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STAFFING AND SUCCESSION PLAN

REV. 6.0, MARCH 20, 2019

HONOLULU AUTHOR ITY f o r RAPID TRANSPORTATION

r ~: Andrew S. Robbins HART Executive Director and Chief Executive Officer

~. es S. Car ggio --3/JJ/2eI'1

Date

HART Project Irector Director of Administrative Services Responsible Manager

~~bJ~' 1L--¥---! ~ _s---+--[rvJ~i tq qDzQ--~~ Alberto B. Bonifacio ' Date Paul Romaine HART Director of Quality Assurance and Quality Control

Director of Administrative Services Document Preparer

of 48 Honolulu Rail Transit Project

Staffing and Succession Plan – Rev. 6.0, March 18, 2019

This page intentionally left blank.

Honolulu Rail Transit Project of 48


Revisions

Necessary modification to this document will be made to conform to evolving project needs. As major revisions occur, the entire manual will be reproduced, bound, and distributed and prior versions of the manual shall be destroyed. For minor revisions, only the affected pages will be issued. All minor revisions will be dated and signed by the HART Director of Administrative Services or the HART Project Director, and previous minor revisions of the document shall be destroyed.

CHANGE HISTORY REVISION DATE SECTION(S) DESCRIPTION

0 04/30/2010 – Initial Issue

1.0 06/25/2010 Pages 3, 14, 15, 16

Update

2.0 11/11/2010 Pages 3, 13, 18, 19, 20, 21

Update

3.0 03/11/2011 Pages 4, 13, 18, 19, 20, 21

Update

4.0 02/09/2012 Cover, Pages 2 through 25

Major Revision

5.0 05/25/2012 Cover, Pages i, ii, iii, 2‐5, 8, 12, 13, 15‐19, 20‐22

Update

6.0 03/20/2019 Multiple Major Revision and New Organization (11/15/18)



Table of Contents

1 Introduction ............................................................................................................................ 9

2 Staff Management Approach ................................................................................................. 11

2.1 Staff Planning ...................................................................................................................... 11

2.2 Staffing Assumptions and Constraints ................................................................................ 13

2.3 Project Organization ........................................................................................................... 14

3 Staffing Acquisition ................................................................................................................ 15

3.1 Civil Service Employees ....................................................................................................... 15

3.2 Personal Services Contract Employees ............................................................................... 16

3.3 Consultant Acquisition ........................................................................................................ 16

3.4 Recruitment Incentives ....................................................................................................... 17

4 Staff Training ......................................................................................................................... 19

4.1 City Policy Orientation ........................................................................................................ 19

4.2 Project‐related Policy and Procedure Familiarization ........................................................ 20

4.3 Ongoing Training for Staff................................................................................................... 22

5 Staff Tracking and Management ............................................................................................ 23

6 Staff Transition and Succession Planning ............................................................................... 25

6.1 Staff Transition to HART ..................................................................................................... 25

6.2 Transition from Personal Services Contract to Civil Service ............................................... 25

6.3 Succession Planning and Replacement of Staff .................................................................. 25

Figures

Figure 1 – Staff Composition ........................................................................................................ 26

Appendices

Appendix A: HART Organizational Chart ............................................................................ 29

Appendix B: HART Current Position List and Status ........................................................... 37

Appendix C: HART Key Position List and Status ................................................................. 45

Appendix D: City Employment Benefits ............................................................................. 47



Acronyms BFS City and County of Honolulu, Department of Budget and Fiscal Services

BU Bargaining Unit

CBA Collective Bargaining Agreement

CBU Collective Bargaining Unit

CCH City and County of Honolulu

CIP Capital Improvement Program

CMS Contract Management System

COR City and County of Honolulu, Department of the Corporation Counsel

CY Calendar Year

DAS Director of Administrative Services

DHR City and County of Honolulu, Department of Human Resources

DTS City and County of Honolulu, Department of Transportation Services

EAP Employee Assistance Program

EEO Equal Employment Opportunity

EPS City and County of Honolulu, Department of Human Resources, Employment and Personnel Services Division

