HomeMy WebLinkAboutRES 651 Draft 01 1976-1980County of Hawaii --State of Hawaii
Resolution
WHEREAS, pursuant to County Charter Section 3-14 interim amendments
to the Salary Ordinance may be by resolution;
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE COUNTY OF HAWAII
that the Salary Ordinance is hereby amended as follows:
CONTRACTUAL POSITIONS (Page 31)
ADD NEW SECTION 8.18. HAWAII REDEVELOPMENT AGENCY.
1. Add one new position of Manager A-15.
2. Add one new position of Secretary SR -14.
BE IT FURTHER RESOLVED that a copy of this resolution be transmitted
to the Hawaii Redevelopment Agency, Department of Finance and Department
of Personnel Services for their information.
Dated this 9th day of July, 1980.
INTRODUCED BY:
COUNTY COUNCIL
County of Hawaii
Hilo, Hawaii
I hereby certify that the foregoing RESOLUTION was by the vote indicated to
the right hereof adopted by the COUNCIL of the County of Hawaii on
July 9, 1980
.................................................................................
ATTEST:
&,R -5
6;z;;�Pv .
ILS. LES"
Cou my CLERK
gEN IRDrodding Officer
ROLL CALL VOTE
AYESI NOES A/E
Dahlberg
X
Domb"
X
Fupi
X
Derma
X
_Kmxb m
X
Lei
X
SRmenhimR
TOM
X
Chr. Yamahh
X -
9 0 0
R.r.,.M., .071601
M.B. No..............................................................
RESOWTION NO. ..........
651 ........................
ih'r;zll
COUNTY COUNCIL POSITION' IN OR:,TION FOR^;
Department: Hawaii Redevelopment Agency Date: June 27, 1980
Request: Reallocation Reclassification New Position X
1. Give reasons how new duties arose (statutes enacted, Ordinances,
Newly authorized programs, basis for increased workloads, etc.):
Reactivated by the appointment of five members in March, 1980, Resolution 563,
the Hawaii Redevelopment Agency requires a Manager to carry out its duties and
responsibilities as described in Chapter 53 Hawaii Revised Statutes and the .
County Charter.
2. If reallocation, list only new duties.(Example: 1. Takes
dictation 40€; 2. Keeps office accounts 30%, etc.):
Not applicable
3_ Give reasons why new duties at higher level are, needed and cannot
be assianed to classes at higher level or handled in other ways
such as short term contracts, etc. (Use productivity measurements
where possible.):
11 :1
Not applicable
EXHIBIT "B
Class Title
HC No.
SR
Salary
Cost
Diff.
Fund
Source
I i of Pos.
in Dot.
e
Old
Pos.
New
Manager -- Hawaii
A-15
HRA 1521
1
Redevelopment
Pos.
Agency
1. Give reasons how new duties arose (statutes enacted, Ordinances,
Newly authorized programs, basis for increased workloads, etc.):
Reactivated by the appointment of five members in March, 1980, Resolution 563,
the Hawaii Redevelopment Agency requires a Manager to carry out its duties and
responsibilities as described in Chapter 53 Hawaii Revised Statutes and the .
County Charter.
2. If reallocation, list only new duties.(Example: 1. Takes
dictation 40€; 2. Keeps office accounts 30%, etc.):
Not applicable
3_ Give reasons why new duties at higher level are, needed and cannot
be assianed to classes at higher level or handled in other ways
such as short term contracts, etc. (Use productivity measurements
where possible.):
11 :1
Not applicable
EXHIBIT "B
Cr
9. Was reallocation or reclassification bucketed and if not, why were
manpower needs not planned through budgetary process?
Not applicable
5. List other rationale or pertinent statements and data:
.I-nitial hire since -reactivation of the Agency. The Agency has been
inactive since about 1971.
6. Attach:
a.
Old
Table
of Organization
-- (None)
b.
New
Table
of Orcanization
with changes clearly visibl
C.
Old
class
specification --
(None)
d.
