department of labor -...

Department of Labor

Department of LaborSub-Committee Transition Report Overall Description/Mission of Department

As mandated by Public Law 9-238 and Title 22, Chapter 1, Section 48052 of the Guam Code Annotated, the Guam Department of Labor’s purpose shall be to “foster, promote, and develop the welfare of the wage earners of Guam, to improve their working and living conditions, and to advance their opportunities for occupational training and profitable employment.”

Promote and safeguard the employment and job opportunities for the citizens of Guam.

Ensure safe working conditions. Ensure compensation for work-related injuries and illnesses. Encourage, promote and develop occupational training and opportunities. Ensure the payment of lawfully earned wages. Enforce minimum wage and hour standards. Ensure equal employment opportunities and treatment of workers.

Department of LaborSub-Committee Transition Report Brief Description of Key Positions

Director’s Office – Maria Connelley, Director – GDOL, Erica H. Unpingco, Deputy Director – GDOL, David Dell’Isola, Director - AHRD Fiscal & Support – Victoria Mafnas, Administrative Services Officer Planning Division – Martha Rubic, Administrator Management Information System/Systems & Programming Division – Jaime Rodriguez, Systems & Programming Administrator Retention & Monitoring Unit – Victoria Mafnas, Administrative Services Officer Compliance:

Wage and Hour – Roman Quinata, Administrator Alien Labor Processing and Certification – Greg Massey, Administrator Fair Employment Practice – Scholastica Rivera, Special Projects Coordinator/Acting Fair Employment Practice Officer OSHA On-Site Consultation – Anthony Anderson, Administrator Division of Occupational Safety and Health - Worker’s Compensation Commission – JoAnnalynn Fullerton, Administrator

Employment and Training: One-Stop Career Center – Frances Bell, Employment Development Supervisor, Executive Director

Guam Employment Service – Catalina Cruz, Administrator Senior Community Service Employment Program – Dorothy Gutierrez, Administrator Agency for Human Resources Development (Youth, Adult, Dislocated Worker, Incumbent Worker Training Programs) -Karen

Taitano, Administrator Disability Program Navigator Initiative – Gregorio Calvo, Special Projects Coordinator/Disability Program Navigator Disabled Veterans Outreach Program – Jackie Nguyen, Program Coordinator III Serve Guam Commission/AmeriCorps Programs (Administration – Corporation for National and Community Service, Program

Development and Technical Assistance Funds - Corporation for National and Community Service, AmeriCorps*State formula - Corporation for National and Community Service) – Doris Aguon, Special Projects Coordinator/Program Manager

Bureau of Women’s Affairs – Ruth Leon Guerrero, Special Projects Coordinator Special Projects – Joleen Santos, Special Projects Coordinator

Statistics Bureau of Labor Statistics (Workforce Information Core Products and Services, Labor Force Statistics – Occupational Employment Statistics,

Occupational Safety and Health Statistics) – Gary Hiles, Chief Economist

Department of LaborSub-Committee Transition Report Organization Chart

Department of LaborSub-Committee Transition Report Brief Description of Functions, Goals, and Objectives

Director’s Office The office of the Director oversees the overall management and operation of GDOL and ensures its mission and

objectives are met in an effective and timely manner. Fiscal & Administrative Support Division

Oversees all administrative services and coordinates budget preparations for all GDOL divisions; consists of duties such as accounting, personnel services, procurement and supply, and coordinating training and travel.

Planning Division Provides advice and leadership in the development and implementation of department/agency policies, strategic

planning and evaluation, designed to assure effective management of operations and resources; Provides and conducts research, analysis and studies in the development and implementation of projects and programs regarding workforce development and investment for the department ; Prepares briefing summaries and reports on outcomes of projects, conference proceedings, events and workshops related to mandates of department; Conducts labor clinics for training and development with workforce partners on education, employment and economic development; Assists in the planning and preparation of Guam's Strategic Workforce Investment Plan, (the State Plan) for the department including the Transformation Plans of Work and implementation; Responsible for the Workforce Investment Act (WIA) Apprenticeship program as well as the Guam Registered Apprenticeship Program (GRAP)

Management Information System/Systems & Programming Division Provides network, programming and reporting services in support of the various GDOL/AHRD programs while

providing technical support to outer islands within the Pacific Jurisdiction. Retention & Monitoring Unit

Responsible for the performance monitoring of the department’s service providers and contractors; conducts desk reviews and on-site reviews in an effort to provide the data necessary to improve the capacity of service providers to achieve higher outcomes, promote performance excellence, and continuous improvement of the workforce system.


