assessment & taxation department business plan

Transcription

1 assessment & taxation department business plan

2 TABLE OF CONTENTS 1. Our Services 1.1 Our Mandate 1.2 Lines of Business 2. Accomplishments 3. Implementing Sustainability 3.1 Strategy Strategy Strategy 3 4. The Measures of Our Performance 5. Operating Budget

3 Message from the DireCTOR I am pleased to present to you the Business Plan for the Assessment and Taxation Department. Improved service delivery will be the focus of our Department through this business planning cycle. Supporting the Municipal Development Plan and the Strategic Plan, our strategies, actions and initiatives will ensure that municipal departments and citizens obtain accurate assessment and taxation information. In 2012 our strategy to deliver core services as legislated, will support the Municipal Development Plan strategy Ensure fiscal responsibility though our provision of fair and equitable assessments. Through this process the Assessment and Taxation Department will continue to provide accurate and reliable information to the public. In 2012 we will focus on the enhancement of public access to assessment and taxation information via the municipal website. The provision of 24/7 access to commonly requested information will support the MDP principle of enhanced access to municipal information. The core mandate of the Department will continue to be to maintain a fair and equitable, high quality assessment and taxation base which is critical to citizens and industry and the operation of the Regional Municipality of Wood Buffalo. Sincerely, Henk van Waas, AMAA Regional Assessor and Director, Assessment and Taxation Department Regional Municipality of Wood Buffalo

4 1.1 Our Mandate The Assessment and Taxation Department will ensure the fair and equitable assessment of all properties in the Regional Municipality of Wood Buffalo and that property taxes are fairly distributed and collected.

5 our SERVICES 1.2 Lines of Business The lines of business of the Assessment and Taxation Department are divided among two functional branches. Assessment Branch The Assessment Branch is mandated by provincial legislation to fairly and equitably assess all property within the Municipality at market value or regulated cost annually. The functions of the Branch include: Providing key information to the Mayor, Council and Senior Leadership, and Providing key information to municipal departments Taxation Branch The Taxation Branch is responsible for annual mailing and collection of property taxes. The functions of the Branch include: Providing key information to the Mayor, Council and Senior Leadership, and Providing key information in the development of municipal taxation strategies.

6 ACCOMPLISHMENTS In 2011, the Assessment and Taxation Department achieved two of our major goals: our department successfully implemented our Taxation Module which was used for the 2011 tax notice mail out; and secondly we implemented a succession planning strategy that will address at risk positions due to future retirements.

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9 implementing SUSTAINABILITY In , the Assessment and Taxation Department will support the implementation of the Municipal Development Plan and Strategic Plan through departmental strategies, actions and initiatives. While the Department will support a number of areas of the MDP, the departmental focus over the next three years will be to support key linkages between the Municipal Development Plan and Strategic Plan, including the following areas of alignment. Municipal Development Plan Strategy Municipal Development Plan Strategy Municipal Development Plan Strategy Develop skills locally Ensure fiscal responsibility Facilitate access to municipal information Strategic plan priority 7 Increase economic development attraction and retention Strategic plan priority 10 Enhance and improve corporate responsibility & governance Strategic plan priority 10 Enhance and improve corporate responsibility & governance Assessment and Taxation Department strategy 2 Ensure a lasting knowledge base Probable vacancies (due to retirement) of managerial positions within the Assessment and Taxation Department were recognized in Through the implementation of a succession planning, training and mentoring strategy, departmental standards will be held and a lasting knowledge base within the Department will be maintained well into the foreseeable future. Assessment and Taxation Department strategy 1 Deliver core services as legislated Ensuring a stable assessment base and providing fair and equitable property assessments to all citizens of the Municipality, is our mandate. This MDP strategy is found in our first business plan strategy Deliver core services as legislated. Through its supporting actions and initiatives, the Department will maintain efficient processes; will implement current best practice standards; and will provide effective communication to citizens and other stakeholders. Assessment and Taxation Department strategy 3 Promote open and accountable communication internally and externally The Assessment and Taxation Department will continue to provide accurate and reliable information to the public. In collaboration with the Communication and Information Technology departments, we will focus on the enhancement of public access to assessment and taxation information via the municipal website. This will provide 24/7 access to commonly requested information and promote transparency, while adhering to the requirements of the Freedom of Information and Protection of Privacy Act (FOIP).

