on testing. In addition, sixty-two Change Ambassadors have been selected to assist with being the eyes and ears for the various departments and to assist with marketing the product and training employees on how to use the system. Accenture/Workday, who are using a project management software system, continue to report that the project is on schedule. Go live date is April 1, 2022. [Goal 2, Objective G2A., Success Measurements 1 and 2. – ongoing] HR Trainings As noted above, numerous HRMS trainings have been presented to core implementation team members in DHR and IT. EEO/ADA Coordinator attended webinar trainings involving workplace diversity and compliance with EEO Guidance related to COVID-19 vaccinations, accommodations, and testing. HR Manager and EEO/ADA Coordinator attended webinar trainings regarding workplace investigations, and vaccines and masks in the workplace. Finally the HR Director and HR Manager attended a webinar regarding marijuana issues in the workplace. [Goal 3, Objective G3A & G3B., Success Measurements 1, 2, and 3.– ongoing] Update on Review and Revisions to Internal Policies and/or Procedures HRD has revised the County-Wide Language Access Policy and Plan. Its distribution will be through the County’s PowerDMS electronic platform. [Goal 1, Objectives G1B. and G1C., Success Measurements 2 and 3. – on going] 2 Complaints/Lawsuits/Settlements DHR is aware of one new lawsuit related to non-selection and alleged race discrimination. Numerous Internal Complaints were filed by employees in one Department/Division/Section regarding workplace issues such as bullying, harassment, behavioral issues, etc. during August and September. DHR is working directly with the Deputy Director and Division/Section heads to address the issues. EEO/ADA Coordinator is also conducting investigations concerning the various issues. [Goal 4, Objectives G4A., G4B, Success Measurements 2, 3.—ongoing] 3 Monthly Report from HR Divisions/Sections Administrative Services and Benefits: • Provided guidance to departments on various personnel issues, including internal investigations, disability accommodations, disciplinary/performance, mediation, attendance/leave, benefits, drug/alcohol testing, etc. • New Hires: Accounting Technician Bridge Maintenance Worker I Heavy Vehicle & Construction Equipment Mechanic II Police Investigative Operations Assistant Public Safety Worker I Senior Clerk Deputy Chief of Police (exempt) Deputy County Attorney (exempt) Economic Development Specialist III (exempt) Executive Assistant to the Mayor (exempt) Housing Assistance Specialist III (exempt) Planning Research Specialist (exempt) Project Management & Compliance Assistant (exempt) • Exit Interviews (Retirees): 3 of 3 • TDI Applications None • Family Leave: 5 approved • Leave Sharing: None • Reference Checks: 7 • Employment Verifications: 11 • Transactions Totals: New Hires 13 Separations 16 Reallocations 3 Promotions 7 Demotions 2 Transfers 14 Pay Increase 0 Suspension 4 Leave Without Pay 0 *Misc. Change Forms 39 **Other 22 89-Day 42 Seasonal 0 *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 Health Services: • Eight (8) new workers’ compensation claims were filed this month: Two (2) controverted claims, one (1) indemnity claim, and five (5) medical only claims. • Bi-monthly reviews of selected workers’ compensation claims was held on August 3, 2021 via MS Teams meeting. Twenty-two (22) claims were reviewed. • Equipment/Driver Training: Compactor Backhoe (2 Public Works Employee) Automated Tractor Trailer (1 Public Works Employee) Single Axle Rubbish Truck (1 Public Works Employee) Double Axle Automated Rubbish Truck (7 Public Works Employee) Other: • HRMS Project (Go Live date of April 1, 2022): o The Project Team continued with data migration and configuration work (e.g., weekly configuration meetings per functional area, review and completion of configuration workbooks, review of business processes, data files/migration, etc.) to build the Kaua‘i Workday tenant (system) for unit testing which is anticipated to begin on October 11, 2021. Functional leads have been working on other tasks such as the development of test scenarios, review of reports, review/coordination of security structure set-up, integration with external vendors (e.g., ERS, NeoGov, etc.). o Contract completed with the last remaining vendor, ADP, Inc. (tax services and unemployment insurance reporting). Staff initiated meetings with both TimeClock Plus, LLC (Fire & Police advanced scheduling) and ADP to coordinate the integration with the Workday system. HR Manager, Classification and Pay and Labor Relations: • In complying with Governor Ige’s Emergency Proclamation mandating COVID-19 vaccinations for all State and County employees, various Advisories were issued to all employees including the requirement to submit an Attestation Form to state whether an employee is vaccinated, not vaccinated, or did not wish to disclose, as well as the testing protocols established for weekly testing. One-hundred percent (100%) of working employees submitted the Attestation Forms. All employees who are required to test are allowed to do so on work time with a test kit provided by the County. A full cabinet meeting was held to review Advisory #2021-5c. Currently, over eight percent (80%) of employees are fully vaccinated. Approximately eighteen percent (18%) are either unvaccinated or did not wish to disclose and are subject to weekly testing. The other approximate one and one-half percent (1.5%) of employees are on leave of absence. • In addition, unlike current employees, new hires will be required to be vaccinated unless exempted due to a medical or religious reason. New hires with exemptions will be required to test weekly. Job postings and application forms have been updated to include information about the need to be vaccinated prior to employment. • Advisory #2021-6 was issued providing that all employees (vaccinated or unvaccinated) are now required to complete a post-travel test at least three (3) days after returning to Kaua’i from transpacific travel. In addition, transpacific business travel was suspended. 5 • Advisory #2021-7 was also issued regarding “Employees Testing Positive for COVID-19”. The Advisory informed employees who are participating in the weekly self-testing or otherwise to be sure to contact their physician or one of the County’s free testing sites to take a confirmatory PCR COVID-19 test. Doing so provides employees with a medical clearance as to when they are released from isolation and can return to work. • Reallocations Processed: Bus Driver (Substitute) to Janitor II Civil Engineer V to Principal Project Manager Computer Deployment Specialist to IT Specialist I COVID-19 Administrative Technician to COVID-19 Laboratory Assistant COVID-19 Vaccinator to COVID-19 Laboratory Assistant Driver License Clerk I to Senior Clerk Economic Development Specialist III to Economic Development Specialist IV IT Specialist I to IT Specialist III Legislative Assistant to Council Departmental Staff Assistant Police Officer I to Police Services Officer (3) Police Services Officer to Police Officer I (3) Private Secretary to Liquor Training Coordinator Real Property Compliance Specialist I to Tax Clerk Real Property Valuation Analyst I to Market Model Analyst Secretary to Business Administrator Special Assistant to the Director of Liquor Control to Personnel Support Clerk • Desk Audits: None • New Classes Adopted: Business Administrator Fleet Coordinator Lead Plant Electrical/Electronic Equipment Repairer Police Records Technician II • Administrative Reviews: None • Class Amendments: Customer Service Representative I Customer Service Representative II Customer Relations Assistant Liquor Control Investigator Trainee Liquor Control Investigator I Liquor Control Investigator II Liquor Control Investigator III Liquor Control Investigator IV Ocean Safety Officer I Ocean Safety Officer II Ocean Safety Officer III Ocean Safety Officer IV Ocean Safety Bureau Chief Plant Electrical/Electronic Equipment Repairer Police Records Technician I 6 Recruitment and Exam: • Staff attended the first class for the Coalition of Native Hawaiian Advancement, Hawaiian Trades Program Police preparation course. Twenty-six (26) participants attended including four (4) from Oahu • Staff participated in the County of Kaua’i Job Fair on August 26th and 27th from 9:00 am-3:00 pm. The Fair was slow with just thirteen (13) and twenty-three (23) job seeking individuals stopping by the County’s table on Thursday and Friday respectively • The summer internship program ended with a total of twelve (12) interns who participated. Based on evaluations, departments were pleased overall with interns assigned to them with seven (7) extending employment beyond the initial six (6) week period • Recruitments: Accountant I Accountant Trainee Accounting Assistant (Exempt) Administrative Planning Officer Automotive Mechanic II Background Investigator (Exempt) Battalion Fire Chief Boards and Commissions Clerical Assistant (Exempt) Bus Driver (Exempt) Bus Driver (Substitute) (Exempt) CIP Coordinator (Exempt) Clerk Dispatcher I (Exempt) COVID-19 Laboratory Assistant (Exempt) COVID-19 Specimen Collection Specialist (Exempt) COVID-19 Travel Testing Site Supervisor (Exempt) Criminalist I Criminalist II Criminalist III Detention Facility Worker (Exempt) Economic Development Specialist III (Exempt) Electrician (Temporary) (Exempt) Emergency Management Staff Specialist II Information Technology Systems Project Manager (Exempt) Investigator (Exempt) Legal Intern (Exempt) Market Model Analyst (Exempt) Parks and Recreation