Compliance: Wage and Hour

Responsible for administering and enforcing the Fair Labor Standards Act in an effort to protect workers against unpaid hours worked whether they are alien workers, U.S. citizens, persons with a disability, trainees or minors.

Alien Labor Processing and Certification Responsible for receiving, processing and adjudicating applications for Temporary Labor Certifications for H-2B workers; determines H-2B

Prevailing Wage Rates, except common construction rates; enforces labor laws with a focus on H-2B employers; conducts investigations with regards to the employment of H-2B workers; receives and processes applications for H-2B worker registration; issue H-2B ID cards; and maintains statistics on H-2B workers and employers

Fair Employment Practice Agency Assists private/public sector employees on allegations of wrongful termination and employment discriminations through discussions and

investigations of infractions; provides technical assistance to employers regarding their legal responsibilities at the workplace to reduce or avoid any form of discrimination; collaborates with employers’ associations to conduct workshops or training on harassment or form of unlawful employment discriminations; conducts community outreach with new migrants on employee rights at the workplace.

OSHA On-Site Consultation Responsible for providing timely, courteous, and professional consultative services to Guam employers and their employees so they may

recognize and control workplace hazards and prevent injuries, illnesses, and fatalities; ensures the safety and health of workers by setting and enforcing standards; providing training, outreach, and education; establishing partnerships; and encouraging continual improvement in workplace safety and health.

Division of Occupational Safety and Health Responsible for the enforcement and monitoring of safety and health standards as adopted by the Occupational Safety and Health Act of 1970; ensures

that every Government of Guam department/agency are providing their employees safe workplaces and healthful working conditions, free from recognized hazards; monitor and ensure that they are in compliance with all Government of Guam OSHA codes and standards.

Worker’s Compensation Commission The Worker’s Compensation Division functions under the authority of the Commission and has two main functions: (1) as a worker's compensation

insurance carrier for most government of Guam agencies and departments. Its purpose is to receive, review and process work injury reports filed by government of Guam employees and (2) the overseeing authority for all work injuries sustained in Guam except those filed by federal employees.

Statistics Bureau of Labor Statistics

Responsible for conducting independent surveys to study, investigate, collect and compile statistical information and issue reports of Guam's labor market conditions; these sections include the following:

Current Labor Force (CLF) includes statistics on employment, unemployment, and other characteristics of the specified civilian non-institutional population of Guam to ensure proper planning and development of appropriate labor programs.

Current Employment Statistics (CES) includes federally-funded state/local planning information; occupational employment statistics program; publishes current employment report; and publishes results of an annual census of Guam's employers.

Occupational Safety & Health Statistics (OSHS) produces statistical information to measure and evaluate the effectiveness of the Occupational Safety and Health Act in reducing work-related injuries and illnesses as mandated by P.L. 91-596, the Occupational Safety and Health Act of 1970 and is federally funded and operated in cooperation with the U.S. Department of Labor's Bureau of Labor Statistics.


Employment and Training: One-Stop Career Center

Provides consumers with access to core, intensive and training services; focuses on building strong collaborative linkages between the public and private sector to meet skill needs of employers and the training and employment of job seekers at large;

Guam Employment Service Responsible for bringing employers and qualified job seekers together in providing free labor exchange services to job seekers,

employers and community agencies.; focuses on maintaining an effective and comprehensive labor exchange system which recruits, assesses, counsels, and matches individuals to the workforce needs of Guam's employers.

