Program: Administrative Executive Management Program Based Budget Page 15

Transcription

1 Program: Administrative Executive Management Program Based Budget Page 15

2 Program: Administrative Executive Management Vision Statement: To demonstrate leadership and a commitment to excellence in the overall administration and management of the Corporation of the Town of Oakville. Mission Statement: To provide professional advice to Council and direction to the corporation with a focus on results, leadership, accountability and organizational values. Program Description The CAO is responsible for making sure the town has the right leadership, policies, staffing and culture to enable the organization to achieve the vision and goals set by Council. The CAO manages the implementation of Council s strategic plan by providing professional advice to Council and works with the town s executive team to ensure that departments develop the business and operational plans required to implement Council s strategic goals. The CAO also ensures the efficient and effective operation of the corporation by managing the resources/assets of the organization as a public trust, seeking efficiencies and proper return on investment, developing effective working relationships with community partners, stakeholders and other levels of government, developing a widely shared vision for the organization that fosters a strong performance culture, and providing opportunities for employees at all levels to contribute to the organization, and to learn and to grow in their performance. Program Services The CAO Office provides services through the CAO/Executive Management Team and the Internal Audit program. Page 16

3 Staffing Overview Net Approved Approved Capital Service Reallocation Total Change Services/Activities: FTE FTE Impact Level Change of Staff FTE 2014 vs 2013 CAO's Office (0.7) 3.0 (0.7) Commissioners & Office Support (2.0) 6.0 (2.0) Internal Audit Total (0.7) (2.0) 10.0 (2.7) The CAO s Office has decreased by 2.7 FTE. As a result of the Commission restructuring approved late in 2013, 2.0 full-time FTE s have been reallocated to Corporate. In addition, budget efficiencies have been found that can reduce part-time by 0.7 FTE. Program Services Budget Overview 2013 Restated 2014 Requested Net Net Gross Net Gross Net Change Change Services/Activities: Budget Budget Budget Budget 2014 vs vs 2013 (%) CAO/Executive Management 1,939,200 1,939,200 1,600,200 1,600,200 (339,000) (17.5%) Internal Audit 181, , , ,500 (800) (0.5%) Total 2,120,500 2,085,500 1,784,700 1,745,700 (339,800) (16.3%) Overall the Administration Executive Management program has decreased by 16.3% or $339,800, mainly as a result of the Commission restructuring which reduced the number of commissions from 4 down to 3 resulting in the reduction of 2.7 FTE s from this program. Level of Services Offered The level of resources allocated to support the operations of the senior executive team is consistent with other municipalities. Oakville does have a more comprehensive program of citizen and employee surveys to support it performance-based budgeting. Surveys are conducted in alternating years while most municipalities conduct surveys every three years. Otherwise services provided by Oakville are consistent with standard municipal practice. The effectiveness and efficiency of these services is reviewed through the town s performance-based, program based budgeting process. Page 17

4 Key Objectives (Initiatives) for The Administrative Executive Management program will assist Council to achieve its goal to be financially sustainable by: Ongoing review of town business processes to maximize effective and efficient use of online service delivery channels to ensure town provides its citizens with excellent value for their tax dollars. Preparing and implementing annual town operating and capital budgets and developing long-term capital forecasts that help Council to achieve its goals and maintain long-term financial stability of the town. The Administrative Executive Management program will assist Council to achieve its vision to be the most livable town in Canada by: Implementing Vision 2057, the town s community planning framework that brings together the town s master plans, the town s integrated community sustainability plan and other major initiatives under one framework to ensure a consistent and comprehensive approach to achieving a livable Oakville. Leading the continued implementation of ServiceOakville, a one town, one window approach to service that will enhance customer service and provide additional performance metrics through an integrated Customer Relationship Management (CRM) system. The Administrative Executive Management program will assist Council to achieve its goal to be accountable in everything we do by: Ongoing implementation of the Town of Oakville Management Framework to guide corporate decision-making. Providing Council with an annual review of progress toward Council s Strategic Plan and ensuring the town business plans, budget and corporate performance management systems (TOPS) align with Council s strategic goals. Continue to support the development of the technology framework to transform the town into a knowledge driven organization. Continue to promote effective risk management, control and governance throughout the town via the Internal Audit function Key Outcomes The town is fiscally sustainable o Tax supported debt levels are within Council policy of 6.25% and overall debt including self-supported debt within the Council approved limit of 12%. In 2013, debt levels are well below Council policy as tax supported debt is 1.7% and overall debt is 4.6%. The 2014 projected debt levels are expected to stay the same as no new debt is planned to be issued. o Total reserves and reserve funds as a percentage of gross operating expenses. Prudent financial practice suggests that a ratio greater than 20% represents low risk; in 2013 the town s ratio is projected to be 79.4%. o Town received unqualified audit of its 2012 financial statements from external auditor, as is expected for 2013 as well. An engaged and informed workforce o The employee survey results from 2012 showed that 74% of employees indicate that they clearly understand the vision and goals of the town and 84% believe the town is committed to delivering good customer service. Both these results met established targets. Overall, the town s employee survey results exceeded the Metrics@Work database of comparator municipalities. High citizen satisfaction with the town s programs and services o Currently all measures of citizen satisfaction are gathered from the town s bi-annual Citizen Survey. Results of the 2013 survey show that 87% respondents were satisfied with town programs and services, 87% expressed satisfaction with the performance of the town s government, and 84% of the public who had contacted the town expressed satisfaction with the service they received. Next survey to take place in early Council well informed about the health of the organization Page 18