Administrative Aide (Exempt) Plumber I (re-employment) Program Specialist II Public Information, Outreach and Education Specialist (Exempt) Public Safety Officer I TVR Permit Enforcement Specialist (Exempt) • Lists Referred to Depts: Account Clerk Accounting Assistant (Exempt) Accounting Technician Background Investigator (Exempt) 7 Boards and Commission Clerical Assistant (Exempt) Bus Driver (Exempt) Bus Driver (Substitute) (Exempt) CIP Coordinator (Exempt) COVID-19 Laboratory Assistant (Exempt) COVID-19 Specimen Collection Specialist (Exempt) COVID-19 Travel Testing Site Supervisor (Exempt) Detention Facility Worker (Exempt) Disaster Assistance Principal Project Manager (Exempt) Economic Development Specialist III (Exempt) Electrician (Temporary) (Exempt) Emergency Services Dispatcher I Equipment Operator I Golf Course Operations Supervisor Groundskeeper Information Technology Specialist I Information Technology Systems Project Manager (Exempt) Investigator (Exempt) Legal Intern (Exempt) Market Model Analyst (Exempt) Ocean Safety Officer I (Exempt) Park Caretaker I Parks and Recreation Administrative Aide (Exempt) Police Services Officer Public Information, Outreach and Education Specialist (Exempt) Senior Clerk (Exempt) Solid Waste Worker I TVR Permit Enforcement Specialist (Exempt) Van Driver (Substitute) (Exempt) • Written Exams: Account Clerk Emergency Services Dispatcher I Field Operations Clerk Golf Course Operations Supervisor Police Services Officer Solid Waste Worker I • Performance Exams: Pool Guard Pool Guard Trainee • Administrative Reviews: None Payroll: • HRMS System/Project o Established Weekly Meetings with HRMS vendor re payroll issues o Continued working on HRMS Test Scenarios for Unit and End to End Testing ▪ Requested guidance from Accenture on how testing will be done and who will be teaching SMEs how to enter testing results into TAPP o Completed the following workbooks: 8 ▪ Payroll Configuration ▪ Time Tracking ▪ Withholding Orders ▪ Earnings/Deductions o Began working on Payroll Accounting Workbook • Updated HR Budget as of July 31, 2021 • Gross Payroll for July: 15th 4,091,989$ EOM 4,057,836$ EUTF ACTIVE -$ EUTF OPEB 797,496$ EUTF RETIREE 872,629$ ERS (RETIREMENT)2,262,553$ SOCIAL SECURITY 318,336$ MEDICARE 112,038$ PTS SS SAVINGS 10,875$ EEO/ADA • Worked on multiple investigations. • Assisting with multiple ADA accommodation requests. • In August there were two ADA trainings for new hires. • Continuing to track changes in EEO/ADA policies, primarily due to the impact of COVID-19, continuing contact with ADA regional office, monthly webinars as changes occur. Continuing to support Departments and State/County projects (such as vaccination centers, housing issues) regarding ADA access & language access. COK CSC DHR Goals & Objects 2.16.21 to 2.15.22 (Approved 04.06.21) 1 | Page Goals and Objectives Report – COK Civil Service Commission Director of Human Resources Annette Anderson – Period February 16, 2021 to February 15, 2022 Goal #1 – Conduct review of Human Resources policies to determine if policies should be revised and/or new policies created. Develop communications action plan for staff, including any future updates on policies. Objectives Success Measurements Desired Outcome Status G1A. Identify and create a plan to address any outstanding items from “Follow-up Audit of County Hiring Practices: Report No. 18-01 G1B. Identify any Human Resources policies that should be revised and any gaps in existing policies. G1C. Draft and implement revised and/or new policies as deemed necessary to include a communications action plan. 1. Outstanding issues from “Follow-up Audit of County Hiring Practices: Report No. 18-01 are addressed. 2. Revised and/or new policies as implemented as needed. 3. Revised and/or new policies are successfully communicated to County personnel. 4. Quarterly reports are provided to the CSC to include update on outstanding audit issues and list of policies to be revised and/or created. Policies reflect best industry practices and meet the legal/operational needs of the County of Kauai. Policies are continually reviewed and amended to meet evolving circumstances and are successfully communicated to County personnel. 5/4/21-G1A-1&4: Quarterly report submitted with update on outstanding audit issues and list of policies to be revised and /or created. Goal completed for Audit Recommendations 1,4 and 8; on-going for Audit Recommendations 2 and 7. 