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Home My WebLink About1998-08-19 PACKET 04.O.REQUEST OF CITY COUNCIL ACTION COUNCIL AGENDA MEETING ITEM # DATE 8/19/98 � , D . p2EpqREp gY �inance Liz Johnson ORIGINATiNG DEPARTMENT STAFF AUTHdR .�..��,�w.��<�«>��.«,��.<��.��<�«�< COUNCIL ACTION REQUEST: Approve restructuring plan of the Finance De;:�artment Approve increasing Accounting Clerk I from �art time to full time Approve creating Financial Analyst position BUDGET fMP�ICATION $ $ BUDGETED AMOU'JT ACTUAL AMOUNT FUNDING SOURCE ADVISORY COMMISSION ACTION: DATE ❑ PLANNING ❑ PUBLIC SAFETY ❑ PUBLIC WORKS ❑ PARKS AND RECREATION ❑ HUMAN SERVICES/RIGHTS ❑ ECONOMIC DEV. AUTHORITY ❑ SUPPORTING DOCUMENTS: � MEMO/LETTER: ❑ RESOLUTION: ❑ ORdINANCE: ❑ ENGINEERING RECONINIENDATION: ❑ LEGA� RECOMMENDATION: � OTHER: REVIEWED ❑ ❑ ❑ ❑ 0 ❑ APPROVED ❑ ❑ D ❑ ° a ❑ ADMIfVISTRATORS COMMENTS: _� � � �---- City Administrator DENIED ❑ ❑ ❑ ❑ ❑ ❑ � c7 d �C( Date .�<�«,�,.��.x<..<��<�.�.��,...� couNCOL_ Ac r�a��rv ❑ Aw�ROV�r� n p��i�D ❑ o-rri�R To: Ryan Schroeder, City Administrator CC: Michelle Wolfe, Assistant City Administrator From: Blizabeth Johnson, Finance Director Date: 08/13/98 Re: Finance Department reorganization The Finance Deparhnent has undergone a certain amount of changes since Diane Archer ]eft city employment late December 1997. We have converted to a new financial system and have shifted some job duties. Deparhnent staff has spent approximately 780 hours of either overtime or comp time for the time period of January 1 to August 2. The five full time department staff worked these hours in order to complete the conversion, audit, financial statements and the day to day workload. The conversion represents approximately 150 of these hours. I believe we musC maintain our full rime equivalents from the 199"J actual to accomplish the ever increasing amount of work. The attached schedule shows the major areas of work, who is cuzrently responsible and who will be responsible in the future. I have had the opportunity to evaluate the current staffing and fiznctions of the Finance Department. I have developed a plan to reorganize the deparhnent, staying within the same full time equivalents and providing for appropriate segegation of duties. The following is the proposed change from the 1997 actual to the requested 1999 budget. August 13, 1998 I am reguesting approval to increase the Accounting Clerk I hours from part time to full time, creating a Financia] Analyst position and adding a half time Acconuting Clerk II. Financial Analyst The Accountant position has not been filled since I was appointed Finance Director in May. I have continued to perform the duties of Accountant since December when Diane resigned, as well as assuming the responsibilities of Finance D'uector. 1 am proposing to create a Financial Analyst position that would assume some of these responsibili2ies of Accountant and supervise the Accounting Clerk I and the part time Accounring Clerk IL The Analyst would perform mid-]evel accounting functions, such as audit workpapers, assessments, and assist in preparing the financial statements, CIP and annual budget. The supervisory functions would include overseeing the work of the Accounting Clerk I and Yhe part time Accounting Clerk II. Accounting Clerk I This position is currently a part rime position primarily responsible for ambulance billing. I am proposing Yhat some of the functions oF Accounting Clerk II would be transferred to the Accounting Clerk I. I would expect that Yhe ambulance billing function would use approximately 20 hours per week and fhe other functions would use the remaining 20 hours. PT Accounting Clerk II This position would be primazily responsible for reconciling all the city's liabilities and assist in reconciling some accounts receivable and assets on a monthly basis. This posiTion would also take on some of the responsibiliYies of the Accounring Clerk I. This would be done in order to maintain proper segregation of duties. Rearranging the job duties and creating the positions oufline above would allow us to maintain proper segregation