Finance

The Department of Finance is responsible for the overall financial administration of all County departments.

Mission:

"To assure efficient and effective management of the public's financial and physical resources by providing quality financial services."

Programs:

  • Administration
  • Accounting
  • Motor Vehicle Registration and Licensing
  • Purchasing
  • Real Property Assessment
  • Real Property Tax / Fee Collection
  • Treasury

Key Performance Indicators:

The following are the department's top five key performance indicators (KPI):

  1. Percentage of required financial reports distributed by statutory deadline
  2. Percentage of General Obligation Bonds debt paid on time
  3. Percentage of bank accounts reconciled within a month from receipt of bank statement
  4. Number of public educational seminars provided to raise awareness of Real Property Tax processes and programs
  5. Percentage of online vehicle registration transactions

KPI #1: Percentage of required financial reports distributed by statutory deadline

Benchmark: NA

This measure tracks the department's ability to meet reporting deadlines as established by law. An increasing percentage indicates that the department is meeting its requirements however, any percentage less than 100% indicates that the department may have missed a deadline. As mentioned, a percentage that is less than the goal of 100% may indicate a concern that warrants a review by the department director to identify the cause of the late report. 

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of required financial reports distributed by statutory deadlines100%100%100%TBD

KPI #1: Management Discussion

Management continues to meet the established goal and continues to monitor this measure to ensure processes are working properly to submit reports on time.

KPI #2: Percentage of General Obligation Bonds debt paid on time

Benchmark: Government Finance Officers Association (On Time)

This measure tracks the department's ability to meet payment deadlines for the county's debt. Failure to meet debt service payment deadlines may be detrimental to the county's credit rating and may have an impact on the county's ability to issue debt instruments in the future. Any percentage less than the 100% goal may have a negative impact on the county's finances for a significant amount of time.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of General Obligation Bonds debt paid on time100%100%100%TBD

KPI #2: Management Discussion

Management continues to meet the established goal and continues to monitor this measure to ensure processes are working properly to submit debt service payments on time.

KPI #3: Percentage of bank accounts reconciled within a month from receipt of bank statement

Benchmark: NA

This measure tracks the percentage of the county's bank accounts that are reconciled within 30 days of receiving the bank statement. Reconciliation is a critical function of the department and ensures that the bank account's integrity has been maintained and not compromised. In addition, this function may help identify checks which remain outstanding and may allow the county to contact those individuals and vendors to determine if the check must be canceled and reissued. An increase in percentage indicates that the department is doing a better job in meeting its goal while a decreasing percentage may indicate a concern that warrants review.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of bank accounts reconciled within a month from receipt of bank statement100%90%95%TBD

KPI #3: Management Discussion

Management has been monitoring this measure and discussing process improvements which we believe will move us closer to our goal of 95%. Resource limitations have been identified as impacting this measure with vacancies and staff shortages having the most impact.

KPI #4: Number of public educational seminars provided to raise awareness of Real Property Tax processes and programs

Benchmark: NA

This measure monitors the turnover rate for the county. A greater turnover percentage will have negative impacts on the organization as more investment will be required to recruit and train new employees. A lower turnover percentage is positive for the organization overall.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Number of public educational seminars provided to raise awareness of Real Property Tax processes and programs8
5
8
TBD

KPI #4: Management Discussion

Management believes this measure is positive and reflects the department's willingness to educate the public on the activities and functions of the Real Property Tax division. In analyzing surveys which were completed by attendees, all reported that the seminars were "useful."

KPI #5: Percentage of online vehicle registration transactions

Benchmark: NA

This measure tracks the total number of online vehicle registration transactions processed by the department. The greater percentage of transactions reflects a greater acceptance of online services and may translate into fewer people visiting one of our physical locations. A downward trending percentage may indicate a lessening acceptance level and may warrant a closer look into the reasons for fewer online transactions. Encouraging online transactions will reduce the need for increased staffing as our population grows and more vehicles are on our roadways.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of online vehicle registration transactions15%16%15%TBD

KPI #5: Management Discussion

Management is pleased with the increasing percentage of online transactions. We have been making a concerted effort to educate the public by raising awareness through press releases and articles that encourage the use of our online portal. We will continue our efforts to move people online instead of in line.

KPI Questions & Communications:

Should you have any questions about these KPIs and their impact on the department, please contact the department director's office at: