HomeMy WebLinkAbout2021_1207_CSC_Packet_Open
CIVIL SERVICE COMMISSION
V. PAMAI CANO, COMMISSIONER FELY FAULKNER, COMMISSIONER BEVERLY GOTELLI, COMMISSIONER FRANCIS KAAWA, COMMISSIONER
BETH TOKIOKA, CHAIR VONNELL RAMOS, VICE CHAIR
REGULAR MONTYLY TELECONFERENCE MEETING NOTICE AND AGENDA
Tuesday, December 7, 2021
3:00 p.m. or shortly thereafter
Microsoft Teams AUDIO
Phone: 1-469-848-0234, Conference ID: 604 485 849#
Microsoft Teams VIDEO
Click on the URL below or type the URL into your computer or smart phone
https://bit.ly/3C4Y9Rw
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/computer and unmute to testify.
Oath of Office for mayoral appointee Commissioner V. Pamai Cano serving a first term
ending 12/31/24.
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 Minutes of October 5, 2021
HUMAN RESOURCES DIRECTOR’S REPORT
CSC 2021-27 September/October/November 2021 period, December 7, 2021 Meeting
a) Collective Bargaining
b) HRMS Project
c) HR Trainings
d) Update on Review and Revisions to Internal Policies and/or
Procedures
e) Litigation/Lawsuits/Settlements
f) 100% Centralized Payroll System integration with new HRMS System
g) Monthly Report from HR Divisions/Sections
PAGE 2 CIVIL SERVICE COMMISSION – December 7 2021
a. Administrative Services and Benefits
b. Employee Development and Health Services
c. Other
d. HR Manager, Classification and Pay and Labor Relations
e. Recruitment and Exam
f. Payroll
g. EEO/ADA
COMMUNICATION
CSC 2021-28 Letter received from Charter Review Commission Chair Reid Kawane
dated October 1, 2021, requesting any proposals to amend the Charter.
BUSINESS
CSC 2021-29 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 2021-30 Revisit of the evaluation form that includes Human Resources
Department recommendations of amendments for the commission to
review and possible decision-making.
a) Review of Option #1 and Option #2 and possible approval of final
document.
b) Review amended evaluation timeline.
c) Discussion and possible decision-making on other related matters.
CSC 2021-31 Annual selection of officers for calendar year 2022.
a) Nominate a commissioner to serve as chair.
b) Nominate a commissioner to serve as vice chair.
c) Discussion and possible decision-making on officers and other related
matters.
CSC 2021-32 Review and approve 2022 meeting schedule
CSC 2021-33 Update on vacant commissioner positions.
a) Administrator Ching to share.
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.
PAGE 3 CIVIL SERVICE COMMISSION – December 7 2021
ENTER INTO EXECUTIVE SESSION
Disconnect from Open Session and enter Microsoft Teams Teleconference in Executive
Session
CALL TO ORDER IN EXECUTIVE SESSION (Closed to the Public)
ROLL CALL
APPROVAL OF MEETING MINUTES
ES-027 Executive Session Minutes of October 5, 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 minutes of October 5,
2021, where consideration of matters affecting privacy will be
involved and to consult with the Deputy County Attorney on issues
pertaining to the Commission’s 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 action taken by the Civil Service Commission in executive session for ES-027.
ANNOUNCEMENTS:
Next Scheduled Meeting: Appeal Hearing Tuesday, January 4, 2022 – 2:00 p.m. Microsoft
Teams Teleconference
ADJOURNMENT
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 County Attorney Mark Ishmael
cc: Human Resources Director Annette Anderson
PAGE 4 CIVIL SERVICE COMMISSION – December 7 2021
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
OPEN SESSION
Board/Commission: CIVIL SERVICE COMMISSION Meeting Date: October 5, 2021
Location Teleconference via Microsoft Teams Start of Meeting: 3:00 p.m. End of Meeting: 4:18 p.m.
Present Chair Beth Tokioka. Vice Chair Vonnell Ramos. Commissioners: V. Pamai Cano, Jennifer Carter (left at 3:56pm) and Fely
Faulkner.
Deputy County Attorney Mark Ishmael. Human Resources Director Annette Anderson (left at 3:36pm). 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 into
Microsoft Teams Teleconference.
