Public Support Services Summary of Submitted 2014 Budget ($000's)

Transcription

1 Public Support Services Summary of Submitted 2014 Budget ($000's) Revised Budget Draft Budget Increase / (Decrease) Over Previous Year Service Expense Non Tax Revenue Net Property Tax Supported Expense Non Tax Revenue Net Property Tax Supported Expense Non Tax Revenue Net Property Tax Supported Prop. Tax Supported (%) Administration of Justice 3,453 (5,475) (2,022) 3,494 (5,502) (2,008) 41 (27) % Taxation 1,821 (1,346) 475 1,854 (1,382) (36) (3) (0.7%) Customer Relations 1,263 (303) 960 2,307 (1,340) 967 1,044 (1,037) 7 0.7% Corporate Communications 908 (63) (63) % Licensing & Certificates 449 (775) (326) 442 (770) (328) (7) 5 (2) (0.6%) Cafeteria 418 (318) (307) 100 (11) 11 (0) (0.0%) Total to Maintain Existing Service Level 8,312 (8,280) 32 9,417 (9,364) 54 1,105 (1,084) % Service Adjustments Submitted 2014 Public Support Services AS SUBMITTED % % Note: All figures are subject to rounding Budget Highlights: $ 000 % Maintaining Existing Service: Personnel costs increased based on existing employment agreements. User fee increases in taxation reflect a $1.00 increase to most fees. Revenue from POA fines increased slightly based on current trends % Increase/ (Decrease) over prior year budget % Page 643

2 BUSINESS PLAN: Administration of Justice (Provincial Offences) How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community Courts Administration provides court support and administrative services to the public and justice stakeholders within the City of London and County of Middlesex. The City of London is a Municipal Partner with the Ministry of the Attorney General pursuant to a Memorandum of Understanding that came into force on March 26, The Municipal Partner administers court resources and fine payments under the authority of the Provincial Offences Act ( POA ). The POA itself is a procedural statute that governs provincial regulatory offences such as those committed under the Highway Traffic Act, Compulsory Automobile Insurance Act, Trespass to Property Act, Liquor Licence Act, municipal by-laws and a limited number of federal statutes. The Municipal Partner is obligated to comply with governing statutes, regulations, directives and court rulings. Currently, Courts Administration has capacity to run three simultaneous trial courts, provide counter service to defendants who wish to pay fines or file court documents, and manage the large volume of court documents filed by enforcement agencies. Approximately 46,000 new cases per year on average are handled by Courts Administration. The value to the community is the efficient provision of judicial hearings and management of POA fines for the City of London and Middlesex County. Courts Administration has legislated authority to collect fines and enforce the non-payment of fines. Enforcement of court orders through the collection of outstanding fines provides public assurance that fines are a meaningful deterrent and assists in maintaining a safe community. Full-time finance staff use available enforcement tools to collect defaulted POA fines, currently amounting to $24 million in outstanding accounts receivable. Page 644

3 Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? Can The Level Of Service Be Changed? 1. Courts Administration Yes No 2. Management of Fine Payments Yes No 3. Collection of Defaulted Fines Yes No 4. Court Support and Transcription Yes No What is the current state of this service? Current Objectives / Milestones Refine e-ticketing upload process with London Police Services. Fully phase-in Court Administration Management System processes to improve collections data and administrative efficiencies. Work with Ontario Provincial Police administration and technology services to improve officer scheduling data. Continue to provide existing level of court support in light of challenges and pressures while containing costs. What Is Driving This Service Memorandum of Understanding with the Ministry of the Attorney General dated March 26, Provincial Offences Act. Number of charges issued by major enforcement agencies largely determines workload. Challenges and Pressure Points Charges filed in London have increased in excess of 18% over the past year, the third highest numerical increase out of more than fifty municipal partners throughout the province. Charges filed are anticipated to stabilize and level off at a higher average annual filing level, however, this is determined completely by enforcement agency activity and level of compliance. Interpreter costs have risen significantly over the past few years and are anticipated to trend upward. Page 645

4 Recent Achievements An e-filing initiative with the London Police Service has been successfully implemented in the first quarter of This data download has resulted in a dramatic reduction of data keying in Courts Administration and is estimated to eliminate the need to manually key 25,000 to 30,000 tickets per year. A new Courts Administration Management System was implemented in June 2013 which is anticipated to improve recovery of Collection Agency Costs. The system also improves tracking of court applications, resulting in improved customer service. What is the future direction of this service? Interpreter costs are anticipated to continue trending upwards. Charges filed are anticipated to stabilize and level off at a higher average annual filing level, however, this is determined completely by enforcement agency activity and level of compliance. What do you plan to do? 2014 Implement remote interpretation technology in all courtrooms. Improve court scheduling through improved officer schedule handling. Continue refinements to processes that are driven by Court Administration Management System Expand e-ticket data sharing with additional enforcement agencies in order to further reduce in-house data keying requirements. Key Performance Indicators Description of measure How Much? 1. Charges Received 45,000 53,000 50,000 50,000 50,000 50,000 50, Collection Agency Fee Recovery $38,000 $45,000 $50,000 $60,000 $60,000 $60,000 $60,000 How Well? 3. Percentage of Charges Keyed 100% 50% 45% 40% 35% 35% 35% Page 646

5 Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Object Expenditures $ % Personnel Costs 1,005 1, , % Administrative Expenses % Financial Expenses (20) 309 (20) (6.1%) Purchased Services 1,521 1, , % Materials & Supplies % Furniture & Equipment % Transfer (15) 305 (15) (4.7%) Other Expenses % Total Expenditures 3,221 3, , % Revenue Other Municipal Revenues (5,544) (5,475) (27) (5,502) (27) (0.5%) Sub-total - Non Property Tax Revenue (5,544) (5,475) (27) 0 (5,502) (27) (0.5%) Net Budget (2,323) (2,022) 14 0 (2,008) % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Increase in salary, wage and fringe benefits due to existing employment agreements. Increase in administrative expenses due to increased membership cost to Law Society. Decrease in financial expenses due to reduced collection fee expenses. Increase in other expenses based on actual trends in refunds. Increase in revenues due to current trends in POA fines & collections. Administration of Justice 2014 Budget As Submitted ($000's) Decrease in purchased services due to increased costs for facility maintenance. Reduction in fee paid to County based on a negotiated formula. Increase/ (Decrease) Over 2013 Page 647

6 Budget Forecast Administration of Justice Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures 3,453 3,494 3,551 3,611 3,666 3, Non-Property Tax Revenue (5,475) (5,502) (5,502) (5,502) (5,502) (5,502) (27) Property Tax Supported (Net Budget) (2,022) (2,008) (1,951) (1,891) (1,836) (1,776) 246 Increase / (Decrease) Over Prior Year Increase / (Decrease) Over Prior Year % 0.7% 2.8% 3.1% 2.9% 3.3% 12.2% Annual average increase: 2.6% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Information / Commentary: Inflationary increases in expenditures are being forecast. Revenues should remain fairly constant with current trends. Page 648

7 BUSINESS PLAN: Taxation How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community In support of a strong economy, this service creates and maintains a property tax system that provides the primary revenue source for the City, promotes economic development, is fair to taxpayers, and is in compliance with all legislative requirements. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) 1. Tax Billing, Tax Collection and Payment processing 700,000 tax payments processed 140,000 properties issued tax bills 31,000 pre-authorized payment accounts 32,000 mortgage company accounts 2. Administration and Reporting including annual tax policies, tax rebate programs 3. Transactional Processing maintain accounting records and systems; control property taxation expenditures and revenues 527 vacancy rebates and 129 charitable tax rebates issued (2012) $3.1 million was issued in vacancy rebates (2012) About 40,000 account adjustments annually 4. Customer Service 60,000 telephone calls per year 8,347 tax certificates issued per 2012 Is The City Mandated To Provide This Service? Yes Yes Yes Yes Can The Level Of Service Be Changed? No No No No Page 649

8 What is the current state of this service? The objective of this service area is to provide all services in an efficient, effective manner and to recover the costs of the service area from its user fees to the extent possible. In addition, the service area attempts to contribute to development of tax policy in such a way that it will enhance and promote the long economic development of the community. The administration of this service area is guided by the by-laws of the City and Provincial legislation. In the future, the service area will be involved in recommendation of tax policy alternatives to Council, the enhancement of computerized billing systems, and providing information about complex tax issues to the public. The service area intends to meet all these challenges with existing staff levels. These challenges, however, will require the involvement of other City Service Areas including the City s IT area. Every year the City Tax Office goes through a regular cycle of annual milestones as follows: Preparation of year-end tax accounting records, Interim billing, Interim pre-authorized tax statements, tax policy development, final tax billing, final pre-authorized payment statements, vacant unit and charitable organization tax rebates, supplementary property tax billings, annual rent reduction notices for tenants where property taxes have decreased. What is the future direction of this service? In 2014, the City Tax Office intends to review the potential for adding electronic billing to tax payers. The City already bills mortgage companies and some large property owners by electronic methods. In 2014 the City Tax Office also intends to make significant recommendations to Council with respect to tax policy to promote property tax equity and increase economic development in the Industrial and multi-residential sectors. The Tax Office deals with special projects from time to time to enhance existing systems and services to the City. In 2014, the Tax Office may become involved in assisting the Downtown BIA in looking at the potential for an expansion of its area and major changes to its by-law. Page 650

