Financial Management

Finance / Personnel Bureau
Goals Accomplishments Division / Unit / Section Responsible Party - Lead Funding Status
Mar-20 Apr-20 May-20
L1-FPB Provide timely communication to internal customers, field personnel, by responding to email requests within one business day at least 95% of time.

This is occurring.

This is occurring even with teleworking.

This is occurring even with teleworking.
  • Budget Section (L)
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  • Division Manager
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  • No Funding Needed
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    L2-FPB Gather variance information required for quarterly financial forecasts prior to the end of the reporting period and have final draft forecasts ready for review by command staff two business days prior to submission to the Budget Office.

    Reviewed forecast summary in executive staff.

    This month Fiscal basically produced a new forecast based on the need to scrub FY20 for COVID impact. This was presented to command staff as needed.

    The forecast is no longer being reviewed by command staff prior to submission. The review stops at the Assistant Director level.

  • Budget Section (L)
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  • Division Manager
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  • No Funding Needed
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    L3-FPB Provide monthly status reports to command staff within two weeks of the month end close for all periods that are not covered by the quarterly forecasting process.

    Providing weekly fiscal updates in Executive Staff.

    Providing weekly updates in Executive Staff even remotely.

    Providing weekly updates in Executive Staff even remotely.
  • Budget Section (L)
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  • Division Manager
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  • No Funding Needed
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    L4-FPB Conduct a budget development meeting with the command staff of each Command prior to the submission of the proposed budget to the Budget Office.

    Gathered budget spreadsheets from all divisions and attended budget kickoff. Began analyzing FY21 budget requests against budget target.

    The FY21 budget process is on hold due to COVID impact.

    The FY21 budget process is being completed by the P&DA office.
  • Budget Section (L)
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  • Division Manager
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  • No Funding Needed
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    L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.

    This only happens in October.

    This only happens in October.

    This only happens in October.
  • Budget Section (L)
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  • Division Manager
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  • No Funding Needed
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    P4-FPB Process at least 90% of invoices within 30 days of receipt.

    This is occurring.

    This is occurring even while teleworking.

    This is occurring even with teleworking.
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • No Funding Needed
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    P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.

    City is currently not distributing cash discounts reports. 

    City is currently not distributing cash discounts reports. 

    City is still not distributing cash discount reports.

  • Procurement and Contract Management Section (P)
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  • Section Manager
    •
  • No Funding Needed
    •
    P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.

    This is occurring. In March PCAS processed 28 travel requests, 9 denials and 64 travel expense statements. 

    This is occurring. Due to COVID travel ban, PCAS processed 0 travel requests, denied 7 travel requests, canceled 9 travel requests after approval due to COVID19, and postponed 38 travel requests postponed to future date.   

    This is occurring. Due to COVID travel ban, PCAS processed 1 travel request, denied 1 travel request, canceled 10 travel requests, postponed 19 travel requests, and processed 8 travel expense statements.

  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • No Funding Needed
    •
    P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.

    This is occurring. In March, PCAS processed 11 with no per diem advance, 5 with per diem, 1 that were received too late to submit for advance, and 1 under $100 which means no advance. There are also 10 advances on hold for being more than 30 days out.

    Due to COVID, there were zero processed. There are 11 on hold until 30 days out.

    Due to COVID, there were zero processed. There are 3 on hold until 30 days out.

      
  • Procurement and Contract Management Section (P)
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  • Section Manager
    •
  • No Funding Needed
    •
    P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.

    This is occurring. 11 reimbursements processed in March.

    This is occurring. 2 reimbursements processed in April.

    This is occurring, but there were no reimbursements processed in May (COVID).
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • No Funding Needed
    •
    P9-FPB Monitor accounts for compliance regularly to ensure at least 90% of journal entries are complete by month end closing and at least 97% of required journal entries are completed by the month end closing of the following month of the affected transaction.

    All accounts were monitored and reconciled regularly and timely. Journal entries were submitted and posted within deadlines of month end closing.

    All accounts were monitored and reconciled regularly and timely. Journal entries were submitted and posted within deadlines of month end closing.