Call To Order
/Roll Call
Chair Tokioka called the Open Session meeting to order at 3:00 p.m. and requested a roll
call.
Commission Support Clerk Sandra Muragin verified attendance and requested a verbal
response of present or here and for the record announce and identify if anyone was present
with them at their location during the meeting;
Commissioner Cano replied present and alone.
Commissioner Carter replied present and no one with her and informed the commission she
would leave the meeting by 4:00 p.m.
Commissioner Faulkner replied present and alone.
Vice Chair Ramos replied present and by himself.
Chair Tokioka replied present and alone.
Deputy County Attorney Ishmael replied present and alone.
Director Human Resources Anderson replied present and alone.
Administrator Ching replied present and alone. a.
Civil Service Commission
Open Session
October 5, 2021 Page 2
SUBJECT DISCUSSION ACTION
Support Clerk Muragin replied present and alone. Quorum was established with
five commissioners present.
Public
Comments and
Testimony
Ms. Muragin reported no one from the public called into the meeting and no written testimonies
received.
Approval of
Meeting Minutes
A.Open Session Special Minutes of August 31, 2021 Ms. Faulkner moved to approve
the Open Session special
minutes of August 31, 2021, as
circulated. Ms. Cano seconded
the motion. Motion carried 5:0.
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
d.Recruitment and Exam
e.Payroll
f.EEO/ADA
Human Resources Director Annette Anderson reviewed the August/September 2021 period,
October 5, 2021, meeting report. (Documents on file)
Ms. Anderson presented an abbreviated report on the following;
•Collective bargaining meetings continued with various units that have not settled
and contract negotiations for fiscal year 2023 began.
•HRMS project meetings continued with appointing training ambassadors from each
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Open Session
October 5, 2021 Page 3
SUBJECT DISCUSSION ACTION
department that would be assigned to disseminate the information to the staff. A
kick-off meeting is planned in October.
• Internal language access policies are being updated and will be distributed through
power DMS.
• HR was handling numerous complaints and took a proactive approach to address
issues clustered in one department with the help of the deputy director. The county
attorney’s office was handling a discrimination lawsuit.
• Addressed the county’s compliance with Governor Ige’s emergency proclamation
on page 4 under HR Manager, Classification and Pay and Labor Relations first
bullet. She said the county received 100% response of the attestation of vaccination
form that was sent out requesting employee disclosure of their vaccination status.
The employees selected whether they were fully vaccinated, not fully vaccinated or
chose to not disclose vaccination status. The results were 80% of employees were
fully vaccinated, 18% not vaccinated and the remaining small percentage were
employees on leave of absence and not counted. The mayor publicly announced
that current employees would be allowed the option to be vaccinated or not;
however, new hires are required to be vaccinated or fall into the medical or religious
category.
Chair Tokioka inquired if the county continued to allow telework. Ms. Anderson replied
that teleworking was still allowed, and each department head had the authority to make that
decision. She said department heads could also approve flexible work hour schedules.
Ms. Faulkner asked for the total count of suspended employees up to October 5, and if their
duties were reassigned. Ms. Anderson verified if Ms. Faulkner referenced page three that
listed four suspended and did not know if the count was different than the information
provided. Ms. Anderson said a normal suspension was one-day, and it was uncommon to
have a 30-day suspension; however, department heads and supervisors were tasked with
assuring proper coverage and timely completion of duties.
Ms. Faulkner asked if the suspension of employees contributed to overtime? Ms. Anderson
Civil Service Commission
Open Session
October 5, 2021 Page 4
SUBJECT DISCUSSION ACTION
replied that she was not aware if it did, but department heads were put on notice to watch
overtime.
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 2021-25 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
Chair Tokioka commented that the August 31, meeting did not include updated information
on the goals and objectives report. Ms. Anderson recalled that she was notified of the last-
minute special meeting and due to the short notice, the report was a brief recap because the
previous meeting was three weeks prior on August 3.
Chair Tokioka announced that Commissioner Carter would be given the opportunity to
complete an evaluation if she chose to.
The commissioners did not have any questions or require further clarification on the
information provided; Chair Tokioka moved on to the next agenda item.
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
Chair Tokioka directed the commission to the sample form included in their packet and said
they had the option to use the same form that was used for the last annual evaluation.
