The administrative offices for the Hawaii Island Humane Society (HIHS) are located at 74-5225 Queen Kaahumanu Highway in Kailua-Kona. The agency provides shelter and field services to the citizens of Hawaii County. HIHS operates its own animal holding facility in Keaau, a leased facility in Waimea, and a County-owned facility in Kailua-Kona. The Hawaii Island Humane Society is a nonprofit Hawaii corporation, which operates under the guidance of a 12-member Board of Directors. HIHS has over 3,000 members who contribute labor and/or financial support.

The agency currently has authorized 19 full-time positions and 3 part-time positions for fiscal year 2000-2001 (these numbers are based on data given to the Study Team). The chart depicted at the end of this chapter detail the current organizational structure, the various positions and the supervisor-to-line personnel ratio.

The Executive Director, Grayson Hashida, is responsible for the day-to-day operations of HIHS. Mr. Hashida has been employed by the agency since February 18, 2000. The normal work schedule for Mr. Hashida is 8:00 a.m. to 4:30 p.m., Monday through Friday.

The organization complies with equal opportunity standards and currently has 20 total employees. HIHS staff positions are funded by county taxpayers and/or the HIHS. The following chart reflects current staffing levels, as of June 12, 2001:

At the time of this study, both Community Program Coordinator positions were vacant. In addition, 2 Humane Officers assigned to the Keaau facility were designated as "light" duty.

The Executive Director is accountable for a wide variety of administrative duties. A review of this employee's job description indicates that the position’s primary purpose is to "effectively and efficiently direct, manage, administer and support the operations, programs and budgets of the Hawaii Island Humane Society."

The agency has an organizational chart, and individual positions are characterized. In addition, work areas are specifically identified. The majority of HIHS employees are cross-trained to function in other work areas, such as field, shelter and office operations (some workers posses a knowledge of multiple work areas, however they may not be able to completely fulfill those responsibilities). While the Study Team recognizes that there are many organizational structures in Animal Control, administrators often select a structure that best fits the department. The current structure is based upon nature of services. This seems to be the optimum organizational structure. It is apparent, however, that some responsibilities need to be shifted to relieve "backlogs" and improve agency performance. The recommended changes are explained in this report.

The current organizational structure defines management positions, and line personnel are also identified. Each work area does offer some level of supervision:

The Director of Operations is responsible for "developing and implementing programs to address community animal-related problems, and supervises and coordinates staff to ensure professional, effective and efficient operations within fiscal responsibility." It should be noted that the Director of Operations also serves as the Keaau Shelter Manager, as reflected on the agency’s organizational chart. Note: The job description presented for the Director of Shelter Operations position was obtained from the Hawaiian Humane Society and was not modified specifically for HIHS use.

The Shelter Managers are responsible for "managing the day-to-day operations of the humane society shelter." It is unknown when this job description was last reviewed.

It is common for some employees to perform in multiple work areas all in the same day. Workers also fill-in for each other when vacancies/absences occur. Overtime is assigned, when necessary.

Schedules vary from employee to employee, with most working a basic 8-hour shift (current shift schedules may be found at the end of this chapter). A 30-minute lunch break is offered to each worker.

On-call personnel are compensated for stand-by assignments and/or any response to an after-hours emergency. Stand-by status is rotated among field officers at all 3 locations.

The Study Team believes that work schedules should be left up to supervisors to ensure that staffing levels are maintained at an acceptable level.

Detailed attrition data, as provided by HIHS, is presented at the end of this chapter.

The recruitment and selection of capable personnel into Animal Control/Care organizations is critical to the quality of services provided to the community. Although state-of-the-art recruiting and selecting practices will not, in and of themselves, guarantee continued high performance of personnel over the course of their careers, these personnel functions will certainly contribute in a very significant way to the achievement of this objective. Even though it is important for agencies to perform these functions effectively when hiring all employees, it is particularly important for Animal Control/Care personnel because of the especially critical and sometimes dangerous tasks that they perform.

Essential to the high quality hiring of Animal Control/Care personnel is the consideration of validity and fairness. With regard to validity, it is important, from both professional and legal perspectives, that the standards and procedures employed are job-related and predictive of future job performance. In simple terms, you want in the selection standards and procedures (e.g., "tests") what is in the job itself. The second key consideration, fairness, pertains to issues of race/ethnicity and sex. Hiring standards and procedures need to be "color blind," that is they need to be as free from irrelevant bias and be as non-discriminatory as possible.

Everyone, in other words, should have a fair crack at the job and be considered equally with all other applicants. These two key characteristics of validity and fairness then, must be imbedded into standards and procedures employed to recruit and select Animal Control/Care employees.

Within HIHS, vacancies in all positions are posted as based on assigned responsibilities. Job requirements are assigned to each area. Vacancies are posted in-house and advertised outside the organization (newspaper, Internet classifieds, "First to Work" program) to attract qualified applicants.

Qualifications for the Executive Director include a university or college degree; the ability to express ideas clearly, concisely and persuasively both in writing and public speaking; must agree with, and be committed to, the HIHS’s mission, positive statements, goals and programs; have a valid driver’s license and a good driving record; and be able to travel to the mainland and neighbor islands to attend meetings and conferences.

The Director of Operations position requires a college degree; five years of management experience; two years of experience working in shelter operations or field services is preferred; a valid driver’s license with a good driving record; a knowledge of telephone, radio and computer operation; proven supervisory and management skills; a demonstrated ability to communicate well orally and in writing; familiarity with the physical plant maintenance and upkeep; an understanding of and ability to utilize fiscal management procedures, budgets, negotiation skills, and other administrative practices; a demonstrated ability to work in a team environment and to provide team leadership; and must agree with and be committed to the Society’s goals, objectives and programs. Note: The job description presented for the Director of Shelter Operations position was obtained by the agency from the Hawaiian Humane Society and was not modified specifically for HIHS use.

Qualifications for the Administrative Assistant include a college or university degree (preferred); previous clerical and organizational experience or experience working in animal welfare; excellent communication skills; an ability to write clearly and concisely; posses a working knowledge of computers; posses a genuine concern for the welfare of animals that is consistent with HIHS’s mission; and be familiar with the general practices and procedures of the shelters.

