2006-01-AU Audit of the County of Hawai‘i's Recycling and Diversion Grants Program

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CHAPTER 2 GENERAL FINDINGS • Consult with other County departments and State agencies to establish "best practices" in order to minimize its risk and exposure to governmental sanctions and civil liabilities. Immediately transmit any and all communications received from governmental agencies regarding possible regulatory violations or sanctions to the Mayor, Managing Director, Finance Director, Corporation Counsel, and County Council. Develop formal written policies and procedures for general departmental administration as well as individual program management, including, but not limited to: • A file management system for departmental and contractor documents, reports, plans, and other related information to ensure that program files are current and complete. • A communication management system for intra- departmental, inter - departmental, and public communications to ensure adequate and timely response to and appropriate dissemination of any inquiry or complaint. • A program tracking system to monitor departmental and vendor compliance with all contractual, permit, and regulatory requirements related to solid waste management. • A account tracking system to monitor contractor billings and payments by utilizing the project accounting module within the County's FRESH accounting system. • A formal process and schedule for periodic assessment and review of program and departmental effectiveness and efficiency in achieving objectives contained in the County's Updated ISWMP, the State's Hawaii Integrated Solid Waste Management Act, and federal EPA guidelines. • A formal process and schedule for monitoring changes to County, State, and federal laws, rules, regulations, and requirements. • Re- evaluate its organizational structure, staffing, and position descriptions, determine program components and personnel necessary to carry out effective and efficient operations, and implement necessary changes to ensure that internal controls and staffing levels are sufficient to meet program demands. • Develop departmental and division "process maps" to aid in evaluating the adequacy of staffing levels. • Review current staffing competencies and expertise to ensure that staff are qualified to perform their required duties. • Implement internal training programs to ensure that staff are competent and knowledgeable in the performance of their duties. o Ensure that staff have sufficient time and resources necessary to effectively perform their duties. o Reallocate positions as necessary. o Analyze the cost- benefit of hiring additional County personnel versus continuing to outsource the recycling and diversion programs. • If the department determines that it cannot remedy the foregoing deficiencies within the next six months, DEM should consider procuring a private consultant to assist in "process map" development, restructuring, development of internal management policies and procedures, and training of its personnel as discussed above. 16