Senior Community Service Employment Program The Senior Community Service Employment Program affords temporary part-time employment and job training opportunities for

persons 55 years or older who are economically disadvantaged, have poor employment prospects, and are unemployed. Agency for Human Resources Development (Youth, Adult, Dislocated Worker, Incumbent Worker Programs) To provide workforce investment activities that increase the employment, retention and earnings of participants, and increase

occupational skill attainment by participants, which will improve the quality of the workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the island’s economy. Youth, adults, dislocated workers and incumbent workers are provided access to a continuum of core, intensive, and training services through the One-Stop Career Center.

Disability Program Navigator Initiative Guide One-Stop Career Center staff in helping people with disabilities access and navigate the various programs that impact

their ability to gain/retain jobs; facilitates integrated, seamless, and comprehensive services in One-Stop Career Centers to persons with disabilities; improves linkages to the employer community and develops demand-responsive strategies to meet their recruitment and retention needs; facilitates the transition of in- or out-of-school youth with disabilities to obtain employment and economic self-sufficiency; serves as a resource on programs that impact the ability of persons with disabilities to enter and remain in the workforce; brings together multiple partners to foster a collaborative effort by building Interagency Action Committees to address systems level barriers and Integrated Resource Teams to address individual level barriers to employment job seekers with disabilities experience.

Disabled Veterans Outreach Program Focuses on providing direct employment and training-related activities and support services to meet the needs of economically

or educationally disadvantaged veterans with barriers to employment. The program’s coordinator will also serve as an advocate for veterans’ employment and training opportunities with business, industry and community-based organizations.

Serve Guam Commission/AmeriCorps Programs (Administration – Corporation for National and Community Service, Program Development and Technical Assistance Funds - Corporation for National and Community Service, AmeriCorps*State formula - Corporation for National and Community Service)

Responsible for promoting and strengthening a culture of service and volunteerism through individual and community collaboration;

Bureau of Women’s Affairs Responsible for closely monitoring issues and legislations relating to women, and shall further be responsible for advising the

Governor of Guam of said issues along with the recommendations for actions which may need to be taken; priority focus areas include women in poverty, education ad training, women in power and decision making, advancement of women, violence against women and health.


Bureau of Labor Statistics Responsible for conducting independent surveys to study, investigate, collect and

compile statistical information and issue reports of Guam's labor market conditions; these sections include the following:

Current Labor Force (CLF) includes statistics on employment, unemployment, and other characteristics of the specified civilian non-institutional population of Guam to ensure proper planning and development of appropriate labor programs.

Current Employment Statistics (CES) includes federally-funded state/local planning information; occupational employment statistics program; publishes current employment report; and publishes results of an annual census of Guam's employers.

Occupational Safety & Health Statistics (OSHS) produces statistical information to measure and evaluate the effectiveness of the Occupational Safety and Health Act in reducing work-related injuries and illnesses as mandated by P.L. 91-596, the Occupational Safety and Health Act of 1970 and is federally funded and operated in cooperation with the U.S. Department of Labor's Bureau of Labor Statistics.

Department of LaborSub-Committee Transition Report Significant Issues for Governor-Elect’s Immediate Attention

Military Buildup: Needs of GDOL to support an increased department workload as a result of the increased H-2B population to

include: Additional staff in limited-term classification for Alien Labor Processing and Certification Division. The buildup will require a quick ramp up of Alien Labor Processing and Certification Division (ALPCD) services and

compliance monitoring. To do this, the department needs staff in the Limited-term classification. As the buildup wanes, we will need the ability to reduce staffing to appropriate levels which cannot be accomplished through attrition of classified workers. The challenge is that we are unable to use local funding (even special funds like the MDF) to hire Limited-term employees. Immediate steps need to be taken to staff up ALPCD because the training curve is about 12-18 months for caseworkers and inspectors to be trained sufficiently to be productive.

Labor market testing within the Guam Employment Service (Wagner Peyser Act). Support for Workman’s Compensation & Occupation Safety and Health Administration (OSHA) On-Site

Consultation Division due to the increase in construction activity and the injuries associated with this type of work. Support for Wage & Hour division to prevent wage abuses.

