STATE OF CALIFORNIA

Budget Change Proposal - Cover Sheet DF-46 (REV 10/20)

Fiscal Year

2022-23

Business Unit

8860

Department

Department of Finance

Priority No.

1

Budget Request Name

8860-018-BCP-2022-MR

Program

Various

Subprogram

Various

Budget Request Description

Finance Workload

Budget Request Summary This proposal includes a net increase of $6,222,000 ($6,046,000 General Fund and $176,000 other funds) and 28 ongoing positions to address substantial increases in Department of Finance workload and reduce excessive overtime. The proposed resources will create two new budget units, a new oversight and accountability unit, and a separate administrative unit to support Finance’s workload.

Requires Legislation

☐ Yes ☒ No

Code Section(s) to be Added/Amended/Repealed

Does this BCP contain information technology

(IT) components? ☐ Yes ☒ No

If yes, departmental Chief Information Officer

must sign.

Department CIO Date

For IT requests, specify the project number, the most recent project approval document (FSR, SPR,

S1BA, S2AA, S3SD, S4PRA), and the approval date.

Project No. Project Approval Document:

Approval Date:

If proposal affects another department, does other department concur with proposal? ☐ Yes ☐ No

Prepared By Date Reviewed By Date Kristin Shelton 5/13/2022 Jennifer Whitaker 5/13/2022

Department Director Date Agency Secretary Date Keely Martin Bosler 5/13/2022

Department of Finance Use Only

Additional Review: ☐ Capital Outlay ☒ ITCU ☒ FSCU ☒ OSAE ☐ Dept. of Technology

PPBA Date submitted to the Legislature

Analysis of Problem

A. Budget Request Summary

This proposal includes a net increase of $6,222,000 ($6,046,000 General Fund and $176,000

other funds) in 2022-23, $9,454,000 ($7,965,000 General Fund and $1,489,000 other funds)

ongoing, and 28 ongoing positions to address substantial increases in department workload

and reduce excessive staff and manager overtime. The proposed resources will create two

new budget units, a new oversight and accountability unit, and a separate unit to handle

administrative and operations functions of the department. This will be accomplished by

reallocating workload from existing budget units and balancing this workload across the

organization. As a result, these resources will be phased in through the 2022-23 fiscal year as

human resources staff are brought on board, leadership positions in new units are filled, and

various assignments are transitioned to the new budget areas. In addition to an increase in

resources to support the preparation, explanation, and enactment of the annual budget,

additional staff that support the operation of the department are necessary.

B. Background/History

The Department of Finance serves as the chief fiscal policy advisor to the Governor and sits

on numerous boards and commissions that make significant fiscal policy decisions. The

Director of Finance is a member of the Governor’s cabinet and senior staff. As part of the

Governor’s Cabinet and one of eight state control agencies, Finance interacts with state

departments and other agencies on a daily basis. Finance’s eight budget units have a wide

range of fiscal policy responsibilities, including preparing, explaining, and administering the

annual state budget, which provides necessary resources to support governmental services

and programs. Finance reviews and analyzes a wide variety of proposals brought forward by

departments, stakeholders, and the Legislature in the context of the annual budget. Finance

also analyzes legislation, establishes statewide fiscal and accounting policies and

procedures, conducts independent audits and evaluations, develops economic forecasts

and revenue estimates, and develops population and public school enrollment projections.

These demographic data are the official source for state planning and budgeting and are

used by all levels of government to establish appropriation limits and distribute various state

and federal funds.

Finance is also responsible for communicating the Governor’s fiscal policy and interacts with

the Legislature to present and defend the Governor’s Budget, which is part of its key role in

negotiating the enacted budget with the Legislature. Finance staff participate in numerous

budget subcommittee hearings, full budget committee hearings in both the Senate and the

Assembly, and joint hearings to reach agreement on the budget. Finance staff must be

aware of the Administration’s policy, legislative intent, and be thoroughly familiar with the

goals, programs, and funding issues for more than 186 departments (or business units) and

capital projects for 28 departments.

In addition to participating in more than 100 boards and commissions, Finance provides

staffing support for the State Public Works Board and Golden State Tobacco Securitization

Corporation. Activities related to these two entities include the preparation of meeting

notices, agendas/minutes, and key documents for board members. The Director of

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Analysis of Problem

Finance’s designee also serves as the chair for the Commission on State Mandates, State

Allocation Board, Race Track Leasing Commission, and the California Education Audit

Appeals Panel. Additionally, Finance has statewide responsibility for development of fiscal

and accounting policies and procedures, training and supporting departments in these

administrative activities, review of the Standardized Regulatory Impact Assessment of major

regulations and the Economic and Fiscal Impact Statement of other regulations, monitoring

and coordination of the State Leadership Accountability Act, coordination of the state’s

federal Single Audit, and redevelopment dissolution.

In addition to activities that support the development of the annual financial plan, Finance is

a key source of information for the public, other government entities, media/press

organizations, national organizations, researchers, rating agencies, and major investors of the

state. Many of these entities look to Finance to gain a broad understanding of various state

programs, issues, and proposals.

Finance workload should be considered in the context of how state government has grown

and changed over time, as this cumulative growth has resulted in substantial workload. Over

time, growth in state government has resulted in increased Finance activities and interactions

with the Governor’s Office, Agencies, departments, and the Legislature that have driven

substantial workload and increased overtime within the department.

Resource History

(Dollars in thousands)

Program Budget 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

Authorized

Expenditures $76,659 $83,417 $83,596 $100,6011 $92,824 $95,163

Actual Expenditures $65,022 $70,480 $77,930 $92,619 $73,398 N/A

Authorized Positions 448.1 448.1 448.1 426.6 426.6 441.6

Filled Positions 402.4 399.4 396.4 392.8 385.2 N/A

Vacancies 45.7 48.7 51.7 33.8 41.4 N/A

1Includes carryover of $9.2 million, absent this one-time authority funds would have been fully spent in 2019-20.

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Analysis of Problem

Statewide Expenditure/Revenue History

(Dollars in millions)

Program Budget 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

Statewide

Revenues $167,036 $188,115 $201,754 $200,011 $248,598 $267,539

Statewide

Expenditures $165,880 $177,316 $203,243 $208,090 $228,959 $280,112

C. State Level Consideration

The state fiscal process is dynamic, as new laws are enacted, new regulations are adopted,

priorities change, available resources increase or decrease, and the Administration itself

changes. Most of the duties and workload at the department are subject to, and affected

by, these external factors.

Finance impacts the fiscal activities of all other state departments because of the general

authority granted to Finance in Government Code Section 13070. This section provides

Finance with authority over all financial and business policies of the state. There are

numerous other code sections that direct the operations of the Department. Many of these

responsibilities are summarized in the Background/History section.

Finance serves as the Governor’s chief fiscal policy advisor and is committed to promoting

the long-term economic sustainability and responsible resource allocation for the state.

Finance also provides statewide leadership and coordination to implement the

commitments, priorities, and policies of the Administration. Consequently, Finance plays a

key role in the effective operation of state government. Finance has a strong history of

fulfilling its responsibilities, guiding the state through periods of growth, as well as recessions.

Finance staff consistently work to increase budget resiliency and establish a strong fiscal

foundation by building reserves, paying down debt, and maintaining a structurally balanced

budget over the long term. The Department’s mission and strategic plan are supported by

Finance’s core values—Problem Solving, Teamwork, Expertise, Integrity, and Respect.

Finance aims to create and maintain an environment of collaboration where both internal

and external stakeholders have a forum for providing information, feedback, and input

regarding their business needs and priorities. Finance holds meetings and conference calls

to facilitate open discussion and collect and analyze information gained from these

stakeholders for decision making. Finance uses reliable and relevant information to support

long-term economic sustainability in developing the state’s annual budget.

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Analysis of Problem

To continue performing at the levels expected of it, Finance must recruit and retain a highly

skilled and diverse team of professional staff. In recent years, it has become increasingly

difficult to recruit, hire, and retain enough staff to fully support Finance’s mission.

The COVID-19 Pandemic resulted in unimaginable challenges for the state. Finance’s lead

role in helping to navigate these challenges further strained the staff at Finance, increasing

overtime and workload in many areas. As a result, Finance lost more staff than it hired. On

net, overall staffing levels at Finance dropped by 20 positions in 2020-21 (the last year with full

data). This has led to a loss of institutional knowledge that takes time to build back.

These challenges must be addressed through the addition of more staff and a reduction of

workload, which is currently driving unsustainable levels of overtime across the department.

While the very nature of the budget cycle and constitutional deadlines will not eliminate the

seasonal overtime for Finance staff, the department’s success demands significant changes

to reduce turnover.

Justification

Finance is a relatively small department with less than 500 employees. In addition to the

Executive and legal team, resources are allocated in five functional areas: Accounting and

Fiscal Systems, Administration, Budget and Policy, Demographic and Economic Research,

and the Office of State Audits and Evaluations (OSAE). As reflected in Figure 1 below, the

majority of staff are in Budget and Policy units. This proposal focuses on increased resource

needs in this area, but also makes adjustments in other units including areas that support this

critical component of department operations.

Figure 1 – Finance Functional Areas

Area/Unit Positions

Accounting and Fiscal Systems 82

Administration

Business Operations

Human Resources

Information Systems

Learning and Development

67

Budget and Policy

Budget Operations Support

Corrections, Justice, and General Government

Education

Employee Compensation and IT Consulting

Energy, Transportation, Housing, Labor, and Local Government

Forecasting, Taxation, and Federal Funds Tracking

Health and Human Services

Natural Resources, Environment, and Capital Outlay

Research and Analysis

174

Demographic and Economic Research 21

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Analysis of Problem

Office of State Audits and Evaluations 114

Between 2013-14 and the Governor’s Proposed Budget for 2022-23, the state General Fund

budget has more than doubled from $100 billion to just over $213 billion. Special funds and

bond funds have increased by approximately 70 percent and 80 percent, respectively.

