DS - 5-28-13 Cash Box1
A3 Problem Solving
Concern/Problem Development Services does not have cash for making change or filing assessments.
Processes that may be
impacted
Assessment filings
Issuing various permits
Open records request
Purchasing postage / after hours mailing
Application fees
Date problem was
identified January 2013
Originator Sue Cline, Kelly Shotigian, Louise Dupes
Contacts
Register of Deeds-Rebecca Seaman
Finance Department-Lieu Ann Elsey
Problem Solving Team
Krystal Norris
Louise Dupes
Mark Smith
Toni Miller
Chuck Powell
Dustin Herrs
Describe Current
Situation
Receivable - Currently, cash is obtained from the Finance Department when
necessary by putting in a request and then returning with a receipt for the
customer. Every time a customer comes in to pay with cash it is necessary to obtain
change from the Finance Department; this involves the potential for waiting in line
or no change available.
Payable - Currently, cash is obtained from the Finance Department when necessary
by putting in a request and then returning with a receipt for Development Services.
Upon receipt of cash, staff obtains filing or postage, etc. and returns transaction
receipt to Finance Department.
Analysis
• Development Services does not have cash!
• Sometimes the Finance Department does not have enough cash.
Recommendation
Confirm and implement the most efficient method of dispensing, receiving and
receipting cash transactions.
• Obtain cash box to be stored in secure location
• Allow limited access to cash box (Sue Cline, Louise Dupes, Kelly Shotigian)
• Populate cash box with adequate funds as determined by staff
• Balance and repopulate cash box daily or as required by Finance Dept.
Labor and Cost Savings
Annual dollar savings: None
Annual hours of increased capacity:
Annual frequency of Assessment Filings is 187 at an average of 8 minutes each time
to obtain cash from Finance Department to take down to Register of Deeds for
recording. If Development Services had direct access to cash, we could save 1,496
minutes a year (24.9 hours)
Annual frequency of Cash Transactions is unmeasured but estimated to be about
100 transactions annually. The average Cash Transaction is measured to be 6
minutes each event. We estimate that 600 minutes a year is spent executing cash
transactions (10 hours).
2
Development Services staff already balances check receipts and credit card
transactions daily. While a cash box would increase responsibility for Development
Services staff, it is estimated to be minimal compared to the current process.
Estimated time saved would be near 35 hours a year.
Use bullet points to identify customer service or employee benefits:
• Decreased wait time for staff and customers; no more waiting in line at Finance
Dept.
• Less stress on staff that has to cover for the person who left to obtain cash.
• Fewer interruptions to the city clerk’s office.
Implementation Plan We would like to implement this process by July 1, 2013.
Attachments (include current and proposed process documentation forms, or before and after
photos, or other before and after descriptions as appropriate)
Approval Process
Supervisor’s Review
and others in the Chain of
Command
Instructions: This form is submitted through the chain of command to the Director
Date: 05/01/13
Name: Sue Cline
Comments: “Looks good. Since Toni also receipts she needs to be
added as a person who would have access to the cash box.”
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that result in $5,000 or less in annual savings, or 250 hours or
less of annual increased capacity.
Date: 5/28/2013
Name: Gary Hobbie
Approved/Denied:
Process Improvement
Director’s Approval
Instructions: Upon approval this form is sent to the CMO Executive Assistant, who
forwards a copy to members to the Executive Support Team. They determine how to
convert hours into budgetary savings.
Date: 5/28/2013
Approved/Denied:
City Manager’s
Approval
Instructions: Final sign off for all recommendations that exceed $5,000 in annual
savings, or 250 hours of annual increased functional capacity is by the City
Manager, who also signs off on any plans to convert hours to budgetary savings. The
CMO Executive Assistant converts the approved form into a pdf file that is saved on
the P drive and in Laserfiche.
Date:
Approved/Denied: