HomeMy WebLinkAbout2011-05-13 Draft Report
DRAFT REPORT
Part 1 –Overarching Cost and Revenue Concerns for the County of Hawai‘i
A.Changing the Way We Do Business
As the Commission investigated how our County government could reduce costs and enhance
revenues, we found that changing the way we do business as a County is imperative if we are
st
to move fully into the 21century. Just as innovation and adaptability are the action words for
private enterprise, these same concepts must motivate the public sector if we are to contain the
costs of County government yet still provide essential services to support the quality of life its
citizen’s desire.
As the Commission gathered input from departments, legislators and County employees, we
found that many excellent suggestions to save costs and enhance revenues were not being
taken into consideration. The lack of flexibility in the negotiation of union contracts prevents the
application of reasonable and efficient cost saving measures. The absence of a county-wide
technology plan reduces the efficiencies of operations. A resistance to adoption of simple cost
saving measures such as online approvals and electronic signatures makes the County’s
contracting process slow and unresponsive. Continuing practices such as extending
homeowner exemptions to unpermitted buildings not only short changes the County coffers, but
encourages unsafe and unsanitary living conditions while forcing all the County’s residents to
pay higher tax rates to fund this practice.
The Commission decided to tackle its mandate by looking not only at ways to reduce the costs
of government, but also by identifying ways to enhance revenues. Are building permit fees too
low? Could the County charge user fees for services that are currently offered for free? We
looked at what services really are the responsibility of the County to provide and how we can
continue to support the needs of the island’s population and visitors without being forced to
reduce public services to an unacceptable level. This Commission served during an especially
difficult economic downturn as reflected by furlough days and implementation of other drastic
measures to contain costs, yet the recommendations provided herein should be guiding
principles for our County government even when the economy is expanding.
We organized our efforts to address a theme which was to identify the essential services of
County government. We then identified three overarching issues that the County must address:
Technology, Contracting, Collections and Fees. The Commission organized into subcommittees
and solicited input from all of the County’s workforce, its elected and appointed officials, and
members of other Boards and Commission. We used the information and feedback to develop
the recommendations in this report. The specific recommendations of the Commission are
presented in a top down manner. First we present county-wide actions that need to be
addressed. Then we provide recommendations specific to some of the County’s departments.
Lastly we address changes that impact the rank and file workers of the County. The bottom line
for our findings is that the way we do business as a local government has to change.
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Summary of COGC FY 2011 Efforts (July 2010 June 2011)
THEME:
Identify What Services the County is Responsible to Provide
Analysis provided by Commissioner Wong relative to Discussions o
and County Code
Overarching Policy Issues:
Contracting Process * Collection & Fees * County Technology Plan
Invited Department Heads, Corporation Counsel, and personnel who deal with these
processes and procedures to speak with COGC
Focus Areas (3 Subcommittees)
Operations/Budget Revenue Enhancement Technology Adoption
Recommendations and Collections
and Consolidation
Analyzed Responses to Questionnaires and Conducted Interviews with Departments
and Personnel
Actions Taken by Commission:
Provided a Questionnaire to County Agencies, Departments and Com
Letter
Provided a Questionnaire to County Employees via Payroll Notice
Logged and Categorized Responses to Questionnaires
Received Presentation from County Green Team
Analyzed Responses Regarding the Implementation Status & Adoptio
COGC Recommendations
Requested and Received Results from an Employee Survey that Domic Yagong
Conducted
Received Presentations and Conducted Q&A with Specific Departmen
Administration Offices
Received and Incorporated Feedback on Draft COGC 2011 Report
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B.Essential Services Provided by the County
Identification of the Essential Services of County Government,
Specifically the Hawaii County Government.
At one of the first COGC meetings it was determined that a principle that was required to study
and investigate the organizations and methods of operations of all departments, commissions,
boards, offices and other instrumentalities of all branches of the county government would be to
identify the essential services of Hawaii County government. Therefore a narrow online survey
was conducted for discussion between the Commissioners.
In Wikipedia, local government functions were summarized as:
Though cities differ in the division of responsibility, the typical arrangement is to have the
following departments handle the following roles:
1. Urban planning/zoning
2. Economic development/tourism
3. Public works -construction and maintenance of all city-owned or operated assets,
including the water supply system, sewer, streets, storm water, snow removal,street
cleaning,street signs, vehicles, buildings, land, etc.