9 What do you plan to do? 2014 Provide all our regular annual services in an effective and efficient manner; Review the possibility of expanding electronic billing capabilities for the property owner; Recommend tax policy alternatives to Council that will promote equity and economic development; Fully recover all Tax Office costs from user fees Provide all our regular annual services in an effective and efficient manner; Review computer systems for potential enhancements; Implement tax policy that promotes equity and economic development; Fully recover all Tax Office costs from user fees. Key Performance Indicators Description of measure How Much? 1. Number of property tax accounts 138, , , , , , ,000 How Well? 2. Number of property tax accounts per staff person 6,389 6,481 6,574 6,667 6,759 6,852 6,944 Is Anyone Better Off? 3. Taxes receivable as a % of tax levy 2.3% 2.3% 2.3% 2.3% 2.3% 2.3% 2.3% Page 651

10 Taxation 2014 Budget As Submitted ($000's) Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Increase/ (Decrease) Over 2013 Object Expenditures $ % Personnel Costs 1,572 1, , % Administrative Expenses (2) 29 (2) (7.8%) Financial Expenses (10) 56 (10) (15.2%) Purchased Services % Materials & Supplies % Furniture & Equipment % Total Expenditures 1,741 1, , % Revenue User Fees (1,360) (1,096) (32) 0 (1,128) (32) 2.9% Other Municipal Revenues (417) (250) (4) (254) (4) 1.6% Sub-total - Non Property Tax Revenue (1,777) (1,346) (36) 0 (1,382) (36) 2.7% Net Budget (36) 475 (3) (3) (0.7%) Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Increase in salary, wage and fringe benefit due to existing employment agreements, including the hiring of summer student to maintain customer service levels. Decrease in administrative expenses due to reduced education requirements for staff. Decrease in financial expenses due to reduced collection costs based on trends Increase in materials and supplies and purchased services to accommodate inflationary pressures. Increase in user fees to reflect volume increases based on current trends as well as a $1.00 increase for most user fees in order to recover costs. Page 652

11 Budget Forecast Taxation Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures 1,821 1,854 1,881 1,910 1,938 1, Non-Property Tax Revenue (1,346) (1,382) (1,410) (1,438) (1,466) (1,496) (150) Property Tax Supported (Net Budget) (3) Increase / (Decrease) Over Prior Year (3) (1) (3) Increase / (Decrease) Over Prior Year % (0.7%) (0.1%) 0.2% 0.0% 0.0% (0.6%) Annual average increase: (0.1%) Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Information / Commentary: Increase in FTE is for the addition of a summer student to provide customer service coverage for planned absenses. Service continues to mitigate reliance on tax base to cover expenditures. Page 653

12 BUSINESS PLAN: Customer Relations How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community The City s mission is to be At Your Service as identified in the Strategic Plan. This mission reflects a commitment to providing exceptional public services through customer centered service delivery. In December 2012, Council approved the Service London Implementation Plan. This transformative initiative places customers at the centre of service planning and delivery and will enhance and improve the delivery of customer service by developing integrated service channels and working collaboratively with other organizations. Specifically, the City Clerk s Office provides public support service to members of the Community by answering inquiries in person, by phone and through the internet. Staff maintains a wide variety of knowledge about City Services, general government information as well as a working understanding of events and services in the Community. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? Can The Level Of Service Be Changed? 1. Process Corporate Mail $657, Postage Yes No 2. Courier Services $112, Courier Yes No 3. Customer Service 61,375 Phone Calls Yes No Page 654