During that same time period, federal funds have increased by about 87 percent from

$72 billion to over $135 billion. The state received a record level of federal funds ($273 billion)

in 2020-21, which was primarily due to the COVID-19 Pandemic and federal stimulus bills

enacted to address the global economic crisis. The state expects to spend these funds over

the next several years to support many new programs and provide greater opportunity for all

Californians. In addition, the number of state employees has grown from over 350,000 in

2013-14 to over 415,000 in 2022-23, or approximately 18 percent. Despite the substantial level

of growth, the resource level at Finance has decreased from 492.8 positions in

2013-14 to 484.1 positions proposed for 2022-23. This includes the most recent increase of

15 positions to support the ongoing oversight of federal COVID-19 funds approved in 2021-22.

Without this recent increase, the total authorized positions for Finance would be only

469.4 positions and has not grown despite the sizeable growth of the state’s budget.

Partly as a result of the state’s continuing economic growth, increased federal funds, and

growth at the departments and agencies that interact with Finance, Finance has

experienced sustained increases in workload. Despite efforts to address staff losses, such as

targeted recruitment of former graduate and student assistants, establishment of a

recruitment policy conference, and making job offers above current vacancy rates (to

improve net attrition), the department has been unable to make headway. At the same

time, Finance has struggled to retain staff with more staff leaving the department than are

hired, with a net decrease of 20 positions in 2020-21. While this fiscal year was particularly

challenging due to the pandemic, it merely amplified the day-to-day demands at Finance.

Finance has a robust training program and employs a highly qualified workforce. As a result,

Finance employees are sought after by other state departments, the Legislature, and

organizations outside of state service, such as city and county governments.

In recent years, the department has had about 60 staff separate from the department per

year (about 13 percent of its overall workforce). Of those staff, more than half transferred to

other state agencies, 17 percent retired, and about 30 percent left state government.

During the first six months of the current fiscal year the trend has largely continued as Finance

has had 35 separations (40 percent transfers, over 28 percent retirements, and over 31

percent left state government). As we consider the long-term needs of the department,

succession planning must also be considered as 20 percent of the current staff will be eligible

for retirement between now and 2027.

Based on exit survey information from those leaving the department, work-life balance has

been a key factor in the decision to leave and many have noted the workload

demands/expectations are unsustainable. This is reflected in several ways, including high

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Analysis of Problem

overtime levels and practical limitations in the amount of time off that can be taken

throughout the year (primarily during peak workload times). Both of these have contributed

to growth in employee leave balances, particularly in budget units. Some of this growth

occurred with the implementation of the Personal Leave Program in 2020, which provided

staff time off (two days per month) commensurate with the reduction in employee

compensation of nearly 10 percent. This program was in place during 2020-21 and provided

over 75,000 hours of leave for Finance employees. As of February 2022, approximately 21,890

hours remained and equates to roughly 12 full-time equivalent positions.

In addition, vacation and annual leave balances increased by over 15,000 hours between

June 2018 and June 2021 fully eroding progress that had been made as part of the leave

reduction program implemented in 2017. When the program began, 119 staff had balances

in excess of the 640-hour cap. Prior to COVID-19, this total dropped to 99 such staff and the

total cumulative hours reached a low point of just over 21,000 hours (an average of about

215 hours per employee). For the reasons described above, there are now 126 staff with

39,000 cumulative hours that exceed the 640-hour cap. The average excess hours per

employee has also increased to over 300 hours.

These leave-balance increases further demonstrate challenges faced by having too few

staff to meet the workload demands. If Finance works to reduce these balances through

increased vacation time, the number of hours per year that each employee can contribute

to meeting departmental workload demands will also be reduced. To mitigate these

impacts, decrease burnout, and reduce turnover, additional staff are needed to maintain

the same level of workload.

In addition to the net loss of staff and limited ability to take time off, Finance has experienced

a steady increase in overtime since 2018-19 (see Figure 2), which eroded some modest

decreases realized after the majority of departments began using the Financial Information

System for California (FI$Cal) to support budget preparation. Over 90 percent of the

compensated overtime was worked by approximately 90 Finance budget analysts; although

analysts in our budget units account for only 37 percent of our overall staff. Therefore, the

majority of this proposal would augment these budget resources. Staff-level overtime alone

would indicate that about seven or eight new analysts are needed to address workload

without the use of overtime; though this it is not the only factor that can be considered when

determining appropriate staffing levels. Unfortunately, given the external drivers and

deadlines associated with most of our workload, overtime will not be eliminated, but could

be spread among more staff so average overtime hours are reduced.

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Analysis of Problem

Figure 2

Department of Finance Staff Overtime Hours

Ho

urs

14,000

12,000

10,000

8,000

6,000

4,000

2,000

0

10

,25

0

10

,13

6

8,1

77

9,0

24

11

,64

5

2016-17 2017-18 2018-19

Fiscal Year

2019-20 2020-21

Increases in budget analyst overtime is one way Finance addresses its workload, however the

department’s 63 budget managers must also work longer hours, particularly when staff

workload spikes in September – December and April – June each year, to meet the

department’s workload demands. These increased hours are uncompensated and result in

significant manager burnout. Based on a survey of our budget management team, they are

estimated to have collectively worked more than 35,000 hours of overtime last year. Based

solely on these estimates, the department should consider adding between 20 and 24

additional management staff. However, some duties could be performed at lower levels if

completed during more traditional business hours and by reallocating assignments.

Budget Operations Support

The Budget Operations Support (BOS) unit is comprised of 19 staff responsible for 10 budgets,

as well as a number of statewide summary schedules and budget displays. The Program

Budget Manager also provides oversight of 17 staff that support the FI$Cal project through

day-to-day activities that are directed by the Department of FISCal and Finance’s Project

Business Executive. Staff in BOS are also responsible for coordinating and compiling

statewide budget information, including preparation of General Fund Updates throughout

the budget development process, assisting with tracking budget actions taken in both

houses of the Legislature, and guiding the final budget agreement through the budget

conference committee process. In recent years, the unit has experienced increases in

workload related to calculation of the Proposition 2 – Budget Stabilization Account or “Rainy

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Analysis of Problem

Day Fund” deposits and the Proposition 4 – State Appropriations Limit or “Gann Limit.”

Additionally, the transition to a statewide budget system has required numerous changes to

most budget processes and procedures as well as the development of system reports and

ongoing evaluation of the Hyperion application to increase budget development

efficiencies. This unit is responsible for coordinating the production of the major publications

that result from the annual budget process including the Governor’s Budget, Salaries and

Wages, Budget Summary, Final Change Book, and the Final Budget Summary (which

includes the Budget Act, vetoes, and budget bill revisions to the enacted budget).

In addition to activities that support the development of the annual financial plan, BOS is a

key source of information for rating agencies and major investors of the state when the state

sells securities, i.e., bonds, in public markets to raise funds for capital projects such as schools,

prisons, and public parks. BOS is the key point of contact for the State Treasurer’s Office and

compiles relevant budget information, which is provided by the state to investors consistent

with the Security and Exchange Commission requirements. BOS is also responsible for cash

management of the state, including tracking various reserves, which is critically important

during economic downturns and to improve cash flow projections. Managing cash and

providing thorough, prompt, and reliable disclosure information allows the state to have

access to the most affordable financing options, ready access to financial markets, and

reduces overall state borrowing costs.

This unit also provides internal training for new and experienced budget analysts and

statewide training for departments to support the budget process. In an effort to manage

workload and excessive staff overtime, BOS has decreased the training offered internally and

statewide. Additionally, the majority of this training is offered only one time per year. Some

of this responsibility shifted to budget units, but given other workload demands it has not

been sufficient to address the statewide need. The reduced training generally affects the

quality of the work products that are submitted throughout the budget cycle, further driving

the workload throughout the department to correct a wide range of errors. Given the level

of turnover both within Finance and in key administrative positions statewide, the need for

training has grown and cannot be supported with existing BOS staff given other high-priority

responsibilities. Staff overtime still totals about 1,500 hours annually and management

overtime is estimated at over 3,000 hours during the past year. Based solely on these

estimates, three additional positions are justified to address current workload.

This proposal would create a new, dedicated team within BOS, including one Principal

Program Budget Analyst (Principal) II/III and three budget analysts (two of these positions will

be filled by analysts currently assigned to, and reimbursed by, the Department of FISCal)

providing Finance with the additional capacity to provide in-depth, internal training more

than one time per year, which will better coincide with hiring new analysts department-wide.

The new team will be able to provide more targeted technical budget assistance,

particularly in areas that have specialized budget processes, as well as offer more

individualized training assistance. This will provide greater consistency across the department

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Analysis of Problem

and provide some relief for managers and staff in other budget units. The addition of these

staff will also reduce overall unit overtime (staff and managers) as some existing workload will

be shifted to these new staff. As this unit is fully staffed, this team will also be able to be

deployed throughout the department to help with some of the more technical and less

program-specific/analytical workload. Finance’s Project Business Executive will provide

oversight of this new team, as well as five information technology (IT) staff that continue to

support the budget module. Funding for all staff previously reimbursed by the Department of

FISCal will be switched to a combination of General Fund and Central Services Cost

Recovery Fund.

Two budgets, the State Controller’s Office and the State Treasurer’s Office, will be shifted to

the new Statewide and Capital Outlay Unit that handles various statewide functions, such as

payments and disbursements of state funds, allocations to local governments and schools,

administration of the payroll system for the state employees and the California State

University (CSU) employees, asset management, and management of the state’s Pooled

Money Investment Account. Additionally, four smaller budgets will be redirected from other

units to BOS to help reduce unit workload in those areas. After these changes are fully

implemented, BOS will have 29 staff (including the Project Business Executive/Assistant

Program Budget Manager and 7 staff that were previously reimbursed by the Department of

FISCal) and responsibility for 12 budgets, as well as a number of statewide summary

schedules and budget displays.

