City of Regina Efficiencies Report 2014

City of Regina Efficiencies (2006-2013)
This Page Left Blank Intentionally
City of Regina Efficiencies (2006-2013)
Table of Contents Executive Summa y!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!i "nt o#uction!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!1 $n#e stan#ing t%e City of Regina&s Ca'acity (a' !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!1
Revenues) !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!1 Globalization: .............................................................................................................. 1 The Inelastic Property Tax........................................................................................... 2 Growth oesn!t Pay for Growth ................................................................................. " #eso$rces fro% other Le&els of Go&ern%ent............................................................. ' Ex'en#itu es!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!* Inflation....................................................................................................................... ( )apital: ........................................................................................................................ * +perations: ................................................................................................................. , "m'act) !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!10
Efficiency "nitiatives !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 11

+ac,g oun#!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!11 Summa y of Efficiencies !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!12 Process I%pro&e%ent ............................................................................................... 12 -sset esign.............................................................................................................. 1" Partnerships .............................................................................................................. 1" Technological I%pro&e%ents.................................................................................... 1' +rganizational esign ............................................................................................... 1' -$to%ation ............................................................................................................... 1' +ther ......................................................................................................................... 1( )lassification of .fficiencies by i&ision ................................................................... 1(
Conclusion !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 16 -''en#ix -) .etaile# /ist of Recent Efficiencies !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!-1 En#notes!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! E1
Table of 0igu es
0igu e 1: )o%parison of %ill rate increases for the last ten years across %a/or western cities .................................................................................................................. 2 0igu e 2) The real per capita re&en$e growth of %$nicipal0 pro&incial an1 fe1eral go&ern%ent in )ana1a between 1,,2 an1 222* ............................................. " 0igu e 3) )$%$lati&e growth in pro&incial tax re&en$es since 1,*, as co%pare1 with c$%$lati&e growth in operating reso$rces pro&i1e1 by the Pro&ince to %$nicipalities.................................................................................................... ( 0igu e 1) )o%parison of #egina!s )ons$%er Price In1ex with the 3$nicipal Price In1ex showing the 1ifference in inflationary press$res. . .......................................... 4 0igu e *) The co%parison between potential property tax re&en$es an1 inflationary costs ass$%ing each rises by the rate of inflation. ......................................... 4 0igu e 6) )hanging responsibility for p$blic infrastr$ct$re since 1,((........................... * 0igu e 2) eferre1 in&est%ent re5$ire1 to replace an16or rehabilitate #egina!s c$rrent assets 7the infrastr$ct$re gap80 by asset type. ................................................. 9
0igu e 3) Growth in the a%o$nt allocate1 ann$al to s$pport the renewal of capital infrastr$ct$re since the 1e%ise of the :e1eral Pro&incial6Territorial Infrastr$ct$re :$n1........................................................................................... ,
City of Regina Efficiencies (2006-2013) Executive Summa y

The )ity of #egina!s costs are rising faster than its re&en$es. This has le1 to challenges0 partic$larly those affecting the renewal of the )ity!s assets an1 infrastr$ct$re. The )ity has i1entifie1 a significant gap between the ser&ices it has the financial capacity to 1eli&er an1 citizens! expectations. ;ince as early as 222'0 the )ity began to i1entify the nee1 to a11ress growing capacity iss$es. The )ore ;er&ices #e&iew 7);#80 in 222(624 i1entifie1 an1 i%ple%ente1 <9.( %illion of efficiencies that ha&e carrie1 on to to1ay. The %o%ent$% create1 by the );# contin$e1 beyon1 the initial effort. =owe&er0 %ore recently0 the )ity has re>in&igorate1 its foc$s on i1entifying efficiencies. This paper i1entifies "2" $ni5$e efficiency efforts that ha&e been i%ple%ente1. +f these0 only '4? ha&e been financially 5$antifie1. .sti%ates of the &al$e of these efficiencies are0 therefore0 significantly $n1erstate1. ;ince the );# an1 incl$1ing %ore recent efforts0 the )ity of #egina has i%ple%ente1 at least <19 %illion worth of ann$al sa&ings an1 another <, %illion of one>ti%e sa&ings. To the extent the )ity $n1erstan1s the &al$e of its efficiencies0 one can ass$%e that0 ha1 they not been fo$n1: )osts to citizens wo$l1 ha&e necessarily increase1 by a si%ilar a%o$nt0 or ;er&ice le&els to citizens wo$l1 ha&e 1ecrease1 to re1$ce costs0 or ;o%e co%bination of the abo&e wo$l1 ha&e occ$rre1. The financial challenge facing the )ity of #egina in the co%ing years is significant. )itizens0 electe1 officials0 an1 -1%inistration alike will ha&e to work together to 1eter%ine what ser&ices an1 ser&ice le&els are %ost i%portant an1 1eli&er the% in the %ost efficient way possible. :$t$re con&ersations with citizens will nee1 to grapple with the appropriate balance between the 1esire1 ser&ices an1 characteristics of the city an1 citizens! willingness to pay for those ser&ices an1 characteristics co$ple1 with the nee1 to a11ress the infrastr$ct$re backlog that has 1e&elope1 in the last two 1eca1es. The )ity of #egina re%ains co%%itte1 to aggressi&ely seeking efficiencies to contrib$te to that balance. =owe&er0 it is $nlikely that the answers to the challenges facing the city can be fo$n1 in efficiencies alone. @lti%ately0 the answers will be fo$n1 in a co%bination of efficiencies0 ser&ice re1$ctions0 re&en$e increases0 an1 1oing b$siness in 1ifferent ways.
This Page Left Blank Intentionally
ii
City of Regina Efficiencies (2006-2013) "nt o#uction

-s far back as 222' the )ity of #egina -1%inistration an1 )o$ncil $n1erstoo1 that costs were rising faster than re&en$es. ;ince that ti%e0 the )ity has consistently foc$se1 on i1entifying efficiencies to ens$re that the )ity co$l1 contin$e to ser&e citizens witho$t creating $nacceptable le&els for taxes0 fees an1 charges. This paper explores: 1. Ahy costs are rising faster than re&en$es 2. The efficiency initiati&es that ha&e been $n1ertaken by the )ity of #egina ". The net financial i%pact of those efficiencies
$n#e stan#ing t%e City of Regina&s Ca'acity (a'

The )ity of #egina has $n1ertaken consi1erable work in recent years to $n1erstan1 why its re&en$e growth has not %atche1 its cost growth. There are a range of iss$es that0 taken together0 ha&e create1 a 1iffic$lt challenge for %$nicipalities across the co$ntry. This paper exa%ines those iss$es to i1entify the context within which efficiency initiati&es %$st be consi1ere1.
Revenues:
+n the re&en$e si1e of the financial pict$re0 there are a n$%ber of long stan1ing an1 challenging iss$es0 so%e of which are syste%ic an1 so%e of which are str$ct$ral. (lobali4ation) +&er the past 22 to "2 years0 the socio>political en&iron%ent in Borth -%erica has %eant that go&ern%ents at all le&els ha&e %o&e1 to li%it tax increases or to re1$ce taxes. This i%perati&e has been 1ri&en largely by globalization. Borth -%erican b$siness an1 in1$stry is now in co%petition with co$ntries fro% aro$n1 the worl1 an10 in or1er to be co%petiti&e an1 s$ccessf$l0 they %$st re1$ce costs. Those costs incl$1e their tax b$r1en. Go&ern%ents at all le&els ha&e recognize1 that0 in or1er to ens$re a rob$st econo%y0 the tax en&iron%ent %$st %eet the nee1s of the b$siness an1 in1$strial sector. Ahile no one wants to pay $nnecessary taxes0 lost in the 1isco$rse on the iss$e of tax re1$ctions has been the effect of re1$ce1 go&ern%ent re&en$es on the progra%s an1 ser&ices 1eli&ere1 thro$gh those re&en$es. In the absence of %anaging citizens! expectations regar1ing what can realistically be 1eli&ere1 within the bo$n1s of c$rrent taxation0 go&ern%ents ha&e typically %a1e one of two choices: a8 to inc$r 1eficits or b8 to allow ser&ices to 1eteriorate. Beca$se %$nicipalities can!t inc$r 1eficits0 they ha&e
generally allowe1 ser&ices to 1eteriorate. In large part0 this %eans that the %aintenance an1 renewal of capital infrastr$ct$re has been 1eferre1. #egina0 in its effort to be co%petiti&e with other %$nicipalities in )ana1a an1 across Borth -%erica0 chose for se&eral years to ha&e 2? %ill rate increases. Its a&erage %ill rate increase o&er the past 1eca1e has been significantly lower than other western )ana1ian cities 7see :ig$re 18. This co%petiti&e choice has ha1 an i%pact on the )ity!s c$rrent financial flexibility.
* 6ea -vg 1!267 *!*37 *!*07 3!5*7 2!217 1!*07
)algary .1%onton #e1 eer ;askatoon #egina (>)ity -&erage
2001 (.2? (."? 12.2? ".*9? 2.2? *!227
200* ".(? (.'? 2.2? ".'? '.2? 3!267
2006 '.'? (.2(? 1.4? 1.94? 2.2? 2!627
2002 '.2? 4.(? ,.*4? '.*4? ".,1? *!257
2003 '.(? *.(? 9.44? (.''? 2.9'? *!257
2005 (."? *."? *.2(? ".'1? 2.2? 1!617
2010 '.*,? (.2? "."1? ".94? '.2? 1!157
2011 '.4? (.2? ".,9? ".,,? '.2? 1!317
2012 4.2? (.2? '."2? '.2? ".,? 1!637
2013 (.(? "."? '.29? '.,,? '.'(? 1!*07
0igu e 1) )o%parison of %ill rate increases for the last ten years across %a/or western cities
T%e "nelastic 8 o'e ty Tax 3$nicipalities ha&e little taxing a$thority except by way of property taxes. Beca$se of social changes o&er the last half cent$ry0 property taxes no longer fairly 1istrib$te the cost an1 &al$e of %$nicipal ser&ices. They are also not responsi&e to econo%ic growth an1 therefore0 in s$ch ti%es0 ina1e5$ately s$pport growth. =istorically0 an aspect of property taxes that has been consi1ere1 an a1&antage is that they are not s$b/ect to peaks an1 &alleys of the econo%y 7as wo$l10 for exa%ple0 sales taxes8. They are a relati&ely stable for% of taxation. -ltho$gh property taxes are base1 on the %arket &al$e of a property0 when that %arket &al$e increases0 it 1oesn!t necessarily res$lt in property tax increases. #ather0 %arket &al$e only infl$ences how %$ch property tax a gi&en property will pay relati&e to another property. #eassess%ent is a zero s$% exercise C the total property tax collecte1 re%ains the sa%e. It is si%ply re1istrib$te1 base1 on shifting %arket &al$es. ;o%e taxes will go $p0 b$t others will go 1own. #e&en$es fro% property taxes increase $n1er only two circ$%stances: 1. )o$ncil 1eci1es to raise the %ill rate 2. -11itional properties are a11e1 to the assess%ent C howe&er re&en$es fro% this so$rce are acco%panie1 by increase1 costs to 1eli&er %ore ser&ices. )itizens percei&e property tax increases to be si%ilar to0 for exa%ple0 increases to the Pro&incial ;ales Tax 7P;TD e.g. changing it fro% (? to 4?8. =owe&er0 in the case of P;T0 the re&en$es for go&ern%ent rise si%ply beca$se prices on cons$%er goo1s rise or inco%es rise0 generating %ore spen1ing. Taxes tie1 to the econo%y grow with the econo%y. Property taxes 1o not grow relati&e to the econo%y an1 therefore tax
increases %$st be i%pose1 to 1eli&er the sa%e le&el of ser&ice. :ig$re 2 shows the i%pact of this reality on re&en$es at &ario$s le&els of go&ern%ent. - corollary iss$e is that property taxes %ay not a1e5$ately recognize a property owner!s ability to pay. This is partic$larly proble%atic for people who are on fixe1 inco%es an1 whose property &al$es are escalating relati&e to others in their city. This inability to a1/$st to owners! ability to pay can lea1 to perceptions of ine5$ity an1 $nfairness when property tax increases are i%pose1.
Real 'e ca'ita evenue g o9t% 1550-2002

1% 43% 56%
Munic ipal Provincial Federal
0igu e 2) The real per capita re&en$e growth of %$nicipal0 pro&incial i an1 fe1eral go&ern%ent in )ana1a between 1,,2 an1 222*
The %itigation of these iss$es an1 the 1esire to a&oi1 $nfairly b$r1ening property tax payers0 has also contrib$te1 to the $nwillingness of local go&ern%ents to increase property taxation. ( o9t% .oesn&t 8ay fo ( o9t% -s note1 abo&e0 one of the ways that %$nicipalities increase their re&en$es fro% property taxes is to ha&e new properties a11e1 to the assess%ent pool. In #egina0 the strongest growth to the assess%ent pool is 1$e to new resi1ential ho$sing. =owe&er0 this growth also co%es with ser&ice obligations C garbage collection0 winter roa1 %aintenance0 fire an1 police ser&ice0 park %aintenance0 etc. The )ity of #egina has spent so%e ti%e analysing the costs associate1 with resi1ential growth. There are se&eral 1ifferent types of cost associate1 with that growth. 1. Costs associated with the construction of new infrastructure 7roa1s0 water0 sewer0 etc.8. These costs are generally co&ere1 by the 1e&elopers of new s$b1i&isions an1 passe1 on to property owners thro$gh the cost of their properties. 2. Costs associated with service delivery as 1escribe1 abo&e C garbage collection0 winter roa1 %aintenance0 fire an1 police ser&ice0 park %aintenance0 etc. The "
)ity of #egina has only recently beg$n to co%pare the re&en$es generate1 by growth to the costs associate1 with growth an1 a pattern has e%erge1 s$ggesting that they 1on!t line $p. Ahat appears to be happening is that0 as new properties are a11e10 for a perio1 of ti%e ser&ices can be absorbe1. :or exa%ple0 each garbage ro$te can absorb a few new ho$sehol1s with %ini%al cost increase. =owe&er0 at so%e point a whole new ro$te nee1s to be a11e10 with the res$lting nee1 for new e5$ip%ent an1 a11itional personnel. Th$s ser&ice growth costs ten1 to escalate in a repeating cycle where they grow slowly for a few years an1 then /$%p in a larger step. In the past se&eral years0 growth re&en$es ha&e generally been abo$t the sa%e as growth relate1 costs 7pro&i1ing the sa%e ser&ices to %ore people6ho$sehol1s8. =owe&er 22110 a significant /$%p in costs occ$rre1. In that year0 growth relate1 costs grew by <'.* %illion. In the sa%e year0 growth relate1 property tax re&en$es grew by only <2.4 %illion. +&er ti%e0 s$ch E/$%psF %ean that on a&erage property taxes 1on!t co&er the costs associate1 with growth. ". Costs associated with ensuring sufficient resources to maintain and renew the core infrastructure of new neighbourhoods. -ll infrastr$ct$re e&ent$ally re5$ires renewal. Best practice to ens$re that reso$rces are a&ailable to pay for this renewal is to set asi1e a bit of %oney in reser&e each year fro% the first year of operation of the new infrastr$ct$re. =owe&er0 beca$se new property taxes 1o not f$lly co&er the cost of new ser&ices0 no %oney is being set asi1e to co&er the cost of renewing growth infrastr$ct$re. Resou ces f om ot%e /evels of (ove nment Ahile the Pro&ince has0 in the last few years0 significantly increase1 its in&est%ent in %$nicipal operations thro$gh the 3$nicipal +perating Grant 73+G80 this is a recent 1e&elop%ent after a long perio1 where pro&incial contrib$tions 1ecline1 significantly. :ig$re " shows that Pro&incial contrib$tions to %$nicipal operating b$1gets only began to catch $p to where they were in the 1,92s since the intro1$ction of 3+G in 2229. There was a perio1 in the late 1,,2s an1 early 2222s where %$nicipal reso$rces were in significant 1ecline0 a11ing to the nee1 to 1efer costs where there was s$ch flexibility. )o%po$n1ing the iss$e of press$re on operational reso$rces was the expiration of significant fe1eral an1 all pro&incial s$pport for capital expen1it$res in 2211. Bow0 the only fe1eral or pro&incial infrastr$ct$re 1ollars a&ailable to the )ity are the :e1eral Gas Tax f$n1s0 which a&erage between <11 %illion an1 <12 %illion ann$ally. @p to 22110 the )ity has recei&e1 an a11itional <* %illion on a&erage ann$ally fro% the Pro&incial6Territorial Infrastr$ct$re :$n1.
'
600% 500% Cumulative Percent Change 400% 300% 200% 100% 0% -100%
79-80 80-81 81-82 82-83 83-84 84-85 85-86 86-87 87-88 88-89 89-90 90-91 91-92 92-93 93-94 94-95 95-96 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12
)$%$lati&e change in pro&incial tax re&en$es 7P;T0 f$el tax0 personal inco%e tax0 an1 corporate inco%e tax8.
)$%$lati&e change in 3$nicipal +perating Grant Pool.
0igu e 3) )$%$lati&e growth in pro&incial tax re&en$es since 1,*, as co%pare1 with c$%$lati&e growth in operating reso$rces pro&i1e1 by the Pro&ince to %$nicipalities.
Expenditures
"nflation )itizens $n1erstan1 that prices increase fro% year to year. The )ons$%er Price In1ex 7or )PI8 is $s$ally the way we $n1erstan1 how %$ch prices ha&e increase1. The )PI is base1 on a basket of goo1s that is typical for a fa%ily. #esearch has shown that this basket of goo1s is not a $sef$l way of $n1erstan1ing how costs increase for %$nicipalities. Bationally0 %ore an1 %ore cities are beginning to $se so%ething calle1 the 3$nicipal Price In1ex0 73PI8. This is base1 on a basket of goo1s %ore typical for cities 7incl$1ing the rising costs associate1 with constr$ction8. #egina began $sing the 3PI %etho1ology in 2211. :ig$re ' shows that0 for #egina0 the 3PI has been as %$ch as fo$r ti%es the )PI 72212 C 3PI: '?D )PI G 1?8. The iss$e of high inflationary press$res is co%po$n1e1 when one co%pares the increase1 costs with the re&en$e generate1 by property tax increases0 the pri%ary way the %$nicipality has to respon1 to inflation 7ass$%ing that ser&ice le&els re%ain the sa%e8. This is beca$se only abo$t half of the city!s re&en$es co%e fro% property taxes. Th$s0 as shown in :ig$re (0 to f$lly co&er the inflationary press$res of the whole b$1get0 one wo$l1 ha&e to increase property taxes by 1o$ble the a%o$nt. - 1? increase in the %ill rate nets the )ity of #egina only <1.* %illion C a s%all a%o$nt on a <"(2 %illion b$1get.
Consumer Price Index vs Municipal Price Index

4.5 4 % annual growth in costs 3.5 3 2.5 2 1.5 1 0.5 0 2009 2010 2011 2012 2013 (Forecast) Regina CPI Regina MPI
0igu e 1) )o%parison of #egina!s )ons$%er Price In1ex with the 3$nicipal Price In1ex showing the 1ifference in inflationary press$res. )PI is 1rawn fro% ;tatistics )ana1a infor%ation $sing the ece%ber )PI for each year. 3PI is 1e&elope1 $sing a co%bination of so$rces0 pri%arily 1rawn fro% ;tatistics )ana1a tables.