13 What is the current state of this service? Current Objectives / Milestones In 2013, the Service London Implementation Plan is focused largely on investing in people and infrastructure. Milestones include launching a redesigned website, acquiring a Customer Relationship Management (CRM) system, developing enhanced navigational tools that make it easier for business customers to access services in London, continued focus on improving the customer experience and a second annual customer satisfaction survey. There has been an ongoing monitoring and diverting of external mailings and internal communications to reduce postage and courier costs. These measures have reduced postage costs by $85,000 or 12% and courier costs have stabilized in in The corporation as of September 1, 2013 will be participating in the service agreement between Purolator and the Ontario government to provide next day or best available courier service for a period of up to seven years. Challenges and Pressure Points The increasing costs and demand for postage and courier. What is the future direction of this service? Maintaining the existing level of customer service for mail and courier services to internal staff and reducing costs. There is room for improvement with respect to accountability regarding the cost of mail and courier service within the corporation. The increasing numbers of satellite offices make cost containment in this area difficult. The direction and scope of this service area could change with the implementation of Service London and Service Business London. In 2014 and 2015, Service London will be focused on building organizational capacity and creating an environment where citizens and employees alike will begin to realize the full benefits of the investments made in previous years (website, CRM, etc.). Page 655

14 What do you plan to do? 2014 Continue to work to contain postage and courier costs within existing contracts and agreements. To continue our ongoing investigation into coordinating and streamlining courier services between various City satellite offices, finding alternatives to staff communications and move towards electronic distribution of Council s reports and agendas. Service London will focus on the following: streamline the City s phone lines through the use of CRM; increase access to information at service counters to ensure consistent information is available at locations throughout the community; continue to use social media and develop mobile applications; identify and celebrate examples of customer centred service; conduct third annual customer satisfaction survey Collecting feedback on the internal services Concierge provides to various City Departments. This would evaluate how we handle webmaster feedback/inquiry, transfer of calls, and mail room operations. This would be a great opportunity to see if we can improve on services and maybe find some cost saving solutions as well. Implement final changes that occur from the feedback wherever possible. Service London will focus on the following: proposed launch of 311 and a virtual call centre environment; proposed launch of MyLondon Service Portal, allowing citizens to access City services at any time; explore opportunities to work with local agencies, boards and commissions in order to integrate services and access to information; conduct annual customer satisfaction surveys. Page 656

15 Key Performance Indicators Description of measure How Much? 1. Courier Way Bills Processed 1,189 1,200 1,200 1,200 1,200 1,200 1,200 This statistic has remained constant for a number of years. 2. Webmaster Inquiries 2,375 2,375 2,375 3,000 3,500 3,500 3,500 The webmaster inquiries increased prior to 2010 and are an important method to answering questions and receiving input from the public. The numbers in 2013 may or may not decrease with the implementation of the new City of London website which will have more contact information and s available. 3. City Hall Tours This is a service that staff provide to visiting exchange students and groups, classrooms as well as new employees. It provides a general overview of how city government operates, tour of the Council Chambers, and the history of London. How Well? 4. Average Answer Delay on Main Phone Line Measured in Seconds 5. Maximum Answer Delay on Main Phone Line Measured in Minutes The maximum answer delay has improved greatly between 2011 and This could be due in large part to an additional phone line added to the mainline. There is significant room for improvement in this area and staff are currently exploring options. Is Anyone Better Off? 6. Citizen Satisfaction with Overall Quality of Service Delivery This question was asked in the 2011 Environics Survey which established a baseline. Percentage denotes those stating they were satisfied or very satisfied Page 657

16 Customer Relations 2014 Budget As Submitted ($000's) Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Object Expenditures $ % Personnel Costs % Administrative Expenses % Financial Expenses % Purchased Services (72) 45 (72) 0.0% Materials & Supplies (1) 809 (1) (0.1%) Furniture & Equipment , % Recovered Expenses (26) (28) 0 (28) 0 0.0% Total Expenditures 1,084 1,263 1, ,307 1, % Revenue Other Municipal Revenues 0 (303) (1,037) 0 (1,340) (1,037) 342.2% Sub-total - Non Property Tax Revenue 0 (303) (1,037) 0 (1,340) (1,037) 0.0% Net Budget 1, % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Increase in salary, wage and fringe benefits due to existing employment agreements, as well providing staff for Service London which was an initiative approved in 2012 with the finalization of the project plan in Decrease in materials and supplies due to cost containment. Decrease in purchased services due to consultant costs for Service London being reduced in Increase in furniture and equipment is for the purchase of Customer Relationship Management (CRM) software. Increase in other municipal revenues anticipates a draw from the Efficiency, Effectiveness & Economy Reserve to fund Service London Increase/ (Decrease) Over 2013 Page 658

