Corporate Planning & Administration Summary of Submitted ... · Corporate Management contributes to A Strong Economy by ensuring that all service areas at the City of London are working

Expense Non Tax Revenue

Net Tax Supported Expense Non Tax

RevenueNet Tax

Supported Expense Non Tax Revenue

Net Tax Supported

Tax Supported

(%)

Corporate Management 2,075,443 (577,933) 1,497,510 2,109,736 (588,914) 1,520,822 34,293 (10,981) 23,312 1.6%

Governmental Liaison 528,945 (40,000) 488,945 530,954 (40,000) 490,954 2,009 0 2,009 0.4%

Information & Archive Management 617,077 (27,841) 589,236 617,746 (26,920) 590,826 669 921 1,590 0.3%

Total to Maintain Existing Service Level 3,221,465 (645,774) 2,575,691 3,258,436 (655,834) 2,602,602 36,971 (10,060) 26,911 1.0%

0 0 0.0%

2,602,602 26,911 1.0%

2015 Budget Highlights: $ %Maintaining Existing Service:

26,911 1.0%

Increase/ (Decrease) over prior year budget 26,911 1.0%

Service Adjustments Submitted

2015 CORPORATE PLANNING & ADMINISTRATION SERVICES AS SUBMITTED

Increase in salary, wage and fringe benefits due to existing employment agreements and other operating costs partially offset by recoveries from water and wastewater.

Corporate Planning & AdministrationSummary of Submitted 2015 Budget From Rates

2014 2015Increase / (Decrease) Over Previous YearRevised Budget Draft Budget

Service

_____________________________________________________________________________________________________________________ 2015 Draft Budget for the City of London - December 8, 2014

Page 730

Business Plan: Corporate Management

How does this service contribute to the results identified in the City of London Strategic Plan?

A Strong Economy

Corporate Management contributes to A Strong Economy by ensuring that all service areas at the City of London are working together to create an environment for prosperity in the London community. Corporate Management works closely with Council, all service areas and external organizations to support London’s continued economic growth.

A Vibrant and Diverse Community All service areas at the City of London strive to support London becoming an even more vibrant, diverse, inclusive and engaged community. Corporate Management contributes to A Vibrant and Diverse Community by providing leadership across all service areas in service to Council and the London 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. Providing leadership and direction to all City of London service areas

Corporate Management is accountable for leading all of the City of London’s nearly 100 services across 9 service areas.

No No

2. Strategic planning and reporting Corporate Management supports Council in achieving the results in the Strategic Plan by ensuring that the activities of all services areas support are aligned to that plan. Corporate Management also develops an annual report for Londoners on progress towards the Strategic Plan.

No Yes


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Service?

Can The Level Of

Service Be Changed?

3. Leading corporate teams Corporate Management facilitates and supports the Senior Leadership Team (SLT) and Operations Management Team (OMT). Together these teams dealt with more than 200 items within the past year.

No Yes

4. Oversight of corporate initiatives Corporate Management leads many strategic initiatives that involve all of the City’s service areas.

No Yes

5. Provision of administrative support Corporate Management includes supports for the City Manager, Senior Leadership Team, Operations Management Team, and many other corporate and strategic initiatives.

No Yes

What is the current state of this service? Corporate Management provides leadership and direction to the organization, focusing and aligning all corporate activities to the results in Council’s Strategic Plan. Corporate Management serves citizens by delivering a well-managed municipal government, and ensuring the provision of nearly 100 municipal services that Londoners rely on every day.

The past year has brought a number of new challenges and opportunities for the organization, and for the community. 2014 included a provincial election, a change in political leadership, several new economic opportunities, milestones in major initiatives such as Service London and ReThink London, and the final year of Council’s Strategic Plan. The final months of 2014 will include the completion of this term of Council, the orientation of a new Council, and the beginning of a new Strategic Plan. Corporate Management has ensured that the organization has strong leadership and is able to embraced new opportunities while ensuring continuity through times of change.


Page 732

What has been done to manage the budget? The service area has been actively managing its budget by implementing management lead initiatives aimed at creating efficiencies, avoiding costs and generating revenue. These include the following:

Efficiencies / Costs Avoided

Previous 3 Years

• Transitioning to a web-based Report to the Community (communityreport.ca), saving printing costs and allowing for annual updating rather than rebuilding of the Report each year

What is the future direction of this service?

What future initiatives can be contained within the maintain existing service level budget?

