corporate services presentation budget/feb 11 corporat… · services is to provide specific...

CS-1

2015 Business Plan and Budget

Corporate Services

Budget Sub-CommitteeFebruary 11, 2015

CS-2

Organizational Structure

Department Overview: The mandate of the Office of Corporate Services is to provide specific support and services to Council, and all departments and divisions of the corporation to aid, and enable, effective and efficient municipal administration, and provision of services, city-wide.

Key service areas include:• Business Services Office • Council & Admin Services• Enforcement & By-law Services • Finance • Human Resources• Information Technology• Legal Services

CS-3

Departmental Goals and Outcomes

Departmental Goals

• Provision of superior and innovative customer service from all divisions and sections of the department – Corporate Excellence (Serving)

• Enhance efficiency of processes and operations to assist other departments in pursuit of same – Corporate Excellence (Serving)

• Expand interaction, engagement and communications with all stakeholders – Community Engagement (Engaging)

• Provide clear, legal, and detailed information to assist council in making informed decisions – Corporate Excellence and Community Engagement (Serving and Engaging)

CS-4

Departmental Goals and Outcomes

Key Business Outcomes

• Engaged stakeholders

• Informed, defensible decisions of Council

• Quantifiable satisfaction from customers and users

• Evidence of collaboration on product and service

• Confidence in sustainable, long term financial planning

• Measurable improvements in efficiency and effectiveness

• Innovative solutions to business services, operations and decision-making

CS-5

Current and Future Situation

• Growth of city brings greater services demands requiring increased operational and administrative support

• Desirable changes to service levels results in stress on existing services

• Expanded engagement creates opportunities for partnerships and efficiencies

• Collective agreement negotiations impact the corporate budget demands and community expectations

• Managing services within defined budget imposes pressure while meeting community expectations

• Increased threats to security and protection of electronic corporate records and documents while maintain access and transparency

• New opportunities to pursue alternative service delivery methods

CS-6

Departmental Initiatives

2015 Strategic / Operational Initiatives

• Human resources policies review leading to desired corporate culture

• Development of mental health strategy for the corporation

• Reduce the cost per unit of technology while increasing efficiency of city business functions

• Benchmarking of best practices for internal legal services provision

• Implement licensing renewal project and expanded engagement

• Initiate long term financial plan project

• Deploy new records, Council agenda and management plans

• Migrate data centre to Civic Centre from City Hall

CS-7

Departmental Initiatives

2016-18 Strategic / Operational Initiatives

• Successful bargaining of required collective agreements

• Expand IT service to city boards and agencies

• Deliver integrated court management system

• Complete implementation of long term financial plan project

• Commence 2018 election strategy

• Review organizational design of Clerks and Administrative Offices

• Assess mobile technology effectiveness of Enforcement Officers

• Complete development of integrated enterprise risk management program (ISO 31000)

CS-8

Business Services

CS-9

Divisional Overview, Goals and Outcomes

• Business Overview

• Support the 6 divisions within Corporate Services in budget management, internal audit, business planning, automation, business process improvement

• Support and manage all printers and the Print Shop functions

• Divisional Goals

• Support Divisions in achieving Corporate Strategic Priorities and in implementing new initiatives

• Assist Divisions to continuously improve service delivery

• Assist City departments increase print related efficiencies

• Links to Strategic Plan:

• Corporate Excellence (Serving)

• Environmental Stewardship (Preserving)

CS-10


• Key Business Outcomes

• Facilitate improvements in Corporate Services departmental performance management

• Facilitate departmental business process improvements

• Management of City wide print fleet and Print Shop

• Annual budget coordination, regular financial reporting, and financial analysis for planning purposes

• Liaise with Internal Audit to ensure recommendations are submitted and managed accordingly

• Support and manage business systems

• Management of special projects

CS-11


• Key Issue

• Resourcing and defining the service level expectation of newly created Business Services Office

• Key Opportunities

• To lead Business Process Improvements and automation initiatives within the Department

• To provide more efficient strategic and operational support services within the department

CS-12

Divisional Initiatives

• 2015 Strategic / Operational Initiatives

• Define departmental Key Performance Indicators (KPIs), implement measuring and tracking mechanisms

