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HomeMy WebLinkAbout2019-06-27 Salary Commission Minutes Page 1 TRANSCRIPT OF PROCEEDINGS SALARY COMMISSION MEETING Held at the Hawai ʻ i County Building, 25 Aupuni Street, Hilo, Hawai ʻ i, 96720, commencing at 10:03 a.m., on June 27, 2019. REPORTED BY: TERI HOSKINS, RMR, CSR #452 ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 2 1 APPEARANCES 2 CHAIR: 3 GEORGE W. CAMPBELL 4 5 BOARD MEMBERS: 6 THOMAS E. FRATINARDO 7 FLORENCE K. IKEDA 8 JAMES W. HIGGINS 9 JUDY A. GREENBAUM 10 BENSON MEDINA 11 12 ABSENT AND EXCUSED: 13 NELSON H. HARANO, MEMBER 14 WILLIAM V. BRILHANTE, JR., EX-OFFICIO MEMBER 15 16 ALSO PRESENT: 17 DANNY PATEL, DEPUTY CORPORATION COUNSEL 18 GLYNIS YAMADA, COMMISSION SECRETARY 19 J JENNIFER SAKAMOTO, HR 20 MICHELE LAMKIN, HR 21 HARRY KIM, MAYOR 22 DEANNA SAKO, FINANCE DIRECTOR 23 PAULA PAVAO 24 NANCY COOK-LAUER 25 ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 3 1 CHAIR: Okay, let's go ahead and call the 2 Salary Commission meeting to order. 3 I guess the first thing I would like to do is 4 introduce our newest member, Benson Medina. 5 MR. MEDINA: Good morning. 6 CHAIR: Benson, hello. 7 MR. MEDINA: Hi. How are you guys doing? 8 CHAIR: And you're South Hilo, right? 9 MR. MEDINA: Yes, District 3. 10 CHAIR: Okay. 11 MS. IKEDA: I'm Florence Ikeda from District 12 2. 13 MR. FRATINARDO: Thomas Fratinardo from 14 District 1. 15 MR. PAVAO: Milton Pavao, District 4, I 16 think. 17 MR. HIGGINS: Jim Higgins from 7. 18 MS. GREENBAUM: Judy Greenbaum, District 9. 19 CHAIR: Thank you all. 20 MR. MEDINA: Thank you. 21 CHAIR: Welcome, Benson. 22 MR. MEDINA: Thank you. 23 CHAIR: Let's see. We didn't have any 24 minutes or communications, and nothing in the new 25 business, so we're already moved down to unfinished ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 4 1 business. And, at this point, there's no one here from 2 the public for any comments on the agenda as it's been 3 presented, so at this point, we're waiting for the 4 finance director and mayor -- and I see that finance 5 showed up. 6 MS. SAKO: Oh, yeah. Sorry we're a couple 7 minutes late. The mayor is on his way down. 8 CHAIR: Okay. We'll pause for just a couple 9 of minutes while Mayor Kim comes down the hall. Yeah, 10 I guess that puts us in recess until the mayor comes. 11 (Recess ensued from 10:05 a.m. to 10:06 a.m.) 12 CHAIR: Mayor Kim -- 13 MR. KIM: Yes, Sir. 14 CHAIR: -- we were just waiting for you. 15 MR. KIM: Oh, sorry I kept you waiting. 16 CHAIR: Well, thank you for coming to talk 17 with us today as we continue in our journey to look at 18 the salaries of all the department heads and county 19 council and the mayor. 20 MR. KIM: Thank you, Sir. I know we pay 21 you a lot, so thank you for doing your job. 22 In regards to these -- let me stop so I'm on 23 track here. Your responsibility and your jobs that you 24 are doing for us is one of the most difficult things 25 for us on the receiving end under administration. No ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 5 1 matter how many times we try to clarify it, there's 2 always a misunderstanding of who gets paid what and how 3 do they get paid. I think the collective bargaining 4 office -- now two-and-a-half years or so on this term, 5 I think Deanna knows who represents the collective 6 bargaining. Instructions to all the mayors, the 7 governor, the unions by this administration was that 8 the County government of Hawai ʻ i does not have the 9 finances to provide for any of the proposed raises that 10 was in negotiation at the time. 11 And just to let you know that I will not 12 support any raise. I thought it was important that we 13 made it clear to all the negotiators and the union of 14 the financial status that we're in. And we had to 15 raise property taxes across-the-board approximately 6 16 percent -- and a lot of that is because of the 17 collective bargaining. 18 In regards to preparing for the next year, 19 the message to the county council was the carry-over 20 funds, that be aware that the carry-over funds should 21 be carefully weighed in how it is expended because we 22 are in, again, negotiation, again, of salary raises, 23 wages for several of the units that were not completed. 24 And this is how we save money. 25 You know, in a discussion this morning, ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 6 1 "Where are we financially? Can we afford it? Can we 2 not afford it?" Our job, or her job, is very simple, a 3 difficult job: We have a budget that is given to us by 4 the taxpayers of Hawai ʻ i, directly or indirectly. It is 5 mainly -- 75 percent or so is from property tax. I 6 keep looking at her because she's my source of 7 information and she'll stop me when I'm off track. 8 And what we are trying to push for is that 9 there's a little -- and I don't blame anybody -- 10 misunderstanding what a balanced budget means. A 11 balanced budget means that we are given anticipated 12 revenues for the coming fiscal year, which planning for 13 us begins in December, and a budget has been completed, 14 you know, before June 30th on anticipated revenues and 15 anticipated expenses. I would draw, basically, to 16 estimate this is the source of our spending. 17 When we talked this morning -- our job is 18 really quite simple. If, by any reason of collective 19 bargaining or anything in regards to salaries and 20 wages, Salary Commission, it's our job to find the 21 money off that fixed amount, relatively fixed amount. 22 Our job is to try to allocate it in the high priority 23 areas. It has always been by -- we will make Priority 1 24 -- those expenditures that are by law. We have no 25 choice on it, whether it be a federal requirement, a ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 7 1 thing like a sewage system, or whatever, or by 2 salaries, whether it be collective units or anything 3 else. 4 And when you asked the question of, "Can we 5 afford it?" -- we have to afford it because it's 6 required of us. We have to find the money because it's 7 required of us. I just explain that, the first year, 8 what did we have to do? This was after numerous cuts, 9 and some of it hurts because it's priority. And I'm 10 looking at Milton. You know what I'm talking about, 11 when you receive instructions from the administration 12 to cut X percent, or whatever, or there will be no new 13 positions, or whatever, to try to balance that budget. 14 And in the first year, no matter how many times you 15 try -- I think there were three back-and-forths to the 16 departments, "Cut more, cut more," until finally you 17 have to make the decision administratively, do we 18 now -- the final cut, which we all don't want to do -- 19 do we cut personnel? Do we furlough personnel? Or 20 whatever. 21 And I know that people disagree, but I ask 22 you to have some trust in the fact it's a heavy 23 decision on that because our personnel means service. 24 That's all it means. They're doing whatever their job 25 is. And I don't care what. We're short. The easiest ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 8 1 example are Police. I think you know this because we 2 had the graciousness of G.E.T. tax and other income, 3 what is the first thing we did? Highest priority: 4 40-some police officers. You give me 50 more, and I'm 5 still short as far as public needs or park maintenance 6 or highway people. We are always going to be short; 7 and that's the name of the kind of service that we 8 provide. 9 So, in a long, long answer, can we afford it? 10 We have to. When it comes to like the first year with 11 all the cuts, we had to raise the peoples’ property tax 12 across-the-board approximately 6 percent. And things 13 that, you know, you would like to do or don't like to 14 do, don't ever try to cut down to services, key 15 services. And that year, we went down to bare bottom 16 and finally said we have to go before the council and 17 the public to say we need this amount. 18 This past year, or this present year, we're 19 so fortunate that we had another alternative to meet 20 the expenses of which salaries are part of it, 21 negotiated or otherwise; and that was a G.E.T. tax., 22 which prevented us from going to the public back again 23 with the same decision-making. 24 So, a long answer to your question, "Can we 25 afford it?" We have to. We have to make the decision ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 9 1 where the money comes from. 2 CHAIR: Thank you. 3 MR. KIM: I didn't mean to depress any of 4 you. 5 CHAIR: Go ahead, Deanna. 6 MS. SAKO: Yes, Deanna Sako, Director of 7 Finance. 8 So, I just wanted to add, because I know on 9 the agenda, what Glynis had sent, was kind of -- you 10 know, the question was on the budget and what was 11 included and whatnot, so salary increases, decreases, 12 and status quo. So, when we prepared the budget, we 13 knew that BU-12, which is police officers, and BU-1 had 14 completed those negotiations, so those raises were 15 included in the budget. And we knew that Fire, or 16 BU-11, was in the process, so we estimated for them, as 17 well as the five HGEA bargaining units that have not 18 yet completed arbitration or negotiations -- based on 19 what we knew about Police and UPW. 20 So, we did put that provision for compensation 21 adjustment in our budget and all of our funds so that, 22 when the awards are made, we would have adequate, you 23 know, budget there, because it would be too late, 24 otherwise, to go in during the year to do it. So, we 25 did make allowances for that. It is in the budget. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 10 1 And when they took the budget, they basically 2 took everybody who didn't already have a pay increase 3 and based it on the 2 percent across-the-board and the 4 step movements that are typically received by the 5 bargaining units. And that is what Police had gotten. 6 UPW is a little bit different because they don't have 7 steps, so based on kind of what the basic part of the 8 police collective bargaining agreement or arbitration 9 agreement had been. So that was what was included in 10 the budget as well as the related fringe increases for 11 that. 12 So, that's kind of what they are. And I'm not 13 sure, if you guys have, you know, specific questions 14 regarding the budget. 15 CHAIR: I suspect we do. I'll open the 16 floor. 17 Jim? 18 MR. HIGGINS: Deanna, a couple meetings ago, 19 when we queried you about the percentage of the budget, 20 you related to us that, basically, we've gone from 21 about 50 percent -- that's salary, wages, benefits, and 22 then to this state retirement system. Ten years ago, 23 that was about 50 percent. Today it's 63 percent. Add 24 debt service and you're at about 70 percent. So, what 25 the mayor is saying makes a lot of sense. We simply ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 11 1 have to come up with it, and that's what's been going 2 on for 50 years. 3 Basically, the unionization was allowed in 4 the 1960s -- and so, 50 years later, we're dealing with 5 decisions that were made 50 years ago. This Salary 6 Commission was created in 1974, so that's 45 years ago. 7 And, certainly the people at that time had no idea that, 8 50 years later, we'd have a budget that was busting 9 at the seams. And we're trying to figure out what new 10 tax we can raise. So, that's where I'm coming from. 11 I just don't see how -- there's no way that 12 those things in place, like the collective bargaining, 13 is going to be changed. So, what we have is this 14 fantastic symbiotic relationship between the ruling 15 class of politicians in Hawai ʻ i and those that endorse 16 them. So, we have a perpetual motion of -- machine of 17 constant pay raises, where the people on the outside 18 are struggling to make a living. People in my district 19 who are not government employees are reaching some kind 20 of end. 21 And so, my question to both of you is -- yeah, 22 I understand -- Mayor, thank you for your service and 23 your honesty -- where does that 70 percent or the -- 24 where does it finally come to an end? Can we tolerate 25 80 percent salaries, wages, benefits, and state ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 12 1 retirement system? I don't know what it is. I 2 certainly -- you guys probably don't have the answers 3 either, but the guy on the street is interested in 4 that. Please comment. 5 MR. KIM: I think I understand 100 percent 6 what you're saying. 7 I do want to make certain things -- take this 8 opportunity to put forward because I do know the 9 complexity of government, and funding it, and 10 everything else. 11 Going back just a second on the Commission, 12 no matter what we say, the public does not understand, 13 and employees at the administrative level, because we 14 always -- and I don't mind it. That's the turf where 15 they say, "Oh, the increase you had" – this and that. 16 None of us on the administrative level has one iota of, 17 say, on what we get paid. 18 But, in regards to the County government as a 19 whole, now, to answer it as a whole, I really am proud 20 of the County government of Hawai ʻ i. I really am proud 21 that approximately 75 percent of our total expenses 22 come from property tax. I challenge anyone from any 23 state in regards to what the services that 75 percent 24 buys you and what you pay compared with anyplace. And 25 I think the principle -- have to try to be very ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 13 1 careful in how you spend County money -- sometimes goes 2 overboard. And I'll use Steve Yamashiro as an example. 3 Boy, you talk about conservative. He would not raise 4 taxes. 5 MR. HIGGINS: My classmate. 6 MR. KIM: Good. Now I know where his 7 attitude comes from. 8 But, you all know, if you've been here at the 9 time -- went through about a ten-year drop in revenues 10 and was a really bad time for Hawai ʻ i. He made the 11 decision in his last two or three years, "Under no 12 circumstances am I going to raise taxes for people who 13 are having a hard time." And that's your conservative, 14 you know, attitude on raising taxes, which is a good 15 one. 16 So, when I come on board after him, if you 17 continue that because -- but all that time, every 18 community in the County of Hawai ʻ i was pleading for 19 so-called protection services -- fire services, road 20 services. And so, when revenues started to pick up, you 21 know, we hired 350 police officers in a limited time 22 because our revenues allowed it; but then you get this 23 image of, "Wow, what a spendthrift" -- but still within 24 the budget. You know, I don't control that budget. 25 I will end that part of that with this. I am ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 14 1 proud of the County government's careful use of our 2 monies. If our property tax rates and assessment 3 policies were putting people in the poorhouse, I'd be 4 the first to scream. I'm proud of the fact that this 5 County, in weighing property tax increase, made a 6 commitment not -- to homeowners -- because we cannot 7 tax people out of their home. I'm real proud of the 8 principle of the older you get, the less tax you pay 9 based on the principle that your income is fixed, et 10 cetera, et cetera. 11 And so, in regards to where you say we're 12 headed -- that's all of the reasons why this 13 administration pushed very heavily on the general 14 excise tax. We had to stop using the County property 15 tax as our sole source of revenue or only controlled 16 revenue -- and that was a long battle -- and I thank 17 the council for supporting that and the public for 18 supporting that. What that did was give us, in round 19 numbers with the G.E.T., as another source of revenue, 20 the only other source of revenue we control. Gives us 21 approximately, round numbers, at a year's time, which 22 we'll see for next fiscal year, about 50 million 23 dollars or so. Imagine if we had to raise that amount 24 of money on your property tax. So that alleviated 25 that because your concerns are true; we cannot keep ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 15 1 going that route. And that's why the heavy fight for 2 the G.E.T. 3 Initially, I didn't care for the G.E.T. 4 because it was just a tax on the same people in another 5 way -- until you find out that at least 25 percent of 6 those taxes come from tourists. And that is our goal, 7 as much as possible, to get revenues from outside of 8 the people here. Now, that increase of G.E.T., which 9 was .5 percent, which is a very small percent, I ask 10 you to calculate how much we would have to have raised 11 of property tax to get 50 million dollars. 12 So, you know, although we didn't go out to 13 the public and jump up and down with joy, I did jump up 14 and down with joy, not just for the money -- obviously, 15 it is -- but that stopped us from having to raise the 16 property tax, which we are very concerned about. That 17 afforded us the ability to spread the source of 18 revenue. That does not take away that it is a 19 requirement that you elect us for, to minimize our 20 government expenses as best as possible. 21 So, I will say openly -- yes, salaries and 22 wages are the majority of it. When you say "services," 23 it’s not buying things. Somebody has got to provide the 24 services. The park demand grows, you know, police 25 protection grows, road maintenance grow, et cetera, et ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 16 1 cetera. And a lot of it is not just people, you know. 2 A lot of it, however, is people. And I think you 3 understand better than most everybody how salaries and 4 wages control. 5 And not to answer that, but I just want to 6 put things in fairness of the union. The union grew 7 because of the need for the union to be there because 8 if it weren't for the need of how people are being 9 treated, it would have been closed, and I would make 10 myself very unpopular with you. I was a schoolteacher 11 coming to Hawai ʻ i. And let me tell you, I about looked 12 at my first paycheck, and I thought, "They got to be 13 kidding me." And it took a lot for teachers -- I was a 14 teacher again -- to strike. The hostilities among us 15 teachers. Teachers don't strike. Nobody wants to get 16 to that level, but it's because we do not take care of 17 our employees that unions are formed. 18 MR. FRATINARDO: Question. About a year-and- 19 a-half ago, when you appeared last before us, we talked 20 about achieving balance and talking about civil service 21 reform. So, I have a real narrow question about -- 22 in the various departments that we have, are there any 23 positions, say, in the executive management realm, that 24 those duties -- because those are very highly paid 25 positions -- so are there any positions where, say, ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 17 1 someone is coming up to retirement, where that position 2 can be slowly phased out and the duties that that 3 particular manager performs can either be handled by a 4 lower rank or a higher rank, where you can still 5 achieve the mission, but you don't have to be spending 6 out as much money? 7 MR. KIM: I don't know much any of you that 8 well personally, and we know that management people, 9 obviously, for the most part, get paid, you know, the 10 higher rate than non-management, generally. I think 11 there is always a consideration in every scrutiny of 12 any department, any department, when we did ask for an 13 increase of personnel. 14 Pick on something that was in this past 15 budget. Over two years ago, looking at the importance 16 of the IT Department, 20-something employees, and what 17 we wanted out of that department was to improve the way 18 we do things, whether it be finance, whether it be the 19 permit system, whether it be the bus scheduling system, 20 et cetera, that needed -- look at the department, 21 workload they did, and realize the person we want to 22 get in to help was a deputy's position. We did not do 23 it the first year because of the budget restraints -- 24 told everybody, "No increase of any kind." And you 25 will see increase of other places, where the importance ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 18 1 of its place -- in regards to the lower level, or public 2 safety, not the management level. I think if you look 3 at all of the departments, where did we increase the 4 management level? We had to use very slim pickings, 5 because that's a thing we really do directly control. 6 And this year, we finally decided we need the 7 IT to help us make us better in regards to permitting 8 and everything else, so we put in one position. She 9 manages 26 employees or so. 10 I just need you to have some confidence, Sir, 11 in all the decision-making to ask for that one more. I 12 ask you to look at the mayor's office to see how long 13 before we fill up the positions and how much we spend 14 or do not spend on anything. I openly ask you to take 15 a look at the management level. 16 And I know this is not what you want to hear, 17 but I wish I had three or four more people in 18 management to help me do the job, truthfully. I tell 19 my managers this, "I have a right to kill myself. I 20 don't have a right to kill you." And sometimes I 21 wonder if I'm killing them. But I'd be responsible if 22 I sat here and tell you, yes, we will do it, but I'd be 23 lying. The management level is -- I wish we had more 24 people to do a better job, not to have more people on 25 staff, Sir. It's to do a better job. But please hear ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 19 1 what I said. We do not increase management level as a 2 priority. 3 MR. FRATINARDO: Thank you. 4 MR. HIGGINS: I have one more thing. Again, 5 thank you very much for your years and years of service 6 to this County. I do appreciate it very much. 7 What do you think about this? Because of 8 collective bargaining in the State, we have this 9 constant push from below raising wages, basically, and 10 benefits. So right now, on our docket, we're 11 considering, say, a 3 percent pay raise for you and 12 your cabinet; and it seems like it's almost a rubber 13 stamp, that we have to do that because we got into an 14 inversion problem. And, two years ago, that was one of 15 the big things we had to deal with is that there were 16 subordinates that were making more than their bosses. 17 Can't live with that. Nobody would agree with that. 18 So, we're kind of in that position. 19 So, my second question, besides affordability, 20 to you, is do we really need a Salary Commission? 21 There's eight of us that are dealing with 40 of you, 22 and there are 200,000 other people that live on the 23 island. So, I'm beginning to think that I'm kind of 24 wasting my time. I'm not speaking for the rest of 25 these wonderful people here, but because of this push ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 20 1 that's coming from below, the inversion is real. It's 2 going to be rule. Like, right now, if we say we're not 3 going to grant pay raises to you and your cabinet for 4 the next two years because we question the 5 affordability part of it, then we have inversion -- 6 and here we go again, folks. 7 MR. KIM: To put things in balance, Sir, I 8 think there is awareness -- not think -- I know 9 there is awareness of those who have the authority, 10 responsibility, legislative and otherwise, but 11 especially legislative. They realize that some of the 12 benefits given to government employees were unbalanced 13 with the private sector, but you understand a little 14 bit of why that became. Government was competing with 15 private business, and working for government was not an 16 attractive thing, whether you be a person -- 17 administrative or person who does maintenance work -- 18 and it just was not competitive. 19 Even today, especially places like West 20 Hawai ʻ i, very difficult time in finding anybody to even 21 apply for, let's say -- environmental management 22 transfer station -- those are not very pleasant jobs, 23 because the resort industry pays much more. And it 24 wasn't that long ago that we had, believe it or not, 25 Sir, a County government campaign to encourage people ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 21 1 to apply. And so, the only thing government had in the 2 old days -- you're a young man, so my old days is 3 different than yours -- was to make coming to 4 government a little more attractive. And so, what was 5 given was not so much a salary, but it was the benefits 6 of retirement, medical, and all of that. But nowadays, 7 it's shifted because it's much more, in some cases -- 8 especially small business -- beneficial to work for 9 government. 10 It is in that area that I think, if you look 11 at what's happened in the past few years -- and it's 12 getting better -- that they really cut down the 13 benefits, for example, of medical, your share versus 14 government's share, retirement, et cetera, et cetera, 15 who is eligible, spouse, et cetera -- on the medical. 16 And it's getting better. And we've got a ways to go. 17 But, still within that, we're having a hard time getting 18 certain kind of employees to work for government. 19 There's never a shortage of running for mayor -- thank 20 goodness. I'll leave that alone. 21 But, you're right. We constantly have to look 22 at -- and make it fair. Initially, I just try to make 23 you understand, but I think you do because of changing 24 times -- we copied the plantation on benefits on some 25 of it, trying to compete with the private business, now ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 22 1 with the resorts. And, in some areas, we are very 2 competitive. In some areas -- we're not. But in the 3 overall, I think there's awareness by everybody to 4 constantly look at the benefits and to see what is fair 5 and not fair, and make it better and fairer. And if you 6 look -- during the time that we could provide you the 7 information easily to show you what changes have been 8 made in the past few years, I think you'll be, you 9 know, at least aware that they're trying. 10 MR. HIGGINS: Thank you. 11 MS. SAKO: I think we have talked before a 12 little bit about the changes because most of those 13 have happened at the state legislature level -- about 14 reducing the benefits for employees going forward. 15 But it will probably take roughly ten more years 16 before we see a significant impact of that -- on the 17 amounts we’re paying into the system. 18 CHAIR: In the appointment of one of our -- 19 MR.KIM: Sir, can I interrupt? I didn't 20 answer his question -- 21 CHAIR: Yeah, sure. 22 MR. KIM: -- on the -- 23 MR. HIGGINS: Salary Commission. 24 MR. KIM: -- importance of the Commission. 25 Whatever we do, I think the wisdom to take it ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 23 1 away from administrative level on our salary was a good 2 one. Whatever you replace it with, I have more 3 confidence in a citizens' commission than us saying 4 what I deserve or don't deserve. I'm going to ask for 5 a million dollars if you leave it up to me. I wouldn't 6 do that, but I think you understand the principle. The 7 reason for the Commission was to take it away from the 8 people that it's going to affect the most. 9 And I've said it many, many times. When they 10 say raising our salary, I have never spoken to you, the 11 Salary Commission, or any commission, in regards to pay 12 for or against or more or less. And that's the way it 13 should be. You should determine based on all the 14 things you need to determine, and no one can override 15 you. 16 CHAIR: Thank you. 17 I agree with that, and I have to disagree 18 with my Commission member in the fact that I firmly 19 believe that it should be an independent group made up 20 of people from the public, just to provide some kind of 21 oversight and independent review of what's done. 22 One of the things that the -- when one of our 23 members was being appointed -- current council chair, 24 said, "Well, really, you should wait until it's time 25 for new appointments before you give raises." That ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 24 1 would be another way to look at the process that we're 2 doing. The trouble with that is it still gets us into 3 where we already are today. We have positions that are 4 already in the inversion mode. 5 And I certainly agree with Jim's feelings and 6 comments on sometimes we feel like we're pushed to 7 provide some kind of raises just because we've got to 8 stay ahead of the continued growth that we see from the 9 union side. And I understand that. But, on the other 10 hand, I think it's appropriate that the managers are 11 paid essentially what I think they're worth. And one 12 of the things that we've done this year is look at 13 essentially every department. 14 Last meeting, we had several commissions in 15 to talk to us. We had response from all of your 16 departments in some detail. And when you make a 17 comment that we have some understanding of the budget 18 process, probably better than most, at least of all the 19 material that your department has provided us on what 20 they do and how they accomplish it. One of the 21 positions was pointed out to me in the descriptions we 22 got from police; there was a primary duty missing. And 23 I don't know if that was an oversight, but it didn't 24 say anything about the chief of police approving the 25 budget or the budget process for the police department. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 25 1 Does Finance do that, or how is that handled? 2 MS. SAKO: Each department comes up with 3 their budget, usually in September or October -- and 4 submits it to Finance. And we meet with each 5 department to kind of determine what their needs are, 6 if it needs to be increased, or if there's areas that 7 can be reduced. But, ultimately, the initial budget is 8 submitted to us as approved by each department head 9 before it comes in, and they're also the ones 10 responsible for defending it in front of the county 11 council during the budget reviews. 12 CHAIR: Tom? 13 MR. FRATINARDO: Yeah, the specific -- I'm 14 talking about the letter that we're referring to is 15 from April 17th, from Mr. Brilhante. And it talks 16 about his primary duties, and that wasn't listed as one 17 of his primary duties. 18 MS. SAKO: For the police -- 19 MR. FRATINARDO: For the police chief. It 20 wasn't mentioned at all. 21 MS. SAKO: And I think, you know, for the 22 department heads, especially like the police chief, his 23 mind is on all the other things he has going on. 24 MR. FRATINARDO: Sure. 25 MS. SAKO: That's probably not in the ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 26 1 foremost part of his brain -- but definitely he oversees 2 the budget, you know, with his staff. And whatever is 3 agreed to, that's what he has to live with during the 4 year. And based on the e-mails I get from him, I know 5 that it's definitely a significant part of his job, but 6 I also believe he probably thinks the Number 1 most 7 important duty for him is public safety -- 8 MR. FRATINARDO: You bet. 9 MS. SAKO: -- and caring for his staff. 10 MR. FRATINARDO: Of course. That's the 11 Number 1 priority. 12 MR. KIM: I'll say this. The budget review 13 is a long one and thorough one. And anytime I have any 14 questions on the budget, it's the head of the 15 department that's called in. They have to defend their 16 budget and they're the one that has to prepare the 17 budget. 18 CHAIR: Let me ask the question a different 19 way in terms of your comments earlier about you have to 20 afford the budget. 21 If this Salary Commission decides to approve 22 raises for the management, where will it come from? 23 MS. SAKO: We believe there's sufficient 24 funds in the provision for compensation adjustment. We 25 tried to take that into account. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 27 1 CHAIR: Okay. 2 MR. KIM: On the administrative finding, 3 that's what I depend on -- the Finance Department. We 4 have to -- that's a little bit different in some 5 aspects, but always the projected revenues and 6 projected expenses. And if we know where collective 7 bargaining has gone, and if we overestimate and set 8 aside, that's fine. But we can be caught -- and some 9 administrations have -- you're caught dead because you 10 didn't even plan for it. You have to plan for it and 11 we do set aside some amount. And we have been short in 12 the past. 13 MR. FRATINARDO: And, Mr. Mayor, I know 14 there's a lot of people out here -- myself -- who love 15 volunteering, giving of themselves. But, in your 16 opinion, to attract the best most qualified 17 managers -- for example, Public Works, Planning 18 Department -- do you feel it plays a factor when 19 you can afford a competitive salary to that person? 20 MR. KIM: I think absolutely. The thing 21 that -- it's not the place, but I'll say it. Sometimes 22 there are requirements imposed, like you have to be a 23 licensed engineer, for example, like Water Department, 24 Public Works. Because of my background, I stress 25 management capabilities. And sometimes being an ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 28 1 engineer is not required to be a good manager for 2 Public Works. And so, sometimes the requirement does 3 cause escalation of the kind of people we're looking 4 for because there's minimum years, this, and that. 5 But when you have those different -- I'll 6 pick on Public Works, for example. I went through 7 two -- this is my third now -- director. And it's 8 almost like hands and knees looking for a qualified 9 person. Because when you look for a management -- like 10 I hunch a lot of you people are management -- if we 11 look for management, you're looking for a guy who is 12 already up on the scale. And I think almost 100 13 percent of the people I ask -- I'm asking them to 14 take a pay cut. 15 And so, it's -- and it's not easy. I 16 know there's a general consensus that we're finding 17 people lining up, but that's not true. This one 18 here -- I'll mention his name, Dave. I asked him years 19 ago, and it was always, "No." And this time, and the 20 last one, you know, said he has to go. And I asked him 21 again, and there was a lot of thought process. And the 22 way I appealed to him is this, and I'm not 23 song-and-dancing. I said, "You know, you're not going 24 to get, many times, an opportunity to be in a position 25 to do something that is good" -- and that's what you ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 29 1 got to appeal to many times -- "If you don't take this 2 opportunity." 3 Yes, some positions, it's not that difficult 4 to find but in certain management, it's always easy to 5 find certain things if you have resources unlimited. 6 But, in this small County, it is limited. And I feel 7 very fortunate that I found some -- like my planning 8 director -- found him kind of accidentally, stolen from 9 Seattle. You literally try to steal good people. And, 10 right now, I have Dave Yamamoto, who has been in County 11 Public Works for a long time. And if you ask him, "How 12 many times did Harry ask you to take your job?" -- if he 13 won't lie, it's at least four times. But, you know, I 14 finally wore him down. So, sometimes it's not the 15 salary at all, you know? It's not that easy with a 16 200,000 population, limited management experience. 17 Like, let's take the hardest one for me this 18 past year -- past two years -- Environmental Management. 19 Do you know the specific skills you got to have to 20 manage that department and be a good manager and good 21 thinker? I found him by accident, too. He was a 22 retiree. His last job was Saudi Arabia -- 2,000 23 employees under his arm. Come to Hawai ʻ i to retire. 24 And I told him, "Get out of your wife's hair and work a 25 little while." And I did tell him that. Anyway, you ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 30 1 know, he's a great find, but I guarantee you money 2 didn't make him apply, but it helps. 3 MR. FRATINARDO: Thank you for answering 4 that. 5 CHAIR: Florence? 6 MS. IKEDA: So, are you saying that we have 7 sufficient funds if we did give managers raises, and 8 that we would not have to go back and tax the people to 9 fund all of these position raises? Because my 10 constituents are saying that, "We are taxed to death" 11 -- and if we give these raises and we have to say, "We 12 don't have the money and we're going to raise the 13 taxes" -- that wouldn't go well. 14 MS. SAKO: So, when we budget, we try to look 15 at/plan for the future. And I'm not saying we 16 specifically said, okay, you know, administrative -- 17 like the mayor is going to get a certain amount. But 18 we tried to base the raises and our provision for 19 compensation adjustment based on what we knew and the 20 collective -- the bargaining units that had completed 21 their agreements. 22 Since then, Fire has been completed. BU-1 23 came in for a few changes. So, we still have five HGEA 24 units to complete bargaining. I can't guarantee what 25 those amounts will be but, I would guess, based on ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 31 1 previous collective bargaining, that it would be in 2 line with what other bargaining units have received. 