:ort$nately0 the )ity has so%e control o&er other re&en$es s$ch as fees an1 charges an1 so%e inflationary press$res can be a11resse1 thro$gh re&en$e increases in these other areas. =owe&er0 there are %any re&en$es0 s$ch as the 3$nicipal +perating Grant0 o&er which the )ity has no control. If these 1on!t increase at the rate re5$ire1 to co&er inflation the )ity can only respon1 thro$gh greater %ill rate increases0 a 1eferral of flexible costs0 ser&ice re1$ctions or so%e co%bination of all three.
Costs vs Property Tax Revenues
$14,000 $12,000 Total Annual Revenues $10,000 $8,000 $6,000 $4,000 $2,000 $0 1.7% increase (CPI) 3.5% increase (MPI) Total Annual Cost Increase (assuming $350 million budget) Revenue Increase from Property Taxes assuming mill rate increase=inflation
0igu e *) The co%parison between potential property tax re&en$es an1 inflationary costs ass$%ing each rises by the rate of inflation. +n a <"(2 %illion b$1get0 the )ity of #egina wo$l1 ha&e to increase property taxes by *.2? to co&er inflationary press$res 7as reflecte1 by the 3PI8 excl$si&ely thro$gh the %ill rate.
Ca'ital) There are se&eral tren1s that ha&e le1 to a significant gap in the ability to a1e5$ately %aintain infrastr$ct$re for )ana1ian %$nicipalities: The responsibility for an1 ownership of p$blic infrastr$ct$re has0 o&er the last (2 years has gra1$ally transferre1 fro% the Go&ern%ent of )ana1a to local go&ern%ents 7see :ig$re 48. In 1,((0 the Go&ern%ent of )ana1a owne1 an1 was responsible for '"? of p$blic infrastr$ct$re an1 local go&ern%ents hel1 only 22?. In 222* those ratios ha1 flippe10 where local go&ern%ents owne1 an1 were responsible for '9? of p$blic infrastr$ct$re an1 the Go&ern%ent of )ana1a hel1 only 1*?. To arri&e at this re&ersal0 (4? of all p$blic infrastr$ct$re o&er the last (2 years was 1e&elope1 by local go&ern%ents. Thro$gho$t this perio10 the pro&incial go&ern%ent share of p$blic infrastr$ct$re re%aine1 stea1y at aro$n1 "'?. This transition in responsibility occ$rre1 with little or no change in the taxing or re&en$e generating a$thorities of %$nicipalities who are0 by an1 large0 hea&ily 1epen1ent on property taxation.
Share of Ownership of Public Infrastructure Stock
50.00% 45.00% 40.00% 35.00% Percentage Held 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Federal Provincial 1955 2007 Local
0igu e 6) )hanging responsibility for p$blic infrastr$ct$re since 1,((.
ii
In )ana1a0 fe1eral an1 pro&incial transfers to local go&ern%ents to s$pport infrastr$ct$re renewal ha&e not kept pace with the nee1. Transfers fro% other le&els of go&ern%ent for infrastr$ct$re costs recognize that the infrastr$ct$re of any gi&en %$nicipality is not si%ply $se1 by that %$nicipality!s citizens. :or exa%ple0 roa1ways are a key aspect of the econo%y0 pro&i1ing the %eans for local0 regional0 national an1 international tra1e. #ecreation an1 c$lt$re facilities are $se1 by citizens fro% the region an1 %ay e&en be attractions fro% a to$ris% perspecti&e. 3$nicipalities can only raise property tax re&en$es fro% its own citizens an1 transfers fro% other le&els of go&ern%ent ser&e to %itigate the costs that sho$l1 be borne by the econo%y in general.
The i%pact of 1eclining transfers %eans that a greater portion of the cost of infrastr$ct$re renewal %$st be borne by a narrower gro$p of tax payers. @lti%ately0 to a&oi1 $nfairly b$r1ening citizens0 %$nicipal 1ecisions %akers ha&e chosen to 1efer the in&est%ent. This 1eferral of in&est%ent is co%po$n1e1 by the strain %$nicipal go&ern%ents ha&e face1 on the re&en$e si1e of the le1ger. These factors ha&e contrib$te1 to a large gap between what the )ity of #egina has been in&esting in infrastr$ct$re renewal an1 what it sho$l1 be spen1ing. -n esti%ate fro% 2211 7$sing 222, 1ata an1 base1 only on the age of assets in relation to their a&erage expecte1 life8 s$ggeste1 that there was a backlog in re5$ire1 in&est%ent of nearly <2 billion C that is0 by 22110 the )ity of #egina sho$l1 ha&e in&este1 nearly <2 billion %ore than it ha1 spent $p to that point for infrastr$ct$re renewal. :ig$re * shows the break1own of that <2 billion backlog by asset class.
Investment Required to Replace and/or Rehabilitate Assets
$1,200.0
$1,131.8 M
$1,000.0
$800.0 Dollars in Millions
$600.0
$400.0 $225.3 M $200.0 $128.4 M $108.5 M $9.0 M $0.0 Land Improvements Buildings and Improvements Vehicles and Equipment Office and IT Water and Waste Water Plants
$306.2 M
$101.2 M
Underground Networks
Roads and Bridges
0igu e 2) eferre1 in&est%ent re5$ire1 to replace an16or rehabilitate #egina!s c$rrent assets 7the infrastr$ct$re gap80 by asset type.
If the )ity were to 1e&elop a plan to catch $p on that <2 billion backlog it wo$l1 ha&e to spen1 <," %illion per year for twenty years. This fig$re 1oes not incl$1e the cost of 1e&eloping new infrastr$ct$re to ser&ice growth nor 1oes it incl$1e the cost of renewing infrastr$ct$re that 1oesn!t now nee1 renewal b$t will re5$ire it 1$ring that twenty year perio1. $ring this perio1 we wo$l1 ine&itably see a contin$ing 1ecline in the perfor%ance of assets0 potentially contrib$ting to increase1 operational costs. )itizens ha&e consistently i1entifie1 the poor 5$ality of roa1s an1 si1ewalks0 partic$larly on local 9
neighbo$rhoo1 roa1s0 as one of their %ost i%portant iss$es. Ahile #egina is not anticipating catastrophic fail$res of its assets0 looking beyon1 to other cities in )ana1a facing si%ilar iss$es to the )ity of #egina0 there ha&e been fail$res s$ch bri1ge an1 t$nnel collapses attrib$table to si%ilar iss$es. The )ity of #egina has strategically atte%pte1 to %o&e a11itional operating f$n1s into capital b$1gets to offset the loss of capital reso$rces for the reasons o$tline10 b$t this effort has ha1 an i%pact on operational capacity.
:'e ations) The )ity of #egina has been growing at a significant rate o&er the last fi&e years. The %ost recent cens$s places #egina a%ong the top fastest growing cities in )ana1a when co%pare1 to the pre&io$s cens$s. This growth rate creates increase1 1e%an1 on )ity ser&ices b$t0 as o$tline1 in the Revenues section0 1oes not always create an e5$al a%o$nt of increase1 re&en$es. Growth creates press$re on the 5$ality0 le&el0 an1 consistency of the ser&ices the )ity pro&i1es. -n a11itional press$re the )ity faces in operations is that0 since 22110 the )ity of #egina has been strategically growing its ann$al )$rrent )ontrib$tion to )apital 7the 1ollars fro% the General +perating B$1get that are $se1 to s$pport capital renewal8 to offset the loss of in&est%ent fro% other or1ers of go&ern%ent. Between 2212 an1 221"0 the )ity!s contrib$tion to capital renewal grew by 91.,? 7see :ig$re 98.
Contributions to Capital from Operating
$35,000.0 $30,000.0 $25,000.0 $20,000.0 $15,000.0 $10,000.0 $5,000.0 $0.0 2010 Budget 2011 Budget 2012 Budget 2013 Budget
0igu e 3) Growth in the a%o$nt allocate1 ann$al to s$pport the renewal of capital infrastr$ct$re since the 1e%ise of the :e1eral Pro&incial6Territorial Infrastr$ct$re :$n1. ;ince 22120 the contrib$tion of )ity own> so$rce re&en$es to capital has grown by 91.,?.
:inally0 o&er the co$rse of the last 22 years0 in an effort to c$t costs an1 stay within the bo$n1s of reasonable tax increases0 )ity -1%inistration has re1$ce1 e%ployees. In 22110 the )ity of #egina a11e1 new e%ployee positions to ser&ice growth an10 in 1oing so0 reache1 the n$%ber of e%ployees that the )ity ha1 in the 1,92s0 when pro&incial operating in&est%ent initially 1ecline1. Ahile so%e aspects of %$nicipal work ha&e been si%plifie1 an1 %a1e %ore efficient with the intro1$ction of new technology0 other ser&ices ha&e si%ply 1isappeare1 or been absorbe1 into the work of others. This ine&itably has an i%pact on the 5$ality of ser&ice recei&e1 by citizens.
Impact:
The pict$re painte1 herein 1e%onstrates the nee1 for change. Ae are reaching the point where the )ity is not financially s$stainable. )learly0 there is gap between the ser&ices the )ity has the financial capacity to 1eli&er an1 citizens! expectations. In or1er to narrow this gap0 the )ity of #egina has been working har1 to fin1 efficiencies that will a&oi1 the nee1 to increase the cost to citizens $nnecessarily. This effort began in 222(624 with the )ore ;er&ices #e&iew0 b$t contin$es to to1ay. =owe&er0 the gap contin$es to wi1en an1 internal efficiencies will be ins$fficient to narrow it. There are only three options a&ailable0 which can be $se1 in1epen1ently or in concert with one another: .arn %ore re&en$e o )harge %ore $sing c$rrent %echanis%s s$ch as property taxes an1 fees o e&elop new6expan1e1 %echanis%s that allow the b$r1en of ser&ice costs to be allocate1 %ore broa1ly 7e.g. to &isitors to the )ityD to non> resi1ent co%%$tersD etc.8 o ;ec$re %ore f$n1ing fro% other le&els of go&ern%ent ;pen1 less o )ontin$e to fin1 efficiencies an1 %ake i%pro&e%ents in how ser&ices are 1eli&ere1 o eli&er fewer ser&ices o eli&er the sa%e ser&ices with lower ser&ice le&els 7e.g. shorter ho$rs of operation0 less fre5$ent garbage pick $p0 etc.8 o b$siness in 1ifferent ways o I1entify alternati&e ways of 1oing b$siness so that it is %ore efficient an1 effecti&e 7e.g. increase web base1 ser&ice 1eli&ery0 P$blic Pri&ate Partnerships0 etc.8 The )ity of #egina is alrea1y acti&ely exploring these options an1 i1entifying opport$nities. =owe&er0 it will be i%portant that citizens $n1erstan1 the context of any reco%%en1ations that co%e forwar1.
12
Efficiency "nitiatives
The )ore ;er&ices #e&iew pro&i1e1 the )ity of #egina with opport$nities to a11ress inefficiencies while i%pro&ing ser&ices. +&er the ti%e since the reco%%en1ations of the )ore ;er&ices #e&iew were presente1 in 22240 the )ity has sa&e1 in excess of <9.( %illion. =owe&er0 the )ity of #egina contin$es to face 1e%an1 that excee1s its capacity to 1eli&er. The gap is a co%plex one that reflects li%ite1 opport$nities for re&en$e generation0 escalating costs 7partic$larly on the capital si1e of the b$1get80 li%its on the a%o$nt of 1ebt the )ity can reasonably %anage0 an1 high le&els of growth0 the cost of which often excee1s the new re&en$es generate1 by it. -1%inistration has 1e&elope1 a strategy to atte%pt to a11ress this gap by: -nalysing o$r progra%s an1 ser&ices so that we can engage citizens in a 1isc$ssion abo$t their expecte1 ser&ice le&els an1 the cost of pro&i1ing those ser&ice le&els Proposing cost re1$ctions0 re&en$e opport$nities an1 alternati&e ways of 1eli&ering ser&ice to )o$ncil to i%pro&e effecti&eness an1 efficiency0 thereby narrowing the gap. This report s$%%arizes the res$lts of that work in a11ition to the res$lts of the )ore ;er&ices #e&iew.
Background
In 222'0 the )ity of #egina contracte1 with a cons$lting fir% to con1$ct a re&iew of its ser&ices0 the principle of which was to co%prehensi&ely: #e&iew the ser&ice le&el base -cco$nt for the cost an1 offsetting re&en$es of ser&ices .xa%ine the relati&e &al$e of a ser&ice when teste1 against a 1efinition of E)ore ;er&iceF The exercise le1 to reco%%en1ations for 41 ser&ice area i%pro&e%ents0 which0 o&er ti%e ha&e sa&e1 the )ity of #egina in excess of <9.( %illion. These sa&ings were 1eri&e1 fro% s$ch initiati&es as: @sing &ol$nteers to pro&i1e recreational progra% 1eli&ery an1 s$pport 7<21'0222 ann$ally8 #e&iewing the lease cycle for co%p$ters 7<*20222 ann$ally8 ;ince that ti%e0 the )ity of #egina has contin$e1 to atte%pt to i1entify internal efficiencies which are s$%%arize1 herein an1 a 1etaile1 listing can be fo$n1 in -ppen1ix - of this report. Ahile there likely re%ains so%e roo% to i1entify relati&ely 11
si%ple an1 low i%pact opport$nities0 beca$se of the efforts o&er the past se&eral years b$il1ing on the )ore ;er&ices #e&iew0 these opport$nities are %$ch %ore li%ite1.
Summary of Efficiencies
Ahile the c$lt$re of the )ore ;er&ices #e&iew contin$e10 res$lting in the i1entification of efficiencies each year0 the work took on a new energy with the intro1$ction of ;trategic :oc$s 221261"0 en1orse1 by )o$ncil in 3arch0 2212 7)#12>""8. The i1entification of efficiencies contin$e1 thro$gh this effort0 b$t the foc$s also t$rne1 to options that co$l1 potentially ha&e %ore i%pact on the p$blic s$ch as ser&ice re1$ctions an1 alternati&e ser&ice 1eli&ery options. The )ity of #egina has only beg$n to ha&e s$ch 1isc$ssions with the p$blic an1 they are 1iffic$lt an1 often contro&ersial. The consi1eration of closing so%e o$t1oor swi%%ing pools 71enie1 by )o$ncil in 221"8 an1 the p$blic pri&ate partnership 7P"8 for the Aastewater Treat%ent Plant are /$st two exa%ples. ;$ch 1isc$ssions will re5$ire the contin$e1 engage%ent of citizens in a 1isc$ssion abo$t the gap an1 options to a11ress it. In the %eanti%e0 the )ity of #egina has contin$e1 to %ake e&ery effort to i%pro&e the efficiency of its operations. - 1etaile1 s$%%ary of the efficiencies that ha&e been $n1ertaken since the )ore ;er&ices #e&iew is attache1 in -ppen1ix -. -n analysis of those efficiencies is pro&i1e1 below. They are gro$pe1 in two 1ifferent ways to pro&i1e so%e basic organization to the categories an1 to 1e%onstrate how the organization is approaching the effort. To 1ate0 "2" efficiencies ha&e been i1entifie1 7beyon1 the )ore ;er&ices #e&iew8. +f those0 only 1'2 7''.2?8 ha&e act$ally ha1 the 1ollar &al$e of the efficiency calc$late1. It is clear that the total 1ollar &al$e of the efficiencies i1entifie1 is significantly higher than the n$%bers cite1 here. It is i%portant to note that0 across the boar10 efficiencies fo$n1 ha&e been reallocate1 to other work in the )ity of #egina. To the extent the )ity $n1erstan1s the &al$e of its efficiencies0 one can ass$%e that0 ha1 they not been fo$n1: )osts to citizens wo$l1 ha&e necessarily increase1 by a si%ilar a%o$nt0 or ;er&ice le&els to citizens wo$l1 ha&e 1ecrease1 to re1$ce costs0 or ;o%e co%bination of the abo&e wo$l1 ha&e occ$rre1. 8 ocess "m' ovement The single largest class of efficiencies $n1ertaken by the )ity of #egina is in the area of process improvement. Hey to this approach has been a large0 organization wi1e
12
technology initiati&e the )ity refers to as Business Transformation. Thro$gh this initiati&e0 the )ity is atte%pting to $p1ate its software an1 technology syste%s to i%pro&e a$to%ation an1 fin1 efficiencies. =owe&er0 a key aspect of the initiati&e is to ens$re the processes in b$siness areas are well>1esigne10 recognizing that technological i%pro&e%ents to s$pport weak processes are less likely to achie&e the 1esire1 res$lts. Process i%pro&e%ents ha&e occ$rre1 beyon1 the i%pact of Business Transformation. These incl$1e the re1esign of constr$ction processes0 i%pro&e1 %anage%ent processes0 etc. 8 ocess "m' ovements +usiness T ansfo mation :t%e 8 ocess "m' ovements T:T-/ -nnual Savings ;162<000 ;*<6**<500 ;*<312<500 :ne Time Savings ;0 ;53<000 ;53<000
-sset .esign The )ity of #egina has ha1 consi1erable s$ccess fin1ing efficiencies thro$gh inno&ation0 partic$larly in the 1esign of assets0 tools an1 approaches to %anaging assets. ;o%e of this work has been s$pporte1 by a long partnership with the recently wo$n1 1own research entity0 )o%%$nities of To%orrow. This classification of efficiencies incl$1es s$ch inno&ations as a E5$ick attach syste%F 1esigne1 to alter the $se of e5$ip%ent 5$ickly 7e.g. alter a front>en1 loa1er to a fork>lift an1 &ice &ersa8 an1 tools to locate $n1ergro$n1 connections 5$ickly. ;$ch i%pro&e%ents increase pro1$cti&ity an1 either re1$ce the cost of the work to be 1one or increase the a%o$nt of work that can be 1one. -nnual Savings -sset .esign ;1<263<2*0 :ne Time Savings ;660<000
8a tne s%i's Partnerships occ$r when other organizations ha&e share1 interests with the )ity of #egina an1 financially contrib$te to the realization of those interests. :or exa%ple0 the )ity of #egina has benefite1 fro% se&eral partnerships with large %$ltinational corporations who ha&e in&este1 in recreational infrastr$ct$re for the co%%$nity. -n exa%ple of s$ch partnerships is the p$rchase of recreational e5$ip%ent by )oca )ola an1 Pepsi in ret$rn for excl$si&e rights to sell be&erages in partic$lar facilities. -nother significant gro$p of partners is co%%$nity gro$ps0 who contrib$te reso$rces to increase the &al$e of )ity of #egina financial reso$rces. - n$%ber of feat$res of Leibel :iel1 were 1e&elope1 in this way0 incl$1ing the artificial t$rf an1 sta1i$% seating. 1"
:inally0 the )ity has a n$%ber of s$ccessf$l partnerships that pro&i1e ongoing &al$e an1 s$pport0 s$ch as safety partnerships with ;GI an1 a partnership with the #egina .xhibition -ssociation Lt1. to operate the )ooperators -renas. -nnual Savings 8a tne s%i's ;11*<000 :ne Time Savings ;6<231<600
Tec%nological "m' ovements -s technology a1&ances0 so too the pro1$cti&ity of the work place a1&ances or the cost of certain work processes an16or en&iron%ents are re1$ce1. +&er the last se&eral years0 the )ity of #egina has explore1 an1 i%ple%ente1 a n$%ber of technological i%pro&e%ents that ha&e allowe1 for reso$rces to be re1eploye1 to other p$rposes. The largest of these was in the IT area0 where0 by switching to the 3icrosoft "4( platfor%0 there will be significant cost a&oi1ance as well as b$ilt in efficiencies beca$se of %ore flexible an1 f$nctional tools. B$t a11itional technology s$pports incl$1e s$ch pro1$cti&ity enhance%ents as on>line parking ticket pay%ent0 new telephone software for ;er&ice #egina0 an1 technological i%pro&e%ents in s$ch e5$ip%ent as power sweepers an1 rakes. -nnual Savings Tec%nological "m' ovements ;365<*13 :ne Time Savings ;1<**1<000
: gani4ational .esign The )ity of #egina has o&er recent years0 %a1e se&eral efforts to i%pro&e the efficiency of the organization thro$gh organizational 1esign. These efforts ha&e been organization wi1e an1 localize1 within single 1i&isions an16or 1epart%ents. They ha&e res$lte1 in i%pro&e1 work flow0 better o&ersight0 an1 i%pro&e1 perfor%ance. -nnual Savings : gani4ational .esign ;211<000 :ne Time Savings ;2*<000
-utomation -nother area where the Business Transformation pro/ect has %a1e a 1ifference is in the area of a$to%ation. Generally a$to%ation i%pro&e%ents increase pro1$cti&ity by 1'
freeing $p ti%e fro% tasks that ha1 pre&io$sly been han1le1 %an$ally. These tasks occ$r in :inance0 =$%an #eso$rces an1 IT. -utomation +usiness T ansfo mation :t%e -utomation T:T-/ -nnual Savings ;101<600 ;32<300 ;133<500 :ne Time Savings ;0 ;0 ;0
:t%e :inally0 there ha&e been a n$%ber of efficiencies achie&e1 that are not easily categorize1. They ten1 to reflect one>off opport$nities0 s$ch as the agree%ent with Aestern Potash )orporation to $se the treate1 effl$ent 1ischarge1 fro% the Aastewater Treat%ent Plant as the water so$rce for a planne1 nearby potash %ine. +ther opport$nities ha&e incl$1e1 fa&o$rable &en1or negotiations0 etc. -nnual Savings :t%e ;322<300 :ne Time Savings ;**3<000
Classification of Efficiencies by .ivision The )ity of #egina has establishe1 organizational targets for cost re1$ctions an1 re&en$e increases to a11ress the growing gap between its financial capacity an1 citizens! ser&ice expectations. These targets are casca1e1 thro$gh the organization base1 on a pro>rate1 proportion of the )ity!s total as a whole. The following represents a break1own of the esti%ate1 financial &al$e of efficiencies i%ple%ente1 by i&ision0 recognizing that fewer than one>half of initiati&es ha&e been 5$antifie1 with a 1ollar &al$e. Classification by .ivision City :'e ations Community 8lanning an# .evelo'ment Co 'o ate Se vices :t%e -nnual Savings ;2<122<333 ;*01<210 ;1<123<300 ;120<000 :ne Time Savings ;651<000 ;6<535<100 ;1<*3*<*00 ;0
1(
Conclusion
The effort of the )ity of #egina to %ini%ize the press$re on tax an1 fee payers has been significant. The financial &al$e of these efficiencies has been calc$late1 for fewer than one>half of the opport$nities that ha&e been i%ple%ente1. )onsi1ering only the 1ollar &al$e of those efficiencies that ha&e been esti%ate10 ha1 the opport$nities not been i1entifie1 an1 the associate1 costs reco&ere1 excl$si&ely thro$gh property taxes0 resi1ents co$l1 ha&e been paying an a11itional 11? >> 19? per year C an1 this is an esti%ate that excl$1es the &al$e of half of the initiati&es that ha&e been i%ple%ente1. It is recognize1 that it is $nlikely that citizens wo$l1 ha&e tolerate1 s$ch tax increases. It is %ore likely that citizens wo$l1 ha&e seen significant 1rops in ser&ice le&els 7e.g. ho$rs of operation of recreation facilities0 care an1 %aintenance of parks0 winter roa1 %aintenance0 etc.8. Total Co e Se vices Revie9 (CSR) Efficiencies Since CSR T:T-/ -nnual Savings ;3<*00<000 ;5<*26<353 ;13<026<353 :ne Time Savings ;0 ;5<213<600 ;5<213<600
The financial challenge facing the )ity of #egina in the co%ing years is significant. )itizens0 electe1 officials0 an1 -1%inistration alike will ha&e to work together to 1eter%ine what ser&ices an1 ser&ice le&els are %ost i%portant an1 1eli&er the% in the %ost efficient way possible. The new +fficial )o%%$nity Plan for #egina0 Design Regina0 artic$lates a powerf$l &ision for the )ity C one where the 1esire1 f$t$re incl$1es financial s$stainability a%ong the eight co%%$nity priorities. :$t$re con&ersations with citizens will nee1 to grapple with the appropriate balance between the 1esire1 ser&ices an1 characteristics of the city an1 citizens! willingness to pay for those ser&ices an1 characteristics co$ple1 with the nee1 to a11ress the infrastr$ct$re backlog that has 1e&elope1 in the last two 1eca1es. The )ity of #egina re%ains co%%itte1 to aggressi&ely seeking efficiencies to contrib$te to that balance. =owe&er0 it is $nlikely that the answers to the challenges facing the city can be fo$n1 in efficiencies alone. @lti%ately0 the answers will be fo$n1 in a co%bination of efficiencies0 ser&ice re1$ctions0 re&en$e increases0 an1 1oing b$siness in 1ifferent ways.
14
-''en#ix -) .etaile# /ist of Recent Efficiencies

.e't= 8 og am 6ea Efficiency .esc i'tion Process I%pro&e%ent. P$rchasing )ar1 Transactions > Ti%e to process a P> )ar1 hol1erIs transactions re1$ce1 by 4.( ho$rs per %onth by eli%inating P>)ar1 -ccess atabase J %o&ing into +racle .>B$siness ;$ite. Process I%pro&e%ent. :ire -cting Processing > .%ployee acting is ability to assign the e%ployees co&er 1ay>to>1ay &acancies that %ight res$lt 1$ring each shift. Pre&io$sly a Payroll +fficer 1 wo$l1 ha&e to p$ll a report fro% the pre&io$s :ire TJ- syste%0 con1$ct any necessary calc$lations 71hr80 an1 enter the 1etails %an$ally into KIP 72 hrs8 e&ery pay perio1. This is no longer re5$ire1 now that :ire is $sing the corporate payroll syste%. Process I%pro&e%ent. )ash 3anage%ent .nhance%ents > - %o1ifie1 bank file for%at change an1 i%pro&e1 process with +racle #12 $pgra1e eli%inates se&eral reports an1 process steps $se1 pre&io$sly. Process I%pro&e%ent. )ollections Process I%pro&e%ents > )ollection notes are c$rrently han1 written in fol1ers on the -cco$nting )lerk K 1esk. Ae will now ha&e all c$sto%er contact notes in +racle an1 able to report on the c$sto%er stat$s. Process I%pro&e%ent. :ire e%ployees can be place1 on ;tan1>by rea1y to be calle1 to work an1 recei&e a general rate a%o$nt a11e1 to their pay. Pre&io$sly a Payroll +fficer 1 ha1 to print o$t a report fro% :ire TJ712%ins80 con1$ct necessary calc$lations 712%ins80 enter the stan1>by rates into KIP 712%ins8 e&ery pay perio1. Process I%pro&e%ent. :ire e%ployees working beyon1 their sche1$le1 12 or 1' ho$r shifts are pai1 +&erti%e. Pre&io$sly a Payroll +fficer 1 has to enter the o&erti%e rates into KIP 71hr8 e&ery pay perio1 since :ire was $sing a separate syste%. Process I%pro&e%ent. :ire Ti%e J -tten1ance into the )orporate Payroll syste%. This res$lte1 in eli%inating %an$al &ehicle rei%b$rse%ent calc$lations an1 processing an1 greatly re1$ce1 the transactions nee1ing :ire!s &erification by abo$t *2?6%onth. Process I%pro&e%ent. #e>1esigne1 )hart of -cco$nts as part of +racle #12 $pgra1e. This %akes it easier to write co%plex financial reports thro$gho$t the organization. -nnual :ne time >uantity=?easu e 4.( ho$rs6%onth sa&e1 or abo$t <'0"226year
BT
2212
<'0"22
BT
2212
<'0"22
*9 ho$rs6year sa&e1 or abo$t <'0"226year ' ho$rs6%onth sa&e1 or abo$t <2*226year
BT
2212
<20*22
BT
2212
<20*22
' ho$rs6%onth sa&e1 or abo$t <2*226year
BT
2212
<922
1" ho$rs6year or abo$t <9226year
BT
2212
<10'22
24 ho$rs6year sa&e1 or abo$t <10'226year
BT
2212
<10(22
"2 ho$rs6year for payroll a1%in 1( ho$rs6%onth or abo$t <1202226year :ewer reports to write6test in each $pgra1e or patch pro/ectD interface na%ing pre&io$sly re5$ire1 rewrites as the na%es were har1 co1e1 sa&es abo$t <102226year in p$rchasing ti%e sa&es abo$t 22 ho$rs6%onth or abo$t <,02226year sa&es abo$t '2 ho$rs6%onth or abo$t <1902226year 22 ho$rs6%onth sa&e1 or abo$t <,02226year
BT
2212
<120222
BT
2211
BT
221"
BT BT BT
221" 221" 221"
Process I%pro&e%ent. #e1$ce1 the n$%ber of c$sto% /obs in .B; s$iteD stan1ar1ize1 na%ing con&entions for /obs in all $ploa1 interfaces Process I%pro&e%ent. #e5$estor ;elf ;er&e > .li%ination of the work effort for p$rchasing a1%inistrati&e assistant in printing an1 1istrib$tion of the weekly green report. Process I%pro&e%ent. #e5$estor ;elf ;er&e > #e1$ction in calls to the p$rchasing an1 acco$nts payable branch abo$t the stat$s of their p$rchase or1er transaction Process I%pro&e%ent. #e5$estor ;elf ;er&e > The eli%ination of %an$al0 paper base1 processing of Blanket +r1ers0 re1$cing cycle ti%e Process I%pro&e%ent. #e5$estor ;elf>;er&e > #eal>ti%e receipting re1$ces cycle ti%e an1 eli%inates the entry of 1$plicate receipting.
<10222
<,0222 <190222 <,0222
-1
.e't= 8 og am
6ea
Efficiency .esc i'tion Process I%pro&e%ent. ;$pply )hain ;elf ;er&e > iscontin$ing the paper> base1 process an1 going solely online has re1$ce1 the work effort for P$rchasing Branch0 :inance epart%ent J )o%%$nications Branch Process I%pro&e%ent. ;$pply )hain ;elf ;er&e > with the process going only online with ;askTen1ers0 Lea1er Post -1&ertise%ents are no longer nee1e1. Process I%pro&e%ent. ;$pply )hain ;elf ;er&e > with the process going only online with ;askTen1ers0 the printing costs for Bi1 1oc$%ents are no longer inc$rre1. Process I%pro&e%ent. The 1eco%%issioning of the P$rchasing )ar1 -ccess atabase an1 %o&ing into +racle .>B$siness ;$ite re1$ces the 1atabase refresh ti%e when re5$esting new acco$nt co1es to be set$p in +racle by one f$ll b$siness 1ay. Process I%pro&e%ent. Aith the transfer of :ireIs ti%e an1 atten1ance tracking to the corporate syste% there is a significant esti%ate1 sa&ings of ti%e with :ire 1epart%ent staff. +ther significant benefits incl$1e the ti%eliness on when the e%ployees recei&e their $p1ate1 ti%e an1 atten1ance infor%ation0 1ata entry co1es are %ore acc$rate0 %ini%ize 1oc$%entation following 7paper chase80 faster an1 easier &erification of entere1 1ata Total B$siness Transfor%ation 7within Process I%pro&e%ent8
-nnual
:ne time
>uantity=?easu e
BT
221"
<2,0222
4( ho$rs6%onth sa&e1 or abo$t <2,02226year <1202226year that is not charge1 back to the city pro/ects <1202226year that is not charge1 back to the city pro/ects
BT
221"
<120222
BT
221"
<120222
BT
2212
<(0"22
9 ho$rs6%onth sa&e1 or abo$t <(."226year
BT
2212
<'"0222 <1420222 <2
*42 ho$rs6year sa&e1 or abo$t <'"02226year
#oa1ways an1 Transporta> tion ;er&ices #oa1ways an1 Transporta> tion ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices )ity +perations +pen ;pace J .n&iron%en tal ;er&ices
222"
#e1$ction in A#3 in 222" &ia shifting
Process I%pro&e%ent
<"220222
Bet benefit: <"220222 7cost re1$ction8
2224
2224
2224
2224 2229
Ainter 3aintenance > ;takehol1er %eetings with 29 pl$s gro$ps -ssess%ent of beha&io$r of -sbestos )e%ent 7-)8 water%ains in expensi&e soils Aater J ;ewer Inspection J #epair Policy Aastewater treat%ent biosoli1s re$se thro$gh lan1fill co%posting Graffiti 3anage%ent Progra%
Process I%pro&e%ent
>
Process I%pro&e%ent
>
Process I%pro&e%ent
>
Process I%pro&e%ent Process I%pro&e%ent
> >
2229
Lan1fill +$t1ate1 Printer #eplace%ent
Process I%pro&e%ent
>
-2
.e't= 8 og am Aater Aork ;er&ices #oa1ways an1 Transporta> tion ;er&ices #oa1ways an1 Transporta> tion ;er&ices #oa1ways an1 Transporta> tion ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices +pen ;pace J .n&iron%en tal ;er&ices #oa1ways an1 Transporta> tion ;er&ices
6ea =y1ro .xca&ating to expose @tility Lines > * %an crew 1own to a " %an crew #e1$cing nat$ral gas $se1 at the -sphalt Pro1$ction Plant 729? in cons$%ption8
Efficiency .esc i'tion
-nnual
:ne time
>uantity=?easu e
2229
Process I%pro&e%ent
<"220222
222,
Process I%pro&e%ent
<10'220222
Bet benefit: <10'220222 7cost re1$ction8
222,
-sphalt Plant repair i%pro&e%ents
Process I%pro&e%ent
<2920222
Bet benefit: <2920222 7cost re1$ction8
222,
;afety -cco$ntability awareness an1 training > "1( an1 2"2 1ays Bew Loa1ing ;tation with car1 access -cc$racy testing of inter%e1iate size1 water %eters > repairs6replace %eters ;wab retrie&al str$ct$re for B$ffalo Po$n1 Aater Treat%ent process )e%eteries > re&iew line of b$siness an1 fees increase 29? in last ' years ;yste% 1esign to help co%%$nication with a hearing i%paire1 e%ployee ;tan1ar1 +peration Proce1$re Te%plate > 1oc$%ents allow for better knowle1ge transfer an1 retention In Kehicles laptops for fiel1 staff > efficiency gains fro% $tilizing %obile 1e&ices +&erhea1 crane installe1 in b$il1ing : for /etting e5$ip%ent
Process I%pro&e%ent
>
222,
Process I%pro&e%ent
>
222,
Process I%pro&e%ent
>
222,
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
<10222
Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices
2212
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
>
-"
.e't= 8 og am Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices )ity +perations +pen ;pace J .n&iron%en tal ;er&ices #oa1ways an1 Transporta> tion ;er&ices
6ea )rane hoists installe1 on %anhole b$il1er tr$ck @ni1irectional :l$shing > i%pro&e water 5$ality with the 1istrib$tion syste% )$rbstop replace%ent > efficiency sa&es 2> "2226ti%e $se1 =y1ro Per%it Progra% > %onitor an1 acco$nt for water $sage ;al&aging parts fro% ol1 water hy1rants ;eptage 1$%p ha$ler station > charging for the acceptance of the li5$i1 waste :acilities )on1ition -ssess%ent an1 )apital Planning Pro/ect -sset 3anage%ent > )oor1inating work or1er an1 tree infor%ation
-nnual
:ne time
>uantity=?easu e
2212
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
<40222
2212
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
<210222
2212
Process I%pro&e%ent
>
2211
Process I%pro&e%ent
>
2211
Process I%pro&e%ent
>
2211
Transit Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices
2211
2211
2211
2211
Ainter 3aintenance > Installation of -KL tech )@T- Inno&ation -war1 for the #>)ar1 an1 -$to%ate1 :are )ollection Global Transportation =$b ;er&icing Pro/ect Tea% -L2 -nalysers > increase1 efficiency0 acc$racy an1 capacity for the AATP I%ple%enting 1e&ice to carry hea&y roto>rotting e5$ip%ent 1own base%ents
Process I%pro&e%ent
>
Process I%pro&e%ent
>
Process I%pro&e%ent
>
Process I%pro&e%ent
>
Process I%pro&e%ent
>
-'
.e't= 8 og am +pen ;pace J .n&iron%en tal ;er&ices +pen ;pace J .n&iron%en tal ;er&ices #oa1ways an1 Transporta> tion ;er&ices
6ea =ortic$lt$re Tea%6Aork @nit > :lowerbe1 progra%
-nnual
:ne time
>uantity=?easu e
2212
Process I%pro&e%ent
<220222
2212
Hen Habatoff > ;tor% )hannel #ehabilitation
Process I%pro&e%ent
>
2212
#oa1ways an1 Transportat ion ;er&ices #oa1ways an1 Transportat ion ;er&ices #oa1ways an1 Transportat ion ;er&ices #oa1ways an1 Transportat ion ;er&ices #oa1ways an1 Transportat ion ;er&ices #oa1ways an1 Transportat ion ;er&ices ;trategic J )$sto%er ;er&ices
2212
)oncrete 3e1ian 3o$l1 7Pan8 for the ;lip :or% )oncrete ;er&ices6-sphalt ;er&ices an1 ;weeping an1 -lleys Branches > 12 ho$r shift i%ple%entation 7increase in opts a&ailability an1 a%o$nt of pro1$ction an1 %axi%ize ho$rs61ays 8
Process I%pro&e%ent
<"220222
Process I%pro&e%ent
<940'4"
Bet benefit: <940'4" 7cost re1$ction8
2212
;taffing arrange%ents an1 s$ccession planning @tilization of A)B restricte1 e%ployees as concrete %arshals
Process I%pro&e%ent
<9,*0"(2
Bet benefit: <9,*0"(2 7cost re1$ction8
2212
Process I%pro&e%ent
<1"01((
Bet benefit: <1"01(( 7cost re1$ction8
2212
Bri1ge Aashing )oncrete %aintenance an1 c$t progra% 1atabase Pro%otion of 3ission Mero )oncrete0 -sphalt0 ;weeping an1 -lleys an1 A3 ;er&ice #egina > Paperless .n&iron%ent
Process I%pro&e%ent
<'920222
Bet benefit: <'920222 7cost re1$ction8
2212
Process I%pro&e%ent
<1102"2
Bet benefit: <1102"2 7cost re1$ction8
2212
Process I%pro&e%ent
>
2212
Process I%pro&e%ent
<2(0222
Bet Benefit: <2(0222 7cost re1$ction8
-(
.e't= 8 og am Aater Aork ;er&ices )ity +perations +pen ;pace J .n&iron%en tal ;er&ices +pen ;pace J .n&iron%en tal ;er&ices +pen ;pace J .n&iron%en tal ;er&ices #oa1ways an1 Transportat ion ;er&ices Aater Aork ;er&ices #oa1ways an1 Transportat ion ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices
6ea ;afety atabase > a centralize1 location of all A;) safety relate1 %aterials #ealign%ent
-nnual
:ne time
>uantity=?easu e
2212 221"
Process I%pro&e%ent Process I%pro&e%ent <'490222
> Bet benefit: <'490222 7cost re1$ction8
221"
)oor1inator of Lan1fill B$siness +perations B$siness ;$pport Branch > greater knowle1ge of branch nee1s
Process I%pro&e%ent
<'20222
Bet benefit: <'20222 7cost re1$ction8
221"
Process I%pro&e%ent
>
221"
221"
221"
222, > 2212 2212 > 221" 2212 > 221" 2212 > 221"
BTP > ;elf ;er&e1 Proc$re%ent $st ;ilos Pro/ect > syste% to %anage 1$st going into -sphalt 3ix an1 a1/$st%ent %a1e to -sphalt pricing 3ighty Probe as a stan1ar1 soil probe pro&i1es increase1 protection Ainter 3aintenance > * 1ays 22 ho$rs arrange%ent 72x12hrs8 negotiate1 an1 i%ple%ente1 -$to%ation of Perfor%ance reporting #elocation of :ire Inspectors to istricts #e1$ce1 the n$%ber of in ser&ice e%ergency response apparat$s 1" to 12 P$blication of ann$al Training )alen1ar > access to training sche1$les 7a year at a glace8 )reation of ;hare1 ;er&ices -1%in ;$pport %o1el > 7:-;T8
Process I%pro&e%ent
>
Process I%pro&e%ent
<2220222
Process I%pro&e%ent
>
Process I%pro&e%ent
>
Process I%pro&e%ent
<90422
Process I%pro&e%ent
>
Process I%pro&e%ent
<420222
:ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices
2212 > 221" 2212 > 221"
Process I%pro&e%ent
>
Process I%pro&e%ent
>
-4
.e't= 8 og am :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices
6ea 2212 > 221" 2212 > 221"
Efficiency .esc i'tion @ni&ersity of #egina > Training I%ple%entation of 3obile )o%p$ter -i1e1 ispatch Tech .%be11e1 =# -ssociate foc$s on Aellness6;afety > re1$ce Ti%e Lost by 19? an1 ;ick by 4? #elocation of +pt Branch 3anage%ent ;taff eploy%ent Protocol > 1ecrease initial 1eploy%ent e&elop%ent of new atten1ance tracking proce1$res 7re1$ction of *2?8 Bew ;taffing 3o1el for .%ergency )o%%$nication )entre > enhance ser&ice 1eli&ery Pilote1 IP- tech for )orporation .ntere1 into a %e%oran1$% of $n1erstan1ing with Parklan1 )ollege )os%opolitan Learning )entre > contract pre&io$sly on a 1irect billing %o1el Para transit Booking Ain1ow > fro% 1' to * 1ays
-nnual
:ne time
>uantity=?easu e
Process I%pro&e%ent
>
Process I%pro&e%ent
>
:ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices
2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221"
Process I%pro&e%ent
>
Process I%pro&e%ent
>
Process I%pro&e%ent
<120222
Process I%pro&e%ent
<120222
Process I%pro&e%ent
>
Process I%pro&e%ent
<10222
Process I%pro&e%ent
<120222
Transit
Process I%pro&e%ent
<(20222
Bet benefit: <(20222 7re&en$e generation8
Transit
Process I%pro&e%ent
>
Transit