• Implementation of the Print Strategy

• Enhance financial planning and monitoring support

• Help HR with strategic automation requests of 2015

• Execute/complete Mobile Licensing Business Process Improvement project

• Implement automation intake function in partnership with Information Technology

• 2016-18 Strategic / Operational Initiatives

• Facilitate departmental performance measurement and reporting

• Build a relationship improvement support process

• Establish the benefits of business process improvement services

CS-13

Divisional Service Levels

• Analyzed and improved a minimum of 2 departmental business processes

• Consolidated and reported on 4 Departmental audit reports

• Processed 10 automation requests

• Processed 1000+ print related requests

CS-14

Council and Administrative

Services

CS-15



• Provide front-line public and corporate support services in the following:

• Legislative services to City Council and its committees

• Management and administration of corporate information and records

• Administrative services including licensing, vital statistics, Provincial Offences Court, MFIPPA, accessibility and multilingual services,

• Execution of municipal elections

• Administrative support to Council


• Facilitate accountability, transparency and inclusivity in government decisions and operations

• Support quality corporate service delivery through an effective corporate

information management program

• Improve program delivery through customer-service and proactive

communication and disclosure initiatives

CS-16


Links to Strategic Plan


• Community Engagement (Engaging)

Key Business Outcomes

• Accurate and legally-sound Council decisions

• Secure, accessible and well-managed corporate records system

• Well-administered municipal court operation in accordance with prevailing law/policy

• Properly licensed businesses

• Marriage licenses issued / deaths registered in keeping with provincial requirements

• Quality administrative support to the Council Office

CS-17


• Key Issues

• Consumer demand (internal and external) for alternative service delivery channels for programs and services

• Change management/end-user acceptance for new program and service initiatives

• Doing more with the same resource capacity


• Improved accountability and transparency regimes for municipalities

• Technology solutions to improve operational effectiveness and efficiency

• New business opportunities to deliver public services

CS-18



• Implementation of Council Agenda and Meeting Management (CAMM) system

• Procurement and development of Brampton Records and Information Management System (BRIMS)

• Continuation of corporate records management strategy, including information access and privacy program initiatives

• Resolution of Council Office support model and implementation (with Council, Public Services Department and Human Resources)


• Deployment of BRIMS solution for information and records management

• 2018 election strategy development, technology procurement and election program execution

• Business process review for all lines of business

• Clerk’s Office organizational design confirmation (with Business Services Office and Human Resources)

CS-19


• Administer approximately:

• 3,400 stationary licences

• 200 lottery licences

• 1,800 marriage licences

• 1,500 death registrations

• Manage inactive corporate records including over 12,000 boxes of records

• Process 100 Freedom of Information (FOI) requests and various public enquiries

CS-20

Enforcement and By-law

Services

CS-21


• Business Overview• Enforcement and By-law Services investigates and enforces by-laws enacted

by Council to maintain community standards and public safety through education and consistent and impartial enforcement.

• Divisional Goals• Maintain and enhance community standards through effective and efficient

enforcement to sustain a high quality of life in Brampton

• Maintain and enhance excellence in customer service and engagement through the use of technology, well trained staff, and managing change within our communities

• Develop service specific collaborative opportunities to enhance enforcement service provision within Corporate Services and other departments

• Key Business Outcomes• Enhance the efficiency and performance within all Enforcement sections

• Enhance and improve internal and external customer service

• Expand and enhance Divisional section partnerships and cooperative efforts

CS-22


• Links to Strategic Plan

• Thriving (Economic Development)

• Engaging (Community Engagement)


• Key Issue

• Maintaining existing service standards due to:

• rapid building and population growth

• increased requests for pro-active enforcement

• changes in Legislation (Bill 140)


• Re-locate all sections of the Enforcement Division to one location for improved communication and efficiency

CS-23



• Finalize the implementation of mobile technology to increase service levels

• Finalize and fully implement Telestaff software to increase efficiency

• Implement the recommendations from the Licensing Renewal Analysis Project “LRAP”

• Expand engagement within the community through joint efforts with the Office of Community Engagement


• Facilitate departmental performance measurement and reporting

• Build a relationship improvement support process

• Establish the benefits of business process improvement services

CS-24


• Provide enforcement services (reactive and proactive) related to municipal bylaws:

• 6,160 – property standards files (private property)

• 2,550 – municipal and public property investigations

• 1,460 – licensing inspections

• 8,340 – parking complaint files

• Issue approximately 90,000 parking tickets

• Administer and enforce approximately 2,150 mobile licences

CS-25

Finance

CS-26



• To provide financial leadership, advice and support to City Council and City departments, upholding the fiduciary responsibilities to manage the Corporation’s assets, and to guide its financial stability and sustainability.