The Accountant/Bookkeeper position requires two years of accounting or bookkeeping experience (preferred); a college or university degree (preferred); experience working with a animal welfare or nonprofit organization; posses excellent accounting and bookkeeping skills; posses the ability to write clearly and concisely; posses a working knowledge of accounting/bookkeeping principles; posses a genuine concern for the welfare of animals that is consistent with HIHS’s mission; and be familiar with the general practices and procedures of the shelters.

Qualifications for the Community Programs Coordinator positions include two years of supervisory experience (preferred); a college or university degree (preferred); previous experience in the supervision of personnel; previous experience working in the animal welfare field; posses excellent communication skills; posses the ability to write clearly and concisely; posses a working knowledge of computers; posses a genuine concern for the welfare of animals that is consistent with HIHS’s mission; and be familiar with the general practices and procedures of the shelters.

The Staff Veterinarian position requires two years of clinical practice experience post-graduation (preferred); a D.V.M. and current Hawaii veterinary and DEA licenses; the ability to speak clearly in front of an audience; the ability to write clearly; the ability to plan, organize, train and supervise staff and volunteers; and agree with, and be committed to, the Society’s goals, objectives and programs.

Qualifications for the Shelter Manager positions include two years of supervisory experience; the graduation from a high school (minimum) or college degree (preferred); posses animal care and handling knowledge; posses excellent communication skills; posses the ability to write clearly and articulate ideas easily; posses a working knowledge of computers; posses a genuine concern for the welfare of animals that is consistent with HIHS’s mission; and posses the ability to prioritize work to meet deadlines and maintain goals and objectives.

The Humane Officer positions require a high school diploma or college degree (desirable); posses animal handling or veterinary technician experience, in addition to customer service experience; offer a professional demeanor; be a self-motivator; posses good oral and written communication skills; posses the ability to organize and prioritize work with a good problem solving ability, with the ability to exercise good judgement; posses a valid driver’s license and clean driving abstract; and four years of paid work experience.

The Study Team was not presented a job description for the Animal Health Technician or the Kennel/Shelter Assistant positions.

Previous work history ("telephone reference check") and education is verified, and criminal background checks are performed on Humane Officer applicants and any other position involved in the euthanasia process. Depending on the position, potential employees are also subject to a traffic abstract review. Physical examinations and/or drug testing are not required (however, during the course of the worker’s employment, he/she may be subjected to such an exam or testing). There are no special incentives to hire minorities or females. All applicants have the opportunity to review job descriptions prior to being interviewed.

Current HIHS employees may be given preferential consideration for vacancies in other work areas or promotions, depending on skills and qualifications.

The HIHS utilizes an interview/selection committee. The Executive Director and 2 other HIHS employees conduct all interviews (the 2 HIHS panelists are chosen based upon the candidate’s specific employment location). It is unknown if these employees have been provided any training in effective interviewing techniques which complies with the EEOC. Efforts are generally made to place the potential candidate at ease during the interviewing process.

The Study Team was presented with 2 written pre-employment questionnaires (for the Humane Officer and Community Programs Coordinator positions) which are used to determine skills. Hiring standards and procedures are non-discriminatory and free from irrelevant bias.

The HIHS has an Executive Director that is responsible for the program. This employee’s essential job functions are described as follows:

• Oversee the operation of all HIHS shelters and administer the county contract for animal control.
• Develop and implement programs and services in accordance with established policies, laws, regulations and guidelines.
• Develop and manage budget for County and HIHS funds. Evaluate budget process and make appropriate recommendations to the Board.
• Works with Board on all aspects of fund development, including grant-writing, fundraising events, direct mail solicitation, and soliciting corporate and individual sponsors.
• Hire, train and effectively utilize staff to provide services and programs.
• Assist the Board of Directors in developing sound policies and programs to accomplish the goals set forth in the HIHS mission statement. Implement policies established by the Board.
• Report regularly to the Board of Directors and consult with the Board and appropriate committees for such advice and counsel as may be needed.
• Assist the Board of Directors in establishing and utilizing appropriate committees.

• Develop and maintain a current knowledge of all HIHS programs and finances.
• Terminate ineffective programs, services, and staff as applicable, in accordance with the Board of Directors and applicable policies, laws, regulations and guidelines.
• Develop and present testimony before the County Council, State Legislature, and other government agencies on behalf of HIHS and to support humane legislation.
• Represent HIHS and articulate its positions to the media, community groups, and other appropriate audiences.
• Develop and maintain a current knowledge of all relevant federal, state and county laws and ordinances pertaining to animal control and welfare.

The Director of Operations has been identified as the "interim director" in the absence of the Executive Director. The "chain of command" was described as follows:

• Kailua-Kona - Executive Director > Shelter Manager
• Keaau - Director of Operations > Senior Humane Officer
• Waimea - Kona Shelter Manager (offsite) > Senior Humane Officer

Once manpower levels increase, the agency will need to identify certain employees within the kennel and field areas as "leads" or supervisors to further strengthen the chain of command. At no time should any shift operate without a supervisor or lead on duty. Of course, any employee promoted to a lead or supervisor position should possess the level of skills or training required in their positions.

An Administrative Assistant also offers additional support to the Executive Director. This worker’s essential duties and functions are described as follows:

• Coordinate correspondence for the office.
• Design and edit the quarterly newsletter.
• Update and maintain promotional material for the shelters.
• Work with the Executive Director on developing grant writing projects.
• Establish a brochure system to provide material on adoptions and pet care.
• Coordinate advertising for the shelters.
• Maintain petty cash container.
• Oversee projects to centralize purchases for the three shelters.
• Assist with public relations (press releases, etc.).

The Executive Director and the area supervisors interact with employees on a daily basis. Weekly meetings are offered at the Kailua-Kona and Waimea facilities; bi-weekly meetings are held at the Keaau shelter. The entire HIHS staff meets as a group at least once annually or "whenever needed."

Most employees feel comfortable in introducing new ideas or problems to management (however, a few workers felt that some of their ideas were not introduced due to financial limitations). The Executive Director has an "open door" policy, and employees are allowed to deviate from the chain of command under certain circumstances (workers are encouraged to discuss any issue with their immediate supervisor first).

The practice of holding periodic meetings has contributed to an increased level of communication between work areas and facilities. Currently, only a limited number of employees at the Kailua-Kona and Waimea shelters have access to the Internet and/or an e-mail system. The Shelter Managers, Staff Veterinarian and Executive Director are provided a pager. Only the Executive Director is offered a cell phone.

The HIHS offers the following mission statement:

"The Hawaii Island Humane Society (HIHS) is a private, 501 (c) 3 non-profit organization, whose mission is to prevent cruelty to animals, promote respect for their intrinsic value, eliminate pet overpopulation and enhance the bond between humans and animals."

Within HIHS, the following program goals and objectives for Fiscal Year 2001-2002 have been identified:

• Advocating increased priority and funding of the Animal Control contract.
• Improving response times by Humane Officers and overall resolution of Animal Control complaints and cases in the community.
• Work with the Corporation Counsel to improve current Animal Control-related laws.
• Reduce euthanasia rates.
• Offer highly-trained, qualified, badged Humane Officers.
• Statewide coordination of Animal Control programs.
• Meet national standards for humane societies and Animal Control programs.
• Develop a cat house and surgery room for the Kailua-Kona shelter.
• Computerize the tracking of animal complaints, vicious dog designations, loose animal redemptions and other records.

• Respond within 2 hours to 90% of all vicious dog calls.
• Respond within 2 hours to 90% of loose animal complaints which pose a threat to human safety.
• Respond within 2 hours to 90% of injured animal-related calls for service.

• Respond within 3 hours to 90% of calls for HIHS assistance requested by the Police Department.
• Respond within 24 hours to 90% of animal cruelty and neglect complaints. Resolve these complaints within 14 working days.
• Respond within 48 hours to 90% license, at-large and non-cruelty or neglect calls for service. Resolve these complaints within 5 working days.
• Conduct 24 sweeps of problem communities annually.

The Study Team was unable to determine if any employee currently on the staff has received training in plan development. A summary of performance indicators for HIHS is listed at the end of each respective chapter.

The Study Team was presented with the following material:

• Standard Operating Procedures of the HIHS
• HIHS Employee Manual
• Euthanasia Guide for Animal Shelters
• HIHS Volunteer Handbook
• Front Office, Records and Fiscal Procedures

The HIHS Employee Manual is offered to "acquaint" employees with HIHS personnel policies and benefits. This manual offers specific policy revision dates and is updated whenever necessary.

The current Standard Operating Procedures of the HIHS Manual "defines certain behavior and practices by which its members properly perform their duties and responsibilities." This manual was described as "outdated" and has limited use by workers as a point of reference. The Study Team felt that the current Procedures Manual covered most areas of the operation, however several copies/samples of forms are not included, along with an explanation in their use. The current Procedure Manual is separated by work area, and is organized in a particular fashion. All these polices are dated, however the Study Team found it difficult to determine if some of this information was still valid (the Study Team was advised that the bulk of the manual’s contents was written in 1989-90). In addition, memorandums included in the Procedure Manual are used to describe policy changes and/or new procedures. This particular format is not typically found in Animal Control/Care work.

The HIHS is presently developing a new policy and procedure manual which will be reviewed internally by all HIHS staff members and released this year.

The Executive Director stated that the HIHS staff is asked to participate in establishing policies that effect their work area. Most of the employees interviewed had access to a policy manual or had a copy in their possession. It is unknown if employees are required to "sign-off" verifying that they had received such materials (workers are required to sign for the HIHS Employee Manual). Limited information regarding employee safety issues is offered in the current HIHS S.O.P.

HIHS administrative personnel are located at the Kailua-Kona facility. At current staffing levels, there is an inadequate amount of space available for workers. The Executive Director is offered a private office, while all other administrative workers must share work areas.

Dispatch and telephone services at all 3 facilities are located within public reception areas, which affords little privacy. The Study Team observed shelter visitors and other employees frequently interrupting the dispatcher, resulting in excessive background noise and loss of concentration. It is felt that the dispatch area needs to be moved to a more restricted area, thus promoting a quieter working environment (this issue is addressed further in Chapter 3, "Communications").

All records are stored and maintained on hardcopy and/or computer system at each sheltering facility. There are several computers and other office-related equipment (such as copiers, a fax machine) available at the 3 facilities. Intake/release forms, investigation reports, dog/cat redemption forms, trap loan agreements, surrender forms and complaint records are just some of the information logged on paper. The majority of records are held for 5 years, and then destroyed (financial, personnel and vicious dog records are held indefinitely). The Administrative Assistant or the individual Shelter Manager (depending on the area in which the information originates) is in charge of records management. An HIHS volunteer is also charged with maintaining the licensing and spay/neuter database.

Active personnel files are kept within the Executive Director’s office, inaccessible by the public and non-authorized employees (inactive files are kept in the Administrative Assistant’s office). Reports regarding activities are prepared monthly and at the end of each fiscal year (these summaries are offered to the HIHS Board and Hawaii County officials). Policy 17.03, located within the S.O.P., details the agency’s responsibilities involved with the distribution of records.

It is unknown if any audits or integrity checks are performed on records to insure the accuracy of information. The Accountant/Bookkeeper performs an internal audit on financial records at the end of each month. Outside audits are conducted once approved by the HIHS Fiscal Committee (which typically occurs every 2 years).

The agency’s fiscal year begins on July 1^st of each year and ends on June 30^th the following year. A summary of budget history appears at the end of this chapter. The following chart details the 2000-2001 budget sources and allocations:

Deficits for the agency are equalized at the end of the fiscal year by supplementing the budget with "operating transfers" from HIHS operating accounts. Revenue to fund the contracted portion of HIHS operations is through Hawaii County taxpayers. The Executive Director and the Accountant/Bookkeeper prepare annual budgets. The budget for contracted services is submitted to the Director of Finance and County Council for review and approval. The budget for HIHS services is reviewed and approved by the HIHS Board of Directors.

During the 1999-2000 fiscal year, the Hawaii County appropriation for Animal Control services was $627,250. An additional $55,422.17 was contributed by HIHS to subsidize these services. While the Study Team commends HIHS for offering separate budgets for contract and HIHS services, it is recommended that the agency improve this process by actually describing contract versus non-contractual services within the budget itself. Such an improvement would possibly eliminate much of the confusion regarding the public’s service expectations. In previous NACA evaluations, budgeted amounts are actually identified with a specific service (i.e.: field, shelter and administration). In addition, the Study Team would recommend that the budget separately reflect the cost of operating each of the 3 shelters. Such information would provide citizens a more accurate assessment regarding the distribution of their tax dollars.

