Loading...
HomeMy WebLinkAboutMINUTES - 10141997 - D1 D.1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on October 14, 1997, by the following vote: AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier NOES: None ABSENT: None ABSTAIN: None SUBJECT: Auditor-Controller Department - Departmental Performance Report Kenneth J. Corcoran, Auditor-Controller, presented the Board with both oral and written reports on departmental performance. Mr. Corcoran answered questions asked by the Board members, and thanked them for their support. The Board discussed the report and took the following action: ACCEPTED the report from Kenneth J. Corcoran, Auditor-Controller, on departmental performance. I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED October 14, 1997 Phil Batchelor, Jerk of the Board of Superyiso s d ounty Ad inistrator BY _ Barbara S ran eputy Clerk C.C. GAO Housing Authority 1 v 9 =+ 0 N O (n b � N T' x`2;5 'L-11 f> n � y �� G �" W > w N > D m �.A 1 TA f a X � n N G4 N � m N 0 w n > w % G to �c n v cQo .66 2 Z p N m > w > N > N m o CD mac m Z T" Q 12- �j% G A C+ N > -.l W > N ? n �N N a ci 7 N N N W > .D 1 Office of COUNTY AUDITOR-CONTROLLER Contra Costa County Martinez, California October S, 1997 TO: Phil Batchelor, County Administrator FROM: Kenneth J. Corcoran, Auditor-Controller SUBJECT: Departmental Performance Report Attached is the departmental performance report, in the prescribed format, for the Office of the Auditor-Controller. KJC:pm Attachment SECTION I DEPARTMENT OVERVIEW Department Responsibilities: The functions and duties of the Office of the Auditor-Controller primarily are defined by law. It is the Auditor-Controller's responsibility to serve as the chief accounting officer for the County and to ensure that the functions established for the Auditor-Controller in the California Constitution, various California codes and by the Board of Supervisors are effectively performed. Additionally, the Office of the Auditor-Controller has assumed other duties that are not statutorily required. For example, the Auditor-Controller serves as one of the key players on the County's Financial Team and has greatly contributed to the Financial Team's successful transactions. The responsibilities of the Office of the Auditor-Controller include the following: maintain the County's accounting records; prepare financial reports and audits of departments and special districts governed by the Board of Supervisors; authorize and account for all deposits and withdrawals from the County Treasury;. monitor the County budget; perform property tax calculations and allocations; and control fixed assets. The Office of the Auditor-Controller has 7 divisions: 1 . Administration 2. Property Tax/Cost Accounting 3. Payroll & Budgets/Special Districts 4. General Accounting/Accounts Payable 5. Internal Audit 6. Accounting Systems 7. *Welfare/Special Projects. *The Welfare section previously was assigned to the General Accounting/Accounts Payable Division and the Principal Accountant assigned to.Special Projects was assigned to the Welfare Division. (See Attachment A-Organizational Chart) i The programs currently carried out by staff in the Office of the Auditor- Controller can be broken down into four categories. These categories are as follows: STATUTORY RESPONSIBILITIES IN SUPPORT OF COUNTY OPERATIONS This category includes the core financial services provided to all County departments that are basic to the functioning of the County. Some of the core activities included in this category are paying the County's employees, paying the County's vendors and service providers, maintaining the County's financial records, auditing the County's records, etc. Various California Codes statutorily mandate the Auditor's role in these activities. AUDITOR'S STATUTORY RESPONSIBILITIES IN SUPPORT OF ALL COUNTY JURISDICTIONS This category basically includes the services provided by the Property Tax unit in allocating and accounting for property taxes and assessments. The Auditor's mandated responsibilities in the tax area are clearly defined in the Revenue and Taxation Code. The