State of Connecticut Executive Branch

• Having responsibility for supervising a combination of fiscal and administrative areas including some professional level activities and performing the most complex tasks involving considerable support in directing a financial management system of a department or agency.
• Acting as the sole assistant to a Fiscal/Administrative Supervisor over the entire range of functions and staff.

• Plans office work flow and determines priorities;
• Schedules, assigns, oversees and reviews work;
• Establishes and maintains office procedures;
• Provides staff training and assistance;
• Conducts or assists in conducting performance evaluations;
• Acts as liaison with other operating units, agencies and other officials regarding policies and procedures;
• Prepares and analyzes complex financial statements and reports and budget requests;
• Projects expenditures and assists in financial planning; 
• Maintains fiscal controls by authorizing non-routine expenditures;
• Manages various phases of budget process;
• Makes recommendations on policies and standards;
• Oversees maintenance of accounting records;
• Supervises personnel, payroll, purchasing and/or other fiscal and administrative functions;
• May oversee implementation and analysis of financial and administrative EDP applications;
• May oversee grant and contract administration;
• May perform complex purchasing tasks such as preparing specifications, soliciting bids and recommending contract awards;
• May oversee leasing functions including negotiating contracts and space requirements;
• May supervise support services such as maintenance, duplicating services, switchboard, mailroom, food service, security and housekeeping;
• Performs related duties as required.

• Considerable knowledge of principles and practices of public administration with special reference to governmental budget management and governmental accounting;
• Knowledge of
  • grants and contracts preparation and administration;
  • purchasing principles and procedures;
  • personnel and payroll practices and procedures;
• Considerable
  • interpersonal skills;
  • oral and written communication skills;
• Considerable ability in preparation and analysis of financial and statistical reports;
• Ability to
  • understand and apply relevant state and federal laws, statutes and regulations;
  • utilize EDP systems for financial management;
• Supervisory ability.

• College training may be substituted for the General Experience on the basis of fifteen (15) semester hours equalling one-half (1/2) year of experience to a maximum of four (4) years for a Bachelor's degree.
• A Master's degree in public administration, business administration or accounting may be substituted for one (1) additional year of the General Experience.

FISCAL AND ADMINISTRATIVE FUNCTIONS

Distinction will be made between accountability for and participation in these functions. Fiscal/administrative supervisors, managers and chiefs must be accountable for (or supervise) the function if it is to be considered under the Guidelines for Class Use.

The descriptions of each functional heading are not meant to be all inclusive. Their purpose is to provide a sampling of tasks in each functional area.

• BUDGETING

Accountability for budget preparation and management for agency or facility; at higher levels includes participation in planning and policy decisions.

• GENERAL FUND APPROPRIATION ACCOUNTING

Supervision of the agency's or facility's general fund accounting; includes maintenance of accounts (EDP or manual); Comptroller reconciliations; internal reconciliations; subsidiary accounts; payment lists; financial statements and reports; petty cash.

• GRANT ADMINISTRATION (a & b ARE SEPARATE FUNCTIONS)

a. GRANT ACCOUNTING*

Supervision of the maintenance of accounting records, reconciliations, financial statements for grant funds, etc.

b. GRANT MONITORING* (non-programmatic)

Accountable for monitoring (or supervising monitoring) of grantees to ensure that funds are accounted for and expended properly. This can include pre- or post-audit of payments, review and analysis of budgets and financial statements, review of accounting procedures. It may include field work such as assistance with setting up financial records and may include (or consist mainly of) auditing grantees.

• OTHER ACCOUNTING FUNCTIONS*

Accountability for or supervision of any additional professional accounting or accounts examining work which may be unique to an agency.

• PURCHASING/STORES/INVENTORY

Accountability for and/or supervision of these areas combined will generally be considered one (1) function. The exception is a warehouse operation employing at least three (3) full-time (or part-time equivalent) positions, which may be considered one (1) additional function.

• CONTRACT ADMINISTRATION

Accountability for and /or supervision of contract preparation and monitoring.

• PERSONNEL

Accountability for and/or supervision of the agency or facility personnel function. This includes recruitment, personnel records, classification issues, grievances and other labor relations issues, worker's compensation, career and benefits counseling.

• AFFIRMATIVE ACTION*

Accountability for supervision of preparation of agency or facility goals, affirmative action recruitment, reporting, counseling, and other aspects of implementation of affirmative action goals.

• PAYROLL

Supervision of the payroll function.

• SUPPORT SERVICES

Each additional support service supervised (e.g., laundry, security, maintenance, switchboard, food service) having a minimum of three (3) full-time positions or part-time equivalent or taking a minimum of 10% of total fiscal/administrative staff time can be considered one (1) additional function.

• DATA PROCESSING*

Supervision of a data processing operation including professional data processing staff (i.e., Computer Programmer 1 or above).

NOTE * These area must consume a significant amount of professional staff hours to be considered additional functions under the guidelines. As a rule of thumb, a significant amount of time will be considered a minimum of 10% of total professional staff time or supervision of one (1) full-time professional position, whichever is smaller.