4. Parks andrecreation -construction and maintenance of city parks, common areas,
parkways, publicly-owned land, operation of various recreation programs and facilities
5. Police
6. Fire
7.Emergency medical services
8.Emergency management
9.Accounting/finance -often tax collection,audits
10.Human resources -for city workers
11.General counsel/city attorney/risk management -legal matters such as writing municipal
bonds, ensuring city compliance with state andfederal law, responding to citizen
lawsuits stemming from city actions or inactions.
12.Transportation (varies widely) -if the city has a municipal busorlight rail service, this
function may be its own department or it may be folded into the another of the above
departments.
13.Information technology -supports computer systems used by city employees; may be
also responsible for a city website, phones and other systems.
14.Housing department
15.Municipal court
Hawaii is the only U.S. state that has no incorporated municipalities. Instead it has four counties
plus the "consolidated city-county" of Honolulu. All communities are considered to be census-
designated places, with the exact boundaries being decided upon by co-operative agreement
between the Governor's office and the U.S. Census Bureau. Kalawao County is the second
smallest county in the United States, and is often considered part of Maui County.
In other resources, the consensus was that the general services and facilities that counties are
responsible for providing are listed below. It is evident that Hawaii county is dissimilar for
several reasons including jurisdictions within state law; however, the reasons why the
dissimilarities are not a matter for this summary.
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1.General Government
2.Public Safety
3.Public Works
4.Health
5.Education
6.Community Colleges
7.Libraries
8.Recreation and Parks
9.Land Planning and Development
10.Debt Service
The County of Hawaii is organized as follows:
GENERAL GOVERNMENT
County Council
Executive
Auditing
Elections
Finance
Information Technology
Law
Planning & Zoning
Personnel Administration
Research & Investigation
Public Works
PUBLIC SAFETY
Police
Fire
Construction/Building Inspection
Animal Control
Civil Defense
Liquor Control
Flood Control
Traffic Services
Prosecuting Attorney
HIGHWAYS
Roadway Maintenance
Public Transportation
SANITATION & WASTE REMOVAL
Environmental Management
Sewer & Sewage Disposal
Vehicle & Parts Disposal
Waste Disposal
HEALTH, WELFARE, & EDUCATION
County Physicians
Aging Services
Non-profit Grants
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Housing
Cemeteries
Cooperative Education Program
CULTURE-RECREATION
Community Music
Organized Recreation
Park Development and Maintenance
DEBT SERVICE
PENSION PAYMENTS & RETIREMENT SYSTEM CONTRICUTIONS
HEALTH FUND
MISCELLANEOUS
Debt Service
Worker’s Compensation
Unemployment Compensation
Contributions/Transfers to Other Funds
Other
One study published online minimalized counties’ scope of purpose as: welfare, social and
economic development services.
The services most provided by US county governments are: law enforcement, 911 service, and
health clinic services. The two other more prominent services are economic development and
land use planning.
In some other US counties’ statements and studies it was stated that local governments needed
to acknowledge a new paradigm to operate efficiently and responsibly, establish priorities, and
that core functions and priorities should be properly funded and well managed. Programs that
are ineffective or no longer necessary and could be eliminated should be phased out. The new
paradigm is for County governments to provide human services and various assistance
programs (a facilitative role), rather than developing programs to solve problems. The evolution,
it is said, is due to the devolution and economic changes of the times.
We understand that the policy of the county is to promote economy, efficiency and improved
service in the transaction of the public business in the legislative and executive branches of the
county by:
1. Limiting expenditures to the lowest amount consistent with the efficient performance of
essential services, activities, and functions.
2. Eliminating duplication and overlapping of services, activities, and functions.
3. Consolidating services, activities, and functions of a similar nature.
4. Abolishing services, activities, and functions not necessary to the efficient conduct of
government.
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As set forth by Charter the COGC took action to study and investigate the organizations and
methods of operations of all departments, commissions, boards, offices and other
instrumentalities of all branches of the county government and determine what changes, if any
may be desirable to accomplish this policy set forth.
The COGC considered the essential functions and the statements from various sources,
together with our objective points of view, to make recommendations for efficiency, improved
services, and to promote economy in the Hawaii County.