10 3.1 Strategy 1 Deliver core services as legislated

11 action 1.1 Review and amend processes and procedures to ensure they are current and applicable INITIATIVE Monitor changes in Municipal Government Act and regulations action 1.2 Communicate changes in process and procedure INITIATIVE Ensure that Assessment and Taxation information on the website is current and reflects legislated changes

12 3.2 Strategy 2 Ensure a lasting knowledge base

13 action 2.1 Implement succession planning action 2.2 Prioritize training and professional development INITIATIVE Prioritize department positions for succession planning INITIATIVE Implement an aggressive recruitment plan INITIATIVE Initiate a training and mentoring plan to enhance departmental knowledge INITIATIVE Implement a training and mentoring program

14 3.3 Strategy 3 Enhance access to Assessment and Taxation information

15 action 3.1 Enhance the presence of Assessment and Taxation information on the Municipal website INITIATIVE Identify public assessment and taxation data requirements INITIATIVE Review other municipal websites to identify commonly displayed data elements INITIATIVE Consult with an assessment system vendor to discuss possibilies of public access to additional data elements INITIATIVE Collaborate with Communication and Information Technology department to improve the accessibility and interactiveness of assessment information

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17 the measures of OUR PERFORMANCE In , the Assessment and Taxation Department will measure the results of programs and activities on an annual basis. Beginning in 2012, our performance measures will be a combination outcome and achievement measures. Outcome measures that are based on citizen perceptions help us determine if the services we provide are meeting the expectations of citizens and stakeholders. Achievement measures help us account for the delivery of individual initiatives within a calendar year. The following is a listing of some of our performance measures in STRATEGY, ACTION OR INITIATIVE PERFORMANCE MEASURE The Municipality passes the annual Government of Alberta Assessment and Taxation Audit (Y/N) TBD TBD TBD TBD Assessment and Taxation information on the website reflects current and legislated changes (Y/N) TBD TBD TBD TBD Internal and external stakeholders and citizens are informed of Assessment and Taxation process and TBD TBD TBD TBD procedure changes (Y/N) 2.1 A department succession plan is in place (Y/N) TBD TBD TBD TBD Department positions are prioritized for succession planning (Y/N) A training and mentoring program is implemented (Y/N) TBD TBD TBD TBD 3 Resident satisfaction with Assessment and Taxation information provided by the RMWB website TBD TBD TBD TBD 3.1 "Level of agreement with the statements: TBD TBD TBD TBD Public assessment and taxation data requirements are identified (Y/N) TBD TBD TBD TBD Communication and Information Technology departments are engaged and involved in the process to TBD TBD TBD TBD improve the accessibility and interactiveness of assessment and taxation information (Y/N)

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19 operating BUDGET RISK COMPLIANCE ASSESSMENT & TAXATION SUMMARY OF REVENUES AND EXPENDITURES Actual Actual Budget Projection* Budget Plan Plan REVENUES Taxes Grants in lieu - taxes Sales to other Governments Sales/Goods - Services 203, , , , , , ,500 Other Revenue From Own Services 254, , , , , , ,400 Sale of Fixed Assets Conditional Grants Other Transfers TOTAL REVENUES 458, , , , , , ,900 EXPENDITURES Salaries, Wages & Benefits 2,349,739 2,439,644 2,408,350 2,536,767 2,657,238 2,767,595 2,869,938 Contracted & General Services 547, , , ,862 1,087,963 1,184,433 1,184,433 Purchases from Government Materials, Goods, Supplies & Utilities 10,517 16,635 19,600 14,073 17,600 19,600 19,600 Fixed Asset Acquisition 9,002 6,198 10,000 10,000 10,000 10,000 10,000 Transfers & Grants Financial Services Charges , Other Expenditures 15,339 17,709 8,500 8,500 3,500 3,500 3,500 TOTAL EXPENDITURES 2,932,671 3,117,939 3,423,391 3,294,227 3,777,201 3,986,028 4,088,371 OPERATING SURPLUS (DEFICIT) (2,474,376) (2,589,747) (2,960,491) (2,946,907) (3,322,162) (3,523,128) (3,625,471) Contribution to Capital Transfer from Reserve - (3,796) Transfer to Reserve 6,000 6, PAYG SURPLUS/(DEFICIT) (2,480,376) (2,592,520) (2,960,491) (2,946,907) (3,322,162) (3,523,128) (3,625,471) * Projection as of September 30, 2011