Revenue is generated primarily through contractual fees, the Spay/Neuter Program, contributions, merchandise sales, grants, and adoption/service-related fees. HIHS forwards any impound, license and boarding fees to Hawaii County, which is used to offset program costs. Any HIHS-related fee is retained by the agency. HIHS is self-supporting and has an extensive donation base (cash and in-kind donations). Although HIHS is not a part of County government, the agency does compete with other County departments for tax dollars. Generally speaking, the agency does a good job of keeping enough statistical data to justify budget increases (however, the method of gathering this data could be improved as recommended in other areas of this report).

Copies of monthly financial statements are generated by the Accountant/Bookkeeper. This employee’s essential duties and functions include:

• Coordinate development of annual budgets.
• Process payroll, payment of expenses, tax forms, and transfer of funds.
• Reconcile bank statements and balance bank account.
• Prepare budget reports for the Executive Director.
• Plan and prepare for audits.
• Other duties as assigned.

No budget freeze or layoffs has occurred within the past five years, however the agency has left the 2 vacant Community Program Coordinator positions unfilled in the current budget year.

Receipts and expenditures are tracked internally by the Accountant/Bookkeeper. The shelter managers or a designated employee prepare weekly cash transaction sheets. Shelter monies are deposited weekly (at the Waimea facility, deposits are made 2-4 times per month). There appears to be proper safeguards in place to prevent employee theft (cash register receipts, receipt books, drug logs). However, monies were recently stolen from an HIHS trap deposit box, which is used to track deposit money for live trap loans.

The per capita portion of HIHS for the County of Hawaii, for the 2001-2002 Fiscal Year was stated to be $5.30; the ICMA national average is $3 to $5.

The Study Team had an opportunity to review the First Amendment to the Agreement, dated July 5, 2001, which defines specific terms and services for HIHS. Section 1 of the amendment identifies the required "general duties" of the contractor as follows:

Shelter and Disposition

Responsibility. The Contractor shall operate and properly maintain 3 animal shelter facilities, to include the County-owned Kona pound. The term "properly maintain" shall be according to standards established by the National Animal Control Association, the Humane Society of the United States, or any other nationally recognized animal welfare and control organization acceptable to the County.

The shelter facilities will be open to the public as follows (excluding County holidays):

• Keaau Monday through Saturday 9:00 am to 5:30 pm

• Kona Tuesday, Thursday, Friday, Saturday 8:00 am to 3:30 pm

• Wednesday 8:00 am to 6:00 pm

• Waimea Tuesday through Saturday 12:00 pm to 3:30 pm

Days and hours of operation may be changed upon mutual agreement in writing between the contractor and the Director of Finance, County of Hawaii, hereinafter referred to as "Director," provided that the minimum number of hours is not decreased, service to the public is not diminished, and notice is published in the local newspaper.

The facilities shall:

• Impound, maintain and dispose of unlicensed, lost, stray, homeless, diseased or seriously injured dogs, and euthanize or dispose of seized dogs not redeemed.
• Shelter and dispose of lost, stray, unclaimed, diseased, or seriously injured cats and other small domesticated animals and livestock.
• Feed and shelter the animals in its care pursuant to Chapter 143, Hawaii Revised Statutes and Chapter 4 of the Hawaii County Code.

Measures. It is estimated that the Contractor will:

• Receive, assess and/or process:

12,800 stray/feral animals.

3,500 owner surrender animals.

750 redemptions.

15 animals returned to the Contractor for health reasons.

50 animals sent to the Hawaiian Humane Society on Oahu.

• Euthanize 14,000 animals.

If the Contractor, at its sole discretion, opts to establish and carry out an adoption program, at least for the period July 1, 2001, to June 30, 2002, such a program shall not exclude potential adopters solely on the basis that the potential adopter is a bird or pig hunter. The Contractor’s failure to abide by this may constitute a breach of contract, and the County may proceed to cancel the contract, and/or may be entitled to any other remedy entitled by law.

Responsibility. The Contractor shall enforce the following laws relating to animals:

• Cruelty to Animals, Section 711-1109, HRS.
• Cruelty to Animals, Fighting Dogs, Section 711-1109.3.
• Dog Licenses and Regulations, Chapter 143, HRS.
• Chapter 4, HCC, Animal Control, except for Sections 4-24 & 4-25.

Objectives and/or Measures. The Contractor shall:

• Have on staff a minimum of:

5 Animal Control Officers in Keaau, serving Hilo, Hamakua, Puna, Kau.

3 Animal Control Officers in Kona, also serving South Kona, Ocean View.

2 Animal Control Officers in Waimea, also serving Honokaa, Waikoloa, Kohala.

65 volunteers, providing 13,800 volunteer hours.

It is estimated that the Contractor will:

• Process 2,880 Animal Control cases.
• Issue 1,500 complaint and compliance notices.
• Issue 130 citations.
• Issue 20 citations to repeat offenders.
• Participate in 15 vicious dog appeal hearings.

Responsibility. The Contractor shall implement a patrol and pickup schedule which may be adjusted periodically for proper performance of the organization’s obligation under this agreement, considering the needs of the public, availability of manpower and equipment, and the requirements of government agencies.

Objectives and/or Measures. The Contractor shall:

• Conduct 300 patrols covering 138,000 miles.
• Loan 500 traps to the public.
• Conduct 24 "sweeps" of problem communities.

Responsibility. The Contractor shall be primarily responsible for the recovery and disposal of dead dogs and other small domesticated animals found on public ways by reasonable means. The term "reasonable means" include the subcontracting of this service to a private sanitation company or other qualified person, provided that the terms and conditions of such subcontract, means or service shall be approved by the Director. The term "public ways" shall refer to such ways which are open to the public within all districts of the County of Hawaii.

Measure. It is estimated that the Contractor, together with the County Department of Public Works (Roads Division) and Police Department, will collect and dispose of 400 dead animals.

Responsibility. The Contractor shall operate a 24-hour dispatch service to receive requests for services and complaints about animals from the public. Service response time shall be mutually agreed upon between the Contractor and the Department based upon the estimated danger to the public and animal, and the availability of staff. The following agreement has been reached:

• Reports of injured animals - 90% of responses shall be initiated within 2 hours, when the animal is in the immediate response area and is not confined.
• Reports of vicious dog attacks on a person where the dog is not contained and is a potential threat - 90% of responses shall be initiated within 2 hours.
• Reports of a loose animal posing a public safety hazard - 90% of responses shall be initiated within 2 hours.
• Reports of cruelty or neglect to an animal where the animal is in immediate danger - 90% of response shall be initiated within 2 hours and resolved in 14 working days.
• Police request for Animal Control assistance - 90% of responses shall be initiated within 3 hours.
• Requests to pickup contained, stray dogs - 90% of response shall be initiated within 24 hours, except in situations where arrangements have been made otherwise.
• Reports of cruelty or neglect to an animal where the animal is not in immediate danger - 90% of responses shall be initiated within 24 hours, and resolved in 14 working days.
• Reports of a unlicensed, loose dog, and non-cruelty/neglect cases - 90% of responses shall be initiated within 48 hours and resolved in 5 working days.
• All other requests for services - response shall be initiated within the limits allowed by staff availability.