FD Final Design

FEIS Final Environmental Impact Statement

FFGA Full Funding Grant Agreement

FTA United States Department of Transportation, Federal Transit Administration

FTE Full Time Equivalent

FY Fiscal Year

GEC General Engineering Consultant

GET General Excise Tax

HART Honolulu Authority for Rapid Transportation

HGEA Hawaii Government Employee Association

HHCTCP Honolulu High‐Capacity Transit Corridor Project

HPD City and County of Honolulu, Honolulu Police Department

HRS Hawaii Revised Statutes

HRTP Honolulu Rail Transit Project

MOU Memorandum of Understanding

PE Preliminary Engineering

PMP Project Management Plan

PMSC Program Management Support Consultant



PSC Personal Services Contract

QMP Quality Management Plan

RAMP Real Estate Acquisition Management Plan

ROD Record of Decision

RTD City and County of Honolulu, Department of Transportation Services, Rapid Transit Division

SAP Substance Abuse Program

TAT Transient Accommodation Tax

TR Transit Fund (derived from 0.5 percent surcharge on Hawaii's General Excise Tax)



1 Introduction

The Honolulu High‐Capacity Transit Corridor Project (HHCTCP) originated in the Department of Transportation Services (DTS) of the City and County of Honolulu (City). The Rapid Transit Division (RTD) was established on July 1, 2007 (Fiscal Year [FY] 2008) upon enactment of the City's Fiscal Year 2008 Executive Operating Budget and Program as a division of the DTS. The transition from the RTD to the Honolulu Authority for Rapid Transportation (HART) occurred on July 1, 2011. HART was formed on July 1, 2011, as a semi‐autonomous agency of the City. The Project was subsequently renamed the Honolulu Rail Transit Project (HRTP, referred to hereafter as the Project).

Other Project documents in addition to this Staffing and Succession Plan that address staff‐related topics include the Project Management Plan, which identifies and describes key position duties; HART Project Procedure 2.PA‐07, "HART Training Procedure," which addresses training requirements for appropriate Project personnel; and the HART Quality Management Plan, which describes orientation, training, and qualification of Project personnel.



2 Staff Management Approach A continuing challenge for the Project has been hiring and maintaining experienced personnel but overall, the trend is positive. Given the fact that this is Honolulu's first rail transit construction project, its remote location 2,400 miles from the United States mainland, and the fact that Honolulu is one of the most expensive cities in the United States in which to live, hiring and retaining experienced personnel has been a challenge. However, even under these circumstances, HART has had significant success in hiring City employees to staff the Project and supplements its city staff with consultant staff in order to meet the Technical Capacity and Capability (TCC) requirements set forth by the FTA. HART is confident that it can successfully deliver the Project with its experienced key personnel and core competencies.

The purpose of the Staffing and Succession Plan is to help ensure that the goals of HART are met in an efficient and timely manner. More specifically, this Staffing and Succession Plan addresses the human resources needed to meet the goals of the organization and to ensure that HART has the appropriate technical capacity and capability required during each phase of the Project.

As implementation of the Project advances, the organization has and will continue to evolve to maximize the efficient use of personnel and adjust to meet the changing workload related to the particular phase the Project is in at the time.

2.1 Staff Planning

Effective staff planning requires the input and support of all managers responsible for carrying out the plan within the organization. A mutual understanding of human resource management facilitates communication and cooperation among managers and helps to guarantee that organizational needs are met by hiring the right people for the job at the right time during the Project.

The goal of staff planning is to ensure core competencies of the organization by employing staff with the requisite knowledge, skills, abilities, and experience in the appropriate positions when needed. This is critical to implementation of project management, quality management, risk management, and cost schedule controls that are essential to project success. The key is to determine what knowledge, skills, and abilities employees should possess, how many employees are currently required in each job, and how many might be required in the future. Additionally, judgments must be made as to how a prospective employee's individual characteristics might make him/her better suited for certain positions.

Proactive staff planning ensures that the HART can adapt to internal City changes as well as to externally generated changes. Anticipating the need for growth and reorganization is



essential since a request for increased funding to meet such needs must be made approximately ten months in advance to fit into the City's budget cycle.

The RTD was staffed with 35 Full Time Equivalent (FTE) positions. Funding for an additional 44 positions was approved by the City Council in the FY 2010 budget, bringing the total number of positions to 79. The FY 2011 Operating Budget included funding for an additional 31 positions and was also approved by City Council and this brought the total number of positions in RTD up to 110.