Administrator Ellen Ching said she had been in discussion with human resources
department on the evaluation and there were two points to share. The first was a change to
the due date of the evaluation. HR’s due date fell on the hire date of the directors which
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Open Session
October 5, 2021 Page 5
SUBJECT DISCUSSION ACTION
due to the lengthy process the commission evaluated performances of 10 months or less.
HR agreed to extend the due date to after the hire date, which would allow the commission
a full year to evaluate. Second HR asked that the commission unify their responses or
comments for each goal instead of bulleting each comment received by the commissioners.
Ms. Ching added that last year the commission did a 360 survey and asked if they wanted to
include another survey for this evaluation period.
The commission agreed that the extended timeline made more sense and unanimously
agreed that the dates listed on the timeline would need to be pushed out two months.
Chair Tokioka clarified the evaluation timeline as follows;
1. February 1, 2022, commissioners receive evaluation form to complete
2. February 10, 2022, commissioners email completed evaluation form
3. Ms. Muragin would compile everyone’s evaluation onto one form
4. March 5, 2022, meeting the commission would review and discuss and come up
with a unified evaluation to approve.
5. After March 5, 2022, the Chair and HRD Anderson would meet one on one and
review the evaluation and sign.
6. April 15, 2022, deadline to submit to HR the completed evaluation form.
7. Ms. Muragin would have from March 5 to April 15 to submit the completed
evaluation form to HR.
Chair Tokioka said that the timeline did not include possible new goals and objectives for
the next period of evaluation.
Ms. Cano moved to approve the
use of last year’s evaluation
form with an approved date of
August 4, 2020 for the annual
evaluation of Human Resources
Director Annette Anderson for
period February 16, 2021 to
February 15, 2022. Ms. Carter
seconded the motion. Motion
carried 5:0.
Civil Service Commission
Open Session
October 5, 2021 Page 6
SUBJECT DISCUSSION ACTION
Ms. Ching asked if the commission wanted to discuss use of the 360-survey. Chair Tokioka
asked for a motion if the commission wanted to use the 360-survey again. With no
response, Chair Tokioka moved on to the next agenda item.
Ms. Anderson left the meeting at 3:36 p.m.
Ms. Cano moved to approve the
commission’s recommendations
to amend the timeline as
follows; change email annual
evaluation form to
commissioners to February 1,
2022 and change all other dates
ahead by two months. Ms.
Faulkner seconded the motion.
Motion carried 5:0.
Executive
Session
Ms. Ching announced that at the August 31, meeting Deputy Attorney General Henry Kim
stated that Ms. Ching could not be allowed into executive session to preserve the
confidentiality and client attorney privilege.
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. Vice Chair
Ramos seconded the motion.
Motion carried 5:0.
The commission and staff,
disconnected from open session
at 3:42 p.m. and connected into
executive session.
Civil Service Commission
Open Session
October 5, 2021 Page 7
SUBJECT DISCUSSION ACTION
Return to Open
Session
Chair Tokioka, Vice Chair Ramos, Commissioner Cano, Commissioner Faulkner, and
Commission Support Clerk Muragin were logged into Microsoft Teams Teleconference.
Call To Order in
Open Session
/Roll Call
Chair Tokioka called the Open Session meeting to order at 4:17 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 present and alone.
Commissioner Faulkner replied present and alone.
Vice Chair Ramos replied present and alone.
Chair Tokioka replied present and alone.
Commission Support Clerk Muragin replied present and alone.
Quorum was established with
four commissioners present.
Ratify Actions Ratify actions taken by the Civil Service Commission in executive session for agenda items:
ES-024, ES-025 and ES-026.
Ms. Faulkner moved to ratify
actions taken in Executive
Session for ES-024, ES-025,
and ES-026. Vice Chair Ramos
seconded the motion. Motion
carried 4:0.
Announcements Next Meeting: Tuesday, November 8, 2021 – 2:00 p.m., Microsoft Teams Teleconference
Chair Tokioka announced that the November 8, 2021, meeting would probably be canceled
unless an urgent agenda item required their attention. The December 7, 2021, would be the
next scheduled meeting.