Measures. It is estimated that the Contractor will:

• Respond to 8,900 Animal Control related calls.
• Respond to 270 after-hour emergency calls.

Responsibility. The Contractor shall sell dog licenses and assist in the maintenance of dog license files for which the Contractor shall have access to the Department’s computerized dog license files. It shall also issue cat identification tags.

Measures. It is estimated that the Contractor will:

• Issue 4,000 dog licenses.
• Collect $15,000 in dog license fees.

Responsibility. The Contractor shall administer a spay/neuter program for dogs and cats.

Objectives and/or Measure. The Contractor shall issue 1,520 spay/neuter coupons.

Responsibility. The Contractor shall render a quarterly report of its revenues and expenses, and progress in meeting its objectives and measures to the Director to be submitted within 30 days after the close of each quarter. A copy of the quarterly report shall also be submitted to the Mayor, County Council and Chief of Police. (End of Section 1)

In addition, Section 2 of the amendment identifies the required duties of the County as follows:

Requires the County to offer training and badging humane officers twice a year, upon request of the Contractor. (End of Section 2)

The Study Team felt that the First Amendment to the Agreement was a vast improvement over the original Agreement. However:

• The suggested times of response "initiation" regarding injured animals, vicious dog attacks, loose animals posing a public safety hazard, and cruelty or neglect to an animal that is in immediate danger, were unacceptable. Any response to the aforementioned service calls, except those which occur after-hours, should be immediate. The agency has been charged with protecting public health and safety, thus an officer should be dispatched (and in-route) to such complaints as soon as possible.
• Any Police Department obligations should also be reflected within the First Amendment to the Agreement. Such information may relieve the current confusion among citizens (and government officials alike) as to the specific responsibilities regarding Animal Control service. In addition, the Police Department should be the first responder for any priority call (injured animals, vicious dog attacks, loose animals posing a public safety hazard, and cruelty or neglect to an animal that is in immediate danger) after normal HIHS hours of operation.
• The term "pound" is obsolete and no longer used.
• The Study Team finds it unusual that the County now requires the Contractor to "render a quarterly report of its progress in meeting its objectives and measures" considering that HIHS currently has no mechanism in place to accurately track some of those measures (such as response times).
• It remains difficult for the Study Team to distinguish between Animal Control and Humane Society services. For example, Humane Officers are typically utilized daily for office and shelter duties, however these positions are funded entirely with contract funds. At which point does contract service end and HIHS funding begin?
• The First Amendment to the Agreement requires that the Contractor maintain a minimum compliment of Humane Officers, however the Agreement is not specific as to how this manpower should be assigned. Why doesn’t the Agreement require a minimum number of field staffing hours? There appears to be much confusion among County officials, the Police Department, the Finance Department, HIHS and citizens as to the "separation" between Animal Control and Humane Society functions. Based on the current contract requirements, there is no separation.
• The current Agreement identifies specific service responsibilities, however the Study Team was confused as to the funding aspects of the contract. An example of this confusion is reflected within the First Amendment to the Agreement. The days and hours of shelter operations are indicated, however the minimum staffing requirements (kennel and office staff) to operate the 3 shelters is not recommended. The Study Team was unsure how contract funding is determined without any specific knowledge of staffing requirements. Is the County just considering the lowest bid without consideration of the Contractor’s quality and level of service?
• Both agencies should consider adding performance incentives to the current contract, in addition to requiring a minimum base of pay for HIHS contract employees. Several complaints expressed by HIHS employees dealt with their level of pay. The current wage base, particularly at the Kona facility, contributes to the agency’s turnover rate, and also increases the taxpayer’s frustrations in dealing with inexperienced and non-badged HIHS workers or insufficient staffing levels (the frequent turnover also raises the level of stress for current HIHS employees).

As stated previously, the First Amendment to the Agreement is a distinct improvement over the original contract. However, the Study Team would suggest that the County continue to clarify and enhance the Agreement before future bids are solicited. The Study Team will offer the Finance Department sample copies of Animal Control service contracts, utilized by other government agencies, at their request.

The Administrative Assistant is responsible for preparing requisitions, communicating with vendors, obtaining quotes, determining commodity pricing and securing commodities. Requests must be directed through the area supervisor, then ultimately on to the Executive Director for final approval. Any purchase over $1,000 requires the signature of the HIHS Treasurer.

The agency maintains an inventory on all fixed assets. Employees are held accountable for materials issued or used during their shift of duty. Equipment is replaced if loss or repair is justified. Schedules for the repair and maintenance of vehicles and facilities are currently in use.

A networked computer system is presently being developed for HIHS. It is unknown if this system will allow employees of the 3 facilities to share data among each other (a common complaint among HIHS workers was the inability of the 3 shelters to share and access information regarding violations, warning notices, etc.). Several stand-alone systems are currently available among the 3 facilities. Only the Kailua-Kona and Waimea facilities may access (via a dial-up connection) the Internet and/or an e-mail system.

Numerous versions and types of software exist (Microsoft Access, Excel, Word, the MAS90 accounting software, etc.). The agency currently does not utilize a commercial software package, agency-wide, to track animal receiving and redemption, adoptions, etc. Instead, impounded animals must be logged on paper (intake forms) upon entering the facility and once adopted, redeemed or euthanised. Currently, the Kailua-Kona and Waimea shelters enter information into a database on animals adopted or redeemed only at the end of each month (using the intake forms and invoices for that period). A report is then generated, summarizing the totals for that month. Dog licensing information is also logged on computer. Emergency/complaint report logs and complaint records are other examples of information currently logged on computer. (Note: It appears that the Kailua-Kona and Waimea facilities offer an increased level of automation than the Keaau operation.)