17 Budget Forecast Customer Relations Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures ,207 1,007 1,023 1, Non-Property Tax Revenue 0 0 (220) Property Tax Supported (Net Budget) ,007 1,023 1, Increase / (Decrease) Over Prior Year Increase / (Decrease) Over Prior Year % 0.7% 2.1% 2.0% 1.6% 2.1% 8.8% Annual average increase: 1.7% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year 0.0 (1.9) (0.3) Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Information / Commentary: Inflationery increases to postage are forecast. Increase of one staff in 2014 is for a Business Analyst for Service London to assist with the implementation of CRM technology. Service London project is expected to be completed by 2015 with a total project budget of $2.1M funded from the Efficiency, Effectiveness and Economy Reserve. Clerks - 3 staff Service London staff (temporary) Page 659

18 BUSINESS PLAN: Communications Division How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community The new mandate for the Communications Division is to implement a co-ordinated and effective communications strategy that is externally focused and integrates and meets the needs of the Public, Council, and Service Areas. The Division will ensure the Public receives timely and informative communications on a regular basis related to corporate initiatives, services and the work and direction of Council. The Division will also lead and support meaningful opportunities for public engagement and work proactively and regularly to showcase accomplishments of the Corporation and our community. The Division will also provide communications advice and support on the Service Areas key public initiatives and projects. Name the main activities done to provide this service: Name The Activities Done To Provide This Service 1. Public Communications lead communications activities to inform the public on the activities and accomplishments of Service Areas and Council (e.g. Council briefs and communiques, e-news, stories on City services, marketing campaigns on corporate initiatives, updates on Strategic Plan accomplishments, social media updates, At Your Service videos; FAQ s) How Much Did We Do? (optional) Is The City Mandated To Provide This Service? No Can The Level Of Service Be Changed? Possibly, but not without significant impact 2. Public Engagement lead and support opportunities for public consultation, collaboration and engagement (build a budget sessions; consideration of Community Engagement Task Force recommendations) No Possibly, but not without significant impact Page 660

19 Name The Activities Done To Provide This Service 3. Council Communications provide information that Councillors can access and use for their ward communications; lead proactive communications activities pertaining to the decisions, direction and work of Council to keep the public well informed and engaged How Much Did We Do? (optional) Is The City Mandated To Provide This Service? No Can The Level Of Service Be Changed? Possibly, but not without significant impact 4. Service Area Communications provide strategic and tactical support to Service Areas in the development of marketing and informational campaigns to support key public initiatives and campaigns No Possibly, but not without significant impact What is the current state of this service? In 2013, the Division s work has been influenced, impacted and challenged by the following drivers: Division Review AODA Communications and Information Standard legislation Rapidly changing social media landscape Increasing demands from the public for instant information availability and responsiveness Increased public expectation on government transparency and public engagement Increased demand for informational videos Aside from its ongoing operational activities, major accomplishments of the Communications Division thus far in 2013 include: The launch of the new london.ca website The launch of an online corporate calendar which will track the Corporation s organized meetings and events The creation of a Standard Response Inventory page for use by staff and Council The establishment of a process to provide the public with a briefing of each Council meeting In partnership with the Human Resources Division and Fanshawe College, developed the At Your Service employee video Page 661

20 What is the current state of this service? (cont d) Produced the following At Your Service public information videos: Emergency Preparedness, Smoke Alarm legislation, Pool Fence bylaws, How to obtain a Building Permit. Developed communications plan and products to inform the public of the 2013 budget process Partnered in the development of the Canada s London branding campaign Developed and executed marketing, communications and branding campaigns for a variety of corporate departments including the following initiatives: new water rate structure, Mayor Sustainable Energy Committee magazine launch, opening of the new Market Lane, Clean & Green, Curbside Food Drive, Fire Prevention Week and ongoing Fire Prevention awareness, and the annual road construction awareness campaign. Major initiatives anticipated to be to be completed by end of 2013 include: Refocus of Rogers TV show Inside London to better showcase City services Monitor and respond to public feedback from new london.ca website Support development of the Corporation s annual Report to the Community Develop infrastructure for an e-newsletter that showcases City initiatives and news Ensure implementation of new meetings and events booking protocol Establish procedures to identify ward-specific subject alerts from Service Areas to Council Members Explore methods to coordinate corporate public mail outs with ward specific communications Establish a process for information updates to Council and staff Page 662