HART was officially formed on July 1, 2011 (FY 2012), and the Operating Budget request included an additional 26 positions which were approved, bringing the total up to 136. The FY 2013 budget request included a request for an additional 6 positions which would have brought the total count up to 142 FTEs. It was determined that the HART Operating Budget, as well as the Capital Improvement Budget, would be presented to both the HART Board of Directors and the City Council. During Operating Budget discussions with the City Council, the number of FTEs requested by HART was reduced from 142 to 139 FTEs. The FY 2014 Operating Budget was submitted to the HART Board of Directors and the City Council with 139 FTEs and was approved. The FY 2015, FY 2016, and FY 2017 Operating Budget requests also included 139 FTEs. The FY 2018 Operating Budget was approved with a request for 137 FTEs and the FY 2019 Operating Budget was approved with a request for 138 FTEs. Appendix D depicts the actual and projected size of the HART staff through the life of the Project. The outer years depicted are derived from estimates and will be influenced by the transition of Operations and Maintenance from HART to DTS and the actual progress of the Project. This planning is underway in coordination with DTS, and the chart will change to reflect the coordinated planning of both agencies. It should be noted that staffing requirements and the designation of key positions could change for the final segment of the project, depending on the specifics of the P3 (Public, Private Partnership) project delivery structure. Under the Design‐Build‐Finance‐Operate‐Maintain (DBFOM) approach for the City Center segment and the Pearl Highlands Garage and Transit Center, the role of HART oversight and the expertise needed could change from the current Design‐Build approach. It is difficult to predict the staffing implications until the details of the P3 proposals are known.

Positions that can be filled quickly with known resources do not require extensive staff planning. Staffing efforts are focused on those areas of the organization that require advance planning (for example, positions that are critical to the organization and that are difficult to staff). Parts of the organization that undergo change require new staff planning or a revision of an older staffing plan. The purpose of focusing planning efforts on key positions is to ensure efficiency and ensure that staff planning resources are used where they are needed most and when they will have the most impact on the success of the Project.



2.2 Staffing Assumptions and Constraints

HART is supplementing its staff through a contract with the PMSC. The PMSC approach permits the immediate mobilization of an experienced project management team and additional staff as needed while the City recruits and trains appropriately qualified employees.

The positions and the timeline reflected in this document are based on the following major assumptions:

1. There will be no further planning, design, or construction for extensions after the Minimum Operating Segment is completed.

2. Staffing requirements and the designation of key positions could change for the final segment of the project, depending on the specifics of the P3 project delivery structure. It is difficult to predict the staffing implications until the details of the P3 proposals are known.

3. HART will remain a stand‐alone agency, with no consolidation with other City agencies until operations begin. Once operations begin and revenue services commence, the Operations and Maintenance functions will be turned over to DTS.

4. Interim opening will be in CY 2020, and full system opening will be in December 2025. Project close‐out responsibilities will remain with HART.

A multi‐year planning horizon is necessary to provide enough lead time to perform the action items in the plan such as recruitment, selection, training, mentoring, etc. However, the planning horizon determines the detail to which a staffing plan can be written. More detailed staff planning can go into immediate action items, and more general plans with contingencies for uncertainties are being used for long‐term action items. Plans will be updated after a substantial change occurs to the plan or within the organization.

The salaries for City employees are funded in the Annual Operating Budget, which is passed by the HART Board of Directors and the City Council each year. The City and County of Honolulu Fiscal Year runs from July 1 to June 30.

In general, third‐party consultants and contractors are funded in the Capital Improvement Program (CIP) Budget. All services acquired through contract labor or consultant services for the Project are done in accordance with the federal requirements in order to maintain federal eligibility.