3 And, if that holds true, then I think our provision 4 would be sufficient. 5 Normally, there's some vacant positions along 6 the way, so it usually helps us, you know, to be able 7 to balance the budget. But, I mean, we've already set 8 the budget for the coming year, so we don't want to 9 have to go out and, you know, make any amendments or 10 anything like that -- but we believe each department, 11 you know, is sufficient. 12 But, you know, when we're looking at the 13 group of people that you guys set raises for versus all 14 other employees, that's the smaller portion, you know. 15 I know the last raises ended up adding up to a lot, but 16 there was a lot of catch-up in it. And so, I think if 17 you were -- I heard 3 percent or -- you know, the 18 collective bargaining units got 2 percent plus steps. 19 So, in that range, we would be okay. 20 MS. IKEDA: Thank you. 21 MR. PAVAO: Mr. Chairman? 22 CHAIR: Yes, Milton. 23 MR. PAVAO: I have two things. One is a 24 comment and one is a question. 25 My comment is we are so fortunate in this ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 32 1 County. Our property taxes is probably one of the 2 lowest in the whole country. I have a brother in San 3 Diego and, you know, we talk about things. And he 4 can't believe how low our property tax is compared to 5 his. So, in that respect, we are very, very fortunate. 6 My question is, as you know, we're dealing 7 with inversion and that kind of prompts us to make us 8 want to raise salaries. I just want to see what the 9 mayor's comment is on inversion, and is it a bad thing? 10 Is it a good thing? I mean, how do you deal with it? 11 What is your comments on inversion? 12 MR. KIM: Yeah, Milton, we've been around 13 so long, you see all the pros and cons of all sides. 14 And we got -- "we" meaning collectively -- got 15 ourselves in trouble, where the people of management, 16 not covered by collective bargaining, were so far 17 behind in regards -- obviously, they're not covered by 18 collective bargaining. And I think in this last 19 sequence of how much we got raise was a direct result 20 of that system, and the people on the highest level of 21 responsibility and management was getting paid lower 22 than people that they, you know, managed. 23 For many, I can truly say that doesn't 24 matter. They're working there because they want to do 25 their job. But for many, you know, it does matter in ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 33 1 regards to that. So, there's no across-the-board 2 simple answer of this and that. 3 I try to do -- like most of you in 4 management -- you just forget those factors and do what 5 is right for the job. Pay is not one of our 6 considerations -- are we doing the job when we take 7 the job. 8 I wish I had the answer to how that is 9 addressed because, unless that is addressed, you will 10 always be caught in the dilemma that you find yourself 11 in. And I find that to be a very difficult, impossible 12 decision. What are you going to tell the managers? 13 "I'm sorry, you know, your employees get paid more 14 than you. That's not within my control. I got to take 15 on the whole budget. I'm not going to approve this 16 raise." That's a hell of a statement to make if you're 17 trying to find the best people to do the job. And with 18 some, it's going to matter -- they're not going to take 19 the job. 20 I won't get personal but I know of a person, 21 you know, that was ready to take a management job, and 22 lost over $10,000 a year in taking the job. And now 23 he's thinking, "That's too much, and maybe I'll go back 24 to my old job." And that's a lot of money for a 25 working individual. I don't care who you are. And I'm ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 34 1 not answering your question. I know that. 2 The system we have here poses that problem to 3 this Commission all the time -- how to fix it. I think 4 somebody should mandate we fix it somehow, to come up 5 with a better solution than the way it is now. Because 6 whoever said if you like the rubbish step -- and it is 7 almost like a rubbish step because -- well, look, what 8 are you going to do? I'm glad I'm not on this 9 Commission. I wouldn't appoint myself to be on this 10 Commission because of the dilemma. 11 MR. PAVAO: Gee, thanks, Harry. 12 MR. KIM: That's why I appointed you guys 13 because I just want to say this. It is a dilemma we 14 caused by the system, and as long as we don't fix that 15 somewhere along the line on all levels, you know, this 16 whole problem will be faced with every commission. And 17 after this, I'll talk to some people and see who we can 18 talk to, to fix it and address it in a way to begin the 19 process. Because it's not fair to who we have to ask 20 to serve on the commission, nor is it fair to the 21 employees. 22 MR. HIGGINS: Deanna, you know, on the 23 Fire -- the deal they just -- part of it is salary 24 increase and part of it is bonuses. How do you 25 account for the bonuses in the future in the ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 35 1 calculation for what goes into the pot for the state 2 retirement system? Is that part of the calculation? 3 MS. SAKO: I believe it depends on when the 4 employee was hired. So, the employees that have been 5 working longer, prior to July 1st, 2012, their 6 retirement is based on overtime and other payments to 7 them. However, the newer employees, their retirement 8 will be based just on their base salary. And so, 9 likewise, the percentages that we pay into ERS are 10 based on those different buckets of funding. So, it 11 depends on when the employee was hired. 12 So, it has to do with -- you know, we were 13 talking about the changes to the retirement system and 14 the improvements they have been trying to make to help, 15 you know, balance it out. The newer employees, their 16 retirement benefits will be based just on their base 17 salary. So, I don't believe we're paying in on that 18 amount for the newer ones. 19 MR. HIGGINS: Okay. So, where I'm going with 20 this is on the inversion problem that we're all trying 21 to address here is that, in our situation, we're 22 looking at the situations where there is currently 23 inversion. What if, instead of giving pay raises, we 24 made up the difference with a bonus? And so, we could 25 do it individually, depending on what departments that ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 36 1 situation arose. So, it wouldn't have to be 2 across-the-board pay raises, but we could just grant 3 bonuses? Would that be better than pay raises in terms 4 of the calculations of what goes into the retirement 5 system? 6 MS. SAKO: Each employee would be different. 7 And so, anybody hired prior to July 1st, 2012, whether 8 it was a bonus or an across-the-board, we would still 9 be paying into ERS on that money. And for anybody 10 after July 1st, 2012, it would impact those payments. 11 And I could go back and double check that I'm not 12 misspeaking about what we're paying into ERS. 13 MR. KIM: If I may comment on that. 14 MR. HIGGINS: Yeah. 15 MR. KIM: I think what it would create is a 16 really difficult time on the new employee. You know, 17 what do I pay a new employee because he just started? 18 Do I give him a bonus for coming on? I don't know how 19 we would work a bonus system. The idea is that you can 20 look at it by -- I think you can see my administrative 21 problem. How do we implement it when I want to hire 22 someone? Because I have to go on the scale of what is 23 on record, what we're required to pay them. Do I pay a 24 new employee a bonus or whatever? 25 Those are the kind of things that is not ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 37 1 going to be that simple because when a mayor comes in, 2 almost all of the employees are going to be new hires, 3 and I pay them based on what the requirements are. So, 4 I'm going to recruit people based on that and not a 5 bonus. Or are you going to give me the capability to 6 give them bonuses, and when a person is hired and I 7 give them a bonus and he leaves shortly thereafter -- 8 now I got to hire a new person. What do I pay him? 9 I just want you to know why I know those 10 things. I've thought about this. How do I fix it? 11 And I'll say to you openly, I'm not smart enough to fix 12 it. I just know it's got to be fixed because you will 13 be caught in the same dilemma all the time. 14 CHAIR: Judy? 15 MS. GREENBAUM: I've got two questions, one 16 for you, Mayor. So, if the bonuses were spread out for 17 an annual period of 12 months, that could work because 18 you're not giving the bonus up front. I just... 19 MR. KIM: We hire on management level all 20 the time, yeah. I do mean all the time. I just told 21 you that this is my third public works director. The 22 first one promised me a year and left after, I think, 23 eight months. He almost gave me a year -- yeah. The 24 second one promised me, but due to family demands, 25 which I understood and supported, he left. There's ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 38 1 going to be so much of that along the line. I am 2 required to hire by a stated law on what that position 3 pays. That's what we're talking about. 4 I don't know how to work that out. The only 5 way I know to work it out is, somehow, we've got to make 6 the pay of the administrators, whether it be up or down 7 or flat, in correlation with what we pay the employees 8 -- collective bargaining. And I'll say that I think 9 all the unions will tell you -- and I mean it, Sir -- 10 within a few weeks of -- not even weeks -- of taking 11 this job this time, they were all notified personally 12 by me, the union heads, that "We can't afford raises. 13 Just know that right up front. We may have to raise 14 property tax across-the-board approximately 6 percent." 15 I know the job I've asked you to take is not 16 an easy one and especially with a rubber stamp. And I 17 mean it sincerely. We have to find better answers for 18 what we ask you to do. I don't think bonuses is a good 19 one because of the problems it causes. 20 CHAIR: You had another question, Judy? 21 MS. GREENBAUM: For Deanna. 22 So, Deanna, in the budget, 2 percent has been 23 factored in, basically? 24 MS. SAKO: 2 percent plus step movements, 25 which we average at about 2 percent per year because, ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 39 1 again, the collective bargaining on the pay scale, not 2 everyone receives a step movement each year. So, it 3 averages out to roughly 2 percent per year for us. 4 MS. GREENBAUM: And that's been budgeted in 5 for the cabinet? 6 MS. SAKO: Yes. 7 MS. GREENBAUM: Thank you. 8 CHAIR: Other questions? 9 MR. KIM: I'm going to be very rude here. 10 I am waiting for a phone call from a very important 11 person in regards to helping me resolve the Mauna Kea 12 problem that I think is so important we do this in a 13 good way. So, he's calling from New York in a few 14 minutes. Could I wrap it up, please, Sir? 15 MR. HIGGINS: You better go. 16 CHAIR: Yeah, I think we all support that. 17 MR. KIM: Thank you very much for your 18 time. 19 CHAIR: Thank you. 20 MR. KIM: Like I say, I know we pay you a 21 lot. 22 MR. HIGGINS: Thank you. 23 MS. GREENBAUM: Thank you. 24 MS. SAKO: The mayor has to leave. Do you 25 guys have any more questions? ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 40 1 CHAIR: Are there any more questions for 2 Finance? 3 MR. HIGGINS: Yeah. Could you follow-up on 4 that bonus thing? I hear what he's saying about the 5 promise. But it seems to me if that was a way to 6 individually, department by department, when there 7 became an inversion problem, to take care of it, and it 8 wasn't a ballooning of the future pension problem, 9 retirement problem -- that's what I want to know. The 10 question is, does a bonus be included -- for these 40 11 people, they're coming and going, so they're all going 12 to be recent hires. So, how is the -- that's what I'm 13 looking for is that answer, yeah. 14 MS. SAKO: Okay. And many of them are recent 15 hires, but many of them are not. 16 CHAIR: She's an example. 17 MS. SAKO: Yeah, I would be an example, that 18 this year makes 20 years of service for me with the 19 County, and I've been a deputy or director for nearly 20 ten now, or for over ten now. So, we have people in all 21 situations. But I will go find out on this bonus. And 22 I think it might be better if we call it lump-sum 23 payment because "bonus" -- 24 MR. HIGGINS: Yeah. 25 MS. SAKO: -- has a certain connotation. And ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 41 1 when you're talking about it to correct an inversion, 2 and that's the reason, I don't think "bonus" is a good 3 word for it. 4 MR. HIGGINS: Well, that's good. 5 MS. SAKO: That makes me feel a little bad. 6 That means I didn't hire my staff high enough or 7 something. So, yeah, but I can go find out on those 8 lump-sum payments. 9 MR. HIGGINS: Yeah. So that doesn't inflate 10 the future payments. 11 MS. SAKO: Yes. And I appreciate you guys 12 looking at that. 13 MR. HIGGINS: That's where I'm trying to go, 14 trying to figure out a solution to this problem. That 15 might be it. 16 MS. GREENBAUM: Deanna? 17 MS. SAKO: Uh-huh. 18 MS. GREENBAUM: Could we possibly call it an 19 inversion catch-up? 20 MS. SAKO: Yeah. Whatever you want to call 21 it. "Bonus" may not be doing the right word. But I 22 will find out on the payments to ERS, on which way 23 those go. 24 MR. HIGGINS: Thank you. 25 CHAIR: Florence? ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 42 1 MS. IKEDA: Deanna? 2 MS. SAKO: Uh-huh. 3 MS. IKEDA: How would incentives work in 4 cases like this, and how would we go about, you know, 5 creating a structure for incentives? 6 MS. SAKO: "Incentives" meaning if you 7 accomplish something, you would get additional pay? 8 What are we talking about? 9 MS. IKEDA: Yeah. Because we have so many 10 people coming and going. So, you know, if, like the 11 mayor was saying -- you had a time stipulation and 12 then you would -- you know, I call it an “incentive.” 13 CHAIR: A lump sum after you stayed for a 14 year? 15 MS. IKEDA: Or something. You know, of 16 course, it would be based on performance and things, 17 but is that even a possibility? 18 MS. SAKO: So, I don't remember what was at 19 the, like, cabinet level or elected officials level 20 versus other areas, but some of the bonuses that were 21 given by the collective bargaining units recently were 22 for -- the bonuses were related to kind of getting them 23 to stay. Like certain bargaining units had a high 24 turnover and so they wanted them to stay. So, it was 25 seen more as an incentive to remain and for recruitment ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 43 1 purposes and whatnot. So, if you were doing something 2 like that, that is one way to do like a lump-sum 3 payment. 4 Other ways that I believe the Salary 5 Commission dealt with this in the past was that the 6 longer you were in the position -- it was almost like a 7 step movement. And I don't know if Milton was here at 8 that time, but they almost had like step movements for 9 cabinet members. The unfortunate part of that was that 10 at the end of the mayor's term, if someone was 11 reappointed, they went back down to the first step 12 again, and I think that was difficult for some people. 13 So, that's another way, you know, to deal with 14 it as well. 15 MS. IKEDA: Thank you. 16 CHAIR: Anyone else? 17 MR. MEDINA: Yeah. 18 CHAIR: Yeah, Benson? 19 MR. MEDINA: Coming out of private 20 industry -- and I've worked for a lot of different 21 companies who basically didn't -- they might not have 22 had a lot of money. Some of them did. But they would 23 sit me down and say, "Okay, well, what's important to 24 you? Time off? Is it insurance? Is it" -- whatever. 25 And then they would try to, like what Florence was ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 44 1 saying, figure out a compensation way that could 2 fulfill, you know, a person, what they really wanted 3 without having to depend solely upon the dollar amount. 4 So, my question is, I guess, do we have the 5 flexibility to do something like that, where we 6 could -- you know, if our goal is to try to keep 7 somebody as long as we can, can we do something like 8 that? 9 MS. SAKO: I was looking at your Corporation 10 Counsel because I could tell you at the employee level 11 it's equal pay for equal work. And so, we have to 12 be very consistent. And all the collective bargaining 13 unit agreements are very consistent. I'm not sure at, 14 like, the cabinet and elected official level, where you 15 guys oversee -- if we have flexibility in that or not. 16 MR. FRATINARDO: So, question. A couple years 17 ago, the mayor hired Andy Levin and was paying him a 18 really big amount of money to do legislative work. So, 19 what formula -- where does the authority come to be 20 able to do that? 21 MS. SAKO: We do have some HR staff here. 22 MR. FRATINARDO: Because all that money was 23 going out to that one specific person. So, how do we 24 address -- sounds like a big incentive to me. How do 25 you incentivize -- ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 45 1 MS. SAKO: I think they did look at pay for 2 like positions and like duties elsewhere to compare 3 that. That's also one of the things that I know HR 4 makes sure we stay on track with. When I'm trying to 5 create maybe a new classification of work, they have to 6 compare it to other counties and things like that. So, 7 in that case -- and then there's various exemptions, 8 especially when we're hiring contract employees. 9 MR. FRATINARDO: So, that falls kind of under 10 the realm of temp. hire. 11 MS. SAKO: Yeah, a temp. hire or 89-day 12 contract or something like that. 13 MR. FRATINARDO: Gotcha. 14 CHAIR: Jim? 15 MR. HIGGINS: One more time. Sorry. Not on 16 the bonus. 17 So, we're hiring 95 more people. So, in a 18 couple of years, that's all going to be -- you're going 19 to have to budget all of that in, and it's going to 20 inflate the retirement benefits -- all of that kind of 21 stuff. The balloon gets bigger. So, the 63 percent, 22 where we are right now, in two or three years, where do 23 you anticipate wages, salaries, benefits, and 24 retirement plan as a percentage of our budget? 25 MS. SAKO: I don't know that we looked at it. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 46 1 We do project the budget for the current year and two 2 additional years. I don't know if our staff actually 3 did that calculation, but I can try and find out for 4 you. Because the budget, as a whole, is growing as 5 well, so hopefully, you know, the percentage is not 6 straying too far away, but we can look at what that 7 actually comes out to be. 8 MR. HIGGINS: Thank you. 9 MR. FRATINARDO: And one last question from 10 me, Deanna. When the mayor said that personnel equals 11 service, so in your interaction with the division 12 heads, is there a lot of requests to up their personnel 13 at the line level? 14 MS. SAKO: Definitely each department -- each 15 division is different, but we try to look at what the 16 impact on the public is as well. So, for example, we 17 did add three positions in Finance, and those were 18 vehicle registration and licensing clerks because we 19 know people, especially in Kona, have long wait times; 20 and so, we were trying to reduce that. So, it's kind 21 of looking at the service impacts and the impact on the 22 public as well. Not everybody comes rushing in to say, 23 "We need more help." There has to be, like, a reason. 24 You know, obviously, public safety was a big reason 25 this year as well. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 47 1 MR. FRATINARDO: Thank you. 2 CHAIR: Any other questions? If not, thanks 3 so much for coming and spending the time. We 4 appreciate your answers. 5 MS. SAKO: Thank you, and I'll try to get 6 back to you on those questions. 7 CHAIR: Thank you. 8 MS. SAKO: Thank you. 9 MR. PATEL: Chair, if I can comment before 10 you get into discussion regarding any specific 11 proposal. You know, clearly all the questions being 12 asked are well thought out, and there's an obvious huge 13 concern and a common-sense concern that I see with 14 respect to affordability -- and that's understandable. 15 As you get into discussions, though, 16 regarding any proposals that might be offered, keep in 17 mind that, as you collect information, when you start 18 discussing the proposals, tie your discussions to the 19 charge that this commission has, which is determining 20 compensation that has a reasonable relationship to 21 public and private sectors. So, connect the dots, in 22 other words. With that said, also keep in mind that if 23 you branch out far enough from any central point, you 24 could connect the dots to anything, right, between 25 anything. So, always keep in mind the charge under the ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 48 1 charter and just connect the dots. Then that helps 2 inform fellow commissioners as to your logic, what 3 you're thinking, why you're taking the position you're 4 taking, and helps inform the public as to why you're 5 making the decision when ultimately any proposal is 6 decided upon. 7 MR. FRATINARDO: I appreciate you saying that 8 because in our charter, it says that "we shall," not 9 "might," "maybe," or "if." It says, "we shall." And 10 we have to make parity to those private or public 11 sectors. I appreciate your reminding us. Thank you. 12 MR. PAVAO: You just gave us a very polite 13 scolding. 14 MR. PATEL: Just a reminder. Connect the 15 dots, right? If there's a connection to be made, make 16 that clear. 17 MR. HIGGINS: Thank you for that, too. 18 The one thing about connecting the dots is 19 that we don't have the dots. Okay? We don't have any 20 data whatsoever of the private sector on this island. 21 All we have is big-city stuff, big corporations, and so 22 we have that to compare. So, technically, we have 23 nothing to compare on this island to the private 24 sector. Just point that out. If you've got all that 25 data, give it to us. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 49 1 MR. PATEL: I do not have that data, but part 2 of what you are able to do as a commission is to 3 request that information. I believe somewhat along 4 those lines, in the past and going forward, that's 5 something HR can compile. So, if there's specific data 6 points you feel you need to consider, definitely 7 request that information. 8 MR. HIGGINS: Well, for three years that I 9 have been on this -- two years, three years -- we have 10 asked that. So, a little push-back on it. We've never 11 gotten any of that information. 12 MR. MEDINA: So, it would be really logical 13 for me to think that our R&D department has to have 14 information like that since that's what they do. They 15 don't have that? 16 MR. HIGGINS: You weren't here our last 17 meeting. We asked the Corp. Counsel, Joe -- I directly 18 asked him what he thought was what the private sector 19 average attorney on this island made, and he was 20 either, A -- unable to or didn't want to answer it. 21 CHAIR: Yeah. What we do get and what we've 22 received is what Jim mentioned, that the official 23 surveys and comparisons that the HR folks provide, that 24 comes from not just this island, but from other places. 25 So, it would require a new survey process. And I'm not ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 50 1 saying we shouldn't do that -- I'm just saying that 2 that's what it would require. 3 MR. MEDINA: I personally would request the 4 R&D director to come here because, I mean, how do you 5 plan research and development in a County if you don't 6 have statistics? I mean, you have to have like a 7 number of businesses open. They have to have that. 8 Or -- 9 CHAIR: There must be some way to provide 10 that, I'm sure. 11 MR. MEDINA: Yeah, I would think that they 12 would have that. 13 CHAIR: Let's take about a ten-minute break, 14 and then we'll resume with item VI.1. 15 (Recess ensued from 11:16 a.m. to 11:26 a.m.) 16 CHAIR: Okay, everyone, let's call this 17 session back to order. 18 If we could move on to item VI.1. Remember 19 what we've been working off of is our compensation plan 20 that we approved several meetings ago, and VI.1.A. 21 Anyone have any other thoughts, changes they 22 want to make to the plan, or should we continue down 23 the path we've been working on the last few months? 24 MR. PAVAO: I think we should just continue 25 working and schedule to hear from these people. I ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 51 1 think that's the best bet. 2 CHAIR: Yeah. All right, let's do that. If 3 we move on, then, to -- we did receive written 4 submittals from everyone we didn't hear from, so from 5 my perspective, we've essentially accomplished 6 everything in the plan. So, we're at the point, you 7 know, what do we want to do now? Do we want to take 8 any action on any salaries? (SEE ATTS. A AND B.) 9 For instance, the plan that was presented to 10 us by HR starting back in 10-9 of '18 and updated the 11 first part of this year, which was how would we handle 12 a 2.25 percent raise? And remember what HR gave us was 13 something that said instead of a percent raise for 14 everyone, actually to give a set amount based on 2.25 15 percent of the average salary of all the department 16 heads. 17 MS. IKEDA: George, I think that we should 18 wait. It might, you know, seem like here we go 19 delaying again, but we asked several questions, you 20 know, and they have to get back to us with some 21 answers. So, my opinion is that we should just wait 22 until we get those answers. 23 MS. GREENBAUM: I agree with that. I'm 24 curious to hear about the inversion catch-up, is what 25 I'm going to call it, how that might be implemented, ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 52 1 because that sounds attractive. 2 MR. PAVAO: I agree also. I think it's 3 premature for us at this point to give any further 4 raises. 5 MR. FRATINARDO: Yeah, I'd like to hold off. 6 CHAIR: All right. That seems pretty much -- 7 MR. FRATINARDO: Mr. Medina, you had a 8 question about -- 9 MR. MEDINA: I concur. 10 MR. FRATINARDO: But a more locally 11 investigated -- 12 CHAIR: Yeah, let's deal with that next. 13 MR. MEDINA: Yeah. But, you know, reading 14 through Director Brilhante's submission here, I thought 15 that was pretty good, and it was relatively recent, 16 2018, covered a wide range of executive -- 17 CHAIR: In the official 18 participated-by-a-lot-of-different-companies type of 19 view, it's actually not a bad plan. It doesn't go 20 specifically as to what Jim was talking about, to the 21 very specific things on this island. 22 MR. MEDINA: Correct. 23 CHAIR: And we could talk about whether we 24 want to do that. In the meantime, we have to decide 25 whether we do that now or in the future. We can keep ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 53 1 putting off making the decision, and I agree with all 2 of you that we should wait until we get the answers 3 back, but at some point, we need to make a decision, 4 frankly, folks, one way or the other. 5 MR. MEDINA: Yeah. 6 CHAIR: And so -- 7 MR. MEDINA: Do we have a timeline we're 8 working with? 9 CHAIR: No. That's how this Commission got 10 into problems in the past. 11 MR. MEDINA: Got it. 12 CHAIR: They ended up doing nothing. I mean, 13 not this group of people, but the Commission either 14 didn't meet or didn't take action, and we had -- some 15 of them were 30 percent raises or more -- 16 MR. MEDINA: Oh, yeah. 17 CHAIR: -- just to get things back up to par. 18 And as Commission Chair, one of the things I really 19 don't want us to allow to happen is to get into that 20 position again. 21 MR. MEDINA: Right. 22 CHAIR: So, we need to make a decision, and we 23 need to be cognizant of what that decision does to the 24 future of the salary process for those people who we 25 provide the salary raises for. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 54 1 MR. FRATINARDO: Would that require a motion? 2 Do we want to set a date for the final decision to 3 vote? 4 MS. GREENBAUM: Yes. 5 MR. FRATINARDO: That's my question. 6 MR. PAVAO: I don't think we can do that 7 until we get the information that we need. 8 CHAIR: Right. So, I mean, we'll have -- 9 MR. FRATINARDO: We'll have it before 10 December? 11 CHAIR: So, here's the next dilemma. If we 12 want to have HR involved, Bill is gone, I think, the 13 last week or two of July up through the first part of 14 August for his annual vacation, so it would mean that 15 our next meeting would be first part of August 16 somewhere. And, hopefully, by that -- okay. So that 17 comes with -- all right. So, we could potentially meet 18 like the 8th of August or sometime during the week of 19 the 12th of August. 20 MS. GREENBAUM: The 12th for me is better. 21 I'm gone the week of the 8th. 22 CHAIR: Okay. I think Glynis is just 23 checking to see what's going on, on the 12th. Any 24 particular day work for anyone in that week? I was 25 looking at the 12th this week. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 55 1 So, it looks like we could meet on the 12th, 2 which is -- the 13th -- the 28th or the 13th, either 3 one, or the 15th. 4 MS. GREENBAUM: 15th is better for me. 5 MR. FRATINARDO: Will we have those answers? 6 CHAIR: Well, I think so. 7 MR. FRATINARDO: 15th I'm okay. 8 CHAIR: All right. So, it looks like August 9 the 15th? 10 MR. MEDINA: 15th is good. 11 CHAIR: So, Glynis, can you check with 12 Finance to make sure that we get those answers back? 13 MS. YAMADA: Sure. 14 CHAIR: Because we need to get them out to 15 the Commissions so we can decide what we're going to do 16 at the meeting. 17 MR. HIGGINS: Mr. Chairman, would it be 18 prudent to show that we are performing to our mission, 19 and can somebody -- maybe it's HR -- go to the Chamber 20 of Commerce’s here on this island, go to the Bar 21 Association here, go to the Grocery Association -- I 22 don't know. There's got to be a lot of people that you 23 could make inquiries into various levels of pay 24 because, right now, we cannot go and make pay raises and 25 say that we have examined the private sector. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 56 1 CHAIR: Here's one of the things I might 2 suggest. You know, the problem is -- and the reason 3 that I think HR is stuck with the surveys that we 4 received is that it cannot find like positions and so 5 they can compare like positions with similar job 6 descriptions and titles. 7 What I heard Mayor Harry say was what he 8 looks at is -- are people good managers? And so, what I 9 would suggest, if we ask HR to do something like that, 10 is tell us what your top tier of managers make, and how 11 do you deal with their compensation package, if they'll 12 tell us that and, you know, whatever the salary is or 13 the title is. But the important thing is are they 14 capable of managing large organizations, and in complex 15 situations, and how do they get paid for that? 16 Trying to say let's go -- I agree that 17 there's some we can go look at, you know, as you 18 suggest, perhaps, with what do different lawyers make 19 around the island? And perhaps some of them have their 20 own personnel manager. I don't know how many of them 21 have their own Parks and Recreation and Public Works 22 and things like that. 23 So, I'm just trying to suggest that perhaps we 24 should broaden our look at the types of people or types 25 of information that we're asking for and not relate ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 57 1 that specific to position, position, position. 2 MR. HIGGINS: Yeah, I don't know what the 3 answer is. All I know is that if we approve a pay 4 raise, and at our next meeting there's a whole bunch of 5 folks in here from all of our districts, and somebody 6 stands up and says, "Mr. Chairman, I've read your 7 mission statement, and what exactly did you do to 8 compare to the private sector?" and you're going to go, 9 “bub-bub-bub-bub.” 10 CHAIR: Well, no, I'll hold this one up. 11 MR. HIGGINS: No, there's nothing there, 12 George. 13 CHAIR: Well, yes -- 14 MR. HIGGINS: There's not one company -- 15 CHAIR: Yes and no. 16 MR. HIGGINS: There's not one company that is 17 on the Big Island. 18 CHAIR: Yes, that's -- 19 MR. HIGGINS: There's not one. 20 CHAIR: That's what we're talking about is 21 -- yes, it compares with the private sector, 22 just not private sector on this island. 23 MR. HIGGINS: Right. So, is that -- that is 24 not -- 25 CHAIR: Well, that's what you're asking -- ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 58 1 MR. HIGGINS: That's purely not -- 2 CHAIR: It doesn't seem -- 3 MR. HIGGINS: Doesn't make sense to me. But 4 that's -- how would you answer if somebody stood up in 5 here? 6 CHAIR: I would be honest about what we did. 7 "Here's the comparisons we did, and here's what we 8 probably do" -- 9 MR. HIGGINS: And they would go, 10 "Boo-boo-boo-boo-boo-boo." 11 MR. FRATINARDO: Can I ask a question? 12 CHAIR: So, I guess that's what we're trying 13 to do and what you're trying to suggest. What I'm 14 trying to do is suggest how we go about that process 15 because, if we don't give specific direction, we aren't 16 going to get specific results. 17 MS. GREENBAUM: I have a question. I'm so 18 sorry -- 19 CHAIR: Benson. 20 MS. GREENBAUM: Benson, hi. 21 MR. MEDINA: Hi. 22 MS. GREENBAUM: Like he recommended, wouldn't 23 R&D have that? They should have something to that 24 effect so that they can determine the growth and 25 everything. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 59 1 MR. MEDINA: Yeah, it would seem like they 2 would have that since their charge is to promote 3 research and economic development. 4 CHAIR: Yeah. 5 MR. MEDINA: But as I look through this list, 6 you know, there are a number of companies that are 7 here. Kamehameha Schools is here, Ku ʻ ikahi is here, 8 Liliuokalani Trust is here. Here's County of Hawai ʻ i 9 YMCA, Hawai ʻ i Island. So, there's some Hawai ʻ i Island 10 people there that are listed on the back page of this 11 that were probably surveyed; but, you know, the more 12 information, the better probably, right? 13 MS. GREENBAUM: But, Jim, am I mistaken to 14 say -- like Kamehameha is a big trust. They've got 15 proceeds. It's not the average private sector that 16 doesn't necessarily have those proceeds. Is that what 17 you were thinking, the private -- 18 MR. HIGGINS: Yeah. They didn't come here 19 and go to the Kamehameha Schools' office in Kona and do 20 a survey and say, "How much are you guys getting paid?" 21 I guarantee you that never happened. 22 MR. FRATINARDO: May I just ask a question? 23 CHAIR: Please. 24 MR. FRATINARDO: I'm not trying to push 25 anyone's buttons or anything. So, I'm looking at the ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 60 1 list of who we give raises to. So, there are obviously 2 positions on the 40 that you don't look at private 3 sector, like Police and Fire and Liquor Control and 4 Prosecuting Attorney. So, can we, at some point, come 5 to an agreement that -- if we can't agree on others, 6 can we agree on some? 7 CHAIR: Some what? 8 MR. FRATINARDO: Raises. Because -- such as 9 public safety -- 10 MS. GREENBAUM: Yeah. 11 MR. FRATINARDO: -- the Judiciary. That's 12 what I'm asking. Because there seems to be some 13 disagreement as far as what Bill gave us, but there are 14 positions here that you won't see in this study. So, 15 that's the point I'm trying to make. 16 MS. IKEDA: George, I don't think there's 17 anyplace that says that we have to do all, but we can 18 do part. And we can collect all this information, 19 whatever we can gather, and when we do make our 20 decision, it's -- I look at private entity and public 21 entity as two different, separate, you know, entities. 22 You can use it for comparison or for informational, but 23 you can't base, you know, entirely on it because they 24 are two separate entities, in my opinion. 25 CHAIR: Sure. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 61 1 MS. GREENBAUM: I agree, but it does give us 2 a basis to respond to our constituents on how we 3 arrived at the decision that we did. 4 CHAIR: Okay. Let's say we'll ask HR to see 5 if they can survey some more of the companies that do 6 exist on this island and see if we can get some 7 response. 8 MR. PAVAO: It would be good if, somehow, 9 they could crank in benefits because, you know, 10 benefits is a key thing, too, in positions. 11 CHAIR: Certainly, Milton. You know, we can, 12 as individuals, consider benefits but our charter says 13 we're dealing with base salary, so -- 14 MR. PATEL: Well, just to clarify, it says 15 "determine compensation so that total salary and 16 benefits have a reasonable relationship." 