• Corporate Excellence - Fulfill the legal responsibility for “handling all the financial affairs of the municipality on behalf of and in the manner directed by the council”(Municipal Act, Sect. 286)

• Corporate Excellence and Community Engagement - Provide excellent customer service to our internal and external stakeholders

• Corporate Excellence and Growth Management - Provide effective financial guidance and leadership to all City departments

CS-27



• Provide enhanced financial reporting and analysis to be an effective tool for management decision making and for early warning of trends requiring corrective actions

• Protect the assessment base to ensure an effective and accurate tax billing and collection

• Enhance the annual budget process to provide increased opportunities for the public to be engaged and provide input/feedback

• Deliver timely, value-added procurement services to promote fair, open, transparent and competitive procurement

• Generate a risk-adjusted return on City invested funds that is comparable to the portfolio benchmark, while adhering to the investment policy mandate and ensuring preservation of capital

• Administer the City’s risk and insurance program through appropriate insurance coverage, effective risk management and insurance claims handling

CS-28


• Key Environmental Factors: • Transparency - Increasing demand for open, fair, and transparent financial

reporting, budgeting, and procurement processes • Economic - Uncertain economic conditions and revenue volatility have resulted

in ongoing challenges in arriving at financial solutions and balanced budgets that both protect the taxpayers’ interests and are financially sustainable

• Growth - The increasing growth related pressure on available financial resources to put infrastructure in place and to maintain and increase service levels

• Complexity - Increasing complexity in financial arrangements and financial information required to support decision-making and accountability

• Legislative - Increasing industry and government regulations

• Key opportunities• Adapting and incorporating new Council strategic priorities• Responding to and implementing legislative changes• Readiness to handle upper tier government grant program announcements• Sustaining excellence in delivering services to residents, businesses and the

corporation

CS-29


• 2015 Strategic / Operational Initiatives• Lead the development and implementation of the first level of a Long Term

Financial Master Plan and Comprehensive Funding Model

• Overhaul the Capital Budget methodology and existing capital budgets and orient staff an council on process and improvements

• Initiation of the development of an enterprise risk management program

• 2016-18 Strategic / Operational Initiatives• Complete the development and implementation of the Long Term Financial

Master Plan and Comprehensive Funding Model

• Implementation of an enhanced, comprehensive time and labour reporting system

• Implementation of an improved, user friendly, cost effective on-line solution for the distribution of procurement bid documents and receipt of on-line bids

• Complete the development and implementation of an enterprise risk management program (ISO 31000)

• Lead the development and delivery of the 2019 Development Charges Study

CS-30


• Issued 600 purchasing contracts valued at $307.8 million

• Paid 94,000 invoices

• Maintained over 156,800 property tax accounts

• Collected $307 million of Development Charges on behalf of the City, the Region of Peel and local School Boards

• Management of approximately $3 billion cash flow annually, and $700 million investment portfolio

• Handled approximately 800 insurance claims

• Prepare a Development Charge Study at a minimum every five years as per legislation

CS-31

Human Resources

CS-32



• The Human Resources Division coordinates services and programs that support the Corporation’s employees. Human Resources is comprised of five business units: Compensation and Benefits; Health, Safety and Wellness; Labour Relations; Talent Management and Client Services.