T;+ Position #et$rn to Aork )oor1inator Position )ana1a ay )hallenge > (2 1ays in/$ry free
Process I%pro&e%ent
>
Transit
Process I%pro&e%ent
>
Transit
Process I%pro&e%ent
>
-*
.e't= 8 og am
6ea 2212 > 221" 2212 > 221" -cci1ent #e&iew > 1oc$%entation0 in&estigation an1 processing Transit Infor%ation )entre > change of ho$rs
-nnual
:ne time
>uantity=?easu e
Transit
Process I%pro&e%ent
>
Transit
IT; ) #P 6 B$siness ;er&ices )J) 6 B$il1ing ;tan1ar1s
2212 2212
Trial Pass
2212 > Pres ent
)ost #eco&ery 3o1el for B$il1ing Per%it fees
:inance ) #P
221" 2211 >12
)as$al ;taff #e&iew
Process I%pro&e%ent Process I%pro&e%ent. IT; i%ple%ente1 an in1$stry>stan1ar1 )hange 3anage%ent process. This process enforces a rigoro$s approach relate1 to changing application f$nctionality in the pro1$ction en&iron%ent or changes to )ityIs technology infrastr$ct$re. Process I%pro&e%ent. - co%pli%entary pass was create10 in or1er to gi&e potential clients an opport$nity to try o$r facilities $p to three ti%es free of charge. )lients %$st be new or not ha&e ha1 a pass within the last year to 5$alify. The pass is &ali1 for 1 year. Process I%pro&e%ent. - cost reco&ery str$ct$re for b$il1ing per%it fees was one of the highlighte1 ser&ice area i%pro&e%ents i1entifie1 in the )ore ;er&ices #e&iew. B$il1ing ;tan1ar1s has i%ple%ente1 a progra% to target 122? cost reco&ery for per%it processing>relate1 costs an1 relate1 o&erhea1. The progra% is in s$ccessf$l operation0 an1 is c$rrently being re&iewe1 to a1/$st the existing para%eters 7e.g.0 staffing le&els0 cost allocations0 etc.8 base1 on the insight gaine1 fro% existing perfor%ance %eas$res. Process I%pro&e%ent. - new report for )ollections i1entifie1 c$sto%ers who ha&e %$ltiple acco$nts with a listing of their balances by a11ress. This has res$lte1 in c$sto%ers being infor%e1 sooner an1 o$tstan1ing balances being collecte1. Process I%pro&e%ent. - n$%ber of foc$se1 1isc$ssions were hel1 with &ario$s cas$al an1 per%anent staff0 with the ob/ecti&e of i%pro&ing staff retention0 /ob satisfaction an1 e%ployee recr$it%ent efforts.
<'0222
Bet benefit: <'0222 7cost re1$ction8 #e1$ces the n$%ber of occ$rrences of $nsche1$le1 1own ti%e for network an1 for en1 $ser pro1$cti&ity tools an1 b$siness applications. +&er 44? of trial pass clients p$rchase1 a %e%bership pass after $sing the three co%ple%entary &isits. -ll B$il1ing ;tan1ar1s expen1it$res are pai1 for by per%it fees. $e to recor1 b$il1ing acti&ity0 excess f$n1s ha&e been contrib$te1 to a reser&e.
=#
2229
)J) 6 Bylaw an1 Licensing
2212
Proce1$re 3an$al
Process I%pro&e%ent. - Perfor%ance e&elop%ent .&al$ation 7P .8 te%plate an1 process was intro1$ce1 for all o$t>of scope e%ployees. The P . process has helpe1 align in1i&i1$al e%ployee ob/ecti&es with 1epart%ent0 1i&ision an1 corporate strategic plans. Process I%pro&e%ent. - proce1$re %an$al was 1e&elope1 by Bylaw an1 Licensing Branch0 which pro&i1es the rea1er with instr$ctions on how to process the fo$r %ain actions in The Maintenance Bylaw, 2 ! 7%aintenance0 $nti1y an1 $nsightly yar1s0 /$nke1 &ehicles an1 graffiti8. Process I%pro&e%ent. - proposal was p$t forth to %o&e .:-P fro% an in> ho$se ser&ice to an external ser&ice pro&i1er. +&erall cost to pro&i1e ser&ice in>ho$se was approx <2'20222.22 .xternal ser&ice pro&i1er was able to %atch ser&ice le&els an1 enhance ser&ice 1eli&ery o&erall at a cost of <11(0222 per year. <12(0222
I%pro&e1 reporting easily i1entifies acco$nts an1 re1$ces ti%e. ) #P has i%ple%ente1 se&eral i%pro&e%ents in staffing practices0 an1 now reg$larly seeks fee1back on e%ployees! satisfaction0 selection of shifts0 longer shifts an1 i%pro&e1 consistency in staffing proce1$res. i%pro&e1 align%ent of in1i&i1$al ob/ecti&es with b$siness ob/ecti&es
=#
222*
;tan1ar1ize1 processes pro&i1e greater consistency in processing all applications by B;+s an1 sa&es ti%e in correcting0 e1$cating an1 processing actions. -nn$al cost sa&ings to the )ity was <12(0222.
-9
.e't= 8 og am ) #P
6ea 2212
The #ecreation :acility Plan
) #P 6 )o%%$nity e&elop%e nt
2212 >1"
)o%%$nity In&est%ent Grants Progra% #e&iew
Efficiency .esc i'tion Process I%pro&e%ent. - #ecreation :acility Plan was create1 thro$gh research an1 p$blic cons$ltation to g$i1e the allocation of reso$rces o&er the next 12 years to %eet the highest priority sport0 c$lt$re an1 recreation nee1s in a %anner that %axi%izes co%%$nity i%pact an1 %eets )ity ob/ecti&es. Process I%pro&e%ent. - re&iew of the grants progra% was $n1ertaken in 22120 in or1er to better %eet nee1s of the co%%$nity0 better align in&est%ents with corporate priorities0 beco%e %ore responsi&e to the changing nee1s of the co%%$nity0 an1 i%pro&e transparency.
-nnual
:ne time
;trategy 3anage%e nt
2212
;trategic plan perfor%ance reporting syste%
:leet
2211
Process I%pro&e%ent. - $nifie1 syste% of 1ata collection an1 reporting was 1e&elope1 for ;trategic :oc$s 2212 an1 enhance1 for ;trategic :oc$s 221". The syste% allowe1 a single point of 1ata entry at the 1epart%ent at 1i&ision le&els0 which rolle1 $p a$to%atically into corporate reporting. Process I%pro&e%ent. -ccelerating .xcellence -war1 for Inno&ation rewar1s to :leetIs ;afety an1 Training ;taff. This was gi&en for an inno&ati&e way of pro&i1ing training to a hearing>i%paire1 e%ployee who nee1e1 training on a gra1er0 by $sing se5$encing lights to help instr$ct the e%ployee. This helpe1 increase the training capabilities of :leet0 as well as i%pro&ing the safety a%ong the city. Process I%pro&e%ent. -ccelerating .xcellence -war1 gi&en to ;$pply ;er&ices for their work in sec$ring a (? 1isco$nt on parts p$rchases along with one free 1aily parts 1eli&ery. -t present0 they ha&e renegotiate1 an a11itional (? 1isco$nt on parts p$rchase10 bringing the total 1isco$nt to 12?. Process I%pro&e%ent. -)KI key B-Is fro% a sprea1sheet instea1 of in1i&i1$al %an$al 1oc$%ents with sign off by batch Process I%pro&e%ent. -thletic fiel1 goal creases are 1a%age1 by play an1 re5$ire repair on a ro$tine basis. ;o1 is c$t fro% the back e1ges of the athletic fiel1 for the goals an1 then these areas are resee1e1. Process I%pro&e%ent. -ttache1 list for -P pay%ents for repetiti&e ite%s s$ch as water6sewer ref$n1sD central inp$t of &en1ors in a sprsht instea1 of %an$al creation of n$%ero$s $nnecessary &en1ors Process I%pro&e%ent. ) #P an1 :3; worke1 together to 1eter%ine the %ost effecti&e sh$t1own ti%es for the leis$re centres. :acility $sage an1 progra% registrations were $se1 to 1eter%ine changes to the sh$t 1own sche1$le fro% pre&io$s years. -n increase1 le&el of co%%$nication between 1epart%ents helpe1 1eter%ine opti%al sh$t 1owns 1ates0 work lists an1 priority ite%s.
>uantity=?easu e ) #P has been able to %axi%ize the $se of both financial an1 non>financial reso$rces by 5$ickly an1 efficiently $sing the #ecreation :acility Plan to g$i1e 1ecisions an1 filter 1e%an1s. :ee1back fro% stakehol1ers in1icates significant i%pro&e%ents in $n1erstan1ing application re5$ire%ents0 re1$ce1 ti%e in application preparation0 an1 re1$ce1 1$plication associate1 with %$ltiple applications. Internally0 the i%pro&e%ents ha&e re1$ce1 wait ti%es in processing applications an1 enable1 %ore efficient $se of staff ti%e 7e.g.0 thro$gh increase1 reliance on co%%$nity %e%bers to assist with a1/$1ication8. The syste% was si%ple eno$gh to $se an1 %anage that the new work re5$ire1 to acco%plish perfor%ance reporting relate1 to the strategic plan was absorbe1 into existing reso$rces.
Increase1 safety an1 increase1 training capabilities for the :leet epart%ent.
:leet fin ) #P 6 Parks 3aintenanc e
2211 2212 222*
#epair of -thletic :iel1 Goal )reases
ecrease costs for :leet Parts0 an1 the sa&ings ha&e been passe1 on to o$r c$sto%er gro$ps. #e1$ces 1$plication of effortD better c$sto%er ser&ice0 less paper This is a better option than resee1ing the goals or p$rchasing so10 as it 1isr$pts play for a shorter ti%e0 is %ore cost effecti&e0 an1 lasts longer. 3aintains a cleaner syste%D %ore efficientD sa&es 2 1ays per week Increase1 re&en$es at the leis$re centres by approx. <4202226yr.
:in ) #P J :acilities 3anage%e nt ;er&ices 7:3;8
2212 2211
)oor1inate1 ;h$t1owns
<420222
-,
.e't= 8 og am ) #P
6ea 2212
;trea%lining the )ontracting of Instr$ctors
Efficiency .esc i'tion Process I%pro&e%ent. ) #P worke1 with &ario$s 1epart%ents to transition a %onthly contract process into an ann$al contract process.
-nnual
:ne time
>uantity=?easu e +n a&erage0 ) #P contracts with (2 instr$ctors. -s s$ch0 ) #P now a1%inisters (2 contracts a year instea1 of o&er (220 res$lting in a large n$%ber of staff ho$rs that are reallocate1 to other acti&ities. 19 1ays of sa&e1 effort per year 71.( 1ays per %onth8
:inancial ;er&ices
2212
:inance :in :in
2212 2212 221"
:inance ) #P 6 )o%%$nity e&elop%e nt
221" 2211 >1"
;ite Inspections for )o%%$nity>+perate1 )entres
Process I%pro&e%ent. )entral ;tores In&entory #econciliation > 1e&elope16$tilize1 better reports to reconcile an1 create1 a correction to the 1ata fee1 to incl$1e ret$rns eli%inating %an$al entry in A-3 Process I%pro&e%ent. )hange to a process so %o&e in6%o&e o$t clerks wo$l1 highlight appoint%ents showing on the %o&e o$t ser&ice or1ers so that infor%ation was not %isse1. Lan1lor1s an1 snowbir1s can %ake appoint%ents to ha&e their water 1isconnecte1 an1 know it has been t$rne1 off. Process I%pro&e%ent. )hanges the balancing seg%ent &al$e in -P %o1$le so that liability 1efa$lts %atch to the f$n16entity Process I%pro&e%ent. )he5$e clearing process %o1ifie1 for better info6%ore acc$racy Process I%pro&e%ent. )ollection +fficers are re&iewing acco$nts c$t for arrears an1 new applications in 1etaile1 in&estigations an1 ha&e reco&ere1 tho$san1s of 1ollars. Aater -tten1ants are a1&ising )ollection +fficers when the sa%e c$sto%er fro% the c$t off is keeping the t$rn on appoint%ent for the application. Process I%pro&e%ent. )oor1inate1 site inspections 7in&ol&ing %$ltiple 1epart%ents0 incl$1ing +=N;8 were i%ple%ente1 for co%%$nity>operate1 centres.
<*0222
Less risk for errors res$lts in better c$sto%er ser&ice. Better reconciliation of -P for a$1itD sa&es abo$t * 1ays of %an$al work Increase1 acc$racy
<220222
=#
2211
Process I%pro&e%ent. )orporate /ob 1escriptions were consoli1ate1 an1 poste1 on intranet in a searchable for%at. The res$lt was that /ob 1escriptions were %a1e easily accessible to 1epart%ent $sers. Process I%pro&e%ent. )orporate rate for @; exchange %aintaine1 in )3 %o1$le instea1 of inp$t %an$allyD Process I%pro&e%ent. )orporate ;er&ices la$nche1 the .%ployee .xit process which a$to%ate1 the notification to )orporate ;er&ices 1epart%ents of e%ployeesI exit fro% the organization allowing better tracking an1 collection of corporate assets an1 %ore acc$rate ter%ination processing. Process I%pro&e%ent. )reate1 reser&e %ini%$% an1 %axi%$% balances. -llows for %ore efficient 1ecision %aking as to the opti%al reser&e balance an1 5$icker 1ecisions on a&ailability of partic$lar reser&e as a f$n1ing so$rce. Process I%pro&e%ent. )reation of a central location for the on boar1ing process. -ll reso$rces0 tools an1 te%plates are now locate1 in a one stop shop. This has create1 efficiencies for the staffing %angers0 e%ployees an1 =#. The abo&e gro$ps no longer ha&e to spen1 extra ti%e searching o$t infor%ation or 1oc$%entation to co%%ence e%ploy%ent.
+&er <220222 so far this year. The increase1 coor1ination of site inspections has eli%inate1 1$plication of tasks0 res$lte1 in %ore proacti&e planning for capital %aintenance nee1s0 an1 re1$ce1 wait ti%es for inspections by (2? o&er pre&io$s years. ti%e sa&e1 searching for /ob 1escriptions Ti%e sa&e1 for -P to fin1 an1 enter rates0 less roo% for errorD less ti%e fixing potential errorsD consistent Ti%e sa&e1 by re1$ce1 %an$al effort J efficient repossession of assets pl$s corporate < sa&ings fro% %ore acc$rate ter%ination pay processing
:in =#
221" 2211
:in =#
2211 2212 > 221"
L$icker f$n1ing a&ailability 1ecisions. ;a&es -1%inistration an1 )o$ncil ti%e. )ost sa&ing wo$l1 be %eas$re1 in ti%e sa&e1 an1 stronger engage%ent of e%ployees which will res$lt in better retention
-12
.e't= 8 og am
6ea
:inance
2211 612
Efficiency .esc i'tion Process I%pro&e%ent. )reation of %$lti tab excel sprsht to gather 1ata to i%pro&e cash flow forecastingD also %o1ifie1 in&est%ent strategy to %aintain lower < in %i1 ter% in&est%ents0 higher 1ollars in long ter%7higher interest in&est%ents80 %ore aggressi&e approach to balances %aintaine1 1$e to better infoD approach to be %o1ifie1 as6if rates change Process I%pro&e%ent. ebt is a so$rce of capital f$n1ing. +&er the perio1 2212>2212 a total of <"9 %illion in 1ebt was a$thorize1 to f$n1 capital. This 1ebt has not yet been iss$e1 as s$fficient cash has been a&ailable to f$n1 the capital pro/ects. 3ore rigoro$s case %anage%ent has enable1 the )ity to 1efer the interest costs associate1 with the 1ebt. Process I%pro&e%ent. elta Tracking syste% was c$sto%>b$ilt by IT; to pro&i1e a cleaner a$to%ate1 interface with o$r clients to ens$re all re5$ests are acc$rately logge1 an1 tracke1 an1 pro&i1es a$to%ate1 a$1it of all syste% change appro&als by appropriate a$thorities. The syste% allows $sers to %anage their tasks an1 co%%$nicate progress an1 priorities. It re1$ces ti%e 1$ring proble% an1 change analysis0 spee1s co%%$nication0 allows for increase1 efficiencies in sol&ing repeat proble%s0 an1 re1$ces ti%e spent collecting a$1it infor%ation. Process I%pro&e%ent. e&elope1 an1 i%ple%ente1 a corporate safety progra% incl$1ing a safety acco$ntability %atrix. The o&erall ob/ecti&e of this corporate initiati&e is to re1$ce Lost Ti%e In/$ries 7LTI80 foster a strong safety c$lt$re an1 create healthy an1 safe work en&iron%ents for all )ity of #egina e%ployees.
