Reform 1.5: Management Analysts

Consolidate “Management Analysts”

Other Information:

The creation of the OMB model also provides an opportunity to improve how budgets are formulated. We propose centralizing the development of the Proposed and Annual budgets, quarterly budget monitoring, and development and reporting of performance goals and measures into the new OMB’s “Budget and Performance Management” directorate. As it is structured currently, a substantial amount of duplication occurs between budget analysts currently located in the Financial Management Office and management analysts located within each individual department. Currently, the Financial Management department provides fiscal services to the Mayor and serves as an internal fiscal consultant to other City departments.1 The responsibilities of Financial Management include preparing the proposed and annual budgets and monitoring the City’s Expenditures and revenue receipts. The Financial Management Department includes 1.00 Department Director, 3.00 Financial Operations Managers, 4.00 Supervising Budget Development Analysts, 8.00 Senior Budget Development Analyst, and 12.00 Associate Management Analysts. In addition to the Budget Development Analysts in the Financial Management Department, the City has 229.45 Management Analysts budgeted in various City Departments. These Management Analysts provide many types of analytical services for the department management to which they report. A significant portion of that analytical service involves the development of the Proposed and Annual budget for their respective department submit to the Financial Management Department, plus monitoring department expenditures throughout the fiscal year. In addition, some do conduct work on performance measures and reports – albeit on an ad-hoc basis. With the recent implementation of the OneSD system, where both the Financial Management Department and Department Analysts have access to the same information, the current monitoring process has significant redundancies. This consolidation would require a culture change. The Budget Development Analysts in the Financial Management Department would be required to expand their current role of “reviewing” information submitted by departments to working with department managers to develop their budgets and monitor expenditures throughout the fiscal year. While we acknowledge this consolidation could result in an increased workload for the management analysts remaining in individual departments, we believe this increase in workload is acceptable given the City’s current financial situation. For Fiscal Year 2012 we would suggest emphasizing consolidation of small and midsized departments in the General Fund, while continuing to focus on the larger departments such as Police, Fire-Rescue and Non-General Fund departments in the future. As a result of this consolidation, we believe that a permanent reduction target of 20.00 department analysts could produce a savings of $1.5 million to the General Fund.

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