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C.County Level Specific Recommendations to Save Costs and Increase Revenues
1.Employee benefits and compensation
a.Compensation Package/Review of the complete compensation package for employees
1) Allow employees to work 10 hours/4 days per week. Potential savings: lower utility
cost, reduction in overtime costs for staff required to attend evening public
meetings, reduction in travel time/mileage, and increased employee morale.
(January 14, 2011 minutes, page 3)
2)Institute a performance-based reward program. Rewards might be a bonus, time
off, increase in compensation, etc. (January 14, 2011 minutes, page 33)
3)Set the work week at 40-hours a week rather than eight hours a day, and allow an
employee to flex their work schedules during the 40-hourwork week to reduce
overtime. (January 14, 2011 minutes, page 33)
4)Link pay cuts to an economic index that would restore cuts as the economy
Improves. (January 14, 2011 minutes, page 33)
5)Focus work-hour cuts or shift personnel in departments that have less demand
for their services in a slow economy to department or tasks acquiring additional
man hours. (January 14, 2011 minutes, page 35)
6)Establish a ‘voluntary furlough’ program. Suggested format is:
a)Department head decides which positions or whether any positions can
accommodate the personnel time reduction on a temporary basis only.
b)Any employee may apply.
c)Each eligible full-time employee may take a maximum of one day per week
(two days per pay period) without pay.
d)Eligible employees agree to a 90-daycommitment to the voluntary furlough
program, which may be renewed by application at least 20 days prior to
expiration (for accounting management needs). Manager may require
reduction to minimum (one day per month) or deny, based on personnel
needs.
7)Review and reduce number of paid holidays. (January 14, 2011minutes, page 37)
8)Reduce monthly accrual of vacation or sick leave from 14 hours per month (4.5
weeks per year for each) to 10 hours per month (three weeks per year). (January
14, 2011 minutes, page 37)
9)Consider consolidating vacation and sick time into personal time off. Potential
impacts would allow employees more flexibility to schedule personal time off,
would reduce abuse of sick time. (January 14, 2011 minutes, page 39)
10)Establish an early retirement incentive plan. (January 14, 2011minutes, page 37)
b.Reimbursement for Expenses/Review policies on reimbursements and per diem
payments
1)Eliminate on-island meal reimbursements. (January 14, 2011 minutes, page 39)
2)Replace set per diem with actual expenses, capped at per diem amount. (January
14, 2011 minutes, page 40)
c.Travel Policy/Examine county policies on travel and vehicle use
1) Limit attendance at off-island conferences and/or hold off-island conferences via
Skype or video conferencing. Hold department and division meetings via video
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conferencing. Utilize multimedia communication in lieu of face-to-face meetings to
reduce on and off-island travel. (January 14, 2011 minutes, page 40)
2)Restrict the use of county take home vehicles. (January 14, 2011 minutes, page 40)
3)Implement a vehicle pool that would be accessible to all county departments to limit
vehicle purchases by individual departments. (Suggestion by Marilyn)
d.Consolidation or Elimination of Positions/Review current staffing and explore
opportunities for staff consolidation
1) Recommend that the enforcement responsibilities of Planning Department, Building
Department, Real Property Tax, Environmental Management and the Department of
Health (as contracted effort from the state to the county since this is a state
function) be consolidated into an Enforcement Division (November 17, 2010
minutes, page 21 and Comm. 210-105)
2)Review and streamline the procedures for disciplining and terminating employees.
(January 14, 2011 minutes, page 41)
3)Cross train employees to perform multiple functions within a department. (January
14, 2011 minutes, page 47)
4)Pool clerical staff among departments where possible. (January 14, 2011 minutes,
page 47)
5)Encourage the recruitment and use of volunteers and volunteer groups at all levels
of County operations. (January 14, 2011 minutes, page 48)
6)Eliminate vacant funded positions. (January 14, 2011 minutes, page 24 Hoffman)
7)Introduce a hiring freeze for six months and then review that hiring freeze to see if it
should be lifted. (January 14, 2011 minutes, page 24 Hoffman)
8)Identify all those jobs and tasks that are mandated by state and federal
governments as well as in the County Charter and consider eliminating positions
that don’t fall within those mandates. (January 14, 2011 minutes, page 25 Hoffman)
9)Propose a resolution to the state allowing each county to negotiate collective
bargaining contracts on behalf of the county. This would allow the county to be
more responsive to the economic conditions and demographics of the areas served.