Several employees interviewed felt comfortable with the current system, however most workers have not been offered formal training in the use of the computers and software (employees will be trained in the use of the new networked system). Backups of financial data is performed every 2 weeks, and the agency has access to computer support should a crisis arise. Only a limited number of employees have access to the Internet and/or an e-mail system.

There are no labor unions available to represent HIHS employees. Grievances within the agency are a formal procedure which is initiated by a discussion with the worker’s immediate supervisor. The grievance then travels through the chain of command, all the way to the HIHS of Board of Directors, if necessary.

The tolerance level for misconduct was stated to be "high, however no misconduct is tolerated." For the most part, disciplinary action is taken swiftly and the action is fitting with the infraction. The Executive Director has an "open door" policy, and employees are allowed to deviate from the chain of command under certain circumstances (workers are encouraged to discuss any issue with their immediate supervisor first).

It is essential that personnel be evaluated periodically during the course of their careers. Such a process allows the employer to attend, individually, to employee performance and to respond appropriately to what has been established as desirable and/or undesirable conduct. Similarly, the process allows employees to periodically receive information about their performance, and how it is being perceived by management. The open exchange of this information between employer and employee is important for a variety of human resource management reasons pertaining to the needs of both parties. Management is obliged to fulfill its varied responsibilities to the public, and employees have a right to expect from management the resources necessary to discharge these responsibilities.

To make the performance evaluation process really work (i.e., where it impacts future personnel decisions), it is essential that a substantial amount of energy be devoted to it by management and first-line supervision. This is often not the case, and it is therefore common for the periodic performance evaluation process to take on an empty, ritualistic character which serves little purpose.

Effective performance evaluation then requires organizational commitment to the process, use of the results for future personnel actions such as promotion and assignment, and the daily observation of performance and written reporting of critical/important incidents as they arise. The procedures therefore must be valued, perceived as fair and relevant, and ongoing/continuous.

Within HIHS, evaluations are conducted in a structured format. These reviews offer the employee and the supervisor an opportunity to discuss strong points of performance, areas for improvement, and to set goals for the future. All employees are evaluated by their immediate supervisor. Typically, in-house training has been offered to supervisors regarding the evaluation process (most have not had formal training in this area).

Probationary employees are evaluated every 90 and 180 days (6-month probationary period). Non-probationary workers are evaluated annually. Evaluations are also used in the promotional process and to determine future assignments. Daily observations of performance and written or verbal warnings also support the evaluation process.

Promotional opportunities and procedures both have a significant impact on the morale of personnel, the nature of leadership in the organization and the quality of services delivered to the public. For these reasons, it is very important for agencies to devote considerable attention and resources to the development and implementation of job-related, fair and state-of-the-art promotional practices.

Within HIHS, promotional opportunities are advertised in-house and/or outside the organization. The HIHS interview/selection committee reviews credentials and interviews perspective candidates. Qualifications and skills have been the primary factors in granting promotions.

Pre-employment questionnaires are offered only for the Humane Officer and Community Programs Coordinator positions. Criminal background checks are performed on Humane Officer applicants and any other position involved in the euthanasia process. Depending on the position, potential employees are also subject to a traffic abstract review. Physical examinations and/or drug testing are not required.

The HIHS offers an Employee Assistance Program and special consideration is given to the HIHS staff to lessen the excessive stress these employees are subjected to on a daily basis.

The Study Team reviewed job descriptions for all positions within HIHS. This material details a worker’s responsibilities to their employer and their assignments. The following list of job descriptions was presented for review:

• Administrative Assistant (09/29/00)
• Accountant/Bookkeeper (10/23/00)
• Director of Shelter Operations (not validated by HIHS)
• Community Programs Coordinator (09/28/00)
• Executive Director (no date)
• Humane Officer/Investigator (11/98)
• Shelter Manager (no date)
• Staff Veterinarian (09/99)

The job description presented for the Director of Shelter Operations position was obtained by the agency from the Hawaiian Humane Society and was not modified specifically for HIHS use. In addition, the Study Team was not presented a job description for the Animal Health Technician and the Kennel/Shelter Assistant positions.

The Study Team was advised that the agency conducts a review of all job descriptions at least once per year. It is imperative that all job descriptions are examined annually and that the material encompasses all work responsibilities in the organization.

Training, to be effective, must be reflective of agency values, goals, programs, policies and procedures. In this regard, training, the entities responsible for training, and personnel associated with the training function must be part of the management process. Too often, the training function is not in the mainstream of departmental affairs, and therefore operates within a relatively narrow frame of reference. For example, if the training officer is not reasonably familiar with various problems within the organization as a whole, the thrust and content of training will be flawed, and its impact reduced.

Related to this consideration is the notion that you can’t effectively train a target group, (e.g., field officers) without, at the very least, familiarizing the next higher levels in the chain of command of what you are doing and why (i.e., supervisors). The attitudes of these higher-ranking personnel will have significant bearing on the extent to which the training is allowed to become part of the behavioral repertoire of the target group. This concept not only applies to recruit training, but very clearly to in-service and specialized training as well.

Training needs, including those mandated (if any), must be carefully identified, and there are a variety of resources for doing this. Certainly opinions derived from people both within and outside the agency are relevant. Surveys can serve as effective means for identifying these training needs.

Outside the agency, appointed and elected officials, community leaders and other citizens can provide very useful information. Relevant data can also provide important perspectives. For example, analyses of complaints, civil actions, and causes of accidents and injuries can provide very useful insights into training needs. Of course, at the other end of the training need’s spectrum is the issue of effectiveness evaluation, and it is critical that any training conducted be assessed to determine whether it has satisfied its intended objectives.

Training is too often viewed as a luxury, and is thus often the target of budget cutting initiatives. It is also common for supervisory and mid-management personnel to complain about the scheduling of in-service training because it pulls people out of the field.

Management must be aware of the potential detracting influences and must be prepared to persuasively argue for monies and flexibility in scheduling.

With the exception of very small departments, it can be argued that an agency would get more from its department by spending enough money on annual in-service training than it would by hiring one more officer. Regarding scheduling, making in-service training fit into the regular work day should be assured first and implemented, if feasible. If found not to be possible, overtime monies should be budgeted specifically for annual in-service training.

It is common for administrators to look to training as the solution to many, if not most, management problems. That management problem may be an individual who is rapidly becoming an administrative headache or an organizational problem of some sort (e.g., "lack of communication"). Management cannot solve all of its problems with training; Training is no panacea whether it is more training, better training or different training.

Training can often be part of the solution; On rare occasions it can even be the whole solution, but typically individual and organizational problems must be approached through the use of a variety of coordinated resources including, but not limited to, training.

Further, the departmental entity, (e.g., Training Coordinator, Training Division) should not be the sole source of all training activities nor the only entity held responsible for training. Training is everyone's responsibility, and although the designated training entity should be an extremely valuable agency resource and coordination mechanism, the function must be performed by a variety of different people on a daily and continuing basis.

Within HIHS, training needs are identified through the pattern of complaints, disciplinary action, performance evaluations, and areas of training interest expressed by the staff. Supervisors will also observe employees engaged in activity to help gauge performance. The Study Team was unable to determine who has been identified to track all employee training records (documented training is kept in each individual personnel file). Only HIHS Humane Officer training records were presented for review; based on this limited sampling, the Study Team was unable to offer any analysis regarding the agency’s training history or standards. Note: Typically, training records, encompassing all staff members, are maintained on a database, which can be easily accessed when needed.

Training is addressed in the budget process; for the 2000-2001 Fiscal Year, training funds were stated to be $3,100.00, which includes travel-related and meeting expenses. Based on this amount, it appears that this area is inadequately funded for the prevailing number of employees (only $141.00 would be allocated to each staff member). Note: Based on unaudited financial information for the fiscal year ending June 30, 2001, HIHS actually spent $11,144 for staff training and meeting expenses.

Specific certifications and licenses are required for certain HIHS positions (anyone involved in the euthanasia process, the Staff Veterinarian, and Humane Officers).

New employees are offered an orientation before beginning work. After hiring, personnel are trained "on the job," usually being placed with designated training staff (senior employees) and/or rotated among several workers. The length of time varies among employees, depending on previous experience and work area. Workers are designated as "in training" for their entire 6-month probationary period before officially being discharged from the training program. The HIHS Employee Manual describes the probationary period as "an orientation period and is designed to introduce new employees to the HIHS, its policies, procedures and staff."

Area supervisors determine when an employee is to be released from the training program. Although the agency offers an "Individual Training and Education Record" detailing HIHS training requirements, the Study Team was unsure if all the listed topics are covered during a recruit’s 6-month probationary period.

"Refresher" courses are sometimes offered to employees (usually in-house via staff meetings or training sessions presented by the Staff Veterinarian), and some support of national Animal Control and humane associations exists. Monies for professional memberships are included in the current budget. Training materials are also available to employees.

For most workers at HIHS, it is sometimes considered difficult to attend classes due to the lack of coverage in work areas while employees are absent. The County of Hawaii requires the "badging" and recertification of Humane Officers, and HIHS requires in-house certification of any worker involved in the euthanasia process (explained further in Chapter 4, "Shelter Operations"). Employees are sometimes given the opportunity to attend outside seminars and conferences when training monies are made available (none of the HIHS Officers are known to have achieved certification through the National Animal Control Association’s Training Academy).

Because of the expense involved with traveling to the mainland United States, most training opportunities offered to HIHS employees is primarily restricted to the State of Hawaii. In fact, several of the HIHS Humane Officers have attended the Hawaiian Humane Society’s Humane Investigator Training for Animal Control Professionals, Level 1-3. HIHS supervisors are also offered management skills training when monies, and opportunities, are available.

Only 1 HIHS employee interviewed has received special training on how to educate new employees (such as "Train the Trainer"). It is unknown if those staff members involved in training new workers are compensated for this added responsibility. When employees achieve a "seasoned" level, it is assumed that they already possess the abilities to train other people.

Humane Officer training requirements are reflected in "Rule 19" which states that "the Director (of Finance) shall require that an applicant for humane officer successfully complete a training course conducted by the Chief of Police, the Prosecuting Attorney, and the Corporation Counsel. The training course shall cover:

• Legal limits of the authority of a humane officer.
• Enforcement limits.
• Vicarious and civil liability.
• Professional conduct and demeanor.
• Conflict avoidance.
• Completion of a citation." (End of Rule 19 summary)

After the Humane Officer candidate has successfully completed the required training course and a criminal background check, the Director of Finance administers an Oath of Office to the candidate, along with a badge. This appointment is valid for a period of 2 years, at which time the officer must reapply for the commission. A reappointment is granted should the officer have completed the aforementioned training course again or a basic or advanced course which has been accredited by the American Humane Association, the Humane Society of the United States, or the National Animal Control Association.

The Study Team was provided with the following list of HIHS badged employees:

• Keaau - 6 badged employees; all in need of reappointment.
• Kona - 3 badged employees; 3 new employees requiring appointment.
• Waimea - 2 badged employees; 1 in need of reappointment.

It should be noted that the number of badged employees is somewhat misleading, as a few badged HIHS workers are not dedicated exclusively for field service (i.e.: the Executive Director and the Director of Operations are also badged).

During the on-site visit, several concerns were relayed to the Study Team regarding the badging process. After interviewing representatives from those agencies involved in this training (Finance Department, Corporation Counsel, Prosecutor’s Office and Police Department), the Study Team determined that:

• No one agency has taken responsibility for scheduling the badging classes and to coordinate such arrangements with the other departments.
• None of the agencies involved were able to present to the Study Team a training outline, a list of identified instructors or a sample of course work materials.
• Some of the departments involved considered it difficult to participate in the badging classes due to the lack of coverage in work areas while their own employees are absent.

The First Amendment to the Agreement "requires the County to offer training and badging to humane officers twice a year, upon request of the Contractor," however the contract does not identify the County agency responsible for initiating this process. The Study Team felt that:

• The County should identify an individual (and department) which would be responsible for scheduling the badging classes and to coordinate such arrangements with the other departments.
• The County should offer such classes at least twice annually during predetermined months of each year (such as March and September).
• The County should develop a training outline defining course goals, accompanied with training materials that the recruit may retain for future reference. In addition, a list of instructors should be developed to enable the County to draw upon a larger pool of trainers in an effort to alleviate concerns regarding staff shortages and scheduling conflicts.

Although the badging process in itself is unusual (the authority of an Animal Control Officer is typically defined by local ordinance and does not require any special commission), the Study Team believes that the badging program should continue. Here again, because of the expense involved with traveling to the mainland United States, most training opportunities offered to HIHS employees is primarily restricted to the State of Hawaii. The badging process offers structured training that HIHS employees might not otherwise receive.