Corporate Management will continue to be focused on aligning activities and services to deliver the results in Council’s Strategic Plan. In the coming year, a new Strategic Plan will need to be developed, as well as providing for mechanisms to monitor and report on progress towards that plan.

Key Performance Indicators A review of Key Performance Indicators will be undertaken in 2015 to establish more meaningful measures.


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2013 2014 2015

ObjectActual Revised

Budget

Maintain Existing Service

Service Adjustments

Requested Budget

Expenditures $ %Personnel Costs 1,320,561 1,309,035 29,157 1,338,192 29,157 2.2%Administrative Expenses 157,282 219,244 2,717 221,961 2,717 1.2%Financial Expenses 14,335 0 0 0 0 0.0%Purchased Services 213,094 530,278 2,055 532,333 2,055 0.4%Materials & Supplies 6,356 11,886 364 12,250 364 3.1%Furniture & Equipment 330 5,000 0 5,000 0 0.0%

Total Expenditures 1,711,958 2,075,443 34,293 0 2,109,736 34,293 1.7%

RevenueGovernment Grants & Subsidies (500) 0 0 0 0 0.0%Other Municipal Revenues (1,152,790) (577,933) (10,981) (588,914) (10,981) 1.9%

Sub-total - Non Property Tax Revenue (1,153,290) (577,933) (10,981) 0 (588,914) (10,981) 1.9%

Net Budget 558,668 1,497,510 23,312 0 1,520,822 23,312 1.6%Additional Information / Commentary With Respect To The 2015 Draft Budget

Corporate Management2015 Budget As Submitted From Rates

Explanation of AdjustmentsIncrease/ (Decrease) Over

2014

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 an increase in travel and conference costs as well as an increase in educational courses being taken for staff development.

Increase in water and wastewater utility recoveries for services provided.Minor increase in Materials and Supplies based on actual experience.Increase in Purchased Services due to inflationary increases in professional fees.


Page 734

Prior Year Budget 1,497,510 1,520,822 1,553,521 1,573,874Maintain Existing Service Levels Increase / (Decrease) 23,312 32,699 20,353 9,214Maintain Existing Service Levels Budget 1,497,510 1,520,822 1,553,521 1,573,874 1,583,087 62,265Increase / (Decrease) Over Prior Year % 1.6% 2.2% 1.3% 0.6% 4.1%

Total 2015 Service Adjustments 0 0000

Budget / Forecast 1,497,510 1,520,822 1,553,521 1,573,874 1,583,087 62,265Increase / (Decrease) Over Prior Year 23,312 32,699 20,353 9,214 62,265Increase / (Decrease) Over Prior Year % 1.6% 2.2% 1.3% 0.6% 4.1%

Annual Average Increase: 1.3%

Additional Information / Commentary With Respect To The Forecast:Maintain Existing Service Levels

Net Property Tax Supported

Minor inflationary increases are forecast in future years

Corporate Management2015 Budget and 2016 - 2018 Forecast From Rates

2014 Revised Budget

2015 Requested

Budget

2016Forecast

2017Forecast

2018Forecast

2016 to 2018 Projected Increase


Page 735

Maintain Existing Service LevelsFull-Time Equivalents # 0.0 0.0 0.0 0.0 0.0Full-Time Employees # 0 1 0 0 0

Service AdjustmentsFull-Time Equivalents # 0.0 0.0 0.0 0.0 0.0Full-Time Employees # 0 0 0 0 0

Total StaffingFull-Time Equivalents # 11.0 11.0 11.0 11.0 11.0Increase / (Decrease) Over Previous Year 0.0 0.0 0.0 0.0Full-Time Employees # 10 11 11 11 11Increase / (Decrease) Over Previous Year 1 0 0 0

Additional Staffing Information / Commentary:Increase in full time compliment is due to confirming a position as permanent from temporary status. There is no impact on budget as position has been fully funded in the past. Refer to supplementary business case. "Accessibility for Ontarians with Disabilities (AODA) - Establishing Position as Permanent".

Corporate Management2015 - 2018 Staffing

2014 Revised Budget

2015 Requested

Budget

2016Forecast

2017Forecast

2018Forecast


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2015 Business Case

Service: Corporate Management

Initiative: Accessibility for Ontarians with Disabilities (AODA) - Establishing Position as Permanent

Financial Implications ($000)

Budget Type

Change to Gross

Expenditure

Change to Non-

Property Tax

Supported Revenue

Net Change

to Property Tax Levy

2015 Tax Levy

Impact %

Incremental Net Change

Future Years $

2016


Future Years $

2017


Future Years $

2018

Ten Year Impact (if funding

not returned)

Capital Budget Incr/(Decr)

$0 $0 $0 N/A $0 $0 $0 $0

Operating Budget Incr/(Decr)

$0 $0 $0 N/A $0 $0 $0 $0

Staffing Implications # of FTs Impacted # of FTEs Impacted $ FTE Description

1.0 1.0 74,458 Note: this does not require an increase to the budget.

Position has been fully budgeted as temporary position in previous years. This request is to make the position permanent. There is no increase to budget in making this a permanent position.

Strategic Investments

Full Capital Cost Municipal Portion 2015 $ Impact Estimated Annual Tax Levy % Impact

0 0 0 0

2015 Draft Budget for the City of London - December 8, 2014 Page 736.1

Background The City of London is required by law to comply with all requirements and standards under the Accessibility for Ontarians with Disabilities Act (AODA). To date, the City has reported full compliance with all standards. Plans are in place for compliance with new requirements coming into effect each year until 2021. AODA compliance involves coordinating activities across all service areas. Compliance efforts have included corporate training, implementation of new policies for customer service, the provision of accessible documents and information to the public, and ensuring that accessibility is considered in all activities at the City of London. It also involves creating an annual accessibility plan, and supporting the work of the Accessibility Advisory Committee.

For the past six years, there has been a contract position in the City Manager’s office to lead this work, as well as to support other activities of the City Manager’s Office. This position is fully funded through existing AODA budget. This business case seeks to transition this position into a permanent role. No additional funding is required.

Performance Measures Impact

Impacts

a) Community Making the corporate AODA role a permanent position will ensure that the City of London continues to show leadership in accessibility, and that the organization continues to satisfy all AODA requirements.

b) Community Engagement Creating a permanent role to coordinate activities will ensure that there is an ongoing, knowledgeable liaison for the Accessibility Advisory Committee and community groups focused on accessibility.

c) Other City of London Services Retaining AODA expertise and knowledge in the organization will support the ongoing accessibility activities in all service areas.

Risks The primary risk is employee retention and continued improvement to service delivery. Not creating a permanent role may result in a loss of institutional knowledge and expertise, which could hinder the City’s ability to continue to satisfy all AODA requirements.

2015 Draft Budget for the City of London - December 8, 2014 Page 736.2

Business Plan: Governmental Liaison


A Strong Economy

To leverage investment from other orders of government and other broader public sector partners through an extensive understanding of provincial and federal funding programs. As well to develop and foster strong liaison, communication and business relationships with community partners and the provincial, federal, municipal, and First Nations governments and agencies, to advocate corporate objectives and achieve policy goals.

A Vibrant and Diverse Community

To attract and retain newcomers to London though regular Immigration Portal initiatives, as well as the development and maintenance of relationships with Team London stakeholders.




Service?

Can The Level Of

Service Be Changed?

1. Write formal briefing notes, resolutions, position papers, and submissions for Council and members of Ministerial delegations in order to inform Council of the details of key Intergovernmental priorities and give them the tools to advocate with other orders of government.

38

No Yes

2. Meetings with Ministers/MPs and MPPs 14

No Yes


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Service?

Can The Level Of

Service Be Changed?

3. Networking with decision makers and influencers (face-to-face; phone calls, and other events)

Daily No Yes

4. Prepare reports to Council 14 No Yes

5. Undertake Special Projects – hosting international delegations, enhancements to London and Middlesex Immigration Portal to attract international students, working on transportation policy; supporting Mayor’s role as co-chair on housing for Big Cities Mayors’ Caucus (BCMC); working with Association of Municipalities of Ontario (AMO)’s Municipal Immigration Committee on immigration issues; working with community partners to host a Welcome Event for International Students; working with FCM’s Standing Committee on Finance and Intergovernmental Arrangements to advance big cities’ interest in international economic development opportunities; working with Chair and Mayor to support Mayor’s Sustainable Energy Council and to advance corporate objectives in finding sustainable energy solutions; providing support to the French language capability of the Province’s Immigration Portal and the www.london.ca site; providing support to Mayor and Councillors attending LUMCA, MARCO, AMO and FCM meetings.

• 13 delegations • Mayor’s Sustainable Energy

Council • 1 BCMC Roundtable • Portal Projects (3) • Immigration Committees

Meetings

No

Yes

What is the current state of this service? Our current primary objective is to re-develop and redefine our Intergovernmental Relations (IG) strategy for the City of London, in consultation with our Senior Leadership Team and Municipal Council. With limited available federal and provincial funding, it is important that the City’s funding requests to governments are related to a clear vision. We will be looking at possible city-wide opportunities with key partners, and bundling of funding from multiple ministries and community partners.


Page 738

http://www.london.ca/

2014 Key Achievements

• Intergovernmental Relations Strategy (implementing recommendations from Strategy Corp Report) – will be completed • Planning and hosting AMO Annual Conference and Trade Show – will be completed • Participated in the 2014 Federation of Canadian Municipalities (FCM) Sustainable Communities Conference (SCC) Trade

Show - completed • Developing and co-leading the FCM SCC 2015 Conference Planning Committee – will be completed • Continue advocating for the Industrial Land Development Strategy (ILDS) and Bus Rapid Transit (BRT), identified as priorities

by the Senior Leadership Team and Council - ongoing • Working with regional partners to advocate for implementation of high speed rail between London and Toronto • Pre- and post-election planning at the provincial level and engagement with new Ministers and staff • Developed and execute 2014 General Provincial Election Questionnaire to Candidates - completed • Assisting with orientation with incoming Municipal Council – will be completed • Hosted a Housing Roundtable in consultation with FCM and BCMC – completed • Made the London Middlesex Immigration Portal WCAG 2.0 accessible and mobile friendly • Pursuing our policy goals in concert with the London Chamber of Commerce, the Southwest Ontario Economic Alliance

(SWEA), LEDC, Western University, Fanshawe College and other educational partners in a Team London approach • The Division continues to cultivate and develop a network of contacts within the federal and provincial governments and other

key stakeholders. • Pre-budget submissions for federal and provincial governments. • Coordinated visit by Chinese Consul General • Coordinating incoming delegations for the FCM Canada-Ukraine Municipal Local Economic Development (MLED) and FCM

Caribbean Local Economic Development (CARILED) programs – continuing. • Collaborated with Realty Services, LEDC and the Province of Ontario as London became the first community in Ontario with a

Certified Site under the new Ontario Investment Ready Program.


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Previous 3 Years

• We have increased our level of partnerships and collaborative efforts with various organizations to increase opportunities forsuccessful outcomes. For example in partnering with Western University, Fanshawe College and the London EconomicDevelopment Corporation through the position of Special Advisor, External Relations.

• We have an ongoing service agreement with the Cross Cultural Learner Centre to maintain and update the London-MiddlesexImmigration Portal Service thus avoiding the need to dedicate staff resources to this work.

• Some travel costs are being avoided through increased use of teleconferencing and online meetings where feasible.• We have engaged volunteers from partner organizations to assist with our FCM international work.• We have drawn on the Chamber of Commerce, the business and education communities and local multicultural associations

to assist in the hosting of international delegations.• Some event costs have been offset through sponsorships, contributions and user fees (AMO Conference, delegations).

Revenue Generation / User Fee Increases Previous 3 Years

• We have had numerous funding agreements with the Province of Ontario in the last three years to enhance the LondonMiddlesex Immigration Portal.


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What is the future direction of this service?

What future initiatives can be contained within the maintain existing service level budget?

2015 Budget

• Our work in 2015 will respond to the prioritization of the Intergovernmental Strategy by the Senior Leadership Team and Municipal Council. These priorities could include such focus as the Industrial Land Development Strategy, affordable housing; funding the Transportation Master Plan (including Bus Rapid Transit), High Speed Rail, Urban Reserves or attracting new immigrants to London. There will be an ongoing reporting, measuring of outcomes and validation process to ensure that the priorities continue to be relevant and any new opportunities such as elections or new government are maximized.

• The 2015 workplan will involve Divisional work on some of the following events and projects: • Implementing Intergovernmental Relations strategy • Supporting the Mayor’s political involvement with associations such as Large Urban Mayor’s Caucus of Ontario

(LUMCO), the Mayors and Regional Chairs of Ontario (MARCO), The Southwest Economic Alliance (SWEA) and the FCM Big City Mayor’s Caucus (BMC).