Adjournment
With no objections from the
commission, Chair Tokioka
adjourned the meeting at 4:18
p.m.
Civil Service Commission
Open Session
October 5, 2021 Page 8
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
DECEMBER 7, 2021 MEETING
Report Covering September/October/November 2021
Collective Bargaining:
As of November 23, 2021, the status of collective bargaining with the various unions is as follows:
•Two Year Agreements Reached (7/1/21-6/30/23) with the unions below, all with no pay increases
in either year but right to reopen salaries in year two (7/1/22-6/30/23):
o UPW BU 1 (blue collar)
o HGEA BU 2 (bule collar supervisors)
o HGEA BU 3 (white collar)
o HGEA BU 4 (white collar supervisors)
o HGEA BU 13 (professional & scientific)
Should the parties not reach agreement on the year two reopener, unions will proceed to
arbitration, with the exception of BU 1 which is a strike unit.
•Unsettled units at impasse and proceeding to arbitration (assuming no settlement) are:
o HFFA BU 11 (Fire)
o SHOPO BU 12 (Police)
o HGEA BU 15 (Ocean Safety Officers)
HRMS Project:
Training of the core implementation team has been on-going with Human Resources (HR) staff, as well as
other department leads, participating in many days and hours of training.
Data conversion from old system to the new has occurred over a number of weeks, with both HR and IT
staff involved along with the vendors, followed by making necessary corrections.
Testing of uploaded data with various employment and payroll scenarios has been on-going over a
number of weeks with thousands of test scenarios created and tested. Certain employees in HR and IT
have spent three to six hours per day doing testing.
Change Ambassadors. A kick-off virtual meeting occurred with the sixty-seven change ambassadors from
various departments. They received an overview of what to expect and the ability to submit
questions/concerns as we move forward. Mayor Kawakami started off the meeting by sharing his thanks
and appreciation for all involved in this project.
Schedule. The County of Kauai’s implementation team is currently working with our vendor, Accenture,
concerning changes that need to occur to the Maui configuration of the Workday tenant. During the past
two months of unit testing, the team has identified numerous examples of County processes and job
profiles that differ from Maui and must be aligned to Kauai. As such, a change order will be submitted
that will incorporate these changes. It will also impact the go-live date, which must start on the first day of
a quarter. Both County and Accenture agree that this is the best course to assure success.
[Goal 2, Objective G2A., Success Measurements 1 and 2. – ongoing]
CSC 2021-27
2
HR Trainings
As noted above, numerous HRMS trainings have been presented to core implementation team members
in DHR and IT.
Supervisory Training on Effectively Addressing Employee Conflict presented by Alt Kagesa on October 21,
2021 at the Kaua‘i Veterans Center. There were two (2) three and a half (3.5) hour sessions held. A total of
eighty (80) supervisors attended plus the Mayor.
Leadership Training w/Glenn Furuya – Training entitled “Leading Yourself Through Tough Times” for all
Department Heads and Deputies, including the Mayor, was held virtually on November 9, 2021 from
10:00 a.m. – 3:00 p.m.
The above serves as the third quarterly progress report for Goal 3.
[Goal 3, Objective G3A & G3B., Success Measurements 1 and 3.– ongoing; Success Measurement 4--
quarterly report completed]
Update on Review and Revisions to Internal Policies and/or Procedures
As mentioned in a previous HRD report during this past quarter, HRD has revised the County-Wide
Language Access Policy and Plan.
The above serves as the third quarterly progress report for Goal 1.
[Goal 1, Objectives G1B. and G1C., Success Measurements 2 and 3. – on going; Success Measurement 4--
quarterly report completed]
Litigation/Lawsuits/Settlements
As mentioned in a previous HRD report during this past quarter, DHR is aware of one new lawsuit related
to non-selection and alleged race discrimination. DHR has compiled data from the past six years regarding
the type of employee complaints received in an effort to identify common root causes and implement
appropriate training programs designed to address the most frequent root causes.