largest single source of discretionary County revenues is dependent upon the functioning of the Property Tax unit. COUNTY'S STATUTORY RESPONSIBILITES HANDLED BY THE AUDITOR The Auditor-Controller Office has assumed responsibility for certain activities, which although are absolutely necessary, do not statutorily need to be done in the Auditor's Office. Prime examples are the Welfare Accounting unit and accounting support provided to the Child Support Receipts Processing unit in the District Attorney's Office. AUDITOR'S NON-STATUTORY RESPONSIBILITIES The final category includes activities the Office of the Auditor-Controller has become involved with over the years that provide positive benefits to the County but are not legally mandated of the Auditor. Examples include production of the Comprehensive Annual Financial Report (CAFR), and the Auditor's involvement with the Tax and Revenue Anticipation Notes (TRANS) program. 2 Qualifications for Auditor-Controller; Government Code Section 26945 No person shall hereafter be elected or appointed to the office of county auditor of any county unless the person meets at least one of the following criteria: ♦ The person possesses a valid certificate issued by the California State Board of Accountancy under * * * Chapter 1 (commencing with Section 5000) of Division 3 of the Business and Professions Code showing the person to be, and a permit authorizing the person to practice as, a certified public accountant or as a public accountant. ♦ The person possesses a baccalaureate degree from an accredited university, college, or other four-year institution, with a major in accounting or its equivalent, as described in subdivision (a) of Section 5081.1 of the Business and Professions Code. ♦ The person possesses a certificate issued by the Institute of Internal Auditors showing the person to be a designated professional internal auditor, with a minimum of 16 college semester units, or their equivalent, in accounting, auditing, or finance. ♦ The person has served as county auditor, chief deputy county auditor, or chief assistant county auditor for a continuous period of not less than three years. Duties of Office: Government Code Section 26881 "The County auditor, or in counties that have the office of controller, the auditor-controller shall be the chief accounting officer of the county." 3 SECTION 11 RESOURCES Financial & Personnel Resources: The Office of the Auditor-Controller has a total of 76 allocated positions. The budget for fiscal year 1997-98 is appropriated at a net county cost of $2,159,141 . The following shows the budget history and percentage ratio of net county cost to net expenditures over the past six fiscal years. o:HM BUDMTUWOM BUDGET HSTM FY19W 92 FY199M FY199M94 FYI04, 5 FY199596 FY19-%,U ( (Acftmo (Ad's (AdLQ9 (AcW (AdL99 Net County cost $3,239,564 $2,308,817 $1,932,630 $2,208,308 $1,925,060 $1,967,017 Tota Net Eq en doffs $5,001,101 $4,354,279 $4,250,561 $4,619,519 $4,515,337 . $4,519,966 FLdWme Pennanen Positions 82 79 77 77 77 77 Faio of NOC&Net E U-ees(tvcc'rtvet Ep«,a.) Adtud Didget 7(r/b 60DA m 50°� U O) 0_ 2 D�O U GV 10% `. F 0% 91-2 92-M 9394 94 95 95-,% 96.97 Rsced Yew (See Attachment B for Specific Information on Funding Sources and Staff Allocation by Program for FY 1997-98) Affirmative Action; 4 The primary objective of the Office of the Auditor-Controller is to ensure equal employment opportunity for all employees to achieve their highest level of productivity and professional growth. The Office of the Auditor-Controller has established and will continue to provide an environment where equal opportunity exists for all people in all aspects of employer/employee relations without discrimination because of race, color, religion, sex, national origin, marital status, sexual orientation or disability. The Office of the Auditor-Controller ensures each employee acts in a manner that ensures a working environment where all employees are treated with dignity and respect. (See Attachment C for Workforce Data) Sick Leave: The policy of the Auditor-Controller Office is governed by Administrative Bulletin 411.6 and Local 2700's Memorandum, of Understanding. All employees are aware of the guidelines set forth in these documents, and each manager and supervisor is responsible for ensuring compliance with his/her division and addressing misuse accordingly. The departmental sick leave percentage usage for the period January 1- June 30, 1997 was 77%. Staff Development: Evaluations The Office of the Auditor-Controller recognizes the importance of conducting annual-performance evaluations of employees. The Administrative staff supports the County Administrator Office's and Board of Supervisor's philosophy that formal, written-performance evaluations provide an excellent opportunity to review an employee's performance and to establish future goals and objectives for the upcoming year. All represented and management employees receive annual-performance evaluations even after reaching the top step of their classification. All new employees and transfers also receive a written evaluation after three 5 months of employment and their probationary period, which usually is six months. Professional Development The Office of the Auditor-Controller expects managers and supervisors to support the development of their staff and to assist them in obtaining their highest level of productivity and professional growth. Ongoing communication and interaction are provided by all managers and supervisors. Each manager conducts monthly division meetings and some units, such as Payroll, conduct ongoing problem-solving work sessions. Employees are strongly encouraged to participate in the training courses offered by the Training Institute to enhance their professional development. The Office also encourages employees to pursue the necessary course work requirements to promote into higher-level classifications. The classification series in the Office of the Auditor-Controller is set up to allow account clerk staff to enter into paraprofessional and professional accounting classifications. The Office has shown its support of professional development by ensuring all employees are aware of the training reimbursement policy and allowing some flexibility in work hours. Employees who become Certified Public Accountants and Certified Internal Auditors receive a 5% monthly differential. Last year the Office installed new computers for all employees. Each employee received 32 hours of professional in-house computer training on the new Windows 95 software package, which includes training on Windows, Word, Excel and Access. Additionally, the Systems division provided training on various computer applications, such as email and Internet training. The Office also supports the professional development of staff by obtaining annual memberships to various professional accounting associations, such as the American Payroll Association, National Association of Local Government Auditors, Association of Government Accountants, Information Systems Audit and Control Association, etc. The Office also subscribes to the Government' Accounting Standards Board (GASB) to receive the updated accounting pronouncements and receives the Constitution and California updated codes. Employees also have access to numerous other accounting, auditing, and system publications. 6, i Staff members are encouraged to attend seminars and meetings and to participate on a variety of professional accounting/auditing committees. For example, many of the Internal Auditors 'serve in leadership roles within the local and national Association of County Auditors. The Auditor-Controller and Assistant Auditor-Controller are recognized as experts in their field. The Assistant Auditor-Controller, Steve Ybarra, is considered one of the primary technical experts in the area of property-tax administration. Steve along with Paul Abelson, Principal Accountant, attend monthly legislative committee meetings participating in drafting proposed legislation on several issues, including providing information and draft language to Assembly member Tom Torlakson for the return of ERAF. Last year the Auditor-Controller was asked, on behalf of the State of