• Supporting members of Council at FCM and AMO • Hosting the 2015 FCM Sustainable Communities Conference – February 10-12 • Supporting hosting of the 2015 Municipal Information Systems Association (MISA) Conference in June • Continuing to advocate for the Industrial Land Development Strategy (ILDS) and Bus Rapid Transit (BRT), identified

as priorities by the Senior Leadership Team and Council - ongoing • Working with regional partners to advocate for implementation of high speed rail between London and Toronto • Pre-election planning at the federal level • Liaising and coordinating work with AMO, FCM and government relations staff of other municipalities • Supporting Water Sector Strategy and the Southern Ontario Water Consortium • Possible host to Municipal Information Immigration Online workshop on behalf of the provincial government • Hosting international delegations • Continued enhancement of London and Middlesex Immigration Portal • Continued involvement with MLED program in Ukraine and Caribbean • Continued engagement with London Chamber of Commerce committees on municipal affairs (federal, provincial,

local) and global business opportunities


Page 741

• Explore the possibility of organizing a Queens Park and Parliament Hill day with the newly elected Council • Enhancing London and Middlesex Immigration Portal to attract and retain immigrants • Enhancing London’s ability to attract international students • Collaborating with LEDC and SWEA on the Intelligent Region initiative • Pursuing regional transportation goals in conjunction with the Chamber of Commerce, SWEA and other partners

2016-2018 Forecast

• Our work beyond 2015 will respond to the needs of Council and the Senior Leadership Team and will be driven by the results of the Intergovernmental Strategy. As major priorities are identified, we will work with the Mayor and Council, local MPs and MPPs, and local partners to ensure results. In addition, the 2016-2018 workplan will involve Divisional work on some of the following events and projects:

• Implementing Intergovernmental Relations strategy • Supporting Mayor’s participation at Large Urban Mayor’s Caucus of Ontario (LUMCO) or the Mayors and Regional

Chairs of Ontario (MARCO), SWEA and Bit City Mayor’s Caucus • Supporting members of Council at FCM and AMO • Post-election planning at federal level • Liaising and coordinating work with government relations staff of other municipalities • Supporting Water Sector Strategy and the Southern Ontario Water Consortium • Possible host to Municipal Information Immigration Online workshop on behalf of the provincial government • Hosting international delegations • Enhancing of London and Middlesex Immigration Portal to attract and retain immigrants • Continued involvement with MLED program in Ukraine and Caribbean • Working with regional partners to advocate for implementation of high speed rail (HSR) between London and Toronto. • Continued engagement with London Chamber of Commerce committees on municipal affairs, federal-provincial

relations, and global business opportunities • Enhancing London’s ability to attract international students • Engagement with London Chamber of Commerce committees on government affairs (federal, provincial, local) and

global business opportunities • Pursuing regional transportation goals in conjunction with the Chamber of Commerce, SWEA and other partners


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Key Performance Indicators How Much?

Description of measure 2013 2014 2015 2016 2017 2018 1. Meetings with Ministers/MPs/MPPs 10 12 14 14 14 14

2. Special Projects international Delegations 17 10* 12 12 12 12

* The number of special projects was unusually high in 2013. It will decrease in 2014 due to the hosting of the AMO Conference.

3. Immigration Portal visits 58,087 60,000 65,000 70,000 75,000 80,000

Description of measure 2013 2014 2015 2016 2017 2018 4. Engagement of educational partners on

immigration 10 12 12 12 12 12

Much of the intergovernmental work is not quantifiable but does bring tangible results. As an example of this, together with other municipalities, the City of London wrote a submission to the Ontario government on Bill 69: The Prompt Payment Act regarding its concerns with the Bill. After two days of Committee hearings, and heavy criticism, the bill did not proceed. Similarly, we will work with regional partners to ensure implementation of the Toronto-Kitchener-London high speed rail that was announced by the previous Ontario government. High speed rail is an issue that we have been advocating for years, and will continue to work with our partners to ensure that this becomes a reality. The implementation of high speed rail would bring thousands of jobs to London and would transform our position in the region.