17 CHAIR: Yeah. Everything we've been provided 18 in the past has been based on base salary, so I stand 19 corrected. So, yeah, we can ask that. 20 MR. FRATINARDO: So, my question is, Chairman, 21 and the rest of the Commission, is there -- so 22 should we prioritize right now who to look at for 23 raises? We have public safety. You know, should we 24 prioritize that for the community's sake? So, Fire, 25 Police, Prosecuting Attorneys, is that something we ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 62 1 should consider? Does it matter? 2 MR. PAVAO: I think it would be unfair to 3 consider some and not consider all. 4 CHAIR: Well -- 5 MR. FRATINARDO: But we don't have to give -- 6 we are considering the others. So, you would prefer 7 just to do it all at one time? 8 CHAIR: I think so. 9 MR. PAVAO: Yeah. 10 MR. FRATINARDO: Okay. 11 CHAIR: And, remember, we've already heard 12 from the Fire Commission. 13 MR. FRATINARDO: Right. 14 CHAIR: They said no raise. 15 MR. HIGGINS: Yeah, yeah, yeah. 16 CHAIR: All right. Once again, I'll try it. 17 Let's say we'll ask HR to survey some of the groups 18 that Jim mentioned; and then, in addition, as Judy has 19 suggested, we'll ask R&D if they have anything and see 20 if we can get them to give us a response that we can 21 actually use as information for our August 15th 22 meeting; and, in addition, we'll see if we can get the 23 answers from Finance before then. If we can't, what I 24 will propose is that we delay the meeting until we can 25 get it. ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 63 1 MS. GREENBAUM: Makes sense. 2 CHAIR: All right. In the agenda as it's 3 presented, is there anything else besides what Jim just 4 asked that we should be putting on our next meeting 5 agenda? 6 All right. So, we have our next meeting date 7 established. He is not here, but I want to thank Mayor 8 Kim and the finance director for coming. 9 Okay. And so, the next meeting, then, is 10 scheduled in this commission chambers August 15th, 11 10:00 a.m. 12 Anything else? 13 MR. PAVAO: No. Motion to adjourn. 14 CHAIR: Okay. 15 MS. GREENBAUM: Second. 16 CHAIR: It's adjourned. Thank you all. 17 (The Salary Commission meeting concluded at 18 11:45 a.m.) 19 20 21 22 23 24 25 ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Page 64 ' 1 STATE OF HAWAII 2 ss. 3 COUNTY OF HAWAII 4 5 I, TERI HOSKINS, a certified court 6 reporter in the State of Hawaii, do hereby certify 7 that the foregoing pages are a true and correct 8 transcription of the proceedings in the above matter. 9 10 Dated this 9th day of July, 2019. 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 ISLAND COURT REPORTING & TRANSCRIPTION SERVICES (808) 933-9800 Ms. Teri Hoskins, Certified Court Reporter, transcribed the aforementioned proceedings of the Salary Commission at its meeting held on June 27, 2019. Glynis Yamada, Secretary, Salary Commission, had incorporated some minor formatting/housekeeping revisions throughout the transcript. Respectfully Submitted, igt-U Glynis Yamada, Secretary APPROVED: George W. Campbell, Chair Salary Commission PLAN: PROPOSED SALARY ADJUSTMENTS EFFECTIVE JULY 1, 2019 OBJECTIVE: To secure the best available information toward considering and deciding on the next possible future Salary adjustment,which could become effective on July 1,2019? FUTURE SALARY ADJUSTMENTS:Could be increases,decreases or no change. PROPOSED PLAN: 1. Invite and consult with Finance Director in March 2019,Administration,County Council,and Commissions to present and discuss these future pay adjustments. 2. Use the input and available information to review the proposal prepared by the Department of Human Resources to evaluated pay adjustments. 3. Adopt Action Plan to be completed no later than January 1, 2020. PRESENTATION INCLUDES: (20 Minutes 1. For each Department or Major Unit: a. Primary Duties and Responsibilities. b. Size of Staff and Organization c. Operating Budget and Funding d. Major Challenges e. Overtime Requirements f. Pre-requisite requirement for those positions. 2. Salary Considerations: a. Factors the Salary Commission should consider b. Any recommendation? c. Merit considered? d. Productivity—Goals and Objectives e. Ability of the Department to Pay? 3. Private Sector Analysis PROPOSED SCHEDULE: • Police, Fire, Liquor • Merit Appeals Board, Prosecuting Attorney,County Council • Mayor's Office on: Finance,Planning, Research&Development, information Technology • Mayor's Office on: Housing, Public Works, Environmental Management, Managing Director, Deputy Managing Director,Corporation Counsel • Decision Making • Dates to be determined at a future Salary Commission meeting. Amended: January 24,2019 ATT. A HUMAN RESOACES APR 1 8 2019 ''r•'•.;'�;, wil Okabe RECEIVED ' r �, � �• 4 Managing Director Harry Kim •' l Mayor ..r Barbara J.Kossow Deputy Managing Director -3 «'Ni (1Itiunfg of u£uai` i (Pff'irr of the ur 25 Aupuni Street,Suite 2603 • Hilo,Hawaii 96720 • (808)961-8211 • Fax(808)9616553 KONA: 74-5044 Ane Keohokalole Hwy.,Bldg C • Kailua-Kona,Hawaii 96740 (808)323-4444 • Fax(808)323-4440 April 18,2019 MEMORANDUM TO: William V.Brilhante,Jr.,Direc r oHuman Resources FROM: Wil Okabe,Managing Director RE: Salary Commission's Inquiry to partments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 201 -2020 This is in response to your March 21,2019,email request for information about our agency for the Hawaii County Salary Commission. The following are my responses to the questions posed: 1. What are the primary duties and responsibilities of the department/agenry head' The Mayor shall be the chief executive officer of the county vested with all the executive powers of the county,except as otherwise provided by this charter. The mayor shall have the power to: (a) Through the managing director supervise and coordinate all executive agencies of the county,except as otherwise provided by this charter. (b) Appoint necessary staff for which appropriations have been made by the council. All positions in the mayor's office shall be exempt from civil service laws and classifications. (c) Create positions,including position of deputy or assistant to each head of an agency where such position has not been created by this charter,for which appropriations have been made by the council and abolish positions with the consent of council. (d) Make transfers of positions between agencies or between subdivisions of agencies subject to applicable civil service regulations. (e) Recommend to the council a pay plan for all officers and employees of the county or any of its boards and commissions,except those whose pay is otherwise provided for;provided that the salary of any officer or employee who is exempt from the civil service laws shall be subject to approval by the council and the mayor. (f) Submit an operating budget,an operating program,a capital budget and a capital program annually to the council. 2. How many employees does the department/agency employ? We employee twenty-five,however,two employees are County Physicians and four are unfunded. 3. What is the department/agency organizational structure? Please see the attached. 4. What is the department/agency operating budget and funding encompass? The operating budget and funding include salaries,wages,operations,equipment,projects,commissions and sister-cities. ATT. B County of Hawaii is an Equal Opportunity Provider and Employer. TAB 1 C 1." O d* « U ea a, S o 40 r, 'O 2 N o � o Y ! B ::: 2 R a i 2 1 c4 i N Q & CA VI Q CI s u = o. Y CQ t U L a _ vi kr)9 _ r.n Nill .r. o .7- 1..... Ce rg a o © p .. O <r x .6 0 .1 d ac) _ 4 ZQ a � p o ew, o W = L. S ca N > c L 1 W .....4.ta d � Z Ooo • N w wcil Q Q O = Z F= m ,yr 1 g — i C::' �T T� > � a 0 � QQ o i-- 0 2N z N e N __ liMINMIIMIIIMI U. Z Wei IMMOIMMMINIMEMMIN" ,. - u] Q A * = CU EN= O 0 *a o V1 i�' - N - C 0 W V y `" v Go ., o H Ce 1. c 0 C. at F- O V O o` 2 0 a o0 a o 41 16 OS n ib a, � � , p a: 0LI- 0 to bo N �'V d O 40 C O VI O N y C 0' O '�.' p w W t X U W 7 W u p; K w w >"'" w amomme a I. O Ny4 • C ea �• A GG hQ Cce O a O O 00 C c) qO ..r. c) cn O vi O Q eD°° o ..-,t0 " FO S. > d .44.: O 7.1 IO r O an W w a ew 6 E " uo L41 d U y A Joseph K.Kamelamela Harry Kim »t`:°`"±4� Corporation Counsel Mayor <P _ i �~ =' .4 I. Renee N. C. Schoen Assistant Corporation Counsel COUNTY OF HAWAII OFFICE OF THE CORPORATION COUNSEL 101 Aupuni Street,Suite 325 • Hilo,Hawaii 96720 • (808)961-8251 • Fax(808)961-8622 April 22, 2019 HUMAN RESOURCES APR 2 2 2019 Honorable George W. Campbell, Chairman and Members of the Hawai'i County Salary Commission RECEIVED County of Hawai'i 101 Pauahi Street, Suite 2 Hilo, HI 96720 Dear Chairman Campbell and Commission Members: Thank you for your Commission's e-mail request of March 21, 2019 and the opportunity to provide a brief presentation of our department's role in the County, our office's organizational structure, our operating budget and funding, the major challenges our department face, and our overtime requirements. I will be present at the May 16, 2019 Commission meeting to answer any questions you may have. Office of the Corporation Counsel 1. Civil Attorney for the County, its Officers and its Employees The duties and responsibilities of the Office of the Corporation Counsel are set forth in Section 6-5.3 of the Charter as follows: The corporation counsel shall be the chief legal advisor and legal representative of all county agencies, the council and all officers and employees in matters related to their official powers and duties. The corporation counsel shall represent the county in all civil legal proceedings and shall perform all other services incident to the office as may be required by law. The corporation counsel shall, however, be prohibited from representing any elected officer in impeachment proceedings. In addition, for any contract or agreement in which the County is a party, the corporation counsel must review and approve. Section 13-13 of the Charter provides as follows: The county may enter into contracts with private parties, other counties, the State or the United States for the performance of any function or activity which the Hawai'i County is an Equal Opportunity Employer and Provider TAB 2 Honorable George W. Campbell Chairman and Members of the Hawai'i County Salary Commission April 22, 2019 Page 2 of 4 county is authorized to perform. All written contracts to which the county is a party shall: (a) Be approved by the corporation counsel as to form and legality. . . . 2. Brief Functional Statement, Organizational Chart and Assignments. As the chief legal advisor and representative of the County, this office serves as the law firm for our County, providing legal representation and support for 20 departments, 2700+ officers and employees, and 37 active boards and commissions (with 250 members; and although there are also 4 inactive boards and commission, in 2020, the 9 members of the County Redistricting Commission will be appointed and confirmed by July 1, 2020). See attached Assignment Sheet We have 15 attorneys, with 9 attorneys in our counseling and drafting division (averaging over 11 years of legal experience) and 6 in our litigation division (averaging over 15 years of legal experience). Our support staff of 12 consists of one private secretary, one accountant, one investigator/claims adjuster, one legal assistant, three legal technicians, two legal clerks and one clerk. See attached Functional Statement and Organizational Chart. 3. Budget Our budget request for fiscal year 2019-2020 ("FY19-20") is $3,019,892. See attached Corporation Counsel Program Budget FY19-20, page 1. This request is a slight increase from last year's budget due to salary increases. Seventy-nine per cent of the budget is for salary and wages. The remainder is what is necessary to run our law office. 4. Program Highlights Our office is committed to providing the best legal services for the County by working collaboratively with all County employees and officials. See attached Corporation Counsel Program Budget FY19-20, including FY18-19 program highlights for litigation on page 3 and for counseling and drafting on page 6. In order to practice proactive law, we routinely provide training to all County employees in a wide range of areas such as civil liability, conducting internal investigations, ethics, contracts, procurement, and employment discipline. In the last fiscal year, that is, FY17-18, the office offered 26 different classes and trained a total of 900 County officers and employees; as of April 18, 2019, the office offered 11 different classes and trained a total of 465 County officers and employees. Honorable George W. Campbell Chairman and Members of the Hawai'i County Salary Commission April 22, 2019 Page 3 of 4 For counseling and drafting, from July 1, 2018 to April 16, 2019, the program highlights are: 1. Work with departments on lava recovery. 2. Draft and finalize over 60 tax deeds from the January 16, 2019 Real Property Tax Sale. 3. Advising, drafting, finalizing and approving revised Salary Commission rules (if proposed salary increase or decrease is 10% or more, 2/3 supermajority of the Commission required to approve) and Planning Rules (Short-term rentals). 4. Reviewed and approved 1,236 legal documents. 5. Provided 321 legal opinions. 6. 867 documents reviewed and commented upon. 7. 195 long term projects completed. 8. Attorneys from this division made 1,172 appearances. For litigation, from July 1, 2018 to April 16, 2019, the program highlights are: 1. There were five dismissals, and County prevailed on three important cases: Santiago jury trial in September 2018 where a federal district court jury determined that force used by a police officer against Plaintiff Santiago was reasonable and thus County had no fault and Plaintiff paid County $10,000 for trial fees/costs; prior to last year's Election, the Counties prevailed against the State on the Ballot issue as to whether the State can assess a surcharge on real property taxes for education and the Hawai'i Supreme Court unanimously held no; and this month, a final judgment from a decision of a CAAP arbitrator, in a slip and fall case, found that Plaintiff was 60% at fault and thus County not liable for any damages. 2. 131 litigation cases were closed due to settlements, and dismissals or judgments in favor of the County. 3. $176,952.51 collected from collection cases from solid waste and wastewater divisions, and water [127,972 collections last year]. 4. Attorneys from this division made 339 appearances at hearings, trials and other proceedings. 5. Major challenges One of the primary challenges is to ensure the recruitment and retention of committed, dedicated and determined attorneys to protect, preserve and promote the best interests of the County. So, it is important that the salaries of the Corporation Counsel and his Assistant Corporation Counsel are at a comparable level of the other counties for a couple of reasons. First, our office is competing with other counties in Honorable George W. Campbell Chairman and Members of the Hawai'i County Salary Commission April 22, 2019 Page 4 of 4 recruiting the best available attorneys in the marketplace. And second, although we recruit and retain the best available attorneys, in time, another law firm, either public or private, may entice an attorney with an offer of better salaries and wages. Another major challenge is ensuring that our office have sufficient resources, both personnel and technological tools, to recognize and avoid unreasonable risk by early intervention to identify legal challenges and opportunities. Moreover, with adequate resources, our office has the ability and capability of handling more complicated and complex projects and major lawsuits. 6. Overtime Requirements Overtime for civil service personnel shall be governed by union contract. All overtime work must be justified and the work proven if requested. For the attorneys and appointed staff, there is no overtime. They are on duty 24/7. They all work beyond the 40 hours a week. Should you have any further questions about our office, please contact me or Assistant Corporation Counsel, Renee Schoen. Respectfully submitted, Digitally signed by Cathy >Ferreira Date:2019.04.22 14:00:09 -10'00' JOSEPH K. KAMELAMELA Corporation Counsel JKK:clf Attachments County of Hawaii Office of the Corporation Counsel Table of Organization effective 7/01/17 CORPORATION COUNSEL Submitted by: ZO-00021 JOSEPH K. KAMELAMELA date Corporation Counsel , Approved by: PRIVATE SECRETARY PS-03206 ASSISTANT WIL OKABE date CORPORATION COUNSEL; Managing Director ZO-00022 ATTORNEYS&SUPPORT ANCILLARY COUNSELING&DRAFTING F fl* LITIGATION SECTION ` CLERICAL&SUPPORT FISCAL&HR SECTION SECTION DEPUTY CORPORATION DEPUTY CORPORATION a: a SUPERVISING LEGAL ACCOUNTANT I COUNSEL COUNSEL TECHNICIAN SR-18 Section Chief Section Chief SR-20 00-03228 (Supervisor) = (Supervisor) (Supervisor) CC-00064 CC-00081 ? 00-00061 LITIGATION SUPPORT = LEGAL TECHNICIAN II SECTION SR-18 (Supervisor) »..r 00-02984 DEPUTY DEPUTY LEGAL CLAIMS CORPORATION CORPORATION 1 ' ASSISTANT,II " INVESTIGATOR COUNSEL COUNSEL % SR-20 ' ADJUSTOR „ LEGAL CLERKS LEGAL 00 04708SR-23 „ and CLERICAL TECHNICIANS CC-00023 CC-00048 '00-03718(vacant)**' �` 00-02708 CC-00024 CC-00058 CC-00025 CC-00065 CC-00054 CC-00076 CC-00083 CC-00084 LEGAL CLERK III,SR-14 LEGAL TECHNICIAN I 00-04241* SR-16 CC-00085 CC-00086 LEGAL CLERK II,SR-12 00-04455 (vacant)** 00-02933 00-02556 00-03227 ` SR.CLERK-STENO,SR-11 00-03109(vacant)** 00-00060(vacant)*** CLERK III,SR-10. * Temp—temporarily reallocated from Legal Technician 00-04644 ** Unfunded ***Return Rights OFFICE OF THE CORPORATION COUNSEL Telephone No.961-8251; Fax 961-8622;Direct Line: 961-8304+ext.no. *Effective April 2, 2019 ATTORNEY I EXT I SECRETARY ASSIGNMENT a B ACK P KAMELAMELA, 4132 Cathy Ferreira Council Schoen Joseph (ext.4108) County Clerk Corporation Counsel Elections Legislative Auditor Mayor Prosecuting Attorney Family Violence Advisory Commission SCHOEN, Renee 4123 Emarie Council Kamelamela Assistant Corporation Carvalho Human Resources Counsel (ext.4151) Liquor Department Mayor Police Fire Commission MARTIN,Laureen 4153 Emily Hirayama Litigation (Martin to assign) Litigation Section (ext.4127) Chief MASUDA, Craig 4111 Mary Peddie Civil Defense Schoen/Kamelamela Counseling&Drafting (ext.4113) Finance Section Chief Bankruptcy Foreclosures Pension Board Property Management Division Shippers Wharf Trust Acquisition/Condemnation {Masuda to assign) Fire Board of Appeals Yoshimoto(Liquor Liquor Adjudication Board Adjudication Board Liquor Commission only) HALL,Malia 4118 Maria Pagala Aging Yoshimoto (ext.4102) Committee on Aging Committee on People w/Disabilities Housing Section 8 Hearings Prosecution Workforce Investment Board Mass Transit Transportation Commission Cost of Government Commission Game Management Advisory Commission Planning Commissions(Leeward/Windward) Police Commission Public Utilities Commission HEROLDT,Lerisa 4114 Jennifer Kualii Litigation (Martin to assign) (ext.4106) HOROWITZ,D. Kaena 4133 Emily Hirayama Litigation (Martin to assign) (ext.4127) Claims Interpleaders Law Clerk Internship Program ATTORNEY EXT iE SECRETARY ASSIGNMENT _ _ _ BACK-UP KIM, 'Ronald 4116 Liza Osorio Planning Department Patel (ext.4103) Banyan Drive Redevelopment Agency Community Dev Plan Action Committees Cultural Resources Commission Kailua Village Design Commission Arborist Advisory Committee Board of Appeals for Planning Director Public Access Open Space&Natural Resources Preservation Commission MELLON-LACEY, 4120 Liza Osorio Environmental Management Wong Diana (ext. 4103) Environmental Management Commission Solid Waste Advisory Commission Masuda(Water only) Water Supply Water Board Committee on the Status of Women Land Use Commission Redistricting Commission MUKAI,John 4121 Emarie Litigation (Martin to assign) Carvalho Collections(Sec'y:Sharol Mahi) (ext. 4151) Worker's Comp(as needed) PATEL,Danny 4129 Jennifer Kualii Information Technology Kim (ext. 4106) Public Works Construction Contracts Bicycle/Pedestrian Commission Highway Safety Council Board of Appeals for Public Works Director Dedication Deeds (Sec'y:Emily Hirayama) Salary Commission SON, Andrew 4117 Liza Osorio Litigation (Martin to assign) (ext. 4103) TALON,Roland 4112 Mary Peddie Litigation (Martin to assign) (ext.4113) Code Enforcement Litigation WONG,Keyra 4128 Sharol Mahi Fire Department Mellon-Lacey (ext.4104) Public Works(DPW)(only the matters Kim(DPW only) below) Procurement Employment Contracts(non-construction) Research&Development Agricultural Advisory Commission Energy Advisory Commission Board of Appeals Real Property Tax Section 8 Hearings Officer YOSHIMOTO,J 4119 Sharol Mahi Parks&Recreation Hall (ext.4104) Veterans'Advisory Committee Board of Ethics (Sec y:Maria Pagala) Charter Commission Merit Appeals Board Tax Board of Review La-4W ,, STAFF EX a ma r ' EXT I CARVALHO,Ernaric 415.1 FERREIRA, Cathy 4108 HIRAYAMA,Emily 4127 KUALII,Jennifer 4106 KUNIYOSHI,Joyce 4101 MAHI, Sharol 4104 OSHIRO,RuAnn 4122 OSORIO,Liza 4103 PAGALA,Maria 4102 PEDDIE,Mary 4113 UNO:KI,Joyce 4115 VICTORINE,Clifford (Clerical support for 4110 Cliff:Mary Peddie(ext. 4113) OFFICE OF THE CORPORATION COUNSEL COUNTY OF HAWAI'I FUNCTIONAL STATEMENT The Office of the Corporation Counsel supports County government by providing legal advice and representation to the Council, the Mayor, all departments, boards and commissions, and officers and employees in matters relating to their official duties. We strive to meet the County's diverse legal needs while always acting in furtherance of the public interest. Our Vision Statement, "We are the Answer," emphasizes the commitment of our staff to provide efficient and solution-oriented legal services while maintaining the highest standards of professionalism and integrity. The Corporation Counsel is appointed by the Mayor, and confirmed by the Hawai'i County Council. Pursuant to the Hawaii County Charter, the Corporation Counsel is supervised by the Managing Director. The Assistant Corporation Counsel and Deputies Corporation Counsel are appointed by the Corporation Counsel and serve at will. Administration The Corporation Counsel is the Chief Legal Advisor and representative for the County of Hawai'i. The Corporation Counsel directs and administers departmental functions, programs, activities, and provides clerical, technical, personnel, and fiscal support services to all office divisions. The Corporation Counsel also coordinates and collects IJIPA logs from County departments and agencies biannually and uploads data to OIP database online. Attorneys & Support All attorneys are licensed to practice law in the State and Federal Courts of Hawai'i, and are in good standing before the Hawai'i Supreme Court. Attorneys regularly provide training for county employees and board and commission members in a variety of areas, including ethics, civil liability, the sunshine law, government records law, contracts, procurement, and more. Counseling and Drafting The Counseling and Drafting Section provides legal advice and opinions to the executive and legislative branches of the County. Attorneys are responsible for drafting various documents, and reviewing, editing and approving all contracts, leases, easements, and rights-of-entries to which the County is a party. Attorneys are also responsible for attending all meetings of the Council and the various County boards and commissions. Litigation Section The Litigation Section represents the County and its officers and employees in lawsuits initiated by or against the County. The Section also handles workers' compensation claims and assists in code enforcement efforts and in collecting monies owed to the County. Litigation Support Section This section reviews and investigates all claims filed for or against the County to determine liability and financial exposure and then makes a recommendation regarding the claim's disposition. Support is provided to attorneys and Administration, to include site visits, interviewing witnesses, and examining evidence. This section also provides support to attorneys by conducting legal research, drafting court pleadings, assisting with discovery, coordinating witnesses, and assembling exhibits for hearings and trial. Ancillary Clerical and Support Section This section provide legal clerical support to the attorneys, and also provides clerical support to the Board of Ethics. Fiscal & HR This section oversees the department's fiscal program by preparing and managing the department's operating budget and maintaining all of the fiscal records including accounts payable, requisitions, and inventory, and is also responsible for human resources matters and documents relative to office personnel. CORPORATION COUNSEL DEPARTMENT SUMMARY Mission Statement The mission of the Office of the Corporation Counsel is to support County government by providing proactive and effective legal representation while maintaining the highest standards of professionalism and always acting in furtherance of the public interest. Department Goals 1. Provide legal advice and representation to our County clients in a manner that promotes countywide goals and priorities. 2. Establish an environment that cultivates and encourages our office's core values of teamwork, accountability, professionalism, progress and service. 3. Support the professional development of our employees and provide a healthy working environment based on mutual respect. 4. To always strive for improvement, embracing new technology and other changes that enable us to perform our duties more efficiently and effectively. 5. Provide various trainings for at least 500 County officers and employees, to be proactive and keep our clients informed of relevant legal requirements and changes in the law. Funding Source and Position Count General Fund 3,019,892 General Fund 31 Grant Revenue 0 Grant Revenue/Other Total Budget: 3,019,892 Total Number of Positions 31 1 CORPORATION COUNSEL • LITIGATION DIVISION Program Description The Office of the Corporation Counsel provides legal representation on behalf of the County of Hawai`i, its officers, representatives and employees in resolving disputes such as lawsuits, arbitration, mediation and claims, filed against the County of Hawai`i and its officers, representatives and employees. The Office also represents the County of Hawai`i and its officers, representatives and employees in judicial and quasi-judicial actions brought by the County of Hawai`i. Program Objectives 1. Offer training opportunities to each litigator at least twice a year, to provide them with tools to effectively represent the County and its employees. 2. Have at least monthly litigation meetings to review the status of cases, hear concerns and provide training and guidance. 3. Responsibly monitor pending lawsuits by recommending settlement only when quantifiable justifications exist. 2 CORPORATION COUNSEL LITIGATION DIVISION Program Highlights 1. The litigators prevailed at trial in a public accommodations discrimination case brought by a Kea'au Reuse and Recycle Center customer. The litigators also obtained over$5,000.00 in attorney fees when it prevailed on a motion to compel in a breach of contract case. In addition, the litigators have obtained numerous dismissals from the Equal Employment Opportunity Commission and the Hawai`i Civil Rights Commission. 2. The litigators settled three lawsuits, including a wrongful death case. The potential liability for these lawsuits exceeded several million dollars and the County successfully resolved these matters for$34,282.01. 3. The litigators obtained dismissals in multiple lawsuits, including two lawsuits filed in federal court which sought damages for the death of Randall Hatori. Similarly, dismissal was obtained in 20, LLC v. Kubojiri, which alleged the police wrongfully confiscated machines at an arcade. The litigators also obtained dismissals in Ventrella vs. County, which alleged wrongful search and seizure, as well as Hyland vs. Kato, in which Mr. Hyland sought declaratory and injunctive relief relative to the use of medical marijuana in section 8 housing. 4. 69 new claims against the County for damage or injury were investigated by our office. 17 of these claims were denied. Payments on claims totaled $148,071.85, which includes payments on new claims filed, as well as claims continuing from previous fiscal years. The litigators also assisted in filing property damage claims on behalf of the County and obtained a total of$21,805.34 for damages or repair to County property where another party was at fault. 5. The litigators also collected $165,174.36 in outstanding solid waste fees, water service fees and property damages owed to the County. 3 CORPORATION COUNSEL COUNSELING & DRAFTING Program Description The Counseling and Drafting Division provides legal advice and assistance to all County departments and County boards and commissions, including the County Council. The Division also provides legal representation on behalf of the County in administrative proceedings, including contested case hearings and agency appeals. Program Objectives 1. Training Opportunities. Offer training opportunities to each counseling and drafting attorney at least twice a year so that they continue to sharpen their legal skills and stay abreast of important developments in the law. 2. Review and approve documents. The Division will review and approve legal documents submitted by the various County departments and agencies promptly. This review will include a thorough analysis of potential exposure and liability. To the extent possible, 75% of legal documents shall be reviewed within seven business days. 3. Review and comment. The Division will review and comment on documents submitted by the various County departments and agencies promptly. To the extent possible, 75% of requests shall be completed within 21 business days. 4. Drafting documents and legislation. The Division will draft documents and legislation at the request of its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. 5. Legal Opinions. The Division will thoroughly research and draft legal opinions for its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. 6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The Division will respond to departmental and agency requests for legal service that may not involve a formal written response or extensive legal research. These miscellaneous requests may also include long-term projects, which are time-and resource-consuming. For requests not requiring a formal written response or extensive research, to the extent possible, 50% of all requests shall be completed within 21 business days. For long-term projects, to the extent possible, requests shall be completed within the time frame allocated for the project. 4 CORPORATION COUNSEL .44 COUNSELING & DRAFTING Program Objectives (continued) 7. Training for County Officers and Employees, and Board and Commission Members. The department(both litigators and counseling and drafting attorneys) will provide training for at least 500 County officers, employees, officials, and members of boards and commissions, on relevant requirements and changes in law. Each attorney will conduct at least two training sessions. 8. Risk Management/Mitigation. The Division will continue to work with their respective clients in risk management activities, in conjunction with the County's risk manager. 5 CORPORATION COUNSEL COUNSELING & DRAFTING Program Highlights 1. Counseling and Drafting (C&D) attorneys have responded to more than 145 requests for assistance related to the lava eruptions that began on May 3rd in the East Rift Zone in Lower Puna and at Kilauea's Halema`uma`u Crater. It should be noted that these 145 requests typically generated multiple further requests for legal assistance that are unaccounted here due to the volume. The nature of the requests for assistance varied greatly and the range of topic and complexity of each were substantial. Advising and meeting on many issues such as the interplay of County authority with the Federal Aviation Administration, United States Department of the Interior, Federal Emergency Management Agency, United States Department of Defense, State of Hawaii Emergency Management Agency, Hawaii Department of Defense, Hawai`i Department of Health, and Hawai`i Department of Education, were compounded by the fact that all Federal and State agencies including the United States Geological Survey agreed that this kind of long term emergency has • never occurred before and there was no standard protocol. Attorneys were involved with drafting numerous agreements and contracts by and between numerous governmental agencies, private companies, private landowners, nonprofit and for- profit corporations and organizations. 2. The C&D Division assisted the Department of Finance and Department of Environmental Management with the funding, acquisition of land, and contracting for the Lono Kona Sewers Project which protects Hawaii Island's resources and project area residents and businesses from thousands of dollars in fines from the Environmental Protection Agency. 3. Attorneys in this division assisted with two Tax Foreclosure Sales processing 270 parcels through the sale and the drafting of tax deeds resulting in over$300,000 in revenue to the County and placing these parcels back into the tax revenue stream. 4. The Department of Environmental Management was assisted with drafting and rulemaking for the styrofoam ordinance, increasing the tipping fees, and reconvening the Solid Waste Advisory Commission after nine years of dormancy. 5. This division assisted the Fire Department with the resurrection of the Fire Board of Appeals through drafting of the ordinance and rules. Fire Commission Rules were also revised. 6 CORPORATION COUNSEL LITIGATION/COUNSELING & DRAFTING Program Measures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Estimate Requests for Legal Representation(Includes litigation, administration hearings,arbitration and claims in which the 1,998 1,000 2,000 County is named as a party,collections and Boards and Commissions representation.) Requests for Legal Services(Includes all administrative requests such as approval of documents,drafting legislation, 3,989 4,000 4,000 opinions,etc.) Program Expenditures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Request Number of Positions 31 31 31 Salaries and Wages 2,120,876.46 2,359,237 2,385,312 Operations 522,730.70 629,160 629,160 Equipment 4,867.44 100 100 Program Total 2,648,474.60 2,988,497 3,014,572 7 CORPORATION COUNSEL LITIGATION/COUNSELING & DRAFTING Personnel Position Summary FY 2017-18 FY 2018-19 FY 2019-20 Position Title Authorized Authorized Request Corporation Counsel I I 1 Assistant Corporation Counsel 1 I 1 Accountant 1 1 1 1 Claims Investigator-Adjustor 1 I 1 Clerk III 1 _ 1 1 Deputy Corporation Counsel 12 12 12 Deputy Corporation Counsel Section Chief 2 2 2 Legal Assistant II 2 2 2 Legal Clerk II 1 - - Legal Clerk III - 1 1 Legal Technician 1 5 5 5 Legal Technician II I I 1 Private Secretary 1 1 1 Sr. Clerk Stenographer 1 1 1 Supervising Legal Technician 1 1 1 Total 31 31 • 31 • 8 CORPORATION COUNSEL BOARD OF ETHICS Program Description The Board of Ethics administers and enforces the County Code of Ethics. It receives administrative support from the Office of the Corporation Counsel. Program Objectives 1. Review all requests for opinions in a prompt manner. Program Highlights In FY 2017-18, the Board continued efforts to educate County personnel to conform to the requirements of the County Code of Ethics. During the Fiscal Year 2017-18, the Board received one new petition, five requests for informal advisory opinions, and dispensed with two petitions deferred from FY 2016-17 as follows: 1. For the new petition, the Board found no violation of the Code of Ethics under fair treatment Hawai'i County Code ("HCC") §2-83, contracts HCC §2-85 and post- employment HCC §2-91.2; 2. Five requests for information advisory opinions— o the board found no violation of HCC§2-84 (conflict of interest) on three requests for informal advisory opinions, o one request for an informal advisory opinion was withdrawn, o one request for an informal advisory opinion received in FY2017-18 is still pending, on the availability of the petitioner to appear; 3. Two petitions deferred from FY2016-17 were dismissed. Program Measures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Estimate Requests for Opinion 1 11 5 Informal Advisory Opinions 5 18 8 Investigations and Investigative Hearings 0 1 1 Formal Opinions and Hearings 0 1 1 Program Expenditures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Request Operations 1,586.05 5,230 5,320 Program Total 1,586.05 5,230 5,320 9 This page intentionally left blank JON HENRICICS •i;r1,tif AARON BROWN Countr Clerk Deputy County Clerk • -, • '?1*• fiLTMAN RESOURCES County of Hawai`i Office of the County Clerk APR 1 7 2019 25 Aupuin Street,Suite 1402 • Hilo,Hawaii 96720 (8(t8)961-8255 • Fax(8118)961-8912 RECEIVED April 17.2019 County of Hawaii Salary Commission Aupuni Center 101 Pauahi Street, Suite 2 Hilo, Hawaii 96720 Chair Campbell. Vice-Chair Fratinardo and Members of the Commission: "I`hank you for the opportunity to share with the Salary Commission and public a summary of the Legislative Branches functions,duties,and responsibilities; i.e. what we are, who we arc,and how we accomplish our objectives. The Legislative Branch is comprised of the Office of the County Clerk and the Hawaii County Council. As such,this brief report covers both components,as they are inexorably intertwined through the provisions of the Ilawaii County Charter and the Rules of Procedure and Organization of the Council of the County of Hawaii. Our office strives to establish high standards for success,with the understanding that it is our privilege to serve the community,which is comprised of our families, friends,and neighbors.We set a simple and achievable goal: to become just a little bit better at what we do each and every day.realizing that over time, we will become substantially better at serving the community. ['hese simple principles create an environment where we can successfully perform our duties,create quality work products.and exhibit the best qualities of a public servant. I hope that the information provided below and within the attached addendurns provides a clear,accurate. and comprehensive depiction of the operations of the Legislative Branch. Regardless. I will attend the Salary Commission meeting and would be pleased to answer any questions and engage in discussion at that time Sincerely, 11.11" Jon I lenricks County Clerk Nowa/ County m an Equal Opp°,tunny Provider and Employer TAB 3 1. What are the primary duties and responsibilities of the department/agency head? The County Clerk is the director of the operations for the Legislative Branch for the County of Hawai`i,whose primary duties and responsibilities include: • Providing management and administrative services for the various divisional departments of the Office of the County Clerk; • Be the Chief Elections Officer for the County of Hawaii; • Prepare Department budget—monitor and approve expenditures; • Procurement of goods and services; • Act as the parliamentarian for meetings of the Council and its Committees; • Providing technical and secretarial services to the Charter Commission and the Redistricting Commission; and • Assist the Council Chair in the carrying out of his or her duties. The Council Chair is the Presiding Officer of the Council,whose primary duties include: • Presiding over meetings of the Hawai`i County Council,ensuring that business is handled in an orderly, efficient,and lawful manner; • Review and approve documents,including contracts,travel authorization, and official acts of the Council; • Receive and process all referrals to the Council,including Communications,Bills and Resolutions; • Coordinate all meetings, functions,and legislative activities of the Council; • Serve as the chief spokesperson and representative of the Council; • Ensure adequate staff support is available for Committee and Council meetings,and for ad hoc committees of the Council; and • Establish the Council Calendar,which includes Council and Committee meeting dates, agenda deadlines, special meetings,and notation of conferences and events relevant to the Council's business. 