City of Franklin,
New Hampshire
Financial
Consolidation
Recommendation
Background
 In
2012, Members of the Council and of
the School Board asked both Business
Administrator O’Neill and Finance Director
Milner to look into the feasibility of
financial services consolidation
 In 2015, SAU Withdrawal Committee
asked what savings might be from
financial services consolidation
Expected Benefits
 Effective
use of talent
 Efficiency
 Accountability
 Transparency
 Support
 Cohesion
 Consistency
Expected Results
 Timely



Tax rate
Borrowing
Grants
 Cross


Reporting
trained staff
Same accounting rules
Room for professional growth
Expected Results, cont
 One
point of accountability City Wide
 Growth
in Service (utilizing the talent we
currently have)


Consistent, reliable services City Wide
Services not currently provided (but should
be)
 Both
Municipal & School District
Process to date
 Brainstorm
(Mike O’Neill & Judie Milner)
 Reassess (Amanda Bergquist & Judie
Milner)



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
Current staff duties
Evaluated overlap/redundancies
Evaluated internal controls
Combined into proposed new positions
Budget
Current Configuration
 Municipal
Finance Department
Accountant
Finance
Director
Finance
Assistant
Current Configuration
 SAU
Grants Mgr
Payroll
Business
Administrator
Superintendent
Accounts
Payable
Secretary
Secretary
IT Director
Secretary
Proposed City Wide Financial Services Org Chart
Finance
Director
Grant
Administrator
Accountant
Accounting
Manager
Accounts
Payable
Coordinator
HR Generalist
Payroll
Coordinator
Proposed SAU Operation Chart
(Assumes Withdrawal from SAU18)
Superintendent
IT Administrator
Secretary
Secretary
Proposed Hill Solution (assumes
Franklin Withdrawal from SAU18)
Superintendent
(Combined
with Principal)
Bookkeeper
(secretary from
SAU)
Contracted BA
(MRI-15 days
per year)
Proposed SAU Operation Chart
(assumes Franklin does not withdraw from
SAU18)
Superintendent
IT Administrator
Bookkeeper/
Secretary
Secretary
Secretary
General Duties

Finance Director – directly supervised by City
Manager and Superintendent

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Supervises department, EE performance reviews
Accounting System Admin
Budget
Internal controls, policies/procedures
DOE/DRA reporting, tax rate setting
Payroll & Financial Statement Audit
Oversee food service, school bldg & grounds,
transportation
General Duties

Accounting Manager-directly supervised by
Finance Director



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Day to day supervision of payroll, accounts
payable, accounts receivable functions
Financial statement preparation
Cash Recon
Trustee of Trust Funds coordinator
GL warrants
Audit accounts payable
Reconcile City Clerk/Tax Collector
General Duties
 Grants
Administrator-directly supervised
by the Finance Director



Seek/apply for grants City Wide
Single Audit Liaison
Administer all grants
 School
districts
 SAU
 Municipal
 Contingent
grant line
General Duties

HR Administrator-directly supervised by
Accounting Manager & Finance Director







All EE benefits
FMLA & Leaves
PR issues
Payroll to general ledger reconciliation
Payroll liability reconciliation
W-2, 941, NHRS reconciliations
Payroll exceptions, union contract
implementation
General Duties
 Payroll
Coordinator-directly supervised by
Accounting Manager & Finance Director


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Payroll input and processing
Payroll vendor bill processing & recon
Benefits support
New Hire packets
Risk Management central coordinator
NHRS reporting
Unemployment reporting
General Duties

Accountant-directly supervised by
Accounting Manager & Finance Director

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General ledger account reconciliations
Inter fund transfers
Budget review
Capital Assets
Centralized contract management
RFP/Bid manager
Approve Purchase Orders
Cash Receipts
General Duties
 Accounts
Payable Coordinator-directly
supervised by Accounting Manager &
Finance Director

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Accounts payable input and processing
Purchase order processing and recon
Inventory
Account Receivable Billing
Central City Wide credit card coordinator
Assist in grant reporting
Employee Logistics





Finance Director supervised by City Manager
and Superintendent
Staff directly supervised by Finance Director –
All City employees pay & benefits
Central location – City Hall – employees work
closely together and cross trained
Utilize one accounting system – efficiency
allows for additional services
No proposed reduction in number of
positions; most employees will see an increase
in pay
Project Schedule
o
o
o
o
Minimum of 6 month lead time to live
date needed for successful
implementation
Will incur some one time costs,
specifically software purchase and/or
conversion
See attached complete project
schedule
Continued positive support from all
appreciated
Preliminary Budget Savings
Item
SAU Withdrawal
No SAU Withdraw
Wages & Benefits
14,000
14,000
Software Support
5,000
5,000
Audit Services
22,500
15,000
Treasurer
1,905
1,905
Hill Bookkeeper
54,000
0
Legal Services
14,000
0
Interest on Note
1,500
1,500
Preliminary Totals
112,905
37,405
Budget Savings, continued
 Smaller







savings will likely occur in
Rental
Repair/maintenance
Postage
Books
Dues
Etc
Need more information to split SAU budget
for these items
Questions?