BUSINESS SERVICES MISSION STATEMENT

Transcription

1 City of San Mateo BUSINESS SERVICES MISSION STATEMENT To provide the City with sound fiscal management and facilitate the operation of all City departments by providing appropriate financial data and support through a variety of business services. STRUCTURE AND SERVICES Structure: The Business Services Department has authorized merit system positions. Services are grouped into three programs: Accounting Services, Treasury/Cash Management/Budget, and Central Services. Accounting Services: The objectives are: To maintain a governmental accounting system that presents accurately, and with full disclosure, the financial operations of the funds and account groups of the City in conformity with Generally Accepted Accounting Principles. To process payroll and accounts payable on a biweekly basis. To administer bonded debt of the City and the Redevelopment Agency. Treasury/Cash Management/Budget: The objectives are: To receive and safely keep all revenues coming in to the Treasury. To comply with all laws governing the depositing and securing of public funds. To pay money only on requests signed by legally designated persons. To collect all money due to the City and manage it prudently so as to ensure at all times liquidity, safety and optimum yield. To pursue effective revenue enhancement programs. To plan, coordinate and prepare the City Budget for submission to City Council. Central Services: The objectives are: To ensure a high level of administrative support services in the areas of Purchasing, Central Stores, Courier Service and City Hall Operations, that are reliable and responsive to the needs of all City departments. 7-1

2 Two Year Business Plan 2004 ~ 2006 BUSINESS SERVICES Performance Measurements Listed under each program heading are a few of the measurements used to determine if a program is meeting its goals and to use as comparison to previous years performance and/or performance levels of other agencies. Accounting Services 1. Receive national and state award for clean audit and outstanding reporting (CAFR) GOAL ACTUAL GOAL GOAL GOAL FY02/03 FY02/03 FY/03/04 FY4/05 FY05/06 100% 100% 100% 100% 100% 2. Average cost per paycheck. * $5.01 * * * 3. Average cost per vendor payment. * $15.79 * * * Treasury/Cash Management/Budget 1. Receive national or state award for comprehensive, readable and outstanding budget report. 2. Deliver proposed budget to City Council 30 days before the fiscal year ends. 3. Average % yield of return on investment that exceeds benchmark range. 4. Average cost per business license (includes phone and counter coverage). Central Services 1. Average cost per Purchase Order processed 2. Percent of Purchase Orders processed within one day. 3. Percent of goods delivered within 2 days of receipt of request from the Central Stores Warehouse. 4. Cost per 1000 pieces of outgoing U.S. mail to process. FY02/03 FY02/03 FY03/04 FY4/05 FY05/06 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0.55% 0.66% 0.60% 0.60% 0.60% * $10.38 * * * FY02/03 FY02/03 FY03/04 FY4/05 FY05/06 $7.40 $7.40 * * * 99.12% 99.8% 90% 90% 90% 100% 100% 90% 90% 90% $79.04 $79.04 * * * * Maintain or reduce cost (adjusted down by CPI increases) 7-2

3 Business Services Department Performance Measurement Results City of San Mateo Number of Bills Paid FY00/01 FY01/02 FY02/03 FY03/04 Payroll Accounts Payable Assessment The City pays vendors and employees on a bi-weekly basis. The number of payroll disbursements, that include direct deposits, is affected by both regular as well as part time, per diem, and seasonal employees. The increase in the number of pay checks in recent years is the result of having a larger overall wokforce. In the accounts payable area, while the number of payments do not show a significant change, the processing of some payments such as those for large contracts and credit cards have become more time consuming. Next Steps We continue to explore ways to simplify the disbursement process mosty through the use of technology. Most of our employees are on direct deposit. Our vendors are paid primarily by check. Yield 7% 6% 5% 4% 3% 2% 1% 0% Average Investment Return FY00/01 FY01/02 FY02/03 FY03/04 Assessment The City's investment portfolio is managed prudently so as to ensure at all times liquidity, safety and optimum yield. A goal is set based on the average of the Local Agency Investment Fund (LAIF). The results demonstrate we have exceeded every year. Next Steps We continue to invest in safe, liquid and good yield investments. We have a goal of providing safety and liquidity, and at the same time to maximize the earning by diversifying the type of investments in the portfolio to exceed the goal. Goal Portfolio Yield 100% 95% 90% 85% 80% 75% Percent of Customers Rating Service as Good or Better FY00/01 FY01/02 FY02/03 FY03/04 Assessment the City has a customer service goal of a 90% rating of good or better. The Finance Department sends out surveys to our internal customers every year and analyze the results. In the past three years, we have exceeded our goals by a wide margin. Next Steps The goal for FY03/04 has been set once again at 90%. All staff receive training and mastery of this skill and it is reflected in the employee evaluation process. We will continue to improve customer satisfaction, follow up as necessary regarding concerns raised, seek improvement, and provide ongoing training to staff. Goal Actual 7-3