2. How many employees does the department/agency employ? There are 64 full-time,year-round staff.During the Election season, there are 85 full-time staff. Please reference the Personnel Position Summary on pages 2 and 8 of the attached addendum for details. 3. What is the department/agency organizational structure? The Legislative Branch includes the Office of the County Clerk and the Hawai`i County Council. The Hawaii County Council is comprised of nine members, each elected from one of Hawaii County's nine council districts and serving two-year terms.Each member has one Legislative Assistant and one Council Aide on staff. The Council Chair maintains an additional four staff members to handle business,duties, and responsibilities specific to the Council Chair. The Office of the County Clerk is comprised of the following departmental divisions: • Administrative Services; • Council Services; • Elections Division; • Legislative Research Branch; and • Support Services. For details,please see addendum. Page 2 4. What is the department/agency operating budget and funding encompass? For Fiscal Year 2019-2020: Clerk-Council Services Salaries&Wages $3,073,740 Clerk-Council Services Other Current Expenditures 385,020 Clerk-Council Services Equipment 35,500 HSAC/NACO 51,500 Reprographics 75,320 Postage-Council Services 174,7(2 Contingency Relief 270,000 Elections Salaries&Wages 471,572 Elections Other Current Expenditures 516,000 Elections Equipment 60,600 Total $5,114,014 5. What major challenges does the department/agency heads face? The day-to-day operations of the Legislative Branch do not present any major challenges to management and staff. We are equipped,prepared,and able to provide quality services to the Council, County,and residents of Hawai`i Island. However,each new council term typically results in new council members,new staff,and a change in council leadership. Our responsibility is to maintain a stable, coordinated,and efficient work environment while also embracing fresh approaches,new ideas,and intriguing personality dynamics. We do so by installing and implementing programs and policies that can be maintained over the test of time, and the changing of the guard,so to speak. Additionally, like any governmental organization,we are subject to evolving and new laws, regulations,and events beyond our control. We view these moments as opportunities for growth and to demonstrate our capacity to successfully navigate extraordinary circumstances and requirements. 6. Are there any overtime requirements of the department/agency? Overtime is necessary to perform core services and special duties required by special projects and events. In FY18-19 we budgeted for$87,500 for overtime. Additionally,exempt staff positions receive hour-for-hour leave compensation for work performed outside of regular working hours. District staff regularly provide support for their council members efforts in evenings and weekends. Appointed clerk staff regularly provide support for the County Clerk and Hawaii County Council during committee meetings, council meetings,Charter Commission meetings and public hearings, and other special projects that require attention outside of the regular hours of operations. Our Office strives to strike a balance between appropriate staffing levels and the use of overtime. Management's duty is to encourage and prepare staff to be ready,willing, and able to put in extra hours when duty calls,while also being cognizant of the value of time away from work and the natural and reasonable limitations that each person is subject to. Page 3 Office of the County Clerk and the Hawaii County Council The Office of the County Clerk strives each day to make Hawai`i County a better place by: (1) providing the highest quality resources,staff,and support to the Hawaii County Council so that it can create effective and thoughtful policy; (2) keeping accurate records of the Council's actions,including maintenance of the Hawaii County Code and Hawai`i County Charter; (3) ensuring secure and accurate elections for all Federal, State,and County races and questions, where the electorate may participate in a convenient and lawful manner; and (4) supporting all agencies and departments of the County by providing reprographic services and distribution of mail and interdepartmental parcels. Department Goals and Kuleana 1. To ensure the Council complies with all legal notice requirements for its meetings. 2. To assist the public with providing effective,meaningful input to the legislative process. 3. To ensure the timely processing of all proposals received for consideration by the Council. 4. To prepare minutes of all Council and Committee meetings. 5. To conduct research on historical documents in a timely manner,provide copies of public records, and assist the public in filing claims and registering as lobbyists. 6. To continue to seek new and innovative ways to provide access to public documents,meeting proceedings and results, and other official records to the public. 7. To continue adding historical records and data to the Council Records System available on the Council-Clerk web page. 8. To conduct secure, open, and honest elections in the County of Hawai`i. 9. To make voter registration convenient and accessible for the public. 10. To make voting convenient and accessible for all voters. 11. To abide by all election related laws. 12. Enhance the ability of the County Council to actively participate in the actions of the State Legislature by providing timely updates to the Council of legislative actions,hearings, and opportunities to testify on matters that affect the County of Hawaii. 13. Provide nonpartisan review,drafting,and research assistance to the County Council to ensure that legislation is clearly articulated, comprehensive, and appropriately formatted. 14. Work in collaboration with the Office of the Corporation Counsel and all agencies of the County by providing review and research assistance,upon request,to facilitate the introduction of sound legislation by the administration. 15. Work in collaboration with the Department of Finance to prepare the annual Operating and Capital Budgets, Council-Clerk program budget,and other related documents. 16. Maintain the Hawai`i County Code and Hawaii County Charter by applying systematic practices to ensure accurate upkeep and maintenance in a timely manner. 17. Provide convenient and user-friendly public access to the laws of our County by maintaining accurate and up-to-date versions of the Hawaii County Code and Hawaii County Charter on the County website. 18. Foster the professional development of Legislative Assistants and facilitate the quality of work product from district staff by providing relevant training on legislative drafting, fiscal procedures and practices, and other related matters. 19. To provide prompt and efficient reprographic services for all County departments and agencies. 20. Distribute incoming mail within two hours from receipt. This includes distribution and pick up of mail and interdepartmental envelopes to various County offices located in Hilo proper. 21. To provide prompt posting of all outgoing mail and to expedite delivery of interdepartmental and postal mailing services to all County departments and agencies. 22. Assist departments in complying with U.S. Postal Service regulations. 1 Funding Source and Position Count General Fund $5,114,014 General Fund 85 • Other Revenue - Grant Revenue/Other - Total Budget: $5,114,014 Total Number of Positions 85 Personnel Position Summary FY 2017-18 FY 2018-19 FY 2019-20 Position Title Authorized Authorized Request Council Chair 1 1 1 County Clerk 1 1 1 Deputy County Clerk 1 1 1 Accountant I 1 1 1 Administrative Assistant to the County Clerk 1 1 1 Clerk III 3 1 1 Council Aide 10 10 10 Council Legislative Assistant 9 9 9 Council Member 8 8 8 Council Services Assistant I 2 2 2 Council Services Assistant II 3 3 3 Council Services Assistant III - 1 1 Council Services Supervisor 2 - - Council Services Coordinator - 1 1 Council Administrative Services Supervisor - 1 1 Deputy Executive Assistant to the Council Chair 1 1 1 Executive Assistant to the Council Chair 1 1 1 Human Resources Technician II 1 1 1 Legal Specialist 1 1 1 Legislative Analyst III 1 1 1 Legislative Information&Reference Technician 1 1 1 Legislative Specialist 4 4 4 Special Assistant 1 1 1 Support Services Clerk I 3 3 3 Support Services Clerk II 1 1 1 Support Services Supervisor 1 1 1 Total 58 57 57 Program Expenditures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Request Number of Positions 58 57 57 Salaries and Wages 2,744,213.01 3,024,677 3,073,740 Operations 516,309.21 652,216 651,602 Equipment 12,572.68 33,000 35,500 Program Total 3,273,094.90 3,709,893 3,760,842 2 Program Measures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Estimate Council Meetings 25 25 25 Council Special Meetings 3 2 2 Committee Meetings 100 100 100 Committee Site Visits 0 3 3 Committee Special Meetings 1 3 3 Council Public Hearings 3 3 3 Committee Public Hearings 0 3 3 Number of Committee Reports 213 . 175 175 Number of Ordinances Enacted 107 150 150 Number of Resolutions Adopted 395 400 400 Number of Copies Duplicated 3,691,073 4,500,000 4,500,000 Number of Pieces Mailed 302,944 350,000 350,000 Hawaii County Council In addition to its general public policy making powers and duties as prescribed by Section 3-1 of the Hawai`i County Charter, the duties,responsibilities,and functions of the Hawaii County Council include: 1. Approve the Operating Budget and Capital Improvements Budget of the County prior to the beginning of each fiscal year; 2. Approve amendments to the Operating Budget and Capital Improvements Budget during the fiscal year; 3. Administer the County's annual nonprofit grant-in-aid program; 4. Approve and submit to the electorate for its approval amendments to the Hawai`i County Charter; 5. Approve applications for change of zoning district; 6. Approve amendments to the Hawai`i County General Plan; 7. Authorize the County to issue general obligation bonds to fund public capital improvement projects; 8. Authorize the County to enter into any multi-year contract for equipment or services; 9. Authorize the County to enter into any intergovernmental agreement; 10. Confirm Mayoral nominations to serve as directors of County departments and agencies; 11. Confirm Mayoral nominations to County Boards and Commissions; 12. Authorize the Corporation Counsel to take certain legal actions,including the retaining of Special Counsel to represent the County and the settlement of claims against the County that exceed$10,000; 13. Authorize the acceptance of donations of money,goods and equipment, and private property to the County; 14. Appoint the Hawai`i County Legislative Auditor; and 15. Convene as members of the Housing Agency to formulate public housing policy. The Council Chair is the Presiding Officer of the Council,whose primary duties include: • Presiding over meetings of the Hawai`i County Council,ensuring that business is handled in an orderly, efficient, and lawful manner; • Review and approve documents, including contracts, travel authorization,and official acts of the Council; • Receive and process all referrals to the Council,including Communications,Bills and Resolutions; 3 • Coordinate all meetings,functions,and legislative activities of the Council; • Serve as the chief spokesperson and representative of the Council; • Ensure adequate staff support is available for Committee and Council meetings, and for ad hoc committees of the Council; and • Establish the Council Calendar,which includes Council and Committee meeting dates,agenda deadlines,special meetings,and notation of conferences and events relevant to the Council's business. Council Chair Support Staff The Council Chair is allotted four staff positions in addition to District Staff to provide support and assist with the execution of duties and responsibilities as listed above,which are distinct to the Council Chair. The Chair may appoint an Executive Assistant,a Deputy Executive Assistant, a Special Assistant, and an additional Council Aide as support staff. District Staff Each Council District is allotted two staff positions:A Council Aide and a Legislative Assistant. These positions provide direct support to each Council Member, including but not limited to: • Council Aide: administrative, secretarial, and management duties and responsibilities; and • Legislative Assistant: research,legislative drafting,and report writing. Both positions provide general constituent support by being a liaison between the Council Member and the community by responding to constituent requests,attending community meetings,events,and activities, and assisting the public with its interactions with the County. Additionally,District Staff may support the Council Member by attending State Legislative hearings,meetings of State and County boards and commissions,and other similar governmental functions. Administrative Services Administrative Services is responsible for personnel and accounting functions of the Office of the County Clerk as well as fiscal support during the annual budget cycle. County Clerk The County Clerk is the director of the operations for the Legislative Branch for the County of Hawai`i, whose primary duties and responsibilities include: • Providing management and administrative services for the various divisional departments of the Office of the County Clerk; • Be the Chief Elections Officer for the County of Hawai`i; • Prepare Department budget—monitor and approve expenditures; • Procurement of goods and services; • Act as the parliamentarian for meetings of the Council and its Committees; • Providing technical and secretarial services to the Charter Commission and the Redistricting Commission; and • Assist the Council Chair in the carrying out of his or her duties. Deputy County Clerk The Deputy County Clerk assists with the execution of duties and responsibilities of the County Clerk and acts as County Clerk in the Clerk's absence. 4 Administrative Assistant to the County Clerk and Deputy County Clerk Performs administrative, secretarial, and technical duties on behalf of the County Clerk and Deputy County Clerk. Additionally,the Administrative Assistant provides support to the Human Resources Technician and Accountant. Human Resources Technician Oversees the human resource program of the Office of the County Clerk and Hawaii County Council. Establishes,updates and maintains personnel files and records,including individual employee files and position controls;reviews,prepares and processes required personnel forms and documents. Provides advice and assistance to administrative,supervisory staff,employees,and/or the public regarding employment policies,Civil Service laws and rules and collective bargaining agreements. The specific duties of the Human Resources Technician include: 1. Reviews and processes personnel transaction documents(i.e.,reallocations, pay changes, step movements,new hires, transfer,LWOP,etc),FMLA requests,TDI claims and other personnel forms and applications to ensure compliance to laws,provisions of contracts,rules and procedures and to ensure the timely processing of documents; and enters data into the FRESH human resource system. 2. Prepares and distributes job performance report evaluation forms to supervisors;maintains files and records; ensures the timely submittal of job performance evaluations. 3. Prepares and reviews all employee contracts for accuracy and completion. 4. Assists with the development and approval of workplace policies for the Legislative Branch, including Administrative Manual; coordinates updates with the County Clerk and Deputy County Clerk; ensures that workplace policies are current and complete. 5. Recruitment and Classification-Provides information and guidance to department head,deputy and supervisory staff on matters relating to recruitment and classification and the interview and selection process;works with the Department of Human Resources in preparing required forms to process requests;provides recruitment and position information to interested employees and applicants; assists applicants in completing forms; and processes all documents for new hires and separating employees. 6. Advises applicants for employment on completing forms properly; answers queries regarding duties, minimum requirements, licenses and certificates and tracks all recruitments through fulfillment. 7. Completes letters/forms for lateral transfers,promotions and demotions. 8. Assists in the creation of new positions.Ensures all required forms are complete and accurate. 9. Reviews and verifies workers'compensation claims and vehicle and property damage claims; participates in the investigation and preparation of reports of findings and recommendations. 10. Provides information and advice on workers'compensation laws and safety regulations to managers and employees. Accountant The accountant oversees the fiscal program of the Office of the County Clerk and County Council and serves as the Department's liaison with other County departments,government agencies,vendors, granting sources,etc. on fiscal matters. The specific duties of the Accountant include: 1. Sets up,revises,and maintains expenditure,object cost and control ledgers,registers,journals, and other records required for services, materials,supplies and contracts;recommends and implements new or amended administrative policies to ensure that accounting system complies with laws,rules, and County policy and procedure;participates in internal and external audits. 5 2. Maintains controls and procedures for monitoring the Department budget; compiles,verifies,and analyzes financial data to prepare financial statements and monthly Departmental budget reports; oversees and coordinates preparation of Department's operating budget. a. Provides budget assistance and historical data for the County Clerk and other officials to project administrative and program needs for the Department;recommends budget amounts. b. Participates in conducting studies and estimates of program revenues and operating costs and assists in recommending the allocation of funds to various activities. 3. Review and processes timesheets and enters activity entry into FRESH; makes payroll adjustments; maintains and monitors employees'sick leave and vacation leave benefits,reconciles accounts and makes adjustments; computes and processes cash-in-lieu for separations and retirees;reviews and processes workers'compensation and TDI application and payment requests;keeps abreast of collective bargaining contracts and civil service rules and regulations relating to fiscal matters. 4. Processes per diem,travel certificates,mileage,car allowances,district allowance expenses,p-card transactions,petty cash vouchers, and other payments. 5. Trains Council Aides,Council Legislative Assistants and other staff of fiscal matters. 6. Advises officials on procurement;reviews contracts for compliance with procurement laws and procedures;tracks account expenditures and balances; ensures execution of terms and conditions of contract; and prepares and completes all required reports. 7. Maintains Department's physical inventory of equipment. Council Services Council Services provides administrative and logistical support to the County Council's Chair and Committee Chairpersons. Council Services is comprised of two supervisorial positions and eight staff positions. Council Services duties include: 1. Fulfill legal notice requirements for all Council and Committee meetings, including preparation of meeting agendas and posting and publication of meeting notices. 2. Prepare DVD copies of videotaped Council and Committee meetings as requested by the public, departments, and elected officials. 3. Make available online each bill and resolution received for consideration by the Council or its Committees,and ordinances once adopted. 4. Make Council and Committee meeting video archives available online within a reasonable time after the meetings. 5. Provide final votes on Council and Committee agenda items within a reasonable length of time after the meetings. 6. Transitional orientation and training regarding internal processes to newly elected officials and appointed staff; 7. Timely processing,publication and distribution of resolutions and ordinances that have become effective. 8. Scans,posts and inputs pertinent data for current communications, bills,resolutions and other documents into the Council Office Records System(COReS). 9. Responsible for maintaining the records management system to scan, index,and retrieve public documents. 10. Departmental and public orientation regarding the Council Records System on the internet. 6 11. Research and specifications for new technology and equipment to enhance public access to legislative activities and proceedings. 12. Archiving and retrieval of over 100 years of important and historical County records and documents; 13. Creates verbatim transcription of Council and Committee proceedings, including regular sessions, special sessions,subcommittee meetings,public hearings,workshops,site visits and executive sessions. 14. Performs various committee tasks,such as assembling and disassembling the committee member's meeting clipboards;preparing items for the Council meeting boards; and attending committee meetings to greet members of the public and receiving County Clerk registration forms for public testimony and copies of written testimony for distribution to Chair and members. 15. Maintains Council and Committee meeting dates on the County Website calendar. 16. Answers inquiries from the public or other agencies;provides information involving the explanation of rules,regulations,policies and procedures or any other pertinent activity related to the functions of the department;refers inquiries to proper individuals,agencies or departments. 17. Secretary to the County Pension Board and Committee on the Destruction of Records. 18. Sale of public records;public reception; and provides administrative and logistical support to the Council Chair for council proceedings, including creating agendas and minutes,recording digitally and providing for videoconferencing to alternate sites. 19. Collection and storage of financial disclosure,lobbyist registration and research,and agency documents required to be filed with the Clerk. Elections Division The Elections Division is responsible for all election activities in the County,including administering Federal, State and County elections,voter registration,and voter education; conducting absentee voting; establishing new polling places;recruiting and training election day officials;tabulating ballots; redefining district boundaries during redistricting;proposing election legislation;verifying signatories on petitions and nomination papers; and maintaining the voter register. The County Clerk is the Chief Election Officer for the County of Hawai'i. Program Objectives 1. Recruit and train staff for implementation of same-day voter registration at all precincts in the County. 2. Provide voter education and voter registration presentations at all public and private high schools in the County. 3. Begin preparations for 2021 Redistricting. 4. Provide testimony on election related bills during the legislative session. Program Highlights Below are program highlights for the Elections Division for fiscal year 2017-2018. 1. Processed 19,849 new and updated voter registration affidavits. 2. Conducted Young Voter Registration Programs at seven high schools around the island. 3. Did voter outreach at 23 locations island wide. 4. Mailed and processed 102,599 notification cards to registered voters. 7 Program Measures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Estimate Registered Voters 19,849 104,400 21,800 Voter Registration Satellite Stations 23 23 23 Certificates of Registration Issued 97 200 125 Cancellations of Registration 827 300 950 Deceased Voters Deleted 1120 1,250 1300 Number of High School Students Registered 351 400 450 Program Expenditures FY 2017-18 FY 2018-19 FY 2019-20 Actual Budget Request Number of Positions 28 28 28 Salaries and Wages 351,594.65 508,804 471,572 Operations 299,921.38 602,100 516,000 Equipment 2,401.60 10,300 10,600 Program Total 653,917.63 1,121,204 998,172 Personnel Position Summary FY 2017-18 FY 2018-19 FY 2019-20 Position Title Authorized Authorized Request Elections Assistant 0 1 1 Election Clerk I 1 0 0 Election Clerk II 3 1 1 Election Clerk III 0 3 3 Election Warehouse Worker I(Temporary) 4 4 4 Election Warehouse Worker II 1 1 1 Elections Program Administrator 1 1 1 Elections Program Specialist I 1 1 1 Precinct Official I 1 1 1 Precinct Official II 3 3 3 Precinct Official III 1 1 1 Senior Election Clerk 1 0 0 Temporary Election Clerk 10 10 10 Temporary Precinct Official III 1 1 1 Total 28 28 28 8 1. Evaluates the advisability of realigning or splitting precincts and recommends the establishment of new polling places. 2. Plans, develops and coordinates precinct official training and recruitment programs for officials of the Control Center including District Coordinators,and equipment coordinators. 3. Plans,directs and coordinates the operations of the ballot delivery/collection teams and the training of ballot team officials,activities regarding the format and printing of all official ballots,activities in the issuance, control, and security of all official ballots for the County of Hawai`i,preparation of notices, advertisements,and publications in connection with the conduct of elections and official election results for each county election,all absentee voting activities, 4. tabulation of votes cast and the certification,preparation,and publication of official election results for each county election. 5. Directs the Administration of the Candidate Filing process and compliance with statutory requirements. 6. Develops and directs the administration of the following activities for voter registration and elections: procedures and regulations,all voter registration stations and programs;voter residency confirmation program to determine that all voters register and vote in the precinct in which they reside; mail voter registration program;motor voter registration program;preregistration program which allows individuals at least sixteen years of age to complete an affidavit and be automatically registered upon attaining age eighteen;mandates of the National Voter Registration Act of 1993;residence address confidentiality program for law enforcement officers;voter registration information accessibility; Hawaii Drive Through Voter Registration program; audits and makes final determination of questionable cases regarding qualifications for voter registration. 7. Formulates and establishes operating procedures for the on-line voter; directs operation of the central data processing system; establishes standards/procedures for input-output of data and the work flow of the voter registration program; directs research to improve automation of the election and registration processes; 8. Directs and administers Elections Personnel and Payroll System. Responsible for the compensation of every precinct,delivery and collection, counting center,control center,Board of Registration, custodians, and supply collection workers within the county. 9. Responsible for the management, security, and troubleshooting of network. Is liaison to other State and County networks such as Driver License files,Real Property files, State Office of Elections candidate files and all other neighbor island voter registration files. 10. Plans and directs activities to assist the Board of Registration in considering complaints by electors; directs clerical support for activities of the Board of Registration. 11. Directs preparation and certification of the Official List of Registered Voters for each election. 12. Develop and directs activities involving educational and voter registration programs for schools, colleges, businesses, labor and other organizations,informational and educational materials for publication in news media, compilation of statistical data on election trends,voter registration, and other vital information and the High School Prep voting program. 13. Implements proclamations issued by the Chief Election Officer involving regular and special elections; 14. Coordinates procedures with the Chief Election Officer regarding usage of the Statewide Voter Registration System; 15. Administers apportionment of salary/wages and other costs incidental to elections between the State and County; 16. Acts as liaison with state and county agencies on all matters relating to elections; acts as liaison and resource to state reapportionment commissions. 17. Directs activities relating to the redistricting and reapportionment of County Council districts as required by Charter. 9 Legislative Research Branch The Legislative Research Branch promotes the effective operation of the legislative process by performing complex ongoing tasks that are the responsibility of the Council and the County Clerk's Office. It is comprised of three Legislative Specialists and a Legislative Analyst. The Legislative Research Branch assists the Council in its annual budget and real property tax reviews and prepares amendments to the salary and budget ordinances. The Legislative Research Branch also updates and publishes the County Code and its supplements; drafts legislation to repair manifest defects in the County Code; drafts and/or reviews legislation,ballot questions and summaries for County Charter amendments;prepares,publishes,and disseminates revised editions of the County Charter;reviews bills and resolutions proposed by Council Members; assists in the management of legislative files and archives; maintains a library of research material for staff and Council Member use;prepares and submits the annual report for the County Council and Office of the County Clerk; conducts training in the budget process and legislative drafting;assists the public and administration with legislative information; and performs other duties as assigned by the Clerk or the Deputy Clerk. Duties and Responsibilities 1. The Legislative Research Branch(LRB)shall facilitate the effective operation of the legislative process by performing complex ongoing tasks that are the responsibility of the County Council and the Office of the County Clerk. LRB staff shall serve as the legislative drafting specialists of the Office of the County Clerk. Under the supervision of the County Clerk or the County Clerk's designee,LRB is responsible for the following ongoing matters: A. Annual fiscal legislation. Assist the County Council in its annual budget and real property tax reviews,prepare amendments to the salary and budget ordinances,and prepare the real property tax resolution. B. Hawaii County Code. Update and publish the Code and its supplements, oversee dissemination of the Code,maintain an online version of the Code,and assist in the maintenance of past versions of the Code. C. Hawaii County Charter. Review bills that propose amendments to the Charter, draft resolution directing the County Clerk to place the proposed Charter amendment before the electorate(Charter Section 15-2), assist with the drafting of ballot questions and summaries, prepare certificate of results for County Clerk's signature,update the Charter to incorporate changes,print and distribute the new edition of the Charter,assist in the maintenance of Charter records, and perform other tasks as needed D. County legislation. Train and otherwise support district staff in drafting routine legislation. Review bills,resolutions, and amendments to legislation for obvious drafting errors and suggest revisions to clarify the submitted draft and conform its contents to the Council's accepted format. E. State legislative tracking. Monitor the annual State legislative session by reviewing all senate and house bills, tracking bills of significant County interest,providing timely updates on changes in status of bills,providing a comprehensive spreadsheet of progression of bills,assist in training and/or sharing of information on the tracking process, and providing a final report of the legislative session. F. Hawaii County Council and Office of the County Clerk annual report. Prepare and submit the annual report to the Office of the Mayor. G. Legislative resources. Maintain a library of research materials for staff use. H. Training. Conduct training and provide technical assistance regarding legislative drafting,the budget process, or other areas within LRB's area of expertise. Compile,update,and provide copies of the most recent legislative drafting manual to Council district staff. I. Other duties. Perform other duties as may be assigned by the County Clerk. 10 2. In addition,LRB may provide the following nonpartisan assistance: A. Assist in the drafting of complex legislation. B. Conduct impartial research and analysis as may be necessary for the enactment or consideration of substantive legislation upon request by the County Council, its Committees, or on its own initiative. C. Serve in an advisory or a consultative capacity to the County Council, its Committees,and Council Members on all matters within its competencies and responsibilities. D. Perform other duties as may be assigned by the County Clerk on behalf of a Council Member. Legislative Session 1. Review of all bills to compile master list of legislation likely to impact the County 2. Tracking of selected legislation,as well as specific requests submitted by Council Members 3. Creation and maintenance of detailed spreadsheet showing current status of bills 4. Organizing and archiving all relevant communications and documents regarding the legislative session 5. Receive,review,and sort information regarding legislation for pertinence 6. Timely dissemination of information to all subscribers via email after organizing into spreadsheet format 7. Receipt and forwarding of testimonies submitted by Administration via email to all subscribers 8. Provide resources such as referral to State Capitol website,Public Access Room,and State Legislators staff 9. One-on-one training of navigating of State Legislature pages on State Capitol website to demonstrate how to receive notifications and obtain specific documents and information. (Upon request). Support Services The Support Services Division is responsible for reproducing, scanning,and binding documents for all County departments and agencies; metering of outgoing postal mail; and sorting and distributing incoming postal mail/interdepartmental envelopes. It is comprised of a supervisor and four staff positions. Support Services duties include: 1. Receives,reviews, adjusts and formats all documents submitted by departments for reproduction within two business days,unless the job requested is extremely large. Documents include reports, circulars, agendas,books, communications,bills,resolutions, documents,maps,charts,office forms, bound spiral books and other related material. 