Fiscal Systems Consulting Unit

In addition to managing the BOS unit, the Program Budget Manager also has oversight of the

Fiscal Systems and Consulting Unit (FSCU). FSCU currently has 65 staff and is responsible for

two special budget displays related to implementation, oversight, and certification of the

Statewide Cost Allocation Plan, including cost recovery of central services provided by

18 departments that total $3 billion annually. FSCU sets statewide fiscal and accounting

policies and procedures. FSCU provides fiscal consulting services and training to

departments and Finance staff to help ensure that the state’s assets are protected and

accurate, and timely financial information is maintained. FSCU is responsible for maintaining

the accounting sections of the State Administrative Manual (SAM) and the Uniform Codes

Manual/Chart of Accounts used for consistently tracking and aggregating budget and

accounting information. As part of this role, FSCU provides training materials for departments

and consults with Finance budget staff to reconcile fund balances reported to Finance and

the State Controller. FSCU represents and advocates on behalf of the state on various

accounting and federal issues including compliance with Cash Management Improvement

Act and Statewide Cost Allocation Plan recovery ($200 million budget).

In the past two years, FSCU staff has acted as a liaison between Finance, other state

agencies, and even national associations to review, interpret, and summarize federal

requirements, support statewide reporting, and consult on the development of changes to

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Analysis of Problem

FI$Cal to support federal reporting. Given Finance’s role in coordinating the allocation,

obligation, and expenditure reporting on $9.5 billion in federal Coronavirus Relief Funds, FSCU

staff have served as the primary contact for the California State Auditor on the financial data

included in the Annual Comprehensive Financial Reports and works closely with OSAE to

complete Finance’s Single Audit reporting. Similar activities have been/will be needed

related to Finance’s role in coordinating more than $27 billion in federal Coronavirus State

Fiscal Recovery Funds.

As the state has transitioned from its legacy accounting system (Calstars) to FI$Cal, FSCU has

provided critical fiscal policy consultation to the FI$Cal Project, representatives from partner

control agencies, and the system integrator for design, development, and implementation.

FSCU staff have also been instrumental in guiding, training, supporting, and communicating

with more than 150 departments. Finance’s FSCU staff knowledge and expertise has been

instrumental in providing the guidance, support, and training necessary to transition to FI$Cal.

Many of these staff concurrently continued to support Calstars until it was fully

decommissioned in July 2020. The six remaining Calstars positions will be reclassed and

redirected to other units in the department, reducing the net increase in positions associated

with this proposal.

This proposal will upgrade on existing position to a CEA A, which will serve as the Assistant

Chief of FSCU. This position will provide day-to-day oversight and support to the six

Supervising Administrative Analysts. This position will also handle the Partner Business

Executive responsibilities and interactions with FI$Cal regarding accounting functionality

(approximately 50 percent of duties). Three of the existing business team members will be

transitioned back to Finance from the Department of FISCal effective July 1, 2022. Three

existing vacancies will be used for these staff when transitioned and will not require

additional position authority. While significant progress has been made in Fi$Cal

implementation, the current staff continue to assist department staff in their assigned areas

and will continue to do so as departments increase their working knowledge of the FI$Cal

system and the State Controller’s Office’s book of record is fully implemented. After these

changes are fully implemented, FSCU will have 56 staff, which is a net reduction of 9 staff.

Forecasting

The Forecasting Unit currently has 38 staff in four sections—Demographics, Economic

Research, Revenue and Taxation, and Federal Fund Accountability and Cost Tracking

(FFACT). The Demographic, Economic, and Revenue and Taxation units are responsible for

monitoring and forecasting the state’s population, economic, and tax revenue trends. Staff

in the research units are the state’s recognized experts in these areas, and their work supports

all fiscal and policy decisions.

The Economic Research section develops and maintains California economic data, prepares

economic forecasts, and provides advice on economic policy issues. In addition, the section

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Analysis of Problem

reviews the financial and economic impact assessments prepared by departments

proposing new major regulations and the Economic and Fiscal Impact Statement of other

regulations. Three staff were previously redirected to provide ongoing support for oversight

of the state’s regulatory process. These staff also support the preparation of the state’s

economic forecast. While the last fiscal year presented many unique challenges in

economic forecasting, collectively, this team has worked over 2,000 hours of overtime.

Given the complexity of the budget process, uncertainty in the overall economy, and the

addition of a second economic forecast roundtable to incorporate other perspectives into

the economic forecasts, one additional Research Data Manager and one additional

Research Data Specialist are proposed. This will increase staff in this section from 8 positions

to 10 positions.

The Revenue and Taxation section builds and maintains revenue forecasting models and

provides revenue forecasts to assist in the preparation of the state budget, as well as

testifying at various budget hearings and evaluating tax proposals recommended by the

Legislature. In addition, this unit provides analyses of legislation and regulations affecting tax

law and evaluates state and federal revenue and tax law developments of importance to

state government. This section also prepares more than a dozen statutory letters annually

and completes the state’s Tax Expenditure Report. In recent years, the section has

experienced the following new responsibilities, which have significantly increased workload

and contributed to over 1,500 hours of management overtime annually:

Tracking and forecasting cannabis revenue and allocations pursuant to Proposition 64.

Tracking and forecasting new e-cigarette taxes, which significantly altered the

complexity of tobacco taxes and related backfills pursuant to Proposition 56 and

recent statutory changes.

Tax accrual and net final payment accrual changes pursuant to Proposition 30 and

Proposition 39.

Addition of 12 new letters, such as the California Competes allocation letter, quarterly

letters to the Secretary of Transportation, property tax reassessment changes pursuant

to Proposition 19, fuel tax rate adjustments, and backfill of Local Revenue Fund from

recent tax changes.

Tracking and forecasting the elective pass-through entity tax.

Developing and maintaining models to forecast capital gains and stock market

valuations and provide related input into the calculation of the Proposition 2 – Budget

Stabilization Account or “Rainy Day Fund” deposits.

To support this workload and significantly reduce management overtime, one additional

Principal II/III is proposed. While the timing and nature of the budget process will not fully

eliminate this overtime, it will be more manageable with the addition of one Principal.

The FFACT was authorized in 2021-22 to coordinate, track, and oversee the use of COVID-19

federal stimulus and disaster relief funds. Eight of these staff were initially placed in the

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Analysis of Problem

Forecasting Unit and are now proposed to be incorporated into a new Oversight and

Accountability Unit (discussed in the next section). After these changes are fully

implemented, Forecasting will have 32 staff.

Oversight and Accountability (New)

Functions within three existing units are proposed to be combined into one new Oversight

and Accountability Unit; FFACT, OSAE, and Research and Analysis Unit (RAU).

In addition to FFACT responsibilities noted above, FFACT works with departments and budget

staff to identify and measure progress toward key performance indicators for projects funded

with federal State Fiscal Recovery Funds. Five staff were also added to OSAE to support

FFACT, develop and provide training on readiness, document retention requirements, and

associated monitoring programs for both state entity audit staff and internal Finance staff to

understand monitoring and reporting responsibilities both statewide and in specified program

areas. OSAE staff will continue to assist the new federal tracking and reporting team in

developing training for non-state entity sub-recipients regarding best practices associated

with document retention and expenditure tracking, and will provide materials to support

training associated with the monitoring plan for federal stimulus funds. Consolidation of these

responsibilities under a single manager will enhance the coordination.

FFACT will also identify opportunities to standardize and streamline accounting and reporting

policies and processes to improve the recovery of federal disaster relief funds from FEMA.

FFACT interfaces with staff from the U.S. Treasury, other states, the Governor's Office, multiple

California state departments, and units within Finance.

OSAE’s 114 staff (including the five new FFACT positions) support Finance in supervising the

state’s financial and business policies and in conserving the state’s rights, interests, and

resources through financial, performance, and compliance audits, quality assurance reviews,

budgetary reviews, and consulting services. Consistent with Finance’s leadership and

oversight responsibilities, OSAE monitors and coordinates the State Leadership Accountability

Act, issues Audit Memos to provide instruction to departments and internal audit

organizations, promotes bond accountability through ongoing oversight activities, and

coordinates and carries out the state’s responsibilities related to the federal Single Audit Act.

OSAE is supported through a combination of funding sources including reimbursements,

which can vary from year to year. Based on actual reimbursements collected since 2018-19,

average vacancy rates, and an assessment of OSAE workload, a total of eleven positions are

proposed to be reclassed and redirected to other units in the department, reducing the net

increase in positions associated with this proposal. An additional four positions will be

reclassed to create new positions, including an Executive Assistant for the Oversight and

Accountability Unit. A Staff Services Manager is also proposed to support OSAE’s day-to-day

administrative operations, improve recruiting, coordinate finalization of reports (including

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Analysis of Problem

supervision of two new staff in this area), and alleviate management overtime, which has

averaged about 1,300 hours annually. The remaining two reclassified positions are needed in

OSAE to assist with report editing and summarize findings from audits and reviews (Associate

Governmental Program Analyst), and help to format and design additional graphic elements

of reports and manage/maintain information on OSAE’s web pages (Graphic Designer III).

Having dedicated resources in these areas will further address management overtime,

provide more consistency in final reports, and allow audit staff to focus on core workload,

including greater attention to proactive activities. These areas include strengthening OSAE’s

statewide presence by making improvements to the State Leadership Accountability Act

training, reporting portal, and underlying statutory framework, increasing outreach to

departments’ executive management on fraud reporting responsibilities, and improving

Single Audit outreach and training. After these changes, OSAE will have a total of 102 staff.

OSAE is a resource that can be used to address emerging issues, and staff are often assigned

unanticipated workload at the request of the budget units, Governor’s Office, Departments

and Agencies, and the State Legislature. Generally, these requests are reactive in nature

and frequently have fiscal consequences or remedies that require budget action. In

addition, OSAE has responsibility for a variety of statewide policies and oversight.

RAU is a small unit with six staff, and currently reports directly to the Chief Operating Officer.

Prior to the COVID-19 Pandemic, RAU worked on projects known as "mission-based reviews”

to address complex and cross-cutting problems within state government. These staff work

collaboratively with departments and Finance budget staff to examine processes, program

data, and underlying statutory requirements to make recommendations on the most efficient

and effective way to deliver government services. This proposal also moves RAU, with no

staffing changes, to the new Oversight and Accountability Unit.

After these changes are fully implemented, the new Oversight and Accountability Unit will

have 118 staff comprised of staff redirected from other units, except for the new Program

Budget Manager.

Government Operations, Consumer Services, Local Government, and Tax

Formerly Administration, Employee Compensation, and Information Technology

The Program Budget Manager of the current Administration, Employee Compensation, and

Information Technology Unit has a wide range of responsibilities, including OSAE, which is

discussed in the section above. The current unit also manages 22 department budgets,

provides statewide IT consulting, and supports Finance’s day-to-day operations, such as

business services/operations, human resources, and IT systems. This unit has a total of 197

staff (nearly half of the department’s staff) in three core areas: (1) Budget and Policy, 14 staff;

(2) Business Operations/Information Services, 67 staff; and (3) OSAE, 114 staff. This proposal will

move OSAE to the new Oversight and Accountability Unit (discussed above) and move

13

Analysis of Problem

Finance’s human resources, business operations, and information services functions to a

separate new Administration Unit (to be discussed in a later section).

The budget and policy staff in this unit are currently responsible for the following major policy

areas that affect all state agencies and departments:

Collective Bargaining and Labor Relations

Employee Compensation

Healthcare Benefits for Active Employees and Retirees, including CSU employees

Pension Systems (state employees, teachers, legislators, judges, and the new

CalSavers program)

Information Technology Consulting

A total of 14 staff (including the current Program Budget Manager, Assistant Program Budget

Manager, and clerical staff), support these budget assignments. Collectively, the managers

in this area have worked an average of 2,800 hours of overtime, which on its own would

support the addition of nearly two managers or require the reallocation of workload so the

area of responsibility is more manageable overall. Budget staff worked an average of over

500 hours of overtime, with a portion of this work driven by collective bargaining. This

assignment area experienced 100 percent turnover in the past six months and it will take

some time to rebuild this knowledge base. Two changes are proposed to address this

workload: 1) the upgrade of one budget analyst to a Principal I to address a portion of

management overtime, and 2) the addition of an analyst to provide support for collective

bargaining and the coordination of three statewide employee compensation adjustments

completed each year.

Four of the budget assignments currently in this unit will be reassigned to other budget units.

Two of these budgets (Department of General Services and the Department of FISCal) will

move to the new Statewide and Capital Outlay Unit, given the cross-cutting nature of these

assignments. The other two budgets will move to the Transportation, Housing, and Labor Unit

so that all the departments that report to the Labor and Workforce Development Agency will

report to a single budget unit. After reallocating this workload, the remaining staff will

oversee 18 budgets. This will allow existing staff to increase program expertise and further

minimize overtime during peak workload periods.

The Information Technology Consulting Unit (ITCU) is included in the budget and policy totals

above and will remain in this unit. ITCU serves as Finance’s primary liaison to the California

Department of Technology, conducts fiscal analyses of proposed statewide IT policies and

enterprise initiatives, performs oversight of critical IT projects, and provides IT-related

consulting services to budget analysts. ITCU has four staff that serve as Finance’s primary

liaison to the California Department of Technology, conduct fiscal analyses of proposed

statewide IT policies and enterprise initiatives, perform oversight of critical IT projects, and

provide IT-related consulting services to budget analysts. Based on a three-year average

14

Analysis of Problem

comparison since 2016-17, there has been a steady increase in approved IT BCPs and

related workload of 30 percent and when the current fiscal year is included (fall and

estimated spring BCPs), this increases to nearly 40 percent. This average was used as many

projects were paused as a result of COVID-19 and the results were inconsistent when looking

at a year-over-year comparison. For each of these BCPs, there are a number of related

project documents that affect the workload in the unit, including planning documents,

project updates/special project reports, and oversight reports (independent verification and

validation, independent project oversight, and monthly oversight of projects that are

designated as higher risk). Based on the average increase between 30 and 40 percent, the

addition of one IT Manager I is proposed, increasing the total to four Manager Is reporting to

the unit chief (an IT Manager II).

In addition to the employee compensation budgets and ITCU assignment, this unit will have

oversight of additional budgets in the government operations and consumer services areas,

including the Department of Consumer Affairs, the State Compensation Insurance Fund,

Business Consumer Services and Housing Agency, and the state’s tax agencies. A total of 8

staff will oversee these budgets, including 6 staff redirected from other units and the addition

of one Assistant Program Budget Manager and one budget analyst.

After these changes are fully implemented the Government Operations, Consumer Services,

Local Government, and Tax Unit will have a total of 24 staff, including the redirection of six

staff from other units, a new Assistant Program Budget Manager, two additional budget

analysts, an IT Manager, and the upgrade of one budget analyst to a Principal. This unit will

have responsibility for retirement and employee compensation programs, tax programs,

various regulatory and licensing entities, and local government programs. The assignments

are configured so that the new staff in these areas can gain program expertise in their

assignment areas, covering a total of 35 budgets.

Administration (New)

As noted in other sections, this proposal moves Finance’s departmental operations, including

information services, human resources, and business operations, to a new, separate

Administration Unit. This unit will be led by a new CEA C Deputy Director, who will report

directly to the Chief Operating Officer, similar to the reporting structure of the budget units.

The new Deputy Director will require the addition of an Executive Assistant to answer

incoming phone calls, process a variety of unit paperwork such as timesheets, requests for

personnel action, and service requests, maintain unit files, and route packages and

correspondence.

Administration – Information Services

The Information Services section has 45 staff that design, develop, implement, and support

the numerous IT systems and applications that make up the backbone of Finance’s technical

infrastructure. These systems and applications allow staff to meet daily operational needs

15

Analysis of Problem

and support the development of significant work products, the most vital being the annual

Governor’s Budget, the May Revision to the Budget, and the final Budget Act, which are also

available on Finance’s website. As part of these services and supports, staff respond to

technical support calls, service requests for the deployment of new devices or changes to

those devices, and inventory management of a variety of staff equipment such as laptops,

desktops, cell phones, printers, and copiers. The last two years presented many unique

challenges in this area as all state agencies, including Finance, shifted most operations to full-

time telework. Managers in this section experienced a significant increase in client services

associated with more than 300 staff that did not already have the tools (such as

laptops/tablets, web cameras, headsets, and iPhones) and software (such as Zoom,

Microsoft Teams) needed to telework. This resulted in an average of 5,000 hours of overtime

over the two years, or about 750 hours annually per manager. Staff worked approximately

300 hours of overtime during this same time period.

In addition, staff in the section helped develop several systems to monitor and track an influx

of federal funding overseen by Finance. While much of this workload was one-time in nature,

some new duties related to managing a hybrid staffing model (with some telework and some

work on site) will continue as the number of devices department-wide increased. This

proposal includes four IT Specialists to coordinate the purchase and configuration of

necessary equipment for the new staff, implement potential reconfiguration of IT

infrastructure as space changes are made to accommodate these new staff during each

implementation phase, and support an increase in help desk calls. The addition of these

positions will also reduce overtime.

These staff will also continue to support increased and ongoing workload resulting from the

administration of two systems to track federal funds, including the State Fiscal Recovery

Funds. The overall effort related to these systems has been more significant than initially

estimated, with existing staff working over 4,000 hours during the first six months of the current

fiscal year when one new position was added to this section. The workload associated with

these systems is expected to increase during the remainder of the current year due to the

release of the federal Treasury’s finalized the rules and requirements in early 2022, which

included significant changes to compliance and reporting guidance. This will require a

number of modifications to the state portal, increasing workload in this section and FFACT.

Administration – Human Resources

The Human Resources section has nine staff that support payroll, benefits, examinations, job

analyses, recruitment, hiring, and employee/employer relations. This section is critical to

supporting the department’s mission by helping the department attract, support, and retain

a diverse workforce consistent with state civil service rules. The Human Resources section is

often the first point of contact for prospective employees with the department and a key

component of making Finance a premier destination of employment. In recent years,

Finance has lost more staff than it has hired with a net loss in 2020-21 of 20 positions. This

decrease occurred despite administering 20 hiring exams in various state classifications and 9

16

Analysis of Problem

exams for vacancies among our Career Executive Assignments, which is the primary

classification used to manage the department’s eight current budget units. This level of

turnover has led to a loss of institutional knowledge that will take some time to build back.

To meet the needs of the organization and to increase staff as proposed, the Human

Resources section needs additional resources to support the hiring of approximately 90

positions over the next year. This estimate includes new positions, as well as filling existing and

anticipated vacancies based on the department’s historical turnover rate. To hire this many

staff, recruitment efforts need to be expanded and the number of exams must be increased

by about 50 percent compared to the record number of exams processed in 2020-21 with

the assistance of a retired annuitant. It should be noted that each hiring exam also draws

resources from the units and will result in increased workload throughout the department in

the near term.

In addition to exam workload, this significant hiring effort will result in an ongoing increase in

transactions, requiring two additional analysts. Given the overall growth of the section and

the department, Human Resources requires the addition of two Staff Services Managers as

the only manager currently in this section is the Staff Services Manager III. These new

managers will provide day-to-day oversight of personnel workload and will support the

completion of required job analyses and an increase in department exam offerings. When

these changes are fully implemented, this section will have a total of 13 staff to support over

500 hundred department employees.

To further complement the recruitment and retention of staff, Finance proposes a new

section to actively attract additional employees to the department. Many public and

private sector employers across the nation are reporting that there has been a higher level of

difficulty finding enough employees to fill vacancies. Finance has also experienced difficulty

getting a sufficient number of qualified people to apply. In addition, all applicants do not

make it through the application screening, practical examination, and interview processes

used by the department, which further reduces the candidate pool. Approximately 80

percent of qualified candidates accept an offer of employment with Finance.

Finance is committed to recruiting, engaging, retaining, and promoting a diverse workforce

and building a culture where differences are valued. Currently, aside from activities

performed by Human Resources, recruitment activities are voluntary and staff throughout the

department are used to support this critical workload on an informal and ad hoc basis.

Generally, these staff are responsible for reaching out to their alma mater to help alert them

of job opportunities and/or those with accounts such as LinkedIn are also asked to post job

opportunities. Staff also devote time to activities such as an annual policy

conference/recruitment event hosted by Finance, presentations/feedback in local graduate

level programs, college classroom visits, and college recruiting events. Given the turnover

throughout the department, these assignments change frequently and the volunteers have

more limited knowledge about various civil service requirements, classifications, and pay.