of duties, perform necessary functions and ease the pressure on individual s2aff members. Wages for the AccounYing Clerk I and the part time Accounring Clerk II would be covered under the existing Clerical Bargaining unit contract. The wage range for the Financial Analyst would fall within the range of $33,456 to $41,820, according to the attached analysis done by Michelle Wolfe. The 1999 budget would not require any changes and in fact represents a 7% decrease in personal services from the 1998 budget. We have already accounted for these changes in the 1999 budget, as we have previously discussed. In summary, I believe that iY is necessary to make these changes to the Finance Deparknent staffing structure. By doing so, we will be accomplishing a greater amount of wark within the existing full time equivalent staffing level, easing pressure on existing staff and staying within an acceptable budget range. F� Analysis of Finance Department Job duties Do now? What Currently who y Audit workpapers Fin Dir Acct CI ii y financial statements Fin Dir Acct CI II y state reporting Fin Dir y county reporting Fin Dir y grant reporting Fin Dir y publishing Fin Dir y fali assessment process Fin Dir y fixed assets Fin �ir y investments Fin Dir y bonding Fin �ir y intertund Fin Dir y ap input Acct CI II y credit card sales Acct CI II y process checks Acct CI II y check register Acct CI II y golf course Acct CI II � y journal entries Fin Dir . y reconcile liabilities Fin Dir Acct CI II y monitor funds Fin Dir y payroli input Acct CI II y payroli taxes Acct CI II y federaVstate payroil reporting Acct CI II y hcsaldcsa reimbursement Fin Dir y year end payroll Acct CI II y daily deposit Acct CI II y nsf checks Acct CI II y ub cash receipt Acct CI I y add daily ub Acct CI I y check sig�ing Acct CI I y ar invoicing Acct CI II y maintain sa pending Acct CI II y certify sa to county Acct CI II y reconcile cash Acct CI II y maintain ub Acct CI II y run and fold ub bilis (1) . Acct CI I I Acd CI I y pay sales/use tax Acct CI II y pay mn care tax Acct CI I I y prepare budget Fin Dir Acct CI II y monitor budgets Fin Dir y cip Pin Dir n encumbrance acctg y ambuiance biili�g Acct CI I n performa�ce measure n project accounting n travei/treining y filing File Clerk y monRor tif Fin Dir y monitor HRA Fin Dir y input budget a�d changes Fin Dir Future who Fin Dir Fin Analy Fin Dir Fin Analy Fin Dir Fin Dir Fin Dir Fin Analy Fin Dir Fin Analy Fin Analy Fin Dir Fin Dir Fin Dir Acct CI I PT Acct CI Acct CI I Acct CI I PT Acct CI Fin Analy PT Acct CI Fin Dir Acct CI II Acct CI ii Acct CI II Fin �ir Acct CI ii Acct CI ii Acc CI I PT Acct GI PT Acct CII PT Acct CII Acct CI II Acct CI 11 Acct CI 11 Acct CI II Acct CI il Acct CI ii PT Acct CII Acct CI II Acct CI II Fin Dir Fin Analy Fin Dir Fin Dir Fin Analy Fin Analy Acct CI I fin �ir Fin Analy Fin Dir Acct G I Pile Clerk Fin Dir Fin Dir PT Acct CII (1) we are looking at outsourcing this process � � To: Elizabeth Johnson, Finance Director From: Michelle Wolfe, Assistant City Administrator Date: O8/13/98 Re: Pay Grade Analysis: Financial Analyst Position Pay Grade Analysis Financial Analyst Average pay grade for comparab�e position of Accountant I in Stanton Report: For communities 20,000-40,000 For Stanton Group V(our group) For Stanton Group Vl $ 33,400 - 40,400 (3 comps) $ 33,900 - 44,200 (4 comps) $ 32,100 - 38,600 CURRENT CITY PAY RANGES Accountant Grade VII Pay Grade XI, Closest match to Comp data above $ 40,856 - 51,069 $ 33,456 - 41,820 Accounting Clerk II, Bargaining Unit $ 28,371 - 35,464 Based on the data in the Stanton report, i would recommend using pay grade XI. This would put the Financial Analyst in the same pay grade as the Assistant Arena Manager, and higher than MIS Coordinator, Recreation Coordinator, Golf Assistant Superintendent, and Management Assistant. This recommendation is consistent with my understanding of the job duties, and is consistent with the pay plan policy we have been following regarding comparable communities. \\CG_FS1\SYS\GROUPS�PER_ECOMMAIMPay\Finance Reorg2.doc \\CG_FS1\SYS\GROUPS�PER_ECOMMANMay�Finance Reorg2.doc