California and the State Controller, Kathleen Connell, to serve as chair of the Controller's Advisory Committee on County Accounting Procedures. Presently, the Committee is working on updating the "Accounting Standards and Procedures for Counties" manual. The Committee consists of three County Administrators, two Board of Supervisor members and five other County Auditor-Controllers. AUTOMATION: As mentioned, the Office installed new computers and is continually finding ways to automate its processes. Additionally, the implementation of a Local Area Network has provided employees with easier accessibility to information as well as the technical resources necessary to effectively perform their jobs. (See Section V for Additional Information on Automation) SECTION III CUSTOMER SERVICES Customer Profile: The Auditor-Controller serves all the citizens of Contra Costa County by ensuring the fiscal integrity of the overall financial operations of the County. As an elected official, the Auditor-Controller's first consideration is to serve his countywide constituents by carrying out the multitude of statutory requirements that are imposed on the Auditor-Controller. In carrying out these statutory requirements, County departments, employees as well as other jurisdictions, such as the school districts, special districts and cities are served. The Office of the Auditor-Controller also provides services to the Contra Costa Transit Authority and Metropolitan Transportation Commission and cooperatively works with the County's Taxpayer Association and City Finance Directors. Customer Relationships: It is the objective of the Office of the Auditor-Controller to provide its customers with timely, accurate and personable service. The Office is committed to achieving customer satisfaction and continually looks for ways to streamline processes and improve services. This year the primary focus on customer service was the facilitation of business process improvement sessions between Assistant Director of Human Resources, Eileen Bitten, and Assistant Auditor-Controller, Steve Ybarra, and a professional consultant from UserTech. Eileen, Steve and the consultant facilitated process modeling sessions with employees from Human Resources, Benefits and central Payroll. During these sessions the group examined current processes and looked for ways to streamline them. Some of the results include clarification of terminology, consolidation of forms, and elimination of redundancy. Several of these changes will occur in January of 1998 in conjunction with the implementation of the new Human Resources/Payroll Management System. The Department of Human Resources and the Office of the Auditor-Controller will continue to jointly assess those processes that are integrated and improve them to provide better customer service to the public and operating line departments. 8 Presently, Sandra Winn, Principal Accountant, is preparing an initial "Popular Report" which will condense the "Comprehensive Annual Financial Report" from 100+ pages into approximately 10 pages. The objective of this report is to provide user friendly financial information in a written format that is concise and understandable to the general public. In 1994, the Internal Audit Division developed a performance survey to measure the satisfaction of its customers. This survey is completed by the client and is used as a means of assessing the performance of the Division. Last year one goal included in our departmental performance report was to develop similar type surveys for each division. The objective was to define each division's customers and expected level of service and then to develop surveys and other tools to measure performance and customer satisfaction. Although this process did not get completed, it will be finalized and implemented this fiscal year. 9 SECTION IV ANNUAL PERFORMANCE Performance Indicators by Division: GENERAL ACCOUNTING/ACCOUNTS PAYABLE DIVISION The General Accounting/Accounts Payable Division provides services to all County departments, fire districts and some special districts. The Division is responsible