New
class
specification
OF PERSONNEL SERVICES �)
DEPA (ENT
1. HC No. COUNTY OF HAWAII 2. LOCATION
Hawaii Redevelopment Agency
Type: Permanent ( X) Temporary ( ) Dept
POSITION DESCRIPTION FORM
My. or Bur.
Full -Tim. (X ) Part -Time ()
Section
Geog. Loc
Present Clns Pay Grade
3. INCUMBENT Incumbent', Name
4. REQUESTED ACTION
New Position -Initial Allocation ( YJ Change in Duties and Respomibilifies-Reellocafion ( ) Reducription-Review ( ) Effeclie• Date A-15
R.gwsted Class Allocation Pay Grads
S. DUTIES OF THE POSITION
Lilt each du,y ..igned to the petition uperet ly. Arrange thew dude, In 1o91u1 order b.ainnlnp with Iho» performed meet frequently and followed b, th ......formed
of time +pen, in
end the eruct dal..hen Ih na changes
ally. !• cl.aq complete. and concise. Stick to slat.meels o1 lacy .,old the uee of vague or general I.rm,. for. n .somal. of d t a rage data
for
oc<uion Ih e.. than g.s
performing uch maior duty. If a reallocation f lh. po Iflon is wqunbd, show the ..act change, In dutie., ree som
occurred. If more sp.... is needed, me . blank sheet and Mitch to thi. form.
show
MANAGER
°f
Time
As the appointive head of the Agency,.the.Manager shall manage all of the activities
of the Agency within the policy guidelines established by the Agency.
The activities shall include but not be limited to: leading and directing the
programs and the administrative operations of the Agency with direct involvement in
program planning, budget -financing, personnel management, community relations,
legislative liaison, and close coordination with business, community and government
organizations and the news media.
The programs may include carrying out urban planning and redevelopment activities
involving property appraisal and acquisition; site clearance, relocation, and
property management; site improvements and property disposition; project design
review and selection.
I
FOR PERSONNEL SERVICES USE ONLY
Allocation: Class Salary Range Effective Data
New Position Date Approved: Date BY
Director of Personnel Services
Sec th,, rade
Department:
O O
.A,'AII COUNTY COUNCIL POSITION INFOF_. TION FORM
Hawaii Redevelopment Agency
Date: June 27, 1980
Request: Reallocation Reclassification New Position X
1. Give reasons how new duties arose (statutes enacted, Ordinances,
Newly authorized programs, basis for increased workloads, etc.):
Reactivated by the appointment of five members in March, 1980, Resolution 563,
the Hawaii Redevelopment Agency requires a secretary to assist the Manager in
carrying out the Agency's duties and responsibilities as described in Chapter 53
of the Hawaii Revised Statutes.
2. If reallocation, list on:
dictation 40€; 2. Keeps
Not applicable
new duties. (Example: 1
rice accounts 30%, etc.):
Takes
3. Give reasons why new duties at h_aher level are needed and cannot
be assigned to classes at higher level or handled in other ways - .
such as short term contracts, etc. (Use productivity measurements
where possible.):
Not applicable
EXHIBIT "?"
Class Title
HC No.
SR
Salary
CostFund
Diff.
Source
r of Pos.
in Dept.
Old
Pos.
New
Secretary
14
$11,820
HRA 1521
1
Pos.
1. Give reasons how new duties arose (statutes enacted, Ordinances,
Newly authorized programs, basis for increased workloads, etc.):
Reactivated by the appointment of five members in March, 1980, Resolution 563,
the Hawaii Redevelopment Agency requires a secretary to assist the Manager in
carrying out the Agency's duties and responsibilities as described in Chapter 53
of the Hawaii Revised Statutes.
2. If reallocation, list on:
dictation 40€; 2. Keeps
Not applicable
new duties. (Example: 1
rice accounts 30%, etc.):
Takes
3. Give reasons why new duties at h_aher level are needed and cannot
be assigned to classes at higher level or handled in other ways - .
such as short term contracts, etc. (Use productivity measurements
where possible.):
Not applicable
EXHIBIT "?"
r Q G
9. Was reallocation or reclassification budgeted and if not, why were
manpower needs not planned through budgetary process?
Not applicable
5. List other rationale or pertinent statements and data:
Initial hire since reactivation of the Agency. The Agency has been inactive
since about 1971.
6. Attach:
a. Old
Table
of Organization
-- (None)
b. New
Table
of Organization
with changes clearly visible
C. Old
class
specification --
(None)
d. New
class
specification
a
iO
HAWAII COUNT' COUNCIL POSITION INFOF1kTION FOR.:
Department: Hawaii Redevelopment Agency Date: June 27, 1980
Request: Reallocation Reclassification New Position X
1. Give reasons how new duties arose (statutes enacted, Ordinances,
Newly authorized programs, basis for increased workloads, etc.):
Reactivated by the appointment of five members in March, 1980, Resolution 563,
the Hawaii Redevelopment Agency requires a secretary to assist the Manager in
-carrying out the Agency's duties and responsibilities as described in Chapter 53
of the Hawaii Revised Statutes.
2. If reallocation, list onl
dictation 40€; 2. Keeps
Not applicable
new duties. (Example: 1.
=ice accounts 30%, etc,):
Takes
3. Give reasons why new duties at h-•oher level are needed and cannot
be assigned to classes at higher level or handled in other ways
such as short term contracts, etc. (Use productivity measurements
where possible.):
Not applicable
EXHI13IT "3"
Class Title
HC No.
SR
Salary
Cost
Diff.
Fund
Source
i of PCs.
I in Dent.
Old
Pos.
New
Secretary
14
$11,820
HRA 1521
1
Po s.
1. Give reasons how new duties arose (statutes enacted, Ordinances,
Newly authorized programs, basis for increased workloads, etc.):
Reactivated by the appointment of five members in March, 1980, Resolution 563,
the Hawaii Redevelopment Agency requires a secretary to assist the Manager in
-carrying out the Agency's duties and responsibilities as described in Chapter 53
of the Hawaii Revised Statutes.
2. If reallocation, list onl
dictation 40€; 2. Keeps
Not applicable
new duties. (Example: 1.
=ice accounts 30%, etc,):
Takes
3. Give reasons why new duties at h-•oher level are needed and cannot
be assigned to classes at higher level or handled in other ways
such as short term contracts, etc. (Use productivity measurements
where possible.):
Not applicable
EXHI13IT "3"
0
4. was reallocation or reclassification budgeted and if not, why were
manpower needs not planned through budgetary process?
Not applicable
5. List other rationale or pertinent statements and data:
Frlitial hire since reactivation of the Agency. The Agency has been inactive
since about 1971.
6. Attach:
a. Old Table of Organization -- (None)
b. New Table of Organization with changes clearly visible
C. Old class specification -- (None)
d. New class specification
m
Duties Summary:
DEPARTMENT OF PERSONNEL SERVICES
COUNTY OF HAWAII
SECRETARY
1.105
r r..
Provides secretarial servi
SECRETARY '2 -
Knowledge of: office practices and procedures; filing methods and
systems; grammar, spelling and word usage; use of standard office machines;
principles and practices of supervision. _
Ability to: take dictation at the rate of 80words per .minute and
transcribe notes accurately as required; type at the rate of 45 net words per,,
minute; understand and interpret laws, ordinances, rules and regulations;-.,--.,,
summarize and brief materials; give and follow oral and written instructions;
deal tactfully and effectively with employees and the public;,work harmoniously
with others.
Health and Physical Condition:
Persona seeking appointment to positions in this class must meet -the;
health and physical condition standards deemed necessary and proper for
performance of , the duties.
This is an, amendment to the specification for the class
SECRETARY which was approved January 23, 1969. ,
APPROVED:brUary 1, 1975 i
Director of Personnel Services
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E ca P. E ri ca
r O V
A SUGGESTED ORGANIZATIONAL STRUCTURE
for the
HAWAII REDEVELOPMENT AGENCY
There are several alternative approaches that can be taken in structuring
the Agency's organization. Because of the recent reactivation of the
Agency, the availability of only discretionary type funding for urban re-
newal from the federal government and the probability that direct local
funding to the Agency will be limited, a "go slow" phased approach appears
most practical.