4 Two Year Business Plan 2004 ~

5 City of San Mateo BUSINESS SERVICES DEPARTMENT SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Program ACCOUNTING SERVICES 630, , , ,615 1,013, TREASURY/CASH MANAGEMENT 666, , , , , CENTRAL SERVICES 561, , , , , Total $1,858,784 $2,129,054 $2,040,136 $2,293,188 $2,404, By Category Salaries and Benefits 1,491,678 1,484,184 1,453,335 1,518,838 1,610,959 Operating Expenses 343, , , , ,632 Capital Outlay 23,671 19,067 19, , ,010 Total $1,858,784 $2,129,054 $2,040,136 $2,293,188 $2,404,601 REVENUE General Fund 2,040,136 2,293,188 2,404,601 Total $2,040,136 $2,293,188 $2,404,601 Merit Part Time 0.00 Over Time 0.25 Total

6 Two Year Business Plan 2004 ~ 2006 PROGRAM: ACCOUNTING SERVICES Program Manager: Hossein Golestan, Provide financial planning leadership and maintain accurate and adequate records to support transactions and to meet obligations and regulatory requirements. Ongoing Responsibilities Maintain the appropriate accounting funds in order to properly record, account for and report all the financial transactions of the City and the Redevelopment Agency. Update the General Ledger within 15 working days after end of each month. Meet all Federal, State and County deadlines for filing the required financial and tax reports. Monitor the financial status of all Capital Improvement Projects relative to fund transfers, expenditures, and other charges to ensure current and accurate status, monthly. Process all debt service obligations on time and in an efficient manner. Process weekly disbursements of funds and maintain related records. Participate in the preparation of the budget. Provide professional accounting support to the Redevelopment Agency to ensure timely submission of indebtedness statement and State Controller's Report. Process biweekly payroll for up to 750 employees, interpret and implement government regulations, reconcile all employee deductions and tax deposits. Conduct periodic capital project financial status reviews with affected departments. Objectives Implement the planed internal organizational changes to cope with the loss of 2 positions in Finance due to budget reductions. Implement tracking of the Vehicle and Equipment Replacement funds in the project accounting module of the new Financial System for the City by June 30, Continue to complete the Comprehensive Annual Financial Report (CAFR) and submit to the City Council by the month of December following the end of each fiscal year. Continue to apply for and receive GFOA and CSMFO awards for the CAFR. Provide necessary support and assistance for implementation of employee self-service component of the human resource and payroll software (Infinium), including but not limited to Cognos reporting. 7-6

7 City of San Mateo ACCOUNTING SERVICES PROGRAM SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Sub Program DEBT ADMINISTRATION 24,191 32,828 30,984 37,155 39, ACCOUNTING & REPORTING 302, , , , , PAYROLL SERVICES 137, , , , , ACCTS PAYABLE SERVICES 166, , , , , Total $630,456 $847,569 $792,498 $968,615 $1,013, By Category Salaries and Benefits 608, , , , ,912 Operating Expenses 7, , , , ,650 Capital Outlay 14,431 10,141 10, , ,084 Total $630,456 $847,569 $792,498 $968,615 $1,013,646 REVENUE General Fund 792, ,615 1,013,646 Total $792,498 $968,615 $1,013,646 Merit 6.20 Part Time 0.00 Over Time 0.11 Total

