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HomeMy WebLinkAboutFY 2021 Budget Presentation (Office of the Mayor including the Office of Boards & Commissions).. OFFICE OF THE MAYOR THE COUNTY OF KAUA'I DEREK S. K. K AWAKAMI, MAYOR MICHAEL A. DAHILIG, MANAGI NG DIRECTOR FY 2021 OPERATIONS & BUDGET SYNOPSIS 1. FY 2020 to FY 2021 BUDGET COMPARISION FY 2020 FY 2021 $+I - Salary and Wages 1,240,292 1,510,540 270,248 Benefits 743,199 898,490 155,291 Utilities 1,001 1,001 0 Vehicle/Equip, Lease 1 1 0 Operations 671,520 648, 110 -23,410 2,656,013 3,058, 142 402,129 % +I- 21.8% 20.9% 0.0% 0.0% -3.5% 15.1% FY 2020 Operating Budget FY 2021 Operating Budget 0% 0% 0 % 0% Vehicle/Equip, Lease Vehicle/Equip, Lease • Operations • Operations FY 2020 and FY 2021 Com arisen 400,000 -.------------------------------~ 350,000 +--==f"-1----------------------1 300,000 250,000 200,000 150,000 100,000 50,000 0 Salary and Wages Benefits Utilities www.kau ai.gov Vehicle/Equip , Operations Lease 4444 Rice Stree t Su ite 235 • Lihu'e, Hawai'i 96766 • (808 ) 241-49 00 (b ) • (808) 24 1-6877 (f) An Eq u al Opportu n ity Employer FY 2020 D FY 2021 ,• 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET The Mayor's Office FY 2021 budget request reflects an increase of 15.1 % compared to FY 2020. The increase accounts for regularly scheduled annual salary increases, fringe benefits, and transferring two positions to the Mayor's Office. Position Changes : The Film Commissioner (E-61) position transferred from the Office of Economic Development to the Mayor's Office. The Deputy Managing Director (9051) position transferred from the Department of Public Works Administration to the Mayor's Office . 3. OPERATIONAL CHALLENGES a . Community Outreach One of the Office of the Mayor's primary duties is to serve as a communication hub. The rapid growth and speed of digital communication has challenged the Office to devote more time and effort toward Public Information which has a deleterious effect on other functions on the Mayor's Office. We intend to move the Film Commissioner position, currently in the Office of Economic Development , to the Mayor's Office to assist with these media needs, cons istent with other counties in the State. b. Continuity The Administration has and is continuing to grapple with several vacancies in key positions and how best to att ract, recruit and sustain the most qualified and talented leaders. While some of the vacancies were created by retirements , the vacancies have nonetheless revealed the need to improve succession , transition and on- boarding planning to ensure a smooth transition within the department as well as with the leadership. To aid in manag i ng the leadership, we intend to move Position 9051 from Public Works Administration to the Mayor's Office and re-describe the position as the Deputy Managing Director. This initiative will also align with other counties in the State similar to the Film Commissioner position . 4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2020 a. One TEAM The Mayor is well aware that progress demands leadership and leadership requires teamwork . To encourage collaboration , cohesiveness and building a high performing unified team , The Office of the Mayor has initiated: Page 2 of 3 -· Moving the Needle -Saying thanks and recognizing the employees who exemplify innovation, initiative and doing the right th i ng ... just because. Every week, an individual from a department is selected , celebrated and thanked for "moving the needle". Breaking Bread Together -Every quarter, the Employee Council and the Office of the Mayor hosts a Pop-Up Lunch Room at the Rotunda. All County employees are invited to meet, and talk story over a delicious lunch served by the Department heads. The response has been overwhelmingly positive. Walking a Mile in My Shoes -How many times, have we heard this? The Mayor has taken the bold approach to do just that. To experience what a day in the life of our employee is like, he has worked the counter at the Department of Motor Vehicles (OMV), filled potholes , cleaned park toilets , and conducted ride-a-longs with building inspectors. In doing so, this has provided valuable information as to the real needs of the employees out in the field. b. Amplifying Grants Revised the Grant-in-Aid program application process. The new process is inclusive and transparent. It is similar to most granting processes that includes an announcement, grant information, guidelines and technical assistance. Once all grants are submitted , they are reviewed and scored by a grant committee. Based upon the recommendation of the grant committee, the grants are awarded. This process has reduced duplicative awards and opened a competitive platform for organizations to apply for funding. In FY2020, five new organizations were awarded grant funding . We anticipate receiving more grant applications from an even larger number of organizations in this upcoming fiscal year. c . Increasing Customer Service and Efficiency There are numerous requests for the Mayor's attendance, for a certificate, or for a proclamation from the Mayor. The Office initiated an online process for these requests. The public can access the Request Form using this link or on the Mayor's web page and from the convenience of their home at any time , day or night , to submit a request. The form is fillable and upon submission it is sent directly to the Mayor's Office. Required information is clearly indicated and the form cannot be submitted unless it is filled in completely . This has enabled the Office to provide a quicker response to requests by having all the necessary information for a proclamation, certificate , or for the Mayor's schedule. Page 3 of 3 March 5, 2020 OFFICE OF BOARDS & COMMISSIONS THE COUNTY OF KAUA'I DEREK S . K. KAWAKAMI, MAYOR MICHAEL A. D AHILIG , MANAGING DIRECTOR ELLEN CHIN G ADM I NISTR ATO R FY 2021 OPERATIONS & BUDGET SYNOPSIS 1. FY 2020 to FY 2021 BUDGET COMPARISION The Office of Boards and Commiss ion's priorities are to maintain operations at a functional level with a 0 .2% reduction mainly in training, printing and other sma ll equipment. Increases were made in advertising to provide a robust digita l pub lic education campaign on the charter amendments. FY 2020 FY 2021 $+I -0/o +I - Salary and Wages 343,003 354,583 11,580 3.4% Benefits 203,734 198,816 -4,918 -2.4% Utilities 0 0 0 0.0% Vehicle/Equip, Lease 0 0 0 0.0% Operations 274 917 266.393 -8 524 -3.1% 821,654 819, 792 -1,862 -0.2% FY 2020 Operating Budget FY 2021 Operating Budget •Salary and Wages •Benefits •Utilities Vehicle/Equip , Lease •Salary and Wages •Benefits •Utilities Vehicle/Equip, Lease FY 2020 and FY 2021 Com arison 400,000 -..