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The reduction in staif wauld not in of itseIf eliminate the accaunts receivable, purchase orders, and receptionist duties. The City would have to change its accounting and purchasing polic�es to no longer require purchase orders and to no longer track whether billed accounts were actually paid on an on-going basis. Instead, salaried individuals would have to absorb Chese functions as part af t�eir yeat=�end c�osing duties: fihis w�utd weaken the City's internal controls�, and delay the collection of unpaid accouilts which would subsequently result in less interest earnings. In addition, the City eot�ld no lon�ge�r hause an individual at the rece�tion desk full-time. This would necessitate a change in how �he CiCy receives in-bound phone caIls and may require individuals to walk down to ihe finance area to receive a rec�eipt. It rnay also require greater directional signage in the main lobby area: Finally, it cauld have an impact ot� thase departments that l�ave service counters near� the Iobby as custoxners see�k assistanee in �ir�d�ng various locations vvithin the building or seek answers to general inqui�ies. Final Comments . While the budget reduction5 c��scribed above are relatively small, the cuts could jeoparc�ize the Department'� ability �o generat� revenues not only to support the Finance Department, but oiher departments as well, In addition, the City needs to be mindful of the cumulative effects of staffing reducCions and reduced sk�llsets. The Finance Division has steadily reduced its workforce and downgraded its p�ofessional requirements since the late 1980's. At its staffing highpoint, the Division had 10 F�'E's, whereas taday we have 7. In 2002 the Finance Division had S employees; 7 of which were professional level, 4-year degree required positions: Taday, Che Division has 7 employees, only 3 of which are aE a professional �evel. Personnel changes since 2002 include: •t• Elirninated a fiull-time Accouniant position �:• Downgraded the Accounting Supervisor position to an Accountant �osi�ion ❖�7owi�gr�aded a professioilal-l�vel p�sition (Payroll} to a tecl��nician level :� Downgracled a prafessional-level position (Accounts Payabl�} to a iecl�nician level :• Downgraded a professional-level posiiion (Utility Billing} to a tec�iriician leve� These staffing changes are unprecedented compared to other City Departn�ents. And whtle they've produced significant on-going savings, it has left the Division with diminished skillsets and capabilifies. In the past decade, the �'inance/Accounting Division has eliminated or reduced a nurnber of tasks and respansi�ilitics to accommodate tlze�e staf�ng ckanges. Som� of t�hose tasks include: •: Reduced internal audits of City p�zrchases and payroll ti�nekeeping �i• Reduced ernphasis on managitlg the City's investment portfolio •:• Elimination of monthly financEal reporting to City Departments •:• Elim.ination of i�on�payment utility billiilg ren�inders •:• Elimination of on-site audits of lawful gambling operations �:• Elirnination of quarterly financial reports relatied t� the City's lawfu] gambling operations Absent staffing increases i� is unlikely that the�se tas�s could be� reinstixuted. 4