Table of Contents Department / Division Overviews.............................................. 3 Financial and Information Services Department................................... 4 Treasury Services Division................................................ 17 Investments, Risk Management and Service Planning Division......................... 21 Revenue Division..................................................... 24 Financial Planning and Budgets Division....................................... 27 Information Technology Division........................................... 30 Current Budget Highlights...................................................... 37 Consolidated Change from 2012................................................... 38 Staff Additions Summary........................................................ 40 Capital Budget and Forecast.................................................... 41 2013 Capital Budget & 2014-2022 Capital Forecast..................................... 42 2013 Capital Budget Project Detail Summaries....................................... 44 1
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Department / Division Overviews 3
Department Overview Department: Financial and Information Services Commissioner: Maurice (Mo) Lewis What function(s) does the Financial and Information Services Department serve? The Financial and Information Services Department has the legal responsibility to fulfill the duties of the Municipal Treasurer for handling all the financial affairs of the municipality on behalf of and in the manner directed by the council (Municipal Act, Sect. 286). The Department also partners with the other departments to deliver operational efficiencies and services through business and technology solutions. Our vision is to be a trusted and strategic business partner, simplifying service delivery and enriching the customer experience. The departmental responsibilities include: o Providing financial reporting and controls, upholding the fiduciary responsibility to manage the Corporation s assets and guide its financial stability o Providing excellent customer service to our internal and external stakeholders such as taxpayers, developers and others o Managing the corporate 24x7 Call Centre operations that provide call management and dispatch services in response to citizen requests for information and service o Offering financial leadership and advice to the City departments o Delivering automated services and information both internally (to the Corporation) and externally (to the public), balancing cost with quality and security while maintaining the integrity of the information and/or the service o Managing and developing the City s corporate web channel that provides online information, collaboration, e-services and e-commerce to citizens, businesses and other internal and external customers o Delivering and managing integrated and flexible corporate technology solutions to support the efficient delivery of service excellence for the City o Billing and collecting property taxes on behalf of the City, Region of Peel and the Province of Ontario (Education) 4
Department Overview Goals/Objectives To provide visionary leadership to support Brampton as a strong and vibrant City that provides an exceptional quality of life for its residents and businesses. The delivery of the Department s services is organized around the following performance goals: o Service / Operational Excellence o Fiscal Responsibility o Environmental Stewardship and Responsible Growth Management o Customer Service and Community Outreach o Employer of Choice A Skilled and Motivated Workforce Specific Measures o Fiscal Responsibility Developing budget and long range financial strategies that support Council and citizen priorities and recognize financial constraints Providing comprehensive financial reporting to the public, including financial performance and financial health information that enhances corporate accountability, credibility, clarity and public awareness of the City s financial resources. Reporting shall meet or exceed the criteria as established by the Government Finance Officers Association (GFOA) of the United States and Canada, for its award of excellence in Financial Reporting Ensuring the City has appropriate insurance coverage and in collaboration with other departments, has effective programs for risk identification, assessment, control and mitigation to reduce exposure and insurance claims and costs Delivering operational efficiencies and cost containment measures through business automation and technology solutions o Customer Service and Community Outreach Driving the Customer Service Strategy in partnership with operating Departments 5
Department Overview Major Service Deliverables o Maintained over 141,600 property tax accounts o Billed approximately $800 million of property taxes on behalf of the City of Brampton, the Region of Peel, the Province of Ontario (Education), and the Brampton Downtown Development Corporation o Collected approximately $2.7 million in defaulted Provincial Offences Act (POA) fines o Cash management: $3.1 billion annual cash flow o Investment portfolio: $298 million short term, $386 million long term o Coordinated and developed financial strategies to fund annual City operating and capital budgets of over $600 million combined o Collected approximately $300 million of Development Charges on behalf of the City, the Region of Peel and local School Boards o Facilitated over $200 million in procurement of goods and services (1,700 tenders, proposals, bid calls) o Payroll processing Annual Volumes: Employees paid (T4s issued) 6,600 Payroll payments processed 142,000 Total Payroll processed - over $239 million o Payment processing Annual Volumes: Cheques processed 12,000 EFTs processed 18,000 Invoices 100,000 Payments - $1 billion o Provide support to department staff in processing of all financial transactions and maintain control of accurate financial records Produce 3,500 monthly reports Capital assets - $4.0 billion; 26,000 asset- related transactions annually o Call Centre Responded to 330,000 Call Centre and Information Kiosk citizen inquiries including 30% increase in 3-1-1 municipal service line Answered 80% of calls within 30 seconds Resolved 74% of inquiries at first contact 6