(January 14, 2011 minutes, page 25 Hoffman)
10)Consolidate similar functions such as project managers, engineers, maintenance
personnel from various departments into a county-wide pool that all departments
can draw from. (January 14, 2011 minutes, page 27 Hoffman)
e.Creation of Positions to Enhance Revenues
1)Recommend creating a position dedicated to focusing on health care and education
industries. (Operation, Budget and Consolidation subcommittee report on October
8, 2010; and Comm. 2010-123; December 10, 2010 minutes, page 43)
2) Centralize grant writing efforts by creating a Grant Specialist position to work with all
departments in the county to improve the county’s ability to receive funds from
various sources. (Operation, Budget and Consolidation subcommittee report on
October 8, 2010; December 10, 2010 minutes, page 45)
2.Technology Adoption
1) Investigate county employee videotaping of council and committee meetings that
would be available online through streaming or via ordering a DVD in lieu of the
current contracted videotaping services. This would require timely posting of
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transcriptions online. This will increase availability to all county residences.
(January 14, 2011 minutes, page 9, February 25, 2011 minutes, page 29, and
March 23, 2011 minutes, page 11)
2) Develop and implement a county-wide technology management plan.
(November 17, 2010 minutes, page 25)
3) Implement the use of Laserfiche for all departments when and where practical.
(Operation, Budget and Consolidation subcommittee report on October 8, 2010)
3.Contracting Process
1)To facilitate long term planning and budgeting require each department have an
annual planning session to identify their needs for outside contracting services over
the next two to five years. This will allow each department to commence with
drafting bid documents. (January 14, 2011 minutes, page 9, February 25, 2011
minutes, page 27, and March 23, 2011 minutes, page 10)
2)Review internal processes that are currently in use to reduce change orders,
renewals and processing in a timely manner. Utilize technology such as electronic
signatures in each department, electronic distribution, and online approvals to
increase efficiency. (January 14, 2011 minutes, page 9, February 25, 2011
minutes, page 25, and March 23, 2011 minutes, page 8)
4.Budget and Code Review Process
1)Review and update the entire County Code at least every ten years, rather than
making changes on a piecemeal basis or not at all). (November 17, 2010 minutes,
page 23 and Comm.2010-105; December 10, 2010 minutes, page 39)
2)Develop three different budget scenarios for each department as part of the annual
budgeting process. One version would be based on the current budget allocation,
another version would reflect a five percent increase in funding, and the third would
be based on a 10% decrease from the current budget. (January 14, 2011 minutes,
page 6 Hoffman)
3)Review the county’s operating budget semi-annually or quarterly to make needed
adjustments. (January 14, 2011 minutes, page 6 Hoffman)
5. Boards and Commissions
1)Evaluate the frequency of Board and Commission meetings to reduce the number
of meetings to the minimum required. In addition, eliminate inactive boards and
commissions and review existing boards and commissions on a regular basis for
potential consolidations to limit their number. Reducing the number of boards and
commissions and/or the frequency of meetings would result in staff time cost
savings. (Operation, Budget and Consolidation subcommittee report on October 8,
2010 minutes and February 25, 2011 minutes, page 32)
6.Miscellaneous
1) Continue to update and enforce the county’s internet use policy for all employees.