The dedicated local funding source for the Project is an established 0.5 percent surcharge on the State of Hawaii's GET. In 2005, the Hawaii State Legislature authorized the counties to adopt a maximum 0.5 percent GET surcharge for public transportation projects. Following this authorization, the City enacted Ordinance No. 05‐027 establishing the 0.5 percent GET County surcharge (GET surcharge). The GET surcharge commenced on January 1, 2007, and will be levied through December 31, 2022. On January 27, 2016, the



City Council approved a five‐year extension of the one‐half percent GET surcharge for the Rail Project through December 31, 2027. Business activities on Oahu that are subject to the base 4 percent GET rate—such as retailing of goods and services, contracting, renting real property or tangible personal property, and interest income—are also subject to the GET surcharge. On September 5, 2017, the Hawaii State Legislature passed Senate Bill 4, 2017 Special Session (SB4), enacted into law by the Governor as Act 1, which extends the GET surcharge for three additional years, through December 31, 2030, and raises the Transient Accommodation Tax (TAT) from 9.25% to 10.25% for 13 years, until December 31, 2030. These measures will provide financial capacity needed to complete the project as planned in the FFGA.

2.3 Project Organization

Successful implementation of the Project involves a number of entities. The City is implementing the Project using a combination of its own forces and the services of third‐party consultants and contractors. HART is open to and receives input from multiple internal as well as external agencies concerning Project organization and staffing. HART has implemented changes to its organizational structure and staffing based on input from the Project Management Oversight Contractor, the American Public Transportation Association peer review, the HART Board of Directors, and other City and State agencies.

Because HART is organized as a project, flexibility with respect to the organizational structure, staffing assignment adjustments, and adaptations is critical as the Project proceeds through the various phases associated with a multi‐year construction project of this magnitude and complexity. A current organizational chart is presented in Appendix A of this Plan.



3 Staffing Acquisition

HART is a matrix organization with civil service and Personal Services Contract staff from the City, the PMSC consultant staff, and direct support provided by Departments within the City that have centralized functions. Several City Departments are reimbursed for salaries associated with employees in their department who spend a significant amount of time supporting HART activities. Memoranda of Understanding (MOUs) between HART and pertinent City Departments were finalized as part of the transition from the RTD to HART.

All City staff acquisition is conducted in accordance with applicable City policies and procedures, including the Civil Service Manual, the Personnel Manual, Administrative Directives, and Federal Employment Law. Copies of these policies will be provided if needed.

3.1 Civil Service Employees

In 2016, Honolulu City Charter Amendment 4 was passed, which placed operations and maintenance responsibilities for bus, paratransit, and rail solely with DTS and provided for the transfer of positions and legal rights and obligations relating to rail operations and maintenance from HART to DTS. This change will be implemented when the Project enters revenue operations. As a result, HART has ceased hiring permanent civil service employees since the organization and staffing of rail operations and maintenance will be determined by DTS and HART now hires exclusively temporary Personal Services Contract employees to meet staffing needs. HART is working closely with DTS to design an organization that is appropriate to oversee operations and maintenance of the system, and when the time is appropriate, civil service positions will be created and filled by DTS to ensure a smooth transition. Permanent City civil service employees will be acquired using the normal City hiring process as outlined in the Civil Service and the Personnel Manuals. Position descriptions and minimum qualifications will be prepared and processed through the normal City Human Resources channels. This will include the establishment of new job classifications where appropriate. The HART Director of Administrative Services (DAS) currently coordinates with the City Department of Human Resources (DHR) to determine appropriate position classifications, advertise positions, schedule interviews, select personnel and complete all hiring actions.

The normal timeline for acquisition of permanent civil service City staff is from 120 days to 180 days depending on the individual circumstances. Staff can also be acquired through the use of Personal Services Contracts, which is much more expedient, or through the temporary redirection or reorganization of existing employees.

The City Employment and Personnel Services (EPS) Division of DHR is responsible for Recruitment, Examinations, Benefits, Research, and Personnel Transactions of civil service employees. This division recruits and examines permanent civil service applicants in accordance with merit principles, advises HART on requirements and resources to fill



personnel needs, provides advice on developing appropriate selection interviews, researches and develops and maintains economic, compensation and related data in support of personnel activities, conducts initial orientation of new employees, and develops and coordinates the implementation and administration of the benefits and awards programs.

The City Classification and Pay Division is responsible for administering the City's classification and compensation systems and for providing personnel management advisory assistance to HART personnel managers and employees on a variety of classification, compensation, and organizational issues.

A person selected from an eligible list or through a civil service recruitment procedure, for other than a temporary appointment, will be given a probationary appointment and shall be required to serve an initial or new probationary period under the conditions prescribed in the Civil Service Manual.