Move from Federally Funded Budgets based on Waiver Status to State Negotiated Performance Metrics

Re-allocate budget away from just running programs to direct dollars spent on those individuals the programs were designed to benefit

Procurement

Department of LaborSub-Committee Transition Report Listing of Dept/Agency Goals and Objectives,

existing performance metrics DOL currently takes advantage of waivers from the

Federal Government from State Negotiated Performance Metrics therefore the performance metrics do not exist

They are able to get the waiver because Guam does not have Unemployment Insurance and due to the fact that this is a key performance indicator that must be reported in line with Federal requirements Guam is waived.

Regardless of this one issue Guam DOL should set a set of performance standards that live by and can measure themselves against.

Department of LaborSub-Committee Transition Report Identify Ongoing and Upcoming Initiatives

Enhance One-Stop Center program delivery for employers, employees and career strategies.

Empower people and communities through enhanced workforce reporting of economic and workforce data for community solutions.

Adopt a YADI (Youth, Adult, Dislocated Worker, Incumbent Worker) life long learning philosophy and integrate the workforce learning continuum as the guiding framework for the power of e3 (education, employment, economic development) aligned with regional economies

Support increased economic opportunities for Guam residents and collaboration with business, federal government, and non-governmental organization and faith based community.

Strengthen Guam’s Workforce Investment Governance and Workforce Community Leadership System

Regional Workforce Development Council Goal Areas: Become the regional convener of talent development systems. Strengthen, embrace, and align the power of e3 plus one (education, employment, economic

development, and ethics) approach to the Micronesia region’s talent development efforts. Establish a Micronesian One-Stop Talent Development Center Support a regional talent development pre-apprenticeship recruitment pipeline system. Strengthen incentives for demand driven occupations.

Department of LaborSub-Committee Transition Report Challenges that sub-committee foresees

Establishing State Negotiated Performance Metrics Guam DOL needs to move from waiver status to

accountability to Performance Metrics There will be little improvement in any of the

services and programs provided until you tie the performance of management to the viability of the programs

Department of LaborSub-Committee Transition Report Improve the success rates of the

programs that are administeredWagner-Peyser

Description PY2007/FY2008 PY2008/FY2009 PY2009/FY2010

Total Job Seekers Served[1] 3,740 4,894 4,507

Total Job Seeker Placements[2]

716 1925 1941

Success Rate 19.15% 39.34% 43.07%

Total Job Applications Received (Job Bank Self-Help Services)

5,211 11,638 11,089

Total Employers Served 238 202 241

Total Staff & Operational Expenditures (Fiscal Year)

$323,325.00 $366,601.00 $343,155.00

Department of LaborSub-Committee Transition Report Senior Community Service

Description PY2007/FY2008 PY2008/FY2009 PY2009/FY2010

Total Participants Served[1] 121 141 161

Total Participants Placed[2] 9 6 8

Success Rate 7.44% 4.26% 4.97%

Total Participant Wages (Actual):

$736,253.12 $781,375.82 $1,184,703.77

Total Staff & Operational Expenditures (Actual)

$211,102.74 $213,395.72 $268,887.82

Department of LaborSub-Committee Transition Report WIA Youth, Adult & Dislocated Worker

Program Description PY2007/FY2008 PY2008/FY2009 PY2009/FY2010

Total Participants Served[1] 2099 1106 836

Total Youth 886 640 440

Total Adults & DW 1,213 466 396

Total Participants Placed in Unsubsidized Employment[2]

20 10 47

Success Rate(Total Placements/Total Adult & DW)

1.65% 2.15% 11.87%

Total Participant Work Experience Wages:

$737,108.00 $1,892,075.00 $943,184.00

Total Participant On-the-Job Training

$41,277.00 $29,522.00 $32,328.00

Total Participant Classroom Training

$455,625.00 $412,149.00 $315,570.00

Total Participant Apprenticeship Training

$301,449.00 $283,576.00 $223,154.00

Total Case Management Staff & Operational Expenditures (Actual)

$288,795.00 $288,795.00 $409,448.00

Department of LaborSub-Committee Transition Report Opportunities for Change

Merge AHRD under DOL AHRD and DOL was mandated by public law to be separated from DOL due to abuse of federal funds and amount of disallowed funds These two departments although they serve similar constituents act as independent silos and there is little to no coordinated effort. Duplicate task and efforts exist and a director position can be eliminated and rolled under DOL director to help harmonize the

departments Many grants exist and can be taken advantage of but no emphasis or expertise is devoted to writing the

grant request Limited term employees are needed for short term during military build up or potentially outsourced to avoid

classified position creation 241 Employers are currently served on Guam at DOL. Many more exist we need to tap the employers to

help improve job growth and improve success rates of DOL The DOL website contains an enormous amount of information for many types of audiences. DOL must be

more customer-centric by grouping areas most frequented, eg. Employers, Job Seekers, Business Office, etc.

Find out through a survey or from operations the 5 most common things customers do at DOL and post those online in a very obvious way. The site should do the work, not the customer. There is no doubt a lot of info, but who has the time to search and look through it all?

DOL must consolidate and centralize their IT system and services. The Government of Guam is mandated to centralize all IT services to leverage and maximize resources. DOL is the only holdout that has not even attempted to centralize compared to the other line agencies.

Must allow for other agencies to access their demographic data to process and make efficient their types of services, eg. DPHSS Welfare Division when cross-referencing job applications, etc.

Department of LaborSub-Committee Transition Report Budget

DOL is well funded $10.2 million dollars

24% comes from Gov Guam Funding 76% comes from Federal Funding Please see funding portfolio

No major budgetary issues exist DOL does a good job utilizing funding to run agency

but the success rates of their efforts are poor. Focus needs to shift to increasing the success rates.

Funding Portfolio

Department of LaborSub-Committee Transition Report

Budget There has been much success of eliminating disallowed funds and have

complete final payment back to Federal Government as of October 2010.

0200,000400,000600,000800,000

1,000,0001,200,000

FY2002

FY2003

FY20

04

FY2005

FY2006

FY2009

Initial Determination

Final Determination

Appeal

Department of LaborSub-Committee Transition Report Executive Summary

The Department of Labor appears to be operationally sound and there do not appear to be any budgetary shortfalls. The transition team had no problem obtaining information and the data appeared to be readily available. The most detrimental and time sensitive issue facing DOL that the new administration will have to address is personnel constraints that will tax the current staffing when the influx of H-2B worker applications begin to increase beyond current staffing pattern capabilities. Identifying how to limit the term of the additional staffing needed so they are not required to retain the positions after the buildup is important The DOL appears to do a good job utilizing funding to administer the programs it is tasked with but a rather poor job at serving its constituents evident by the low success rates of programs administered and number of total employers served. A good gauge would be to look at the percentage of budget spent on actual constituents but the data was not available at the time. In addition, the DOL has no incentive to improve due to the fact that they currently take advantage of a waiver from any State Negotiated Performance Metrics; their funding is on auto pilot and their performance against metrics is not currently mandated. Current management appear to be competent as evident by the reduction of disallowed funds which has been reduced to zero but if the program success rates are an accurate gauge of their competency they are failing. A move toward state negotiated performance metrics will align the Guam DOL with the states and other territories and require them to be graded against the metrics to properly gauge their success. The DOL is not immune to the silo effect and currently AHRD is not under the control of DOL; each entity appears to operate independently and there is little inter agency cooperation which leads to duplicate work for similar constituent base. This represents an opportunity for consolidation and elimination of at least one director position. An opportunity exist to increase grant funding but the agency argues that they lack the staffing and expertise; more than likely it is the latter rather than the former as they have a staff of 97 employees. DOL should be directed to collocate IT center with existing collocated agencies.

