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COM 0230.000 2002-2004
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COM 0230.000 2002-2004
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Last modified
5/13/2008 3:04:06 AM
Creation date
5/10/2008 12:12:10 AM
Metadata
Fields
Template:
Communications
Communications - Type
COM
Communications - Council Term
2002-2004
Communication
0230
Point
000
Author
William Takaba, Finance Director Harry Kim, Mayor
Communications - Referred To
FC
Comments
Council: Adopts Res. 68-03 & FC-104 - 06/04/03 FC-104: Recommends adoption of Res. 68-03 - 05/20/03 FC: Deferred - 05/06/03
Document Relationships
AGE COUNCIL 06/04/2003 2002-2004
(Related)
Path:
\Council Records\Agendas\2002-2004\Council
AGE FC 05/06/2003 2002-2004
(Related)
Path:
\Council Records\Agendas\2002-2004\Finance Committee (FC)
AGE FC 05/20/2003 2002-2004
(Related)
Path:
\Council Records\Agendas\2002-2004\Finance Committee (FC)
REP FC 104 05/20/2003 2002-2004
(Related)
Path:
\Council Records\Reports\2002-2004\Finance Committee (FC)
RES 068 Draft 01 2002-2004
(Related To)
Path:
\Council Records\Resolutions\2002-2004
RES 068 Draft 01 2002-2004
(Related)
Path:
\Council Records\Resolutions\2002-2004
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ATTACHMENT TO NEW POSITION INFORMATION FORM (Accounting duties) <br /> 1. Give reasons how new duties arose (statutes enacted, ordinances, newly <br /> authorized programs, basis for increased workloads, etc.): <br /> The County's revenues increase each year. This means there aze more deposits to <br /> be receipted, more bad checks to be account for, and more adjustments to be <br /> made. Bonds are issued more frequently, and there are more dogs to license. <br /> Generally, the volume of work has steadily increased to the point where a 40-hour <br /> work week is insufficient. <br /> 2. Can new duties be assigned to existing positions or handled in other ways such as <br /> short-term contracts, etc. <br /> No. The existing employees already have full workloads while simultaneously <br /> attempting to accommodate additional workloads. <br /> 3. How will new position increase the efficiency/effectiveness of operations? (Use <br /> productivity measurements where possible.): <br /> 1. Our accounting work must be done in a timely manner. Failure to do so <br /> would jeopazdize the accuracy of the Comprehensive Annual Financial Report <br /> (CAFR), which would, in turn, affect bond underwriting, grant issuance, etc. <br /> More problems are created when accounting records are not kept current. <br /> 2. Additional staff would enhance the separation of duties, which is a form of <br /> internal control. This is an important and unique requirement of this office, <br /> which is entrusted to manage millions of dollazs of the County's monies. The <br /> backlog in the accountant's position has necessitated the Treasurer in <br /> assuming the bank reconciliation duties. Also, each staff member is assigned <br /> unique tasks, and during absences, another staff member must perform those <br /> duties. These situations create a less than ideal system of check and balances. <br /> 3. The shortage of accounting capacity forces management to assist in areas that <br /> aze falling behind. This deprives the division and county of management <br /> functions such as long range planning, customer service, staff development, <br /> and evaluating possible new initiatives. <br /> 4. More help would allow us to catch up on the backlog of work including <br /> arbitrage calculations. <br /> <br /> 4. Alternatives that were considered in lieu of new position. (Have technological <br /> changes been considered?) <br /> <br />
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