Year Age
Discrimination
Race
Discrimination
Sexual
Discrimination
Workplace
Violence/
Hostile Work
Environment
Retaliation *Other Total
2016 8 1 1 10
2017 1 3 2 6
2018 1 3 1 5
2019 1 1 1 2 5
2020 1 1 10 2 9 23
2021 1 18 2 10 31
Total 3 3 1 42 9 22 80
*e.g., resume falsification, improper use of authority, unfair treatment, improper handling of grant funds, unprofessional management, violation
of Civil Service Laws, promotion process unfair, wrongful termination, Drug and Alcohol testing discriminatory practices, applicant claims to meet
minimum qualification requirements, applicant denied entry to testing due to late arrival, questions on Fire Captain exam vague or misinterpreted.
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This serves as the third quarterly progress report for Goal 4.
[Goal 4, Objectives G4A, Success Measurements 1, 4, 5—quarterly report completed]
100% Centralized Payroll System Integration with new HRMS System
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 third quarterly progress report for Goal 5.
[Goal 5, Success Measurement 3—quarterly report completed]
4
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.
• Tracking and reviewing weekly COVID-19 Testing rosters; Responding to questions/issues related to
testing, travel, etc.
• New Hires: Information Technology Specialist I
Real Property Appraisal Assistant
Bus Driver (exempt)
2 COVID-19 Laboratory Assistants (exempt)
Market Model Analyst (exempt)
TAT Tax Clerk (exempt)
Administrative Support Assistant
Civil Engineer III
Janitor II
Plant Electrician
2 Solid Waste Worker I
Clerk Dispatcher I (exempt)
COVID-19 Data Entry Specialist (exempt)
COVID-19 IMT Specialist (exempt)
COVID-19 Laboratory Assistant (exempt)
Manager & Chief Engineer (exempt)
• Exit Interviews (Retirees): 9 of 9
• TDI Applications None
• Family Leave: 16 approved, 1 denied
• Leave Sharing: 1 approved
• Reference Checks: 36
• Employment Verifications: 58
• Transactions Totals:
New Hires 10
Separations 9
Reallocations 1
Promotions 5
Demotions 0
Transfers 5
Pay Increase 3
Suspension 1
Leave Without Pay 0
*Misc. Change Forms 18
**Other 28
89-Day 34
Seasonal 0
*Miscellaneous Change Forms include expense distribution changes, schedule changes, personal data
changes, etc.
5
**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:
• Seven (7) new workers’ compensation claims were filed this month: four (4) indemnity claims, three
(3) medical only claims and one (1) records only claim.
• Bi-monthly reviews of selected workers’ compensation claims were held on October 26, 2021 via MS
Teams meeting. Twenty-one (21) claims were reviewed.
• Driver Improvement Training was completed this month. A total of eighty-five (85) employees have
been trained from August - October.
• Equipment/Driver Training: CAT Compactor (5 Public Works Employees)
CAT Dozer (4 Public Works Employees)
CAT Payloader (1 Public Works Employee)
Double Axle Automated Rubbish Truck (1 Public Works Employee)
Leeboy Grader (1 Public Works Employee)
Rear Loading Modified Refuse Truck (1 Public Works Employee)
Other:
HRMS Project:
• Kaua‘i’s Workday tenant (system) build was completed for unit testing. Preliminary meetings were
held in early October with the functional team leads preparing staff in balancing testing duties and
normal daily workloads. Testing began on October 11, 2021 with hundreds of scenarios
shared/divided up amongst HR administrative staff. The three (3) weeks of unit testing ended on
October 29, 2021. Functional leads are currently reviewing and modifying business processes and
security configurations to ensure that the proper workflows are tailored to how our County operates.
Staff is currently preparing end-to-end testing scenarios and working with the Accenture
implementors to prepare for the next phase of testing.
• Functional leads continue to work on builds for the next tenant (i.e., end-to-end testing) and
integration tasks with external vendors (e.g., ERS, NeoGov, ADP, TCP/Humanity, etc.), change
management tasks, etc.
