Clerk/Auditor seeks new finance positions and monthly reporting to strengthen oversight and deter fraud

Chris, the county clerk/auditor, told commissioners that the county lacks routine monthly financial overviews and was flagged in a bond‑rating review for not presenting monthly reports. To improve transparency and oversight, he proposed adding capacity in finance: a budget manager (to act as an on‑call CFO in emergencies), a senior accountant (second‑level review), and a general ledger accountant (to support digital transition and reduce paper use).

Chris argued multiple sets of eyes and digital controls would reduce the chances of errors or fraud, citing a multi‑department example that left the county vulnerable when many staff were at conferences or on vacation. He said the office currently prints roughly 10,000 pieces of paper a year to process finances, and estimated that automation and staff time savings in his office could amount to about $110,000 annually — a savings that could help offset the cost of added staff.

Commissioners raised questions about audit independence (how an internal audit unit should examine functions under the clerk/auditor). Chris said legal compliance audits would be conducted by outside auditors (state auditor or an external firm) to avoid conflicts, while internal performance audits would be handled by the internal audit team or contracted consultants if desired. Several commissioners voiced support for prioritizing these capacity investments; there were no formal votes recorded during the presentation.