-------------------L--------~ 350,000 +---==:;S-"l-------------'-----------1 3 0 0' 000 --r----.;."::l;Jll 250,000 200,000 150,000 100,000 50,000 0 Salary and Wages Benefits Utilities Vehicle/Equip, Operations Lease www.kauai.gov 4444 Rice Street Su ite AlSO • Lihu 'e, H awai'i 96766 • (808) 241-4922 (b) • (808) 241-5127 (f) An Equal Opportunity Employer FY 2020 DFY 2021 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET There are variances in training, printing, other small equipment and advertising. The reductions in training, printing and other small equipment were made to accommodate a large increase in advertising to conduct a robust public information campaign on the charter amendments to engage voter participation. Most of the line items that directly support the numerous volunteers of the Boards and Commissions were maintained at level funding or even slightly increased . However the reduct ions in training and small equipment are drastic and will result in minimal training over the ne xt year and may present a challenge should any equipment need to be replaced. 3. OPERATIONAL CHALLENGES The Office of Boards and Commissions is a very small office with a very small budget . Thus, any reduction to the budget is se r ious. Without increasing staffing and the addition of on-going responsibilities like the contested cases and another future commission , the Traffic Safety Council , the Office has been and will continue to be tested to increase the level of service and support to all 17 Boards and Commissions . To meet these challenges , the budget reflects the sacrifices the Office will make over the ne xt year to pilot new initiatives and to accomplish the goal of increased public education efforts regarding the Charter Amendments and increased voter engagement. 4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2020 -+ Increased service and efficiency Many of the forms routinely submitted by the public to Boards & Commissions were incomplete o r contained errors and would ultimately require that the form be resubmitted. Improved the financial disclosure form and the application form and process to eliminate the necessity of resubmission and to increase efficiency: Forms can be completed, signed and submitted electronically Upon electronic submission the forms are immediately sent to Boards and Commissions Required information is clearly indicated and the fo r m cannot be submitted unless it is filled in Added drop down menus Clarified language in the forms to ensure that the information provided is complete Removed the requirement on the financial disclosure form for a notary Implemented a reminder email blast with a form link for the financial disclosure Materials for a Board and Commission meeting can be voluminous. A recent Board of Review meeting packet included 342 pages of documents. Based on need , Boards and Commission has issued ipads to the members of the Board of Review to transmit documents in a more convenient and efficient manner to the Board members and over time realize cost savings and a return on investment. Page 2 of 3 4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2020 continued ~ Achieving Community Governance Goals Collaboratively The Office provides support to 17 Boards or Commissions . This is the first time that the Office of Boards and Commissions has been tasked with hiring the Police Chief, the Fire Chief and the Director of Human Resources all within the course of a 1 Yi year period . Most Boards or Commissions meet once a month but there are also several Commissions that meet twice a month (Planning , Review , and Liquor) and some Commissions will meet more frequently to accomplish a specific goal in a specific time frame. A good example of this is the Civil Service Commission and Fire Commission goal to hire the new Human Resources Director and Fire Chief. Both the Civil Service and the Fire Commissions created subcommittees resulting in meeting twice or three times a month over the course of the past year to ultimately select a new leader. In order to avoid any conflict of interest, the Civil Service Commission directed the Office to manage the entire hiring process. The Office was the lead point of contact to submit all resumes, essays, interview scheduling, sending out the conditional job offer, providing salary/benefit information, coordinating the criminal history checks , drug screening and employment history checks. The Office also worked with both the Civil Service Commission and the Fire Commission to create the job postings and the criteria and scoring sheets for resumes, essays and interviews. ~ One Team Due to the nature of the work, the Office was drowning in paper . To hasten the move to going "paperless" and to digital records, Boards and Commissions formed a partnership with Kauai High School's Special Education class and became a work site . Initially, the students worked only in Boards and Commissions . As more students were added to the group. Boards and Commissions expanded the work site . On Tuesdays and Thursdays, a group of 5 students spend two hours picking -up and delivering the mail for most of the departments (except for planning) in the County building . The rest of the time is spent on data entry, scanning, shredding or filing documents for Boards and Commission and other departments . The students are required to wear professional office attire, learn how to interact appropriately and professionally with a large number of people and learn basic office behavior and work. Over the course of the year, the students have saved this Office and the County hundreds of hours in staff time and salaries . We are delighted that one of the students will be accepting a position with the County internship program . Page 3 of 3