8 Two Year Business Plan 2004 ~ 2006 PROGRAM: TREASURY/CASH MANAGEMENT/BUDGET Program Manager: Doris Koo, This program is responsible for ensuring that all revenues due to the City are collected and are safely deposited, or prudently invested, in a timely manner; that cash flow adequate to meet City needs is available at all times; and that disbursements of City funds are properly authorized. In addition the program is responsible for planning, coordinating, and preparing the City Budget for submission to City Council and for preparing periodic financial updates and analysis. Ongoing Responsibilities Provide centralized cashiering and safe deposit of funds. Administer Business Tax Ordinance and enforce compliance. Monitor the timely receipt of all revenues from Federal, State and Local Agencies. Ensure the timely collection of charges for services and the recovery of reimbursable costs. Manage City's $100 million investment portfolio to ensure safety, liquidity and optimum yield. Monitor short term and long term cash requirements and ensure availability of adequate cash flow. Convene and staff the Investment Advisory Committee. Maintain reliable records to support all transactions and prepare and submit required reports in a timely manner. Provide administrative support and analysis as needed. Analyze and project revenues for budget purposes. Plan, coordinate and prepare City Budget for submission to City Council. Objectives Closely monitor the impact of staff re-organization in treasury and mail delivery services as a result of budget reduction. Participate in the implementation of Business License data base for the CityView permitting system. Participate in the evaluation and selection of Business License software module. Conduct a comprehensive review of all of the outstanding bond proceed investments and recommend the appropriate strategy. Monitor the new Fire Prevention Enterprise revenue billing and collection on a quarterly basis. 7-8

9 City of San Mateo TREASURY AND CASH MANAGEMENT PROGRAM SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Sub Program INVESTMENTS & BANKING 85,500 92,059 84,288 91,970 96, REV & ACCTS RECEIVABLE 307, , , , , BUDGET,ANALYSIS & ADMIN. 273, , , , , Total $666,517 $680,319 $653,753 $690,171 $729, By Category Salaries and Benefits 591, , , , ,080 Operating Expenses 74, ,034 74, , ,756 Capital Outlay Total $666,517 $680,319 $653,753 $690,171 $729,836 REVENUE General Fund 653, , ,836 Total $653,753 $690,171 $729,836 Merit 6.00 Part Time 0.00 Over Time 0.13 Total

10 Two Year Business Plan 2004 ~ 2006 PROGRAM: CENTRAL SERVICES Program Manager: Rick Santino, Provide City departments with an efficient, effective procurement system while ensuring that regulatory and budgetary provisions are observed. Provide timely and reliable mail and courier service to all departments. Ensure that the City Hall facility is clean and functional. Ongoing Responsibilities Continue to provide to City departments procurement expertise and purchasing options, together with improved assistance in the area of specification and contract development. Ensure that the City obtains the best quality at the best price. Review all Purchase Orders for compliance with budgetary provisions and regulatory requirements. Provide resources to support the Eden Requisition/Purchase Order system. Provide consultant services for the administration of Fleet Services and fleet procurement. Maintain and monitor procurement card program. Process and monitor all service contracts for maintenance of office equipment city-wide. Maintain and control warehouse inventory. Respond within two days to city-wide requests for supplies. Provide timely and reliable mail and courier service city-wide. Ensure that the lighting, heating and air conditioning of City Hall meets users' needs with due concern for economies. Objectives Evaluate the effectiveness of the reduction of city-wide printer costs through the recent replacement of photocopiers with multipurpose equipment with copying, printing and fax features. Prepare and provide the modified pickup and delivery of Inter-Office mail, processing of outgoing U.S. mail delivery, Central Stores Warehouse services in order to achieve the necessary required budgetary reductions for implementation by January Survey departments on the modified mail delivery service. The goal is to achieve an acceptable level of service. Survey key departments in the use of the Eden software Purchasing Module. The goal is to determine if departments have achieved competency in the use of the Eden software Requisition/Purchasing Module. 7-10

11 City of San Mateo CENTRAL SERVICES PROGRAM SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Sub Program PURCHASING & WAREHOUSEIN 182, , , , , MAIL ROOM 109, , , , , CITY HALL OPERATIONS 269, , , , , Total $561,811 $601,166 $593,885 $634,402 $661, By Category Salaries and Benefits 291, , , , ,967 Operating Expenses 261, , , , ,226 Capital Outlay 8,926 8,926 8,926 13,926 13,926 Total $561,811 $601,166 $593,885 $634,402 $661,119 REVENUE General Fund 593, , ,119 Total $593,885 $634,402 $661,119 Merit 3.40 Part Time 0.00 Over Time 0.00 Total

12 Two Year Business Plan