17

Analysis of Problem

To formalize these efforts, build continuity and relationships with entities that will help attract

staff, and increase the overall ability to widen and diversify the candidate pool, this proposal

includes a new team within the Administration Unit to improve and expand these efforts. This

dedicated team will include one Staff Services Manager and two analysts to create a

systematic approach to recruitment; build relationships that help differentiate Finance from

other employers; increase our presence on social media (a key recruitment tool used by

most employers); participate in recruitment fairs of California colleges and universities;

implement an employee referral program; advertise jobs in relevant association job boards;

enhance coordination with other state agencies regarding career opportunities at Finance;

and track data and metrics associated with these activities, including follow up with

candidates that declined job offers, to determine the best mix of strategies over the long

term.

Administration – Budgets

Similar to all other departments, Finance must develop and administer its operating budget.

Currently, two staff comprise the department’s budget office and have responsibility for

completing all tasks related to preparation of the annual governor’s budget and

administering Finance’s budget, which has grown more complex in recent years including

the addition of new federal funding sources last year. With an increase in staff and the

addition of several new units, various budget adjustments will require more time to complete.

Initially, there will be significant changes in cost allocation based on reallocation of

department workload and related adjustments to cost recovery as a central services

agency. To support these activities, as well as budget allocations for more units that will be

tracked throughout the year, this team will require one additional budget analyst. Given the

complexity of the activities described above, the existing (more experienced) staff will

support the implementation of these changes and the new analyst will take over less

technical tasks. This increase will also support succession planning in this office, as both of the

current staff are nearing retirement age.

After these changes are fully implemented, the Administration Unit will have 83 staff to

provide necessary support for the department. After accounting for the Executive and Legal

Offices, Administration represents about 20 percent of the total staff.

Resources, Environment, Climate, and Energy

Formerly Resources, Environment, and Capital Outlay

The Resources, Environment, and Capital Outlay (RECO) unit is currently comprised of 27 staff

(13 capital outlay staff) responsible for 64 budgets, including 28 capital outlay budgets.

RECO currently oversees budgets for departments that support a broad range of activities

related to the state’s natural resources and environmental protection. These departments

are responsible for managing/operating state parks, managing water supplies, supporting

forest health, encouraging clean energy, preserving fish and wildlife habitats, farmlands, and

mineral resources, managing emergency response, reducing greenhouse gas emissions,

18

Analysis of Problem

restoring and protecting environmental quality, and safeguarding public health. In addition,

RECO works with various state agencies and programs to assist them in acquiring and

developing infrastructure that supports a wide variety of state programs. This includes

staffing the State Public Works Board, which oversees and administers capital improvement

projects. Further, staff work with the Treasurer to issue, monitor, and track various debt

obligations and bond payments of the state.

Given the number of support/local assistance budgets and the range of topics affecting

state government that are assigned to RECO, this unit processes a large number of technical

drills, budget requests, legislation, and regulations received and reviewed by Finance. While

recent internal reorganizations shifting energy and transportation assignments to another unit

helped somewhat, the recent addition of the Office of Emergency Services and the

California Department of Food and Agriculture resulted in a redistribution of state

operations/local assistance budgets to the capital outlay staff and a workload level that

remains unsustainable. This proposal shifts 13 capital outlay staff, the majority of capital

outlay budgets, Public Works Board responsibilities, and the Office of Emergency Services

support budget to the new Statewide and Capital Outlay Unit given the cross-cutting nature

of capital projects and emergency response coordination for disasters. This will provide

additional flexibility to reallocate workload to reduce overtime and improve staff retention,

while also improving policy synergy by adding energy budget assignments to the

reorganized and renamed Resources, Environment, Climate, and Energy unit.

Annual staff overtime in RECO totals about 3,000 hours and on its own supports the addition

of two budget analysts. These two proposed new staff will be responsible for the support

budgets currently managed in the capital outlay area and some smaller departments

currently on the existing water assignment. Additionally, to better manage spikes in the

technical workload during the fall and spring budget cycles and legislative workload in the

summer, one additional budget analyst is proposed. This will allow existing staff to increase

program expertise in their assignment areas and further minimize overtime during peak

workload periods. These three new analysts will also require a Principal II/III to review and

manage their work as this management workload cannot be absorbed by existing

managers. In addition to staff overtime, it is estimated that managers in the unit have worked

more than 3,500 hours of overtime, which supports the proposed addition of one Assistant

Program Budget Manager and one additional Principal II/III. This will allow additional

reallocation of workload and support the transfer of a budget analyst assigned to energy

programs into the unit.

Reallocation of workload and the addition of staff will also support the state’s

implementation of the historic $15 billion climate resilience investments included in the

2021 Budget Act as well as the proposed Climate and Opportunity Budget, which will provide

$22.5 billion in one-time funds over the next five years to address the state’s climate crisis,

prepare and protect communities, and build a more resilient and equitable future for all

Californians. Coordination and collaboration across departments and agencies to integrate

19

Analysis of Problem

climate, equity, and economic opportunity across the state budget is critical to successful

implementation of these initiatives and will require additional participation and oversight at

Finance. Therefore, one Principal I is proposed to further these efforts and provide broad

support for the multiple Climate Resilience proposals that are outlined in the Climate

Opportunity Budget and will also support state efforts to access (and budget for) billions of

dollars in competitive grant funds available in the federal Infrastructure Investment and Jobs

Act for clean drinking water, clean energy, toxic cleanup, and broadband. Additional

funding in these areas will further support many of the Administration’s goals in the coming

years.

After these changes are fully implemented, the reorganized Resources, Environment,

Climate, and Energy Unit will have 22 staff and responsibility for 41 budgets (including two

capital assignments that historically have not been subject to public works board oversight),

as well as coordination of natural resources general obligation bond expenditures, such as

Propositions 84 and 68.

Criminal Justice and General Government

Formerly Corrections and General Government

The Corrections and General Government (Cor/Gen) Unit is currently comprised of 19 staff

responsible for 49 budgets. The Cor/Gen unit is unique as it covers all three branches of state

government: Executive, Legislative, and Judicial, including five constitutional officers elected

by the voters (Governor, Lieutenant Governor, Attorney General, Secretary of State, and

Insurance Commissioner). In addition to the state court system (Judicial Branch) and the

constitutional officers, Cor/Gen currently oversees budgets for departments that support a

broad range of governmental activities including operation and oversight of the state prison

system, licensing and regulation of various businesses and professions, victims compensation,

military and veteran affairs, economic development, and AmeriCorps and volunteerism.

Given the number of budgets and the range of topics affecting state government assigned

to the Cor/Gen unit, this unit processes a large number of technical drills, budget requests,

legislation, and regulations received and reviewed by Finance. Staff overtime in the unit

totals about 1,500 hours annually and on its own supports the addition of one analyst. In

addition to staff overtime, managers in the unit have worked about 4,000 hours of annual

overtime, which would support the addition of at least two management-level positions.

After making adjustments to reflect the reallocation of budget workload, primarily to new

budget units, this proposal includes the addition of one new Principal I position. This new

Principal I position will coordinate initiatives within the corrections area, such as efforts to

support reentry and reduce recidivism, expand higher education opportunities for

incarcerated individuals, and assist the California Department of Corrections and

Rehabilitation in planning for the closure of prisons. The Principal I position will also serve as a

liaison with local public safety stakeholders, as this workload has increased over time with the

realignment of adult and youth offenders, and other policies that impact local public safety

stakeholders. Additionally, to reallocate some of the workload within the unit and assist with

20

Analysis of Problem

spikes in the technical workload during the fall and spring budget cycles, one additional

budget analyst is proposed.

To make improvements in current Cor/Gen workload, some budgets and the associated staff

(one Principal and two budget analysts) in this unit will be shifted to other units based on the

type of budget and nature of programs. Assignments being shifted generally fit into two

categories (1) statewide or cross-cutting program areas or (2) government operations and

consumer services, such as licensing businesses. Additionally, the Department of Veteran’s

Affairs will transfer to the new Human Services Unit consistent with its mission of providing

services to veterans and their families. Reallocation of workload and the addition of two staff

will allow existing staff to increase program expertise in their assignment areas and reduce

overtime, particularly during peak workload periods.

After these changes are fully implemented, the unit will have 18 staff (a net reduction of one

position) and responsibility for 28 budgets, including the budgets of three constitutional

officers (Attorney General, Secretary of State, and Insurance Commissioner). This unit will also

retain responsibility for inmate population projections, which makes adjustments twice a year

based on the prison population in the Department of Corrections and Rehabilitation, the

single largest state operations budget. This unit will be renamed Criminal Justice and

General Government to reflect the broader focus of criminal justice within the system,

including access to justice, local public safety, rehabilitation, and reintegration of individuals

when they leave the state correctional system, to support their success in the community.

Education

The Education Unit is currently comprised of 23 staff responsible for 15 budgets, which is a

large and incredibly complex General Fund budget, representing approximately $78.4 billion

for K-12 education and $22.8 billion for higher education, or over 40 percent of the General

Fund budget as of the 2022-23 May revision. The majority of funding for K-12 schools and

community colleges (collectively referred to as K-14 schools) is driven by a complex funding

formula detailed in a voter-approved, constitutional amendment that guarantees minimum

funding levels commonly call the Proposition 98 Guarantee. Between 2013-14 and the

Governor’s Proposed May Revision for 2022-23, the Proposition 98 Guarantee has significantly

increased funding for K-14 schools from about $59 billion to a projected $110 billion funded

through a combination of General Fund and other funds. When considering all funding

sources per pupil spending for all K-12 programs, the Guarantee is at its highest level in state

history (over $22,850 per student).

The Education Unit oversees the Department of Education budget, which allocates the vast

majority of K-12 funding and supports the system of education responsible for educating

roughly six million K-12 students in more than 10,000 schools throughout the state. The K-12

education system includes 58 county offices of education, 1,000 local school districts, and

more than 1,200 charter schools that are responsible for providing students with instruction in

21

Analysis of Problem

English, mathematics, history, science, and other core competencies to provide them with

the skills they will need upon graduation for either entry into the workforce or higher

education.