• Support the City’s workforce through the development and implementation of corporate wide programs, policies and initiatives

• Develop strategic partnerships with client groups to ensure value added service is provided to help achieve operating department goals

• Links to Strategic Plan• Corporate Excellence (Serving)

CS-33



• Partner with Operating Departments to ensure equitable and transparent application of Human Resource policies and procedures

• Effective delivery of value added services and support to operating departments

• Support operating departments in providing a safe and productive work environment

• Support a culture of employee engagement

CS-34


• Key Issue

• Ensure the corporation’s programs and practices attract and retain a high quality workforce


• Manage the negotiation of multiple collective agreements

• Support the ongoing development of a healthy workplace and corporate culture

• Respond to the changing needs of internal client groups to assist in the achievement of operational goals

CS-35



• Review the Talent Management process and possible technology solutions to better integrate and deliver services related to Talent Management (new initiative)

• On-going delivery of corporate wide programs to support a culture of leadership, engagement and development

• Develop a Mental Health Strategy for the corporation

• Successfully bargain the BPFFA, CUPE Temporary Bargaining Unit and Brampton Transit – full-time and part-time collective agreements


• Foster a culture of leadership and learning by enhancing programs and opportunities provided by the leadership institute

• Successful bargaining and implementation of required collective agreements

CS-36


• Coordinate services and programs that support the Corporation’s full-time and part-time employees

• Deliver over 110 in-house courses to approximately 1500 employees

• Process approximately 280 recruits annually

• Assist over 60 employees in creating career development plans

• Manage an average caseload of 55 active grievances

• Process over 50 employee retirements annually

• Facilitate approximately 35 exit interviews annually

• Process over 5000 employee data change requests annually

CS-37

Information Technology

CS-38



• The Information Technology (IT) Division is driven by the corporate mandate of “City Building for Our Future” and the strategic priority of “Corporate Excellence”. The IT strategy focuses on 3 mandates: cost effective delivery of a secure technology infrastructure; agile business enablement; and technology innovation.


• Enhance the value (time, cost, content) of IT services to the respective business units

• Improve business decision support through tools and secure access to data

• Increase workplace productivity through innovative tools and methodologies

• Links to Strategic Plan• Corporate Excellence (Serving)

CS-39



• Reduce the per unit cost of technology across the corporation

• Increase the efficiency and effectiveness of City business functions and public services through the application of technology

• Key Issues

• In 2014 the IT division undertook a review of its service delivery model and supporting organizational structure. The resulting assessment revealed that the current model would not support future demands of the business units.


• Leverage relations with technology suppliers to support strategic initiatives

• Develop a business intelligence service to support fact based decision making

• Seek alternative, more cost effective business models for delivering IT services

CS-40



• Implementation of the “Managed Services” model to improve service delivery to the respective business units

• Acquisition of a new corporate radio system or service

• Migration of the Data Centre from City Hall to the Civic Centre

• Pending budget approval, the upgrade of several key software platforms to support Business Intelligence, web based services and enterprise workflow


• Expanding IT’s service delivery to City funded boards and agencies to reduce their funding demands

• Seek joint ventures with 3rd parties and other government entities to increase the cost effectiveness of technology acquisitions and service delivery

CS-41


• Manage the City’s internal and external websites, with over 20 million citizen page visits to the City’s website:

• Received over 15,000 web inquiries

• Over $3 Million payment transactions processed online

• Over 100,000 public transactions processed via web

• Launched Brampton’s first online OpenGov site supporting transparency in government by providing access to public information such as Brampton’s facilities’ energy consumption data per the Ontario regulation number 397/11 of Ontario’s Green Energy Act (GEA) and public transit scheduling information. This will serve as a portal for future information sharing.

• Responded to 30,000 Information Technology Service Desk requests

• Maintained and operated over 90 Corporate Business Systems

CS-42

Legal Services

CS-43



• Provide advocacy and representation for the City before all levels of the Courts and Administrative Tribunals and governments.

• Collaborate with departments and provide them with legal support required for them to carry out their mandates.

• Advise of the legal implications, provide strategic direction and identify risk regarding activities, initiatives and actions of City Council and City departments.


• Provide City Council and City Departments with a full range of legal services that best aligns with their requirements.

• Develop and provide in-house legal service expertise in emerging areas of corporate demand and to align, where available, the funding of legal services from client groups.

• Provide the legal services required to meet current City Council and department needs and to develop a system to measure performance in the delivery of legal services and advice.