5 o In 2013, the town reported to Council on monthly key organizational performance indicators as well as providing monthly updates from the CAO highlighting key departmental initiatives. Council also received annual audited financial statements, quarterly financial reports, an annual town accomplishments booklet, and annual report on the town s progress towards Council s strategic goals, as well as daily, weekly and monthly service activity reports from ServiceOakville. Assist Council and management in its oversight and accountability activities for the Town of Oakville o Internal Audit reporting to Administrative Services Committee and management on adequacy and effectiveness issues relating to the town s processes for controlling activities and managing risks along with recommendations for improvements. The 2012 target of 90% was met and the 2013 target has again been set at 90%. o Internal Audit successfully implemented and is now managing the town s Ethics and Efficiency Hotline Program Budget Drivers $ % Restated Base Capital Requested Change Change Budget Budget Impact Budget From 2013 From 2013 Expenses: Personnel Services & Benefits 1,926,300 1,601, ,601,000 (325,300) (16.9%) Materials & Supplies 5,600 4, ,000 (1,600) (28.6%) Capital out of Operations 1, (1,000) (52.6%) Purchased Services 186, , ,800 (7,900) (4.2%) Internal Expenses & Transfers % Total Expenses 2,120,500 1,784, ,784,700 (335,800) (15.8%) Revenues: External Revenues 35,000 39, ,000 4, % Internal Recovery & Fund Trsfs % Total Revenues 35,000 39, ,000 4, % Tax Levy 2,085,500 1,745, ,745,700 (339,800) (16.3%) In 2014, the Administrative Executive Management program has decreased by $339,800 or 16.3%. The main drivers for this increase are the following. Personnel Services & Benefits has decreased by $325,300 mainly due to the Commission restructuring. Minor adjustments to other expenditures have been incorporates as well as a result of the Commission restructuring. External Revenues have been increased to reflect projected recovery of internal audit services for Hydro. Page 19

6 Expenditure Summary Requested Forecast Change Forecast Change Budget Base Budget (%) Base Budget (%) Gross Expenditures Administrative Executive Management CAO/Executive Management 1,600,200 1,649, % 1,699, % Internal Audit 184, , % 196, % Total Gross Expenditures 1,784,700 1,840, % 1,896, % Tax Levy Administrative Executive Management CAO/Executive Management 1,600,200 1,649, % 1,699, % Internal Audit 145, , % 148, % Total Tax Levy 1,745,700 1,796, % 1,847, % Gross Expenditures By Type Personnel Services & Benefits 1,601,000 1,655, % 1,708, % Materials & Supplies 4,000 4, % 4, % Purchased Services 178, , % 183, % Internal Charges % 0 0.0% Other Expenditures % 0 0.0% Minor Capital & Transfer to Reserves % % Total Expenditures 1,784,700 1,840, % 1,896, % Revenues By Type Activity Revenue 39,000 43, % 48, % Internal Recoveries % 0 0.0% Grants % 0 0.0% Other Revenue % 0 0.0% Total Revenues 39,000 43, % 48, % Tax Levy 1,745,700 1,796, % 1,847, % Page 20

7 Budget Forecast Highlights Personnel Services & Benefits have increased due to inflationary increases. Revenue has also increased due to increased recovery in Internal Audit from Oakville Hydro Recommended Capital Budget The Corporate Initiative projects are all community enhancements to the current Oakville Trafalgar Memorial hospital site and the south central school sites. Funds have been budgeted for demolition of the buildings on the sites, for land use planning studies of the sites and to expand the Brantwood, Charnwood and Linbrook parks Total Budget Forecast Forecast Forecast Community Enhancements South Central School Site Demolition 310, , OTM Hospital Demolitian 75,000 1,000,000 1,075, Brantwood Park expansion 100, , Charnwood Park expansion 50,000 50, Linbrook Park expansion 120, , South Central School Site Planning Studies 25,000 25, OTM Hospital Planning Studies 210, ,000 Total Community Enhancements 100, ,000 1,520,000 1,890,000 Page 21

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