HomeMy WebLinkAboutFY 2022 Budget Presentation (Office of the Mayor)OFFICE OF THE MAYOR
FY 2022 BUDGET AND OPERATIONS SYNOPSIS
Derek S.K. Kawakami
Mayor
Department: MAYOR'S OFFICE
Fund: GENERAL FUND
1. FY 2021 to FY 2022 BUDGET COMPARSION
FY 2021
FY 2022
$ + / -
% + / -
Salary and Wages
1,478,974
1,515,796
36,822
2.5%
Benefits
898,490
929,500
31,010
3.5%
Utilities
1,001
1,001
0
0.0%
Vehicle/Equip, Lease
1
1
0
0.0%
Operations
630,671
612,020
-18,651
-3.0%
3,009,137
3,058,318
49,181
1.6%
FY 2021 Operating Budget
■ Salary and
Wages
■ Benefits
■ Utilities
■ Vehicle/Equip,
Lease
■ Operations
FY 2022 Operating Budget
Q96 ■ Salary and
Wages
0% ■ Benefits
■ Utilities
■ Vehicle/Equip,
Lease
v.= -t _-s
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The Office of the Mayor encompasses two functions: the Mayor's support functions, and the
Office of Boards and Commissions. Both offices are wholly supported out of the General Fund.
The proposed operating budget comparison to the prior year's budget is charted above. Close to
80% of the proposed appropriations would cover Salaries, Overtime and Fringe Benefits, with
the remaining of 20% for all other expenditures. Overall, there is a 1.6% increase in the Office of
the Mayor budget over last fiscal year, with the non -salary portion of the budget decreasing 3%
over last year.
2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET
Three notable position changes are included in the FY 22 proposal. First, Position No. 9151 was
described from a Mayor's Administrative Aide to a Public Information Officer. During the
pandemic response, and the stay-at-home/social distancing requirements, it became clear that
digital media products were in immediate demand to maintain constant communications with the
public. The administrative aide normally assigned to support the Managing Director was re -
described to accommodate a specialist producing supporting video production for all County
departments, along with social media management.
Second, over the past two years, it became apparent the Program Administrator functions
(Position No. E-9051) almost wholly were focused on Capitol Improvement Project (CIP)
management support beyond the normal budgeting functions of the past, particularly with the
dramatic increase in General Excise Tax (GET) funding during FY21. These functions are now being
centralized in the Public Works administration office. The remaining position will continue to
support departmental operational analysis, and the salary has been downgraded.
Third, the anticipated dramatic reduction of revenues from liquor sales due to the pandemic's
impact on restaurants and bars necessitates a move of a position from the Office of Liquor Control
and its budget to the Office of Boards and Commissions in order to maintain operations. Position
2209 will continue to support the Liquor Commission and its work. If the revenue picture improves
into FY 23, we anticipate moving this position and its financial costs back to the Liquor Fund.
3. OPERATIONAL CHALLENGES
As mentioned previously, adapting communication approaches given the pandemic's new normal
has remained a challenge. With the limiting of social gatherings and community events, we have
integrated digital media as a means to keep our community informed. It is clear that these forms
of communication need to be imbedded in our information technology approaches.
Also, as discussed above, the dramatic increase in CIP funding from GET has led to a seven -fold
increase in roads and engineering expenditures compared to the two prior fiscal years. The
oversight, management, and operational approach toward spending these monies in a timely and
accountable manner needs to be adjusted to achieve optimum results for the taxpayers. Reaching
this objective has required large day-to-day support from the Mayor's Office, and with the
departure in long-time staff from the Public Works Roads Division, the approach toward CIP
management and operations needs to be reinforced and better optimized.
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4. OPERATIONAL HIGHLIGHTS FROM FY 2021
Pandemic response has encompassed a large amount of attention from the Mayor's Office staff
over the past fiscal year. Most calls into the office relate to travel related inquiries, and staff
receive close to 300 calls a week just for this one issue, particularly from visitors trying to come
to the island.
The Boards and Commissions staff has also been deployed to the response effort due to their
appointed status, with that office dedicating 50% of their work hours to screening quarantine
exemption requests. The additional KEMA duties have had an impact on their operations, leading
to commission support functions being drawn down accordingly.
Of the 17 Boards and Commissions supported by the Office, 14 were trained and transitioned to
virtual meetings involving more than 80 volunteers including the Charter Commission that
initiated the first digital public information campaign on the six Charter Amendments which
ultimately were adopted by the electorate.
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