Department Overview Service Drivers 89% calls monitored achieved or exceeded customer service productivity and quality expectations Collected over $1,650,000 in revenue on behalf of Departments, a 45% increase from 2011 o Customer Service Web Channel (website) Over 28 million page visits to the website in 2012, a 40% increase from 2011 Launched four new online e-services for the public as well as mobile applications Received over 12,900 web inquiries in 2012 Over $2.7 Million payment transactions processed online Over 100,000 public transactions processed via web Over 15 business processes been automated using online workflow capabilities to improve efficiencies Enhanced the accessibility of the City's website by introducing read-aloud feature for visually challenged website visitors o Other Annual Volumes Responded to 30,000 Information Technology Service Desk requests Maintained and operated over 90 Corporate Business Systems Growth related pressures such as: o Increasing transaction volumes (growth) o Increasing complexity and size of projects o Increasing demand for information technology solutions to support service delivery across all departments o Increasing industry and government regulations o Sustain excellence in delivering services to residents, businesses and the corporation 7
Department Overview 2012 Accomplishments/Achievements o Fiscal Responsibility Standard and Poor s reaffirmed the City of Brampton s AAA credit rating Continued to provide extensive staff support to major projects including accounting for Infrastructure Stimulus Funding eligible expenditures and preparation of the program financial reports to the Federal and Provincial governments to maximize funding receipts Re-negotiated several technology contracts resulting in excess of $1 million in cost-avoidance to be realized over the terms of the contracts. Integrated external and internal investment portfolios to minimize investment cost to meet the financial obligations in the current capital market environment o Service / Operational Excellence Received the GFOA Award (2010) for Annual Financial Statements and met all reporting deadlines (Financial Information Return, Annual Report) Implemented a revised Purchasing By-Law that initiated significant changes in addressing prudent application of sound business practices regarding procurement methods and execution of contract agreements Upgraded to the new version of Provincial Offences Act fine collection system in partnership with Court House to promote workflow automation and service integration Launched a client-based Accounts Payable Service Delivery model to promote efficiency in payment processing and client support Implemented payroll retroactive payment PeopleSoft system process to gain functional efficiency Leveraged the portal technology and realigned report distribution process to provide easy access for department staff to obtain monthly financial reports Received Four National and Global Awards for the Fire & Emergency Services Integrated Mobile 2.0 Technologies demonstrating the power of partnership between Information Technology and Fire & Emergency Services departments and delivering service excellence. Awards are: The CIO 100 Companies Award for the second year in the row; The Government Technology Conference (GTEC) Distinction Award for business partnering in delivering Municipal Services; 8
Department Overview The Peter J. Marshall s Association of Municipalities of Ontario (AMO) Award for municipal innovation; and The Municipal Information Services Association (MISA) Service Excellence Award. Brampton ITSM (Information Technology Service Management) Case Study - Top 3 finalist in the Canadian Channel Elite Awards Best Mid Market Solution Continued to provide cost effective service options for citizens and staff through the City s website In partnership with Planning, Design & Development Department (PD&D) and Corporate Call Center, launched on-line application of Mobile Sign Permits, which enabled PD&D to divert 100% of the clients to the web channel and reduce wait-times at the counters Implemented automated utility cut online permits, promoting departmental collaboration and process efficiency o Customer Service and Community Outreach Published multi-lingual versions of our tax information brochure In partnership with the Building Division, the Call Centre introduced a new 24x7 telephone service to Brampton s business community, processing Mobile Sign Permit payments In partnership with the Revenue Division, the Call Centre completed integration of the telephone service available 24x7 in order to manage citizens tax-related inquiries In partnership with the Works & Transportation Department, the Call Centre expanded its 24x7 telephone assistance service for a newly automated Municipal Parking facility Provided risk management training and assistance to 2012 55+ Ontario Summer Games, which included the development of a Risk Management Manual for the games o Employer of Choice A Skilled and Motivated Work Force Held staff training sessions and workshops covering subject areas such as: Customer Service Excellence, Building Client Relationships, Purchasing, Accounts Payable, P-Card, Risk Management and Contract Administration Launched Financial Management for Leaders as part of Brampton Leadership Institute courses 9
Department Overview Launched a series of extended management team workshops in partnership with the Human Resources talent management team Implemented flexible work hours to meet increased service demands Supported staff participation in professional development, continuous education and next generation leadership corporate programs Continued the Call Centre s Service Excellence Program including Employee Quality Assurance Achievement Rewards and Recognition Offered secondment opportunities to promote cross functional and cost effective staff skill development and succession planning Continuation of the HR & IT managers and supervisors coaching program to foster and develop an effective leadership coaching competency. Initiatives in Progress o Fiscal Responsibility Updating of the Corporate Budget Control Policy Piloting an on-line tax payment module for use by our partner financial institutions Implementing a long term capital funding model as a basis for short and long range financial strategy development Implementing Key Performance Indicators(KPIs) reporting to alert Department management of emerging issues and need for corrective action Implementing system functionality to improve payroll processing including retroactive payments Improving cost performance of support and maintenance for Corporate Information Technology through consolidation and cost control measures o Service / Operational Excellence Continuing to conduct review of various existing financial policies and working towards implementing new Purchasing Policies including Vendor Performance Management Complaints & Disputes Resolution Supporting the Southwest Quadrant Renewal Project Continuing improvement initiatives in partnership with Internal Audit 10
