Budget Presentation Budget Presentation Controller’ ’s Office s Office Controller Board of Supervisors June 21, 2010 1
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, other 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. 2
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 3
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 4
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 5
FY 2010- -11 Recommended 11 Recommended FY 2010 Budget Summary Budget Summary Total Positions FY 2009-10 45 Total Positions FY 2010-11 42 Decrease from FY 2009-10 -3 Net Appropriations FY 2009-10 $7,846,284 Net Appropriations FY 2010-11 $7,979,606 Increase from FY 2009-10 $133,322 General Fund (NCC) FY 2009-10 $6,130,807 General Fund (NCC) FY 2010-11 $6,066,890 Decrease from FY 2009-10 -$63,917 6
FY 2010- -11 Budget Target General 11 Budget Target General FY 2010 Fund Contribution (Net County Cost) Fund Contribution (Net County Cost) Base: FY 2009-10 Net County Cost $6,130,807 Payroll - ATKS NCC - $1,541,007 Controller’s Office NCC $4,589,800 Retirement Increase $337,748 Other Salary and Benefits $54,498 Revenue Offsets $0 Other Adjustments $2,817 Reduction Target (10%) ($458,980) Decrease from FY 2009-10 ($63,917) FY 2010-11 Net County Cost $6,066,890 7
Ten- -Year Funding Trend Year Funding Trend Ten 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 $10 $8 Millions $5 $3 $0 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Net County Cost NCC for Payroll and ATKS Operating Revenues 8
Significant Funding Significant Funding Adjustments Adjustments 3 out of 45 positions eliminated (7%) � Senior Internal Auditor � Fiscal Office Specialist � Office Assistant II 9
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 opportunity 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) 120% 118.7% 117.8% 118.5% 115.8% 115% 113.4% 108.7% 110% 108.5% 109.2% 106.8% 00%) 105% (100% 103.2% 101.1% 100.0% Year ( 100.0% 100% 100.4% 100.2% 100.2% 100.3% 100.1% 100.4% 100.7% 101.2% 101.2% 100.0% 1999 Base Y 98.3% 100.0% 95% 1999 Ba 96.2% 94.2% 90% 84.6% 84.6% 84.6% 85% General Fund Controller 82.7% County Population 80% 77.5% 77.1% 80.8% 78.8% 77.9% 75% 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Year Ended Year E ded 10
Major Issues, Challenges, Opportunities Impacts of Managing with 7% Fewer Staff Increased risk of financial errors – Increased number of personnel issues and – associated costs Adjustments to level of customer services, – including Countywide check distribution Increased IFAS transaction turn-around time – 11
Looking Ahead FY 2011- -2012 2012 Looking Ahead FY 2011 � 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 12
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 13
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 14
THANK YOU DISCUSSION DISCUSSION 15
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