CS-44


• Links to Strategic Plan

• Growth Management (Growing)


• Community Engagement (Engaging)


• Ensure that a review is undertaken of legal service delivery and develop a structure that best aligns with the requirements of City Council and City departments.

• Ensure that a review is undertaken to develop, where possible, a sustainable funding model with client groups for the provision of legal services that require specialized and specific legal resources.

• Maintain and enhance service and staff levels where possible.

• Legal Services alignment to benchmark best practices and key performance indicators of other internal legal service providers.

CS-45


• Key Issues

• Additional staff required to maintain current service levels.

• Additional staff to be requested in 2015 are required in order to meet current demand and meet anticipated growth pressures.


• The review of the legal services structure should highlight how best to deliver legal resources in the future and what additional resources may be required to do so.

• The review and development of alternative funding arrangements with some client groups may open up funding to provide additional legal services in other areas.

CS-46



• Lead for Court Integrated Management System ,Phase 1 review 2015.

• Co-lead for Council initiatives Lobbyist and Gift Registry – new Council initiative to be completed by end of Q1.

• Lead for development of enforcement applications in the Superior Court.

• Resource impacts for Development Process Review, Traffic and Property Standards By-law Review.


• Delivery of Integrated Court Management System (in collaboration with CAS).

• Implement structure that best aligns with City Council and Department requirements.

• Implement and use KPIs to measure performance of Legal Services.

CS-47


Litigation and Administrative Law/ Real Property, Commercial and Development Law Divisions

• Carriage of 70 Litigation and 60 OMB appeal files, 44 hearing days.

• Carriage of 524 Agreement/Real Estate files: Subdivision, Site Plan, Zoning,IT, Sponsorship, Recreation, Encroachment and Occupancy Agreements, RealEstate Transactions, Expropriations, Land Acquisition and Disposal, andLeases and Licenses.

• Preparation of 33 In Camera Reports, Review of 182 Staff Reports for LegalImplications and Review of 104 Claims against the City.

• Review and Draft 47 By-laws and Amendments.

• Carriage of 460 Legal Opinion and Affairs Files for legal matters.

Prosecution Unit

• In 2014 dealt with 47,157 Charges, 9,431 per prosecutor (2013 43,741, 8,748)– MAG standard 5,000 per prosecutor.

CS-48

Corporate Services

Departmental Summary

CS-49

2014 Departmental Budget

Information Technology

37.2%

Finance17.0%

HumanResources

14.6%

Enforcement & Bylaw Services

14.9%

Council & Administrative Svcs

7.2%

Business Services Office CCSO

2.4%

Legal Services6.7%

CS-50

2014 Departmental Budget – Property Tax Impact

* Cost on property tax bill based on average home with a 2014 assessed value of $364,000

LabourOther

ExpensesRevenue

Net

Expenses

Information Technology 9,996$ 8,268$ -$ 18,264$ 93.37$

Finance 9,639$ 3,397$ (4,695)$ 8,340$ 42.64$

Human Resources 6,127$ 2,433$ (1,368)$ 7,192$ 36.77$

Enforcement & Bylaw Services 7,639$ 420$ (744)$ 7,315$ 37.40$

Council & Administrative Svcs 3,916$ 1,275$ (1,665)$ 3,525$ 18.02$

Business Services Office CCSO 925$ 274$ -$ 1,198$ 6.13$

Legal Services 2,981$ 478$ (174)$ 3,285$ 16.80$

City TOTAL 41,221$ 16,544$ (8,646)$ 49,119$ 251.11$

Division

2014 Budget ($ thousands) $ Cost on

Property

Tax Bill

CS-51

2015 Departmental Budget Overview

2015 Budget request, to maintain and enhance service levels, includes:

• Expansion of enforcement services to respond to growth of community and enforcement of bylaws

• Continuation of Administrative Monetary Penalty System (AMPS) program with additional screening and hearing officers to respond to change in process

• Resources to ensure timely legal services review and approval with less reliance on external counsel

• Commitment to a phased, long term financial plan for the City

• Response to IT demands for business intelligence, portal solutions

• Implementation of corporate-wide electronic records management plan to enhance security and transparency

corporate services presentation budget/feb 11 corporat… · services is to provide specific...

Documents