Department Overview o Customer Service and Community Outreach Driving the Customer Service Strategy to increase access and integrate services for Brampton in partnership with City Departments Web Channel Citizen Services Portal (CSP) Program 2013 Service Initiatives o Fiscal responsibility Continue to support major corporate initiatives with significant financial impact, such as the ongoing review of Cash-in-Lieu of Parkland policy o Service / Operational Excellence Maintain core technology infrastructure to deliver efficient and reliable technology services to support business and citizen needs including radio communications, wireless and network infrastructure and core back-office systems Continue to deliver new solutions and enhance existing processes and online service offerings by further integrating corporate business systems with Web and Mobile Solutions Continue to develop technology strategies to drive investments toward initiatives with high returns and value such as cloud computing, data centre, records management and mobility o Customer Service and Community Outreach Leverage the City s portal technology to deliver citizen self-serve online services such as Property Tax inquiries, Planning and Development Applications and Economic Development Programs Complete the implementation of a self serve tax payment and administration module for use by mortgage agents and financial institutions. This system will improve the accuracy of information being transmitted to the City by financial institutions for tax accounts leading to improved efficiencies and a great level of customer satisfaction Develop tax e-forms for use by taxpayers applying for various rebates, tax appeals and adjustments Develop on-line ordering/purchase of tax statements and certificates 11
Department Overview o Employer of Choice In partnership with the Human Resources Division, develop a Corporate Talent Management Solution to track workforce skills and regulatory certification requirements, enable cost effective e-learning for employees, and automate the City s Performance Management Program Organizational Structure FINANCIAL AND INFORMATON SERVICES Commissioner, Financial and Information Services Lewis, Maurice (Mo) INFORMATION TECHNOLOGY Chief Information Officer Meikle, Robert FINANCIAL PLANNING AND BUDGETS Director, Fin Plan and Budgets Eskelson, Bonnie TREASURY SERVICES Director, Treasury Services Honeyborne, Peter REVENUE Director, Revenue McFarlane, Don INVESTMENTS, RISK MANAGEMENT AND SERVICE PLANNING Director, IRMSP Parzei, Roman 12
Department Overview Current Budget Financial Summary ($000s) 2012 BUDGET 2012 ACTUALS* 2013 BUDGET VARIANCE 2013 BUDGET VS 2012 BUDGET % CHANGE DIVISIONAL BREAKDOWN TREASURY SERVICES $3,733 $3,870 $3,944 $212 5.7% INVESTMENT,RISK MANAGEMENT AND SERVICE PLANNING $1,642 $1,623 $1,709 $67 4.1% REVENUE $1,556 $1,666 $1,643 $86 5.5% FINANCIAL PLANNING AND BUDGETS $1,001 $1,022 $1,020 $19 1.9% INFORMATION TECHNOLOGY $19,327 $19,376 $20,412 $1,085 5.6% ADMINISTRATION $435 $447 $445 $10 2.3% Net Expenditures $27,693 $28,004 $29,173 $1,479 5.3% BREAKDOWN BY CATEGORY Labour Expenditures $21,446 $22,031 $22,762 $1,317 6.1% Other Expenditures $10,111 $10,654 $10,696 $585 5.8% Total Expenditures $31,557 $32,685 $33,458 $1,901 6.0% Gross Revenues ($3,864) ($4,681) ($4,286) ($422) 10.9% Net Expenditures $27,693 $28,004 $29,173 $1,479 5.3% *Forecast year- end actuals based on August 31 st, 2012 actual results Note: Figures in the table may not add due to rounding 2013 Net Expenditures by Division ADMINISTRATION 1.5% TREASURY SERVICES 13.5% INVESTMENT,RISK MANAGEMENT AND SERVICE PLANNING 5.9% INFORMATION TECHNOLOGY 70.0% REVENUE 5.6% FINANCIAL PLANNING AND BUDGETS 3.5% 13
Department Overview 2013 Budgeted Expenditures and Revenues by Type ($000s) 2012 BUDGET 2012 ACTUALS* 2013 BUDGET VARIANCE 2013 BUDGET VS 2012 BUDGET % CHANGE EXPENDITURES BY TYPE SALARIES, WAGES AND BENEFITS $21,446 $22,031 $22,762 $1,317 6.1% OFFICE AND ADMINISTRATIVE $638 $784 $483 ($155) -24.3% ADVERTISING, MARKETING & PROMOTION $58 $58 $3 ($55) -94.8% STAFF DEVELOPMENT $217 $208 $191 ($26) -12.1% PROFESSIONAL SERVICES $174 $206 $252 $78 45.0% RENT AND LEASE CHARGES $0 ($1) $0 $0 - REPAIRS, MAINTENANCE AND MATERIALS $159 $128 $184 $25 15.8% CONTRACTED SERVICES $6,540 $6,156 $6,981 $441 6.7% UTILITIES AND FUEL $14 $14 $14 $0 0.0% GRANTS, SUBSIDIES AND DONATIONS $1 $0 $1 $0 0.0% FINANCIAL SERVICES $1,805 $2,595 $2,055 $250 13.9% CONTRIBUTION TO RESERVES $506 $506 $533 $27 5.3% Total Expenditures by Type $31,557 $32,685 $33,458 $1,901 6.0% REVENUES BY TYPE USER FEES AND SERVICE CHARGES ($1,979) ($1,984) ($2,151) ($172) 8.7% CONTRIBUTION FROM RESERVES ($1,885) ($2,698) ($2,135) ($250) 13.3% Total Revenues by Type ($3,864) ($4,681) ($4,286) ($422) 10.9% *Forecast year- end actuals based on August 31 st, 2012 actual results Note: Figures in the table may not add due to rounding 14
Department Overview 2013 Budgeted Expenditures by Type PROFESSIONAL SERVICES STAFF 0.8% DEVELOPMENT 0.7% ADVERTISING, MARKETING & PROMOTION 0.0% OFFICE AND ADMINISTRATIVE 1.4% REPAIRS, MAINTENANCE AND MATERIALS 0.5% RENT AND LEASE CHARGES 0.0% CONTRACTED SERVICES 20.9% GRANTS, SUBSIDIES AND DONATIONS 0.0% UTILITIES AND FUEL 0.0% FINANCIAL SERVICES 6.1% CONTRIBUTION TO RESERVES 1.6% SALARIES, WAGES AND BENEFITS 68.0% 15