Civil Service Commission

CSC Overall Description/Mission Established by Organic Act to administer merit system FY2011 appropriation=$812,804 Provides oversight for all government line agencies Estimated 5000 personnel action cases annually with time

sensitive requirements Powers and Responsibilities

Investigate conditions of employment and report findings Hear appeals of adverse actions, furloughs, lay-offs, grievances, and

equal employment opportunity Investigate and review personnel actions of employees of classified

service (not Judiciary, Legislature, GCC, or UOG) Investigate Public Employee Protection Act Complaints (whistle blower)

CSC Key Positions & Functions Leadership – A Board comprised of a Chairman, Vice-

Chair, 4 additional Commissioners, Legal Counsel, Board Secretary, and the Executive Director

Administrative Staff (3) Analysts (3) Clerical (1)

CSC Significant Issues for Immediate Attention The need to train Directors and key HR personnel on the disciplining

and reviewing of employee performance and the administering the Merit System

No cooperation with agencies department heads (52 agencies)...namely DOA

All bark no bite for CSC enforcement Current vacancy in board Agencies have different classifications; rules/scales not unified Annual rent expense of $85,470 and Xerox contract of $10,652

seems excessive Need to review process for adverse action (defined disciplinary

sequence)

CSC Significant Issues for Immediate Attention continued Lack of cooperation from other govt agencies Lack of knowledge and/or awareness for employee

adverse action procedures at the supervisory level Enforcement duties minimized due to PL 28-68 Procurement process too layered Every agency doing their own classification

CSC Recommendations Unify pay scale levels and position description Desk audit must be conducted with frequency to

determine proper pay scales and skill levels No additional personnel needed (CSC is requesting 2) if

agencies cooperate thereby reducing follow up time Current vacancy in board, suggest female member Need orientation briefing and package for Supervisors,

HR Managers, and Directors

Implement training and awareness of personnel procedures, customer service and merit system rules and procedures

Review employee discipline and correction process

Recommendations Cont.

Sources and References CSC website: www.csc.Guam.gov CSC Transition Report Submittal Interview with CSC Executive Director & Board Chair on

12/3/10

http://www.csc.guam.gov/

Customer Service

Significant Issues for Governor-Elect’s Immediate Attention

Workforce CultureWorkforce Productivity MetricsHuman ResourcesLine Agency “Silo Effect”Agency or Program Consolidation and Co-locationInformation Technology ConsolidationProcurementProcess Improvement Methodology Customer Service

Opportunities for change or a new directionWorkforce Culture

The current “Workforce Culture” AKA “Corporate Culture” is misdirected and lacks a clear mission.Solution-The Government needs a clear mission statement: one that each employee lives and breathes by. It must identify the what, where, how, and why our government exist, who they serve, and how each employee is expected to adequately serve their customers.

Top Down>Corporate Culture reference material is widely available; the Governor-elect needs to determine what the roadmap to changing the culture will be and require the directors and deputy directors to implement it within their respective agencies.Bottom Up>Conduct and Employee Engagement survey and figure out how the process owners feel. Listen to them and incorporate their ideas into the culture change.

Line Agencies appear to have duties and responsibilities but do not have a Mission Statement that emphasizes what manner in which to accomplish the duties and responsibilities

Solution- Each Line Agency must incorporate the mission statement into the duties and responsibilities of each agency and instill a culture that works to accomplish the mission. Incorporate related goals into the annual performance reviews.

Lack of team effortSeasoned/Experienced employees more knowledgeable than directors which leads toDissension between director and employee knowledge base which leads to

“The WeBees” “ We be here when you come and we be here when you leave”Directors untrained in CSC disciplinary requirements which creates a culture of acceptance or discourages team work

Solution-Hire competent Directors and Deputy Directors and look first to the senior staff that exist in the agency. Simply replacing the current director with a competent person may not be as effective as promoting a qualified and experienced member of the knowledge base. All Directors should be required to learn the process of their agencies within 90 days. A “plan-and-agree” performance review process must exist between the Chief of Staff and all Directors as to the objective measurements that the directors are reviewed against.

New operational or technical initiatives for change are stalled due to no employee knowledge base buy-in resulting from current cultureSolution-Consider promoting from within before hiring from outside. Promoting from within may have immediate buy-in to process change by acknowledging existing talent and accomplishments.

People and agencies are creatures of habits and changing people’s workforce culture is harder than changing duties, processes, and control methods.

Solution-Any changes made to the processes prior to changing the culture will not be permanent; the culture change must precede process change. Change the culture and the duties, processes, and control methods changes will be permanent.