The unit also oversees state funding allocated to support institutions of higher education

including California Community Colleges (CCC), the California State University (CSU), and

the University of California (UC). Additionally, the unit oversees the state’s primary system of

student financial aid – the Cal Grant Program. Higher education enables students and

adults to pursue basic and career skills training, post-secondary, graduate, and doctoral

instruction, and provides opportunities to engage in research. As part of this budgetary

oversight, the unit works with the elected State Superintendent of Public Instruction, as well as

the State Board of Education, UC, CSU, CCC Chancellor’s Office, and the Student Aid

Commission to support entry into the state's workforce, development of intellectual capital,

opportunities for economic mobility, and innovations necessary to promote the state's

economy and the well-being of the state's residents through the state’s system of education.

The Education Unit is responsible for determining the minimum spending level under

Proposition 98 using one of three “tests” or formulas with numbers data points. Proposition 98

funding usually grows with the economy as measured by per capita personal income, per

capita General Fund revenues, and property taxes. Other factors such as statewide student

attendance (enrollment) and state population also affect the formula. The unit has recently

supported significant policy changes within the education continuum, which has increased

workload as follows:

Implementing and updating the Local Control Funding Formula

Re-benching the Proposition 98 Guarantee for changes in education, such as

Transitional Kindergarten and changes tied to the unwinding of Redevelopment

Agencies

Assisting in the development of the Community Schools Grant Program

Participating in the Special Education, Student Loan Debt Service, and CalGrant

workgroups

Developing an Early Learning Master Plan

Supporting the implementation of the new Expanded Learning Opportunities Program

Expanding Transitional Kindergarten

Expanding the CCC Cal Grant Entitlement

Transferring the child care programs operated by the Department of Education to the

Department of Social Services

Administering the Student Housing Grant Program initially funded in 2021-22

In addition, the 2022-23 Governor’s Budget proposed the establishment of multi-year

compacts with the UC and CSU, and a roadmap with the CCCs to provide sustained state

higher education investments in exchange for clear commitments from each segment to

expand student access, equity, and affordability and to create pathways for students to

22

Analysis of Problem

study and enter careers in health, education, climate action, and technology. The

Education unit will also help support the employment of workers displaced from their

employment as a result of the COVID-19 Pandemic through programs such as the Golden

State Education and Training Grant Program.

Given the scale, scope, and complexity of these changes, most of these activities will be

implemented over several years and will be refined based on feedback from a broad range

of stakeholders including educators, higher education, employers, and Labor and Workforce

Development Agency.

Staff overtime in the unit totals about 500 hours on average and managers have worked an

average of approximately 2,700 hours of overtime, which would support the addition of two

management level positions. This proposal will add one Assistant Program Budget Manager

to alleviate overtime at both the Program Budget Manager and Assistant Program Budget

Manager levels, as well as one Principal I and one budget analyst to support cross-agency

coordination of educational programs. This includes advancing career technical education,

which aligns with workforce needs, support of the Governor’s Council for Post-Secondary

Education goal of achieving 70-percent postsecondary degree and certificate attainment

among working-aged Californians by 2030, and nearer term goals outlined in the CCC multi-

year roadmap to achieve a 20 percent increase in the number of students that acquire

associate degrees, certificates, and other credentials/skill sets that prepare them for in-

demand jobs by 2026. The Principal I will also support the implementation of the CalKids

program included in the 2021 Budget Act. These new staff are critical to addressing the new

workload described above, including some items not reflected in overtime data.

As part of the effort to reallocate workload across the department, three of the smaller

budgets (State Library, California Education Facilities Authority, and the Scholarshare

Investment Board) will move to other units. The Scholarshare Investment Board technical

budget work will be completed by the BOS Unit, but the policy decisions, as part of the

state’s broader workforce strategies, will remain in the Education Unit. The reallocation of

workload and the addition of three staff will allow existing staff to increase program expertise

in their assignment areas and reduce overtime, particularly within the management team

and during peak workload periods. After these changes are fully implemented, the unit will

have 26 staff and responsibility for 12 budgets.

Health and Human Services

Health and Human Services (HHS) is the largest budget unit in the department and is

currently comprised of 31 staff responsible for 24 budgets, including 1991 and 2011 State-

Local Realignment, which shifted responsibility for a variety of state health and human

services programs, along with some public safety programs, to local government and

provided dedicated tax/fee revenues to pay for these programs. This area is the second

largest General Fund budget and largest budget when including all other state funds. The

Health and Human Services budget and policy area also receives significant level of federal

23

Analysis of Problem

funds. When looking at statewide budget growth, Health and Human Services has grown by

over 90 percent between 2013-14 and the Governor’s Proposed Budget for 2022-23.

Recently, the policy responsibility for child care and nutrition programs was transferred from

the Department of Education to the Department of Social Services and certain Juvenile

Justice responsibilities from the Department of Corrections and Rehabilitation are being

transferred to the new Office of Youth and Community Restoration.

HHS oversees departments and state entities that provide a wide range of health and social

services to the most vulnerable and at-risk Californians while providing public health services

to all Californians most recently evidenced in the state’s response to COVID-19. Programs

include health care, behavioral health, public health, income assistance, child care, social

services, workforce, and developmental services. The range of services are provided in ways

that promote health and well-being, strengthen and preserve families, encourage personal

responsibility, and foster independence.

The 2021 Budget Act provided unprecedented investments to improve the lives of all

Californians, with a focus on the state's most vulnerable communities. This included

significant investments in the continuum of behavioral health treatment resources,

transformation of the system for providing behavioral health services to children and youth,

expansion and rehabilitation of adult and senior care facilities, expansions of Medi-Cal

eligibility to older adults regardless of immigration status, more home and community-based

services, and a commitment to increasing subsidized child care by over 145,000 slots. Given

the number of significant policy investments in this area, the level of complexity and variety

of workload is substantial.

In addition to typical workload such as budget change proposals, legislation, and

regulations, this unit has significant workload related to review of estimates tied to caseload

driven programs in the fall and spring. To provide a sense of the volume of workload,

estimates submitted by just five large departments in this area included over 2,800 pages of

detailed information and over 900 policy changes/assumptions in just the most recent fall

budget cycle. This information is used to determine the level of funding necessary to carry

out many programs (mostly entitlements). When there are significant increases or decreases

in this area, it can affect the entire budget development process. This unit processes

numerous budget transactions (tracked as budget requests in the statewide budget system)

due to the estimate workload and changes incorporated into the budget through the

enactment process.

As a result of estimate workload, in addition to the traditional budget workload, this unit also

has significant levels of overtime. Staff overtime in HHS totals about 2,200 hours each year

and would support the addition of 1.5 staff. In addition to staff overtime, managers in the

unit have worked more than 10,000 hours. The HHS management team includes a Program

Budget Manager, three Assistant Program Budget Managers, and nine Principals. Similar to

24

Analysis of Problem

other units, this level of overtime is excessive and contributes to turnover and staff burnout.

These manager hours alone would support the addition of at least five additional managers.

To make any meaningful improvement in this area, this proposal splits this unit into two

components, creating a separate Health Unit and a separate new Human Services Unit.

This approach is consistent with the way the Legislature has split workload among budget

committee and policy staff, but will require close coordination between the two units as

many programs have some level of interdependency. Fortunately, the Agency in this area

already takes steps to support cross-cutting issues within HHS. To support splitting the Health

and Human Services budget and policy area, a new Program Budget Manager, a new

Assistant Program Budget Manager, a new Principal II/III, three additional budget analysts,

and an Executive Assistant are proposed. After these changes are fully implemented, each

of the two separate units will have a total of 19 staff including one Program Budget Manager,

two Assistant Program Budget Managers, five Principals, ten analysts and one Executive

Assistant. This will allow for the reallocation of budget assignments, reducing workload for all

staff and the existing management team.

After moving two small budgets that are not under the purview of the Health and Human

Services Agency to the BOS Unit, and adding the Department of Veterans Affairs to the new

Human Services unit, the Health Unit will be responsible for six budgets, including the

Department of Health Services and the Human Services Unit will be responsible for 16

budgets.

Transportation, Housing, and Labor

Formerly Energy, Transportation, Housing, Local Government, and Labor

The Energy, Transportation, Housing, Local Government, and Labor (ETHLL) unit is currently

comprised of 17 staff responsible for 25 budgets, including payment of certain state-

mandated local government costs, allocation of tax relief funds to cities and counties for the

homeowners’ exemption from paying property taxes on the first $7,000, allocation of other

general purpose revenues to counties, cities, and special districts when special

circumstances occur, and apportionment of various special monies collected by the state

and distributed to local governments. In addition, ETHLL has responsibility for reviewing the

estimate changes for the Unemployment Insurance and Disability Insurance programs as part

of the Governor’s Budget and May Revision.

Currently, ETHLL oversees a wide variety of departments and programs that cover several

major policy areas and state agencies. These areas include housing and homelessness,

energy and broadband, multimodal transportation (including local streets and roads, state

highways, rail, high-speed rail, transit, and active transportation projects that encourage

walking and biking), unemployment and disability insurance, labor standards enforcement,

workforce development, local government mandates, and oversight of state entities

responsible for a variety of tax revenues. This assignment area has one of the most diverse

25

Analysis of Problem

budget portfolios in Finance. The unit has recently supported significant policy changes,

which has increased workload as follows:

Administering the 2021 Energy Load Reduction Program

Administering the 2021 Special District Relief Program

Supporting the development and providing budgetary oversight of the Broadband

Initiative

Developing the Coronavirus Relief Fund allocation amounts provided to cities and

counties

Overseeing the rental assistance program budget

Developing homelessness allocations and supporting implementation of other

homeless programs such as Project Homekey

Participating in reviewing and testifying on bills supporting additional paid sick leave

Working with the Franchise Tax Board to implement the Golden State Stimulus program

Supporting the implementation of the Road Repair and Accountability Act (SB 1)

Participating in various cross cutting issues in the energy, transportation, and workforce

development program areas

Funding oversight for an eight-year initiative to accelerate sales and utilization of zero-

emission vehicles

Management overtime is estimated at over 4,000 hours during the past year and staff

overtime has averaged a little over 1,000 hours a year. Absent the reallocation of workload,

this level of overtime alone would support at least four additional positions, primarily

managers.

As noted previously, the energy assignment and the associated budget analyst will be

transferred to the Resources, Environment, Climate, and Energy Unit, and several government

operations budgets, the State Compensation Insurance Fund, and local government

allocations and the two associated staff will move to the Government Operations, Consumer

Services, Local Government, and Tax Unit. However, two department budgets within the

Labor Agency will be transferred into the unit given the programmatic overlap so that all the

departments that report to the Labor and Workforce Development Agency report to a single

budget unit. Assistance with bill analyses is critical as ETHLL processed a large number of

enrolled bill reports last year, addressing issues across the variety of programs in this area. To

reallocate some of the workload within the unit, assist with spikes in the technical workload

during the fall and spring budget cycles and legislative workload in the summer, and to

spread the workload out among the managers to mitigate overtime, two additional budget

analysts and one Principal II/II are proposed. These additional resources will allow existing

staff to increase program expertise in their assignment areas and reduce overtime

throughout the unit.

Reallocation of workload and the addition of staff will also support the department’s

oversight of the state’s additional investments in workforce development of three key sectors:

26

Analysis of Problem

climate, the care economy, and education. As noted previously, coordination and

collaboration across departments and agencies requires additional participation and

oversight at Finance. This unit also helps the Employment Development Department (EDD) to

address challenges in the Unemployment Insurance program.

Another significant policy area within this unit relates to efforts to address the housing crisis

and homelessness, which includes collaboration with HHS to oversee the budget for services

related to permanent, stable housing. In recent years, the Administration has made

significant investments including additional resources to build and preserve affordable

housing and to meet goals identified for local governments in the Statewide Housing Plan

between now and 2030, including a more integrated climate and housing planning

framework. This is a significant area of policy and public interest that contributes to the unit’s

workload.

Lastly, the unit will continue oversight of other transportation programs and projects that align

with climate goals, advance public health and equity, and help to address significant supply

chain disruptions. In addition, the unit will help competitively position the state to pursue

competitive grant funds available in the federal Infrastructure Investment and Jobs Act and

other federal funding programs for transportation.

Additional funding in these areas, and staff to coordinate and collaborate across units on

cross-cutting issues, will further support many of the state’s goals in the coming years. The

reallocation of workload is intended to alleviate significant overtime for the Program Budget

Manager, Assistant Program Budget Manager, and Principal levels. After these changes are

fully implemented, the unit will have 17 staff and responsibility for 17 budgets, as well as

significant responsibility to coordinate programs that affect nearly every other budget unit in

Finance. To reflect the transfer of the Energy and Local Government areas to other units and

the more focused areas of responsibility, the unit will also be renamed to Transportation,

Housing, and Labor.

Statewide and Capital Outlay (New)

As noted in other sections, this proposal shifts 13 capital outlay staff and the associated

capital outlay budgets, as well as a number of departments that are considered to generally

have a statewide focus, from other units to the new Statewide and Capital Outlay Unit. This

includes the proposed transfer of the Department of General Services budget, which works

closely with the capital outlay section related to acquisition, renovation, and maintenance

of state facilities. These changes are outlined in sections that summarize changes to the units

in which they originate. In addition to the 26 capital outlay budgets, this unit will have

responsibility for 13 budgets, including the Office of Planning and Research, Office of

Emergency Services, State Controller, State Treasurer, Financial Information System for CA,

and Military Department as well as coordination of lease revenue, debt obligations, and

general obligation bond payments of the state.

27

Analysis of Problem

To support the reallocation of workload from other budget units, a new Program Budget

Manager, a new Assistant Program Budget Manager, two new Principal II/IIIs, five additional

budget analysts, and an Executive Assistant are proposed. As noted in prior sections, this

new unit supports the reduction of overtime in other areas of the department. The

assignments are configured so that the new staff in these areas can gain program expertise

in their assignment areas. After these changes are fully implemented, this unit will have a

total of 23 staff covering 39 budgets.

D. Outcomes and Accountability

In the department’s 2021 Leadership and Accountability Report, Workforce Development

and Retention was cited as the highest risk in its ability to carry out its mission. As stated in the

report, “Finance’s culture and workload is defined by the heavy volume, constitutional

deadlines, and complex work. These factors lead to burn out, inadequate work life balance,

insufficient job shadowing or training, lack of succession planning, and reduced readiness for

promotion, which contribute to staff development and retention challenges. Frequent

turnover results in a loss of institutional knowledge and history and the increased likelihood of

errors.” This proposal will also help address the second risk detailed in that report, which

addresses statewide budget and fiscal integrity. The multi-year budget projections

developed by the department rely on: 1) information provided by departments, 2)

forecasting data based on numerous uncertain variables, 3) unpredictable budget

revenues, and 4) a significant volume of fiscal and policy proposals. The integrity and quality

of the data and information incorporated into those projections may be at risk when Finance

staff do not have adequate time to: communicate timely and thoroughly with departmental

budget staff, provide sufficient training internally and externally, and thoughtfully assess

internal processes and policies for improvement opportunities.

The proposed changes to the organizational structure and augmentation to the department

will spread workload more effectively across the budget line. Outcomes expected are

reduced overtime at analyst and manager levels, improved retention, especially at the

manager level, enhanced policy expertise at all levels of the budget line, and a gradual

reduction in leave balances across the department.

E. Analysis of All Feasible Alternatives

1. Approve the proposed increase in staffing and resources as it reflects a measured

approach to redistributing workload across the department. While additional positions

are requested, thoughtful consideration was given to how workload could be

distributed amongst the current staff, including the review of historical vacancy rates.

As a result, this proposal incorporates the redirection of 59 positions and the

reclassification of an additional 7, in addition to the 28 new positions requested. This

approach reflects consensus across the organization on the best approach for the

department to enhance its ability to provide statewide leadership, attract and retain

28

Analysis of Problem

a premier workforce, and promote transparency and trust of the state budget

process.

2. Increase staffing and resources proportional to the growth in the state’s budget. As

the state’s budget has grown, so have the responsibilities of the Department of

Finance, which is reflected in the department’s high leave balances and the

excessive amount of overtime worked by budget staff and managers. Between 2013-

14 and the Governor’s Proposed Budget for 2022-23, the state General Fund budget

has more than doubled from $100 billion to just over $213 billion. Special funds and

bond funds have increased by approximately 70 percent and 80 percent,

respectively. During that same time period, federal funds have increased by about 87

percent from $72 billion to over $135 billion. In addition, the number of state

employees has grown from over 350,000 in 2013-14 to over 415,000 in 2022-23, or

approximately 18 percent. This growth has resulted in significant additional

responsibilities for the department, including various initiatives to address

homelessness, the implementation of several new education programs, workload

associated with the legalization and regulation of cannabis, and the expansion of the

Medi-Cal program. Despite the unprecedented level of growth in the state’s budget,

the resource level at Finance has decreased from 492.8 positions in 2013-14 to 484.1

positions in the 2022-23 Governor’s Budget.

Finance currently has approximately 174 positions on the budget line and if it were to

grow proportionate to the state budget growth, the requested positions would far

exceed the net increase of 28 requested in this proposal and result in a significantly

higher cost to the General Fund and Central Services Cost Recovery Fund.

3. Expand the size of the existing units within the current organizational structure. This

alternative would maintain the current organizational structure of eight budget units

led by eight Program Budget Managers, but would increase the staff within those units

to address the increased workload. This would result in four fewer CEA Level C

positions, with an associated savings of approximately $1.3 million annually. While this

alternative would maintain the redistribution of workload among a greater number of

staff and supervisors, it would likely increase the workload of the eight Program Budget

Managers. The department’s Program Budget Managers have an unparalleled depth

and breadth of knowledge on policy issues facing the state and are relied upon as a

critical conduit of information regarding administration priorities and guidance.

However, this is also an area where we have seen significant turnover over the past

several years. Expanding the number of Program Budget Managers and adding a

Deputy Director of Administration are critical to the retention and recruitment goals of

the department.

29

Analysis of Problem

F. Implementation Plan

Finance’s positions, especially those in management, are often hard to fill. In recent years,

this has become increasingly difficult, as many potential candidates recognize the level of

effort and commitment inherent in Finance’s workforce and the significant amount of

overtime that is demanded of our team. The changes outlined in this proposal are significant

and require a thoughtful approach and implementation timeline, consideration for how the

reorganization will affect our valued staff, and effort involved in staffing new units (which

adds to department workload). Therefore this proposal will be phased in during 2022-23,

along with the funding.

The summary below represents an initial estimate to phase in and integrate these new

resources into our organization and its primary purpose is for the appropriate budgeting of

resources in 2022-23 and ongoing. Some units may fill these positions more quickly than the

schedule provided, while others may take longer than anticipated. The approach will

provide some immediate relief to existing workload for our current staff, support the

reallocation of workload as new staff are hired, and help with the completion of workload

with minimal disruption to the state departments and other agencies Finance works with.

Planning and Pre-work (July 2022 – August 2022)

Redirect one Principal to assist with project management and coordination of the

implementation plan.

Develop a rollout strategy consistent with the working principles of providing

immediate relief to staff across the organization, maintaining continuity in budget

units, and supporting staff through the change management process.

Prepare packages to establish key leadership (career executive assignments) and

required duty statements to fill administrative positions, which will support the hiring

process.

Prepare recruitment bulletins, advertise positions, prepare duty statements, and take

other steps necessary to hire key staff (contingent on budget approval) effective

July 1, 2022, identify and begin preparations for necessary equipment and changes to

IT infrastructure, and analyze short-term space needs and reconfiguration of existing

space to accommodate new staff.

Phase One (July 2022 – December 2022)

Fill positions in the Administration Unit as these positions are necessary to support the

new hiring workload and develop/modify existing exam timelines. The exams/hiring

processes and timelines may vary depending on the classification.

Fill positions in the Information Services Section consistent with plans to onboard

additional staff throughout the department.

Purchase and configure IT equipment and purchase furniture and reconfigure space

where necessary.

Complete fall hiring process to fill existing vacancies and some of the new positions

proposed.