3.2 Personal Services Contract Employees

The process involved with hiring Personal Services Contract employees is much less restrictive and therefore a much more expedient and flexible process than the process used to hire civil service employees. This method of hiring also allows HART to hire employees to fill positions unique to HART that do not exist within the City Classification and Pay system. The main difference between a permanent civil service employee and a Personal Services Contract employee is that Personal Services Contract employees are considered temporary. This is a much more appropriate method of hiring employees at this point since Operations and Maintenance of the rail transit system will be turned over to DTS for revenue operations. Personal Services Contracts may be written for up to 12 months per contract, they coincide with the City fiscal year, and they are renewable each new fiscal year.

Personal Services Contract employees are afforded almost all of the same benefits as permanent civil service employees (Appendix D), and their cumulative time on consecutive contracts is attributable to retirement and pay benefits. When an employee transitions from a Personal Services Contract to a civil service position, all of his/her time on contract counts towards retirement and pay benefits. This will be advantageous when Operations and Maintenance of the system is transferred to DTS and will allow key personnel to transition to civil service without losing their accumulated time and benefits.

3.3 Consultant Acquisition

Consultants will be utilized on the Project when the HART staff does not possess the necessary qualifications for specific focus areas or the services are of an urgent or temporary nature. This process starts with the development of the statement of work and by determining the minimum and desired qualifications. The appropriate contract vehicle is selected, a solicitation for proposals or offers from the bidder community is advertised,



vendor proposals or offers are reviewed, vendor interviews are scheduled, and the final vendor selection is made. The type of contract vehicle chosen depends on the specific specialty needed.

3.4 Recruitment Incentives

In accordance with the CCH Civil Service Rules, Section 3‐11, to enhance the recruitment of persons employed or appointed to critical‐to‐fill or labor shortage positions, appointing authorities with the prior approval of the Director of DHR may:

Compensate applicants for all or a portion of travel and transportation expenses; and/or

Provide a monetary incentive in the form of a pay differential, as pre‐determined and approved by the Director.

HART budgets funds for this purpose in the Annual Operating Budget and can compensate individuals to help offset moving expenses and transportation expenses. This measure was deemed as a necessary option given the remoteness and the cost of living in Hawaii.



4 Staff Training

4.1 City Policy Orientation

The HART Personnel Branch staff conducts the initial orientation of new employees including a broad overview of the Project, City Human Resources policies, and collective bargaining agreement provisions.

All employees receive orientation training from either the DHR or the HART Personnel Branch staff concerning:

Ethics

Prevention of Sexual Harassment (POSH)

The City's Drug and Alcohol Policy

Workplace Violence

Respectful Workplace Policy

The Employee Assistance Program

HART's Identification Badge Policy

Information Technology Acceptable Usage Policy

Overview of the facility and infrastructure, emergency procedures, emergency exits, security systems, and the emergency evacuation meeting place

Introduction to the staff and consultants

Overview of the administrative policies including time reporting, attendance, and meetings

Introduction to the Project's website

Oracle Primavera Contract Management System (CMS) training.

Specific job duties and expectations

This training is documented in employee's personnel records and in the City's training computer database.

The City's Equal Employment Opportunity (EEO) Program serves as a resource to the executive and legislative leadership of the City. While the EEO Officer and staff positions are administratively assigned to DHR, the program is expected to operate as independently as possible across all organizational levels and programs within the City. HART also has its own Civil Rights Office that includes Equal Opportunity, Disadvantaged Business Enterprise,



and Certified Payroll functions. The scope of responsibilities extend beyond employment, to all aspects of internal and external equal opportunity, civil rights, access, accommodation, language access, training, and diversity within the workplace.

4.2 Project‐related Policy and Procedure Familiarization

All personnel whose duties will affect the effective and efficient management and execution of the Project are familiarized to the extent necessary by their respective manager, supervisor, and/or qualified trainer to ensure that the employees have a working knowledge of the project plans, programs, and procedures and that the employees are committed to implementing them. Such personnel are identified in the Training Records in HART's Contract Management System (CMS), which also contains the project plans, programs, and procedures.