HR Manager, Classification and Pay and Labor Relations:
• Weekly HRMS meetings continue with various topics including Benefits, Absence, Human Capital and
Compensation. Originally, sixty-two (62) Change Ambassadors were identified in the various
departments to be the eyes and ears for this project but that number has since increased to sixty-seven
(67). Posters were delivered to the various off-site County locations from the Hanalei Baseyard to the
Kekaha Landfill. Laptops, cameras and mics were provided to those Change Ambassadors who did not
have the necessary devices to participate in Team meetings. “Wheel of Workday” Teams meetings have
been held to acquaint all Change Ambassadors with using Teams with lucky winners provided with
Workday swag. The Change Ambassador Kickoff meeting was held on October 27th with the Mayor and
Human Resources Director providing opening remarks. In addition, Change Ambassadors were provided
with a short demonstration from the Maui Director of Personnel Services of the Workday product. The
demonstration was recorded and posted on PowerDMS for them to share with their departmental
employees. Following the kickoff, questions and answers were compiled and sent out to all Change
Ambassadors as FAQs to be shared with staff as needed. A Change Ambassador Teams Group was also
created at the suggestion of one of our participants. Monthly meetings have now been set up to receive
6
updates from all Change Ambassadors from the various departments as well as to provide new
information and resources for them to use.
• Various Step 2 grievance meetings being scheduled with the Director.
• Completed review of transfer articles from bargaining unit 14 to newly created bargaining unit 15
comprised of Ocean Safety Officers
• Reallocations Processed: Building Permit Clerk II to Wastewater Administrative Assistant
Bus Driver (substitute) to Van Driver (substitute)
Emergency Management Staff Specialist I to Emergency Management
Staff Specialist II
Liquor Control Investigator IV to Assistant Chief Liquor Control
Investigator
Police Equipment Maintenance Coordinator to Fleet Coordinator
Program Specialist II to Program Specialist III
Public Information Officer to Communications Officer
• Desk Audits: None
• New Classes Adopted: Assistant Chief Liquor Control Investigator
Communications Officer
• Administrative Reviews: None
• Class Amendments: Assistant Chief Liquor Control Investigator
Battalion Fire Chief
Clerk
Electrician-Electronic Repairer
Fire Assistant Chief
Lead Electrician-Electronic Repairer
Park Maintenance Operations Superintendent
Planner I
Planner II
Planner III
Planner IV
Planner V
Planner VI
Planner VII
Planning Inspector I
Planning Inspector II
Planning Inspector III
Real Property Appraiser Assistant
Real Property Appraiser I
Real Property Appraiser II
Real Property Appraiser III
Real Property Appraiser IV
Real Property Appraiser V
Real Property Appraiser VI
Real Property Appraisal Specialist
• Report of a market data analysis of Attorney and Civil Engineer positions was presented to the Salary
Commission based on total compensation (includes benefits) for these positions
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Recruitment and Exam:
Recruitments: Automotive Mechanic I
Automotive Mechanic II
Business Administrator
COVID-19 Data Entry Specialist (Exempt)
COVID-19 IMT Specialist (Exempt)
COVID-19 Vaccinator (Exempt)
Clerk Dispatcher I (Exempt)
Council Departmental Staff Assistant (Exempt)
Customer Service Representative I
Deputy Prosecuting Attorney (Exempt)
Fire Accounting Specialist (Exempt)
Fire Captain
Fire Fighter II (Hazmat)
Fire Fighter II (Rescue)
Fire Fighter III
First Deputy Prosecuting Attorney (Exempt)
Golf Course Groundskeeper
Groundskeeper
Human Resources Specialist III (Safety Officer)
Janitor II
Laborer II
Landfill Laborer II
Liquor Training Coordinator (Exempt)
Park Caretaker I
Senior Clerk
Sexual Assault Forensic Nurse Examiner (SANE) (Exempt)
Sunshine Market Coordinator (Exempt)
TAT Tax Clerk (Exempt)
Tree Trimming Heavy Truck and Aerial Platform Operator
Lists Referred to Departments: Accountant I
Administrative Planning Officer
Automotive Mechanic I
Battalion Fire Chief
Bus Driver (Exempt)
Bus Driver (Substitute) (Exempt)
Clerk Dispatcher I (Exempt)
Council Departmental Staff Assistant (Exempt)
COVID-19 Administrative Technician (Exempt)
COVID-19 Data Entry Specialist (Exempt)
COVID-19 IMT Specialist (Exempt)
COVID-19 Laboratory Assistant (Exempt)
COVID-19 Specimen Collection Specialist (Exempt)
COVID-19 Vaccinator (Exempt)
Criminalist III
Deputy Prosecuting Attorney (Exempt)
First Deputy Prosecuting Attorney (Exempt)
8
Field Operations Clerk
Fire Accounting Specialist (Exempt)
Fire Captain