for maintaining the computerized general accounting records and for processing demands, purchase orders and contracts. ♦ Financial Record Keeping 30+Dpts./35 Districts ♦ Vendor Payments $638,710,000 ♦ Vendor Checks 91,460 ♦ Demand Payments $2,278,870 ♦ Demand Checks 18,950 WELFARE DIVISION This Division is responsible for handling the County's Welfare Accounting unit. ♦ Welfare Payments $138,932,740 ♦ Welfare Checks 344,000 ♦ Food Stamps Coupons $41,080,130 ♦ Food Stamps ATP's 2469820 10 PAYROLL & BUDGETS DIVISION The Payroll and Budgets Division is responsible for processing payroll for all County departments, most fire districts and some non-county regional agencies. The Division also is responsible for assisting in preparing the budget documents for the County and special districts, including compilation and generation of all schedules and monitoring expenditures for budget compliance. Recently, the Division also has assumed the responsibility for administering the Tax and Revenue Anticipation Notes program, and providing accounting support to the Child Support Receipts Processing unit in the District Attorney's Office. ♦ Payroll Payments $383,245,625 ♦ Payroll Checks & Direct Deposit 1979000 ♦ Wage Attachments & Levies $1,3213000 ♦ W-2s Issued 10,360 INTERNAL AUDIT DIVISION The Internal Audit Division is responsible for developing and executing audit programs for the examination, verification and analysis of the financial records, procedures and internal controls of County departments, special districts and other agencies governed by the Board of Supervisors. This Division provides reports to management that include objective analyses, appraisals, comments, and recommendations on County financial operations. In addition to performing required and discretionary financial audits, the Internal Audit staff has participated in some operational reviews with staff from the County Administrator Office. The Internal Audit Division recently has assumed the responsibility for producing the Comprehensive Annual Financial Report. ♦ Completed Audits 22 Including: Airports; Retirement Association; Treasurer's Cash (quarterly); Various Departmental and Special Districts. Respondents to the division's "Client Satisfaction" survey resulted in an overall average rating between good and excellent. Completed other special assignments including: consultation on new systems; assistance with selection of new external auditors; and various financial analyses. PROPERTY TAX/COST ACCOUNTING DIVISION The Property Tax Division is responsible for allocating and accounting for property taxes and assessments. This Division also is responsible for coordinating SB90 claims and preparing the countywide Cost Allocation Plan. ♦ Distributed Taxes 200 Jurisdictions ♦ Property Taxes & Assessments Allocated $8873000,000 Distribution: County 12.9%; Special Districts 20.8%; Cities and City Districts 8.6%;Redevelopment 8.3%; Schools 49.4%. PRIMARY ACCOMPLISHMENTS 171 Assisted in saving the County Library from handing over $5,500,000 in property taxes to the state, retroactively, and $1 ,000,000 annually. 171 Worked with all the cities, schools, and other districts in implementing Proposition #218. Continued to work on the annual TRAN program and monitor and account for the Pension Obligation Bonds. (73 Received Certificate of Achievement for Excellence in Financial Reporting. 12 Played a key role in the refinancing of the Hospital bonds and the refinancing of the 1991 COP's monies. Completed 75% of the work necessary to implement the new Human Resources/Payroll Management and Timekeeper systems. 