The HART Training Procedure has been established and was designed to ensure that Project personnel are properly trained to assure that suitable proficiency is achieved and maintained. The establishment and maintenance of the Training Records are part of this Procedure. Training requirements and acknowledgment are shown and documented on the basis of the position's description of duties and responsibilities and are recorded in CMS.

Project‐specific policy and procedure familiarization is provided to employees on a case‐by‐case basis and includes but is not limited to the following topics:

Project Management Plan (PMP)

Quality Management Plan (QMP)

Review of Confidentiality and Conflict of Interest

Construction Safety

Environmental Compliance

Contract Management System (CMS) software

Contractor/Designer Selection Process

Safety and Security Management Plan (SSMP)

Safety and Security Certification Plan (SSCP)

Construction Safety and Security Plan (CSSP)

Contract Packaging Plan (CPP)

Real Estate Acquisition Management Plan (RAMP)

Sensitive Security Information (SSI) Plan

Interface Management Plan



Bus Fleet Management Plan

Configuration Management Plan

Construction Management Plan

Risk and Contingency Management Plan

Standard Terms, Definitions, and Acronyms

Baseline Document Revision and Control

Procurement Control

Document Control

Meeting Minutes

Project Management Controls

Project Progress Reports

Project Scheduling

Cost Estimating

Cost Control

Risk Management

Contingency Management

Contract Administration

Contract Change Management

Contract Closeout

Claims and Dispute Resolution

Submittal Procedure

Transit Rail Safety

Internal Quality Audits

Seminars and training courses offered by schools, professional organizations, suppliers, manufacturers, and other educational institutions are utilized to train personnel in the tools and techniques necessary to perform their jobs safely, efficiently, and effectively.



4.3 Ongoing Training for Staff

At the start of employment, the direct or functional managers review their staff skill sets against the roles or responsibilities needed for the phase of the Project. Each manager and their staff discuss where additional training is needed to ensure staff has the necessary skills to safely execute the activities for each Project phase.

HART will ensure that employees have the appropriate skills to perform their job duties. Career development and personal growth training is also provided through the DHR Training Branch and various local professional organizations.

The DHR Training Branch plans, develops, and implements personnel development and training programs to increase employee productivity, prepare employees of the City to assume broader responsibilities, and improve the efficiency, economy, and quality of public service provided by employees.



5 Staff Tracking and Management

Day‐to‐day management of the Project staff is the responsibility of the designated functional managers. Performance issues, recognition, promotions, and disciplinary actions are the responsibility of the respective City staff per the organizational chain of command.

The Labor Relations Division of DHR administers eight collective bargaining agreements, two of which apply to HART employees; provides assistance to management on employee‐employer relations, contract administration and training matters; negotiates collective bargaining agreements; represents the City in grievance meetings; and serves as employer advocate in arbitration proceedings.

HART employees are also eligible to participate in the Employee Assistance Program (EAP), including the Substance Abuse Program (SAP). Functions of the EAP program are to counsel and assist City employees with workplace and personal problems affecting work performance, coordinate and manage referrals to community resources, consult with departments on the management of employee issues, and develop and implement training on related employee assistance subjects. All counseling and consulting sessions are held in strictest confidence and approval from HART management is not required for employees to participate.

The City utilizes a Civil Service Commission, which is authorized by the Revised Charter of the City and County of Honolulu, Section 6‐1110, and by law. The Commission consists of five members who are appointed by the Mayor for a term of five years.

The primary functions of the Civil Service Commission are to prescribe rules to carry out the provisions of the City Charter, hear appeals, and advise the Mayor and the Director of Human Resources on issues and problems concerning personnel administration. The Commission is administratively attached to the DHR and serves as an appellate body to decide on matters relating to the following:

Recruitment and examination.

Classification and reclassification.

Initial pricing of classes.

Other actions in accordance with law.

Appeals from employees to the Civil Service Commission may be brought after the employee has exhausted the applicable internal complaint procedure. There are four areas of appeal that the Commission may hear: (1) Recruitment and Examination, (2) Classification and reclassification of a particular position, (3) Initial pricing of classes, and (4) Other employment actions under Chapter 76 of the Hawaii Revised Statutes (HRS), including disciplinary action and adverse actions for failure to meet performance requirements as specified in HRS Subsection 76‐41(b), taken against civil service employees who are excluded from collective bargaining coverage under HRS Section 89‐6.