21 What is the future direction of this service? The need for transparency, openness and responsiveness from City Hall is expected to increase and the Communication Division will play a pivotal role in facilitating the Corporation s response. Our community engagement efforts must be meaningful, consistent, sincere, and reliable and our commitment to engagement must be clearly communicated to our citizens. Enhanced focus on providing Open Data sets. The london.ca website must continue to improve and evolve as a strategic conduit for both providing and receiving information. Telling the City s stories - we must find new, effective means to communicate directly with Londoners. What do you plan to do? Initiatives planned for implementation in 2014 include: Establish infrastructure for the development of Annual Service Area Communications Plans Support development of the Corporation s annual Report to the Community Complete implementation of the Community Engagement Policy Support the development of communications plans for: the municipal election, the Service London initiative and 2014 budget. Support the development of communications plans and products for all Service Areas initiatives and campaigns. Provide media, social media and other internal communications training Review media relations policy Develop and maintain an annual calendar listing external events initiated by Service Areas Move to Phase 2 of our website development by optimizing the site for mobile devices and complying with legislated AODA requirements Support web authors ongoing development Respond to feedback from london.ca website Research the potential of a City Hall TV station to broadcast our messages Develop morning and afternoon communications briefing s Page 663

22 Key Performance Indicators Description of measure How Much? 1. # of news releases initiated by the Corporation # of Tweets initiated by the Corporation 850 1,256 1,800 2,000 2,200 2,420 2, # of posts on the City s Facebook page, initiated by the Corporation 4. # of informational videos produced and posted on the City s You Tube channel How Well? 5. # of unique visitors annually to the London.ca website 2.7 m 2.9 m 3.5 m 3.7 m 4.0 m 4.0 m 4.0 m (in millions) 6. # of followers to the City s Twitter feed 6,000 7,796 8,500 9,000 9,500 10,000 10, Average # of re-tweets of City initiated Tweets # of followers to the City s Facebook page 6,000 10,692 11,500 12,000 12, , # of comments/ likes on the City s Facebook page # of followers or subscribers to the City s YouTube channel # of total video views on the City s YouTube channel 1,972 37,000 50,000 52,000 53,000 54,000 55, # of comments/ likes on the City s YouTube channel # of shares of videos on the City s YouTube channel Is Anyone Better Off? 14. % increase in Londoners awareness of City Services * *from the Focus Ontario citizen satisfaction survey Page 664

23 Communications 2014 Budget As Submitted ($000's) Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Object Expenditures $ % Personnel Costs % Administrative Expenses % Purchased Services (7) 136 (7) (4.9%) Materials & Supplies % Furniture & Equipment % Total Expenditures % Revenue Other Municipal Revenues (94) (63) 0 (63) 0 0.0% Sub-total - Non Property Tax Revenue (94) (63) 0 0 (63) 0 0.0% Net Budget % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Increase in salary, wage and fringe benefits due to existing employment agreements. Increase in administrative expenses to accommodate increased planned conference attendance. Decrease in purchased services due to savings in advertising costs. Increase in materials and supplies due to operational requirements. Increase/ (Decrease) Over 2013 Page 665

24 Budget Forecast Non-Property Tax Revenue (63) (63) (65) (67) (69) (71) (8) Property Tax Supported (Net Budget) Increase / (Decrease) Over Prior Year Increase / (Decrease) Over Prior Year % 0.7% 1.1% 1.0% 1.2% 1.1% 5.2% Annual average increase: 1.0% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Information / Commentary: Communications Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures Page 666

25 BUSINESS PLAN: Licensing & Certificates How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community Licensing and Certificates serve members of the public as well as charities by ensuring regulations are adhered to while delivering excellent customer service in the processing of licenses for lotteries, dogs, cats, and marriages; processing of statements of death; issuing burial permits; providing LLBO approvals including special occasion permits; certifying foreign pension certificates, and providing Commissioner of Oaths and Affidavits services; and the monitoring of Commercial and Residential Boulevard Parking agreements and invoicing. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? Can The Level Of Service Be Changed? 1. Administer Commissioner of Oaths / Declarations 778 No Yes 2. Issue Burial Permits 4,856 Yes No 3. Officiate Marriage Ceremonies 355 No Yes 4. Renew Dog Licenses 711 No Yes 5. Renew Cat Licenses 291 No Yes What is the current state of this service? Demand for services has remained consistent in recent years. However, there is an increase in vital statistic services with respect to death and marriage registrations. Current staff levels are adequate, but increasing demand on vital statistics is placing a strain on customer service. Customer satisfaction remains a high priority in City Clerks. We have received a number of positive reviews on the prompt and courteous nature of our service. Page 667

26 What is the future direction of this service? Continued interest by the public in conducting marriage ceremonies is anticipated. There will be no investment required in this initiative at this time. The ongoing changes to legislation with respect to lottery licensing will require a future investment into software, staff training, and process. Provincial legislation, initiatives, and policy is driving the services offered at the City Clerk s licensing and certificates counter. Currently, we report up through the Alcohol and Gaming Commission of Ontario (AGCO) for all charitable and non-profit lottery licensing conducted and to the Ministry of Government Services or the Ontario Registrar General for all vital statistic permits and licensing. An emerging issue in this area is the possibility of the conversion of one of the city s bingo halls to an electronic bingo centre. This will change current bingo policy to a permit system rather than a licensing system under the Ontario Lottery Gaming Corporation (OLG) versus the Alcohol Gaming Commission of Ontario (AGCO). This will result in the City Clerk s Office monitoring two separate charitable gamings for bingo. City staff currently authorize and monitor approximately $360,000 annually raised for charitable purposes. This number could increase with the decision to implement electronic bingo. What do you plan to do? 2014 Our business practices and revenue with our Vital Statistics services remain consistent year by year. A future change that may impact our ability to provide this service is another transfer to the Provincial level. Bingo licensing is undergoing some significant changes in the Province as well. The new financial model for the Charitable Bingo and Gaming Revitalization Initiative could mean significant impact to the way bingo gaming is operated within a municipality. To date, the City of London has been approached by the Ontario Lottery Gaming Corporation, the charity association, and the bingo hall owner of one of our two bingo halls in the City of London with an interest to participate in this initiative. If the City of London were to participate in electronic bingo, our licensing role will change; however, charities as well as bingo licensing revenue is projected to increase significantly if our participation is approved by Council. Page 668

27 What do you plan to do? (cont d) Refinement of our vital statistics process and lottery licensing processes including database upgrades will be required to handle increasing demand as well as complexity. Marriage Licence fees have not increased in recent years, but a fee increase is planned for 2015 and beyond to accommodate inflationary increases and a modernization to our processes. Key Performance Indicators Description of measure How Much? 1. Marriage Licence Applications Processed and Issued 1,661 1,700 1,700 1,700 1,700 1,700 1,700 The Marriage Act, R.S.O. 1990, as amended, allows for the appointment of the Clerk of a Municipality as an Issuer of Marriage Licenses or a designate of the Clerk as a Deputy Issuer of Marriage Licenses. 2. Number of Raffles, Bingos and Nevada Licence 992 1,100 1,100 1,100 1,100 1,100 1,100 Lottery licensing is evolving and changing as the modernization of charitable gaming is underway. The Alcohol and Gaming Commission is working with stakeholders in the gaming industry. How Well? 3. Customer Service Surveys % of Persons Rating Service 100% 100% 100% 100% 100% 100% 100% Excellent/Good vs. Fair/Poor Customer Service has remained consistently high in the City Clerk s Office over the past four years. There have been significant changes with the transfer of taxi and business licenses to the Planning and Building Division in 2010, as well as the addition of Civil Marriage Ceremonies and Boulevard Parking. The number of Customer Service Representatives has been reduced from five to three and we have been able to maintain our level of Customer Service during the transition and carrying on afterwards with the other services we are currently providing. There is room for improvement with the administration of the Customer Satisfaction Survey to gather more data. The survey could be provided upon service, rather than only offering it as an option in the lobby. Page 669

28 Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Object Expenditures $ % Personnel Costs % Financial Expenses 37 4 (1) 3 (1) (25.0%) Purchased Services % Materials & Supplies % Furniture & Equipment 0 32 (9) 23 (9) (28.1%) Total Expenditures (7) (7) (1.6%) Revenue User Fees (813) (775) 5 (770) 5 0.6% Sub-total - Non Property Tax Revenue (813) (775) 5 0 (770) 5 0.6% Net Budget (384) (326) (2) 0 (328) (2) (0.6%) Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Increase in salary, wage and fringe benefits due to existing employment agreements. Decrease in financial expenses due to reduction in bank costs based on trends. Decrease in furniture and equipment to reflect reduced requirements for replacement equipment. Net reduction in user fees revenue based on volume. Licensing & Certificates 2014 Budget As Submitted ($000's) Increase/ (Decrease) Over 2013 Page 670

29 Budget Forecast Licensing & Certificates Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures Non-Property Tax Revenue (775) (770) (753) (753) (753) (753) 22 Property Tax Supported (Net Budget) (326) (328) (299) (294) (288) (282) 44 Increase / (Decrease) Over Prior Year (2) Increase / (Decrease) Over Prior Year % (0.6%) 8.8% 1.7% 2.0% 2.1% 13.5% Annual average increase: 2.8% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Information / Commentary: Inflationary increases have been forecast for expenditures. Revenues projected to remain the same due to the uncertainty of the implementation of electronic bingo. The impact of changes is not known at this time. The Ontario Lottery Gaming Corporation currently predicts an increase to municipal revenue should electronic bingo be implemented in the City of London. Page 671

30 BUSINESS PLAN: City Hall Cafeteria How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community Who we serve Staff, City Council and members of the public What we do The Cafeteria team provides food and beverage service in City Hall though the cafeteria, catering and vending Why we do it The internal service allows staff and council the opportunity to get quality food at reasonable prices without having to leave City Hall This service allows for better efficiencies in time management around lunch, breaks and meetings Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? Can The Level Of Service Be Changed? 1. City Hall Cafeteria Daily Meals and Internal Catering No Yes Page 672

31 What is the current state of this service? A quality in house food service provider that operates at a small subsidy Hosted a variety of Special Events outside our regular business in the cafeteria: New Year Honouree s, Advisory Committee Members Appreciation, Order of Canada, Order of Ontario Celebration, Ukrainian Delegation, (2) - 25 Year Celebration and the United Way Breakfast) Greening Incentives continued use/promotion of the reusable coffee mugs and glass wear instead of bottled water and disposable containers. Recycling available in the cafeteria and utilized in the kitchen along with environmentally friendly takeout packaging. Added a healthy options menu in the Fall of 2013 What is the future direction of this service? This service continues to be valued by Council and administration in providing affordable, efficient on site meals to staff, visitors, events and meetings to allow for timely lunches and dinners that promote effective use of time. Increased food costs, catering obligations, and general expenses continue to put pressure on the ability to provide the services at reasonable costs to the customer. What do you plan to do? 2014 Reduce/improve the deficit position in the cafeteria. Work with suppliers to determine the menu that provides for the most effective cost of goods available. Work with Clerks staff to determine most efficient way to deliver catering for Committee and Council meetings. Continue to monitor staffing levels and adjust where/when appropriate. Continue to review and modify menu planning/selection. Continue to offer healthy menu items. Maintain existing service levels Maintain existing service levels Page 673

32 Key Performance Indicators Description of measure How Much? 1. Average Expense per business day 1,577 1,575 1,550 1,575 1,600 1, Average Revenue per business day 1,200 1,200 1,225 1,250 1,275 1, Average Net Expense per business day Number of Transactions per year 54,075 54,345 54,250 54,200 54,100 54, ,000 How Well? 5. Average Cost per transaction Average Revenue per transaction Is Anyone Better Off? 7. Staff satisfaction surveys TBD Page 674

33 Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Object Expenditures $ % Personnel Costs (8) 256 (8) (3.1%) Administrative Expenses % Financial Expenses % Purchased Services % Materials & Supplies (5) 142 (5) (3.5%) Total Expenditures (11) (11) (2.7%) Revenue Other Municipal Revenues (266) (318) 11 (307) 11 (3.6%) Sub-total - Non Property Tax Revenue (266) (318) 11 0 (307) 11 (3.6%) Net Budget % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) The requested budget is once again at a near $100 net operating budget. Personnel costs have been reduced to reflect lower wage costs due to a change in union personnel. Revenue was reduced to maintain the same operating loss as 2013 resulting in lower purchased services expense (cost of goods sold). The amount and type of catering for committee and council meetings will affect revenue projections. Service Adjustments Cafeteria 2014 Budget As Submitted ($000's) Increase/ (Decrease) Over 2013 Page 675

34 Budget Forecast Cafeteria Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures Non-Property Tax Revenue (318) (307) (307) (307) (307) (307) 0 Property Tax Supported (Net Budget) Increase / (Decrease) Over Prior Year Increase / (Decrease) Over Prior Year % 0.0% 7.7% 7.3% 7.0% 6.6% 31.7% Annual average increase: 5.7% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year (0.2) Full-Time Employees # Increase / (Decrease) Over Previous Year small decrease in temp hrs Additional Information / Commentary: 2015 to 2018 Forecast: Expenses and Revenues are forecast based on actual experience over the past few years. Personnel costs are estimated to increase at 1.9% annually and materials and supplies are estimated to increase approximately 2% annually. Food costs are estimated to increase 3% which is the five year average for the CPI (consumer price index) for food in Ontario since Revenues have not been increased as this reflects historical trends in sales recently. Page 676