Fire Fighter III
Liquor Training Coordinator (Exempt)
Ocean Safety Officer I (Exempt)
Police Services Officer
Pool Guard
Sunshine Market Coordinator (Exempt)
Senior Clerk
Sexual Assault Forensic Nurse Examiner (SANE) (Exempt)
TAT Tax Clerk (Exempt)
Transit Cleaning Worker (Exempt)
Van Driver (Substitute) (Exempt)
Written Exams Administered: Automotive Mechanic II
Police Services Officer
Public Safety Worker I
Performance Exams Administered: Fire Fighter II (Rescue)
Pool Guard Trainee
Veterans’ Cemetery Caretaker
Administrative Reviews: None
Payroll:
• HRMS System/Project
o Multiple Weekly Meetings with Project Team & Accenture, Absence, Benefits, Payroll, and
Time Tracking
o Testing Kick Off Meetings occurred in first two weeks of October for Payroll & Time Tracking
o Attended Payroll Transactions Training Sept 1 & 2
o Given access to Workday Tenant
Updating Time Tracking & Payroll Code Descriptions for Testing
Updated Test Scenarios
Requested Departments to review scenarios and add/comment on those listed under
their expertise
• Updated HR Budget as of September 30, 2021
• Gross Payroll:
15th 4,223,230$
EOM 4,240,636$
EUTF ACTIVE 799,897$
EUTF OPEB -$
EUTF RETIREE 884,791$
ERS (RETIREMENT)2,210,907$
SOCIAL SECURITY 325,988$
MEDICARE 116,717$
PTS SS SAVINGS 8,635$
9
EEO/ADA
• Worked on multiple investigations.
• Assisting with multiple ADA accommodation request.
• HR biannual EEO report
• Policy on Reasonable Accommodations
• ADA/EEO issues for mandatory vaccination
• Video presentation for language access training available for Departments
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.
10/5/21-G1B&G1C-2&3: HRD has revised the County-Wide Language Access
Policy and Plan. Its distribution will be through the County’s PowerDMS electronic
platform.
CSC 2021-29
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.
10/5/21-GSA-1&2: 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.
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.
10/5/21-G3A&G3B-1,2&3: 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.
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.
10/5/21-G4A&G4B-2&3: 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.
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
Apprvd 8/4/20/Amend&Apprvd 12/7/21: 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:
OPTION #1
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.
Overall Rating – check one box - whole numbers only:
___ 5-Meets Expectations ___1-Does Not Meet Expectations
Examples: (Provide specific examples of performance)
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. Promotes,
supports, and implements EEO policies and programs.
• Identifies alternatives and recommends action to be taken.
Overall Rating – check one box - whole numbers only:
___ 5-Meets Expectations ___1-Does Not Meet Expectations
Examples: (Provide specific examples of performance)
CSC 2021-30 a.
COUNTY OF KAUAI – CIVIL SERVICE COMMISSION
HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION
Apprvd 8/4/20/Amend&Apprvd 12/7/21: 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.
Overall Rating – check one box - whole numbers only:
___ 5-Meets Expectations ___1-Does Not Meet Expectations
Examples: (Provide specific examples of performance)
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.
Overall Rating – check one box - whole numbers only:
___ 5-Meets Expectations ___1-Does Not Meet Expectations
Examples: (Provide specific examples of performance)
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.
Overall Rating – check one box - whole numbers only:
___ 5-Meets Expectations ___1-Does Not Meet Expectations
Examples: (Provide specific examples of performance)
COUNTY OF KAUAI – CIVIL SERVICE COMMISSION
HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION
Apprvd 8/4/20/Amend&Apprvd 12/7/21: Page 3
Notable Accomplishments and Recognition Achieved This Reporting Period:
Quality, Adequacy and Effectiveness of Monthly and Quarterly Reports:
Overall Job Competency:
Areas Needing Improvements :
Evaluation Results:
Final Total Points (add overall rating score from each evaluation factor 1 to 5):____________
Overall Rating: ____13-25 points Meets Expectations
____5-12 points Does Not Meet Expectations
I Received a Copy of
this Performance Evaluation:
___________________________________________ Date: ____________ Human Resource Director
Discussed with Director By:
________ _ Date: ____________
Chair – Civil Service Commission
COUNTY OF KAUAI – CIVIL SERVICE COMMISSION
HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION
Apprvd 8/4/20/Amend&Apprvd 12/7/21: 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:
OPTION #2
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.