The term "career development" encompasses a variety of issues closely tied to maintaining highly qualified personnel. This aspect of the "human resource" priority refers to seeking new and improving existing departmental policies, programs, and procedures to maximize the skills, talents and interest of personnel. Career development embodies issues of pay, rank and professional achievement that motivate employees toward organizational goals and objectives.

Formal career development activities are programs directed at improving the performance motivation of incumbent personnel. They are also related to maintaining within the agency a reservoir of personnel qualified for positions of advanced specialists, managers and executive level staff personnel.

The military services have long recognized the need for non-supervisory tracks for its personnel. Clerical personnel in most governments have three or more tiers in moving through a career ladder. Private industry has been employing the concept for years.

Consultant research and practical experience at all levels in Animal Control/Humane work by the Study Team has revealed that personnel often reach a plateau in their careers at the ten to fifteen year level. Generally, personnel have reached the top of their compensation scale through the annual increments by the time they have this level of experience.

With the possibility of a career step outside the supervisory track, the employee can be motivated at a critical point in their careers.

Animal Control/Humane agencies, by and large, are not managed as though there is a "profit motive." There are no widgets produced; therefore, in measuring the qualitative and quantitative products of a Animal Control or Humane department, managers cannot be used as an indicator.

To keep employees motivated, recognition is important. There are ample studies that point to "recognition" as more important than compensation to employees. As practitioners in Animal Control, we have always known the importance of recognition.

Unfortunately, there is no formal career development program currently in existence within HIHS. Staff members are "encouraged" to expand their knowledge of HIHS operations. HIHS currently does not offer any tuition reimbursement through an agency-wide program.

The Study Team observed the overall attitudes of the staff to be positive in nature, however several workers were frustrated regarding the increased demands for service by citizens and the lack of acknowledgment (and funding) of these demands by the County of Hawaii. Most employees seemed to be working as a team and there is general job satisfaction. The majority of personnel are concerned about their future and want HIHS to succeed.

Staff members are encouraged to pursue new ideas and are given proper credit for their efforts. Any work achievements are rewarded with movie passes, low-cost massages, and an Employee of the Year award (for both the Keaau facility and the Kailua-Kona/Waimea facilities). When the budget allows, financial incentives, awarded during the evaluation process, encourage staff members to perform at an optimal level. Employees are compensated based on the individual’s scope of responsibility and the performance of job duties, among other factors.

HIHS distinguishes itself as a full-service organization. Most agencies today promote themselves as "Animal Care and Control" or "Animal Services," which boosts public confidence in the agency's ability to protect people and pets.

2.01 A review of work responsibilities should be undertaken; current responsibilities should be shifted to relieve backlogs and improve agency performance. Rating: 1

2.02 Any vacant position within the agency should be filled without delay. These positions should be given ample publicity to attract qualified applicants. Rating: 1

2.03 The agency should review each position within the HIHS and distribute revised job descriptions, if necessary. Such materials should be properly signed-off (upon approval) and dated. Rating: 2

2.04 All potential employees should be tested to determine the level of skills that they may possess. Drug testing should be a prerequisite upon hiring. Rating: 1

2.05 HIHS should develop a long-range plan that hinges on future expansion and increased service delivery. Every member of the organization should be allowed to participate in the plan’s development. Staff members should be provided training in plan development. Rating: 2

2.06 Once manpower levels increase, the agency should identify specific employees as "leads" to strengthen the command structure and provide supervision at all levels of the operation. Lead workers should assist in new recruit instruction. Rating: 2

2.07 The agency should review and revise its policy/procedure manual as soon as possible. This book should then be distributed to all personnel, and employees should be required to "sign off" upon receiving the manual. Policies and procedures should be offered in individual sections to facilitate quick reference and for easy updating. Sample copies of forms, along with an explanation in their use, should also be included. Implementation and revision dates should be predominately displayed. Employees safety issues should be addressed within each procedure. Rating: 1

2.08 Additional office space should be located for line personnel. Rating: 3

2.09 Audits should be performed on a regular basis to insure the integrity of data entry. Rating: 3

2.10 The Animal Shelter should generate monthly reports that provide a more detailed breakdown of Animal Control-related activities (such as types of calls for services, by district and by shift). Rating : 3

2.11 The agency needs to increase its role in the budget process and research the possibility of obtaining grant monies to fund special projects, such as facility upgrades. Rating: 2

2.12 It is recommended that the HIHS improve the budget process by actually describing contract versus non-contractual services within the budget itself. Such an improvement would possibly eliminate much of the confusion regarding the public’s service expectations. In previous NACA evaluations, budgeted amounts are actually identified with a specific service (i.e.: field, shelter and administration). In addition, the Study Team would recommend that the budget separately reflect the cost of operating each of the 3 shelters. Such information would provide citizens a more accurate assessment regarding the distribution of their tax dollars. Rating: 3

2.13 The County of Hawaii should continue to clarify and enhance the Agreement, to include those suggestions which appear on pages 2-16 and 2-17 of Chapter 2, "Administration." Rating: 3

2.14 All employees should have access to e-mail and the Internet (whether supervisory or not). Rating: 3

2.15 Any promotional candidate should be tested to determine the level of skills they may possess. Rating. 2

2.16 The agency should conduct a department-wide assessment to determine training needs. All current and future training needs, which would encompass all employees, should be included in the budget process. Rating: 3

2.17 HIHS should offer special training (such as "Train the Trainer") to those who educate new employees and provide extra compensation for this added responsibility. Rating: 3

2.18 The agency should identify someone within the organization as a Training Officer. This position would be responsible for tracking all training records and the development of a structured training program for all areas of the agency. Training deficiencies should be instantly identified and dealt with. Rating: 2

2.19 The agency should automate all their training records. Rating: 3

2.20 In regards to "Rule 19" and the Badging Process, the County of Hawaii should: 1) Identify an individual (and department) which would be responsible for scheduling the badging classes and to coordinate such arrangements with the other departments; 2) Offer such classes at least twice annually during predetermined months of each year; 3) Develop a training outline defining course goals, accompanied with training materials that the recruit may retain for future reference. In addition, a list of instructors should be developed to enable the County to draw upon a larger pool of trainers in an effort to alleviate concerns regarding staff shortages and scheduling conflicts. Rating: 2

2.21 The agency should introduce a career development program for all employees. Rating: 3

2.22 The agency’s name should be changed to reflect modern times and boost public confidence in the organization. Rating: 3