Department Overview Staffing Complement COMPLEMENT OTHER STAFFING 2012 STAFF 2013 Perm P/T F/ T P/T DIVISIONS ADDS* Contract Contract TREASURY SERVICES 45 0 45 4 1 0 INVESTMENT, RISK MANAGEMENT AND SERVICE 17 0 17 1 0 0 PLANNING REVENUE 36 1 37 1 1 0 FINANCIAL PLANNING AND BUDGETS 9 1 10 0 2 0 INFORMATION TECHNOLOGY 124 1 125 14 36 0 ADMINISTRATION 2 0 2 0 0 0 DEPARTMENT TOTAL 233 3 236 20 40 0 SOURCE: HUMAN RESOURCES (as of Oct. 31/12) *Includes F/T and conversions to F/T Capital Budget Summary ($000s) 2009 2010 2011 2012 2013 INFORMATION TECHNOLOGY $9,710 $7,653 $8,922 $7,823 $8,049 - OTHER $100 $0 $70 $0 $325 Total Approved Capital $9,810 $7,653 $8,992 $7,823 $8,374 Note: Based on approved Capital Budgets; Figures in the table may not add due to rounding 16
Treasury Services Overview Division: Treasury Services Director: Peter Honeyborne What function(s) does the Treasury Services Division serve? o Treasury Services Division is responsible for providing a number of key financial services to external clients, as well as Members of Council and staff. The division is comprised of four sections; Payroll, Corporate Accounting, Purchasing and Accounts Payable. The division is responsible for promoting procurement processes and decisions that are consistent with the strategic objectives of the City and ensuring that payments to suppliers, residents and tax payers are processed. The division provides expert financial advice, timely financial reporting, accurate accounting of all financial transactions, and payroll services. Goals/Objectives o Fiscal Responsibility Provide comprehensive financial reporting to the public, including financial performance and financial health information that enhances corporate accountability, credibility, clarity and public awareness of the City s financial resources. Reporting is prepared at the highest standards, to meet or exceed the criteria required by the Government Finance Officers Association (GFOA) of the United States and Canada for its award of excellence in Financial Reporting Provide comprehensive, user friendly and timely internal financial reporting to facilitate management decision-making and fiscal control Provide open, fair and transparent procurement of goods, services and construction Provide assistance to departments to ensure that the corporate tangible capital assets and related project activities are recorded in compliance with the Public Sector Accounting Board (PSAB) Section 3150 Tangible 17
Treasury Services Overview Service Drivers Capital Asset financial reporting requirements and enable accurate and consistent inventories and associated valuations o Service / Operational Excellence Keep up to date of changes in technology, execute and manage change needed to improve the high volume Accounts Payable filing system, achieve efficiencies in records retention, archiving and retrieval and ensure security of these files o Customer Service and Community Outreach Provide a high level of customer service, both to external clients through accurate and timely processing of vendor payments and requests for information, and to City employees through the provision of accurate and timely payroll services Provide a centralized procurement service to obtain goods, services and construction needed by Departments to deliver municipal services o Increased customer demands for information and financial reporting o The high rate of growth in Brampton, resulting in pressure on available financial resources and increased requirement for internal financial reporting that is accurate, timely and user friendly o Increased public demand for open, fair and transparent procurement of goods, services and construction 2013 Service Initiatives o Fiscal Responsibility Continue to improve financial reporting to the public to maintain eligibility to receive the Canadian Financial Reporting Award presented by the Government Financial Officers Association of the United States and Canada Continue to review and develop Corporate Financial Policies to provide guidance that will enhance clarity to department staff and promote fiscal responsibility and accountability 18
Treasury Services Overview o Service / Operational Excellence Improve efficiencies in Purchasing services through process review and adjustment and leveraging investment in the City s Corporate Financial System Implement an upgrade to the City s Financial and Payroll Systems o Customer Service and Community Outreach Improve on-line access and distribution of Procurement documents 19
Treasury Services Overview Organizational Structure Director, Treasury Services Honeyborne, Peter Mgr, Accounting Gannon, Shirley Mgr, Purchasing,PA Fera, Jane Mgr, Payroll Services Harris, Kasey-Ann Current Budget Financial Summary - Division ($000s) 2012 BUDGET 2012 ACTUALS* 2013 BUDGET VARIANCE 2013 BUDGET VS 2012 BUDGET % CHANGE EXPENDITURES BY TYPE SALARIES, WAGES AND BENEFITS $3,658 $3,781 $3,835 $176 4.8% OFFICE AND ADMINISTRATIVE $41 $37 $38 ($3) -7.0% STAFF DEVELOPMENT $27 $24 $35 $8 31.6% PROFESSIONAL SERVICES $4 $13 $34 $30 857.1% CONTRACTED SERVICES $3 $15 $3 ($0) -14.8% Total Expenditures by Type $3,733 $3,870 $3,944 $212 5.7% REVENUES BY TYPE Total Revenues by Type $0 $0 $0 $0 - *Forecast year- end actuals based on August 31 st, 2012 actual results Note: Figures in the table may not add due to rounding 20
Treasury Services Overview Division: Investments, Risk Mgmt and Service Planning Director: Roman Parzei What function(s) does the Investments, Risk Management and Service Planning Division serve? o The Investments, Risk Management and Service Planning division is comprised of the Cash Management and Investments Section; Insurance and Risk Management Section; and the Finance Business Systems Section. The Division also provides Departmental budget monitoring and analysis, Corporate P-Card administration, coordination of cross divisional initiatives and communications, as well as office coordination and complement control. Goals/Objectives o Fiscal Responsibility Manage the City s investment portfolio and cash flow to ensure investment returns are optimized, investment risk is minimized and adequate cash is available when required to meet the City s financial obligations Minimize total insurance costs through appropriate insurance coverage, effective risk management, and insurance claims handling Administer Corporate P-Card program, in partnership with operating departments and Treasury, to optimize low dollar value purchase and payment process Increase utilization of advanced functionality to leverage the City s investment in the PeopleSoft Financial and Payroll systems Coordinate departmental budget and prepare related financial reporting to support fiscal control 21