6 Staff Transition and Succession Planning

6.1 Staff Transition to HART

The City Charter was amended to create a semi‐autonomous public transit authority to be responsible for the planning, construction, operation, maintenance, and expansion of the City's fixed guideway mass transit system. Accordingly, HART was established effective July 1, 2011.

All civil service officers and employees holding positions with the RTD on June 30, 2011, were transferred to HART effective July 1, 2011, without loss of vacation allowance, sick leave, service credits, retirement benefits, or other rights and privileges.

The contracts for Personal Services employees reflect assignment to HART effective July 1, 2011.

6.2 Transition from Personal Services Contract to Civil Service

In 2016 Honolulu City Charter Amendment 4 was passed, which placed operations and maintenance responsibilities for bus, paratransit, and rail solely with DTS and provided for the transfer of positions and legal rights and obligations relating to rail operations and maintenance from HART to DTS. This change will be implemented when the Project enters revenue operations. As a result, HART has ceased hiring civil service employees since the organization and staffing of rail operations and maintenance will be determined by DTS. HART is working closely with DTS to design an organization that is appropriate to oversee operations and maintenance of the system. As such, civil service positions are being created and filled by DTS to ensure a smooth transition. HART employees on Personal Services Contracts are eligible to apply for permanent civil service positions with DTS as the positions are created and become available. The permanent position must be announced for open competitive recruitment, and Personal Services Contract employees must apply through the normal procedures outlined in the City Civil Service Rules and the Personnel Manual. It is the intention of HART to provide the opportunity to employees currently on Personal Services Contracts to transition to civil service positions as the need for permanent positions is identified and approval to fill such positions is granted.

6.3 Succession Planning and Replacement of Staff

City staff vacancies are addressed through one of the normal City hiring processes. For civil service positions, the HART DAS has historically worked with the DHR to advertise positions, screen applicants, and conduct interviews. For positions filled through Personal Services Contracts, the HART DAS conducts recruitment via its website, industry periodicals at the national level, job fairs, local media, Internet advertising, as well as outreach activities to local agencies and engineering firms. HART created a web‐based employment application



system available to the general public through its website. The HART Administrative Services Division staff screens applicants for minimum qualifications, salary requirements, and general suitability. Hiring managers conduct interviews and make selection recommendations. Follow‐up interviews are conducted as necessary by the DAS to negotiate salary, explain benefits, answer pending questions, and make the final recommendation. The HART Executive Director and Chief Executive Officer will conduct final interviews and make hiring decisions as he/she deems appropriate.

HART has had significant success in hiring City employees to staff the Project but also relies on consultant staff in order to meet the Technical Capacity and Capability (TCC) requirements set forth by the FTA. Consultant staff will be phased out as qualified City employees are hired to replace them. A sufficient overlap time will be programmed to ensure a smooth transition of all duties and continuity of operations. HART also has had significant challenges with turnover rates among City employees, but overall, the trend is positive.

As of February 28, 2019, HART has 114 City employees and 18 PMSC employees on staff. When the project was created in 2007, it was staffed with 6 City employees and 30 PMSC employees. So the Project staffing composition has gone from 17% City personnel to 86% City personnel and from 83% consultant personnel to 14% consultant personnel.

Figure 1 – Staff Composition

HART competes for qualified employees on the open market, and the vast majority of HART positions are not suitable for entry‐level candidates. Employees are expected to work at the



fully functioning level upon start of employment, and in return they expect to be compensated accordingly. The HART Board of Directors has been very proactive in supporting HART’s efforts to pay reasonable salaries, and we have made some progress in that area. Reliance on consultants in a project of this nature is essential, but HART will continue to strive to staff the Project with more City employees and less consultants wherever practicable.

Appendix B provides a current list of HART positions and delineates which ones are filled by City employees and which ones are filled by PMSC employees.