5/4/21-G1B&G1C-2&3: Goal completed for Audit Recommendations 1,4 and 8; on-going for Recommendations 2 and 7. Motor Vehicle Policy---The revised motor vehicle policy has now been acknowledged by all County employees either through the electronic PowerDMS System or by wet signature. Travel Policy—The draft Travel Policy developed by the Finance Department and reviewed by edited by HR remains with Finance for consideration of suggested edits. HR will review any further edits that are made. Violence in the Workplace Policy—HR is in the process of revising and updating the Violence in the Workplace Policy. When completed, it will be sent to employees for review and acknowledgement. Drug and Alcohol Testing Pools—HR is in the process of revising and updating the procedures used in connection with random drug and alcohol testing pools to assure timely and accurate compliance with Commercial Drivers’ License (CDL) federal law, and in accordance with applicable collective bargaining agreements. 7/6/21-G1A-1&4: Recommendation 7 of the 2018 Follow-Up Audit states. - DHR should consult with the County Attorney to implement a comprehensive policy that ensure compliance with document retention and maintenance requirements at the federal, state, and county levels. This recommendation was included as Goal #2, Objective G2B., Success Measurement 1 in last year’s Goals and Objectives for this Director. As noted in the August 4, 2020 Director’s Report to the Commission, a draft HRD Retention & Destruction policy was created and sent to the Office of County Attorney for review and approval. As subsequent Director’s Reports have noted, we await response and approval. Once HR is informed by the Office of the County Attorney the update will be included in subsequent Director’s reports. 7/6/21-G1B&G1C-2&3: Travel Policy—The draft Travel Policy developed by the Finance Department and reviewed by edited by HR has now been finalized, approved by HRD, and forwarded for approval by others. 8/3/21-G1B&GIC-2&3: At the request of the Mayor’s office, a revised Recruitment Incentive Policy increasing the amount and duration of hiring bonuses and relocation expense reimbursements was drafted for optional use for certain hard to fill positions, subject to approval by HR. The above serves as the second quarterly progress report for Goal 1. 8/31/21-G1B&G1C-2&3: No additional information to report regarding this matter. COK CSC DHR Goals & Objects 2.16.21 to 2.15.22 (Approved 04.06.21) 2 | Page Goal #2 – Review and monitor the HRMS Human Resources Management System (HRMS) Project; assist with any multi-department issues. Objectives Success Measurements Desired Outcome Status G2A. Complete the process of implementing new HRMS. 1. Timelines and benchmarks are established and met for the completion of the work. 2. Monthly progress updates are provided to the CSC. Complete the migration to the new HRMS in order to realize the benefits of the project. 4/6/21-G2A-1&2: Notices of award were issued on February 17, 2021 to four (4) vendors: Accenture, LLP (integrators), Workday, Inc. (software solution), ADP, Inc. (tax services), and TimeClock Plus, LLC (Fire & Police scheduling). We did not receive any protests to these awards and proceeded with the review of the contracts, statements of work, and services agreements with the vendors. We are continuing to work with our attorneys, Finance Department, and the vendors on acceptable terms of these contracts. Once the contracts are signed, the implementation of the new system can commence. The go live date for the new HRMS system is still projected for January 1, 2022. 5/4/21-G2A-1&2: Continued review by attorneys for the vendors and County attorneys to reach agreement regarding acceptable contract terms. 6/8/21-G2A-1&2: Contracts with two of the four HRMS vendors have been executed, Accenture, LLP (integrators), Workday, Inc. (software solution). Contracts for the remaining two vendors, ADP, Inc. (tax services), and TimeClock Plus, LLC (Fire & Police scheduling), are being reviewed by the attorneys for the vendors and County attorneys to reach agreement regarding acceptable contract terms. Due to significant delays in reaching agreement with the two primary vendors, mostly due to attorneys’ review and disagreements over specific contracts terms, the go-live date has been postponed from January 1, 2022. Because the vendors require a start date only on the first of a quarter, the go-live date will now occur on April 1, 2022. The Mayor has been apprised and commented that due to the magnitude of this project, delays are understandable and the April 1, 2022 go-live date is acceptable. 7/6/21-G2A-1&2: Training has begun for the core implementation team, with a kick-off meeting with all department leads and Accenture, LLP (integrators) and Workday, Inc. (software solution) on June 16, 2021. The Executive Project Team are attending Workday trainings pertaining to their functional areas while also completing implementation tasks. Over the next four (4) months, the Kaua‘i Workday tenant (system) is being configured for unit testing which is anticipated to begin in October. Contracts for the remaining two vendors, ADP, Inc. (tax services), and TimeClock Plus, LLC (Fire & Police scheduling), are being reviewed by the attorneys for the vendors and County attorneys to reach agreement regarding acceptable contract terms. Accenture/Workday are using a project management software system and certain team members have been trained on the new system. Others will be trained via train the trainer method. 