Department of Financial Services. Business Plan 2010

Transcription

1 Department of Financial Services Business Plan 2010

2 Mission and Vision Accomplishments Environment Key Attributes Core services Reorganization Budget Performance Agenda

3 Mission and Vision To provide superior financial services for Gwinnett County that ensure financial integrity, promote accountability in government, and maintain public trust The Department of Financial Services is the benchmark of superior, innovative services while maintaining accountability and public trust

4 Accomplishments Division Name of Award Award Given By Accounting Division Accounting Division Budget Division Award for Outstanding Achievement in Popular Annual Financial Reporting Certificate of Achievement for Excellence in Financial Reporting Distinguished Budget Presentation Award Government Finance Officers Association (GFOA) Government Finance Officers Association (GFOA) Government Finance Officers Association (GFOA) Purchasing Division Purchasing Division Risk Management Division Risk Management Division Outstanding Agency Accreditation Achievement Award for Achievement of Excellence in Procurement Award 2009 Achievement Award for Funding Post Employment Benefits Program 2009 Best in Category for Funding Post Employment Benefits Program National Institute of Governmental Purchasing, Inc. National Purchasing Institute NACo NACo

5 Environmental Challenges Reduced Funding External Role Increased Demand for Services Loss of Key Personnel Internal Role Increased demand for services Loss of Key Personnel Staffing Reduction Change Management

6 Key Attributes Superior services Integrity Accountability Trust These attributes are the foundation of our core services

7 Core Services Strategic and Transactional Support Tax Assessment Purchasing Accounting/Budget Treasury Payables, Receivables Insurance Payroll Investments Solid Waste Not a core service Relocation after litigation and/or plan established Strategic Transactional

8 Outsourcing Immediate Tax Assessor s s Office Future Payroll Treasury Functions PayablesPayables Investments

9 Structural Reorganization Purpose Design a more responsive organization Increase internal communication Build interchangeable functions Establish a mechanism for organizational improvement and growth

10 Department Reorganization Three Functional Sections Corporate (44 personnel) Division Director Accounting/GL: Randy Colvin Division Director Treasury: Rhonda Etheridge Division Director Purchasing: Roslyn Forstot Service (55 personnel) Division Director Service: Scott Callan Division Director Tax Assessor: Steve Pruitt Service Strategic Business Development (8 Personnel) Division Director: TBD Director s s Office (4 Personnel) Director Deputies Maria Woods: Corporate Casey Snyder: Service and Strategic Business 1 Office Coordinator Dawn Davenport Strategic Transactional

11 Service Team The Face of Finance Total of 55 personnel Service Team (18 Personnel) Tax Assessor s s Office (37 Personnel) Service Team Consists of 4 teams of 4 Cross functional specialties Handle routine day-to to-day requests Communicate with Corporate Tax Assessor s s Office Outsource Personal Property and Commercial Shift to a combination of traditional tax assessment and contractor tor management

12 Corporate 42 Personnel Traditional Components Accounting/GL (Budget) Treasury Purchasing Macro type functions Budget CAFR Budget Reporting RFPs / Bids Grants

13 Strategic Business Development 8 8 personnel Research and Development Process Improvement Respond to emergencies Unanticipated requests Short time line requests Research / Modeling

14 Unified Plan Strategic Themes Unified Plan Themes Economic Development and Fiscal Health Foster Redevelopment Enhance Mobility and Accessibility More Housing Choices Preferred Place Implementation Plan Strategy behind revising millage rate Debt financing for infrastructure Grant Funding sources from HUD

15 Goals 2010 Develop outreach program on: County s s current and future financial condition Develop strategies to address the condition Convey the costs in services Expand rehabilitation assistance from HUD Grants Infrastructure Debt Financing Determine costs for capital projects Determine method of payment

16 Bottom line Budget Adjustments Reduction in budget of $875,000 Represents an approximate 34% reduction Employees reduced from 169 to 111 Personnel 22 RIO 20 Personnel moved to other Departments 11 Positions Eliminated in June 5 Net New Positions/Reduction in Force

17 Performance Balanced Scorecard Re-design measures Link Link to mission and vision StrategicStrategic Goals Goals and objectives Employee Participation Developing measures Responsibility for performance Develop Develop ownership and buy in

18 Questions The OLD The NEW