-nnual
:ne time
>uantity=?easu e
-11s ti%e6effort b$t increases a&erage interest earnings o&er 1 %illion in past few yearsD better 1ata
:inance
2212 > 221"
)ost a&oi1ance
IT; =#
2212 2212
<1,0*(2
:inance
222, > 2211
:leet
:inance
221" 222, > 221"
Process I%pro&e%ent. e&elope1 %onthly &ariance reporting reports to assist in 5$icker response an1 better %anage%ent 1ecisions. Process I%pro&e%ent. e&elope1 warranty process between Bo&a B$s an1 the Transit epart%ent. This increase1 warranty rei%b$rse%ent rate fro% '2.22 to *(.22 per hr. Process I%pro&e%ent. e&elop%ent an1 centralization of financial policies0 assists in 5$icker access to policy 1oc$%entation by all staff. Process I%pro&e%ent. e&elop%ent an1 i%ple%entation of Transit an1 :ire :leet 3o1ernization an1 ;$stainability ;trategy. Pro&i1es a plan to %o1ernize the Transit an1 :ire fleets in the short ter%0 an1 establishes 1e1icate1 reser&es to pro&i1e a stable an1 s$stainable so$rce of f$n1ing for fleet replace%ents. Process I%pro&e%ent. .ach 1epart%ent has a1opte1 the task of or1ering toner for the on>floor %$lti>f$nctional 1e&ices 1irectly fro% the &en1or rather than thro$gh the Print ;hop. This alternati&e ser&ice 1eli&ery has res$lte1 in free1 capacity in the Print ;hop by eli%inating their in&ol&e%ent.
",( ho$rs6year of IT; effort LTI fre5$ency is 1own0 safety awareness has increase1 an1 safety responsibility an1 acco$ntability has increase1. The corporate scorecar1 has incl$1e1 %etrics for safety training0 inspections an1 safety %eetings in the last two years. If the c$rrent tren1 contin$es0 the )ity will see a re1$ction in ann$al A)B pre%i$%s. Takes %ore ti%e for all parties to participate0 b$t is collaborati&e an1 better 1ata for reporting. I%pro&e warranty clai% rei%b$rse%ent an1 increase rei%b$rse%ent.
:leet
2212
-&erage age of each fleet has been re1$ce1 significantly since i%ple%entation
IT;
2212
<"0"22
<"0"226year
-11
.e't= 8 og am
6ea
:in
2212
:inance
222,
:inance
221"
Efficiency .esc i'tion Process I%pro&e%ent. .B; Tax engine: co%pletely re&iewe1 an1 rei%ple%ente1 an i%pro&e1 tax str$ct$re fro% P+ to -P to a$to%ate significant parts of the tax engine0 re1$ce h$%an inter&ention an1 errorD increase1 co%pliance0 re1$ce1 nee1 for %an$al o&er ri1e in n$%ero$s pay%ents Process I%pro&e%ent. .lectronic p1f of Oo$rnal Ko$chers 7OK8 an1 cash receipts on Global irectory. .&eryone has access to &iew any OK0 th$s eli%inating reprinting an1 ti%e for a1%inistering internal re5$ests. Process I%pro&e%ent. .%ployees i1entifie1 a 1$plication of sen1ing Botice of -pplications o$t to o$r c$sto%ers create1 by two 1ifferent processes in @tility Billing. The process was change1 to eli%inate the 1$plication of 1eli&ering these notices to o$r c$sto%ers.
-nnual
:ne time
>uantity=?easu e Potentially sa&es ti%e on e&ery P+ line entry0 e&ery -P in&oice %atchD e&en %ore significant as 1epart%ents $se the syste% 1iffic$lt to 5$antifyD ti%e sa&e1 by each $ser for each inci1ent
)ity )lerk :leet :leet :leet
2212 2212 2212 2212
Kirt$al -rchi&e
Process I%pro&e%ent. .stablishe1 a &irt$al archi&e which will allow for a re1$ction in storage re5$ire1 to store recor1s. Process I%pro&e%ent. :ire epart%ent .%ergency tool a$1it co%plete1. Process I%pro&e%ent. :ire epart%ent .%ergency tooling P3 progra% set $p an1 i%ple%ente1. Process I%pro&e%ent. :ire epart%ent La11er Inspection progra% i%ple%ente1. Process I%pro&e%ent. :ire :leet acci1ent reporting process an1 repair process set $p at the :ire epart%ent. This process helpe1 spee1 $p repairs for :ire :leet &ehicles. Process I%pro&e%ent. :ire :leet -$1it 1one an1 entire fleet entere1 into 3' syste%. This was acco%plishe1 1$ring the :leet )entralization pro/ect an1 ens$re1 that all :ire an1 Transit assets were being %anage1 in the sa%e way ac the ci&ic fleet assets0 Process I%pro&e%ent. :ire :leet Pre&entati&e 3aintenance progra% i%ple%ente1 Process I%pro&e%ent. GL6)+- new chart of acco$nts6changes re1$ce1 $ni5$e co1es fro% '*0222>2(0222 co1es which allows roo% for growth an1 facilitates f$t$re changes6growth Process I%pro&e%ent. Grass clippings0 so10 etc. fro% athletic fiel1s an1 parks is collecte10 co%poste1 an1 $se1 for top1ressing. This pro&i1es n$trients to the soil an1 a&oi1s inc$rring a11itional lan1fill fees. Process I%pro&e%ent. Gro$p Benefits -1%inistration > -n enhance1 process was establishe1 to a11ress the pay%ent for benefits cons$lting ser&ices which was c$%berso%e an1 inefficient. Process I%pro&e%ent. I%ple%entation of :leet Go&ernance :ra%ework incl$1ing a new :leet Go&ernance )o%%ittee. This pro&i1e1 stakehol1ers with a for%al for$% to 1isc$ss an1 pro&i1e inp$t into :leet Policies an1 the ser&ices pro&i1e10 an1 pro&i1es i%pro&e1 o&ersight an1 e&al$ation of re5$ests for a11itional &ehicles 1$ring the b$1get 1e&elop%ent process.
<420222
I%pro&e1 c$sto%er ser&ice. ;torage space has not yet been reco&ere1 as it is part of a lease agree%ent. Likely0 the &irt$al archi&e will si%ply res$lt in no a11itional nee1 for space as oppose1 to sa&ings in space rental. I1entity of e%ergency tooling at the :ire epart%ent .ns$re all e%ergency tooling is operational an1 a&ailable .ns$re all la11er inspections %eet B:P- re5$ire%ents. I%pro&e co%%$nication process an1 repair ti%es on acci1ent 1a%age.
:leet
2212
:leet :leet
2212 2212
I%pro&e :ire :leet Infrastr$ct$re an1 3anage -ssets. #o$tine P3 repair sche1$les i%ple%ente1 to :ire fleet. Took ti%e effort $p frontD 1iffic$lt to 5$antify f$t$re ti%e sa&ings Ahile so%e cost sa&ings are achie&e10 the %ain benefit is a higher>5$ality pro1$ct. <190222 .li%inate1 transactions entirely which free1 $p approx 22? fte ti%e per %onth Increase1 efficiencies in )apital P$rchase planning an1 collaboration between :leet ;er&ices an1 their c$sto%ers
:in ) #P 6 Parks 3aintenanc e =#
2211 2222
-thletic :iel1 )o%posting
222,
:leet
2211
-12
.e't= 8 og am
6ea
:leet =#
2212 2229
=#
2212
-ssess%ent an1 Taxation
221"
3aintaining :T. Le&els ;ince 1,,*
Efficiency .esc i'tion Process I%pro&e%ent. I%ple%entation of Internal :leet Lease billing %o1el. This %a1e it easier for :leetIs internal c$sto%ers to forecast their operating costs an1 allowe1 for a %ore stable re&en$e strea% for :leet. Process I%pro&e%ent. I%ple%entation of the #et$rn to Aork G$i1elines to %anage an1 re1$ce the i%pact of work relate1 an1 non>work relate1 e%ployee in/$ries an1 illnesses. Process I%pro&e%ent. I%pro&e%ents to the T$ition ;$bsi1y progra% that incl$1e corporate go&ernance0 strea%line1 process an1 clarification6a1aptations to the policy to better align with the b$siness nee1s an1 for efficient a1%inistration. Process I%pro&e%ent. In 1,,*0 the assess%ent f$nctions in the pro&ince change1 1ra%atically with the intro1$ction of the first reassess%ent since 1,9'. In 1,,*0 the assess%ent %etho1ology was change1 to reflect a %arket>%o1ifie1 cost approach. This approach contin$e1 to be the sole approach $se1 $ntil the 222( reassess%ent0 which then allowe1 for the sales co%parison approach to be $se1 for resi1ential properties. :or the 222, reassess%ent0 all three approaches to &al$e 7cost0 sale co%parison an1 inco%e8 were $se1 for all property types. In 22240 in a11ition to the nor%al physical infor%ation that was being capt$re10 the -ssess%ent Branch starte1 collecting an1 &erifying inco%e an1 expense infor%ation0 as well as rent roll infor%ation0 in preparation for the 222, reassess%ent. -t the sa%e ti%e0 the )ity was $n1ergoing s$bstantial change0 where we saw increase1 b$il1ing per%its0 increase1 ho%e sales an1 increase1 1e%an1 fro% resi1ents for assess%ent infor%ation. -ssess%ent an1 Taxation ha&e been working with the sa%e n$%ber 7or less8 of :T.s since 1,,*. 7The workloa1 changes ha&e seen assess%ent acco$nts rise fro% *10*2' in 2212 to *'0*21 in 2212. The n$%ber of inspections per year has increase1 "(? since 22120 all inspections types ha&e increase1 22? since 22120 an1 per%it &al$es ha&e increase1 91? since 2212. Process I%pro&e%ent. In 22210 the -ssess%ent Branch was awar1e1 a sil&er %e1al fro% the :e1eral Go&ern%ent. This awar1 is part of the ann$al )elebration of .xcellence in P$blic ;ector 3anage%ent of Infor%ation an1 Technology. It was awar1e1 to recognize o$r access to infor%ation thro$gh the $se of o$r web site.
-nnual
:ne time
>uantity=?easu e Increase1 efficiencies in capital J operating b$1get planning #e1$ction in o&erall 1$ration of clai% length an1 sick ti%e $sage. Process is %ore efficient for staff an1 =#
-s the n$%ber of properties contin$e to increase an1 with no change to the n$%ber of staff0 the cost to pro&i1e assess%ent an1 taxation ser&ices 7cost per property8 contin$es to 1ecline.
2221
#eassess%ent
The i%pro&e%ents ha&e re1$ce1 c$sto%er ser&ice>relate1 costs fro% approx. <102220222 in 1,,* to <4(20222 in 2221. Thro$gh f$rther i%pro&e%ents to o$r web site in 222,0 this cost was f$rther re1$ce1 to approx. <2(20222. In a11ition0 the 1$ration of the year spent on c$sto%er ser&ice has been re1$ce1 fro% 9 %onths 1own to '.( %onths in 222,.
-1"
.e't= 8 og am Planning 6 )$rrent Planning Branch
6ea 2212 an1 221"
:ee an1 +perational #e&iew
Efficiency .esc i'tion Process I%pro&e%ent. In 22120 the :ee an1 +perational #e&iew was co%plete10 which res$lte1 in the creation of the Planning J ;$stainability ;tabilization #eser&e0 establishe1 fees that ai%e1 to reco&er the f$ll costs of planning>relate1 per%it ser&ices0 an1 1efine1 reso$rce le&els re5$ire1 to %eet c$sto%er ser&ice expectations for ser&ice 1eli&ery 7base1 on perfor%ance %eas$res that were establishe1 for a f$ll range of planning> relate1 per%it ser&ices8. -n $p1ate to the 2212 re&iew has been occ$rring thro$gh 221".
-nnual
:ne time
-ssess%ent an1 Taxation Planning 6 -ll Branches
2212
#eassess%ent
Process I%pro&e%ent. In 22120 we recei&e1 the -ccelerating .xcellence -war1 fro% the )ity of #egina. Process I%pro&e%ent. In 22120 the Planning epart%ent $n1ertook the pro/ect of preparing a process %an$al for e&ery process $se1 by each branch in 2212. This pro/ect was also a great learning tool0 an1 ens$re1 that clear instr$ction an1 infor%ation is pro&i1e1 to all staff0 res$lting in %ore consistent. -s we s$pport o$tsi1e c$sto%ers0 as well as o$r own corporate c$sto%ers0 the %ore efficiently we can 1o o$r /obs an1 carry o$t the processes in a ti%ely0 knowle1geable fashion0 the %ore we are able to pro&i1e a better ser&ice to o$r c$sto%ers.
2212
Process 3an$al
>uantity=?easu e Perfor%ance %eas$res were establishe1 for planning ser&ices in cons$ltation with c$sto%ers. The %eas$res i1entify ti%efra%es associate1 with processing an1 re&iew of per%its an1 applications. Perfor%ance tracking for planning ser&ices is tracke1. The res$lts are reporte1 to senior lea1ership an1 c$sto%ers an1 an ann$al c$sto%er s$r&ey is $n1ertaken. :$rther re1$ction in ti%e spent on reassess%ent an1 %ore staff ti%e free1 $p. -ll staff were in&ol&e1 an1 spent a significant a%o$nt of their ti%e re&iewing their processes an1 entering process infor%ation into the te%plates. ;taff were enable1 to co%plete tasks in a %ore ti%ely fashion0 thro$gh knowing the processes an1 ha&ing easy access to process infor%ation. The pro/ect also allowe1 for cross>training opport$nities in so%e areas. re1$ce1 %an$al OKIs by 16"D less paper0 re1$ce1 errors0 faster ;ignificant re1$ction in paper an1 paper processing an1 1istrib$tion ti%e. .sti%ate1 Ti%e ;a&ings P -pprox. 22 ho$rs per year for Parks 3aintenance staff.
:inance
222, > 221"
Process I%pro&e%ent. Increasingly $sing excel - I to $ploa1 /o$rnalsD electronic for% for OKIs Process I%pro&e%ent. Intro1$ce1 an online paperless en&iron%ent for )o$ncil an1 3ain )o%%ittees Process I%pro&e%ent. Irrigation staff %an$fact$re1 22 new rink nets in the winter %onths $sing new wel1ing e5$ip%ent. -s a res$lt0 staff are now free1 $p fro% repairing ol1 nets 1aily. Process I%pro&e%ent. IT; i%ple%ente1 a software package allowing re%ote connection to %obile co%p$ters in each of :ireIs apparat$s. In %any cases0 the syste% allows for %onitoring0 a1%inistration an1 s$pport witho$t re5$iring physical tra&el ti%e. Process I%pro&e%ent. IT; i%ple%ente1 in1$stry>stan1ar1 Proble% 3anage%ent for tro$bleshooting proble%s in o$r IT; pro1$ction en&iron%ent. This process enforces a rigoro$s approach to i1entifying0 analyzing0 an1 1isco&ering the root ca$ses of proble%s that occ$r with en1>$ser applications an1 with IT infrastr$ct$re. Process I%pro&e%ent. IT; staff with a lan1line an1 s%artphone eli%inate1 the re1$n1ancy by gi&ing $p in1i&i1$al lan1lines in fa&o$r of a s%art phone beco%ing their pri%ary 1e&ice. This is a feasible option now that ;askTel has %ore attracti&e rate plans.
)ity )lerk ) #P 6 Parks 3aintenanc e
2211 2212 >1"
;I#. Technologies +$t1oor #ink Bets
IT;
222,
<'0922
9 ho$rs6%onth #e1$ces the 1$ration of $nsche1$le1 1own ti%e for network an1 for en1 $ser pro1$cti&ity tools an1 b$siness applications.
IT;
2212 2212 > 221"
IT;
<1"0(22
<1"0(226year
-1'
.e't= 8 og am
6ea
IT; Planning 6 Long #ange Planning
2212 221"
Telework
Efficiency .esc i'tion Process I%pro&e%ent. IT; $se1 an -gile approach to %anaging the Bylaw .nforce%ent pro/ect0 which ha1 the b$siness area 1irectly in&ol&e1 with prioritizing each 1eli&erable. By $sing this approach the pro/ect was 1eli&ere1 on ti%e an1 below b$1get. Process I%pro&e%ent. Long #ange Planning staff participate1 in a pilot pro/ect relate1 to working fro% ho%e. The pro/ect > le1 by =#0 IT; an1 :acilities > has recently been for%ally la$nche1.
-nnual
:ne time
>uantity=?easu e
<,(0222
:inance an1 ) #P 6 B$siness ;er&ices
2212
iscontin$ation of 3ailing Tax #eceipts for :e1eral an1 Pro&incial )hil1 Tax )re1its
=#
2211
Planning 6 Beighbo$rh oo1 Planning an1 )$rrent Planning
221"
:ast>track -ffor1able an1 ;pecial Bee1s =o$sing -ppro&al Process
IT; Planning 6 )$rrent Planning Branch
221" 2212 >1"
#egina Planning )o%%ission #eport Te%plates
) #P 6 Parks 3aintenanc e
222,
#estr$ct$ring
Process I%pro&e%ent. 3ass %ailo$ts of tax receipts for leis$re progra%s that 5$alifie1 for tax exe%ptions was 1iscontin$e1. The existing transactional receipt that was pro&i1e1 was %o1ifie1 to ens$re that clients will recei&e the proper tax exe%ption 1oc$%entation 7in accor1ance with :e1eral an1 Pro&incial legislation8 at the ti%e of registration. ) #P was part of this inno&ation0 an1 recei&e1 a ;trategic :oc$s -war1 for their role in the inno&ation. Process I%pro&e%ent. 3ore foc$se1 approach on filling har1 to fill positions0 a1&ertising ca%paigns an1 o$r approach to so$rcing can1i1ates. This a11ition this has res$lte1 in a %ore cons$ltati&e approach with o$r clients. Process I%pro&e%ent. Beighbo$rhoo1 Planning an1 )$rrent Planning are i%ple%enting a fast>track appro&al process for affor1able an1 special nee1s ho$sing. The intent is to prioritize an1 facilitate the appro&al process for 1e&elop%ent an1 b$il1ing per%its for rental0 affor1able an1 special nee1s ho$sing pro/ects0 an1 i%pro&ing co%%$nication between affecte1 )ity branches to process the applications. Process I%pro&e%ent. +r1ering of laptops an1 workstations is now being 1one as a b$lk or1er rather than in1i&i1$ally. This has free1 $p the ti%e pre&io$sly 1e&ote1 to online or1ering. Process I%pro&e%ent. +&er the past few years0 as #eginaIs econo%y has grown0 the 1e%an1 for )$rrent Planning Branch ;er&ices has increase1 significantly. This has challenge1 the Branch to fin1 efficiencies in o$r work so that we are able to contin$e to respon1 to o$r growing city an1 better ser&e c$sto%ers an1 1ecision>%akers. +ne of the initiati&es in this regar1 has been a re&iew of the for%at an1 content of reports that are s$b%itte1 to the #egina Planning )o%%ission. The en1 1eli&erable of this re&iew was the creation of report te%plates for the f$ll range of application types0 with the intent being to %ake the reports easier to prepare0 re&iew0 an1 $lti%ately easier for o$r c$sto%ers0 resi1ents0 an1 %e%bers of #egina Planning )o%%ission an1 )ity )o$ncil to $n1erstan1. Process I%pro&e%ent. Parks 3aintenance was restr$ct$re1 fro% " 1istricts pl$s parks ser&ices 7which was a consi1erably s%aller work $nit8 to ' 1istricts.