Page 743

2013 2014 2015


Budget


Service Adjustments

Requested Budget

Expenditures $ %Personnel Costs 420,138 438,195 2,309 440,504 2,309 0.5%Administrative Expenses 36,852 48,750 (1,300) 47,450 (1,300) (2.7%)Purchased Services 48,922 41,000 1,000 42,000 1,000 2.4%Materials & Supplies 952 1,000 0 1,000 0 0.0%

Total Expenditures 506,865 528,945 2,009 0 530,954 2,009 0.4%

RevenueGovernment Grants & Subsidies (49,321) (40,000) 0 (40,000) 0 0.0%Other Municipal Revenues (729) 0 0 0 0 0.0%

Sub-total - Non Property Tax Revenue (50,050) (40,000) 0 0 (40,000) 0 0.0%

Net Budget 456,815 488,945 2,009 0 490,954 2,009 0.4%Additional Information / Commentary With Respect To The 2015 Draft BudgetMaintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies)

Governmental Liaison2015 Budget As Submitted From Rates


2014

Increase in salary, wage and fringe benefits due to existing employment agreements. Decrease in Administrative Expenses due to a reduction in subscription and membership costs.Increase in Purchased Services due to an increase in catering costs for meetings involving visiting dignitaries.


Page 744

Prior Year Budget 488,945 490,954 494,392 497,924Maintain Existing Service Levels Increase / (Decrease) 2,009 3,438 3,532 3,630Maintain Existing Service Levels Budget 488,945 490,954 494,392 497,924 501,554 10,600Increase / (Decrease) Over Prior Year % 0.4% 0.7% 0.7% 0.7% 2.2%


00

Budget / Forecast 488,945 490,954 494,392 497,924 501,554 10,600Increase / (Decrease) Over Prior Year 2,009 3,438 3,532 3,630 10,600Increase / (Decrease) Over Prior Year % 0.4% 0.7% 0.7% 0.7% 2.2%



Governmental Liaison2015 Budget and 2016 - 2018 Forecast From Rates

Net Property Tax Supported2014

Revised Budget

2015 Requested

Budget

2016Forecast

2017Forecast

2018Forecast




Page 745




Additional Staffing Information / Commentary:

Governmental Liaison2015 - 2018 Staffing

2014 Revised Budget

2015 Requested

Budget

2016Forecast

2017Forecast

2018Forecast


Page 746

Business Plan: Information & Archive Management


A Green and Growing City

This service is involved in the oversight of the retention of all Corporate information. Not only does it serve internal customers, it also serves external customers seeking corporate information. Records management will be done in a “greener” manner through the greater use of electronic retention.

A Sustainable Infrastructure

By establishing corporate standards for storage and retention of all corporate records, this will mean that the information infrastructure of the Corporation will be more easily maintained and accessed in future years by both internal and external customers.




Service?

Can The Level Of

Service Be Changed?

1. Records Retention 782 records retrieved / re-filed Yes Yes - increase 2086 new storage submissions Yes Yes - increase 1238 boxes of records destroyed Yes Yes - increase 4304 mail items logged Yes Yes - increase

2. Documentation Services 488 documents executed Yes Yes - increase 460 by-laws prepared / passed Yes No

3. MFIPPA Legislation (Municipal Freedom of Information and Protection of Privacy Act)

163 MFIPPA requests Yes No


Page 747

What is the current state of this service?

Current Objectives / Milestones: Currently, City Clerk’s staff is working with Information Technology Services to develop and implement a coordinated approach that would utilize technological advancements to more effectively provide corporate wide information and archive management.

What Is Driving This Service? A significant driver is Information and Technology Services’ strategic plan and moving from Livelink to a new EDRMS platform, Microsoft SharePoint with an improved records management program to organize the records.

Challenges and Pressure Points

• Currently each Division decides on their own records keeping practices. There are no corporate controls or procedures other than the retention by-law covering some inactive paper records. Records retentions are not currently applied to electronic records. Not all divisions participate in the inactive records storage and retrieval service.

• Procedures and training are being developed to enable employees to better manage their active and inactive records, both paper and electronic. This is being done through the development of corporate records and management policy, a corporate file plan and a new corporate retention schedule to include both our electronic records in the new Microsoft SharePoint system and our physical records.

Recent Achievements: In 2013, a vendor and software for transition from Livelink and for software for the new Records Management program was chosen. Further, a physical records inventory was completed. By the end of 2014, a city wide inventory and classification of electronic records along with all pre-migration preparation will be completed and ready for a complete document management system.


Page 748



Previous 3 Years

• An audit of billings realized savings on our storage and retrieval service. This savings will continue in future budget years.