8/3/21-G2-1&2: Training continues for the core implementation team. Human Resources (HR) staff, as well as other department leads, are participating in many days and hours of training. Unfortunately, due to the trainers being located in multiple time zones on the mainland, some training sessions begin at 5:30 or 6:00 a.m. The vendors are not able to adjust their trainers’ schedules to work into the evening hours; hence, we must accommodate with early sessions for many of the trainings. Nevertheless, we have willing participants eager to learn the new system. HR staff continues to meet and discuss with County of Maui staff since the new HRMS system is mirrored after Maui’s product. It is a benefit to the County of Kaua‘i to learn from Maui’s experience. Contracts for the remaining two vendors, ADP, Inc. (tax services), and TimeClock Plus, LLC (Fire & Police scheduling), continue to be reviewed by the attorneys for the vendors and County attorneys to reach agreement regarding acceptable contract terms. Accenture/Workday, who are using a project management software system, have noted that we are currently on schedule. 8/31/21-G2A-1&2: The fourth and final vendor contract with ADP has been executed. COK CSC DHR Goals & Objects 2.16.21 to 2.15.22 (Approved 04.06.21) 3 | Page Goal #3 – Identify training priorities for Department of Human Resources staff and/or staff from other departments including developing plan for delivery of the training. Objectives Success Measurements Desired Outcome Status G3A. Work with HR Department staff and/or other departments to assess where they feel training is needed to address gaps in knowledge/skills. G3B. Based on assessment, develop a training program for HR Department staff and/or other departments to address improvements in knowledge/skills. 1. For HR staff training, each HR staff member is surveyed to determine needs. 2. For staff in other departments, work with department/division heads to identify training needs for the Department. 3. A training program is developed to address the priority training needs. 4. Quarterly progress reports are provided to the CSC. County Staff are better equipped to meet the needs of the County of Kauai. 5/4/21-G3A&G3B-1to4: The following is the first quarterly report regarding training priorities: HR, working with other departments, assessed the training needs, developed training programs, and where noted provided the following training: Transportation—HR is developing new content for bus driver training regarding customer service, and specifically the process to follow when dealing with difficult passengers. Parks & Recreation—To address workplace issues, HR coordinated individual employee trainings with WorkLife Hawaii on best practices for addressing employee/team conflict. Department of Water—At the DOW’s request, HR developed a training program and provided training to DOW supervisors regarding timesheets for various bargaining unit employees. 4 Police—HR is developing a training program, with handouts, regarding policy against discrimination, harassment and retaliation. Training priorities for HR Staff---HR managers and the Director are working on content for a survey for internal HR staff to determine their training needs and desires. Future reports will identify the responses to the survey. 6/8/21-G3A&G3B-1&3: EEO/ADA Coordinator enrolled in EEOC Webinar to enhance skills and knowledge. 6/8/21-G3A&G3B-2&4: As noted in the Administrative Services report below, HR coordinated mediation for Police Department staff, which resulted in the participants reaching an agreement that addressed the need for improved communication and the ability to respectfully settle minor issues amicably. 7/6/21 G3A&G3B-1&3: HR staff as well as other departments are participating in the HRMS project training. 8/3/21-G3A&G3B-1&3: HR staff (both HR Managers and EEO/ADA Coordinator) gave an all-day training to the newly promoted Sergeants and Lieutenants at KPD. Topics included performance management, evaluations, EEO/Civil Rights, and ADA accommodations. HR coordinated and retained an outside trainer to conduct “customer service” training for Finance and Planning employees pursuant to the Department Heads’ request. A total of 63 employees attended. EEO/ADA Coordinator provided two ADA trainings for new hire orientations. The Department of Water is currently requesting HR assistance for future training. The above serves as the second quarterly progress report for Goal 3. 