Opportunities for change or a new directionWorkforce Productivity Metrics

Some agencies have performance metrics but there was no reference to how to objectively measure an individual employees performance.Solution-Have Directors and Deputy Directors meet with their front line workers and establish the metrics together. Formalize the metrics and plan on goals and stretch goals for their review. Consider applying merit system bonuses for performance that exceed expectations.

No true measurement of worker qualification and or skill setDo you have the right person for the job?

Solution-Implement Work Keys. Work Keys is an ACT testing procedure that is given based on industry standard job classifications and test one’s ability in key performance indicator areas to identify the worker’s capacity or skill set to accomplish their duties. If employees are deficient, the test recommends training in the weak areas. Have directors incorporate continuing education/improvement as a component of the plan-and-agree.See attached supplement.

Merit program appears to be on auto pilot with annual increases automaticNo plan-and-agree system in place which sets standards and reviews are done against standards

Solution-Merit increase needs to be based strictly on objective measurements and based on percentage of goals accomplished.

Time ClocksCurrent system lends itself to abuse. Sign in sheets are used in place of biometric time clocks.

Solution-Install biometric time clocks.Human Resources

No standardization of job classification across agenciesSolution-Standardize job classifications across all agencies including autonomous agencies. Consider utilizing the Work Keys classifications to further standardize job skill set requirement.

Rules and Regulations that CSC manage off is not standardSolution- Standardize employee Rules and Regulations across all agencies. The CSC has to work off of more than one and creates duplicate work efforts to maintain and update when different.

System is pro-employee and directors feel their management ability is inhibited because they cannot successfully complete adverse action.Solution-All Directors and Deputy Directors must be trained by the CSC and seek advice on how to properly discipline employees prior to adverse action. The biggest problem is the directors don’t follow the rules and regs in employee review process and thus the CSC cannot support director-suggest adverse action.

Opportunities for change or a new directionLine Agency “Silo Effect”

Operational focus is inward and communication is verticalSolution-Break down walls and open communication across agencies. Establish a culture of “Our Government” as opposed to “My Department”.

Agencies acting as Informational gatekeepers making timely coordination and communication among departments difficult to achieveInhibits cross agency data sharing Creates duplicate work initiatives which limits productivity

SolutionsMandate cross agency data sharing. This will allow agencies to work off of existing government data and will prevent duplicate efforts to collect and collate the same or similar data sets. Consider centralizing data with Bureau of Statistics and promote data availability to the public.

Frustrates consumers who expect information to be immediate available and completeInhibits excellent customer service

Improved customer service is a by-product of the above solutions

Opportunities for change or a new directionAgency or Program Consolidation and Co-Location

Agencies that should be co-located are separated further exacerbating the silo effect and impeding customer serviceGovernment One Stop (Not DOL One Stop) is not truly one stop just the first stopPermit clearances should take less than 5 car trips

Solutions: Consolidate similarly related agencies or departments. Co-locate related agencies to promote ease of cooperation.

Information Technology ConsolidationLine Agency currently managing IT in-house

Duplicated labor cost for maintenance and supportDuplicated procurement of IT hardware with varying specifications and configurations making it difficult to achieve standardization and potentially limits buying powerOpportunity Cost of not harnessing VOIP telephony and paying for individual phone hard lines regardless if any one is answering themMultiple email platforms and hosting solutions creating more management responsibility and training across all requirements as opposed to standardization

Solutions-Reduce the number of computer centers from 40 to 2, greatly reducing utility and manpower costs. This will improve network management and security and enhance network reliability and enable more online applications. Allow inter-agency access to info to increase productivity and prevent redundancy and duplicate work.

Opportunities for change or a new directionProcurement

Agencies find procurement process inhibits productivity and find it hard to manage operations effectively due to the inability to timely procure needed suppliesGSA and agencies officials not properly trained in Procurement Law requirementsVendors not properly trained on bid requirements potentially disqualifying the most responsive bidder due to technicalityHigh frequency of protestHigh frequency of litigation

SolutionsSet higher standards for Chief Procurement Officer; current job requirements don’t even require a college diploma.Properly fund GSAEducate, train, and certify procurement officers and buyers in procurement law and ethics. Consider having UOG handle education program.Consider outsourcing to an experienced company in this business and have them bond the process and base compensation on performance.