    All accounts were monitored and reconciled regularly and timely. Journal entries were submitted and posted within deadlines of month end closing.
  • Procurement and Contract Management Section (P)
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  • Division and Section Manager
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  • No Funding Needed
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    O1-FPB Increase the number of Grant and Program Management personnel by two positions in FY18 and FY19 to increase capacity to apply for and manage additional grant funding opportunities as directed by the Chief and Command staff.

    Goal completed.

    Goal completed.

    Goal completed.
  • Grant and Program Management Unit (O)
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  • Unit Manager
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  • Funding Needed
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    O2-FPB Maximize grant funding opportunities to meet the needs of the department and/or assist to advance the department’s mission to be a national leader in law enforcement. Increase number of applications submitted by at least 10% each year once staffing levels have increased to ensure the funding can be managed in compliance with all requirements and program guidelines.

    In March, GMU vetted 18 grants. 5 are still under review, 0 under development, and 13 were not advanced due to lack of capacity, competition, or programming. 
    ·         18 Grants vetted
    ·         1 Grants submitted
    ·         1 new applications in process

    In April, GMU vetted 8 grants. 1 is still under review, 2 under development, and 5 were not advanced due to lack of capacity, competition, or programming.

    In May, GMU vetted 3 grants. FWPD was not eligible for any of them.
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
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    O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.

    March has been a busy season for vetting new grant programs.  However, we have not seen significant interest from the field for those sent out for review.  

    DOJ Strategies for Policing Innovation and DOJ Anti-Gang Youth grants are under development, both are new.

    3 submissions during the period, 2 are for new funding programs.  
  • Grant and Program Management Unit (O)
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  • Unit Staff
    •
  • No Funding Needed
    •
    O4-FPB Continue to explore and seek funding in support of community oriented policing annually.

    Multiple commmunity policing grants have been released.  One (1) is under development (COPS Law Enforcement Mental Health) but is not expected to be submitted.

    No COPS Office grants were vetted during this period.  Several grants were vetted that were potentially related to programs but none advanced.

    The COPS Hiring Grant was awarded in May. The City is reviewing to determine acceptance.
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
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    O5-FPB Annually evaluate the Crime Control and Prevention District, Partners with a Shared Mission programs to ensure programs align with District goals and are accomplishing the desired outcome as indicated by the Board of Directors and the Chief of Police.

    Competed entering zip code data of CCPD agency participants to compare with crime data.  This has not yet been produced to anyone outside of Finance. 

    Nothing to report during this period. 

    Contract documents and applications submitted during the period.  They are being reviewed for alignment with CCPD goals. 
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
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    O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.

    Goal completed.

    Goal complete.

    Goal complete.
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
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    O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.

    Team was encouraged during emergency order to review accessible educational opportunities online through professional organizations in their field.  Grants staff has access to Grant Professionals Association membership portal and CCPD staff was given some research tasks.  

    Nothing to report during this period. 

    Nothing to report during this period. 
  • Grant and Program Management Unit (O)
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  • Unit Manager
    •
  • Funding Needed
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    P1-FPB Increase the number of Contract and Procurement personnel by two staff to ensure the appropriate amount of resources are provided to execute and manage approximately 250+ agreements and procurement responsibilities assigned to this Section in FY18.

    Goal completed.

    Goal completed.

    Goal completed.
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • Funding Needed
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    P2-FPB Provide quarterly training sessions and materials to the field so that departmental staff are aware of the procurement and contract execution process, how to plan ahead of time, who to contact and how to start the procurement and/or contract execution process.

    Staff received new Administrative Regulation at end of March and began reviewing.

    Staff continued to review new Administrative Regulation.

    While working remotely, staff created training presentations for each new section of the AR in preparation for online training to be delivered.
  • Procurement and Contract Management Section (P)
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  • Section Manager
    •
  • No Funding Needed
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    P3-FPB Continue to monitor the improper purchasing report and invoice aging report (in collaboration with other Police work groups providing similar services) monthly to keep the Police Department in good standing with City Policy and continue to build good relationships with City Purchasing.

    City is not currently distributing improper and invoice aging reports.

    City is not currently distributing improper and invoice aging reports.

    City is still not distributing these reports.
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • No Funding Needed
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