8/31/21-G3A&G3B-1&3: No additional information to report regarding this matter. COK CSC DHR Goals & Objects 2.16.21 to 2.15.22 (Approved 04.06.21) 4 | Page Goal #4 – Review employee complaints in an effort to identify common root causes and implement appropriate training programs designed to address the most frequent root causes. Objectives Success Measurements Desired Outcome Status G4A. Review complaints filed over the past five years, if possible, to identify most frequent root causes. G4B. Work with Department Heads and key management personnel to review most frequent root causes and assess related training needs. G4C. Based on assessment, develop a training program for County of Kauai departments to address highest priority root causes. 1. Five year, if possible, review is completed and frequent root causes identified. 2. Department Heads and key management personnel participate in the development of the training plan. 3. A training plan/schedule is developed and implemented. 4. Claims are reduced over time. 5. Quarterly progress reports are provided to the CSC including statistics on the number of HR related litigation/lawsuits and settlements or awards that they are aware of. Report shall also include statistics by category on separation, termination, retirements, etc. to identify trends. Employee complaints are reduced for the County of Kauai, saving money, time and resources and creating a more positive work environment for all employees. 5/4/21-G4A&G4B-1&5: The following is the first quarterly report regarding employee complaints, root causes, and training: Review of Previous Complaints—HR has maintained a directory of complaints filed by employees since January 2020. Previous complaints are located in multiple folders and/or directories, with some under names of HR staff assigned, thus, efforts to review five years back, if possible, will take longer. Root causes—Over half of the complaints submitted to HR since January 2020 pertain to one or more of the following allegations: harassment, discrimination, hostile work environment, retaliation. The remaining complaints involve allegations against management such as unprofessional conduct, misuse of grant funds, disclosure of personal information, recruitment and/or civil service violations, and wrongful termination. For the next quarterly report, there will be further analysis, including if the complaints were substantiated, and options for reducing future complaints. Training— For the next quarterly report, there will be further analysis to determine if and when further training should occur with respect to the COK’s policy against Discrimination, Harassment, and Retaliation. All employees are trained upon hire and receive the policy. Periodic updated training within individual departments occur as needed. There have been additional methods used in the past including mediation and talk story sessions to address the issues as well. 8/3/21-4: HR is not aware of any new litigation/lawsuits/settlements related to HR matters. This serves as the second quarterly progress report for Goal 4. COK CSC DHR Goals & Objects 2.16.21 to 2.15.22 (Approved 04.06.21) 5 | Page Goal #5 – Optimize payroll division functions and staffing related to eventual 100% centralized payroll and in connection with future automation with new HRMS system. Objectives Success Measurements Desired Outcome Status G5A. Identify any changes necessary within the payroll division in order to meet the needs of a 100% centralized system integrated with the new HRMS system. G5B. Implement necessary changes. 1. Develop timeline for movement of all county payroll functions to the HR Department. 2. Payroll functions are successfully integrated with HRMS in accordance with the implementation plan. 3. Quarterly progress reports are provided to the CSC. Payroll functions are consolidated within HR and automated to the greatest extent possible. Payroll is efficient and accurate, and meet the needs of the County of Kauai and its various departments. 5/4/21-G5A&G5B-1to3: Currently some payroll staff have been re-deployed to be part of HRMS implementation team. Continued analysis regarding timing for 100% centralized payroll, and staffing needs, is on-going; however, decisions are dependent upon information received during the training and testing phases of HRMS. 8/3/21-G5-3: The go-live date for HRMS is April 1, 2022. Converting to 100% centralized payroll will not occur until after the new system is in place. Departments conducting their own payroll recordkeeping are included in the HRMS implementation team, and transition from departments to payroll will be staggered over a period of time once all stakeholders are trained and the new system is fully implemented. This serves as the second quarterly progress report for Goal 5. COUNTY OF KAUAI – CIVIL SERVICE COMMISSION HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION Approved 8/4/20: Page 1 Name: Annette Anderson Appointment Date: 02/16/20 Reason for Report: Annual Performance Evaluation Period of Report: 02/16/21 to 02/15/22 Commissioner Name: *Comments will NOT be attributed to you, all comments will be collated into one report for review by the whole Commission. Date: 1. Leadership Skills and Professional Qualities • Leads by example. Exhibits honesty, integrity and self-discipline. • Sets and enforces professional standards. • Promotes, supports, and implements EEO policies and programs. • Motivates and develops subordinates. Serves as a mentor. • Accepts personal responsibility. Examples: (Provide specific examples of performance. Absent examples mark Unable to Rate below) Overall Rating: _____Meets Expectations _____Does NOT Meet Expectations _____Unable to Rate 2. Policies, Procedures, Rules and Regulations • Adheres to and implements the principles and methods of 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. • Adheres to 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. • Identifies alternatives and recommends action to be taken. Examples: (Provide specific examples of performance. Absent examples mark Unable to Rate below) Overall Rating: _____Meets Expectations _____Does NOT Meet Expectations _____Unable to Rate COUNTY OF KAUAI – CIVIL SERVICE COMMISSION HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION Approved 8/4/20: Page 2 3. Planning, Organizing, and Setting Priorities • Sets priorities. Develops realistic and attainable goals with accompanying metrics to measure progress. • Develops plans to achieve departmental and county goals. • Anticipates and solves problems. • Anticipates and budgets for future personnel and equipment. • Develops contingency plans for major events and emergency operations. Examples: (Provide specific examples of performance. Absent examples mark Unable to Rate below) Overall Rating: _____Meets Expectations _____Does NOT Meet Expectations _____Unable to Rate 4. Personnel and Resource Management • Develop training programs; analyzes training needs with department mangers; establishes organizational and personnel development programs. • Recognizes and addresses personnel problems at the earliest stages. • Prepares the budget in accordance with department and county policies. Exercises fiscal control, with emphasis on controlling overtime. Examples: (Provide specific examples of performance. Absent examples mark Unable to Rate below) Overall Rating: _____Meets Expectations _____Does NOT Meet Expectations _____Unable to Rate 5. Communications • Provides positive feedback and corrective counseling to subordinate personnel as appropriate. • Maintains on-going communications with county leadership, and as the mayor’s representative and spokesperson at the bargaining table with public sector unions. • Keeps the Civil Service Commission and county leadership informed on incidents that could affect departmental operations and community relations. Responds promptly to Commission requests for information. Examples: (Provide specific examples of performance. Absent examples mark Unable to Rate below) Overall Rating: _____Meets Expectations _____Does NOT Meet Expectations _____Unable to Rate COUNTY OF KAUAI – CIVIL SERVICE COMMISSION HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION Approved 8/4/20: Page 3 Notable Accomplishments This Reporting Period: Achievement of Goals: (Provide explanation for goals Not Achieved) Progress Toward Annual Goal Accomplishment: Summary of Performance: Areas of Concern by Civil Service Commission: Overall Performance for this Reporting Period: ___Meets Expectations ___Does NOT Meet Expectations I Received a Copy of this Performance Review: ___________________________________________ Date: _____________ Human Resource Director Discussed with Director By: _______ _ Date: _____________ Chair – Civil Service Commission Annual Performance Evaluation Timeline – HRD Annette Anderson February 16, 2021 to February 15, 2022 Possible Dates Completed Task Responsible October 5, 2021 Review and Approve Annual Evaluation Form Commission December 1, 2021 Email Annual Evaluation Form to Commissioners Sandra December 1-10, 2021 Commissioners complete Annual Evaluation Commission December 1-10, 2021 Commissioner’s email completed form to Sandra Commission December 13-16, 2021 Collate Completed Annual Evaluations Forms Sandra January 4, 2022 Review and Approve collated Annual Evaluation Commission January 5-31, 2022 Review Collated Annual Evaluation with HRD Anderson Commission/Chair February 1-14, 2022 Email signed & completed Annual Evaluation to HR Sandra February 15, 2022 HR Deadline to receive Annual Evaluation Sandra