Investments, Risk Management and Service Planning Overview Service Drivers o Service / Operational Excellence Support for the major financial systems utilized within the Financial and Information Services Department o Meeting investment income targets in light of current economic climate o Increase in demand to support service delivery across divisions o Increase in number of claims and insurance premiums requiring best practices in risk management and claims handling 2013 Service Initiatives o Fiscal Responsibility Maximize investment returns during current low interest rate capital market environment to meet financial obligations Increase effective risk management awareness corporately to reduce claim costs, as the deductible for all of the City s insurance policies has increased to $500,000 per claim effective January 1, 2012 Monitor and report regularly on Department key performance indicators to alert senior management of emerging issues and need for corrective action o Service / Operational Excellence Provide on-going support and maintenance of the various systems used by the Financial and Information Services department Review PeopleSoft Purchasing module capabilities and implement additional functionality to gain efficiencies within the Division and across City departments Upgrade the City s PeopleSoft Enterprise general ledger, accounts payable, purchasing, asset management, project costing, payroll and time entry systems Upgrade the City s tax billing system Support department initiatives to promote cost efficiency and risk containment 22
Investments, Risk Management and Service Planning Overview Organizational Structure Director, Investments, Risk Management and Service Planning Parzei, Roman Mgr, Risk & Insurance Tracogna, Deborah Mgr, Finance Business Sytems Fisher, Dean Office Coordinator Magee, Karen Advisor, Financial Planning Wang, Maggie Current Budget Financial Summary Division ($000s) 2012 BUDGET 2012 ACTUALS* 2013 BUDGET VARIANCE 2013 BUDGET VS 2012 BUDGET % CHANGE EXPENDITURES BY TYPE SALARIES, WAGES AND BENEFITS $1,744 $1,729 $1,810 $66 3.8% OFFICE AND ADMINISTRATIVE $20 $16 $21 $1 3.7% STAFF DEVELOPMENT $17 $14 $17 $0 0.0% CONTRACTED SERVICES $27 $37 $27 $0 0.0% FINANCIAL SERVICES $1,805 $2,595 $2,055 $250 13.9% Total Expenditures by Type $3,614 $4,391 $3,930 $317 8.8% REVENUES BY TYPE USER FEES AND SERVICE CHARGES ($87) ($71) ($87) $0 0.0% CONTRIBUTION FROM RESERVES ($1,885) ($2,698) ($2,135) ($250) 13.3% Total Revenues by Type ($1,972) ($2,769) ($2,222) ($250) 12.7% *Forecast year- end actuals based on August 31 st, 2012 actual results Note: Figures in the table may not add due to rounding 23
Revenue Overview Division: Revenue Director: Don McFarlane What function(s) does the Revenue Division serve? o The Revenue Division has three primary roles. The first is to administer over 140,000 property tax accounts including all billing and collection activities on behalf of the City of Brampton, The Region of Peel, the area School Boards, and the Brampton Downtown Development Corporation. The second responsibility of the Revenue Division is to generate revenue for the City through the collection of defaulted Provincial Offences fines. The third responsibility is the coordination of the revenue reporting of all of the City s facilities. o To support these activities the Division engages in tax policy development, assessment values review, and public customer service through the City Hall public assistance counter and a partnership with the Corporate Call Centre. Goals/Objectives o Fiscal Responsibility Active review of the assessment roll for completeness and a level of accuracy to appropriately levy taxes Delivery of full functionality improvements to the corporate tax system through collaborative efforts with partner municipalities o Service / Operational Excellence Timely release of collections to Provincial Offences sites within the agreed upon dates established by the municipal partners o Customer Service and Community Outreach Maintenance of all customer service levels and expansion of self service opportunities to our clients 24
Revenue Overview Service Drivers o Despite the general slowdown in the economy, the rate of growth in Brampton continues to exert pressure as more properties are added to the tax roll resulting in increased billings, account administration, customer service requests, and payment processing. In addition, more accounts are falling behind in payments causing pressure on our collection area. o As more provincial fines are levied and parking tags processed, there is an impact on the volume of collection activities required. o Prompt attention to delinquent tax accounts and revenue from fines is needed to maximize cash flow and ensure the collectability of outstanding debt. o The expectation of service availability at taxpayers convenience (i.e. 24/7) is growing. 2013 Service Initiatives o Service / Operational Excellence Installing, implementing and fully training staff on new modules for the TXM2000 tax system to capture efficiencies in processing transactions and responding to customer inquiries o Customer Service and Community Outreach Completing the deployment of a self-serve tax payment and administration module for use by mortgage agents and financial institutions Implementation of online tax account inquiries Exploring other client initiated service opportunities through the City s website o Fiscal Responsibility Ensuring all lands registered for development are appropriately assessed for taxation purposes 25
Revenue Overview Organizational Structure Director, Revenue McFarlane, Don Mgr, Corporate Collections Scola, Annemilia Mgr, Taxation & Assessment Finnegan, Martin Supervisor, Revenue Services Raiz, Madelaine Current Budget Financial Summary - Division ($000s) 2012 BUDGET 2012 ACTUALS* 2013 BUDGET VARIANCE 2013 BUDGET VS 2012 BUDGET % CHANGE EXPENDITURES BY TYPE SALARIES, WAGES AND BENEFITS $2,873 $2,984 $3,084 $211 7.3% OFFICE AND ADMINISTRATIVE $47 $44 $50 $3 6.8% STAFF DEVELOPMENT $18 $15 $18 $0 1.7% PROFESSIONAL SERVICES $155 $182 $203 $48 31.0% REPAIRS, MAINTENANCE AND MATERIALS $111 $100 $111 $0 0.0% CONTRACTED SERVICES $242 $249 $237 ($5) -1.9% Total Expenditures by Type $3,445 $3,575 $3,703 $258 7.5% REVENUES BY TYPE USER FEES AND SERVICE CHARGES ($1,889) ($1,909) ($2,060) ($172) 9.1% Total Revenues by Type ($1,889) ($1,909) ($2,060) ($172) 9.1% *Forecast year- end actuals based on August 31 st, 2012 actual results Note: Figures in the table may not add due to rounding 26
Financial Planning and Budgets Overview Division: Financial Planning and Budgets Director: Bonnie Eskelson What function(s) does the Financial Planning Division serve? o The Financial Planning and Budgets Division is responsible for annual budgeting and long-range forecasting and planning to ensure that the necessary financial strategies and resources are in place for City services and infrastructure. Key services provided by the Division include corporate budget management and control processes, financial impact analyses, preparation and implementation of Development Charges (DC) By-laws and rates and administration of other development-related financial transactions. DCs are also collected on behalf of the Region of Peel and School Boards Goals/Objectives o Fiscal Responsibility Enhanced presentation of annual corporate budgets linking financial resources and service delivery Budget recommendations that support short and long term financial sustainability Continuous review of city DC by-laws and renewal as necessary to provide required funding for growth in city infrastructure Long term financial plan for sustainable funding of infrastructure and operations Enhanced management reporting and analysis for early warning of trends requiring corrective action o Service / Operational Excellence Support for corporate initiatives to promote cost efficiency and risk containment Continuous process improvement to ensure the optimum balance of customer service and financial risk mitigation in administering development-related financial arrangements 27
Financial Planning and Budgets Overview Service Drivers o Brampton s rapid growth rate has put increased pressure on available financial resources to put infrastructure in place and maintain service levels. o Financial arrangements and the financial information required to support decision-making and accountability are increasingly complex. o The pace of development demands increased efficiency in development transaction processing. o 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. 2013 Service Initiatives o Fiscal Responsibility Complete the implementation of measures identified during the 2009 DC review for detailed tracking and forecasting of development charge revenue and commitments, to ensure infrastructure plans are aligned with variable revenue projections and financial strategies Update the DC By-law industrial/office discount policy Undertake the preparation of a new DC Background Study to support new DC By-laws required in 2014 to ensure growth continues to pay for growth to the extent permitted by provincial legislation Continue the development and implementation of improved financial modeling of costs of growth including operating impacts, and integration with non-growth infrastructure maintenance Continue the development of a recommended framework for long range capital funding strategies including management of reserve funds, debt financing policy, revenue sources and other available options to address shortfalls in growth and non-growth infrastructure needs Continue to support major corporate initiatives with significant financial impact, such as the ongoing review of Cash-in-Lieu of Parkland policy o Service / Operational Excellence Continue improving budget documentation to increase the linkage between financial resources and service delivery and facilitate priority setting within limited financial resources 28
Financial Planning and Budgets Overview Complete the review and updating of the corporate Budget Control Policy, and develop Standard Operating Procedures (SOPs) for both budget and development administration processes Organizational Structure Director, Financial Planning & Budgets Eskelson, Bonnie Mgr, Development & Capital Financing Vacant Mgr, Corporate Budgets Sutton, David Current Budget Financial Summary - Division ($000s) 2012 BUDGET 2012 ACTUALS* 2013 BUDGET VARIANCE 2013 BUDGET VS 2012 BUDGET % CHANGE EXPENDITURES BY TYPE SALARIES, WAGES AND BENEFITS $969 $997 $999 $30 3.1% OFFICE AND ADMINISTRATIVE $7 $4 $7 $0 0.0% STAFF DEVELOPMENT $3 $4 $7 $4 140.7% PROFESSIONAL SERVICES $0 $5 $0 $0 - CONTRACTED SERVICES $25 $15 $12 ($14) -54.0% Total Expenditures by Type $1,004 $1,026 $1,024 $20 2.0% REVENUES BY TYPE USER FEES AND SERVICE CHARGES ($3) ($4) ($4) ($1) 16.7% Total Revenues by Type ($3) ($4) ($4) ($1) 16.7% *Forecast year- end actuals based on August 31 st, 2012 actual results Note: Figures in the table may not add due to rounding 29
Information Technology Overview Division: Information Technology Chief Information Officer: Robert Meikle What function(s) does the Information Technology Division serve? The Information Technology (IT) Division within Financial and Information Services, in partnership with the City s departments: o Manages corporate technology solutions to deliver city-wide service excellence o Maintains a secure infrastructure of systems and network resources to support the City s telecommunications and information services o Manages a 24x7 Call Centre operation that provides various daytime redirect, overflow and after hours call management and dispatch services in response to citizen requests for information or service o Manages a Customer Service Web Channel (website) that provides online information, collaboration, e-services and e-commerce to citizens and businesses o Manages an IT Service Desk to support department and employee technology needs o Manages the corporate Print Centre, delivering digital print and finishing services to City Departments. This one-stop-shop, offers a variety of print output alternatives complimented by a list of finishing services designed to support the City s internal print requirements. o Develop and architect strategies for mid-to-long range information and communication technology planning and overall IT Governance. Goals/Objectives o Fiscal Responsibility Deliver operational efficiencies and cost containment measures through service integration, business automation and technology solutions Drive return on the City s investments in information communication technology via collaboration, exploring potential revenue opportunities, and improving management of the City s technology asset life cycles 30