2. Works with departments and agencies on various reprographic projects;provides advice and assistance on the formatting,on quality and grade of paper,and on arranging text,photos,and other graphics to achieve desired results; formats and participates in the reproduction of the more complex projects. 3. Collects and sorts all pieces of outgoing postal and interdepartmental mail collected from departments or received by departments no later than 2:30 p.m. on the same business day. 4. Postal services include package mailing activities,such as sorting,weighing,packaging, delivering, metering, tabulating, and operating mail processing equipment. 5. Ensures County's compliance with postal regulations and standards in determining the most appropriate shipping and mailing methods. 11 Submitted bYi County of Hamlet LEGISLATIVE,BRANCH 6(c 7 67 ORGANIZATION CHART 2017 1: tP; nfy Clerk Date Ap ved by. Council Chat( Date COUNTY COUNCIL COUNCIL CHAIR COUNTY CLERK 6126r10 7 COUNTY OF HAWAII 1 OFFICE OF THE COUNTY CLERKJCOUNTY COUNCIL ORGANIZATION CHART 2017 COUNTY COUNCIL COUNCIL CHAIR ELECTIONS COUNTY CLERK DIVISION CHART IV CHAIRS DISTRICT LEGISLATIVE SUPPORT STAFF RESEARCH STAFF BRANCH CHART II CHART III CI-ART V DEPUTY COUNTY CLERK COUNCIL COMMITTEE SUPPORT ADMINISTRATIVE SERVICES SERVICES SERVICES SERVICES CHART VI CHART VII CHART VIII CHART LX 6/28/2017 10 COUNTY OF HAWAII OFFICE OF THE COUNTY CLERK/COUNTY COUNCIL ORGANIZATION CHART 2017 CHAIR'S SUPPORT STAFF SPEC At.ASSISTANT SA-1 FKEGUTIVE ASSISTANT TO COUNCIL AIDE OFP1.11 Y EXEC ASSISTANT TO THE II-1E COUNCIL CHAIR EA-1 CA-1 COUNCIL CHA11-1PERSON EA-2 I C-0002A LC-00027 LC-0004g LC-00040 CHART 11 6/26/201 7 COUNTY OF HAWAII OFFICE OF THE COUNTY CLERIOCOUNTY COUNCIL ORGANIZATION CHART 2017 oek. DISTRICT STAFF Council District I COUNCIL LEGISLATIVE ASSISTANT CLA-I Council Member LC-00046 12-00014 COUNCIL AIDE CAA LC-00021 Courtoil District 2 COUNCIL LEGISLATIVE ASSISTANT CLA,1 Council Member LC-00043 L2-00010 COUNCIL AIDE CA-1 LC-00036 Council District 3 COUNCIL LEGISLATIVE ASSISTANT CIA-1 Council Member LC-00042 12-000043 COUNCIL AICE CA-1 LC-0001e Council District 4 COUNCIL LEGISLATIVE ASSISTANT CLA-1 Council Member LC.000cS L200013 COUNCIL AIDE CA-I LC-00022 Council District 5 COUNCIL LEGISLATIVE ASSISTANT CIA-1 Council Member LC-00004 LZ-00011 COUNCIL AIDE CA-1 Le4001$4 Council Strict.6 00uNCIL LEGISLAT1vE ASSISTANT CIA I Council Member LC-00045 LZ-00017 COUNCIL AIDE CA I LC-00034 Council District 7 COUNCIL LEGISLATIVE ASSISTANT CIA-1 Council Chairperson LC-00044 L2-00012 COUNCIL AIDE CA-I LC-00041 Council District 8 COUNCIL LEGISLATIVE ASSISTANT CIA-I Council Member LO40015 1.2-mole COUNCIL AIDE CA-1 LC-00020 Council Di-Strict 9 COUNCIL LEGISLATIVE ASSISTANT CIA-3 Council Member LC-00047 12-00016 CouNcit AIDE CAA LC-O00 Hook CHART HI 6/26/2017 7.01k COUNTY OF HAWAII OFFICE OF THE COUNTY CLERK/COUNTY COUNCIL ORGANIZATIONAL CHART 2017 ELECTIONS DIVISION COUNTY CLERK zo•avors ELECTIONS PROGRAM ADMINISTRATOR SR-28 ormotoo SEVU12 F.LecTION CLERK ELCC WHSE WOHKER WS-04 LLEC PROGRA.SPECtAUSI SH-t0 00-0424: 00-04443 00-0002 FLFC WAREHC4AF WORKER TEW BC-04 00 04 444 ELECTION CLERK II SR-10 0r.)-tho44 00-04242 00-0,446 00-04“7 ELECTION CLERK SR-07 00-04833 TEMP ELECTION CLERK SR-07 1 f-LFCTION CLERK II SR-10 ELECTION CLERK 11 LC-01'81 20•04654 o0-o4sa4 LC-0,904 t_ LC-02020 10-0202 LC 04 f 6,2 LC-000515 LC-0174R LC-017Y1 LC-01756 0-07756 CHART IV 6/26/2017 COUNTY OF HAWAII OFFICE OF THE COUNTY CLER QCOUNTY COUNCIL ORGANIZATION CHART 2017 LEGISLATIVE RESEARCH BRANCH COUNTY CLERIC io-ro fsGgss''icast sSa Lt"z:..: sCTtsli LYV $R,27 LRGISt. e 2PEGA!ST LE I. ti7"rtILAT 7 I:CALIV1 I{°-9. 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COUNCIL AMR/410RA,IVE 00.6:40 SETMCES St)Pk.RVISCIR SR-22 004'564 1 1Nro REr ERENa TECH SR,4 0-0 11200 COUttett.SFRM.CES ASSISTANT $R-14 COURCA.SER,ACES COUNCIL SERVR:LE CLERK SR,I0 ASVSTA50 S 7 ASSISTANT 1 3R44 00448E3 00 0467p 00.61'951,00434.5II 004403 00;0244* j 00412670 IAR I VI 0/27120 COUNTY OF HAWAII OFFICE OF THE COUNTY CLERK/COUNTY COUNCIL ORGANIZATION CHART 2017 SUPPORT SERVICES DEPUTY COUNTY CLERK zo-000ig SUPPORT SERVICES SUPERVISOR SR13 O0-00005 S:IPPOR 1SERVICES CLERK II SR-11 SUPPORT SERVICES CLERK I SR-65 'UPPOR I SERVICES CLERK I SR-08 SUPPORT SERVICES CLERK I SR-08 0402569 OO-OZ530 00-0253 f 00-02337 CHART VII 6/26/271 i COUNTY OF HAWAII OFFICE OF THE COUNTY CLERK/COUNTY COUNCIL ORGANIZATION CHART 2017 ADMINISTRATIVE SERVICES DEPUTY COUNTY CLERK TO-00019 ADMINISTItAtivE ASST To THE HUMAN RESOURCES TECHNICIAN 0 sR,1 ACCOUNT ANT i SR-18 COUN re CLERK A-17 00-04440 00-04618 LC-001185 CHART VW 606/2017 ti AVRESOURCVL'I APR 1 798Y9 Harry Kim William A.Kucharski Mayor RECEIVED Director Wilfred om.Oka6e � ' D|omeA-woda Managing Director ^^— Deputy Director CUMIN �`�~'_ �~&�������� ��� ����ww��� t � {.- DEPARTMENT OF ENVIRONMENTAL MANAGEMENT 345Kek0anao'aStreet,Suite 4l'Hilo,Hawa('|9672O Ph:(808)961-8083-Fax:(8V8}9618086 Emai|: cohdemPbawaiicountv.gov April 17, 2019 Havvai'i County Salary Commission do Department of Human Resources 101 Pauahi Street, Suite 2 Hilo, Havxai'i9G72O Re: Responses to the Salary Commission's Inquiry Concerning Proposed Salary Adjustments for FY 2019-2020 Dear Commissioners: This letter is in response to the Salary Commission's questions concerning our department, dated March 21, 2019. 1. What are the primary duties and responsibilities of the department/agency head? The Department of Environmental Management(OEM) is established to protect, preserve, and enhance our environment by promoting the wise management of our waste. The DEM director is required to have an engineering degree and is tasked with management of the solid waste, abandoned vehicles, wastewater, and recycling programs of the County. DEM isessentially a24-hnurper day, 7days aweek, 365- day per year operating organization. In addition to managing existing operations, managing the County's response to new developments and directives, such as cesspool closures mandated by the State legislature, are required. Planning for tomorrow's issues, such as infrastructure needs and population growth, requires close coordination with the Planning Department. The Wastewater Division is responsible for the construction, maintenance, and operation of all sewage programs and facilities operated by and for the County. The County of l-tawai'i is an Equal Opportunity Provider and Employer T AB 4 Hawai'i County Salary Commission April 17,2019 Page 2 Solid Waste Division is responsible for the construction, maintenance,and operation of all solid waste programs and facilities operated by and for the County. 2. How many employees does the department/agency employ? FY 2018-2019: 187 positions FY 2019-2020: 197* positions *In FY 19-20,the Wastewaster Division will have 10 new positions for the planned Kealakehe Wastewater Treatment Plant R-1 Upgrade Project,which is to produce recycled water. The benefit of recycled water is that it can be used to meet the non- potable water demands in the relatively dry West Hawai'i region. 3. What is the department/agency organizational structure? DEM consists of administration, which includes the Business Services Section, and also two operating divisions—the Solid Waste Division and the Wastewater Division. [See Attachment A: OEM's Summary Organization Chart.] DEM's administration consists of the director, deputy director, and private secretary. It also includes the Business Services Section, which encompasses Accounting, Human Resources, and Contracts. The Business Services Section is headed by a Business Manager,who oversees the Accountant IV,the Human Resources (HR) Program Specialist and the Contracts Clerk. The Accountant IV oversees the Accountant l's for Payroll, Solid Waste,Wastewater,and Collections. The HR Program Specialist and Accountant l's oversee their respective clerks. [See Attachment B: Business Services Section Organization Chart.] The Wastewater Division consists of a Division Chief and a Deputy Division Chief who oversee Operations and Engineering. Operations consist of East Hawai'i and West Hawari operations, with the respective superintendents overseeing the line maintenance crews, mechanics, electricians,treatment plant operators, laboratory chemists, and support staff. The Engineering staff consists of Civil Engineers, an Engineering Support Technician, a GIS Program Manager, and a Clerk. [See Attachment C: Wastewater Division Organization Charts.] The Solid Waste Division consists of a Division Chief and a Deputy Division Chief who oversee the East Hawai'i and West Hawai'i superintendents. The superintendents oversee the Equipment Operators and Solid Waste Facility Attendants for the 22 transfer stations island-wide,the East Newel Sanitary Landfill, and the West Hawai'i Sanitary Landfill (aka Pu'uanahulu). Hawaii County Salary Commission April 17, 2019 Page 3 The Solid Waste Division also includes the Derelict&Abandoned Vehicle Program and the Recycling Program. The Derelict&Abandoned Vehicle Program provides fbr the towing and disposal of vehicles abandoned on public roads and highways. The Recycling Program includes the HI-5 redemption of bottles and cans, the Organics Diversion Program (greenwaste and composting), used motor oil recycling, electronics recycling, household hazardous waste collection events, and reuse centers. [See Attachment D: Solid Waste Division Organization Charts.] 4. What does the department/agency operating budget and funding encompass? DEM's proposed operating budget for FY19-20 is $55,402,704. That encompasses all salaries and wages,fringe benefits,contracts, equipment, repairs and maintenance, and all other costs for operating and maintaining regulatory compliance for our DEM Administration,Wastewater Division, Solid Waste Division, and the Derelict and Abandoned Vehicle Disposal Program. Our Wastewater Division serves our island community 24/4, 365 days a year, by operating 7 wastewater treatment plants, and maintaining 105 miles of sanitary sewer,as well as two gang cesspool systems that serve the Na'alehu and Pahala communities. Our Solid Waste Division operates 2 active landfills and 22 Recycling and Transfer Stations that serve our community island wide. Our Derelict and Abandoned Vehicle Disposal Program provides for the identification, removal, and temporary storage of derelict/abandoned vehicles, as well as processing/recycling of derelict vehicles in accordance with program procedures. Our DEM Administration provides oversight for the entire department,as well as financial and clerical support for the Environmental Management Commission. It also includes our Business Services Section,which handles the accounting, human resources, and contracting functions for the DEM,which includes accounts payable, payroll, recruitments, benefits,grievances,contracting, and other functions that are common to most departments. Unlike many other departments, however,the Business Services Section also handles the billing, accounts receivable,collections, and customer service for sewer users, septage haulers, and landfill users.The projected revenue from these services is$21,475,200 for FY19-20. In addition to the operating budget, DEM's proposed Capital Improvements Program budget is$61.9 million for FY 19-20. DEM is actively working on a number of projects that will likely exceed $300 million upon completion. This includes Wastewater Division projects such as the Kealakehe Wastewater Treatment Plant R- Hawai'i County Salary Commission April 17, 2019 Page 4 1 Upgrade,Wastewater Treatment Plants and Collection Systems in Na'alehu and Pahala,a North Kona Sewer Pump Station, and the Pua Pump Station Renovations and Force Main Installation and Rehabilitation,as well as the Solid Waste Division's Ocean View Transfer Station and the Wai`ohinu Transfer Station Repairs and Enhancements, among others. S. What major challenges does the department/agency heads face? The biggest challenge for DEM is having enough funds to cover the very high costs to operate our sewer systems, refuse, and recycling services. DEM struggles on a daily basis to provide the refuse and sewer services at a level that our public has come to expect,while faced with the daunting reality of necessary expenses to maintain, repair, and replace our aging infrastructures and equipment. To compound the fiscal difficulty, DEM must also provide for the scheduled employee salary increases and the increase in rates for fringe benefits. In addition, DEM is required to oversee and enforce new county laws,such as the plastic bag ban and the polystyrene (Styrofoam) ban. Another challenge is to be able to have each division fully staffed. Due to the length of time it takes to go through the recruitment process, we are constantly challenged with staffing shortages. To compound that,we have a number of positions that are difficult to fill due to their specialized nature or licensing requirements. There is significant need for trained/licensed workers in both solid waste and waste water facilities. All wastewater facilities require state licensed operators, and licensed commercial drivers are required to haul solid waste from multiple transfer stations to operating landfills. Experienced heavy equipment operators are required at the County landfills as well. There is also the normal revolving door,with trained employees leaving government employment for more lucrative private employment along with transfers, promotions, and retirements of County personnel. 6. Are there any overtime requirements of the department/agency? As a department that operates 24/7, 365 days a year, the DEM incurs a high amount of overtime to maintain operations. The DEM director,as the department head, works beyond regular office hours, attending community meetings regarding DEM projects,giving presentations to community groups, reporting to the County's Emergency Operating Center on a regular basis during emergencies,giving immediate input to proposed bills during the legislative session, and serving on state-wide committees or task forces as Hawai i County Salary Commission April 17,2019 Page 5 required. Unlike the division heads who are civil servants with overtime benefits, the director is an appointee who does not get compensated for any overtime incurred. Thank you for the opportunity to provide information regarding DEM. I hope this information will be helpful to the Salary Commission. If you have any questions, or would like further information, please contact me at william.kucharski@hawaiicountv.gov or 961-8083. Sincerely, C WI .m A. Kucharski Director WK:mef Attachments — N O 0d R O. 30 E' c m w d . 5 c ° L y A w - y u d 7 K i _3 m e •: I : `d t N C y LU 3 �� f u C —N E u O N J C N N 3 f `o o p - — N i", .i,..; d O. H 3 O `d c u3 U_ y 0 _ d N E 3 N d 0 3 ?�O N A I c — m 3 — — d d a — E. c c - c E c a d O_ ? •A E a V 9 f a `d L 2 U q r C C f N d — _ = N N O dO o c Ec u ___ o O a` r.c N co 0 a ow d rn U p 7 0 — C r d > 1T d N U E LL O r — Y N c 0 q N d O A H p = O m m N H N 2 a 3 — d NA y 2 a N 32 - m — R — N _ O. C. 3 J O a m w c E 4 — cI 3 ` 3 — i ,711, °d a a _ d' R OlL O :C 5 c y a' 8c c o m S H N a C 2 0 ATTACHMENT A 2 v Lo & N y (n U _ U) i 6. 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M N M cam') M (N V .4- V N LL N M M U O •N o a o ++ TS O co d O a a m w — � ts � EN A a R — — U t m = N . 6 = m !C w m a`) 0. — y o # a a d u 4 T ,n o O 0 co V (L0 ((00 :tU c C m a) m in vo (0 m E E M M V V 0) N a a lL ''E' c cm(n (D t' v co C W W N C A � V Q 2 0) m ((0 (D cl- LO N V (N ((N In M M V (N (O (D (O (O G N M M 7 V 7 V a CO • O O U 7 , 2 (0 a Y m c — C 0 A E a 0 a) c . o• Y 3� a c0. .O a) a) a7 '0 O co r O) o co r y V N_ co) N_ Cr CO Cr, O 7 0 (O V) n M M N M V V C O W N CO M V 7 7 V 3 1O 3 a a a N c 0 a) 0 > > m m 0_' Z N N N —_ ," ®## 3t N L U 0 _ / a § U 7 \ / ) in 4 D. \ j } \ Cr) IE1 = i ® \ g / / - ® 0 ± 2 2 o o .- co a a CO 01m CO CO C o t # 'd- -13 0 0 a caa . 0Ts co A \ \= a ^ kU ƒ % 4.1 C = \ \ o E ¥ a � a CY) 3 \ N. c 0 CO » C \ $ CC tn ± k g u » § § / / \ / # ec \ ea CZ DI \ SImu-s 2 \ O 3 21. = Cl) t • '� as cc 2 : " E a a 4-..... § � 2 § �2 / 2• •> J 0 0 § W § o / L.CL \ 5 (3- .5 k C 6 c § Ern � / \ & 't as U N C w VCS 5 t 0. , t @ — ci) y f ® CD9 1 > ci) \ \ = ° C --- 2 2 2 a) - 0 Z — 2 o U Ti) = Z. < 0 Cl \ \ 0 c k 2 CI COCD 2 / 3 0 / 0 Yamada, Glynis From: Sako, Deanna Sent: Thursday, April 18, 2019 6:43 PM To: Yamada, Glynis Subject: RE: Salary Commission's Inquiry to Departmentand Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Attachments: OO[162.pdf IlDIVIAN RESOURCES - 1 Aloha — =�PQ � 7014 .` - Below are the answers to the Salary Commission's questions . RECEIVED 1. what are the primary duties and responsibilities of the department/agency head? As department head, I oversee 9 divisions in the Finance Department, along with the Deputy Finance Director. The divisions include: Real Property Tax—this division brings in over 75%of the general fund revenue for the County Vehicle Registration and Licensing—this division processes all vehicle registrations and drivers licenses on the island at five locations Budget—this division oversees the annual budget process, as well as, the annual grant program for the County Council, and all legislation presented to the Council Accounts—this division is responsible for all cash disbursements and audits 100%of the invoices processed through our Accounts Payable system, they also process the payroll and pension payments semimonthly, they maintain all accounting records and prepare the award winning Comprehensive Annual Financial Report, and they work with the auditors each year to complete the required audits Treasury—this division is responsible for collecting all cash for the County as well as our bank reconciliations and all requirements related to issuing and monitoring compliance for our bonds Purchasing—this division ensures that the state procurement law is followed and also monitors PCard activity. Property Management—keeps a record of all county inventory, does all property transactions including leases and purchase/sale transactions. Risk Management—this division is responsible for risk—or minimizing risk for the county. Insurance needs are one of the primary responsibilities of this division. Internal Controls—this division is responsible for internal controls of the county and is available to help other departments. ri addition to overseeing the nine divisions, we work closely with the Mayor and County Council and answer any questions that they or the departments may have. There are many sections in the County Charter that Finance ensures compliance with. Our department also has the Pension Board, PONC commission and the Real Property Tax Board of Review. Z. How many employees does the department/agency employ? Currently 136 employees. However, we do have approximately 10 vacancies that are in the process of being filled. 3. What is the department/agency organizational structure? We have 9 divisions, each lead by a division head that reports to the Director. Our org chart is attached. 4. What is the department/agency operating budget and funding encompass? 1 While the Finance Department budget covers the operations of each of our nine divisions, Finance also oversees several special accounts or miscellaneous accounts that include things like debt service, fringe benefits, etc.The budget is available online if needed. Total budget for the county is in excess of$500,000,000. 5. What major challenges does the department/agency heads face? The major challenges for us are to meet everyone's needs. To ensure.that programs/departments are funded and that all of our responsibilities are carried out in accordance with the various laws we have to comply with. 6. Are there any overtime requirements of the department/agency? There are many overtime requirements for our staff especially to ensure service to our customers and to ensure that deadlines are met (i.e. payroll, etc.). In addition, the department head and deputy work overtime to ensure that all work is done—especially during certain times of the year(i.e. when the budget is due, etc.). I hope this answers your questions. Please let me know if you would like to discuss. Deanna Sako Director of Finance From:Yamada, Glynis Sent:Thursday, March 21, 2019 9:05 AM To: Brilhante,William <William.Brilhante@hawaiicounty.gov>; Ferreira, Paul<Paul.Ferreira@hawaiicounty.gov>; Gyotoku, Neil<Neil.Gyotoku@hawaiicounty.gov>; Kamelamela,Joe<Joe.Kamelamela@hawaiicounty.gov>; Kim, Harry <Harry.Kim@hawaiicounty.gov>; Kucharski,William <William.Kucharski@hawaiicounty.gov>; Ley, Diane <Diane.Ley@hawaiicounty.gov>; Rosario, Darren <Darren.Rosario@hawaiicounty.gov>; Roth, Mitch <Mitch.Roth@hawaiicounty.gov>; Sako, Deanna <Deanna.Sako@hawaiicounty.gov>;Takase, Gerald <Gerald.Takase@hawaiicounty.gov>; Ung,Jules<Jules.Ung@hawaiicounty.gov>; Waltjen, Roxcie <Roxcie.Waltjen@hawaiicounty.gov>;Yamamoto, David <David.Yamamoto@hawaiicounty.gov>; Yee, Michael <Michael.Yee@hawaiicounty.gov>; Henricks,Jon<Jon.Henricks@hawaiicounty.gov>; Nims, Bonnie <Bonnie.Nims@hawaiicounty.gov>; Chung,Aaron<Aaron.Chung@hawaiicounty.gov> Cc:Ah Choy, Noel <Noel.AhChoy@hawaiicounty.gov>; Bautista, Amy<Amy.Bautista@hawaiicounty.gov>; Braman, Eva <Eva.Braman@hawaiicounty.gov>; Charon, Nicole <Nicole.Charon@hawaiicounty.gov>; Ferreira, Cathy <Cathy.Ferreira@hawaiicounty.gov>; Fujio, Mary<Mary.Fujio@hawaiicounty.gov>; Fukamizu, deEtte <deEtte.Fukamizu@hawaiicounty.gov>; Kaniho,Tammylyn K.<Tammylyn.Kaniho@hawaiicounty.gov>; Ley, Rachelle <Rachelle.Ley@hawaiicounty.gov>; Muramoto,Jean<Jean.Muramoto@hawaiicounty.gov>; Pacheco, Crystallene K. <Crystallene.Pacheco@hawaiicounty.gov>; Petersen, Lynn<Lynn.Petersen@hawaiicounty.gov>; Rodillas, Martha <Martha.Rodillas@hawaiicounty.gov>; Yamada, Glynis<Glynis.Yamada@hawaiicounty.gov>; Kelii, Haku <Haku.Kelii@hawaiicounty.gov>; lyo, Brittany<Brittany.lyo@hawaiicounty.gov>; Kakugawa, Chris HCA <ckakugawa@hawaiicountyauditor.us>; Espejo, Darlene<Darlene.Espejo@hawaiicounty.gov> Subject: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Aloha, Everyone, On behalf of the Hawaii County Salary Commission,we would like to kindly ask for your participation in answering a few questions concerning your respective departments/agencies. 2 The objective of this exercise is to secure the best available information in determining whether future salary adjustments should be incorporated into the County of Hawai'i's Fiscal Year 2019-2020 budget. These adjustments may represent increases, decreases, or status quo (no adjustments). The questions are as follows: 1. What are the primary duties and responsibilities of the department/agency head? 2. How many employees does the department/agency employ? 3. What is the department/agency organizational structure? 4. What is the department/agency operating budget and funding encompass? 5. What major challenges does the department/agency heads face? 6. Are there any overtime requirements of the department/agency? We would sincerely appreciate receiving your response by Thursday,April 18. If you have any questions, please contact Bill Brilhante at 961-8361 or by e-mail at Wiliiam.Brilhante@hawaiicounty.gov . Please submit your response via e-mail (or hard copy) to Glynis at Glynis.Yamada@hawaiicounty.gov. Your responses will be complied by this office, and presented to the Salary Commission at their meeting scheduled on Thursday, May 16, 2019, at 10:00 a.m. at the Council Chambers(you are welcome to attend). We appreciate your time and effort, and are grateful for your participation. Mahalo O! Glynis Yamada, Secretary Salary Commission Department of Human Resources County of Hawai'i Phone: 808.961.8361 Fax:808.961.8617 Glynis.Yamada@hawaiicounty.gov 3 rn r- 1 Cr r� e.1 V D 0 a` tit c4 13C"d0 > 0 a. U � C? < <0 1-- zWre 0 co = ti. 6 = U-c WOW () CC 0 N- c0 ` _ 00 1 i Z oo ot\- o 0 Z N 9ov ` o .- r vac', I— ELI m o ~ N Z N E N 0 ptL' W �a. IMO m Ci d CO if) ts to ta. Q) N ~ � � t3 C'"1 0 INt" 3re9 '- Q 9 (no ico0 ocop a 0 w rt C C cocts E E I I '6 M N mZS U 0 = Csi U, IS 0CC ' ix Q z0 c� 0 U 2 a) (0 � H `ti 0 0 = < c a coco 0D I.L. 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Brilhante,Jr. ;Mayor ;$0 • •• 9�•.• Director of Human Resources j ,, .ail;• ' • j S , I HUMAN RESOURCES APR 1 8 2019 County of Hawaii RECEIVED Department of Human Resources Aupuni Center, 101 Pauahi Street,Suite 2 k Hilo,Hawaii 96720 . (808)961-8361 ,Fax(808) 961-8617 website:http://hawaiicounty.gov/human-resources e-mail:jobs@hawaiicounty.gov April 18, 2019 Chair George Campbell and Members Hawaii County Salary Commission Hilo, Hawai`i 96720 RE: Proposed Salary Adjustments for Fiscal Year 2019-2020 Dear Chair Campbell and Members of the Salary Commission: In response to the Salary Commission's inquiry dated March 21, 2019, regarding proposed Salary Adjustments for Fiscal Year 2019-2020, the Department of Human Resources ("HR") provides the following: 1). What are the primary duties and responsibilities of the department head? The general powers and duties as well as the specific duties and powers of the director are codified in Hawaii Revised Statutes ("HRS") §§ 76-12 & 13. Specifically, the director shall: (1) Represent the public interest in the improvement of human resources administration in the civil service; (2) Assist in fostering the interest of institutions of learning and civic, professional, and employee organizations in the improvement of human resources standards in civil service; (3) Advise the chief executive on policies and problems concerning the human resources program; and (4) Make investigations concerning the administration of human resources policies in the civil service, including any matter respecting the enforcement or effect of this chapter or the rules adopted thereunder, or the action or failure to act of any officer or employee with respect thereto. Hawai`i County is an Equal Opportunity Provider and Employer. 1 A 1 i 6 Chair George Campbell and Members Hawaii County Salary Commission April 18, 2019 Page 2 of 5 Additionally, pursuant to HRS § 76-13, the director shall: (1) Establish and maintain a roster of all persons in the civil service; (2) Appoint employees necessary to assist the director in the proper performance of the director's duties and for which appropriations shall have been made; (3) Foster and develop, in cooperation with appointing authorities and others, programs for the improvement of employee efficiency; (4) Cooperate fully with appointing authorities, giving full recognition to their requirements and needs, in the administration of this chapter to promote public service by establishing conditions of service that will attract and retain employees of character and capability, and to increase efficiency and productivity in governmental departments by continuously improving methods of human resources administration and maximizing the use of advanced technology; (5) Encourage and exercise leadership in the development of effective human resources administration within the several departments and make available the facilities of the director's department to this end; (6) Investigate from time to time the operation and effect of this chapter and the rules adopted thereunder; (7) Develop and maintain classification systems; (8) Make recommendations and advise the chief executive on appropriate adjustments for employees excluded from collective bargaining as authorized under chapter 89C; and (9) Perform any other lawful acts deemed by the director to be necessary or desirable to carry out the purposes and provisions of this chapter. In addition to the statutory requirements listed above, the Hawaii County Charter, specifically, Article VII, Chapter 1, Section 7-1.4 Powers, Duties and Functions, mandates the HR director to be responsible for the human resources management program of the county with two distinct categories of duties. The major duties shall be in the areas of equal employment opportunities, personnel development, personnel deployment, personnel relations and personnel welfare including employee safety and workers' compensation. The secondary duties of the director shall be the administration of the civil service system and the maintenance of the aims and mechanics prescribed by statute. The director shall be the administrative head of the department of human resources and shall be responsible for the proper conduct of all the administrative Chair George Campbell and Members Hawaii County Salary Commission April 18, 2019 Page 3 of 5 affairs of the department and for the execution of the human resources management program prescribed by this charter, ordinances, laws and regulations. The merit appeals board shall function according to statute. The director shall provide technical and clerical staff services to the board. 2). How many employee's does the department employ? The total number of HR positions: 50 3). What is the department organizational structure? The HR department is separated into seven (7) different divisions: 1 . Classification and Pay 2. Labor Relations 3. Personnel and Organizational Development 4. Equal Opportunity and ADA 5. Administrative Services 6. Recruitment and Examination 7. Health and Safety 8. Workers' Compensation (Please see attached Organizational Chart.) 4). What is the department's operating budget and funding encompass? The HR department is responsible for managing two separate annual budgets. 1 . Human Resources Budget: $1,951,315.00 2. Workers Comp Budget: $2,203,500.00 5). What major challenges does the department head face? The major challenges that the HR departments faces going forward are as follows: 1 . To provide names of qualified individuals to hiring departments on a timely basis for the filling of their civil service vacancies. 2. To provide a classification and pay system that ensures an equitable compensation system. 3. To provide timely advice and assistance to all County agencies consistent with applicable laws affecting human resource management. Chair George Campbell and Members Hawaii County Salary Commission April 18, 2019 Page 4 of 5 4. To identify County training needs and provide training and personnel development programs that will enhance the skills of County employees, provide a safe working environment, and, ensure compliance with applicable laws affecting human resource management. 5. To recognize County employees for their accomplishments. 6. To support the Merit Appeals Board and the Salary Commission with their duties and functions. 7. To develop, implement, and maintain appropriate policies, procedures, and reports required by law or by operational needs. 8. To negotiate and provide adjustments in wages, hours, and terms and conditions of employment for County employees. 9. To identify and pursue appropriate changes in law, rules, contracts, policies and procedures affecting human resource management. 10. To identify and reduce/eliminate unsafe and hazardous working conditions and work practices in an effort to reduce the number of work place injuries and illnesses. 11 . To process workers' compensation claims with respect and compassion for injured workers, the ultimate goal of which is to return employee to his or her regular full employment as a productive worker. 12. To ensure departments and agencies are in compliance with applicable laws affecting human resource management. 13. To assist, encourage, and insure, County compliance with laws, rules, and policies relative to equal opportunity and employment. 6). Are there any overtime requirements of the department? Yes, HR is responsible for responding to and managing the County of Hawaii Emergency Operations Call Center at Civil Defense every time the EOC is activated due to a natural disaster or emergency. In order to keep overtime costs down, the HR director assigned this responsibility to himself. As a department head, he does not receive any compensation for this time. Additionally, the HR department hosts the County Employee of the Year Recognition Program which takes place annually. This program is usually held afterhours at a designated County facility. Chair George Campbell and Members Hawaii County Salary Commission April 18, 2019 Page 5 of 5 Thank you very much for providing us the opportunity to provide input for this very important matter. As always, please feel free to contact me at 961-8361 if you have additional questions or concerns. Sincerely, William V. Brilhante, Jr., Director Department of Human Resources WVB:gy Attachment c T. U E O 0 3U N N E E O 0 Ti — a) o "' z v-) N W U CM O — N wCT O Q QW a GC 3 O Z -2 O Q 0 U LL = ) p O 6 Z a) 00- a. Z0 Q N 6 O 0 = 1— U O Z o Q Co a OC W O O Ca ce . 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CI * + Yamada, Glynis From: Takase, Gerald Sent: Friday, April 26, 2019 10:50 AM To: Yamada, Glynis Cc: Fukamizu, deEtte; shelby.k.m.nahalea@gmail.com Subject: RE: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Attachments: 2019-04-01 Current Org Chart - Apr 2019.pdf; expenditure detail worksheet - Liquor 8-31-18.xls; 0 - Revenue Worksheets - DEPTS.XLS Hi Glynis, HUMAN RRSOUlee'et# See responses in BLUEE APR 2 6 2019 RECEIVED Gerald From: Yamada, Glynis<Glynis.Yamada@hawaiicounty.gov> Sent:Thursday, March 21, 2019 9:05 AM To: Brilhante, William <William.Brilhante@hawaiicounty.gov>; Ferreira, Paul <Paul.Ferreira@hawaiicounty.gov>; Gyotoku, Neil <Neil.Gyotoku@hawaiicounty.gov>; Kamelamela,Joe <Joe.Kamelamela@hawaiicounty.gov>; Kim, Harry <Harry.Kim@hawaiicounty.gov>; Kucharski, William <William.Kucharski@hawaiicounty.gov>; Ley, Diane <Diane.Ley@hawaiicounty.gov>; Rosario, Darren <Darren.Rosario@hawaiicounty.gov>; Roth, Mitch <Mitch.Roth@hawaiicounty.gov>; Sako, Deanna <Deanna.Sako@hawaiicounty.gov>; Takase, Gerald <Gerald.Takase@hawaiicounty.gov>; Ung,Jules <Jules.Ung@hawaiicounty.gov>; Waltjen, Roxcie <Roxcie.Waltjen@hawaiicounty.gov>; Yamamoto, David <David.Yamamoto@hawaiicounty.gov>; Yee, Michael <Michael.Yee@hawaiicounty.gov>; Henricks,Jon<Jon.Henricks@hawaiicounty.gov>; Nims, Bonnie <Bonnie.Nims@hawaiicounty.gov>; Chung, Aaron<Aaron.Chung@hawaiicounty.gov> Cc:Ah Choy, Noel <Noel.AhChoy@hawaiicounty.gov>; Bautista, Amy<Amy.Bautista@hawaiicounty.gov>; Braman, Eva <Eva.Braman@hawaiicounty.gov>; Charon, Nicole <Nicole.Charon@hawaiicounty.gov>; Ferreira, Cathy <Cathy.Ferreira@hawaiicounty.gov>; Fujio, Mary<Mary.Fujio@hawaiicounty.gov>; Fukamizu, deEtte <deEtte.Fukamizu@hawaiicounty.gov>; Kaniho,Tammylyn K. <Tammylyn.Kaniho@hawaiicounty.gov>; Ley, Rachelle <Rachelle.Ley@hawaiicounty.gov:>; Muramoto,Jean<Jean.Muramoto@hawaiicounty.gov>; Pacheco, Crystallene K. <Crystallene.Pacheco@hawaiicounty.gov>; Petersen, Lynn<Lynn.Petersen@hawaiicounty.gov>; Rodillas, Martha <Martha.Rodillas@hawaiicounty.gov>; Yamada, Glynis<Glynis.Yamada@hawaiicounty.gov>; Kelii, Haku <Haku.Kelii@hawaiicounty.gov>; lyo, Brittany<Brittany.lyo@hawaiicounty.gov>; Kakugawa, Chris HCA <ckakugawa@hawaiicountyauditor.us>; Espejo, Darlene <Darlene.Espejo@hawaiicounty.gov> Subject:Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Aloha, Everyone, On behalf of the Hawai'i County Salary Commission, we would like to kindly ask for your participation in answering a few questions concerning your respective departments/agencies. The objective of this exercise is to secure the best available information in determining whether future salary adjustments should be incorporated into the County of Hawai'i's Fiscal Year 2019-2020 budget. These adjustments may represent increases, decreases, or status quo (no adjustments). The questions are as follows: 1. What are the primary duties and responsibilities of the department/agency head? 1 TAB 7 The Director of the Department of Liquor Control shall: A. Be the administrative head of the department. B. Provide clerical and administrative services for and on behalf of the Commission and the Board, including the submission of a budget for the operation of the Department. C. Investigate complaints regarding violations of the liquor control laws of the State or complaints regarding violations of rules and regulations established by the Commission and report such violations to the prosecuting officer of the County, provided that the Director shall be authorized to subpoena any witnesses or records for the purpose of an investigation where there is a cause to believe that a violation of liquor laws has occurred. D. Be authorized to enact emergency rules in the event of national, State or local emergency, for the health, safety or welfare of the public or the protection of life and property. Such emergency rule may be adopted without notice of hearing or publication and shall be subject to the approval of the Mayor and shall be in effect for the duration of the emergency. E. Be authorized to designate a portion of fine monies collected for use in programs to promote compliance to liquor laws. Such programs may include, but is not limited to enforcement, public service announcements promoting responsible drinking and driving, youth programs and education. 