13 SECTION V CHALLENGES AND NEW DIRECTIONS Challenges/The Future: The continual challenge of the Office of the Auditor-Controller remains, as last year, to keep current with the evolving advancement of technology. There are three primary mission-critical systems: 1) Payroll System, 2) Finance System, and 3) Property Tax System. These systems are extremely antiquated and run on the mainframe. One primary objective of the Office is to install new systems to improve operations, increase efficiency, and ensure that the statutory requirements of the Auditor-Controller continue to be met, and the Year 2000 programming issues are resolved. The Office of the Auditor-Controller has been working on this objective for several years. { One of the first goals is to implement a new Human Resources/Payroll System that will be capable of meeting the needs and requirements of federal, state, and county governments and the Year 2000 programming issues. In March of 1996, the Board of Supervisors approved a contract with PeopleSoft, a software firm located in Pleasanton. The PeopleSoft System is a client/server software approach with a "relational data base which means that the information necessary for all functions of Human Resources and Payroll will be located in a common-shared data base. This will eliminate the current duplication of I effort between the Office of the Auditor-Controller and Human Resources Department and provide for purer and more accurate data. In December of 1996, the County also licensed the Kronos Timekeeper Central system to replace the current time reporting system. The Kronos system, in conjunction with PeopleSoft, the County's new Human Resource /Payroll Management system, will calculate employees' paychecks. The entire County will benefit from these new systems; departments will have on-line access to reports and be able to process new hires, promotions, and pay-rate changes faster and easier. Implementation of the new Human Resource/Payroll and Timekeeper systems is scheduled for January of 1998. 14 In addition to researching and evaluating (future replacement of our other critical systems, we continue to work on improving current systems. For example, presently our Office and the Department of information Technology are assessing the feasibility of downloading current data from the Finance System into Access and Excel databases to increase user efficiency and provide better service to all County departments. With the continued support of the Board of Supervisors, County Administrator Office, and the dedication and performance of staff, the Office of the Auditor-Controller will continue to ensure the fiscal integrity of countywide financial operations, install new advanced-systems and fully utilize current technology to maintain and improve the financial operations of the County. is In addition to researching and evaluating future replacement of our other critical systems, we continue to work on improving current systems. For example, presently our Office and the Department of information Technology are assessing the feasibility of downloading current data from the Finance System into Access and Excel databases to increase user efficiency and provide better service to all County departments. With the continued support of the Board of Supervisors, County Administrator Office, and the dedication and performance of staff, the Office of the Auditor-Controller will continue to ensure the fiscal integrity of countywide financial operations, install new advanced-systems and fully utilize current technology to maintain and improve the financial operations of the County. 15 m m o @ a` O d t5, 0 CD N = v d n N cr, CDS'' n„ N .t N F N ' Q O n • O G to co to ,1 gyp• W tr"D N (3) 'N,a• �P N � p � � CO W N : m N N CA W p� uL �P• .,s > .� Q N„o -' w =► N o . � �?` car o N e� co a o. o. > N CDQ04C) ZD 3 o u. ~4. o'er ct> W t7+ -J Os CL N N CD Z o F 2 O ! 2 -n o r -n-0 O _ 2 ■ 2 < ® R $ § § $ w J E . R n § g E c R c n $ I c § ° o o § o n to c m _ . to c E m $ 2 CO) g R v c 7 © CO) g V v � § 0 o CD ■ a .• � c 0 k 7 0 c 0 § k 2 o 0 o a m o c _ - ° � @ B 2 . £ k § o / D / 2 0 c c @ / . 3 x k J ) 'a r g CD 3 r 0 ■ § § a g § E g CL 0) E k / 2 _ k /Cn CD k ] / « / CD� 0) w o moo ƒ x on7em § = = n § § § E- m2 F m g 0 n M a . kR ¢ k � 2 -n -n / k § § § § CDCL w CL . ] o �_ 40o ® w q_ ¢ to ¢ co (DI c 77 � / Eco to o --4 - 7 / CO -4k m ( COCO - J . Do / w $ " CO 00 w § / / / / / / / / E � 2 � wK) 0) 7 O7KD) K7 02k k " k0) k Z -n G) r -n 0 -n z -n G) r CD -4 CD C; 0 0 CD S' -% 0 CD 0 m o 0 -C (n .. (D 0 CD 3 z CL 0 °a 0 = (4 �o 0 — 0 " 0 0 0 0 o n CDM --% = r M O' = 0 x 0 M CL CA ,3nCA3 z V �o -m, = 0U) 0 a U) 0 (A C C C1 ;o 0 CD M CA 0 0 @ CD 0 m LD. > 2 Q U) -0 — CD 0 Q 0 cD M -n CCD 0 0 CD N. 0 . != Ig r- 00 < 0= CS co5 %.:;. 