Budget Presentation Budget Presentation Controller s Office s - - PowerPoint PPT Presentation

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Budget Presentation Budget Presentation Controller Controller’ ’s Office s Office

Board of Supervisors June 21, 2010

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Mission Statement Mission Statement

The Controller’s Office contributes to the stability and efficiency of the County by having a diverse staff who work collaboratively with County departments, cities, special districts,

• ther local agencies and the taxpayers of San

Mateo County to provide high quality accounting, auditing, payroll and tax accounting services and financial information in a courteous, cooperative and cost effective manner.

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Alignment to Shared Vision Collaborative Community The Controller’s Office:

Forges partnerships Manages the County’s accounting,

payroll, internal audits and property taxes with fiscal accountability and concern for future impacts

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Significant Accomplishments

Conducted operational audits that generated and/or

saved $120.6 million

Achieved $42,000 ongoing IFAS cost savings through

vendor hosted (ASP) model

Implemented Grants Management module for ARRA

grants

Implemented e-advice capabililty, providing enhanced

payroll information

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Key Initiatives

IFAS Technology and Training

• ACH Payments to employees
• 7i 7.9 implementation and training
• Documents Online Module
• Dashboard functionality

Fully Implement Grants Module ATKS advanced work scheduling PIPS major upgrade

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FY 2010 FY 2010-

• 11 Recommended

11 Recommended Budget Summary Budget Summary

$6,130,807 $6,066,890

• $63,917

General Fund (NCC) FY 2009-10 General Fund (NCC) FY 2010-11

Decrease from FY 2009-10

45 42

• 3

Total Positions FY 2009-10 Total Positions FY 2010-11

Decrease from FY 2009-10

$7,846,284 $7,979,606

$133,322

Net Appropriations FY 2009-10 Net Appropriations FY 2010-11

Increase from FY 2009-10

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FY 2010 FY 2010-

• 11 Budget Target General

11 Budget Target General

Fund Contribution (Net County Cost) Fund Contribution (Net County Cost)

$2,817 Other Adjustments $0 Revenue Offsets ($458,980) Reduction Target (10%) $337,748 Retirement Increase $54,498 Other Salary and Benefits

$6,130,807

• $1,541,007

$4,589,800

Base: FY 2009-10 Net County Cost

Payroll - ATKS NCC Controller’s Office NCC

($63,917) $6,066,890 Decrease from FY 2009-10 FY 2010-11 Net County Cost

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Ten Ten-

• Year Funding Trend

Year Funding Trend Operating Revenues and General Fund Operating Revenues and General Fund FY 2002 to Estimated FY 2011 FY 2002 to Estimated FY 2011

Controller's Office

Budgeted General Fund (Net County Cost) and Operating Revenues

$0 $3 $5 $8 $10

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Millions

Net County Cost NCC for Payroll and ATKS Operating Revenues

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3 out of 45 positions eliminated (7%)

Senior Internal Auditor Fiscal Office Specialist Office Assistant II

Significant Funding Significant Funding Adjustments Adjustments

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Since 1999 the Controller has reduced FTEs by 14.6% yet provided the General Fund with average annual revenues of $39.4 million in new

• pportunity costs and operational audit revenues. These annual savings

and revenues go directly to the Board for high priority County programs.

Changes in FTE: Controller vs General Fund (100% = 1999 = Base Year)

103.2% 115.8% 77.9% 100.0% 98.3% 100.4% 100.2% 100.2% 100.3% 100.1% 100.4% 100.7% 101.2% 101.2% 118.7% 118.5% 100.0% 108.5% 113.4% 117.8% 108.7% 109.2% 106.8% 94.2% 84.6% 96.2% 84.6% 80.8% 84.6% 82.7% 77.1% 77.5% 78.8% 100.0% 100.0% 75% 80% 85% 90% 95% 100% 105% 110% 115% 120% 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Year E Year Ended ded 1999 Ba 1999 Base Y Year ( (100% 00%)

General Fund Controller County Population 101.1%

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Major Issues, Challenges, Opportunities

Impacts of Managing with 7% Fewer Staff

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Increased risk of financial errors

–

Increased number of personnel issues and associated costs

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Adjustments to level of customer services, including Countywide check distribution

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Increased IFAS transaction turn-around time

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Further cuts in 2011-12 would likely result in:

– More reductions in general accounting services – Greater risk of errors, which could affect the

County’s credit rating and availability of grant funding

– Reduced IFAS training – Reduced savings / revenue enhancements from

internal audits

Looking Ahead FY 2011 Looking Ahead FY 2011-

• 2012

2012

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Green Efforts

Transition from paper to e-advices Transitioning from paper to e-mail

distribution of Controller publications

Decreasing number of printed financial

documents

Extending life of computers from 3 to 5

years

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Conclusion

10% budget reduction target met for

FY 2010-11

Staff reductions pose significant

challenges with possible adverse impacts in FY 2010-11

Adverse impacts to quality and level of

services if further reductions are made in FY 2011-12

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THANK YOU

DISCUSSION DISCUSSION