Overall Rating – check one box - whole numbers only:
___ 5-Excellent/Outstanding ___4-Good/Exceeds Expectations ___3-Satisfactory/Meets Standards
___2-Needs Improvement ___1-Unsatisfactory
Examples: (Provide specific examples of performance)
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. Promotes,
supports, and implements EEO policies and programs.
• Identifies alternatives and recommends action to be taken.
Overall Rating – check one box - whole numbers only:
___ 5-Excellent/Outstanding ___4-Good/Exceeds Expectations ___3-Satisfactory/Meets Standards
___2-Needs Improvement ___1-Unsatisfactory
Examples: (Provide specific examples of performance)
CSC 2021-30 a.
COUNTY OF KAUAI – CIVIL SERVICE COMMISSION
HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION
Apprvd 8/4/20/Amend&Apprvd 12/7/21: 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.
Overall Rating – check one box - whole numbers only:
___ 5-Excellent/Outstanding ___4-Good/Exceeds Expectations ___3-Satisfactory/Meets Standards
___2-Needs Improvement ___1-Unsatisfactory
Examples: (Provide specific examples of performance)
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.
Overall Rating – check one box - whole numbers only:
___ 5-Excellent/Outstanding ___4-Good/Exceeds Expectations ___3-Satisfactory/Meets Standards
___2-Needs Improvement ___1-Unsatisfactory
Examples: (Provide specific examples of performance)
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.
Overall Rating – check one box - whole numbers only:
___ 5-Excellent/Outstanding ___4-Good/Exceeds Expectations ___3-Satisfactory/Meets Standards
___2-Needs Improvement ___1-Unsatisfactory
Examples: (Provide specific examples of performance)
COUNTY OF KAUAI – CIVIL SERVICE COMMISSION
HUMAN RESOURCES DIRECTOR – PERFORMANCE EVALUATION
Apprvd 8/4/20/Amend&Apprvd 12/7/21: Page 3
Notable Accomplishments and Recognition Achieved This Reporting Period:
Quality, Adequacy and Effectiveness of Monthly and Quarterly Reports:
Overall Job Competency:
Areas Needing Improvements :
Evaluation Results:
Final Total Points (add overall rating score from each evaluation factor 1 to 5):____________
Overall Rating: ____23-25 points or 90-100% Excellent/Outstanding
____20-22 points or 80-89% Good/Exceeds Expectations
____13-19 points or 50-79% Satisfactory/Meets Expectations
____10-12 points or 40-49% Needs Improvement
____5-9 points or 39% & below Unsatisfactory
I Received a Copy of
this Performance Review:
___________________________________________ Date: _____________ Human Resource Director
Discussed with Director By:
_______ _ Date: _____________
Chair – Civil Service Commission
REVISED 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
December 7, 2021 Review and Approve Revised Eval Form Commission
February 2, 2022 Email Revised Eval Form to Commissioners Sandra
February 2-14, 2022 Commissioners complete Eval Form Commission
February 2-14, 2022 Commissioner’s email completed Eval Form to Sandra Commission
February 18-21, 2022 Collate Commissioner’s Eval Forms Sandra
March 1, 2022 Review Collated Eval Form and unify comments Commission
April 5, 2022 Review and Approve final Collated Eval Form Commission
April 2022 Review Collated Eval Form with HRD Anderson Commission/Chair
April 2022 Email signed Eval Form to HR Sandra
CSC 2021-30 b.
COUNTY OF KAUA‘I
CIVIL SERVICE COMMISSION
2022 MEETING DATES
1st Tuesday each Month at 3:00 p.m.
Microsoft Teams Teleconference
January 4, 2022
February 1, 2022
March 1, 2022
April 5, 2022
May 3, 2022
June 7, 2022
July 5, 2022
August 2, 2022
September 6, 2022
October 4, 2022
November 1, 2022
December 6, 2022
CSC 2021-32