There are currently 37 key positions, 21 of which are occupied by City employees, 12 are occupied by PMSC employees, and 4 are vacant (see Appendix C). Recruitment to fill the vacant positions with City employees is underway. In some instances, the City replacement position has already been established and filled. To the maximum extent possible, replacement staff will begin work prior to the departure of incumbent staff to ensure appropriate transition of responsibilities and knowledge. In some cases, the City replacement employee may already be a HART employee working in another capacity and could be moved to the replacement position at the appropriate time. In other cases, PMSC staff may be interested in continuing with the Project as City employees and are being identified as part of the succession planning process. A limited number of the positions may require exceptional skills or experience whereby the services will continue to be provided on a consultant contract basis.

The HART Monthly Progress Report provides a detailed listing of positions under recruitment, the overall staffing level, and the staffing breakdown with regard to the number of City and PMSC employees.



Appendix A: HART Organizational Chart

Exhibit A‐1: Senior Management



Exhibit A‐2: Project Director and Core Systems, Integration & P3 Project Delivery Division



Exhibit A‐3: Design and Construction Division



Exhibit A‐4: Transit Property Acquisition & Relocation Division and Planning, Environmental Compliance and Sustainable Mobility Division



Exhibit A‐5: Budget and Finance Division and Administrative Services Division



Exhibit A‐6: Project Controls Division and Procurement, Contracts, and Construction Claims Division



Exhibit A‐7: System Safety and Security Division, Civil Rights Division, Operations and Maintenance Division, Public Information Division, Government Relations Division, Quality Assurance Division, HART Board Support Division, Civil Rights Division, and Legal Counsel



Appendix B: HART Current Position List and Status

Exhibit B‐1: Current Position List and Status (1 of 7)



Appendix C: HART Key Position List and Status

Exhibit C‐1: Key Position List and Status (1 of 2)



Exhibit C‐1: Key Position List and Status (2 of 2)



Appendix D: City Employment Benefits

The benefits for permanent position employees as well as personal services contract positions (in excess of 89 days) include:

Time Off

Vacation: Employees may earn 21 days a year.

Sick Leave: Employees may earn 21 days a year.

Holidays: 13 holidays per year, 14 in an election year. Holidays are listed below.

Health

Plans offered may include medical, prescription drug, vision, dental and life insurance. The amount the City pays is specified in the bargaining unit agreements. If you are required to pay premiums for the plans you select, you may choose to deduct the premium from your pay before taxes. http://www.eutf.hawaii.gov/

Additional Benefits

Retirement Plan: All new employees have contributions deducted from their paychecks for their retirement plans. http://www4.hawaii.gov/ers/

Deferred Compensation: You can defer part of your pay to defer federal/state taxes until retirement. http://www.ingretirementplans.com/

Employment Assistance Program: Free confidential counseling and referral services are available upon request.

Training and Development: Numerous opportunities are available through City sponsored training programs and training reimbursement policy.

Child Care Center: The Early Education Center is located above the Frank Fasi Municipal Building Parking Structure.

Parking: Some job locations have free parking on‐site; others may have convenient parking at low monthly rates.

Pre‐tax benefit on Transportation Expenses: You may designate as a pre‐tax item, your monthly City parking fee, bus pass or mass transit fee via payroll deduction. Mass transit alternatives include: The Bus, LOTMA, VanPool Hawaii and Handi‐Van.



Other Benefits

Credit Union Membership: Employees are eligible to join the Aloha Pacific Federal Credit Union. http://www.kalanet.com/

Credit Union Membership: Employees are also eligible to join the Hawaii State Federal Credit Union. http://www.hsfcu.com/

Mortgage Loans: Low‐interest mortgage loans available through the Employees' Retirement System of the State of Hawaii. http://www4.hawaii.gov/ers/

*Benefits are subject to change including changes due to legislation/negotiation and other changes.

CCH Holiday Schedule

New Year's Day (First day in January)

Dr. Martin Luther King, Jr. Day (Third Monday in January)

Presidents' Day (Third Monday in February)

Prince Jonah Kuhio Kalanianaole Day (26th day of March)

Good Friday (Friday preceding Easter Sunday)

Memorial Day (Last Monday in May)

King Kamehameha I Day (11th day in June)

Independence Day (Fourth day of July)

Statehood Day (Third Friday in August)

Labor Day (First Monday in September)

General Election Day (First Tuesday in November)

Veteran's Day (11th day in November)

Thanksgiving Day (Fourth Thursday in November)

Christmas Day (25th day in December)

New Year's Day (First day in January)

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