0 CD Ch = c Im m I m * CD CD 0 0 =r 0 > CD 0 w n 0 o o CL x 0 C: a CD :3 0 cz CL m m G) o -nm Wl< OG) Oo M-n X 0 cr 0 0 0 X x r = C: CD �oM CD (n (D to 0 :3 @ a CL :3 aCL ma CL C: > -n a c o CDa c 0 CD 3CD a CL < , CD < M --4 CL 1 < o 0) CD CO @ CL lw <6 40 CD a CD w (A) 0 a) 69 to --L > K 69 -a K) �o 0 (D co 00 CD WO) o (D 3 00 0) to "K) "CC) -rl) CD -0)--4 0) 0) w :3 CL L) CL co C" OD 0 co 0) (Yl (1) �o --h D5 w cc (a CD 0 = (n co a � zK) CA) a-o - lo-O 1.0- -o- CD fA 40 C) Wco to C.0 OD r%) p -IV CA) (A 0 x C� CO (A -4 (A3 to CA)P. a 0 C> ro C4 0) -4 Attachment C a- V TIMETABLE AND GOALS AUDITOR-CONTROLLER'S DEPARTMENT Total Positions Allocated " 76 Total Positions Filled ** 63 Total Positions Vacant 13 Employee Breakdown or Force Number Percentage Goals Total 1 63 1 100.0% Male 18 29.0% 54.5% Female 45 71.0% 45.4% White 50 79.0% 72.1% African American 1 2.0% 7.6% Hispanic 6 10.0% 10.5% Asian/Pacific Islanders 3 5.0% 8.9% ****Filipino 3 5.0% American Indian/Alaskan Native 0 0.0% 0.6% ****Disabled 0 0.0% Total Minorites 13 22.0% 27.6% Notes: These footnotes are the same throughout this report. * Figures taken from Authorized Position Count Report dated September 16, 1997 *" Figures taken from Workforce Survey Report dated June 30, 1997 (Updated to represent current data as of September, 1997) *** Based on 1990 Labor Force Goals ****Data not available OCCUPATIONAL CATEGORY AND SALARY LEVEL Occupational Category: Administrative Support Salary Range: $16,000-$42,999 Total Positions Allocated* 33 Total Positions Filled*" 27 Total Positions Vacant 6 JOB CLASSIFICATIONS FILLED VACANT TOTAL Account Clerk-Advanced 11 4 15 Account Clerk- Experienced 2 1 3 Account Clerk- Beginning 0 0 0 Accounting Technician 11 1 12 Clerk- Experienced 1 0 1 Clerk- Senior 1 0 1 Executive Secretary 1 0 1 «:. ***Labor Number Percentage Force Goals Total 27 100.0% Male 2 7.0%1 54.5% Female 25 93.0%1 45.4% White 23 86.0% 72.1% African American 0 0.0% 7.6% Hispanic 2 7.0% 10.5% Asian/Pacific Islanders 2 7.0% 8.9% ****Filipino 0 0.0% American Indian/Alaskan Native 0 0.0% 0.6% ****Disabled 0 0.0% Total Minorities 4 14.0% 27.6% OCCUPATIONAL CATEGORY AND SALARY LEVEL loccupational Category: Professionals [salary Range: $20,000-$48,999+ Total Positions Allocated* 40 Total Positions Filled** 33 Total Positions Vacant 7 JOB CLASSIFICATIONS FILLED VACANT TOTAL Accountant III 3 0 3 Accountant II 5 2 7 Accountant 1 0 0 0 Auditor 111 3 0 3 Auditor II 2 0 2 Auditor 1 0 0 0 EDP Auditor 0 1 1 Payroll Accountant 1 0 1 *Payroll Technician 6 1 7 Principal Accountant 4 0 4 Principal Auditor 1 0 1 Senior Systems Accountant 2 1 3 Systems Accountant 0 1 1 Supervising Accountant 5 1 6 Tax Roll Supervisor 1 0 1 *Paraprofessional Classification ............................................................ ***Labor Force Number Percentage Goal Total 33 100.0% Male 14 42.0% 54.5% Female 19 58.0%1 45.4% White 26 79.0% 7 2.1 African American 1 3.0% 7.6% Hispanic 2 6.0% 10.5% Asian/Pacific Islanders 1 3.0% 8.9% ****Filipino 3 9.0% American Indian/Alaskan Native 0 0.0% 0.6% ****Disabled 0 0.0% Total Minorities 7 21.0% 27.6% ti OCCUPATIONAL CATEGORY AND SALARY LEVEL ccupational Category: Officials and Administrators Salary Range: $49,000-$61,000+ Total Positions Allocated* 3 Total Positions Filled** 3 Total Positions Vacant 0 JOB CLASSIFICATIONS FILLED VACANT TOTAL Auditor-Controller Elected Official) 1 0 1 Assistant Auditor-Controller 1 0 1 Administrative Services Officer 1 0 1 :.. Fiala and Adrrnistratr� :: ::>::::>< :::: :::>;:<:>:>;::: ::;>:::<:>::5•i. ...:...55..Ddb+.:.......:::....:..:........ . ...::.......:. ..........�...........:..:....... ***Labor Number Percentage Force Goals Total 3 100.0% Male 2 67.0% 54.5% Female 1 1 33.0%1 45.4% White 1 33.0% 72.1% African American 0 0.0% 7.6% Hispanic 2 67.0% 10.5% Asian/Pacific Islander 0 0.0% 8.9% ****Filipino 0 0.0% American Indian/Alaskan Native 0 0.0% 0.6% ****Disabled 0 0.0% Total Minorities 2 67.0% 27.6%