(December 10, 2010 minutes, page 27 andComm. 2010-144)
2) Solicit employee suggestions and recommendations on a regular basis including
cost saving suggestions. (January 14, 2011 minutes, page 49)
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Part 2 –Department Specific Recommendations to Save Costs and Increase Revenues
A.County Clerk
1) Use a hiring agency to staff temporary election clerk positions. (Clerk) (January
14, 2011 minutes, page 44)
B.Environmental Management
1)Implement software solutions to coordinate collection of tipping fees at the scale
house and insure accounting systems are able to read the data. (DEM) (November
3, 2010 minutes, page 25; December 10, 2010 minutes, page 34)
2)Regulate septic and grease haulers and collect an annual fee for registration
commensurate with fees of other counties in Hawai‘i. (DEM) (November 3, 2010
minutes, page 25; December 10, 2010 minutes, page 35)
3)Explore annual renewal fee for solid waste haulers and require all haulers to be
current on solid waste bills to reduce delinquencies. (DEM) (November 3, 2010
minutes, page 27)
4)Require all commercial buses that accommodate 40 passengers or more when
registered in the County of Hawai‘i for use are required to demonstrate that they
have a disposal plan that meets all government requirements. (DEM) (November
17, 2010 minutes, page 22 and Comm.2010-105; December 10, 2010 minutes,
page 38 and February 25, 2011,page 5)
5)In the Solid Waste Division, create a separate position for heavy equipment
operators who work only at landfills and don’t need a CDL license from those who
drive off-site and do need a CDL license. (this recommendation carried forward from
prior COG report). (DEM) (January 14, 2011 minutes, page 42 and February 25,
2011 minutes, page 13)
C.Finance
1)Recommend that a one-time auto salvage fee be assessed when a vehicle is first
registered in the county. (Finance) (November 17, 2010 minutes, page 23 and
Comm. 2010-105; December 10, 2010 minutes, page 38, and February 25, 2011
minutes, page 7)
D.Fire
1)Investigate the cost effectiveness of implementing a jet ski program with our Ocean
Safety Division. (Fire) (December 10, 2010 minutes, page 29 and Comm. 2010-144
and February 25, 2011 minutes, page 10)
2) Examine overtime policies within the Fire Department to determine if the policies
are fair, unambiguous, and effective in reducing overtime. Direct the Human
Resources to examine overtime policies. (Fire) (January 14, 2011 minutes, page45
and February 25, 2011 minutes, page 17)
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E. Mayor’s Office
1) Using the RSVP program as a template expands opportunities for volunteers to
work within the county and in response to county needs. Encourage expansion and
use of student interns in all departments. (Mayor) (March 23, 2011 minutes, page
16)
F. Parks and Recreation
1)Streamline the re-contracting process for continuing, part-time temporary staff
including eliminating the yearly requirement for a physical exam. (P&R) (January
14, 2011 minutes, page 41 and February 25, 2011 minutes, page 10)
G.Planning
1)Recommend eliminating both the Steering Committeesand the Action Committees
and have one CDP Support Committee which willfollow through on CDP
recommendations within the first two years after adoption. (PD) (April 27, 2011
minutes, page 34)
H. Police
1)Base the fuel reimbursement for all Police Department personnel on actual mileage.
(PD) (January 14, 2011 minutes, page 43 and February 25, 2011 minutes, page 17)
2)Develop a notification system for police officers who have been subpoenaed for
court hearings to let them know if the hearing has been cancelled or postponed,
thus avoiding unnecessary travel and overtime pay. (PD) (January 14, 2011
minutes, page 44)
3)Cut the monthly car allowance for police officers and replace it with a yearly
servicing and maintenance allowance. (PD) (January 14, 2011 minutes, page 44
and February 25, 2011 minutes, page 16)
I.Public Works
1)Allow standardized housing that meets the minimum health and safety requirements
and may include such things as minimum square footage, composting toilets and
water catchments. This will save on enforcement fees. (Planning and DPW)
(November 17, 2010 minutes, page 23 and Comm. 2010-105; December 10, 2010
minutes, page 41, and February 25, 2011 minutes, page 8)
J.Real Property
1) Review the process for qualifying agricultural property tax exemptions and consider
including financial documentation to show agricultural activity. Fine and/or revoke
exemptions for violators. (RP) (November 3, 2010 minutes, page 25; December 10,
2010 minutes, page 34, and February 25, 2011 minutes, page 28)
2) Eliminate Homeowner’s Real Property Exemption for Unpermitted Dwellings. (RP)
(November 17, 2010 minutes, page 21 and Comm. 2010-105)
3) Review the property tax base for all categories and identify collections by district
and category. (RP)(January 14, 2011minutes, page 9Hoffmann and February 25,
2011 minutes, page 20)
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K.Human Resources
1) Eliminate the Personnel Officer position for smaller departments and centralize this
task with a specialist in Human Resources. (HR) (January 14, 2011 minutes, page
42)
2) Reorganize the Human Resources Department to decrease staffing needs. (HR)
(January 14, 2011 minutes, page 43)
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Part 3 –Summary Conclusion of Recommendations
Appendices
A.COGC Requests for Information
B.Matrix of Responses to Questions
C.Charter Provisions
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