Process Improvement MethodologyA program does not exist within the agenciesIf an agency practices it is not standardized and not supported with continual training and is subject to the training of newest directorLower line employees who know process and operations best are not part of the management of improvement

Solution-Implement a Process Improvement Methodology such as Six Sigma or Lean or both.Consider establishing a process improvement team that can be moved throughout agencies to work with directors to Define, Measure, Analyze, Improve, and Control problems.Require front line employees to participate in projects and as an incentive use merit pay bonus for Six Sigma certification and completed projects. Possible funding through WIA and other federal work programs and administered by GCC or UOG.Empower front line employees to initiate process improvement continuously.

Opportunities for change or a new directionCustomer Service

SolutionsCustomer Service and improved Government Operations go hand in hand: one cannot exist without the other. Customer Service is directly correlated with Government Operations; improve Government Operations and Customer Service will improve.The Mission Statement must emphasize customer service as the rule, not the exception. Each agency must:

Know their Customer (Define)Be able to measure customer satisfaction (Measure and Analyze)Listen to the customers (Improve - Voice of Customer)Set Service Level Objectives (Control)Engage EmployeesMarket and Promote Services

Implement a Customer Service training program consider UOG to facilitate it. Find ways to fund the via grants for continuing education. WIA funds? All Gov Guam employees must associate all customers as their employers since the customers are the tax payers that fund government employee’s employment

Tie an objective customer service measurement to every single employees plan-and-agree and annual review process.

Utilize DMAIC Six Sigma using VOC (Voice of Customer) data to determine project importance and quantify customer service.

Example: DMV registration renewal takes on average 45 minutes to complete. Goal: Reduce renewal time to 15 minutes.

Utilize IT solutions to improve customer serviceE-Government. Online services for vehicle registration, driver’s license, and business license renewals. Online processing and payment equals decreased traffic flow at Rev and Tax.Self Service KioskWebsites focused on providing Customers with key information and forms that can be downloaded and printed online

Executive Summary Government Operations and Customer Service go hand in hand; improve Government Operations

and improved Customer Service will be a natural by product of more efficient operations. This improvement cannot take place unless we clearly define the government’s mission statement and utilize it as the frame work to change the work force culture. Changing the workforce culture will require both leadership from the Governor down to the directors and from the directors to the front line employees as well as allowing for a bottom up approach utilizing employee engagement surveys to ensure we are listening to the process owners. Changing the culture will also require that we have the correct people in the correct jobs, that they have the skill set to successfully accomplish their tasks, and that we have an accurate measurement of the hours they are working. We need to standardize job classifications and the rules and regulations that are used to train and discipline employees and ensure that directors are properly trained to initiate and complete adverse action. We must hold everyone accountable for their responsibilities via objective Key Performance Indicators and vigilance from the directors on annual Plan and Agree metrics and annual performance reviews against the metrics. We need to stop the “Silo Effect” and mandate inter agency cooperation and communication to find efficiencies, reduce duplicate work, and allow for better use of agency data. Consolidating redundant or similar agencies or departments will reduce cost, increase efficiencies and move us away from the “Silo Effect” and into a more collaborative way of business; a good starting place would be IT. Our current Procurement process impedes management across all agencies. Solutions exist but it starts with the right people in the right jobs and a commitment to funding, staffing, and training. A process improvement methodology such as Six Sigma or LEAN must be ingrained in the culture; it must be everyone’s job. Form the clerk that can reduce 15 minutes in a filing process to saving hundreds of thousands of dollars by moving to a VOIP telephony system. Process Improvement can improve productivity and reduce cost and should not rest in the hands of any one agency, department or director; it needs to be everyone’s job. All of these improvements in Government Operations will allow us to provide better Customer Service. Improved Government Operations coupled with a clear mission statement, ownership in an employees’ responsibilities, leveraging web based IT solutions, and training will improve Customer Service

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