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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: