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Administrative Services seeks pay-clerk hires and analyst to reduce single-point workload bottlenecks
Summary
The Administrative Services Division requested an accountant technician, a management analyst and two administrative assistant pay-clerk positions to increase capacity for accounting, budgeting and time-sheet processing supporting dozens of client agencies.
The Administrative Services Division (ASD) told the subcommittee it needs three material enhancements — an accountant technician 3, a management analyst 2 and two administrative assistant 4 positions to serve as pay clerks — to improve oversight, budget capacity and the timeliness of time-sheet and payroll-related processing for its client agencies.
Daniel Marlowe, ASD administrator, said ASD supports 34 client agencies and the capital improvement plan with a small staff of 36 FTE and oversees more than $2 billion in the executive budget. He said the accounting section receives about 200 emails per day and that the requested accountant technician 3 would act as a lead, orchestrate training, and serve as a primary contact to relieve production staff. He said the additional management analyst 2 would increase capacity in the budget office; budget advisers currently average about five hours of support per budget account, he said, compared with a target of eight hours.
Why it matters: ASD functions — especially pay-clerk work that touches employee pay, approvals and corrections — have short turnarounds and a single pay-clerk currently supports nearly 800 active positions. Marlowe said approximately 250 employees per pay clerk is the division’s benchmark for an appropriate workload.
On payroll support, Marlowe said the pay-clerk role requires rapid review and action during pay cycles and that the division has leaned on other administrative staff and the director’s office to meet demand. He said adding two administrative assistant pay clerks would return those staff to their normal duties and reduce the risk of delayed time-sheet approvals or increased corrective work. Marlowe said system changes such as CoreNV may change processes but the pay-clerk’s customer-service role — answering employee questions and handling exceptions — will remain critical.
Next steps: The ASD administrator said the requested positions would improve quality control, provide a promotional pathway within the budget section and reduce single-point failure risk in payroll operations.
