Texas Bond Review Board Strategic Plan: Fiscal Years 2013-2017 Page: 47
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The Accountant VII has extensive experience in accounting and administrative functions and
supervises the administrative assistant. In addition to several other administrative functions, this
employee serves as the agency's lead in budgeting and financial reporting, HR, payroll and benefits
coordinator, risk manager, business manager and is a Certified Texas Purchaser. Also, due to
austerity measures, the administrative assistant position is vacant and the Accountant VII assumes
most of these responsibilities as well.
Turnover
Because of the years of experience necessary to gain an understanding of the agency's work and
become a contributing staff member, turnover problems are particularly problematic for the BRB.
Finding and retaining experienced personnel is a continual challenge. As staff members gain
experience and knowledge, they become more marketable and often advance their careers by
obtaining employment elsewhere.
According to the State Auditor's Office, the turnover rate for Texas state employees is 16.8 percent
in 2011, the highest rate the state has experienced since FY 2008. By comparison, the BRB
experienced an average turnover of 20 percent over the past five years, from a low of 12 percent
during FY 2006 to a high of 50 percent during the third quarter of FY 2008. Strategic merit
initiatives were implemented and slowed this trend, but salary limitations and the lack of
opportunities for career growth though internal advancement, inherent in a small agency are
expected to continue to limit the agency's ability to attract and retain the most qualified employees,
particularly at program administration and executive staff levels.
The agency must continue to manage and maintain its information resources network without the
benefit of a dedicated IT position. Budget permitting, an interagency contract allows the agency to
access a Systems Support Specialist employed by another agency on an as-needed basis. The
Executive Director is the designated information resources manager, and a financial analyst working
in the state strategy assists in the day-to-day management of the network system in addition to other
duties. This person has agency tenure of 4.2 years.
Turnover problems become more acute for the BRB when the agency must replace long-tenured
employees. One staff member retired in early FY 2011 after nearly 21 years of service and had
irreplaceable experience in a key position and extensive institutional knowledge. Another staff
member who had previously retired then returned to work, left the BRB in early FY 2010 after
accumulating 20 years with the agency.
III. Future Workforce Analysis
Increasing demand for financings throughout the state will have a direct impact on the agency
workload. A decline in qualified applicants interested in public sector career paths will present
additional challenges. Agency workforce factors are outlined below:
Critical Functions
Retaining key staff members and providing intensive training and cross-training will be required to
address demands created by new mandates.47
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Texas Bond Review Board. Texas Bond Review Board Strategic Plan: Fiscal Years 2013-2017, book, July 2, 2012; Austin, Texas. (https://texashistory.unt.edu/ark:/67531/metapth531984/m1/50/?q=%22%22~1: accessed July 16, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu.; crediting UNT Libraries Government Documents Department.