What is the future direction of this service? What future initiatives can be contained within the maintain existing service level budget? 2015 Budget

• With Council having provided direction to staff to undertake measures to ensure the Corporation puts in place adequate storage and retention policies and practices, including electronic data management, there should be a reduction in hard copy storage costs, which should help offset any costs associated with user training, software upgrades, etc.

• Further implementation into the Corporate Records Management Program. This includes integrating records management into our electronic records and MS SharePoint with the classification of electronic documents and providing for a records retention strategy.

• Focus of staff resources on outreach efforts to all corporate departments to implement consistent retention and data management standards. It is hoped that these efforts will also assist in the area of open data.

2016-2018 Forecast

• In addition to the above, outreach efforts will continue into future years, moving from an implementation focus to maintenance and upgrade focus.


Page 749

Key Performance Indicators

How Much?

Description of measure 2013 2014 2015 2016 2017 2018 1. # of MFIPPA Requests Completed within 30 days 163 160 160 160 160 160

*More complex requests take longer than 30 days due to 3rd party notice provisions and volume of records requested. *The number of requests increased significantly this year and still completed within the legislated time line.

How Well?

Description of measure 2013 2014 2015 2016 2017 2018 2. # of MFIPPA Appeals 6 5 5 5 5 5

*Our total number of requests has increased in recent years but our number of appeals remains relatively consistent. *The number of appeals is not in the control of the corporation; however the number does demonstrate another area where staff resources are spent.

Is Anyone Better Off?

Description of measure 2013 2014 2015 2016 2017 2018 3. # of New Accessions – On-Site and Command 2,086 2,500 2,500 3,000 3,200 3,300

*This should increase as the Corporate Records Management Program rolls out across all departments. *The numbers of inactive records boxes stored should increase with corporate wide acceptance of the program. *This will be the measure of success with the implementation of a formal corporate wide records management program.


Page 750

2013 2014 2015


Budget


Service Adjustments

Requested Budget

Expenditures $ %Personnel Costs 492,717 546,177 (5,631) 540,546 (5,631) (1.0%)Administrative Expenses 169 500 (300) 200 (300) (60.0%)Financial Expenses 0 0 0 0 0 0.0%Purchased Services 75,343 70,400 6,600 77,000 6,600 9.4%Materials & Supplies 0 0 0 0 0 0.0%

Total Expenditures 568,229 617,077 669 0 617,746 669 0.1%

RevenueUser Fees (9,678) (13,200) 1,200 (12,000) 1,200 (9.1%)Other Municipal Revenues 0 (14,641) (279) (14,920) (279) 1.9%

Sub-total - Non Property Tax Revenue (9,678) (27,841) 921 0 (26,920) 921 (3.3%)

Net Budget 558,551 589,236 1,590 0 590,826 1,590 0.3%Additional Information / Commentary With Respect To The 2015 Draft BudgetMaintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies)

Information & Archive Management2015 Budget As Submitted From Rates


2014

Decrease in salary, wage and fringe benefits due to existing employment agreements.

Increase in Purchased Services due to an increase in registry expenses and offsite storage costs.Decrease in user fees due to actual trends in the sale of miscellaneous documents.

Decrease in Administrative Expenses due to reduced requirements for safety apparel.


Page 751

Prior Year Budget 589,236 590,826 592,639 600,693Maintain Existing Service Levels Increase / (Decrease) 1,590 1,813 8,054 7,221Maintain Existing Service Levels Budget 589,236 590,826 592,639 600,693 607,914 17,088Increase / (Decrease) Over Prior Year % 0.3% 0.3% 1.4% 1.2% 2.9%


Budget / Forecast 589,236 590,826 592,639 600,693 607,914 17,088Increase / (Decrease) Over Prior Year 1,590 1,813 8,054 7,221 17,088Increase / (Decrease) Over Prior Year % 0.3% 0.3% 1.4% 1.2% 2.9%



Information & Archive Management2015 Budget and 2016 - 2018 Forecast From Rates

Net Property Tax Supported2014

Revised Budget

2015 Requested

Budget

2016Forecast

2017Forecast

2018Forecast




Page 752




Additional Staffing Information / Commentary:

Information & Archive Management2015 - 2018 Staffing

2014 Revised Budget

2015 Requested

Budget

2016Forecast

2017Forecast

2018Forecast


Page 753

Documents

Corporate Planning & Administration Summary of Submitted ... · Corporate Management contributes to A Strong Economy by ensuring that all service areas at the City of London are working