2. How many employees does the department/agency employ? 20 3. What is the department/agency organizational structure? Attached 4. What is the department/agency operating budget and funding encompass? See expenditure and revenue worksheets attached. The budget for the current year is $2,052,601. This budget represents funding for the entire department's operations, including expenses of the Liquor Commission and the Adjudication Board. 5. What major challenges does the department/agency heads face? The major challenges of the Department have been to keep up with the enforcement of the liquor laws on each of the 3 levels of government(federal, state and county). This requires that the Department be informed with not only local issues, but those on a national and international level. To date, the department has operated without a deputy director, which will hopefully change in the near future. The Department while tasked with enforcement actions has also expanded on the business development side to try and do its part to keep business moving forward to promote a healthy economy. T9 that end yearly sales number have continued to climb annually. The department is also deeply involved in educating and promoting events which try to educate and provide safe alternatives for the youth of this island. 6. Are there any overtime requirements of the department/agency? The department investigators operate on a 7 day schedule with shifts that can run as late as 4:30 am. Although we are usually able to adjust schedules to minimize overtime requirements, because of the small staff and the concentration of late night events on the weekends, some overtime is inevitable. We would sincerely appreciate receiving your response by Thursday, April 18. If you have any questions, please contact Bill Brilhante at 961-8361 or by e-mail at William.Brilhante@hawaiicounty.gov. Please submit your response via e-mail (or hard copy)to Glynis at Glynis.Yamada@hawaiicounty.gov. Your responses will be complied by this office, and presented to the Salary Commission at their meeting scheduled on Thursday, May 16, 2019, at 10:00 a.m. at the Council Chambers (you are welcome to attend). We appreciate your time and effort, and are grateful for your participation. 2 Mahalo O! 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E w g ¢ U ¢ a ¢ O U ❑ O¢ O O J J Z J O O` O F- 0 q u.� U 0 O O O < < < ¢ 0= ¢ z 0> D 0.5 W W O ~ W Ct C O a' ° 0 o a' a 0 0 0 Z Z = a = . 0 -L z < Ju) I 2 2 JtjJ 0 Ja as Cl) Co N co V 0 CO N CO ,- N ,- N CO V 0 Co G — N CO O N CO O a 0 . 0. 0 0 O M co 04;V 00 0‘- co co V N 0 N•-- N 0 CO CO CO 0 V 0'- O N Estimated Revenues Fund 010 - General Fund Account Description FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2020-21 Actual Estimate Estimate Estimate Estimate 3100 Taxes 3101 Real Property Taxes 3101.10 Real Property Taxes 297,740,325.30 313,500,000 3101.14 RPT Penalties 2,173,736.76 1,600,000 3101.16 RPT Interest 1,890,608.57 1,900,000 +++ Real Property Taxes 301,804,670.63 317,000,000 3106 Gross Receipts Bus Taxes 3106.11 Public Service Co Tax 7,611,855.83 8,840,000 +++ Gross Receipts Bus Taxes 7,611,855.83 8,840,000 **** Taxes 309,416,526.46 325,840,000 3200 Licenses&Permits 3201 Business Lic&Permits 3201.01 Vehicle Plate&Tag Fee 371,255.00 339,000 3201.03 Vehicle Transfer Fee 222,125.00 220,000 3201.05 Misc Vehicle Fees 187,775.00 193,000 3201.06 County Vehicle Registration Fee 2,401,390.50 2,290,000 3201.28 Liquor License Fees 1,977,668.15 1,998,601 2,020,569 2,020,569 2,020,569 3201.40 Misc Bus.License 2,795.00 1,500 3201.42 Taxi Cab Licenses 26,940.00 25,000 3201.81 Fireworks License Fees 29,500.00 42,000 +++ Business Lic&Permits 5,219,448.65 5,109,101 3202 Non-Bus.Lic&Permits 3202.01 Dog Lic&Tao Fees 19,813.80 20,000 3202.03 Building Permits 1,597,146.29 1,800,000 3202.04 Electrical Permits 379,099.50 350,000 3202.05 Plumbing Permits 166,063.00 150,000 3202.06 Sign Permits 1,925.00 2,500 3202.12 Grade,Grub,Stockpile Fee General Fund 3,000 3202.20 Disabled Parking Permits 15,144.00 10,000 3202.51 Driver Licensing Fees 1,103,872.00 1,318,840 3202.53 Driver Exam Fees 50,790.00 26,700 3202.55 Taxi Permits 1,720.00 2,150 3202.57 Comm Driv Lic(CDL)Fees 48,470.00 56,395 3202.59 Safety Inspection Fees 291,386.80 283,000 3202.61 Police Records Fees 18,756.96 19,800 3202.63 M.V.Financial Resp Fees 69,084.00 52,735 3202.65 Special Duty Admin Fees 38,435.46 110,000 3202.68 Fireworks Permit Fees 65,705.00 47,000 3202.69 Sign Variance Fees 300.00 500 +++ Non-Bus.Lic&Permits 3,871,025.29 4,252,620 **** Licenses&Permits 9,090,473.94 9,361,721 3300 Intergovernmental Revenue 3301 Federal Grants 3301.01 Nutrition Program 229,308.99 743,278 3301.04 Area Plan On Aging 0.00 1,021,000 3301.09 Civil Defense-Regular 0.00 139,000 3301.13 C Z M 0.00 304,447 3301.14 Ret Sr Vol Prop(RSVP) 59,999.45 96,754 3301.15 Coordinated Services 73,385.50 179,000 3301.20 Sr Comm Svc Emp Prop 227,374.00 359,686 3301.21 Rural Fire Assistance 0.00 50,000 3301.37 Natl Pk-In Lieu Of Taxes 334,504.00 200,000 3301.38 Wild Life-In Lieu Of Tax 68,393.00 50,000 3301.80 Violent Crimes Unit 638.31 50,000 3301.99 Victims Of Crime Act 0.00 1,050,752 +++ Federal Grants 993,603.25 4,243,917 3302 Federal Grants 3302.01 Young Driver DUI Deter 0.00 25,000 3302.03 Speed Enforcement 57,590.46 171,036 3302.06 Nutrition Services Incentive Pgm 45,553.00 100,000 3302.30 Organized Crime Drug Enf T-Fce 0.00 50,000 3302.36 Violence Against Women 54,137.00 59,000 3302.37 Sex Assault Nurse Coord 0.00 55,000 3302.53 Local Emerg Ping Comm 0.00 16,000 3302.56 Occupant Protection Ppm 19,161.81 79,000 3302.76 Summer Food Service 57,304.84 90,000 3302.98 HI Impact Grant 158,026.06 182,000 +++ Federal Grants 391,773.17 827,036 3303 Federal Grants 3303.00 Volunteer Fire Assist 162,133.16 90,000 3303.32 HCPD Traffic Investig Ppm 8,381.18 71,500 3303.34 HCPD Click It Or Ticket 0.00 18,500 3303.42 HCPD Roadblock Pgm 111,126.81 200,000 3303.43 Rural Transit Assist Pgm 0.00 10,500 3303.63 HCPD Data Grant 8,742.24 16,520 3303.77 Justice Assistance Grant 0.00 150,000 +++ Federal Grants 290,383.39 557,020 3304 State Grants 3304.01 State Grants-In-Aid(TAT) 19,158,000.00 19,158,000 3304.02 State EMS 0.00 16,830,274 3304.03 Career Criminal Program 427,060.00 650,000 3304.04 Nutrition Program 125,082.30 180,654 3304.06 Area Plan On Aging 0.00 2,196,392 3304.08 HPHA-In Lieu of Taxes 0.00 25,000 3304.23 Witness Security&Prot 0.00 35,000 3304.53 PMVI Program Income 199,959.79 285,156 3304.56 C D L Program Income 337,479.34 379,591 3304.87 State MV Wght Tax 290,645.79 350,433 3304.91 Victim/Witness Assist 84,033.00 112,144 +++ State Grants 20,622,260.22 40,202,644 3305 State Grants 3305.08 C Z M 0.00 143,270 3305.18 Local Emerg Ping Comm 16,476.07 29,000 3305.19 Disabled Parking 12,552.00 30,000 3305.23 Product Development Ppm 60,000.00 70,000 3305.33 Primary/General Election 17,208.26 0 3305.47 Wireless E911 Fees 606,852.11 1,275,000 3305.53 W.HI Ocean Safety 1,116,864.44 560,443 3305.69 Rainbow Dr Grounds Maint 4,988.72 5,400 3305.74 Dept of Health-Tobacco Sting 5,434.02 12,000 3305.77 Driver License Program Income 190,182.86 139,425 3305.94 Agricultural Crimes Project 0.00 92,000 3305.95 Juv Intake&Assess Ctr 0.00 210,000 3305.96 N K Coqui Frog Control Proj 29,913.00 0 3305.98 Coord Services St-Trans 0.00 150,000 +++ State Grants 2,060,471.48 2,716,538 3306 State Grants +++ State Grants 0.00 0 3308 Federal Grants 3308.06 SAFE Standby Pay 0.00 55,000 3308.08 SAFE Training 0.00 25,000 3308.17 Aggressive Driving Project 0.00 90,000 3308.18 Justice Assistance Grant 2007 0.00 93,000 3308.19 Traffic Safety Trng Project 1,152.91 140,000 3308.65 Sexual Asslt Exam&DNA Analysis 8,100.00 0 3308.73 Distracted Driving Project 22,260.25 58,000 3308.88 BI Juv Intake&Assmt Ctr-BIJIAC 91,223.73 200,000 3308.93 Enf St Law Proh Alcohol Sales to Minors 0.00 12,000 3308.95 Improve Forensic Services 10,000.00 30,000 +++ Federal Grants 132,736.89 703,000 3309 Federal Grants 3309.20 COPS 2014 Grant 0.00 250,000 3309.22 Federal Grants-SAFE Program 40,900.00 52,000 3309.33 Hawaii Narcotics Task Force 0.00 62,500 3309.34 HI Fugitive Task Force-US Marsh 4,701.45 12,000 3309.35 Hawaii Airport Task Force-DEA 0.00 54,000 3309.36 HI Crim Jst Ctr-Case Mgt Sys 36,000.00 0 3309.37 Substance Abuse Prey Coord 32,613.55 110,000 3309.39 HI Crim Just Ctr-Overdue Disp 1,253.44 0 3309.40 US Secret Service 2,882.36 10,000 3309.46 State Homeland Sec Pgm FY 18 0.00 600,000 3309.47 Sec 5309 Capital Grt FY18-19 0.00 880,000 3309.48 Fed Transit Admin FY18-19 0.00 985,200 3309.49 USSS Electronic Crimes Tsk Fce 0.00 15,000 3309.55 HI DOH SNAP Food Systems 0.00 49,900 3309.57 Stwd Multi-Juris Drug Tsk Fce 6,500.00 0 +++ Federal Grants 124,850.80 3,080,600 **** Intergovernmental Revenue 24,616,079.20 52,330,755 3400 Charges for Services 3401 General Government 3401.01 Subdiv Fees 36,300.00 50,000 3401.03 Public Record Fees 39,412.03 80,000 3401.07 Rezng&Var Fees 15,975.00 30,000 3401.08 Planning Map Fees 236.00 600 3401.09 Nomination Fees 1,175.00 1,000 3401.12 Planning Fees 20,531.00 30,000 3401.21 Gas'&Oil Chgs 1,662,456.12 2,054,773 3401.23 Auto Repair Chgs 758,329.25 672,345 3401.31 Subdiv Insp Fees 15,585.78 20,000 3401.35 Bldg Project Inspect Fee 0.00 100 3401.46 Env Mgmt Dept Admin Chgs 1,115,148.00 1,212,065 3401.51 Eng Div Svc Chg To Proj 324,089.10 150,000 3401.52 Eng Div Svc Fees-Other 0.00 10,000 3401.61 Bldg Div Service Fees 172,070.59 260,000 3401.62 Bldg Special Inspect Fee 4,717.00 10,000 3401.81 Work Comp Admin Chgs 0.00 80,000 +++ General Government 4,166,024.87 4,660,883 3402 Public Safety 3402.03 Fire Inspection Fees 4,500.00 5,800 3402.24 Impoundmt/Boarding Fees 9,557.10 8,400 3402.25 Microwave Maintenance 115,202.31 95,068 3402.26 Ocean Safety Pgms/Activs 0.00 2,500 +++ Public Safety 129,259.41 111,768 3403 Highways&Streets 3403.02 Drivewy,Sidewk,Dig Fee 4,809.40 4,000 3403.03 Bus Fares 771,940.24 900,000 3403.07 Taxi Coupon Sales 370,531.00 300,000 3403.09 Paratransit Coupons&Fares 10,489.91 8,000 +++ Highways&Streets 1,157,770.55 1,212,000 3407 Parks&Recreation 3407.10 Swimming Pool Fees 28,273.75 30,000 3407.11 Swim Programs/Novice 76,495.00 105,000 3407.13 Panaewa Eqst Ctr Stlrent 17,005.00 22,000 3407.14 Afook-Chinen Auditorium 26,318.75 26,000 3407.16 Camping Fees 305,552.00 300,000 3407.17 Pavilion Reservation 51,381.00 76,000 3407.18 Panaewa Zoo 600.00 600 3407.19 Kanakaole M-P Stadium 63,326.50 50,000 3407.20 Facility Use Permits 230,654.72 205,000 3407.21 Wong&Victor Stadiums 19,411.29 20,000 3407.22 Aunty Sally's Luau Hale 31,640.00 34,000 3407.23 P&R Rent Incl Concession 42,775.66 100,000 3407.24 Veterans Cemetery Resery 341.00 300 3407.25 Recreation Classes/Activ 11,195.00 45,000 3407.26 Culture&Arts Cls/Activ 10,940.25 32,000 3407.27 Vets Cem Interment Fees 118,919.00 80,000 3407.28 ERS Section Activities 118,120.00 170,000 3407.29 Summer/Intersession Fees 24,880.00 45,000 3407.30 Officiating Fees 10,984.00 12,000 3407.33 P&R Forfeits Of Deposits 11,310.00 3,000 3407.36 Summ/Intrssn Class/Activ 128,645.00 175,000 3407.37 Coord Sery Health/Trans Sery 17,496.00 40,000 3407.38 Mauna Kea Lodging 4,400.00 260,000 +++ Parks&Recreation 1,350,663.92 1,830,900 *le ink Charges for Services 6,803,718.75 7,815,551 3500 Fines&Forfeitures 3501 Fines&Forfeitures 3501.01 Fines 0.00 500 3501.05 Forfeits-Deposits,Misc 0.00 4,000 3501.06 Forfeits-Deposits, RPT 0.00 200,000 3501.07 Police Asset Forfeits 0.00 500,000 3501.08 Police Forfeitures-State 33,814.10 200,000 3501.21 Pros Atty Forfeits-State 33,814.10 200,000 3501.23 Pros Arty Forfeits-Fed 0.00 50,000 3501.31 Liquor Fines 14,800.00 20,000 20,000 20,000 20,000 3501.33 Planning Dept Fines 12,900.00 40,000 3501.35 Flex Spending Forfeits 11,617.27 25,800 3501.37 Building Div Fines 7,000.00 0 3501.40 RPT Tax Sale Cost&Exp 688,692.76 1,070,000 +++ Fines&Forfeitures 802,638.23 2,310,300 **** Fines&Forfeitures 802,638.23 2,310,300 3600 Miscellaneous Revenue 3601 Interest&Dividends 3601.01 Interest Earned 1,556,446.07 1,000,000 +++ Interest&Dividends 1,556,446.07 1,000,000 3602 Rents 3602.01 Miscellaneous Rent 53,372.00 51,000 3602.02 Employees Parking Stalls 61,972.50 60,500 3602.07 Pu'u Alala Land Rent 31,562.18 28,000 3602.08 ADRC Rent 20,925.85 22,000 3602.09 Paauilo Land Rents 51,209.29 47,000 +++ Rents 219,041.82 208,500 3604 Disp Of Fixed Assets 3604.01 Sale Of Equipment 17,532.00 20,000 3604.02 Sale Of Real Property 0.00 10,000 3604.03 Rcvry Of Damaged Proprty 5,077.00 1,000 +++ Disp Of Fixed Assets 22,609.00 31,000 3607 Contrib From Priv Srcs 3607.00 Contrib From Priv Source 0.00 5,000 3607.01 Nutrition-Program Income 144,212.90 275,000 3607.02 Coord Svc-Program Income 28,944.26 40,000 3607.08 Block Grant Prop Inc 205,721.78 150,000 3607.09 Home Ppm-Program Income 46,146.21 50,000 3607.10 P&R Misc Contributions 2,727.58 100,000 3607.11 EAD Misc Contributions 0.00 5,000 3607.12 Aging Proi Income 500.00 7,500 3607.13 Fire Dept Private Contributions 0.00 50,000 3607.16 Zoo Misc Contributions 4,180.00 20,000 3607.17 Culture&Arts Misc Contr 0.00 10,000 3607.18 Police Dept Private Contributions 2,000.00 20,000 +++ Contrib From Priv Srcs 434,432.73 732,500 3609 Reimbursemts&Transfers 3609.00 Reimb Corp Couns S&W-Dws 112,233.74 139,000 3609.02 Reimb FICA/Hlth/Etc-Liqr 336,037.45 283,868 3609.09 Fund Bal Res For Liquor 0.00 30,000 0 0 0 3609.10 Fund Bal From Prey Year 0.00 15,300,000 3609.32 Reimb Debt Svc-Dws 3,680,301.32 3,679,096 3609.33 Reimb Debt Svc-KEHP 0.00 92,155 +++ Reimbursemts&Transfers 4,128,572.51 19,524,119 3611 Sundry&Misc 3611.02 Misc Sale Of Services 210.00 100 3611.04 Sundry Revenues-Curr Yr 151,429.47 100,000 3611.05 Sundry Revenues-Prior Yr 140,620.36 125,000 3611.06 Vacation Transfers-In 46,094.31 20,000 3611.12 ID Assmt Collection Chgs 0.00 3,500 3611.15 Other Liquor Revenues 3,148.20 4,000 4,000 4,000 4,000 3611.19 BID Admin Fees 2,164.50 2,000 3611.23 Feed-In Tariff 16,528.56 22,000 +++ Sundry&Misc 360,195.40 276,600 **** Miscellaneous Revenue 6,721,297.53 21,772,719 2,044,569 2,044,569 2,044,569 General Fund 357,450,734.11 419,431,046 i ,,�V OJT y9 `I Harry Him = ?•`` w Mayor , Darren J. Rosario Fire Chief; Lance S.Uchida +r•' p` Deputy Fire Chief 111 9•e of r Count of HAWAII FIRE DEPARTMENT HUMAN>asDt31tCES 25 Aupuni Street•Sidle 2501•Hilo,Ilaw•ai`i 96720 APR 0 3 2019 (808)932-2900•Fax(808)932-2928 RECEIVED April 3, 2019 TO : WILLIAM BRILHANTE, EX-OFFICIO MEMBER HAWAII COUNTY SALARY COMMISSION FROM DARKEN J. ROSARIO,FIRE CHIEF SUBJECT : REQUESTED INFORMATION FOR THE SALARY COMMISSION Thank you for the opportunity to provide answers to the questions sent to our department regarding requested information to determine future salary adjustments. I would like to provide the following information to your questions: 1. What are the primary duties and responsibilities of the Fire Chief? a. Please see attached County of Hawai`i Fire Chief Position Description updated by the Hawai`i County Fire Commission in 2018. 2. IIow many employees does the Fire Department employ? a. The HFD currently employees 532 paid career positions in the department covering positions in its Fire, Emergency Medical Services(EMS),Ocean Safety (OS),and Administrative areas. The department operates 20 career fire stations i€ and 15 Ocean Safety Towers at 12 beach parks. The I-TFD also manages an average of 130 volunteer firefighters across 18 volunteer fire stations. 3. What is the Fire Department's organizational structure? a. Please see attached Hawai`i Fire Department Organizational Chart. 4. What is the Fire Department's operating budget and funding encompass? a. The department's FY 19/20 budget is as follows: I. General County Fund $30,826,316 II. State Funded EMS Contract $16,830,274 III. State Funded Hapuna OS Contract $ 745,538 IV. Grant Revenues $ 185,000 V. Other(Misc Fee Collections, Permits) $ 139,000 VI. TOTAL $48,724,528 --1�P.Wq,,.t (10111 '>Rso Hnrvai'i County is an Equal Opportunity Provider and Ent plow. TAB 8 Salary Commission information Page 2 April 3, 2019 5. Are there any overtime requirements of the Fire Department? a. The department incurs overtime in two primary instances; emergency and non- emergency overtime. The department is required by contract to provide certain non-emergency overtime such as but not limited to the contractual Rank for Rank program (vacancies caused by ranked personnel on approved leave are covered by recalling peer ranks to fill the position rather than on-duty temporary assignment), contractual Holiday pay, Fair Labor Standards Act, and scheduled overtime due to the 24hr shift work. The department supervisors has the authority to restrict all other non-emergency overtime such as support staff overtime to complete non- emergency work. Complex or multi-day emergency incidents require overtime when additional personnel are needed to mitigate the incident. Assistant Fire Chiefs and Battalion Chiefs incur overtime when tasked with being on scene at these large emergency incidents or directed to staff the Emergency Operations Center(EOC) at Civil Defense. The Deputy Fire Chief and Fire Chief are required to be present when directed to the EOC at Civil Defense. It is not uncommon for F. any chief officer to work in excess of 60-80 hours during natural disaster events such as Hunicane,Earthquake, Tsunami, and the recent Eruption incidents covering the EOC. The Deputy and Fire Chief also attends community meetings/events as directed that usually occur after regular business hours. The Deputy Fire Chief and Fire Chiefs positions are not compensated with overtime as they are salaried positions. Critical non-ranked Operations positions that must be filled daily may be filled with overtime recall if they are not staffed with on- duty personnel such as OS Towers,Medic positions,etc. Thank you for the opportunity to provide input. Do not hesitate to contact me for any further input or questions. Best Regards, DARREN J. ROSARIO F Fire Chief I I 0, co N N = w o Et p = _ N U eNC > — Lco tN tic• �o en = W c a)L > a w •u.. L H _ — DZ k. to _ H o •� _ U N Ca N 4 — O bq — ca L •_ 2 iZ iZ Et, co g a) 03 a] tC c O _ _ O U -. O O .9 ao ccs.•O O co o O O O _ — O o = a) en Q) , y a) m N O cn a> •— ,CS O > ,., S > U o > = O > y O y � ��+ ice, O L L G�.i y0, _� (�.. a —on a rys awN a .7N a. ` M °o 2 ¢ N i:., H o y 0 w Za i :Z 1: :: p .. U r as u o U ami I: s LSC I: r .. 2 1.5 U ..; LZ v5 eye L. a - c i = i+' 6J = V] i; GL i C 7 +'a. 'a o tLE y Q O g as " A a a' ami ` CO a� Om " -0 w , 3 rn Z U = a o = .o = a) c/f _ = 'Ts a' O — ., 'c'a c) ca 'E." ms 0., c0 O O wM0nU UN U W L Io U o N _p L03 o O Cd — .� — E a0i — s4 a 'A — s� S • o E a °r a. o a) a a. a = OC U V] LL Q M LL. Q N =O — L E ....... •^ rn w y VI m s -o o aa 01• U •.. 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C. o z0 L PI2 '8 � r2:1 " rA ct 3 3 3 � X � w � Qo � — R h w ¢' � 3vi ° — et L) 03 w U U = 0 0 0 ©et cd O o wgli O tC W• G� ,r w'N LA s � v, a, CVVIa ►� as ) VD a a) �- Vo Chi a, N 0 3 3 = z 4. •C CC y 61 in X. =O W U G = 8 s .E = e o .. . — g = - O. 2 a) 4.v, i .) c QOCI CUCD x O 0 O = IO = 44 ,,.o 0. � td. a) a) 4+ U U U U a z 4':r ' U � t4_ .. .L � � O of Ln ,� C� O = .— n v� L vt gi• VI E 44 ,w C� O CQ O C : evi OO : et es cu 61s RI (4a 0 0 � a 0V) a 0cna x to et 3 3 3 3 3 3 1) a) ° •° r ' o U L.) vs .4.1 eC _ or ) .%3 i ait 1, o v Pg 4. 8 �..et cel cip ^- ❑ e ~ cn •N tw x CO PI) C is is County of Hawai'i Fire Chief 2018 Position Description Appointed Position by the Hawaii Fire Commission $151,200 Annually DUTIES SUMMARY: Manages the Hawaii Fire Department with strong vision,goal setting and strategic leadership in fire protection and suppression,pre-hospital emergency medical services,land and sea search and rescue, hazardous materials response,ocean safety,and fire prevention and public education for the County of Hawai'i;oversees the comprehensive firefighting,pre-hospital emergency medical services,search and rescue,aviation,ocean safety,volunteer fire,and hazardous materials programs;administers support services including auxiliary services,budget,fire prevention,and training for the department;responsible for all of the activities necessary to plan for,finance,direct,maintain,evaluate,and continuously optimize the organization for the efficient and effective delivery of all fire and pre-hospital emergency medical services under his/her authority;is the primary fire and emergency management advisor to the Mayor,Managing Director and County Council,and reports to the Hawaii Fire Commission;performs other related duties as required. ESSENTIAL DUTIES INCLUDING BUT NOT LIMITED TO THE FOLLOWING: • Oversees the planning,direction,coordination,and is responsible for county-wide firefighting,search and rescue,aviation management,ocean safety,volunteer fire,hazardous materials,and pre-hospital emergency medical services operations through subordinate supervisors. • Oversees the planning,direction,and coordination of activities for auxiliary services,fire prevention, training,and pre-hospital emergency medical services bureaus of the department through subordinate supervisors. • • Allocates resources for the most effective utilization of finite resources to meet strategic plan objectives while engaging cooperating agencies,volunteers,and the public. • Oversees all commands for extensive,complex,or catastrophic fire,search and rescue,hazardous materials or other emergency incidents as required. • Promotes and ensures implementation and adherence to a department-wide safety program in compliance with OSHA,HIOSH and NEPA standards. • Ensures effective management of all-risk incidents through department compliance with NIMS and ICS management principles common to all government agencies to ensure the immediate integration of resources in large and complex responses. • Prepares,updates and ensures compliance with the department's Continuity of Operations Plan (COOP)as a part of the overall county COOP program. • Reviews operational performance of the department to ensure appropriate tactics,optimum utilization of personnel,equipment,and facilities;Evaluates and approves recommendations for improvement. • Administers and manages the budget for the department including but not limited to grants, 1 • • contracts,and personnel requirements. Oversees the preparation and development of capital improvement budgets,prepares reports and documents as requested;represents the department and makes presentations at budget hearings before the administration and County Council. • Develops,implements and periodically reviews the department Strategic Plan and implements a yearly Program of Work to accomplish the strategic objectives. • Oversees and evaluates the performance of subordinates under his/her direct supervision;meets with senior staff and others as appropriate to evaluate activities,discuss problems,and collaborate on strategies for improvement. Encourages and provides pathways to develop the future leadership from within. • Issues,enforces and periodically reviews current rules and regulations manuals,and general procedural guides to all personnel to assure uniformity and effective emergency operations. Institutes corrective action when appropriate. • Oversees the department's training program from recruit classes through chief officers. Provides additional leadership,supervision and management training for company officers and above to provide"2 deep"trained leadership. Serves as a mentor to department employees. • Serves,or properly delegates,as a liaison with the Civil Defense emergency operations center(EOC) to ensure collaboration of inter-agency planning and logistics before and during all-risk events and community crisis. • Reviews department activity reports to determine compliance with department policies,procedures, and practices;prepares and submits periodic reports regarding battalion activities and needs. • Reviews recommendations made by promotion selection panels and selects most qualified candidates based on merit. • Oversees the department's record management system(RMS)program with senior department staff. • Oversees the department's public relations effort.Fosters open and effective internal and external is communication,and ensures cooperation and collaboration throughout the department. • Reviews department activities and reports to determine compliance with departmental policies and procedures,safety practices,and OSHA/NIOSH requirements.Makes changes and corrections as needed. • Prepares and presents formal presentations and testimony before the County Council;presents legislative,public hearing and inter-agency planning and review testimony as required. • Serves as a member of the Mayor's cabinet,State of Hawaii State Fire Council,Hawai'i Fire Chiefs Association's Board of Directors,and other state or federal-level special committees or task forces for I( special projects that require the Chief's direct involvement. • Serves as department liaison with other county,state,and federal agencies. MINIMUM QUALIFICATION REQUIREMENTS: • Must be a citizen of the United States and be a resident of the State of Hawai'i for one year prior to appointment,and five(5)years of training and experience in fire control including at least three(3) years of experience in a responsible administrative capacity,and • Possession of a valid State of Hawaii driver's license(Class 3)or any other valid comparable driver's license. Knowledge of: Fire management organization,all-risk response and administration including leadership, supervision,training,and budget preparation and control;personnel management;principles,methods and techniques of firefighting and pre-hospital emergency medical services including types and uses of pertinent equipment;federal,local and State rules,regulations,ordinances,and laws relating to fire department operations;department policies,rules,practices,and procedures;and the geography and physical characteristics of the County of Hawai'i and its adjacent waters. Ability to: Plan,organize,direct,and administer an extensive firefighting,search and rescue,aviation �! operation,ocean safety,volunteer fire,hazardous materials,and pre-hospital emergency medical services 2 operation;apply firefighting principles and knowledge in developing an effective firefighting,rescue, hazardous materials,and pre-hospital emergency medical services operation;conduct inspections and investigations of performance and conditions;apply good judgment in making management decisions; establish and maintain effective working relationships with subordinates and the public;and keep records and prepare reports. Special Working Conditions: Irregular hours,shift and weekend work,and exposure to hazardous and obnoxious conditions as required. Physical Requirements: Persons seeking appointment to positions in this class must meet the health and physical condition standards deemed necessary and proper to perform the essential functions of the position with or without reasonable accommodations. Physical Effort Grouping: Light is is it 3 Yamada, Glynis HUMAN RESOURCES From: Bautista, Amy APR 17 2019 Sent: Wednesday, April 17, 2019 11:31 AM To: Brilhante, William;Yamada, Glynis RECEIVED Cc: Gyotoku, Neil; Hosaka, Duane T Subject: FW: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Attachments: 2017-07-01 Housing.pdf Mr. Brilhante: Please see Mr. Gyotoku's below responses: 1. What are the primary duties and responsibilities of the department/agency head? Hawaii County Code-Section 2-70. Powers of housing administrator. (1) Develop and construct dwelling units, alone or in partnership with developers; (2) Provide assistance and aid to a public agency or person in developing and constructing new housing and rehabilitating old housing for the elderly of low income, other persons of low income, and persons displaced by any governmental action, by making long-term mortgage or interim construction loans available; (3) Contract with any eligible bidders to provide for construction of urgently needed housing for persons of low income; (4) Make a direct loan to any qualified buyer for the down payment required by a private lender to be made by the borrower as a condition of obtaining a loan from the private lender in the purchase of residential property; (5) Sell or lease completed dwelling units; (6) Assist in the leasing of private and public dwellings; (7) Acquire and utilize public and private lands for the purposes of this article; (8) Provide interim construction loans to partnerships of which it is a partner and to developers whose projects qualify for federally assisted project mortgage insurance, or other similar programs of Federal assistance for persons of low income; (9) Prepare documents for the housing agency to apply for and utilize private, Federal, and State rental payment assistance funds; (10) Provide County funds for rental payment assistance for private and public dwellings; and (11) Adopt such rules pursuant to chapter 91, Hawaii Revised Statutes, as are necessary to carry out the purposes of this article. (1983 CC, c2, art 13, sec 2-70; am 2014, ord 14-8, sec 1.) 2. How many employees does the department/agency employ? 51 3. What is the department/agency organizational structure? Organizational chart attached. 4. What is the department/agency operating budget and funding encompass? Budget and Revenue Funding: FY 2019-20: $26,821,825 I Af, 9 1 5. What major challenges does the department/agency heads face? • Retaining employees-all of the positions in OHCD are contract-exempt and do not have the security of civil service tenure; • Funds come from different Federal and State of Hawai'i sources so financial accounting requirements and auditing processes are different and complex. 6. Are there any overtime requirements of the department/agency? • Processing CDBG applications and revision of Consolidated Action Plan; • During Civil Defense emergencies, OHCD is responsible for damage assessments. _'4rn y Bautista Trivate Secretary to S. Gyotoku, 3-rousing .Administrator Office of 3-Lousing and-Community Development 1.990 :Kino`o(e Street, Suite 102 9li(o, 3-lawaii 96720 Phone: (8o8) 961-8379 /Fax: (8o8) 961-8685 e-mail:crny.baut sta@6a-waiicounty.gov This email and any attachments are confidential and may be privileged. This email and any attachments may be read,copied,and used only by the intended recipient. If you are not the intended recipient please do not read,save,forward,disclose,or copy the contents of this email or attachments. If this email has been sent to you in error,please notify the sender by return email and delete this email and ally copies or links to this email completely and immediately from your system. From:Yamada, Glynis Sent:Thursday, March 21, 2019 9:05 AM To: Subject: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Aloha, Everyone, On behalf of the Hawai'i County Salary Commission,we would like to kindly ask for your participation in answering a few questions concerning your respective departments/agencies. The objective of this exercise is to secure the best available information in determining whether future salary adjustments should be incorporated into the County of Hawai'i's Fiscal Year 2019-2020 budget. These adjustments may represent increases, decreases,or status quo (no adjustments). The questions are as follows: 1. What are the primary duties and responsibilities of the department/agency head? 2. How many employees does the department/agency employ? 3. What is the department/agency organizational structure? 4. What is the department/agency operating budget and funding encompass? 5. What major challenges does the department/agency heads face? 6. Are there any overtime requirements of the department/agency? 2 We would sincerely appreciate receiving your response by Thursday,April 18. If you have any questions, please contact Bill Brilhante at 961-8361 or by e-mail at William.Brilhante@hawaiicounty.Bov. Please submit your response via e-mail (or hard copy)to Glynis at Glvnis.Yamada@hawaiicounty.gov. Your responses will be complied by this office, and presented to the Salary Commission at their meeting scheduled on Thursday, May 16, 2019, at 10:00 a.m. at the Council Chambers(you are welcome to attend). We appreciate your time and effort,and are grateful for your participation. Mahalo ©! 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N rn c O o L a) w m n— a> i p rn O W ¢ a> a> c o a> ' Z CO c yr 0 c [0,.- E co c +.. m -a a E r co c a)c Q a aUi a> E x V FE. c E y > i 0 a o fl- . rn E w of V W C c a> f�6 a) ra cs 0 c N= L a> 2 U L., co > c c a v- '- = N m6 .( .O �' a U N a +' C _ - 0 > U > r ns O w o ;° - - a a) co 2 oY m q 'EdL Dad C5 Uc ofo d >,c a. m .. c a U) ® Ufgo Ec -c cc) a) > a> C L co rn 3 (a � � o CO c E o 4 ym - t N E `y=c) Zaa> o p <y a.� q N o o N rn C p>Cl) ''� U aS '-Y O.' .'".. = a3 c C C 'a Y o Y » E L = E 0 OE q o as O t6 m o v of 3 0 g a = c` ,- 3 O a 0 q o• ° c- tL co 0 S ti n. a co CX > f-.S E co co c.� a C9 C7 Ca co SOS' ISA c c c cco HUMAN P.E5OuikCES Yamada, Glynis OpR 18 2010 From: Ung, Jules RECEIVED Sent: Thursday, April 18, 2019 11:17 AM To: Yamada, Glynis Cc: Muramoto, Jean; Norris, Kevin; laukea, Matthew L; Leeloy, Betsy; Carvalho, Laurine Subject: RE: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Aloha Glynis, Responses to the Salary Commission's questions follow: 1. What are the primary duties and responsibilities of the department/agency head? a. Operate the network system, and coordinate and oversee the operations of departmental information technology, except for technology maintained by the department of water supply,office of the prosecuting attorney and hawai'i police department b. Provide technical expertise in information technology to applicable departments and agencies of the county c. Assist in the development of an information technology workforce and a services-oriented infrastructure d. Advise the mayor on matters relating to information technology 2. How many employees does the department/agency employ?20 staff+ 1 director 3. What is the department/agency organizational structure? (1) Director (1) Private Secretary (1) User Support Manager (4) Help Desk Staff (6)Applications staff (1)Systems Support Manager 46, 1-1 fa Network Staff 3 Shared Services Staff 4. What is the department/agency operating budget and funding encompass? For FY 18-19 Salaries&Wages: 1,417,644 Operations: 1,239,797 Equipment: 240,199 Total: 2,897,640 5. What major challenges does the department/agency heads face? • 22 mile gap in fiber network. We currently lack a complete fiber ring for network redundancy and high availability. Spectrum has indicated that the County fiber ring should be completed toward the end of 2019. This would be a 1 TAB 10 huge improvement in infrastructure and allow us to complete our network to support public safety communications and critical services for the County. • Limited Staff. One of the smallest departments in the County,we have(4)helpdesk staff to provide onsite support to approximately 1500 users spanning an area of 4,028 square miles. This equates to approximately 375 users to 1 helpdesk staff. On average,our support desk receives 30 tickets per day,and takes 7.5 to 8 days to resolve issues. 6. Are there any overtime requirements of the department/agency? Yes—network or critical application outages are given priority for public safety. The communications for Fire, Police,and Civil Defense need to be supported 24/7. Additionally, mitigating issues for public facing Divisions such as VRL, Driver's Licensing, and Real Property are given priority to service the public and will accrue overtime for IT staff working outside of normal business hours. mahalo, Jules From:Yamada, Glynis<Glynis.Yamada@hawaiicounty.gov> Sent:Thursday, March 21, 2019 9:05 AM To: Brilhante, William <William.Brilhante@hawaiicounty.gov>; Ferreira, Paul<Paul.Ferreira@hawaiicounty.gov>; Gyotoku, Neil<Neil.Gyotoku@hawaiicounty.gov>; Kamelamela,Joe<Joe.Kamelamela@hawaiicounty.gov>; Kim, Harry <Harry.Kim@hawaiicounty.gov>; Kucharski., William <William.Kucharski@hawaiicounty.gov>; Ley, Diane <Diane.Ley@hawaiicounty.gov>; Rosario, Darren<Darren.Rosario@hawaiicounty.gov>; Roth, Mitch <Mitch.Roth@hawaiicounty.gov>;Sako, Deanna <Deanna.Sako@hawaiicounty.gov>;Takase, Gerald <Gerald.Takase@hawaiicounty.gov>; Ung,Jules<Jules.Ung@hawaiicounty.gov>; Waltjen, Roxcie <Roxcie.Waltjen@hawaiicounty.gov>;Yamamoto, David <David.Yamamoto@hawaiicounty.gov>; Yee, Michael <Michael.Yee@hawaiicounty.gov>; Henricks,Jon<Jon.Henricks@hawaiicounty.gov>; Nims, Bonnie <Bonnie.Nims@hawaiicounty.gov>; Chung, Aaron<Aaron.Chung@hawaiicounty.gov> Cc:Ah Choy, Noel <Noel.AhChoy@hawaiicounty.gov>; Bautista,Amy<Amy.Bautista@hawaiicounty.gov>; Braman, Eva <Eva.Braman@hawaiicounty.gov>; Charon, Nicole <Nicole.Charon@hawaiicounty.gov>; Ferreira, Cathy <Cathy.Ferreira@hawaiicounty.gov>; Fujio, Mary<Mary.Fujio@hawaiicounty.gov>; Fukamizu, deEtte <deEtte.Fukamizu@hawaiicounty.gov>; Kaniho,Tammylyn K.