Information Technology Overview Drive long-term strategic technology planning to achieve long-term cost efficiency of technology enablement and services o Service / Operational Excellence Sustain or improve citizen service levels: 80% service level (% calls answered within 30 seconds) 75% first contact resolution (% calls not requiring call back or transfer) 85% quality score (% call monitoring productivity and quality achieved or exceeded) Sustain or improve internal service levels: 98% unwanted email filtering efficiency- currently achieving 98.7% efficiency 98% Internet browsing filtering efficiency - currently achieving 99.5% efficiency 95% availability of critical business systems Continue to define Key Performance Indicators (KPIs) to manage service levels and align resources accordingly Continue to improve operational excellence by simplifying standard operating procedures and maintaining compliance to policies and regulatory requirements Continue to utilize web and mobility technologies to enhance staff productivity and service levels Continue to negotiate and position contracts in order for the City to take advantage of various web or cloud opportunities as they arise Service Drivers o Customer Service and Community Outreach Drive the next phase of the Corporate Customer Service Strategy in partnership with Operating Departments o The primary service drivers affecting this division include: Increasing demand on technology to deliver service Innovative technology and business process improvements Human resource allocation to achieve project delivery and service support efficiencies 31
Information Technology Overview 2013 Service Initiatives Business process automation, online self-serve solutions and information sharing to enhance employee productivity Enterprise technology impacts due to influx of consumer technology products Federal, Provincial, and Municipal legislative requirements, transparent government and compliance Update Information Technology policies, standard operating procedures and guidelines o Fiscal Responsibility Measure cost of technology services to develop efficient sustainability and quality of services under economic pressures. Continue to develop technology strategies to drive investments towards initiatives with high returns/value Determine future needs of the City s data centre operations to maximize efficiency and return on investment. Long term strategic plan for the corporate data centre is complete, with the location for a new data centre confirmed. Build out of new facility and migration planning activities will be completed in 2013 o Service / Operational Excellence In partnership with Human Resources, implement a corporate talent management system to maintain and track employee learning, certification and skill profiles and to develop a learning community of practice within and outside the City Upgrade the corporate financial and human resources platform to sustain support and service delivery to all lines of business In partnership with Corporate Services, implement a Corporate Electronic Records Management strategy Replace the City s aging 2-way radio communications equipment to align with new telecommunications band requirements and growing business needs Optimize the IT Service Desk and improve service quality through the introduction of self-service tools and quality assurance best practices 32
Information Technology Overview Enhancements to the mobile device management tools to maximize productivity and consumerization of technology, to develop and implement a mobile technology strategy to expand and leverage the various mobile devices, to drive operational efficiencies and improve employee productivity Development of a BYOD (Bring Your Own Device) Strategy and approach for deployment. This initiative will enable city employees to access email and calendaring services from their own personal mobile device Drive the next generation e-commerce2.0 online payment strategy and architecture Drive the OpenGov2.0 public information website to comply with regulatory public reporting requirements and enhance government transparency o Customer Service and Community Outreach Continue to develop the City s Call Centre services including 3-1-1 in Brampton Continue to enhance the citizen service experience and gain operational efficiencies at the Call Centre by automating its business processes and leveraging investment in Voice over IP Telephone and Web solutions In partnership with Economic Development and Communication, follow industry best practices for the City to use social media as an alternative community engagement tool Continue to deliver new solutions and enhance existing online service offerings by further integrating corporate business systems with web and mobile solutions o Employer of Choice A Skilled and Motivated Workforce Enable staff to develop skills to improve productivity through alternative education and training opportunities Participate in industry forums to expand core technical skills and competencies and foster an innovative and collaborative culture 33
Information Technology Overview Organizational Structure Chief Information Officer Meikle, Robert Mgr, Architecture & Planning Hanna, Alber Sr. Mgr, IT Solutions Delivery Bala, Karthi Mgr, Contact Centre Service Integration Tsingos, Rhonda Sr Mgr, IT Infrastructure Operations Unrau, Tim Mgr, Client Relations & Services Wong, Patricia 34
Information Technology Overview Current Budget Financial Summary - Division ($000s) 2012 BUDGET 2012 ACTUALS* 2013 BUDGET VARIANCE 2013 BUDGET VS 2012 BUDGET % CHANGE EXPENDITURES BY TYPE SALARIES, WAGES AND BENEFITS $11,875 $12,207 $12,702 $826 7.0% OFFICE AND ADMINISTRATIVE $454 $596 $298 ($156) -34.4% ADVERTISING, MARKETING & PROMOTION $58 $58 $0 ($58) -100.0% STAFF DEVELOPMENT $144 $142 $105 ($39) -27.1% RENT AND LEASE CHARGES $0 ($1) $0 $0 - REPAIRS, MAINTENANCE AND MATERIALS $48 $28 $73 $25 52.6% CONTRACTED SERVICES* $6,243 $5,840 $6,703 $460 7.4% CONTRIBUTION TO RESERVES $506 $506 $533 $27 5.3% Total Expenditures by Type $19,327 $19,376 $20,412 $1,085 5.6% REVENUES BY TYPE Total Revenues by Type $0 $0 $0 $0 - *Forecast year- end actuals based on August 31 st, 2012 actual results Note: Figures in the table may not add due to rounding *Contracted Services Technology maintenance, license support, etc. on behalf of the Corporation. 35
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Current Budget Highlights 37
Current Budget Highlights Consolidated Change from 2012 ($000s) 2013 Budget vs. 2012 Budget Category Description CORE ADJUSTMENTS > Compensation - Adjustments to reflect actual costs 1,210 Compensation Adjustments and Fringe/WSIB rates > Operating expenditure adjustments to reflect actuals and forecasted actuals - Purchasing legal services 30 Service - Collection agency fees (net of recoveries) 11 Growth / Work Volume - Capital recoveries (non-labour related) (49) Service - Administrative expenses (16) Growth / Work Volume > Revenue adjustments to reflect actuals and forecasted actuals - Tax certificates 40 Service - Internal printing recoveries (net of increased (120) Service operating costs) - General recoveries (40) Growth / Work Volume - Mortgage Agent Fees (20) Growth / Work Volume SUBTOTAL, CORE ADJUSTMENTS 1,046 COMMITMENTS > Corporate technology license and maintenance fees > Corporate radio system - service consolidated under IT management 374 Capital Impacts - Growth 67 Service SUBTOTAL, COMMITMENTS 441 38
Current Budget Highlights Consolidated Change from 2012 ($000s) GROWTH AND SERVICE PRIORITIES 2013 Budget vs. 2012 Budget Category Description > Assessment Review Analyst (1 F/T) 94 Growth / Work Volume - Revenue recovery (115) Growth / Work Volume > Financial Planning Administrative Assistant (1 0 Service Contract conversion to F/T) > Imaging & Digital Print Supervisor (1 Contract conversion to F/T) 14 Capital Impacts - Service SUBTOTAL, GROWTH AND SERVICE PRIORITIES (8) TOTAL, NET EXPENDITURE CHANGE 1,479 39
Current Budget Highlights Staff Additions Summary Position Quantity Description/Justification/Implication for Service Levels Assessment Review 1 Ensure accuracy of the Assessment Roll for taxation purposes. Analyst (F/T) Represent City before various tribunals, as advocate and/or witness and maintain close communication with key Municipal Property Assessment Corporation (MPAC) personnel and other relevant stakeholders. Respond to inquiries from the public, staff, and other levels of government. Prepare and present the Corporation s position including review and preparation of statements of issues and city responses to assessment appeals; negotiate and recommend appeal settlements on behalf of the Corporation; record and monitor decisions of the Assessment Review Board and other tribunals; initiate City assessment appeals with Council approval; review Minutes of Settlement and make recommendations; communicate with tax agents, lawyers, MPAC, and the ARB; perform annual review of assessment roll; monitor data from various sources, including Rezoning Bylaws, Pre-servicing Agreements, new Registered Plans, new construction etc; identify the City s assessment growth market trends, errors and anomalies and correspond with MPAC to confirm actual growth to the assessment base. 2013 Budget vs. 2012 Budget ($000) (21) Admin Assistant Financial Planning (conversion) Imaging and Digital Print Supervisor (conversion) 1 Provide administration and support services to Financial Planning and Budget Divsion to ensure core services are provided in timely and effective manner. Assist in all administrative duties; prepare agendas, letters, memos & spreadsheets; schedule multi-party meetings, record, prepare & distribute minutes; receive & direct incoming inquiries, distribute mail; maintain Director s filing system, calendar & necessary files for various meetings; act as liaison between Director and department staff; assist with Division budget management; assist with Division operations such as corporate budget maintenance and preparation of budget documentation. 1 Provide overall and day-to-day management for existing print shop staff, strategic leadership, advice/guidance and integration with other print services within the organization. Work closely with every department to optimize and drive additional efficiencies to maximize the productivity and use of the City s multi-functional print devices. Drive print initiatives through the corporation s print shop facility; standardize and introduce quality assurance processes. Enhance customer service and user experience, and ensure business requirements are being met. 0 14 40
Capital Budget and Forecast 41
Capital Forecast Total 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2013-2022 2013 Capital Budget & 2014-2022 Capital Forecast ($000) Page 1 of 2 2013 CAPITAL BUDGET & 2014-2022 CAPITAL FORECAST ($000) 42 Financial and Information Services Information Technology Business Systems Solutions Applications & Business Systems Solutions Asset Maintenance Mgmt - IWMS Asset Management System-Hansen Case Assessment Litigation System Council Meeting / Agenda Mgmt. Human Capital Data Security Internal Audit Tracking System IT Service Management Upgrade PlanTrak Enterprise System Enhancements Purchasing Process Automation Talent & Learning Mgmt System-TLMS Business Systems Solutions - Total End User Productivity Corporate End User Productivity and Refresh Corporate Radio Network Replacement Desktop Technology Acquisition/Refresh Frontline Business Tech Peripherals Mobile Corporate Printing Productivity End User Productivity - Total IT Architecture and Technology Planning Enterprise Architecture and Technology Planning OpenGov 2.0 Public Information Site IT Architecture and Technology Planning - Total IT Repair and Replacement Data Center Space/Infrastructure Mgmt Technology Repair and Replacement IT Repair and Replacement - Total 1,302 100 471 15 240 120 200 1,383 1,635 1,670 989 3,065 2,993 3,056 2,198 18,291 100 471 15 200 200 240 61 61 120 50 50 200 160 160 $1,617 $1,302 $1,383 $1,635 $1,670 $989 $3,065 $2,993 $3,056 $2,198 $19,908 260 260 260 260 260 260 260 1,820 220 1,200 2,800 4,220 1,588 870 1,160 1,200 1,200 1,000 1,450 1,450 1,800 1,200 12,918 28 25 25 25 25 25 25 25 25 25 253 99 50 149 $1,935 $2,095 $1,445 $1,535 $1,485 $1,025 $1,735 $1,735 $2,085 $4,285 $19,360 350 426 375 1,151 49 50 99 $49 $350 $426 $425 $1,250 1,000 6,000 7,000 2,830 2,750 4,020 3,000 4,367 1,500 2,750 3,565 2,020 4,040 30,842 $3,830 $2,750 $4,020 $3,000 $4,367 $7,500 $2,750 $3,565 $2,020 $4,040 $37,842