The suggested organizational structure has been prepared based on the above
described approach. To help understand the "why" of the suggested struc-
ture, it might be helpful for the members to do the following:
1. Conduct orientation sessions for the members to assure full
understanding of their role, to familiarize them with the
planning and development process including physical, social,
and financial considerations, and to be knowledgeable of the
conditions found or perceived in the proposed renewal areas.
Depending on the amount of time which the members can afford,
this orientation phase can span over several months. A sug-
gested list of persons and organizations to meet with is
attached.
2. Simultaneously, carry out administrative tasks such as estab-
lishing updated procedural policies and rules, studying or-
ganizational schemes, studying personnel position descriptions
(with assistance of County Personnel Department), and setting
up of initial operating funds (with assistance of County Finance
Department).
The suggested structuring of the various functions of the Agency is shown
in the attachment titled Functional Structure. It is relatively simple
and follows the development team pattern used by private companies. As
the Agency's activities expand and several projects are being carried out
simultaneously, the sections could be expanded or divided into special-
ties. For example, the development functions could be separated into a
development section and a property management/relocation section.
Ideally, the recruitment of staff should be in such sequence and timing
to achieve good balance between meeting needs and maximizing use of funds.
One staffing scheme is shown in the attachment titled Organizational-;
Structure.
1. The reason for hiring the secretary first -is -to help relieve-_--_._
the
elieve -"--
the Agency from being too dependent on other County agencies
for secretarial help, particularly as paperwork increases. -If
the time lapse between the hiring of the secretary and the
manager may be short, consideration should be given to hiring
both at the same time and allowing the manager to make the
selection of the secretary. It may be preferable to have the
secretary be a non -civil service position rather than a civil
service one. This may allow more flexibility in determining
job duties and working hours. It may also help to broaden the
list of candidates from which to select a secretary. Salary
and benefits would follow civil service classification in
either case, except for tenure.
2. Depending on the progress of Agency activities, further hiring
can be deferred until the Agency has made some preliminary
determinations as to what it wants to do and has some idea on
how to finance the endeavor. This is suggested on the assump-
tion that assistance can be received from the County in handling
things such as accounting, payroll, and purchasing. Specialized
tasks such as legal work, appraisals, and planning -architectural
can be contracted or assisted by the County.
3. Once the objectives are determined and funding sources identi-
fied, the development director should be hired to help prepare
the detailed plans for achieving the objectives. Depending on
the scope and amount of activity, a decision should be made
whether to continue contracting for planning -architectural
services or to hire a planner -architect.
4. With the additional professional staff, clerical support must
be provided. A clerk -steno should be hired rather than a
clerk -typist to build a backup for the secretary. Again
depending on the amount of activity being generated, the clerk -
steno position might be filled even if it is decided that the
planning -architectural work will continue to be contracted.
It could also be deferred.
5. The accountant position should be filled when there is suffi-
cient workload. The rational for an accountant rather than
an account clerk is because of the complexity in setting up
and maintaining records for joint local and federal funding,
federal financial budgeting and reporting, and contract admin-
istration.
6. The hiring of the relocation specialist and the rehabilitation
specialist would depend on which kind of activities are.generated..
The relocation specialist should also double up and handle prop-
erty management chores. An alternative would be a real estate
specialist with property management experience. Unless massive
relocation workload is expected, the relocation activities can
be handled by a real estate specialist. This position could
also.be developed as a backup for the Development Director.
2
: o 0
7. The rationale of having a rehabilitation specialist position is
in anticipation.of owner -participation type renewal activity
where the rehabilitation of buildings would be the major task.
Providing technical assistance to the owner -participant is
vital and,to the extent feasible, must be provided by the
Agency to keep projects moving.
8. Renewal activities do not usually flow at a steady level. Con-
sequently, it is extremely important that the Agency not rush
into staffing up to its full complement. This is not to say
that the positions should not be established early. The action
is necessary because of the long lead time required to estab-
lish positions under County procedures. The County's Personnel
Department has the expertise to assist in preparing position
descriptions and the Agency should ask for their assistance.
3