<*0222
<,(0222 Participants in the pilot realize1 a n$%ber of efficiencies with respect to working fro% ho%e0 while also increasing the 5$ality of work>life balance for those with significant co%%$tes. )ost sa&ings within ) #P P -pprox. <*02226yr. in printing an1 postage charges 7In a11ition0 there will also be ti%e sa&ings in both IT; an1 :inance for scriptwriting an1 other preparation efforts8. ;$ccess on filling a n$%ber of har1 to fill positions 7eg. In1$strial %echanics8
3onitoring processes are c$rrently being i%ple%ente1.
<20(22
:leet
221'
Process I%pro&e%ent. Planne1 I%ple%entation of Kehicle I1ling Ti%e #e1$ction initiati&e.
(2 ho$rs6year The stan1ar1ize1 approach to report preparation %akes %ore efficient $se of staff ti%e. Ti%e sa&e1 is allocate1 to respon1ing to other 1e%an1s0 as well as pro&i1ing a11itional ti%e to con1$ct %ore thoro$gh analysis of pro/ects. ;tan1ar1ize1 reports also a11ress o$r c$sto%ersI nee1s 7e.g.0 #P)0 )o$ncil0 applicants0 an1 the general p$blic8 by pro&i1ing clear an1 consistent infor%ation in o$r reports. This change e5$alize1 responsibilities across 1istricts 7accor1ing to n$%bers of staff an1 a%o$nts of space80 allowing the o&erloa1e1 areas to %anage %ore effecti&ely. .sti%ate1 1ecrease in f$el costs for the city
-1(
.e't= 8 og am
6ea
:in :inancial ;er&ices
2211 2212
Efficiency .esc i'tion Process I%pro&e%ent. Pre1icting 1ebt le&els for )ity "2 years in f$t$re. -llows for efficient 1ecision %aking as it 5$ickly clarifies a&ailability of 1ebt as a f$n1ing so$rce for pro/ects as well as enco$raging long>ter% planning. Process I%pro&e%ent. Proce1$re6process re&iew res$lte1 in sa&ing 1$plicate effort for photo copying0 scanning0 sprea1sheet tracking0 Process I%pro&e%ent. #eco%%en1e1 changes to sec$rity of cash pick$ps in one location0 pre n$%bers reports0 Process I%pro&e%ent. #e1$ce1 the pro1$ction of the Learning )alen1ar fro% " ti%es per year to 2 ti%es per year. Process I%pro&e%ent. #e&iewe1 the c$rrent %ail 1eli&ery processes an1 i%ple%ente1 changes incl$1ing fleet changes an1 consoli1ation of the %ail r$n fro% twice to once per 1ay. This free1 $p ti%e for other Print an1 3ail ser&ices an1 re1$ce1 :leet relate1 costs. Process I%pro&e%ent. #e&iewe1 the c$rrent Print ;hop processes an1 i%ple%ente1 changes for i%pro&e%ent incl$1ing floor plan changes to i%pro&e work flow an1 the replace%ent of ol1 e5$ip%ent. This has res$lte1 in the Print ;hop being better e5$ippe1 to %eet the printing re5$ire%ents of the )orporation an1 %ini%izing the nee1 to o$tso$rce print /obs. Process I%pro&e%ent. ;che1$le 2 of the :6; is being pro1$ce1 in +racle .B; as itIs %ore efficient to report this one piece o$t of the GL an1 it shifts the work fro% the senior acco$ntant to an :3Process I%pro&e%ent. ;er&ice le&el 3+@s negotiate1 an1 i%ple%ente1 between :leet ;er&ices an1 the :ire an1 Transit 1epart%ents. These 3+@s create1 a bl$eprint for how to recor1 an1 %eet ser&ice expectations for o$r internal clients. This ga&e the :leet 1epart%ent bench%arks to c$sto%er ser&ice le&els. Process I%pro&e%ent. Tangible )apital -ssets 7T)-8 > In 222, %an1ate1 to 1e&elop a T)- register to consoli1ate all )ity -ssets into the financial state%ents0 this consoli1ation is the start to $n1erstan1ing the assets an1 first steps towar1s asset %anage%ent. Process I%pro&e%ent. The )ity la$nche1 the +pen ata )atalog$e on #egina.ca which allows internal an1 external clients to &iew an1 1ownloa1 &ario$s )ity of #egina 1ata so$rces. Pre&io$sly0 IT; wo$l1 ha&e recei&e1 an1 f$lfille1 the clientsI re5$est relate1 to spatial 1ata an1 now clients are self>s$fficient. Process I%pro&e%ent. The fil% per%it process was centralize10 incorporating the booking of other city facilities an1 spaces 7as fil% shoots fre5$ently en5$ire abo$t rentals an1 bookings8.
-nnual
:ne time
>uantity=?easu e L$icker f$n1ing a&ailability 1ecisions. ;a&es -1%inistration an1 )o$ncil ti%e.
<1,0222
:in =#
221" 2212
<20222
'9 1ays per year 71 1ay per week8 %ore efficientD better controls an1 re1$ce1 errors by ,2? in the following %onth ;a&ings of approx <20222 per year.
IT;
2212
<120222
<1202226year
IT;
221"
<2220222
:in
221"
<22202226year 3ore work for the :3- b$t can be 1one prior to year en1 to sa&e ti%e at year en1D less work for acco$ntant at peak year en1 ti%e
:leet
2212
oc$%ente1 c$sto%er ser&ice le&el expectations
:inance
222,
IT; ) #P 6 )o%%$nity e&elop%e nt
2212 2212
<2(2
:il% Per%itting )entralization
( ho$rs6year of staff effort b$t priceless efficiency for the client +$tco%es incl$1e a si%pler0 %ore strea%line1 process for clients an1 internal efficiencies for staff. )$lt$ral e&elop%ent staff an1 knowle1ge experts ha&e free1 $p approx. 12? of their capacity thro$gh the ;$%%er %onths0 allowing the% to foc$s on priorities o$tsi1e of logistics an1 bookings for which there is a )entral +ffice.
-14
.e't= 8 og am Planning 6 Beighbo$rh oo1 Planning
6ea 221" an1 Beyo n1
Beighbo$rhoo1 Planning :ra%ework
=#
2212
Efficiency .esc i'tion Process I%pro&e%ent. The Beighbo$rhoo1 Planning :ra%ework st$1y proposes a neighbo$rhoo1 planning progra%0 in or1er to i%pro&e the 1eli&ery of neighbo$rhoo1 planning ser&ices s$ch as the 1e&elop%ent of neighbo$rhoo1 plans. The two last neighbo$rhoo1 plans con1$cte1 by the )ity were le1 by cons$ltants. The propose1 progra% pro&i1es an opport$nity to lea1 the preparation of new neighbo$rhoo1 plans %ore efficiently an1 ens$re that the plans are a1apte1 to the nee1s of the co%%$nity. Process I%pro&e%ent. The Perfor%ance e&elop%ent .&al$ation 7P .8 te%plate6process ha1 casca1e1 to incl$1e '2? of the e%ployees in the organization. :lexibility was b$ilt into the P . te%plate to ens$re in scope e%ployees fro% a wi1e range of b$siness areas co$l1 participate in an effecti&e perfor%ance %anage%ent process. Process I%pro&e%ent. The Aea&ing progra% operate1 fro% the Beil Balkwill )i&ic -rts )entreIs inception in 1,92. +&er ti%e0 tren1s e&ol&e1 an1 the progra%Is pop$larity wane1. -s s$ch0 the progra% an1 its e5$ip%ent were eli%inate10 th$s opening $p new space an1 progra%%ing opport$nities.
-nnual
:ne time
>uantity=?easu e 3onitoring will be establishe1 $pon co%pletion of the st$1y.
i%pro&e1 role clarity6acco$ntability for in1i&i1$al work perfor%ance an1 beha&io$r
2212
.li%ination of Aea&ing Progra% an1 .5$ip%ent
221"
)ertificate of .xcellence in -ssess%ent -1%inistration
:inance
2212
:inance
222,
:inance
=#
222* 2212 > 221"
Process I%pro&e%ent. This awar1 is gi&en to those assess%ent /$ris1ictions that are $sing the i1entifie1 best>practices thro$gho$t their office. It recognizes those assess%ent /$ris1ictions that %eet the re5$ire%ents of the International -ssociation of -ssessing +fficers 7I--+8. Process I%pro&e%ent. @tility Billing 1oor knocker process. )$rrent %etho1 $ses pre>n$%bere1 printe1 car1s that %$st be co%plete1 by han1. The new process $ses blank car1s that are printe1 on 1e%an1 with %ini%al %an$al effort Process I%pro&e%ent. @tility Billing ref$n1e1 all 1eposits on all existing water acco$nts an1 no longer charge1 o$r c$sto%ers a 1eposit on new acco$nts. Ahen we ref$n1e1 these 1eposits o$r c$sto%ers were happy with this change0 it res$lte1 in less %anpower for processing 1eposits0 as well as re1$cing f$t$re ref$n1s to the c$sto%er an1 this change also re1$ce1 o$r o$tstan1ing collectionIs acti&ity. Process I%pro&e%ent. @tility Billing was able to shorten o$r billing calen1ar fro% e&ery 2 %onths to start billing o$r c$sto%ers e&ery %onth. This not only re1$ce1 o$r collections by notifying o$r c$sto%ers sooner0 it also res$lte1 in better c$sto%er ser&ice to be consistent with other $tilityIs that bille1 %onthly. Process I%pro&e%ent. @tilize1 internal cons$ltants to con1$ct internal client research0 %ake reco%%en1ations0 an1 s$pport the re1esign of =#0 instea1 of hiring an external %anage%ent cons$ltant Process I%pro&e%ent. Kariance for consoli1ate1 :6; > new process to segregate an1 present seg%ents of :6; 1ata0 T)- Qb$1getQ0 f$n1s0 capital work0 acco$nt for consoli1ation an1 eli%ination entries in a way that is easier to gather the 1ata an1 explain o&erall &ariances by :6; category an1 1i&ision Process I%pro&e%ent. Kariance Process > )reating $ploa1s for forecast &ers$s %an$al 1ata entry
Increase1 st$1io space pro&i1es opport$nities for larger classes an1 safer space for the %ore pop$lar chil1renIs progra%s. :ro% 2212 to present0 there has been a *(? increase in rental re&en$e for this roo%. The wi1e $se of in1$stry>i1entifie1 best>practice1 confir%s that o$r office is operating at peek efficiency.
;taff ti%e an1 printing costs.
-cco$ntant " 1ays6%onth for reconciliations pl$s clerkIs processing 2 1ays6%onth 7%ini%$% 42 1ays6year8
<"(0222
#e1$ction to @tility Billing -6#. ;a&e1 an esti%ate1 <"(0222
:in :inancial ;er&ices
221" 2211
<2'0222
Ti%e sa&ings %ostly for %anager0 )orp. -cctg0 therefore no < sa&e1D sa&es approxi%ately " 1ays 1$ring a$1it which re1$ces +T 42 1ays of sa&e1 effort per year 7( 1ays per %onth conser&ati&e8
-1*
.e't= 8 og am
6ea
:inance
221"
:inance :in :inancial ;er&ices ) #P 6 Parks 3aintenanc e
221" 221" 2212 222,
.nclose1 Trailer for Line> Painting Tools an1 3aterials
Efficiency .esc i'tion Process I%pro&e%ent. Aater -tten1ants $se .xcel on a li%ite1 basis an1 re5$este1 training specific to their nee1s. Their specific training took 2 ho$rs witho$t going into the co%plete .xcel training. Process I%pro&e%ent. Aith the :ree1o% of Infor%ation -ctIs changes o&er the years it has create1 fr$stration for o$r c$sto%ers by not allowing $s to co%%$nicate as they were $se1 to in the past. +wners were ha&ing 1iffic$lty to con1$ct their b$siness an1 fin1 o$t if water at their property was on or off so @tility Billing researche1 with legal as well as :ree1o% of Infor%ation -ct to 1eter%ine what infor%ation can be release1 to an owner to si%plify this interaction witho$t breaching this -ct. Process I%pro&e%ent. Aorke1 with :irst ata to strea%line reports for bank rec 1etailsD Process I%pro&e%ent. Aorking with :leet to get bet reporting for the f$el reconciliation Process I%pro&e%ent. -n enclose1 trailer was p$rchase10 $se1 for storing all athletic fiel1 line>painting tool an1 %aterials.
-nnual
:ne time
>uantity=?easu e
The %eas$re%ent was better c$sto%er ser&ice. Better 1ata0 sa&es abo$t 162 1ay per %onth <20'22 4 1ays per year 7162 1ay per %onth8 This sa&es loa1 6 $nloa1 ti%e0 as all re5$ire1 pro1$cts are in the trailer an1 on>han1 for $se.
Total all 8 ocess "m' ovements
<(091*0,22
<,90222
.e't= 8 og am Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices
6ea Twinning the line fro% BPATP > #e1$ce the hea1 7friction8 loss fro% p$%ping o$r water Installation of new high efficiency p$%ps at B$ffalo Po$n1 e&ice that replaces Poly>b water ser&ices connections with copper #enewal of concrete0 steel0 an1 piping of Aastewater Treat%ent Plant #elining water pipes > (2? less expensi&e than tra1itional pipe ;$per Ainch -war1 winning an1 Kal&e n$t replace%ent tool > re%o&e strippe1 or corro1e1 n$ts
-nnual
:ne time
>uantity=?easu e
2224
-sset esign
<1(20222
Bet benefit: <1(20222 7cost re1$ction8
2224
-sset esign
<1220222
2229
-sset esign
<"220222
2229
-sset esign
>
222,
-sset esign
<"220222
Aater Aork ;er&ices
222,
-sset esign
>
-19
.e't= 8 og am )ity +perations :ire J Protecti&e ;er&ices +pen ;pace J .n&iron%en tal ;er&ices Aater Aork ;er&ices
6ea 2212 )onte%porary +ffice esign Tea% esign of new fire station that %axi%izes efficiency )e%eteries > se&eral new re&en$e options 72(? expansion of col$%bari$% niches8 Kibratory Aheel )o%pactor > sa&e approx 1922 6per $se an1 a&g ('222 6year =esco Barriers > $se1 for floo1 control0 water co$rses0 e%ergency foo1 1eploy%ent0 erosion control Aater 3eter @pgra1e -sset esign
-nnual <(220222
:ne time
>uantity=?easu e Bet benefit: <(220222 7cost re1$ction8
2212
-sset esign
>
2212
-sset esign
>
2212
-sset esign
<('0222
Bet benefit: <('0222 7cost re1$ction8
Aater Aork ;er&ices ) #P 6 Parks 3aintenanc e ) #P 6 Parks 3aintenanc e ) #P 6 Parks 3aintenanc e =#
221" 221"
222,
L$ick>-ttach for ">Point =itch
-sset esign -sset esign. - progra% was establishe1 to $pgra1e an1 replace irrigation water %eters for parks irrigation. This new syste% allows irrigation to be better %onitore10 sa&ing water an1 re1$cing the nee1 for staff to fre5$ently tra&el fro% site to site. -sset esign. - 5$ick>attach syste% for the ">point hitch on s%all tractors allows staff to change fro% one attach%ent to another in a 5$icker an1 safer %anner. -sset esign. - two>year capital progra% was establishe10 in or1er to change o&er eight irrigation p$%ping station to )ity water s$pplies. The existing p$%p stations are o&er twenty>fi&e years ol10 re5$iring a significant in&est%ent of ti%e an1 f$n1s ann$ally. -sset esign. -11ition of a centralize1 corporate training roo%0 eli%inating the nee1 for booking off>site locations an1 %anaging the a&ailability of e5$ip%ent an1 %aterials. -1%inistration has beco%e si%plifie1 an1 %anageable. ;pace is f$lly e5$ippe1 with typical training e5$ip%ent. -sset esign. -thletic fiel1s reg$larly nee1 to ha&e grass clippings swept off. Pre&io$sly0 piles of clippings were picke1 $p with a loa1er J pitchfork to be ha$le1 away. The grapple attach%ent is %ore efficient for this p$rpose0 as it is 5$icker an1 re5$ires less people to operate. -sset esign. )$rtis Oors was awar1e1 the -ccelerating .xcellence -war1 for 1esigning an1 fabricating an attach%ent calle1 the Q#oi1 #e%o&erQ. -n attach%ent for the front of trackless $nits that cleans an1 e&enly sprea1s hea&y 1ebris fro% g$tters0 allowing the sweepers to easily pick $p witho$t /a%%ing. -sset esign. .5$ip%ent with the I5$ick>attach syste%I was p$rchase1 for the front>en1 loa1er an1 fork lift forks0 enabling a safer an1 5$icker way of changing fro% the front>en1 loa1er to the fork lift forks an1 re%o&ing the front>en1 loa1er when $sing the tractor for other $ses.
<1120222 <10222
Bet benefit: <1120222 7cost re1$ction8 .sti%ate1 Ti%e ;a&ings P -pprox. 22 ho$rs per year for Parks 3aintenance staff Pro&i1es a safer0 5$icker way to change attach%ents 7ti%e sa&ings is an esti%ate1 at '2 hrs. per season8.
221"
Irrigation Aater ;$pplies 6 P$%p ;tation
<"0222
2212
.sti%ate1 Ti%e ;a&ings P -pprox. 42 ho$rs per year for Parks 3aintenance staff 7for Irrigation Aorker II an1 Aorker III8. ;a&ing achie&e1 thro$gh not ha&ing to book roo%s6e5$ip%ent o$tsi1e the city
) #P 6 Parks 3aintenanc e
221"
Grapple -ttach%ent
<(0222
.sti%ate1 Ti%e ;a&ings P 122 ho$rs per season.
:leet ) #P 6 Parks 3aintenanc e
2212 2211
L$ick>-ttach for :ront> .n1 Loa1er an1 :orklift
<*(2
#es$lte1 in a %a/or i%pro&e%ent to the sweep progra%. Ti%e sa&ings P -pprox. 1( ho$rs per season.
-1,
.e't= 8 og am ) #P 6 Parks 3aintenanc e ) #P 6 Parks 3aintenanc e ) #P 6 )o%%$nity e&elop%e nt
6ea 222,
@pgra1e ;pray Tr$cks
Efficiency .esc i'tion -sset esign. ;pray tr$cks 7$se1 for s%all aggregate areas8 were refitte1 with a larger tank an1 electric %otor so they f$nction better an1 re1$ce the n$%ber of fill>$ps per 1ay. -sset esign. The benches locate1 on the :.A. =ill 3all were s$b/ect to significant wear an1 tear0 partic$larly the boar1s locate1 on the sitting s$rface. The benchesI 1esign0 size an1 style le1 to replace%ent of boar1s to be expensi&e. The benches were re1esigne1 in 222"0 lea1ing to re1$ce1 repair costs. -sset esign. The original plans for the Borth Aest Link Pathway incl$1e1 the constr$ction of a gra1e separate1 crossing $n1er the )B #ail line so$th of 1st -&en$e B. -fter extensi&e 1isc$ssions an1 negotiations with )B0 we will now be constr$cting an at>gra1e crossing.
-nnual <*0(22
:ne time
>uantity=?easu e Aater fill>$p ti%e re1$ce1 by approx. 1(2 hrs. per season0 allowing %ore work to be acco%plishe1. #e1$ce1 repair costs by approxi%ately <(0222.226yr.
222"
Benches at the :.A. =ill 3all
<(0222
221"
Borth Aest Link of the Pathway
<4420222
) #P 6 Parks 3aintenanc e ) #P 6 Parks 3aintenanc e
2212
;port :iel1 Irrigation .5$ip%ent #eplace%ent
2212
Bew $%p Trailers
-sset esign. There is a progra% $n1erway to $pgra1e sprinklers an1 &al&es for sports fiel1s. The new sprinklers ha&e a longer pop>$p0 which allows the sprinklers to be lower in the t$rf0 ens$ring greater safety for the $sers of the fiel1 an1 re1$cing the chance of t$rf e5$ip%ent 1a%age. -sset esign. Two ol1er trailers were tra1e1 in for new 1$%p>style trailers. Aith these trailers0 the nee1 to rent three>ton tr$cks 7which are not rea1ily a&ailable8 is significantly re1$ce1. In a11ition0 $nlike a three>ton tr$ck0 operators 1o not re5$ire an air break en1orse%ent to operate the 1$%p trailer.
<10(22
This pro/ect is f$n1e1 ,(? thro$gh ;er&icing -gree%ent fees an1 (? thro$gh the General :$n1 #eser&e. The b$1get for the pro/ect was <2., %illion 7<1'(0222 fro% the G:#0 with the re%ain1er f$n1e1 fro% ;-:s8. The gra1e separate1 crossing was esti%ate1 at <,420222 7,(?6(? split80 an1 now %ay cost as little as <"220222 7,(?6(? split8. Bote: -s final 1esigns are still being negotiate1 with )B0 final cost esti%ates are not yet a&ailable. -n esti%ate1 "2 ho$rs6yr. of Parks 3aintenance staff effort 7for repairing e5$ip%ent8 reallocate1 to other %aintenance acti&ities. ;o%e cost sa&ings ha&e been achie&e10 in ter%s of 1ecrease1 operator training costs an1 1ecrease1 costs for the rental of large tr$cks or engaging contractors to ha$l %aterial as re5$ire1. The %ain benefit is ha&ing the trailer a&ailable when nee1e1.
Aater Aorks ;er&ices Aater Aorks ;er&ices
2229
222,
-sset esign. @tility BillingIs Aater -tten1ants won an -war1 of .xcellence by fin1ing tools as well as i%ple%enting techni5$es that wo$l1 allow the% to pro&i1e the best possible c$sto%er ser&ice with the least negati&e i%pact. Three i1eas were the :l$sh Hit0 the ;ee )a%era an1 the white boar1 to track c$rb box locks. -sset esign. Aater -tten1ants won an -war1 of .xcellence by %o1ifying the c$rb box locks to %ake the% har1er for c$sto%ers to c$t off or 1estroy. Total -sset .esign
I%pro&e1 technology an1 c$sto%er ser&ice. ;a&ings of tho$san1s of 1ollars in repairs. <4420222
<2"10222 <10*490*(2
-22
.e't= 8 og am :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices ) #P 6 )o%%$nity e&elop%e nt ) #P 6 )o%%$nity e&elop%e nt ) #P 6 )o%%$nity e&elop%e nt ) #P 6 )o%%$nity e&elop%e nt ) #P
6ea 2212 > 221" 2212 > 221" 2212 > 221" 2212 > 221" 2212 >1'
Efficiency .esc i'tion Grant application an1 -war1s fro% .K#-M for e5$ip%ent )o%%$nity ;ponsorship6Partnership :ire P$blic .1$cation Progra%s Hi1s :irst > recognize1 internationally as a %o1el for fire e1$cation )o%%$nity Partnership with ;GI Leibel :iel1 Bleachers
-nnual
:ne time
>uantity=?easu e Bet benefit: <40222 7re&en$e generation8
Partnership
<40222
Partnership
<(0222
Bet benefit: <(0222 7re&en$e generation8
Partnership
<120222
Bet benefit: <120222 7cost re1$ction8 Bet benefit: <(0222 7re&en$e generation8 <*(20222 in seating installe1 at no capital cost to the )ity.
Partnership Partnership. <*(20222 in sta1i$% an1 bench seating has been 6 will be installe1 at Leibel :iel10 with #egina 3inor :ootball as the sole f$n1er.
<(0222 <*(20222
2211
Gocki Playgro$n1
Partnership. - f$lly>accessible playgro$n1 for the central zone was constr$cte1 thro$gh a partnership with the +pti%ist )l$bs of #egina0 who 1onate1 <12(0222. Partnership. -fter the #ick =ansen +pti%ist Playgro$n1 was &an1alize1 by being set on fire0 two @nions ca%e forwar1 to pro&i1e f$n1ing towar1 the reb$il1 7Local 21: <2(0222D an1 ;ask B$il1ing Tra1es: <"202228. Partnership. -n artificial t$rf fiel1 was constr$cte1 thro$gh partnerships 7#egina 3inor :ootball: <'220222D #egina ;occer -ssociation: <'220222D Pro&incial Go&ern%ent: <*(20222D :e1eral Go&ern%ent: <*(202228. Partnership. )oca>)ola will pro&i1e <220"22 for the p$rchase of recreation e5$ip%ent an1 f$rnishings for %a/or facilities an1 co%%$nity centres0 pl$s an a11itional <20"22 in free pro1$ct to be $se1 by ) #P at e&ents or for gi&eaways0 in exchange for the right for )oke pro1$cts to be sol1 excl$si&ely in )ity of #egina recreation facilities. Partnership. :ree p$blic progra%s0 s$pporte1 by g$il1 %e%bers an1 artisans who offer their ti%e to the progra%0 offer opport$nities for %e%bers of the co%%$nity to learn new craft skills at the Beil Balkwill )i&ic -rt )entre.
<12(0222
The playgro$n1 was (2? f$n1e1 thro$gh the partnership.
2212
2212
#econstr$ction of #ick =ansen +pti%ist Playgro$n1 7-fter Kan1alis%8 Leibel :iel1 @pgra1e
<((0222
Together0 the $nions pro&i1e1 <((0222 of a <4,0222 repair. 92? of the reb$il1 was f$n1e1 thro$gh partnerships. *2? of the pro/ectIs f$n1ing was s$pplie1 by partners 7<2." %illion of <"." %illion8. Pro&i1es an a11itional 12? abo&e an1 beyon1 the b$1get recei&e1 thro$gh the )ity b$1get process for recreational e5$ip%ent an1 f$rnishings for o$r %a/or facilities0 pl$s <20"22 in free pro1$ct. .nables free progra%%ing opport$nities for the co%%$nity 7&ia ha&ing no instr$ctor>relate1 costs an1 low progra% o&erhea18. Bew atten1ees then 1isco&er other centre progra%%ing an1 class opport$nities. The #e1 ;ox contrib$te1 (? of f$n1ing towar1 the pro/ect. .xca&ation pro/ects will be co%plete1 faster an1 %ore efficiently0 with less ti%e re5$ire1 fro% the s$per&isor0 fore%an an1 trainer an1 a '2? re1$ction in e5$ip%ent rental costs.
<20"220222
221" >14
)oca>)ola .xcl$si&e Be&erage ;$pply )ontract
<220"22
2229 > +ngo ing
L$ilting0 ;titching an1 Aoo1car&ing rop>Ins
) #P 6 ;port J #ec. ) #P 6 Parks 3aintenanc e
2211
I%pro&e%ents to )$rrie :iel1 .xca&ator
Partnership. Installe1 a new backstop0 netting an1 1$go$ts at )$rrie :iel1.
221"
Partnership. Parks 3aintenance worke1 with Lan1scape tra1es an1 :leet to p$rchase an exca&ator for irrigation an1 lan1scape pro/ects. The two gro$ps will share the e5$ip%ent0 a&oi1ing the costs associate1 with renting or p$rchasing two pieces of e5$ip%ent.
-21
.e't= 8 og am ) #P
6ea 222' >1"
Pepsi .xcl$si&e Be&erage ;$pply )ontract
) #P
2212 >1"
)o>operators )entre -gree%ent
Efficiency .esc i'tion Partnership. Pepsi pro&i1e1 <1(02226yr. for the p$rchase of recreational e5$ip%ent an1 f$rnishings for o$r %a/or facilities an1 co%%$nity centres in exchange for the right to be the excl$si&e be&erage s$pplier in the recreation centres an1 re5$iring o$r &en1ors an1 concessionaires to p$rchase pro1$ct thro$gh the%. Partnership. The )ity of #egina entere1 into an agree%ent with the #egina .xhibition -ssociation Lt1. to operate the six arenas at the )o>operators )entre. -s part of the agree%ent0 the )ity p$rchases a %ini%$% of 40222 ho$rs of pre%i$% ice ti%e ann$ally for $se for co%%$nity an1 %inor sport progra%s. #.-L is also responsible for capital costs associate1 with operating the arenas.
-nnual <1(0222
:ne time
<"920222
) #P
2212
I%ple%entation of Partnerships @sing the #ecreation :acility Plan
Partnership. The co%%$nity engage%ent process $se1 when creating the #ecreation :acility Plan allowe1 the )ity to cons$lt with c$rrent an1 past partners an1 1e&elop a %ore %o1ern approach to partnerships that works for the co%%$nity>at>large an1 the )ity to %eet long>ter% co%%$nity nee1s. The engage%ent process also pro&i1e1 clarity to the co%%$nity regar1ing the role of the %$nicipality0 which has pro%pte1 a large n$%ber of gro$ps to co%e forwar1 looking to partner with the )ity rather than 1epen1ing on the )ity of pro&i1e all recreation ser&ices.
<"02220222
) #P 6 )o%%$nity e&elop%e nt ) #P 6 )o%%$nity e&elop%e nt
2212
Beil Balkwill )i&ic -rts )entre Progra% Partnership
2212
Parkri1ge Playgro$n1 ;ynthetic ;$rfacing
Partnership. The Beil Balkwill )i&ic -rts )entre partnere1 with the Aascana #ehabilitation )entre to pro&i1e progra%%ing for clients with ac5$ire1 brain in/$ries. Aascana #ehab pro&i1e1 pay%ent for the instr$ctor0 with the )ity of #egina contrib$ting space an1 so%e of the re5$ire1 %aterials. Partnership. Thro$gh co%%$nity engage%ent0 it beca%e clear that the Parkri1ge co%%$nity wante1 to ha&e synthetic s$rfacing installe1 at the Parkri1ge Park Playgro$n1 as part of the )ityIs $pgra1e of the play e5$ip%ent. ;ince the )ity 1i1 not ha&e f$n1ing a&ailable0 the co%%$nity pai1 for the installation 7-ccess )o%%$nications: <(0222D +pti%ist )l$bs of #egina: <'0222D ew1ney .ast )o%%$nity -ssociation: <40"22D .ast Mone Boar1: <1202228. Total 8a tne s%i's <'1(0222
<2(0"22
>uantity=?easu e Pro&i1e1 an a11itional 9? abo&e an1 beyon1 the b$1get recei&e1 thro$gh the )ity b$1get process for recreational e5$ip%ent an1 f$rnishings for o$r %a/or facilities. The net cost to the )ity to p$rchase ice ti%e at the )o>operators )entre an1 allocate it at a s$bsi1ize1 rate to co%%$nity progra%s is <2420222 ann$ally. 7By co%parison0 the a&erage ann$al net cost to operate a )ity>r$n arena is <1420222. :o$r )ity arenas wo$l1 be re5$ire1 to pro&i1e 40222 ho$rs of pre%i$% ice ti%e.8 This %o1ern approach to partnerships has pro&i1e1 o&er <" %illion in capital i%pro&e%ents that wo$l1 not ha&e otherwise been possible. It has also create1 long>ter% s$stainable partnerships0 s$ch those with the )o> operators )entre0 which contin$e to sa&e the )ity %oney ann$ally. The se&en rows that follow list a n$%ber of exa%ples of these partnerships. The partnership has pro&i1e1 a cost> effecti&e %eans of pro&i1ing progra%%ing to an $n1erser&ice1 pop$lation that has barriers to participation. <2(0"22 of synthetic s$rfacing wo$l1 not ha&e been installe1 in this location if not pai1 for by the co%%$nity.
<402910422
.e't= 8 og am :ire J Protecti&e ;er&ices :ire J Protecti&e ;er&ices
6ea 2212 > 221" 2212 > 221"
-nnual
:ne time
>uantity=?easu e
.li%ination of lan1lines I%ple%entation of )rash #eco&ery ;oftware
Technological I%pro&e%ent
<'0(99
Bet benefit: <'0(99 7cost re1$ction8
Technological I%pro&e%ent
>
-22
.e't= 8 og am ) #P
6ea 2229
=oste1 #egistration ;yste%
Efficiency .esc i'tion Technological I%pro&e%ent. - hoste1 website that enables online registration for progra%s within ) #P was i%ple%ente10 which allows c$sto%ers to search an1 register for )ity of #egina progra%s online.
-nnual
:ne time
) #P 6 Parks 3aintenanc e ) #P 6 )o%%$nity e&elop%e nt
2212
)entral )ontrol ;yste%
222"
)lass ;oftware
BT ) #P
2212 2211
Leis$re G$i1e Proofing
Technological I%pro&e%ent. - new central irrigation control syste% was p$rchase1 7as the pre&io$s syste% was 22 years ol10 an1 repair parts were not rea1ily a&ailable80 allowing staff effort to be 1e1icate1 to other priorities. Technological I%pro&e%ent. - software progra% 7the I)lassI syste%8 was i%ple%ente1 to s$pport registration an1 facility booking processes. The )lass syste% pro&i1es )ity staff with a share1 1atabase that s$pports the processing of client registrations0 roo% bookings0 %anage%ent of acco$nt infor%ation0 %anage%ent of acti&ities an1 progra%s0 an1 statistical reporting an1 analysis. Technological I%pro&e%ent. -ccPac is a re1$n1ant acco$nting syste% $se1 to %anage s$n1ry acco$nts recei&able that was 1eco%%issione1 with the +racle #12 $pgra1e which pro&i1es f$ll access to the integrate1 -# %o1$le. Technological I%pro&e%ent. -n electronic .p1f copy of the Leis$re G$i1e is now $ploa1e1 to a central online location. ;taff are then able to access the g$i1e fro% any location an1 pro&i1e co%%ents on the one central 1oc$%ent. Pre&io$sly0 %anage%ent of the proofing process was 1one %an$ally &ia faxes or e%ails0 with all fee1back %an$ally transferre1 to one central 1oc$%ent.
<20222
>uantity=?easu e There were 10(,* front 1esk registrations on the first 1ay of ;pring 222* registration. +n the first 1ay of ;pring 2229 registration there were 1014( front 1esk an1 911 online registrations. The first 1ay of ;pring 2212 registration saw 10292 front 1esk an1 2019' online registrations. The online registration process has increase1 c$sto%er ser&ice0 allowe1 for a faster registration process0 an1 free1 $p staff reso$rces to foc$s on other tasks 7especially 1$ring peak registration perio1s8. Ti%e sa&ings P -pprox. '2 ho$rs. per year for irrigation %aintenance staff.
-llows for %ore efficient %anage%ent of client acco$nts0 an1 progra% infor%ation an1 pro&i1es clear statistical infor%ation regar1ing progra%%ing an1 roo% $sage.
<202(2
) #P 6 Parks 3aintenanc e ) #P
222,
P$rchase1 a Aoo1 Planer
Technological I%pro&e%ent. Benches in :.A. =ill 3all an1 Kictoria Park are &an1alize1 an1 1a%age1 ann$ally. B$ying an1 san1ing boar1s was pro&ing to be expensi&e an1 cons$%ing. - woo1 planer was p$rchase1 to allow for %ore efficient res$rfacing of the boar1s0 so that the boar1s co$l1 be re$se1 %any ti%es. Technological I%pro&e%ent. ) #P starte1 to $tilize a staff sche1$ling software progra% that increases the spee1 an1 1ecreases the %an$al workloa1 re5$ire1 for staff to fill shifts.
<(0222
1( ho$rs6%onth sa&e1 in 1$plicate processing or abo$t <1202226year .fficiencies of '( staff ho$rs are achie&e1 ann$ally 71( ho$rs x " ti%es per year8 thro$gh electronic access of the 1oc$%ent0 which enables re1$ce1 1$plication of proofing efforts0 re1$ce1 1oc$%ent separation an1 han1ling logistics0 re1$ce1 ti%e re5$ire1 for a%alga%ating changes0 an1 a re1$ction in errors in the final pro1$ct. #e1$ce1 repair costs by approxi%ately <(02226yr.
2212
.lectronic ;taff ;hift ;oftware
Prior to $tilizing this software0 s$per&isory staff were spen1ing $p to fo$r ho$rs a 1ay sol&ing staff sche1$le iss$es. :or %ost staff0 this f$nction can now be co%plete1 in "2 %in$tes or less.
-2"
.e't= 8 og am ) #P 6 )o%%$nity e&elop%e nt
6ea 2212 >1"
)i&ic -rt )ollection atabase 3anage%ent
Efficiency .esc i'tion Technological I%pro&e%ent. )i&ic art collection infor%ation was har%onize1 into one 1atabase0 in or1er to %ore efficiently an1 effecti&ely track each artefactIs location0 con1ition0 history0 etc.
-nnual
:ne time
>uantity=?easu e .xpe1ition in so$rcing infor%ation on in1i&i1$al worksD i%pro&e1 ite% tracking an1 con1ition reporting. +ther o$tco%es incl$1e ease of access to infor%ation for the p$blic an1 increase1 p$blic profile of the collection. <12><1(H <"20222 Ti%e sa&e1 in the registration efficiency.