30

Analysis of Problem

Fill key leadership positions consistent with the rollout strategy to provide immediate

workload relief in preparation for the peak workload related to the fall budget

development process. This will initially increase staffing in existing units, and some will

be transferred to new/other units in later phases. Depending on the outcome of

various hiring processes additional positions may need to be backfilled.

Develop a plan to address space needs, including potential restacking of existing

space or acquisition of new and/or swing space so that units are collocated.

Depending on the options/approach this component could be implemented in either

Phase Two or Three.

Phase Two (January 2023 – March 2023)

After release of the Governor’s Budget in early January, begin necessary changes to

existing space. Changes may continue through Phase Three depending on approach

adopted by executive staff. Changes will likely need to be carefully sequenced to

minimize disruptions and need to move staff more than one time.

Begin reorganization of Finance as additional leadership positions continue to be

filled. Depending on the outcome of various hiring processes additional positions may

need to be backfilled. In addition, this process may not be completed prior to the

peak spring budget workload.

Complete winter hiring process to fill vacancies.

Phase Three (April 2023 – June 2023)

Continue hiring and complete activities outlined in prior phases, including fully establishing

the new unit structures. Some reporting structures may need to be maintained to support

budget enactment. New units and majority of new positions will be in place at the beginning

of the 2023-24 fiscal year. As there are is continual turnover, this could be a process that will

be carefully managed through new recruitment and retention efforts and ongoing hiring

processes.

G. Recommendation

Approve the net increase of $6,222,000 ($6,046,000 General Fund and $176,000 other funds)

in 2022-23 and $9,454,000 ($7,965,000 General Fund and $1,489,000 other funds) ongoing and

28 ongoing positions to address substantial increases in department workload and reduce

excessive staff and manager overtime. The proposed resources will create two new budget

units and a new oversight and accountability unit, and separate administrative functions and

operations from the budget units. This will be accomplished by reallocating workload from

existing budget units to balance workload across the organization. The level of workload at

the department has reached a level that is no longer sustainable and requires immediate

action to slow the alarming rate of staff and manager turnover in recent years and attract

qualified candidates for management positions.

31

BCP Fiscal Detail Sheet BCP Title: Finance Workload

BR Name: 8860-018-BCP-2022-MR

Budget Request Summary

Personal Services Personal Services FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

Positions - Permanent 0.0 28.0 28.0 28.0 28.0 28.0 Total Positions 0.0 28.0 28.0 28.0 28.0 28.0 Salaries and Wages Earnings - Permanent

0 2,710 5,206 5,206 5,206 5,206

Salaries and Wages Overtime/Other

0 -2 -2 -2 -2 -2

Total Salaries and Wages $0 $2,708 $5,204 $5,204 $5,204 $5,204 Total Staff Benefits 0 1,631 3,035 3,035 3,035 3,035 Total Personal Services $0 $4,339 $8,239 $8,239 $8,239 $8,239

Operating Expenses and Equipment Operating Expenses and Equipment FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

5320 - Travel: In-State 0 -1 -1 -1 -1 -1 5340 - Consulting and Professional Services - External 0 -250 -250 -250 -250 -250 539X - Other 0 2,134 1,466 1,466 1,466 1,466 Total Operating Expenses and Equipment $0 $1,883 $1,215 $1,215 $1,215 $1,215

Total Budget Request Total Budget Request FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

Total Budget Request $0 $6,222 $9,454 $9,454 $9,454 $9,454

Fund Summary Fund Source

Fund Source FY22 Current

FY22 Budget

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

Year Year State Operations - 0001 - General Fund 0 6,046 7,965 7,965 7,965 7,965 0995 - Reimbursements 0 -4,376 -4,348 -4,348 -4,348 -4,348 State Operations - 9740 - Central Service Cost Recovery Fund 0 4,552 5,837 5,837 5,837 5,837

Total State Operations Expenditures $0 $6,222 $9,454 $9,454 $9,454 $9,454 Total All Funds $0 $6,222 $9,454 $9,454 $9,454 $9,454

Program Summary Program Funding Program Funding FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

6775 - Financial Information System for California (FI$Cal) Project Support 0 -3,255 -3,255 -3,255 -3,255 -3,255

6780 - State Audits and Evaluations 0 -1,886 -1,818 -1,818 -1,818 -1,818 6770010 - Preparation 0 4,126 5,291 5,291 5,291 5,291 6770019 - Enactment 0 1,673 2,175 2,175 2,175 2,175 6770028 - Support and Direction 0 4,054 4,750 4,750 4,750 4,750 6770037 - Legislation and Intergovernmental Relations 0 2,119 2,850 2,850 2,850 2,850 6785055 - Fiscal Systems and Consulting 0 -609 -539 -539 -539 -539 9900100 - Administration 0 2,129 2,286 2,286 2,286 2,286 9900200 - Administration - Distributed 0 -2,129 -2,286 -2,286 -2,286 -2,286 Total All Programs $0 $6,222 $9,454 $9,454 $9,454 $9,454

Personal Services Details Positions Positions FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

1400 - Info Tech Techn 0.0 -1.0 -1.0 -1.0 -1.0 -1.0 1401 - Info Tech Assoc 0.0 -2.0 -2.0 -2.0 -2.0 -2.0 1402 - Info Tech Spec I 0.0 4.0 4.0 4.0 4.0 4.0 1405 - Info Tech Mgr I 0.0 1.0 1.0 1.0 1.0 1.0 1728 - Exec Asst 0.0 4.0 4.0 4.0 4.0 4.0 2886 - Graphic Designer III 0.0 1.0 1.0 1.0 1.0 1.0 4800 - Staff Svcs Mgr I 0.0 4.0 4.0 4.0 4.0 4.0 5142 - Assoc Pers Analyst 0.0 2.0 2.0 2.0 2.0 2.0 5157 - Staff Svcs Analyst (Gen) 0.0 1.0 1.0 1.0 1.0 1.0 5266 - Staff Finance Budget Analyst 0.0 18.0 18.0 18.0 18.0 18.0 5270 - Prin Program Budget Analyst I 0.0 4.0 4.0 4.0 4.0 4.0 5273 - Prin Program Budget Analyst III 0.0 5.0 5.0 5.0 5.0 5.0 5301 - Supvng Adm Analyst - Accounting Sys 0.0 -1.0 -1.0 -1.0 -1.0 -1.0 5302 - Sr Adm Analyst - Accounting Sys 0.0 -5.0 -5.0 -5.0 -5.0 -5.0 5303 - Staff Adm Analyst - Accounting Sys 0.0 -4.0 -4.0 -4.0 -4.0 -4.0 5304 - Assoc Adm Analyst - Accounting Sys 0.0 -2.0 -2.0 -2.0 -2.0 -2.0 5393 - Assoc Govtl Program Analyst 0.0 2.0 2.0 2.0 2.0 2.0 5426 - Financial & Performance Evaluator II 0.0 -15.0 -15.0 -15.0 -15.0 -15.0 5740 - Research Data Mgr 0.0 1.0 1.0 1.0 1.0 1.0 5758 - Research Data Spec II 0.0 1.0 1.0 1.0 1.0 1.0 7500 - - C.E.A. - B 0.0 6.0 6.0 6.0 6.0 6.0 7500 - - C.E.A. - C 0.0 4.0 4.0 4.0 4.0 4.0 Total Positions 0.0 28.0 28.0 28.0 28.0 28.0

Salaries and Wages Salaries and Wages FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

1400 - Info Tech Techn 0 0 0 0 0 0 1401 - Info Tech Assoc 0 0 0 0 0 0 1402 - Info Tech Spec I 0 497 497 497 497 497 1405 - Info Tech Mgr I 0 67 135 135 135 135

Salaries and Wages FY22 Current

Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

1728 - Exec Asst 0 155 248 248 248 248 2886 - Graphic Designer III 0 43 87 87 87 87 4800 - Staff Svcs Mgr I 0 333 380 380 380 380 5142 - Assoc Pers Analyst 0 166 166 166 166 166 5157 - Staff Svcs Analyst (Gen) 0 69 69 69 69 69 5266 - Staff Finance Budget Analyst 0 1,414 2,122 2,122 2,122 2,122 5270 - Prin Program Budget Analyst I 0 469 536 536 536 536 5273 - Prin Program Budget Analyst III 0 174 758 758 758 758 5301 - Supvng Adm Analyst - Accounting Sys 0 -107 -107 -107 -107 -107 5302 - Sr Adm Analyst - Accounting Sys 0 -288 -335 -335 -335 -335 5303 - Staff Adm Analyst - Accounting Sys 0 -280 -280 -280 -280 -280 5304 - Assoc Adm Analyst - Accounting Sys 0 -101 -101 -101 -101 -101 5393 - Assoc Govtl Program Analyst 0 125 166 166 166 166 5426 - Financial & Performance Evaluator II 0 -1,041 -1,155 -1,155 -1,155 -1,155 5740 - Research Data Mgr 0 58 116 116 116 116 5758 - Research Data Spec II 0 50 100 100 100 100 7500 - - C.E.A. - B 0 533 1,058 1,058 1,058 1,058 7500 - - C.E.A. - C 0 372 744 744 744 744 Total Salaries and Wages $0 $2,708 $5,204 $5,204 $5,204 $5,204

Staff Benefits Staff Benefits FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

5150600 - Retirement - General 0 -542 -542 -542 -542 -542 5150820 - Other Post-Employment Benefits (OPEB) Employer Contributions 0 -43 -43 -43 -43 -43

5150900 - Staff Benefits - Other 0 2,216 3,620 3,620 3,620 3,620 Total Staff Benefits $0 $1,631 $3,035 $3,035 $3,035 $3,035

Total Personal Services Total Personal Services FY22

Current Year

FY22 Budget

Year

FY22 BY+1

FY22 BY+2

FY22 BY+3

FY22 BY+4

Total Personal Services $0 $4,339 $8,239 $8,239 $8,239 $8,239

Parameters Selected Values Year FY22 Department 8860 House MR Working BR Name 8860-018-BCP-2022-MR Run Time 05/13/2022 05:17:42 PM Last Data Refresh 05/13/2022, 04:45 PM