<Tammylyn.Kaniho@hawaiicounty.gov>; Ley, Rachelle <Rachelle.Ley@hawaiicounty.gov>; Muramoto,Jean<Jean.Muramoto@hawaiicounty.gov>; Pacheco, Crystallene K. <Crystallene.Pacheco@hawaiicounty.gov>; Petersen, Lynn<Lynn.Petersen@hawaiicounty.gov>; Rodillas, Martha <Martha.Rodillas@hawaiicounty.gov>; Yamada, Glynis<Glynis.Yamada@hawaiicounty.gov>; Kelii, Haku <Haku.Kelii@hawaiicounty.gov>; lyo, Brittany<Brittany.lyo@hawaiicounty.gov>; Kakugawa, Chris HCA <ckakugawa@hawaiicountyauditor.us>; Espejo, Darlene<Darlene.Espejo@hawaiicounty.gov> Subject: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Aloha, Everyone, On behalf of the Hawaii County Salary Commission, we would like to kindly ask for your participation in answering a few questions concerning your respective departments/agencies. The objective of this exercise is to secure the best available information in determining whether future salary adjustments should be incorporated into the County of Hawai'i's Fiscal Year 2019-2020 budget. These adjustments may represent increases, decreases,or status quo (no adjustments). The questions are as follows: 2 1. What are the primary duties and responsibilities of the department/agency head? 2. How many employees does the department/agency employ? 3. What is the department/agency organizational structure? 4. What is the department/agency operating budget and funding encompass? 5. What major challenges does the department/agency heads face? 6. Are there any overtime requirements of the department/agency? We would sincerely appreciate receiving your response by Thursday, April 18. If you have any questions, please contact Bill Brilhante at 961-8361 or by e-mail at William.Brilhante@hawaiicounty.gov . Please submit your response via e-mail (or hard copy)to Glynis at Glynis.Yamada@hawaiicounty.gov. Your responses will be complied by this office, and presented to the Salary Commission at their meeting scheduled on Thursday, May 16, 2019, at 10:00 a.m. at the Council Chambers(you are welcome to attend). We appreciate your time and effort, and are grateful for your participation. Mahalo O! Glynis Yamada, Secretary Salary Commission Department of Human Resources County of Hawai'i Phone: 808.961.8361 Fax: 808.961.8617 Glynis.Yamada@hawaiicounty.gov 3 HUMAN RESOURCE Yamada, Glynis APR 16 2019 From: Bonnie S. Nims <bnims@hawaiicountyauditor.us> RECEIVED Sent: Tuesday, April 16, 2019 2:50 PM To: Yamada, Glynis Subject: RE: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Hi Glynis, Please see the following responses from the Office of the Legislative Auditor: 1. What are the primary duties and responsibilities of the department/agency head? As required by County Charter (Section 3-18(b)), the Legislative Auditor is required to have three years general auditing experience including one year of governmental auditing. Advanced certification (certified internal auditor, certified public accountant, or other professional certification or advanced degree) is preferred. The Legislative Auditor performs the following(County Charter Section 3-18(d &g)): (1) The annual financial audit of the county, as required in Article X, Financial Procedures, Section 10-13, Post-audit. (2) Performance and/or financial audits of the funds, programs, services, and operations of any county agency, executive agency, or program, as set forth by the legislative auditor in an annual audit plan that shall be transmitted to the county council and the mayor and filed with the county clerk as a public record. (3) Follow-up audits and monitoring of responses to audit recommendations by audited entities. In other words,the Auditor conducts or causes to be conducted, independent audits of the County in accordance with Generally Accepted Government Auditing Standards. This includes performance audits (an independent examination of a program,function, operation or the management systems and procedures to assess whether the entity is achieving economy, efficiency and effectiveness in the employment of available resources),the annual financial statement audit(this is currently contracted to a CPA firm and the contract is managed by the Auditor), and follow-up audits to determine the status of prior audit recommendations. These reports are transmitted to the Mayor's Office and the County Council and filed with the County Clerk as a public record. In addition to overseeing and conducting audits,the Auditor is required to: • submit an annual audit plan to the County Clerk (County Charter Section 3-18(d)(2)) • submit an annual budget to the County Council (County Charter Section 3-18(c)) • hire and manage necessary staff including contractors(County Charter Section 3-18(c)) • manage office operations and expenditures including payroll and accounts payable 2. How many employees does the department/agency employ? Five (5) 3. What is the department/agency organizational structure? The Office of the Legislative Auditor is an independent audit office headed by the legislative auditor who is appointed by the county council to a six year term (Hawaii County Charter 3-18(a)). 1 County Council Cosiaw11'Moir 1 County Mork omc* ___ �---''-��- Within the Office, our organization is as follow: I e4S go*An e+°wsr) Adoteriutonto ,uric w» suit«Aster,uu>7 AeiAhu(x>) Montan m covitmYe manor wo) icmxa cc-ooais eco LC-CCM 4. What is the department/agency operating budget and funding encompass? Operating budget for FY19$786,540. Budget requested for FY20 is$801,458 Expenditures are predominately salaries and wages, travel/training (required by Charter), contract payments for the financial statement audit with an outside CPA firm, and miscellaneous OCE. Revenue is general fund. 5. What major challenges does the department/agency heads face? • Independence—Our office is required by statute to remain independent in both fact and appearance. • Recruitment—It is extremely difficult to find qualified auditors for the salary that is available. Our recently filled position was open for over a year. This places more strain on the other members of the staff and the Legislative Auditor with increased training and job responsibilities. • Inconsistent IT and lack of available data—As auditor's we need accurate electronic data to perform data analytics. Without this data, we cannot adequately analyze trends and inconsistencies for a meaningful audit report. • Culture resistant to change. • Out of date processes—some procedures haven't been updated in 30 years (see bullet above). • Training—Training is required to meet government auditing standards set forth by the Government Accountability Office (GAO). To meet this training requirement, off-island travel is required. 6. Are there any overtime requirements of the department/agency? No requirements. Overtime is worked as needed based on deadlines. If you have any questions, or would like any clarification, please don't hesitate to contact me. Thank you, P,ovim,%e S. Nivus, Cc,Ap , Legislative Auditor Office of the Legislative Auditor County of Hawaii 2 120 Pauahi Street, Suite 309 Hilo, HI 96720 Phone:808-961-8490 Email: bnims@hawaiicountyauditor.us From: Yamada, Glynis [mailto:Glynis.Yamada@hawaiicounty.gov] Sent: Thursday, March 21, 2019 9:05 AM To: Brilhante, William; Ferreira, Paul; Gyotoku, Neil; Kamelamela, Joe; Kim, Harry; Kucharski, William; Ley, Diane; Rosario, Darren; Roth, Mitch; Sako, Deanna; Takase, Gerald; Ung, Jules; Waltjen, Roxcie; Yamamoto, David; Yee, Michael; Henricks, Jon; Nims, Bonnie; Chung, Aaron Cc: Ah Choy, Noel; Bautista, Amy; Braman, Eva; Charon, Nicole; Ferreira, Cathy; Fujio, Mary; Fukamizu, deEtte; Kaniho, Tammylyn K.; Ley, Rachelle; Muramoto, Jean; Pacheco, Crystallene K.; Petersen, Lynn; Rodillas, Martha; Yamada, Glynis; Kelii, Haku; Iyo, Brittany; Kakugawa, Chris HCA; Espejo, Darlene Subject: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Aloha, Everyone, On behalf of the Hawai'i County Salary Commission, we would like to kindly ask for your participation in answering a few questions concerning your respective departments/agencies. The objective of this exercise is to secure the best available information in determining whether future salary adjustments should be incorporated into the County of Hawai'i's Fiscal Year 2019-2020 budget. These adjustments may represent increases, decreases, or status quo (no adjustments). The questions are as follows: 1. What are the primary duties and responsibilities of the department/agency head? 2. How many employees does the department/agency employ? 3. What is the department/agency organizational structure? 4. What is the department/agency operating budget and funding encompass? 5. What major challenges does the department/agency heads face? 6. Are there any overtime requirements of the department/agency? We would sincerely appreciate receiving your response by Thursday, April 18. If you have any questions, please contact Bill Brilhante at 961-8361 or by e-mail at William.Brilhante@hawaiicounty.Rov . Please submit your response via e-mail (or hard copy) to Glynis at Glynis.Yamada@hawaiicounty.gov. Your responses will be complied by this office, and presented to the Salary Commission at their meeting scheduled on Thursday, May 16, 2019, at 10:00 a.m. at the Council Chambers (you are welcome to attend). We appreciate your time and effort, and are grateful for your participation. Mahalo ®l Glynis Yamada, Secretary Salary Commission Department of Human Resources County of Hawai'i Phone: 808.961.8361 Fax: 808.961.8617 Glynis.Yamada@hawaiicounty.gov 3 HUMAN RESOURCES MAR 292019 March 21, 2019 RECEIVED TO: Mr. William Brilhante, Director Department of Human Resources FR: Roxcie L. Waltjen, Director Department of Parks& Recreation RE: Hawaii County Salary Commission Questions Per your request of 03/21/19,the following responses are provided for your perusal: 1. Parks& Recreation Department: Mission Statement: The Department of Parks& Recreation strives to improve the quality of life of our island residents and visitors by providing a full range of recreation areas,facilities, programs and services throughout the Island. The Department provides a wide variety of recreational and cultural programs while operating and maintaining 321 sites throughout the Island.These sites include beach parks, neighborhood parks, senior centers, community centers and facilities for active recreation such as ball fields, soccer fields,gyms, swimming pools,tennis courts and rodeo arenas. In addition,the Parks& Recreation Department is responsible for the maintenance and operation of special purpose facilities such as the Hilo Drag Strip, Skeet Range, Equestrian Center,the Pana'ewa Rainforest Zoo, Ho'olulu Complex, the Hilo Municipal Golf Course, Alae Cemetery, (3)Veteran cemeteries and 13 community cemeteries. Parks& Recreation is the most diverse Department in the County and consists of Divisions such as Recreation, Aquatics, Culture & Education, Parks Maintenance, Pana'ewa Zoo,Golf Course, Ho'olulu Sports Complex and the Elderly Activities Division. These multi-faceted divisions and sections work together to achieve the mission stated above. The Director of the Parks& Recreation Department is responsible for overseeing the largest service and program oriented department in the County of Hawaii. Duties include carrying out the dictates of Chapter 15, Hawaii County Codes; formulating, evaluating and implementing the various department's programs; reviewing and approving all departmental correspondence with outside agencies, supervising various divisions/section heads and evaluating their performance and preparing and managing the departmental budget and personnel programs. The Deputy Director under the supervision of the Director of the Parks& Recreation Department will be responsible for the overall management and supervision of the Department in the absence of the Director. 2. The Department of Parks& Recreation currently has a total of 472 employees and during the summer increases to approximately 550 for the Summer Fun programs. Positions are full-time, IAB 1? part-time, Summer Temporary Hires, senior employees, hourly Instructors and contract workers. Employees are covered under the UPW, BU01, HGEA, BU 02,03, 04 and 13 (which includes 35) labor unions contracts. 3. Organizational structure is attached. (See 3.A) 4. The Department operates with a budget of$27,980,449 for the current fiscal year 2018-2019. A breakdown is provided in the attached sheet. (See 4.A) 5. The major challenges faced by this Department are: • Lack of funding to increase staff needed to maintain and operate all facilities. Whenever someone calls sick; we are short staff at pools,gyms and park maintenance. • Homeless problems/vandalism • Aging facilities that require more repairs which has been covered up by cosmetic short term fixes. Older vehicles with mileages greater than 150,000 and lack of proper equipment to get the jobs done in house(rather than by contract). • New facilities have been built with no budget for additional staffing. Chart below exemplifies how the Department has grown over the past 10 years: FY 2007 FY 2019 Number of Facilities 140 321 Number of Employees 600 472 Budget $ 22,308,183 $ 27,980,449 6. The Department of Parks& Recreation has overtime requirements for the following: • Whenever there are disasters, both man-made and natural which pose a threat to the safety of the public and/or property; which may cause injury or death;the Department of Parks& Recreation plays a major role at the Civil Defense Emergency Operations Center. • Parks&Recreation's Director and Deputy are required to make decisions and coordinate the operations with regard to facility closures, camping permits, events, scheduled activities and programs, evacuations, sheltering and clean up. In addition,once the EOC is activated Parks& Recreation is required to have someone there 24 hours/day. • Most recently we have worked overtime during the following events: - 2018 Kilauea Lava Event - Hurricane Lane - Power Outages - Tropical Cyclones - Flash Flood Warnings - High Surf Advisory Warnings - Kilauea Summit Collapse - Bridge Closure - Ash Explosion - Earthquake/tsunami threat - Extreme Tides - Special/Severe Weather Should you require additional information, please feel free to contact me. 3. A . BREAKDOWN 2018-19 BUDGET Acct# Division 2018-19 Budget 5501Band $291,629 5503,Administration $2,008,737 5505 Park Maintenance $10,386,359 5421'.Cemetery $422,542 II 5507 j Recreation i $3,217,707 55091Summer Fun $505,018 5511;Hoolulu $1,036,098 5513 j Aquatics $2,544,791 -- ---- _ 5517 -------- -- - ------ - ------- -------- -- ;Culture & Education $299,354 5519 TEAD $710,474 5481:CSE $1,552,8.63 5482',RSVP — $428,314 5483 N utrition I $1,897,837 5484 Sr Employ $427,176 5523 Panaewa $829,333 5561'Golf Course $1,422,217 'TOTAL $27,980,449 o'� — ti >, 0 c 5 Q' r 7. ° — cc UQ m — > Q o WQD U oc > 4. o rt & —> Q d D = cc U c O c O O � � � o � oa Q C c .5L. Q 0 2 o m 0 > �cnc6 - 0 cc 0Y — N = Y = — cc y.., , as N d = C 2 O 0 c co a aU i 2 O a) y $ -o c U - N m0 aso ala" N yo Q. CD a0 , D w v1\y 0 y _ Q .... 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O N rx Q; wco as 5 W � a) m U CO '- — Q. c5 g °) 0 N (5 LULULULU o < _. a3 Ct 0 'a C 'V ,— 0000 LL. W�/� N C o co •� >, 0 0 0 0 L co •� — L 3 L 0 - co 0000 � —� af°i w i m2m 0000 I-- Q 2 U .O -a. N Las) C W = 'Cr -oCa 9 = inOfltiwrn0l- U � o t0 � o m0 O0 co � � � vvvv -C N Y V � o .N �, _ 0000000 CES L 0- n. 00 >-. 2 =v) 0000000 0 = :r.n(1 O :It:, 2C' COOOI. wC0 — N0°) fCO(0 (0 (000N. ti titiN L � CO (c) OU LU LU 0O CO CO COQ Cn l -� Om LLD 0000000000 L � 0000000000 w al No m� cn 0000000000 cts c� a 0 D E Cl) C On c0 ino — _ = � � CO t. w00r- aCI) [Y tIIM y0 C LULU OCOCOCO0OCOOD N0 < 0 cc LU COOCn0 LUL LO LO C U V ti �Y �I � � � �f � �1 [t c'� O ' OO .y a� 000000000 T.3. Q' 0 L 000000000 ' = m cn 000000000 1 l Q) _ az y C ID• C!] L m i 3 y O W > c � � = MV Oa0 y0 ON p0 a0 - 1:1c; m rzL QIO15LU14 � LU as lo L L mcl d' 00 N0 C0 C0 20 N d T N ` O 00 000 I za , CO XO n. ca = (50 LO ,- 00 ,= 0 - 0 •,- 0° 00 09 5 Q M 2 a.-01:.--0b001'..Ov0LLOci3 e� .� .�, `' o — —,m N Y = y C. r — c. Lacy CD N ZE �� +t U •' - Z o V .- �� CCm Cl) c m m = 0 to 6. a: .E y p o! Y _ �3 m Q Y zR- 62VZ 0 co K = Q N C U 'C C ch _ ... TV- _ N _+_+ '� m Q O > �ca W v N Cn W R ° = H m � oU a) I.. ID = N • m V Q C W ciii ,c m O as (� U + CN _ N 'CC5 it CU CD u_ YQ N C0_ 0.1--O � Z m LI" ill � � � � cnm 0m Z 0 Z 0 as = E a m .0 m C Q 0 CO 0� 'Q �U � Mo 0 CD CD = 03 �E" N = — m cub V m..< m 2 .a m C 0 y Q d N V Q 0 C = E 7 -CO t i v C� aJ as C c. a 0 0 0 . N w 7 0 1, C. L. levo Vc7 G, ,,o Ii _am • 0 05 _ � m 0 _ = mea : \C s c e � T W� TD al y • .° Fit e Y ,= elf o 4138 wm To C > m cD y CO 0 a RS m oo I - a rn ii 0o I N o O M m I— a) 0 0a0i — 0 = c G ` U N ._la—, c �— 3 m 43 O Y c O. po �� NooO2:8 ' 8 '88 oo a) ,023 ` N RSC) NNOC) 0) 2 0 0 a) o 0 e- M M V V. ) — Y Q0 OO x000000 aco0 a0 ao000000 a, Yz_ O L -- 0 U 0Z a) L. = Z 0 a) w o Uo � � ca 20 a) o m E . o -o t a) c cm Qm Om �[ Ym $ Cp C a) — c 20 'c co . 01 pt- c) C) I- e- ea pN a) M cLco Q c W C co C y Co Eo `N0 W M tiy- w a0 C) = asZ CtS a) C C •o •a =p 0, •5 O, x0, 00000 m Y O -9 YQ ,N c o a) 3 a,-a 5O sQ as caOOOOO Ca- 0 a-O Z c as = c 2ea = N m0 w0 � O x00000 — � O w0 c — ea — — — Ln _ °' m —f— T 1 ---�--- Z oZ0 •a 12. • + M co 2 ea o22 0 4E' gr- Y — C. — > — U Eo a 4_ c 8 a I8Y N a — O to aco = 0 too aa) a<CI. a) � y N a ..4- o 0 c ) c-o co co Cl)o 0 O p _ LDo _ a`� m aim V,°� m V,°� m c , 6. .2 laN CMN pNtO � M COO �' Z "E e-- F- N � OOV CN � vOV '\ 20 200 000 —E 0 . 00 4.. w tm ? xQ I- 00 x00 m0 000 o So a0 TTT T a 'C3 o I o i _ 0 , N a) a) x Y w 'C • 2N pU7Cpr• It1� e•' C) - a) c CO e- � C) NNO � f� M � C) c) a7 0 M a7 ti N e- CO h N tc Cc o0 00 }, y O U � NMNM �f � CCCt m 0, x 'N'' 0 0 0 0 0 0 0 0 0 g\ %• p a0 a. 000000000 000000 IL wO N m o m 0 a ›, L-. ¢ CO 'a R N .� co O 9 ix ioY m Q as UO i- ccooto CCONLU 5.2.. c) MNC - o _ NO O e- M f M N' � 0 Y O O O O O CI3 LL X00000 m - x. 00000 to a) i _ C- C O - dc4 .EC co a) co LV — aa ) O om 'c M i N � Oco � 3000 ..* ,,-g o i , x° 000 N O Q$ 4-5 m 'i () o o as i a) , ° a) NOWt0N 0 LL. L d co d d cCMMMOomco 00 N (C6 Q O O O N N N oz L C - ,, 0 0 0 0 0 . i 0 °: LM ° 000000 CD —en r rn —re— C yM - x. 000000 O M — 0 — ,,,co ° o Q � � V R YQ-0 0 Q � W c a� c C Z CO C/D O �j _ o = Fa LI 0 0 °: � m `' V F- N Z ca as _=' C — 3 Y m N OYQ N C a e4 _ o Co co N- L d 2 L- co a) MM000rN � � W c3 O — ocaN `mrmio � amornrn F- y- � c0 U iO () OM01NrNr � Z o Z O f2 0 cp o..O ` 0 0 0 0 0 0 C Q ap - ,a a �I F- 00 0000000 co O ami a E C LI_ Cu x 000000 ` U ms 3 m U -CYc�y =- a? L t 3 M co rt its c o � 0 i ° Lm QQ is N N O a) N O M Z N co CO co o 2 o O 0 Y a9 cm ° U o Q.O CI) m c0 — 3m O. 00 acn0 oLa o v co — 0 0gti ; 0C')') as O as o 0.1 `mm oho 0 L. L-.. C = 0 - ° O rr N QJMI� N m � 0 F- 00 !� L- O O Lt7 0_ 0 �0 ca N NO 0 .- N (1,1 N N w _� O X000 = 0 - O c5 a) as000 L � ,_ 0 co cx. 000 � � Ym R co m m .0 c — .. c — 0_ a _ — C.) oamo - oamoCCo C O M co ca 0 ca N mZ Fs ..„..a) Vo 0 , o °' — o � oma' x00 x00 IX ca = ,-, fl -a4 x. cnO o _ua_C 0� (1, , Cu, co >- ° a0 = m co m 0. 00 °t0 0 04 t., D — 0 o j 2 o co 0 0 `m m o C= i Q , ) x 00 a o 0 — Q tp O ' = 'a' N 1'-- a' 3 O Q 0 a L a) a 0 L0 cc i[; E .0 mom E 00 � ani o m Ym Qom_ V >m a) a) a) cLo 0 w 0C) a� 1--- �cfl � ao tt-j 00 = oM � 0 Qm_aMo o SCD CD CD U I c000 UU .1' co N = ca LL � et' v. I.L. N 0 co Cu 0 - ' C� a) O O U T' "et. � > atS000 m 00 L �-.so C0 00 PC 0 L x000 i00 °w' - 0 a) as Q.0 ccoo00 c -- Zo m000 _ 0- 0- 00 .Z w ~O > 000 0- 0 0 0 _� m � 0 CL 1 0- c40 0 CO CO- co - o - 0 `-- �r Q m m �, � °�' LO Ym °' m d _ _ - , d a) C.) 0 0 �_ CO m co O a) LCr) O LN- I. C) o L0) a) IOM cots u oo o � oN o- oorn co 41. OC'4 L Q ,_ p .0- � p UN m 0�j L_ 00 Y00 „ 0 `! L �L t. 00_00 000 mo w00 w00 0- 0 83 Q 0- 000 0- 00 LO EC) Oea c a) N oz _ N a 9 coo = 0 - 0 0 N - '- Cl) N �j N Nm _ L L > c' O_ JO • U — fa O) :B ca = co co ` a) N Q. � ? 0 — a) M ' � 0N ..,Q.1.-. (1)- co yOtiO am' 0 C6 o _ — U N O NT Co MMCD0 CO -ate O 'a' . Q, � W c c - 3 C) � o Y0000000 CC 0000 I ...c ,,.. c, c �ta ea E co 60 co0000000 � = L000 u,- cn 2 c o w R c V � = 0- O 0- m000000 00000 0 -z -� L Cu _ _ __ -x x- c `oo _ �' >- p`�- w a c a. �' 'Es .,(0 a I— `�- ~ i .a o Y w 3 a0 2 * N 2: ozp 2 - - o YQ � o w co Lp o _' .�.. Y co ) 0 L 1- 45 - L 9 U O cut,-- Cu — — 0- cn0 3mm m a� c� a) U .t Y N — . LOcO�) N Om COCCON � Y � L OMM1� 2 OOMCO 15 -0 CU = 8 000 CV " 000 0 30 0 rl l N O O 3 O m O ' L X000 O X000 0 LO OU • F- 0000 0- 0000 000 � m _ O — chett0f) U L a) 4) o L O ,r,rv — O N N 015 ` 0 0 0 CD CD0 CD � U > 0O0 yaas m O 0m \ IR 0 cq _ isi O Cu y Cor CuC4 0 co0C� Cl)YN N � T' N 0 0 0 C) a) 0M UNNNT- v "a7D ; = 0 0 C' LU 0 L a O L o _ 0 0 0 0 0 2o L m m 0 0 0 C �� "- 0- 0 0- 00000 000 0� 3000 co S - __ C a) --r— 2 oo 0 fo E_ Cu - - p = o L � ,r ca e0 Up COMMCA U — `' SMO '- Uj OO > O O � o U 000 a) ~ o cc) rnu � � m , pm m 0- 0 Co 000 22Fri O Lai c H 1- 20 _ - 8:Tr NOm � o E . �- � OO as E O o C L . m .LC/) o E NN1 c. I— COr) C0 Y 1— N �. T' N M a 1� Co N �i0i ~' o_.0 >O O 0. 0 L L 0 - O N a) I- O >> F- UO i--wO 1= 20 1- 0 O C121111110 10 a '5^ CO 0 < > ¥ 00 co � \ \ 00 ec @ = g n ' 2Co a I co@ --I ( _ / @ 0 k » 9 L. / \ / 0a) 0 e x 0 00 a ) * R ± > _ 2 co - — S E8 so $ / k \ O a) � o0 0 k k Cl) 0 I ƒ ƒ f ■ © co co > _/ * n $ % . . k / � / / / ) / E - / / / / 7 •% 0 OO 2 g - « nO 10 > � k t � �� = 2 as • X32 00 0 mom § c =¢ o _ co / 2 � / / % RCU $ u 099 00 a -o - U . < 00 22 = Zi: 0E < � r- > � @p ep t 2 / Q § . 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CN i 0 w y Ln Ci) N IN _ 2 � _ Qty _ _ O _�' MOO am pp = N Ear •C= N C—rrN 0Ca � E coM7 � � 0 ref �tCD _ E �oEYo E °Y' 000m o E 0 0 0 0 0 0 0 0 0 c 3 Ua0 vo v0oo _ P3 cm fti 12. as U1cn O W m V coQ r >, ED_ in 0 r - d 0 Ecco = N E7 m — E t`M = ,_m 3G E �� EYo �� -1 o 0 o00 as 00 USO CL O - M N r j 8 m to U © �O00 a' 61vci CD y mI-- d QN N NN0 E EM c=N C—a�- cC CCI j, 0. C m4 E `yM = AMMcli = Ua0 09 EY 0 00 o 00 0 Responses to Salary Commission by Michael Yee, Planning Director, April 22, 2019 1. What are the primary duties and responsibilities of the department/agency head? The Planning Director is the chief planning officer for the county and the head of the Planning Department. The primary duties and responsibilities of the Planning Director, and generally as provided in the County Charter, are to: • Advise the Mayor, the Windward Planning Commission, the Leeward Planning Commission and the County Council on all planning and land use matters. • Prepare a general plan, community development plans, implementation plans and any amendments thereto. • Prepare proposed zoning and subdivision ordinances, zoning maps and regulations and any amendments thereto. • Review the lists of proposed capital improvements contemplated by agencies of the county and recommend the order of their priority. • Administer the subdivision and zoning ordinances and regulations adopted thereunder. • Render decisions on proposed subdivision plans pursuant to law. • Make recommendations on rezoning applications, special exceptions and other similar requests. • Render decisions on proposed variances pursuant to law, except that, if any written objections are made to the planning director's actions under this section, said actions shall be subject to review by the Board of Appeals, unless otherwise provided by law or the County Charter. • Perform such other related duties and functions as may be necessary or required pursuant to law and the County Charter. 2. How many employees does the department/agency employ? Planning has 60 full-time employees for FY 2018-2019. For FY 2019-2020 we have been approved for three new temporary positions in response to the 2018 Kilauea lava eruption to manage a housing assistance program, and we are seeking seven new positions for short-term vacation rental regulation. This would bring the total employees to 70 full-time employees in FY 2019-2020. 3. What is the department/agency organizational structure? The Planning Department is lead by a Director and Deputy Director, who are appointed, and supported by a Private Secretary. The Department has five divisions and each is lead by a manager: Administrative Permits, Administrative Services, Long Range, Planning Commissions, and West Hawaii. Each division has between 10 and 14 employees. The Administrative Permits and West Hawaii divisions oversee regulatory matters of the Department over which the Director has discretionary authority, such as zoning and subdivision, as well as code enforcement. These divisions provide comparable services to the public on both the East and West sides of the Hawaii Island. The Planning Commissions division support several the Windward and Leeward Planning Commissions, Cultural Resources Commission, and Banyan Drive Hawaii Redevelopment Agency. The Windward and Leeward Planning Commissions exercise regulatory authority as provided in the County Charter and Hawaii County Code under the advisement of the Planning Director. The Long Range division oversees the island- wide General Plan and Community Development Plans for each district, supports the Board of Appeals, and is responsible for policy development and coordination on A fi 1 3 Salary Commission, Michael Yee, April 22, 2019 environmental policy, such as climate change and coastal zone management, infrastructure planning, and the Capital Improvement Plan. The Administrative Services provides central eservices to the Department including financial management, human resources, the management of the County's tax maps and GIS data systems, and programs related to geothermal community benefits. 4. What is the department/agency operating budget and funding encompass? For FY 2019-2020 the Planning Department's operating budget is $4,255,000. Approximately $3,772,000 (88.6%) is from the General Fund and the remaining $483,000 (11.4%) is in grants. The most significant grant is from Hawaii Office of Planning and primarily supports coastal zone management activities. The Planning Department is also responsible for several special funds for the administration of programs: Geothermal Relocation and Community Benefits Funds ($1,000,000 annually), Geothermal Asset Fund ($50,000 annually), and Short Term Vacation Rental Enforcement Fund ($650,000 annually). 5. What major challenges does the department/agency heads face? A. In two years, the department has never been fully staffed. Don't see the employee pool changing and civil service system does not adapt. Not enough people to get the work done in a timely manner. a. Exceptionally high number of turnovers and employment. 10% in first two years of current administration. Estimate another 10% in the next 2 years. b. Civil service system that is inefficient and inflexible to meet the human resource demands of the department. We do hire some good people in spite of County policies. But we are losing opportunities because of the system. c. Lack of funding for supporting student stipends and internships that would help grow the planning profession on Hawai'i Island. B. Implementation of short term vacation rental ordinance. a. Special account will likely lead to 7 new staff. But system does not allow timely recruitment and hiring of staff. Major OT hours already being incurred by existing staff. b. Unknown needs. It is difficult to know where all the needs are for staff skill sets and resources to address implementing registration and enforcement. c. Bringing on 7 staff even create logistical obstacles. Where do the new staff sit? No enough work stations in existing office. C. County Zoning Code needs revision. Subdivision code about 35 years old. a. No resources allocated to perform update. b. Problems with old codes language bogs down permitting processes. Old code is part of the inefficiency of permitting process. D. State Legislative Activity— Planning Department plays a critical role during State legislative session. a. Planning Department is the "Coordinating Agency" for Hawai'i County— no other county department has this role. This does not just pertain to legislative session, but indicates how many issues intersect with land use and zoning. b. Monitoring and analyzing hundreds of bills being introduce for impacts on County. Especially need to look for unfunded mandates from State that affect land use and zoning. c. Provide testimony and advocacy as necessary for specific bills and issues 2 Salary Commission, Michael Yee,April 22, 2019 d. It is generally"high alert" throughout the legislative session because legislators can "gut and replace" or revise content of bills throughout the session. e. Appears other counties and their planning departments have more staff specifically assigned to legislative issues than Hawai'i County. f. Coordinating on issues is time consuming and hyper process. The legislative process seldom affords you much more than 48 hours to have to read legislative drafts, analyze, coordinate with Mayor/Departments/Council, draft testimony, distribute testimony for review, finalize and to submit testimony. Director and Deputy often have to put down everything to address a legislative issue. E. Lack of resources to adequately develop and adopt policy climate change and sea level rise policy. Intense community and political pressure on Planning Director to be on top of the issue. a. The island will face hundreds of millions of dollars to address impacts of climate change and sea level rise. Longer we wait to understand the problem, the more likely it will cost us more to address it. b. Lack of coordinated attention because there is no specific department or office specifically assigned to the issues. No entity has cross departmental influence or authority to have issue prioritized within other departments. F. EnerGov permit software — Go live date is late 2019. a. Implementation - Project did not provide any additional staffing resources to design and implement software. Hundreds of hours were placed on existing staff with existing workloads to assist with project implementation. No change to this approach is planned. b. Post-Implementation — no additional resources provided for staff to provide robust critical review (analysis and data) for continuous improvement of permit system. G. Lack of resources to adequately perform inclusive and equitable community engagement. Impossible to perform true community engagement with current resources. Constant struggle to do better but with no new resources to do so. H. Implementation of cross department and jurisdictional projects. For example, Vision Zero, Complete Streets, Multi-modal transportation system a. Time consuming to create and nurture the individual relationships to forward each project. b. Advocacy for funding I. Arborist Committee — re-established in 2018 and currently staff by Mayor's office. Mayor's office asked Planning Department to re-establish in 2017 but we did not have adequate resources to do so. Mayor's office looking at handing it back to us at some point. J. Appeals and contested cases. Planning Department faces many appeals and contested case each year. Somewhat unpredictable, but vacation rentals will likely bring many more. K. Addressing State Agricultural Land Issues 3 Salary Commission, Michael Yee,April 22, 2019 a. Important Agricultural Land — County has yet to identify Important Agricultural Land as directed by the State. This would entail significant resources which the department does not have to complete the project. b. Vacation Rentals — Overnight Accommodations — State law is not aligned with what the County needs. c. Agricultural Tourism — Refine codes and policies to promote more agricultural tourism. 6. Are there any overtime requirements of the department/agency? Overall for department staff Overtime occurs during periods when we are under staffed (leave of absences, family leave, retirements, and employee separation) and when work with the public occurs outside of normal office hours. Community meetings that occur in the evening or weekend create a significant amount of overtime hours. During periods of disasters and emergencies, overtime occurs for the staff will perform shifts at the Emergency Operations Center. Director and Deputy The Director and Deputy receive no compensation for overtime as exempt positions, but both the Director regularly works 6 days/week, 50-60 hours/week and the Deputy regularly works 50 hours per week. To stay on top of the numerous emails, it is necessary to stay connected at all hours. Unless we are on leave, it is seldom that we are "unplugged" for any length of time. There is an expectation that during County emergencies that the Cabinet report to EOC, so unless on we are on leave, we are not able to really "disconnect." The Planning Department supports several evening community meetings each month. The Director averages attending about 1-2 evening meetings per month. Public hearings and County Council meetings can also go beyond normal business hours. The Director travels to the Kona office/civic center 2-3 times per month. The travel time is usually in addition to a normal 8 hour work day. Although work related travel to Honolulu is occasional, travel usually occurs early in the morning and you return in the evening. The Director and Deputy speak regularly to community groups early in the morning or in the evening. They also attend community events in the evening and weekends. Given the nature of community planning it is necessary that we are visible and accessible to a variety of communities. 4 11tv OF M,' Harry Kim ?*,: r"7 Paul K. Ferreira Mayor Police Chief HUMAN RF+~A - '�'�• _ APR 17 2019 . E,os • '`` Kenneth Bugado Jr. Deputy Police Chief RECEIVED County of Hawai i POLICE DEPARTMENT April 17, 2019 349 Kapi`olani Street • Hilo,Hawaii 96720-3998 (808)935-3311 • Fax(808)961-2389 TO : WILLIAM V. BRILHANTE, JR., DIRECTOR OF HUMAN RESOURCES ATTN :CL� A, SECRETARY, SALARY COMMISSION FROM : PAUL K. FERR RA, POLICE CHIEF SUBJECT : SALARY COMMISSION'S INQUIRY TO DEPARTMENTS AND AGENCIES CONCERNING PROPOSED SALARY ADJUSTMENTS FOR FISCAL YEAR 2019-2020 This is in response to your March 21, 2019, email request for information about our agency for the Hawai'i County Salary Commission. The following are my responses to the questions posed: 1. What are the primary duties and responsibilities of the department/agency head? • The preservation of the public peace, prevention of crime, detection and arrest of offenders against the law, protection of the rights of persons and property, and enforcement and prevention of violations of all laws of the state and ordinances of the county and all regulations made in accordance therewith. • Train, equip, maintain, and supervise the force of police officers and employees. • Promulgate rules and regulations for the organization and administration of the police force. • Make periodic reports to the police commission about the activities of the police department and about actions taken on cases investigated by the police commission. • Have such other powers, duties, and functions as may be required by the police commission or provided by law. 2. How many employees does the department/agency employ? • 450 Authorized Sworn (Police) positions • 184 Authorized Non-Sworn(Civilian) positions TAB 14 "Hawai'i County is an Equal Opportunity Provider and Employer" April 17, 2019 SUBJECT : SALARY COMMISSION'S INQUIRY TO DEPARTMENTS AND AGENCIES CONCERNING PROPOSED SALARY ADJUSTMENTS FOR FISCAL YEAR 2019-2020 PAGE 2 3. What is the department/agency organizational structure? • Refer to attached organizational chart. 4. What is the department/agency operating budget and funding encompass? • For FY 2018-2019, the department's operating budget is $67,294,563, which includes Federal and State Grants. Approximately 75% of the operating budget is dedicated to salaries and wages, with the remaining 25% for operations. • For FY 2019-2020, the department's operating budget is estimated at $73,143,395, as a result of proposed increases in sworn and non-sworn positions, funding for technological improvements, etc. S. What major challenges does the department/agency heads face? • One of the major challenges facing the police department is the recruitment and retention of sworn police officers. In recent years with the economy improving, interest in applying for positions in the Public Sector, primarily Police, has diminished greatly, creating staffing shortages that result in additional costs (i.e., overtime, etc.). • Another major challenge impacting the police department is the lack of facility maintenance over the course of more than 10 years, due to budgetary constraints, which has resulted in the deterioration of facilities. 6. Are there any overtime requirements of the department/agency? • As appointed positions, the Police Chief and Deputy Police Chief do not qualify for overtime. All hours outside of the normal 7:45 a.m. to 4:30 p.m. workday are not compensated. Activities outside of the normal workday include natural disaster response, special events, community meetings, other government agency meetings, etc. U __ J z- a tddr w.- a 0 Da 0th 0 U�ur 8m y zc6 < ' U LL U¢ m> M os 12 0a a< z z 0 0 Z x o T__._ '-1-' m 1 'i- I _T m < 1 m.b Via, a. 0d Q7j p 4a¢ OF a um7> u�i¢ 0 pr. o t6 W o zU iv in wU J N 3 w m zod EC1" 0 620 Fu: tu ct 2 o HI Z 005 _X a w U V I- < U U i w„_ a. � ; r N (7 U U m ” 0 JI m th ti m 1 i- C7 m OW !]= 0= O- 1 U a O x Z > o- 01.. Q�-. ' Em u.< UF- ' w 2 T Y O U H a.2 w Z t....0 1.- <U Q W 2 �U W F- 0 0 0 � o 2 a ' Z a. F. U a v T— `_t— I -1- --V- T a_ J _! t- o U u1 N u_ U O< 0 H m 4 tr. S Q 0 N 4! F- in4 0w ao N 2 ' I V La z a =- o 0 aQ O - - a a 1z' m Uoo ' grw 4 re w p 10 o Z 0 -71 ° D ' w Z x 2 w 2 a o am ¢p4 y L0 U C ZE 02 ra T' } 6(90 • dLc?, 1 iiI 1� Z oG vt en N w u �R �' OZ 0P.- 6N U- F^f!1 m W m Pwwa C61 14'n to >CC ' UWFU~ POZ Wq UN- . ZZ 1111 21 4411P 0 a. U r 86' 6 . 0 zwmdU 0iQW.H Td ` R UO 4r» F U o O m U5 17 Up 41 1-.la CO a CC a W0 T T cc o H Cco w= � - ---1 QUQ Z t - , ---—. - F. 2 79 2 O0 110 ' O� v � m.- ''r2 c1,1 ti. � M Fa F..t -< cc‹'k W< �d Z< U1' asa� �aWcc a I U1tc UqEU in R UU z �QU a o0 aG lb i 11'14 Eif F ¢ i m m fi . 0, ¢CC i Q • o to 1 ' 655 KILAUEAAVENUE MITCHELL D.ROTH J�<V +x N •, HILO,HAWAII 96720 : PROSECUTING ATTORNEY /4° PH (808)961-0466 'l a11• FAX:(808)961-8908 • i , (808)934-3403 DALE A. ROSS * c�,,r�„I ♦ :* ' (808)934-3503 FIRST DEPUTY • PROSECUTING ATTORNEYWEST HAWAII UNIT ••'• + `' ". roPe./to., ' 81-980 HALEKI'I ST,SUITE 150 KEALAKEKUA,HAWAII 96750 PH:(808)322-2552 OFFICE OF THE PROSECUTING ATTORNEY FAX (808)322-6584 April 22, 2019 HUMAN RESOURCES Salary Commission Members Hawai'i County APR 2 2 2019 Department of Human Resources Hilo, HI 96720 RECEIVED RE: Proposed Salary Adjustments for Fiscal Year 2019 - 2020 Dear Members of the Salary Commission, In response to the Salary Commission's 03/21/19 inquiry regarding proposed Salary Adjustments for Fiscal Year 2019 - 2020, the Office of the Prosecuting Attorney provides the following: 1) What are the primary duties and responsibilities of the department/agency head? Refer to Attachment A 2) How many employees does the department/agency employ? 120 Employees 3) What is the department/agency organizational structure? Refer to Attachment B 4) What is the department/agency operating budget and funding encompass? Refer to Attachment C 5) What major challenges does the department/agency heads face? Refer to Attachment A 6) Are there any overtime requirements of the department/agency? Refer to Attachment A Hawaii County is an Equal Opportunity Provider and Employer TAB 15 Salary Commission Members April 22, 2019 Page 2 of 2 We appreciate the opportunity to provide input. Should you have any questions or require additional information, please feel free to contact me at (808) 934-3303. Sincerely, MITCHELL D. ROTH Prosecuting Attorney ATTACHMENT A The Office of the Prosecuting Attorney is the legal agency responsible for prosecuting all violations of State and County laws, ordinances, rules, and/or regulations on behalf of the Big Island community as provided by Hawaii County Charter Article IX: Chapter 28; H.R.S. 28-1 . The Mission at the Office of the Prosecuting Attorney for Hawai`i County is to pursue Justice with Integrity and Commitment. The Office of the Prosecuting Attorney is like a ship, with everyone working together to accomplish our Mission and towards the further goal of making our Big Island community a safer and healthier community. The Prosecuting Attorney, as the Department Head is like the Captain of the ship. In this role the Prosecutor sets the direction, and lays out the course to be traveled, and deals with issues that arise. Also like the captain of a ship, the Prosecutor and the First Deputy Prosecutor are responsible to make sure that everyone is working together and is doing what needs to be done to accomplish our goals. Each unit of the office has people who are supervising others. The Prosecutor and the regularly meets with the division heads determines what's working, what needs to be changed, what their needs are and then gives the support needed to keep the ship on course. The Prosecutor has taken an active role in working with the staff to establish policies and procedures. In the last several years, we have embarked on a journey of becoming an agency that fights through adversity to find ways of accomplishing our goals. The Prosecutor has been active in creating, supporting, or instituting successful strategies. Examples of this can be seen in the numerous cold cases that we have successfully worked on, in starting a restorative justice program, on improving the criminal justice systems response to strangulation cases, and supporting proactive programs that reduce recidivism and crime. While a ship's captain must have knowledge in the currents, weather, stars and other navigation techniques, the Prosecutor and First Deputy must keep vigilant on the ever changing laws and issues occurring in the community. This includes keeping a current temperature on how judges are ruling and deputies are handling their cases, and what is happening with witnesses as the Prosecutor is ultimately responsible for approving plea agreements. The Prosecutor also tends to other tasks as they come up. These tasks include but are not limited to: attending policy and other meetings on State, County and other community issues, testifying at State and County hearings, giving speeches, problem solving issues with various legal and other issues. At times the Prosecutor and First Deputy may also do other legal work. In the last couple of years, budget and personnel and changing laws, rules and policies in the Judiciary have been a major challenge for the Office of the Prosecuting Attorney. 1 ATTACHMENT A Over the past several years we have been working on a status quo county budget for operations (Supplies, Travel, Services, etc.), during the same time the cost for operations have gone up. Many of the positions in the Office of the Prosecuting Attorney are funded by funds outside of the County budget. Approximately a quarter of the office budget comes from grants, forfeiture, and other funds outside of the County budget. Acquiring and managing these funds demands constant determination and vigilance. Over the last couple of years, the legislature and Appellate courts have made changes in the laws that have negatively impacted and made the work of the Office of the Prosecuting Attorney more difficult. Some of these changes deal with legal procedures (increasing the minimum value for a felony theft offense (from $300 to $750), procedures for proving cases and insuring that the police get warrants [which needs to be reviewed by prosecutors] for all points bulletins [APB], bail reform, etc.), some of the changes do with funding (funding for Career Criminal Prosecution, forfeitures being distributed from the county police and prosecutors to the State general fund, etc.), and other changes dealing with procedures (electronic filing which takes work away from the courts and puts it on the Prosecutors Office). Many of these changes as well as changes at the police dept. have increased the workload on the staff at the Office of the Prosecuting Attorney. Because of these outside influences and the lack of staff to adequately respond the amount of work, overtime being put in by employees has skyrocketed over the last year. Almost every night and every weekend employees are working overtime to stay current with the work load. While civil servants receive overtime and comp. time as compensation, the Prosecutor and many of the Deputy Prosecutors work hundreds of unpaid hours of overtime every year. Burn out is a reality and has made staff retention a major challenge. 2 t CZ c U sJ 0 m Q Cl) z Cs- UC) 2f) u N a)0) ' N O O co'V < �Qa d Q Q. 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O M MMM z O 9999 a 00000 v co 0 0 0 0 0 x N W > C ATTACHMENT C The Current Budget FY 18-19 is $10,453,414* and is made up of $7,414.520 of County General Funds, Grant Revenues of $2,788,896 and "other" funds of 250,000. Those funds pay for 93 County Funded positions and 27 Grant Funded positons, for a total of 120 funded positons. Of the County Funds spent approximately $6,885,392 is spent on Salaries and Wages, $521,386 on Operations (Supplies, travel, services, etc.) and 1,500 on Equipment. Of the Grant Funds $1,620,701 is spent on Salaries and Wages, $1,299,358 on Operations (Supplies, Travel, Services, etc.) and $150,000 on Equipment. Grant funds include Federal and State Forfeiture funds. *All of these numbers are very close approximations, but not the exact numbers as they are based on predictions of the current year (which is in progress and adjusted from the previous year. The Office is made up of approx. 36 Deputy Prosecuting Attorneys, 11 Investigators, 6 Clerks, 33 Legal Clerks, 14 Victim Witness Staff, 2 Information Technology Staff, 1 Accountant and 1 Account Clerk, 1 Senior Account Clerk, 1 Business Manager, The Prosecutor and 1 First Deputy Prosecutor, 2 Legal Assistants, 1 Student Helper, 1 Hunan Resources Assistant, 1 Private Secretary, 2 Special Projects Coordinators, 1 Program Manager, 1 Senior Clerk Stenographer, and 2 Supervising Legal Clerks. The divisions in the office are as follows: District Court and Circuit Deputy Prosecuting Attorneys (Hilo/Kona/Waimea) , Circuit Court Deputy Prosecuting Attorneys (Hilo/Kona/Waimea), Assigned Deputies for Sex Assault, Domestic Violence, Traffic, Community Oriented, and Intake/Screening. Clerical Staff for District Court and Circuit Court and Intake in Hilo/Kona and Waimea. Victim Assistance Unit (Hilo and Kona) , Restorative Justice Section (Hilo) , Special Projects Section (Hilo), Management Information Systems (Hilo), Fiscal (Hilo), Human Resources (Hilo), and programs in those units also include Forfeitures, Court House Dog, Overseeing the Hawai'i County Committee on the Status of Women, Statewide Traffic Safety Training Coordination, and Grant funded programs. Offices are in Hilo, Kona and Waimea. HUMAN RESOURCESo�+�Yfq�;,' APR 0 2 2019 ��'' Harry Kim % e:��•„�*f:.% David Yamamoto,P.E. Mayor Director RECEIVED '1T•OF•M Wil Okabe f., .. Allan G.Simeon,P.E. Managing Director Deputy Director lL nu±g of 714a ti`t DEPARTMENT OF PUBLIC WORKS Aupuni Center 101 Pauahi Street,Suite 7•Hilo,Hawai`i 96720-4224 (808)961-8321 •Fax(808)961-8630 publie_works@hawaiicounty.gov April 2, 2019 TO: William V. Brilhante, Jr., Director Department of Human Resources FROM: David Yamamoto, P.E., Director Department of Public Works SUBJECT: Salary Commission's Inquiry to Departments and Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 1. What are the primary duties and responsibilities of the department/agency head? The Director of Public Works is charged with the supervision, direction and control of: (1) The construction, repair, maintenance and operation of all County buildings, structures, and grounds, not otherwise delegated to any other department of the County; (2) The administration and enforcement of the building code, county streets code, electrical code, energy efficiency code, erosion and sediment control code, flood control code, housing code, plumbing code, sign code, vehicles and traffic code, and all ordinances and statutes related to the responsibilities assigned to the department of public works; and (3) The administration, control, and operation of all divisions and bureaus of the department of public works and the appointment, transfer, promotion, demotion, or dismissal of all necessary personnel. The Department of Public Works is responsible for: (1) The performance of all matters relating to engineering; (2) Public and private building construction and inspection; (3) Public improvements (4) Construction, inspection, and maintenance of public highways, bridges, streets, and sidewalks; (5) Acquisition of public and private property for public purposes; (6) Design and maintenance of a system of traffic control and devices; (7) Floodplain management; and (8) Construction and inspection of all County projects, except for matters relating to the department of water supply. TAB 16 11111 County of Hawai`i is an Equal Opportunity Provider and Employer. 2. How many employees does the department/agency employ? Public Works has a total of 413 positions. Currently we have 352 filled positions and 61 vacant positions; 33 of the vacant positions are funded and 28 of the vacant positions are unfunded. 3. What is the department/agency organizational structure? Public Works consists of six divisions including Administration, Automotive, Building, Engineering, Highway Maintenance, and Traffic. Please refer to the attached organizational charts. 4. What is the department/agency operating budget and funding encompass? General Fund: $18,542,776 Administration: $2,090,308 Automotive: $4,851.000 Building: $5,743,626 Building Inspection: $3,169,495 Construction Inspection: $525,901 Engineering: $1,832,446 Flood Control: $330,000 Highway Fund - DPW: $38,627,998 5. What major challenges does the department/agency heads face? Large additional unplanned and long duration work tasks addressing infrastructure damage repair/replacement and federal disaster relief coordination generated by the 2018 Lower East Rift Eruption and Hurricane Lane disaster events. Addressing public outcry for improving the permitting process has been a long ongoing challenge that has had to current incremental successes short of expectations. Addressing building and roadway construction, maintenance and repair with limited resources. 6. Are there any overtime requirements of the department/agency? Both Highways and Traffic have overtime requirements. Highways overtime is due to personnel responses to disasters, heavy rains, high surf, fallen trees, brush fires, and other roadway hazards. Traffic's overtime is due to personnel stand-by services to address damaged/malfunctions traffic signals, street lights, and signage as well as periodic night work that needs to occur after sunset. Attachments County of Hawaii is an Equal Opportunity Provider and Employer. COUNTY OF HAWAII DEPARTMENT OF PUBLIC WORKS FUNCTIONAL STATEMENTS 2017 — 2018 DEPARTMENT OF PUBLIC WORKS Directs and administers departmental functions, programs, and activities for the public's health, safety and environment through planning, design, construction, operation and maintenance of the County's infrastructure. Administers applicable Federal, State, and local laws and rules governing public works programs. ADMINISTRATION Is responsible for the administration of all departmental functions. Provides clerical, technical, personnel, fiscal, community outreach, and public information support services to the divisions within the department. Clerical Provides clerical support for the Department. Contracts Prepares and processes construction and consultant contracts for the County. Personnel Oversees all personnel functions for the Department. Reviews and processes all personnel related documents. Fiscal Oversees and coordinates all fiscal functions for the Department. Public Information and Education Oversees and coordinates all public meetings and media campaigns for the Department, including reaching out to the community and informing the public on projects and programs. Special Projects Oversees the Bridge Program (inspection and repair), as well as other special projects assigned by the Director (including disaster recovery). Page 1 of 7 AUTOMOTIVE DIVISION Responsible for the repair and maintenance of all automotive and construction equipment of the County on an island-wide basis, except such equipment as may be more practically maintained by the department having control thereof as determined by the Chief Engineer. Authorized to bill any department, agency or special fund for supplies and services. Responsible for the department's island- wide fuel storage tanks and facilities. Construction Equipment Repairs and maintains medium and heavy construction equipment in the Hilo district. Repairs and maintains automotive vehicles and equipment, medium and heavy construction equipment in the rural districts (Puna, Kohala, and Kona). Maintains a majority of Solid Waste's vehicles and equipment. Operates a welding shop in Hilo. Automotive Repairs and maintains a variety of automotive vehicles, trucks, lawn tractors and other equipment in the Hilo district. Support Staff Plans, directs, controls and coordinates the overall operations of the division. Oversees general administrative, accounting, payroll, personnel and computer matters. Page 2 of 7 BUILDING DIVISION Oversees the administration, review, coordination and enforcement of building codes within the County of Hawaii. Responsible for the repair and maintenance of County-owned buildings. Responsible for contracting building repair, renovation, and new facilities construction. Support Staff Provides overall administration of the division; reviews the adoption of new codes and policies; renders decisions on code issues; monitors finances and manpower needs of the division. Inspection Receives, reviews, issues and provides inspections for building, plumbing and electrical permits to assure compliance with code requirements. Collects fees for permits issued. Issues notices for and pursues building code violations. Design/Maintenance Design & Engineering - Plans, designs, prepares contract documents, and bids for construction County-owned facilities that are under the Department of Public Works responsibility. Assists County agencies with CIP and maintenance programming. Repair and Maintenance - Provides for the maintenance and repairs of County-owned facilities that are under the Department of Public Works responsibility. Custodial and Grounds Maintenance — Provides custodial, grounds, and minor building maintenance at assigned County offices and baseyards island-wide. Page 3 of 7 ENGINEERING DIVISION Responsible for the planning, engineering, and implementation of highways, bridges drainage, and similar types of civil engineering capital improvement projects. Administers County Ordinances under the division's purview such as grading, driveway, sidewalk, encroachment, flood hazard control and street digging. Programs division's capital improvement and fuel tax projects including Federal Aid projects funded by the FHWA, NRCS or the Army Corps of Engineers. Survey Provides general surveying services for all County agencies except Department of Water Supply. Maintains a filing system for County survey data, maps and other related information. Reviews dedication deed maps and descriptions. Addresses surveying related complaints and assists in land acquisition. Regulatory Review & Construction Inspection Reviews all permits issued by the division. Provides review of land use permits and other related matters that potentially impact departmental activities. Represents the Department of Public Works at Planning Commission meetings. Investigates and resolves regulatory complaints. Provides inspectional services for all permits issued by the division, constructing within existing county right-of-way, subdivision construction and capital improvement projects managed by the division. Support Staff Processes and files: permits issued by the division, divisional correspondences, expenditures, income and employee-related material. Design Plans, designs and constructs non-building County projects. Investigates and resolves design-related complaints. Provides drafting and land acquisition and construction management services. Coordinates CIP construction with applicable State and Federal agencies. Page 4 of 7 HIGHWAY MAINTENANCE DIVISION Responsible for the repair, construction, maintenance, improvements, and safety of all roads, bridges, flood control structures, and channels within the County right-of-way. Responds to all emergencies as declared by the Civil Defense Agency and callouts by the Fire and Police Department. Administration Develops plans and programs, administers, and directs the implementation and execution of the division's operations and responsibilities. Provides special and technical assistance to operations. Oversees accounts payable and payroll submitted by various road districts. Operations Provides roadway maintenance and improvements which includes weed control, tree trimming, paving, drainage, and emergency response/assistance. Page 5 of 7 TRAFFIC DIVISION The Traffic Division was established under the Department of Public Works under Chapter 2, Article 9, Section 2-41 of the Hawai'i County Code. The Division installs, maintains and repairs traffic control facilities and devices and street lighting systems in compliance with Chapter 24 of the Hawai'i County Code. The Division is responsible for traffic engineering projects for the County and also educating the public on safety. Administration Section Plans, designs, and implements traffic control facilities in accordance with national standards. 1. Provides supervision and administrative support for the Division. 2. Mitigates traffic problems and improves overall roadway efficiency and safety. 3. Seeks to resolve complaints and answers inquiries using various means including website, call backs on completed work reported by the public and use of Laserfiche. 4. Develops a proactive role in the safe and efficient movement of traffic. 5. Provides information, technical support and direction to the highway safety council and the four traffic safety committees. 6. Develops Traffic Education programs associated with public, private, charter schools, police and general public. 7. Pursue developing the Signals Intelligent Transportation System. Traffic Safety Section (Planning/Investigations, and Engineering) Responsible for the overall planning and design of Traffic Engineering related projects. 1. Conducts studies, investigations, inspections, traffic surveys, and other related activities to safeguard and facilitate vehicular and pedestrian traffic. 2. Reviews construction plans, traffic studies, zone changes, variances, etc. to ensure compliance with Division standards, guidelines, and policies for Federal, State, County and private entities. 3. Proposes, designs, and manages new traffic control related projects to help mitigate existing traffic problems and to improve overall roadway efficiency. 4. Identifies safety improvement projects based on accidents and conflict analysis procedures. 5. Oversees the restriping programs. 6. Plans and implements traffic calming initiatives to address traffic safety concerns: a. Smart Signs to be used on the approaches to curves, facilities, speed limit change locations, etc. b. Speed Humps in local residential areas to address speeding and cut-through traffic. c. Flashing beacon school zones to address speeding near schools and to raise awareness of the presence of school pedestrian traffic. d. Rectangular Rapid Flashing Beacons (RRFB) and HIGH Intensity Activated CrossWalK (HAWK) pedestrian signals. 7. Creates, maintains and improves programs to promote highway safety and traffic education. Traffic Signals and Streetlights Section Responsible for the design, installation, operation and maintenance of all traffic signals and streetlights on County highways and for maintaining traffic signals and streetlights on State highways. 1. Develop and implement priorities for traffic signal and streetlight installations. 2. Maintain a computerized traffic signal and streetlight database. 3. Develop and implement uninterruptible power supplies (UPS) for continuous traffic signal operations during power outages. 4. Continue to add signal systems to traffic signal server for real time monitoring and database adjustments. Page 6 of 7 TRAFFIC DIVISION (cont'd.) 5. Assist Traffic Calming Program by installing and maintaining traffic calming devices, such as Smart Signs (driver speed feedback), etc. 6. Install newly warranted signals "in-house"when possible. 7. Conversion of all Low Pressure Sodium (LPS) to Light Emitting Diode (LED) street lights for safety and energy savings. Traffic Signs and Markings Section Responsible for the installation, operation and maintenance of all traffic control signs and pavement markings on County highways, including assisting other departments and agencies with traffic control signs and pavement markings at off-highway County facilities. 1. Continue the implementation of the more effective signs maintenance program. 2. Continue the development of a more effective markings maintenance program through the use of better equipment and newer technology. 3. Develop a more proactive role in the safe and efficient movement of traffic. 4. 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I T -I, O `0 O OO yO O A• O U m « _N cu) =U y U �U LL3 m m m n I = o. a 3 m 2 2 M co 6 T FN-o a�ioo ~or F.U) ~NQ W O O J O CO V < V V Ol Ipl _O -M C jLL Cu a 0505 .ten Cu = r-o N o 0 0 0 N- 0 N d V) 0 0 0 - m �m m� 4,-c° —=tea C A 2., 'u _- N a S = co(n co O *NO m 1- 1- co ~ N J—ulM 0 0 N CD"V Z G M N M O 'V N ,- •� co N A u) < OM V OON •-ffN CO V •~ CO U L. � Q L W r •p•y ^ �_ v A r9 I N —N c.o*� N C T 1 - U X101 —OC1 W W W • ,.d I r > > U N U t •i..i �.,.^ �o N _ d W N a5 F2 d eet1 O n ao N N C O C 1 .5 N OW � U O ' N m r J)p�p n O1 © • N N U Fo F- NE M 10 O o. M N O NI W _ _ — U a cj co . N N O •iimoi EE N N C.J 5� >c �J =J U te 0o I-ca ,3 1m Cm �.y •1�1 ae a v «_- w LT,_t c • 1�[ ti) 0 e cl) LL O f m 9 0 re'‘,9) tD W N b M N M V C61 >N �y m K LL �..�I J [n m 8 f/) O O _ 2 0 �. ,,W o5 ID a m y = •I- 0 2 W CA O d ro Lt.M E © y F - - - K V— _ _ N C N O _N N c�� oC U .6V>) 2U U 0 0 0 03ap. W C20 O C u h o m o I- W K Tr uin ^Wl yMWg .0Fo N m. N N n Y A WC N — VNM V O N = cc 0 m p, n v —g = C a 8 au fn E2 D U M O N 2 O M N co C)) 00 O 0 ;v c —a _l _s § tm E Q U a� Eli N Oco r g LL V r 2 V 0 HUMAN RESO JI..L,i~. �M�V O.h; Harry Kim , • !r, Diane L. Ley Mayor APR 18 2019 Director Ron Whitmore RECEIVED of H 'o Deputy Director County of Hawaii DEPARTMENT OF RESEARCH AND DEVELOPMENT 25 Aupuni Street, Room 1301 • Hilo,Hawai'i 96720-4252 (808)961-8366• Fax(808)935-1205 E-mail: chresdev@hawaiicounty.gov County of Hawaii Salary Commission's Inquiry to Departments &Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 Department of Research & Development April 18, 2019 What are the primary duties and responsibilities of the department/agency head? • Per the County Charter, Chapter 8, Section 6-8.3. Powers, Duties and Functions— The director of the Department of Research and Development shall: a) Collect and develop data necessary for managerial and legislative decision-making, and program and policy-making. b) Provide staff leadership for public and private development programs, enterprises and plans, including economic, social and cultural proposals, which enhance and improve the county community. c) Coordinate informational and regulatory knowledge of all federal and state grant-in- aid participation which affect the county. • Assuring sections of the County Code are adhered to and/or implemented as may be relevant to the department's functions. • The director also is responsible for: a) Providing for the department's vision, mission, goals, objectives, benchmarking and accountability, as aligned with goals in the General Plan and Community Development Plans including: • Economic development that is diverse, contributes to a stable economy and household self-sufficiency. • Tourism that is compatible with historic and natural resources and is place-based and driven by community-based decision-making. • Agriculture that is diverse with a wide range of related businesses. • Energy systems that are dependable, resilient, efficient, renewable and lower consumer costs. • Sustainable development that is aligned with natural, cultural, economic balance and mitigates and adaptive to climate change. Hawai'i County is an Equal Opportunity Provider and Employer TAB 17 Department of Research&Development Salary Commission's Inquiry to Departments&Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 April 18,2019 Page 2. b) Principal responsible for day-to-day operations of the department, including oversight of programs related to agriculture, creative economy, economic development, energy, sustainable development,tourism, immigration assistance and initiatives including policy and program development, food systems, climate change and Kilauea Recovery. c) Other responsibilities include development and management of$2.75 million budget, personnel, correspondence, contracts and purchases. d) Collaborating with businesses, non-profits and government in the development and funding of initiatives to support environmental, community and economic sustainability. e) Representing the Mayor on various task forces, meetings and events; and advising the Mayor and other members of the Cabinet on issues pertaining to business and sustainable development including agriculture,food systems enhancement,transformation of transportation and the energy sectors, cesspool conversions, climate change mitigation and adaptation and Kilauea Recovery. How many employees does the department/agency employ? • 12 Civil Service employees including Collective Bargaining Unit 3 and 13. • 3 Appointees including the Private Secretary, Deputy Director and Director • 1 Contract Employee for Food Systems Work that aligns with a three-year Hawaii Department of Health grant award. • 2 Contract Employees providing senior leadership for the 2018 Kilauea Eruption Recovery. • 5 AmeriCorps VISTA volunteers working in the areas of Housing, Community Development, Renewable Energy,Transportation and Climate Change. • 1 CVE Student Intern. • 1 University of Hawaii Student Intern focusing on Natural and Cultural Resources for 2018 Kilauea Eruption Recovery. What is the department/agency organizational structure? • See the attached organizational chart. • The department is led by the director and deputy director. All managerial duties are assumed by the director of 8 Civil Service positions, 2 Contract Employees, and the private secretary.The deputy director manages 4 Civil Service positions, 1 Contract Employee and 5 VISTAs.The exception to this leadership-level management structure is within the Administrative Services Section which includes 1 manager who oversees a Civil Service employee and a CVS student. What is the department/agency operating budget and funding encompass? • R&D's annual operating budget is$2.75 million,with approximately$1.1 million (40%) dedicated to personnel, $116,000 (.4%) administration and the balance $1.55 million (56%)targeted for investments in innovation for communities, businesses and the environment in the program areas Hawai'i County is an Equal Opportunity Provider and Employer Department of Research&Development Salary Commission's Inquiry to Departments&Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 April 18,2019 Page 3. of agriculture,food systems, creative economy, economic development, energy, tourism, immigration assistance, sustainable development and climate change. What major challenges does the department/agency heads face? • The department's broad charge of mission as defined in the County Charter, plus assignments from the Mayor's Office and Council has historically resulted in an ever-widening scope of work and frequently the department serves as the 'go-to' or 'catch-all' if there is not a likely fit with another department or agency.This situation challenges employees and the director and deputy director to accomplish defined goals and objectives, maintain a clear focus, high-performance and provide exceptional service to all internal and external customers. • Significant initiatives the department has been asked to lead, coordinate and support that go beyond the department's mission and normal staffing and fiscal capacity include: • 2018 Kilauea Eruption Recovery management including county-wide coordination, synchronization with federal and state partners, securing federal and state funding, community engagement, communications and recovery implementation which is expected to take 5-10 years to complete. • The development of an Economic Recovery Plan for the Kilauea Eruption is expected to require extensive engagement by the department's staff, deputy director and director over the balance of this year. The implementation of the plan will include immediate actions and long-term efforts to identify and secure resources and action to implement in partnership with federal, state, communities and businesses. • Energy system transformation for electrical and vehicular sectors to meet the Mayor's 2030 goals of energy sustainability. • Creating awareness, understanding and seeking mitigation and adaptation policies and strategies to address the impacts of Climate Change. • Improving access to locally produced food among low-income Hawaii island residents, supporting food system development and collaborative capacity, implementing County plans, and conducting research. • Identification of solutions to address Feral Pig problems experienced by residents, businesses and natural resource managers. • Policy and funding solutions for federal and state mandated conversion from cesspools to approved wastewater treatment systems. • The department's budget shrank from $3.08 million to $2.75 million over a three-year period; generating a need to seek grant funds and leverage partnerships to accomplish the departments' mission, goals, objectives and directives. • All employees within R&D are managed by the director and deputy director, except for the Administrative Services Section which has one manager who oversees one employee and one CVE student. Without intermediate managers across multiple program areas,the director and deputy director are responsible for both directing and managing the department, including setting and assuring major policy decisions are carried out—to performance reviews and required disciple—to Hawai'i County is an Equal Opportunity Provider and Employer Department of Research&Development Salary Commission's Inquiry to Departments&Agencies Concerning Proposed Salary Adjustments for Fiscal Year 2019-2020 April 18,2019 Page 4. • overseeing and approving day-to-day tasks such as employee timesheets,compensatory time off an vacation schedules. • R&D has a relatively small staff charged to implement a very broad mission; hence, most employees and the director and deputy director must serve multi-faceted roles and at times changing programmatic focus,while meeting the expectation of high-performance and exceptional service provided to all internal and external customers. • The department's unique set of job skillsets relating to economic development has resulted in a track record of one or more prolonged vacancies,which results in the leadership having to cover duties and delivery of programmatic goals and objectives. Similarly, periodic vacancies in the small administrative staff results in professional staff being required to cover walk-ins and other clerical support roles. • The department's personnel allotment has not expanded to match a growing portfolio of responsibilities; generating a need to creatively fill gaps with very,very low-cost VISTAs, student interns and when funds allow contract employees for specific initiatives. Are there any overtime requirements of the department/agency? • The department has no budget for overtime; however, civil service and contract employees are afforded pre-approved compensatory time and annual cash payout options when personnel savings are available. • Overtime varies with the need to deliver program services to businesses and communities during timeframes which meet the customers' needs. • The private secretary works an average of 50+hour weeks without compensation and has filled two jobs, as three rounds of recruitment has yet to yield a replacement for her prior position. • The director and deputy director are not compensated for hours worked overtime, which in normal periods amount to 60+ hours per week. However, since May 2018 both have worked in excess of 80 hours each week due to the 2018 Kilauea Eruption response and recovery responsibilities that were assigned by the Mayor.This pace is not expected to slow substantially despite efforts to bring on additional support through contractors and staff, as Kilauea Recovery oversight will be required, and the implementation of the Economic Recovery Plan for the Kilauea Eruption will fall directly to the department and its leadership. Hawaii County is an Equal Opportunity Provider and Employer �� _ jE d t al ill f T 11 — 11 111—iii 'A —111 1 a 11 —41 _ I) 11 — it . a — ill a I --iii li ii P 1 it 1 I 1 h - Iii 1 I A!