IT; IT; =#
2212 2212 222,
:leet )J) 6 Bylaw an1 Licensing
2211 2212
=ansen
:inance =#
222, 612 2212
:in
221" R222 , 2212
:inance =#
Technological I%pro&e%ent. )onsoli1ate1 legacy #I;) ser&er e5$ip%ent an1 re%o&e1 associate1 s$pport contracts an1 effort. Technological I%pro&e%ent. )onsoli1ate1 technologies which incl$1e1 proxy ser&ices an1 content filtering ha&e res$lte1 in a cost sa&ings. Technological I%pro&e%ent. )orporate learning was la$nche1 thro$gh an online training calen1ar an1 registration process. Technological I%pro&e%ent. e&elop%ent an1 i%ple%entation of new %aintenance garage sche1$ling calen1ar. This helpe1 the sche1$ling of all %aintenance work in the garage0 th$s creating ti%e efficiency for the fleet staff. Technological I%pro&e%ent. e&elop%ent of =ansen co$ple1 with roll>o$t of the IP- has enable1 the Bylaw an1 ;tan1ar1s +fficers 7B;+s8 to 1o %ore work fro% the fiel1 instea1 of co%ing back into the office. Ahile o$t in the fiel10 the B;+ can sen1 the typing re5$est to the clerical staff electronically. In a11itional0 the =ansen syste% has res$lte1 in cost sa&ings relate1 to $sing less paper0 as 1oc$%ents are now file1 electronically. Technological I%pro&e%ent. irectly enter /o$rnal &o$chers an1 cash receipts into +racle :inancials th$s eli%inate1 "r1 party software an1 ti%e to $ploa1 Technological I%pro&e%ent. . > #ecr$it > =#6IT i%ple%ente1 an .lectronic #ecr$it%ent ;yste% which allows can1i1ates to apply fro% anywhere they can access the internet syste%. #e1$ces the a%o$nt of paper res$%e han1ling an1 the traffic co%ing into the =# 1epart%ent with people. There has been a significant re1$ction in the a%o$nt of ti%e spent screening after the co%petition has close1. This also res$lte1 in an increase1 applicant pool Technological I%pro&e%ent. .B; patching pro/ectD entire .B; syste% patche1 $p to 1ate with abo$t 40222 patchesD incl$1es resol$tions to se&eral Qb$gsQ0 pro&i1es better co%%it%ent to ;#Is 7pre&io$sly $nable to get responses 1$e to o$r syste% being o$t of 1ate in so%e cases8. Technological I%pro&e%ent. .lectronic 1ownloa1s fro% external clients for ;HTel6.nergy in&oicing 7)@B;8 &ers$s %an$al entry. This res$lte1 in re1$ction of %an$al entry into financial syste%. Technological I%pro&e%ent. .%ployee =ealth J Aellness Branch 1e&elope1 electronic filing syste% for filing of %e1ical infor%ation.
<120(22 <"20222
Increase1 efficiencies in :leet %aintenance Bylaw an1 Licensing processes ha&e beco%e IgreenerI an1 %ore efficient. Greater efficiency has per%itte1 the B;+s to process %ore co%plaints.
<220(22
.2( :T. #e1$ction in recr$it%ent ti%e fro% 4 weeks to ' on a&erage
;taff effort re1$ce1 in -P 1$e to fewer workaro$n1sD
<120222 <420222
:in
2212
Technological I%pro&e%ent. G;T ret$rns onlineD
2.( 1ays per %th - re1$ction of approxi%ately 122 ho$rs6%onth total of ti%e for fi&e staff re5$ire1 to access %e1ial infor%ation fro% exiting files. a$to%ate1 process0 i%%e1iate re%ittanceD can &iew online
-2'
.e't= 8 og am ) #P 6 Parks 3aintenanc e
6ea 221"
;pring 3elt > ;an1bag Pro1$ction J eploy%ent Progra%
Efficiency .esc i'tion Technological I%pro&e%ent. In a11ition to the san1bag %achine0 so%e san1bags were being %an$ally fille1 by han1. -s s$ch0 staff searche1 the internet an1 1isco&ere1 an i1ea for a ho%e%a1e san1bag>filling tool. The 1esign was %o1ifie1 an1 constr$cte1 o$t of 9Q -B; pipe with a woo1 fra%e. Aith the &ol$%e of san1 calc$late1 by lengths of pipes0 the tool %a1e consistent '2 lb. san1bags > perfect for stacking0 loa1ing an1 1eploying the bags in the wareho$se an1 in the fiel1.
-nnual
:ne time
>uantity=?easu e This si%ple tool increase1 staff pro1$ction by at least ( ti%es co%pare1 to the ol1 %etho10 an1 allowe1 staff to reach their goal 7in ter%s of n$%ber of san1bags fille18 in one week instea1 of two. In a11ition0 5$ality an1 consistency of the san1bags was increase10 an1 back in/$ries an1 other in/$ries were eli%inate1.
:inance )J) 6 Parking ;er&ices
2229 222,
+nline Pay%ent for Parking Tickets
)J) 6 Parking ;er&ices ) #P J IT;
2229
Parking Ticket =an1hel1s
2212
)lass Installation at +$t1oor Pools
Technological I%pro&e%ent. In an $pgra1e for @tility BillingIs application 7)I;8 we were able to a$to%atically co1e an1 fee1 entries to +racle :inancials on a 1aily basis. This not only eli%inate1 n$%ero$s 1aily OKIs that were create1 by the acco$ntant it also strea%line1 balancing processes that were c$%berso%e an1 ti%e>cons$%ing for both %onthly6year>en1 reconciliations. Technological I%pro&e%ent. In -pril 222,0 the online pay%ent %o1$le for parking tickets was la$nche1. This allowe1 c$sto%ers to pay their parking tickets with a cre1it car1 online 7&ers$s %ailing in their pay%ent0 $sing the night 1eposit box0 or paying in person80 as is especially beneficial 1$ring peak pay%ent ti%es 7s$ch as tax bills8. Presently0 o&er (2? of all parking tickets pai1 are 1one so online. Technological I%pro&e%ent. In ;epte%ber 22290 parking enforce%ent personnel starte1 $sing han1hel1 co%p$ters an1 printers to iss$e parking tickets. This replace1 approxi%ately ,2? of the han1written paper tickets that re5$ire1 %an$al 1ata entry on the part of )ity staff. Technological I%pro&e%ent. Installe1 the I)lassI progra% on laptops for 3assey0 #egent an1 Aascana +$t1oor Pools an1 ac5$ire1 ebit6)re1it )ar1 %achines for all " pools. This res$lte1 in a %ore efficient %etho1 to ser&e c$sto%ers an1 pro&i1e alternate pay%ent %etho1s for increase1 con&enience. Technological I%pro&e%ent. IT; i%ple%ente1 a new &ersion of web %anage%ent software 7+pen)3;8 to assist b$siness areas %ore effecti&ely %anage0 %aintain an1 a1%inister the content of the )ityIs web site. By %o&ing to this en&iron%ent0 IT; sa&e1 on %aintenance costs0 a&oi1e1 licensing costs0 an1 free1 $p IT; staff ti%e. Technological I%pro&e%ent. IT; relocate1 the corporate 1ata centre fro% )ity =all to a colocation facility at ;askTel. The new location pro&i1es increase1 reliability0 i%pro&e%ents in power re1$n1ancy0 en&iron%ental %onitoring0 floo1 protection an1 sec$rity while freeing $p office space in )ity =all. Technological I%pro&e%ent. Long #ange Planning worke1 with IT to 1e&elop a process to obtain 1ata exports fro% the Aeekly B$il1ing Per%it reports in .xcel for%at on a se%i>ann$al basis0 %aking it possible for Long #ange Planning staff to %ap b$il1ing per%its by neighbo$rhoo1 an1 analyze tren1s s$ch as the spatial 1istrib$tion of 1e%olition an1 new constr$ction.
3onthly reconciliations re1$ce1 by * 1ays6%onth pl$s 12 1ays6year>en1 7%ini%$% of ,' 1ays6year8 There is better 5$ality 1ata associate1 with online pay%ents0 as well as a 1ecrease1 transaction cost 7the online transaction fee &s. the a11itional cost of an e%ployee to %an$ally process the pay%ent8. 1 :T. was no longer re5$ire1 to %an$ally enter parking tickets.
#es$lte1 in i%pro&e1 reporting for 1aily atten1ance statistics 7&ia %e%bership scans8.
IT;
2211
<120222
<'*0(22
<1202226year sa&e1 an1 <'*0(22 one ti%e cost a&oi1ance
IT; Planning 6 Long #ange Planning
2211 2212 > 221"
B$il1ing Per%it ata 3onitoring J 3apping
<20'22
Pro&i1es a soli1 fo$n1ation for 1eli&ery of b$siness ser&ices. -pproxi%ately 2' ho$rs of staff ti%e is sa&e1 twice ann$ally0 by eli%inating the nee1 for %an$al 1ata entry.
-2(
.e't= 8 og am ) #P 6 Parks 3aintenanc e
6ea 2212
3o1ifie1 Sork #akes
Efficiency .esc i'tion Technological I%pro&e%ent. 3o1ifie1 the Sork #ake to lift the %ats hy1ra$lically. +perate1 fro% insi1e the cab. +perators no longer ha&e to %an$ally lift %ats.
-nnual <(0222
:ne time
:in
2212
Technological I%pro&e%ent. 3o&e1 in&est%ent han1ling online6electronic Technological I%pro&e%ent. Betwork fiber co%%$nications re1esign will connect the 1ata centre into the corporate re1$n1ant fiber loop an1 eli%inate the reliance on lease1 ser&ices fro% ;askTel. -s well0 network re1esign allows IT; the ability to host ser&ices s$ch as &oice0 sec$rity0 b$il1ing a$to%ation syste%s0 an1 traffic syste%s. Technological I%pro&e%ent. +ffice "4( i%ple%entation will replace the Gro$pAise e%ail syste% with 3icrosoftIs hoste1 %essaging an1 collaboration ser&ice pro&i1ing e%ail0 instant %essaging an1 &i1eo con&ersations. The &al$e of labo$r efficiency gains thro$gh $se of %ore f$nctional %essaging an1 collaboration tools is 1iffic$lt to 5$antify. Technological I%pro&e%ent. +nline %apping of c$lt$ral reso$rces thro$gho$t the )ity.
>uantity=?easu e The operator is %ore efficient in his6her /ob0 with ti%e sa&ings esti%ate1 at 122 hrs6season. Pre&ents the operator fro% getting h$rt when lifting these hea&y %ats on6off the Sork rake especially when wet with cr$sher 1$st. better sec$rity0 %ore a$to%ate1D better a$1it trail0 less paper an1 less h$%an inter&ention
IT;
221" > 221'
<12"0222
<12"02226year
IT; ) #P 6 )o%%$nity e&elop%e nt
221" 2211 >12
<102220222
)$lt$re 3ap
<1 %illion in cost sa&ings o&er a ten year perio1 Ainner of the .n&iron%ental ;yste%s #esearch Instit$te 7.;#I8 -war1 of .xcellence for inno&ation in GI; technology for the showcasing of c$lt$ral reso$rces thro$gho$t the )ity.
IT; ) #P 6 Parks 3aintenanc e ) #P 6 Parks 3aintenanc e
2212 221"
Power Broo% -ttach%ent
221"
P$rchase1 an -l$%in$% Ael1er
Technological I%pro&e%ent. +racle 1atabase an1 application ser&er &irt$alization in&ol&e1 the %igration fro% a physical 7siloe18 en&iron%ent to a flexible &irt$alize1 en&iron%ent. The benefits incl$1e1 access to share1 network storage an1 the le&eraging of &irt$alization for i%pro&e1 a1%inistration an1 ability to respon1 5$ickly to network reso$rcing re5$ire%ents. -11itionally the cost %o1el for +racle licensing pro&i1e1 a %assi&e cost a&oi1ance base1 on the 1ifferences between physical an1 &irt$al pricing. Technological I%pro&e%ent. Parks 3aintenance p$rchase1 a ;tihl co%bo tool with a power broo% attach%ent for cleaning pathways 7especially $sef$l for pathways a1/acent to play str$ct$res0 where the asphalt pathway easily beco%es littere1 with %aterial.8 Technological I%pro&e%ent. Parks 3aintenance p$rchase1 an al$%in$% wel1er0 in or1er to enable staff to constr$ct a floating p$%p base for the B$rsery irrigation. This e5$ip%ent is portable an1 can also wel1 steel. This e5$ip%ent is also $se1 for repairs for the Parks istricts0 irrigation0 play e5$ip%ent0 gates0 rinks0 etc. Technological I%pro&e%ent. Planne1 $pgra1e to the :leet ;oftware syste% fro% 3' to 3(. By gaining the appro&al to %o&e forwar1 with this $pgra1e0 we will be increasing the work efficiency within the 1epart%ent. Technological I%pro&e%ent. Pre&io$sly0 B;+s $se1 Polaroi1 ca%eras. The 1e&elope1 pict$res wo$l1 often fall o$t of the files0 an1 the pict$res were not of goo1 5$ality. Aith the transition to 1igital ca%eras0 1igital pict$res are clearer0 easily inserte1 into the file0 an1 sa&e %oney on fil%.
<(220222 <10222
<(220222 .nables 5$icker clean>$p of peri%eter areas 7ti%e sa&ings is esti%ate1 at 22 ho$rs per season8. )ost sa&ings of <"0(22 was realize1 1$ring the initial constr$ction of the floating p$%p base 7by perfor%ing the constr$ction in>ho$se8. -n a11itional ti%e sa&ings of 1( ho$rs per year is realize1 by %aintenance staff. .sti%ate1 1ecrease in ti%e loss expense to the city0 as well as increase1 1epart%ent %orale The %o&e to 1igital ca%eras has generate1 cost sa&ings 7cost a&oi1ance relate1 to fil% for the Polaroi1 ca%eras8.
<*(2
<"0(22
:leet )J) 6 Bylaw an1 Licensing
221' 222*
igital )a%eras
-24
.e't= 8 og am :in
6ea 2211
Efficiency .esc i'tion Technological I%pro&e%ent. P;T ret$rn online Technological I%pro&e%ent. #e i%ple%ente1 )aseware an1 )ase&iew > a$1it software $se1 to prepare :inancial ;tate%ents0 -nn$al #eport an1 working papersD re 1esigne1 the reports0 re wrote for%$las for better integrationD entirely change1 the %etho1 in which GL info is bro$ght in an1 %appe1 Technological I%pro&e%ent. Telax was i%ple%ente1 by ;er&ice #egina in 3arch 2212 to replace the $ns$pporte1 Peri%eter ;yste%. Aith this i%ple%entation0 the )ity of #egina Playline was incl$1e1 $n1er the one general n$%ber 7which now incl$1es %ost %a/or facilities0 the Beil Balkwill )i&ic -rts )entre0 )entral ;che1$ling an1 the Playline8.
-nnual
:ne time
>uantity=?easu e a$to%ate1 process0 i%%e1iate re%ittanceD can &iew online 1 week less inp$t work at cr$nch ti%e of y6eD able to %o&e 1 %ore week to interi% a$1it ti%eD new reports0 notes0 etc easier to b$il1 an1 integrate Telax has allowe1 for %ore efficient $se of staff reso$rces an1 increase1 c$sto%er ser&ice. Aith a hoste1 syste%0 agents ha&e the ability to log in fro% any lan1line or cell phone if re5$ire1 7the n$%ber of agents taking calls can be increase1 accor1ing to 1e%an18. - reporting %o1$le allows for extensi&e insight into call &ol$%es an1 types of calls recei&e1. The syste% also pro&i1es the ability to recor1 calls for training an1 %onitoring p$rposes. -pproxi%ately "(? of re&iew 1ecisions are now e>%aile1 to c$sto%ers 7&s. %aile1 to c$sto%ers8. This has 1ecrease1 the a%o$nt of paper an1 ti%e spent preparing an1 sen1ing 1ecisions thro$gh tra1itional channels. This has also res$lte1 in a 1ecrease in postage charges for re&iews 7howe&er0 there ha&e been increases in postage in other areas of parking enforce%ent8.
:in ) #P an1 )orporate ;er&ices
221" 2212
<20222
Telax
<*0(42 )J) 6 Parking ;er&ices 2212 +nline Parking Ticket #e&iews Technological I%pro&e%ent. The online for% for parking ticket re&iews was la$nche1 in Oan$ary 22120 allowing c$sto%ers to 1isp$te a parking ticket witho$t ha&ing to appear in person at )ity =all. This re1$ce1 the a%o$nt of ti%e spent %o&ing paper files thro$gho$t )ity =all an1 re1$ce1 the likelihoo1 of lost 1oc$%ents. )$sto%ers can now recei&e a 5$icker response to their re&iew &ia e%ail0 instea1 of ha&ing to wait for a letter in the %ail.
:inance J Aater J ;ewer ;er&ices
2212
:inance
2212
:inance
:inance
221"
:inance
2212
Technological I%pro&e%ent. @tility Billing p$rchase1 line locator e5$ip%ent for the Aater -tten1ants an1 pro&i1e1 training to assist the% in fin1ing water lines an1 c$rb boxes. Technological I%pro&e%ents. Better %o1e%s for Aater -tten1ants! laptops ha&e greatly re1$ce1 the 1own ti%es an1 ha&e increase1 recei&ing6sen1ing ti%es. Technological I%pro&e%ents. Laptops were intro1$ce1 in the Aater -tten1antIs &ehicles so their work co$l1 be entere1 after each call therefore all $sers of )I; know if the water is off or on0 real>ti%e an1 who was on the call. The laptops re1$ce the ti%e spent in the office entering infor%ation that was alrea1y a 1ay ol1. Technological I%pro&e%ents. Ahen creating lan1lor1 agree%ents in o$r ol1 syste% @tility Billing clerkIs nee1e1 to $p1ate certain recor1s. Ahen this syste% change1 the staff i1entifie1 an acti&ity that was no longer re5$ire1 for e&ery transaction. Technological I%pro&e%ents. Aith the Blackberry cell phones Aater -tten1ants are able to recei&e e%ail6alerts o&er the phone so they can recei&e $p1ates on appoint%ents0 or infor%ation cr$cial to their safety. Total Tec%nological "m' ovements
<9(0222
I%pro&e1 technology re1$ces ti%e.
I%pro&e1 technology re1$ces ti%e.
PricelessTTT 10222 transactions per year for 2 > " %in.6transaction ha&e a sa&ings of "2> (2 ho$rs6year. I%pro&e1 technology re1$ces ti%e an1 i%pro&es safety. <"4,0('9 <10((10222
<20222
-2*
.e't= 8 og am Aater Aork ;er&ices )ity +perations )ity +perations +pen ;pace J .n&iron%en tal ;er&ices :ire J Protecti&e ;er&ices
6ea #e1$ction by co%bining water6sewer exca&ation crews Telework Progra% e&elop%ent an1 Pilot Pro/ect =#6.xternal )ons$lting :ees 7)+ #ealign%ent8 Tree B$rsery )los$re > cost sa&ing fro% e5$ip%ent an1 b$il1ing #e1$ce1 o&erti%e cost by o&er *2?
-nnual
:ne time
>uantity=?easu e
2224
+rganizational esign
<2(20222
Bet benefit: <2(20222 7cost re1$ction8
2211 221"
+rganizational esign +rganizational esign <,0222
> Bet Benefit: <,0222 7cost re1$ction8
221" 2212 > 221"
+rganizational esign
<*(0222
Bet benefit: <*(0222 7cost re1$ction8
)ity 3anager
2212
Inno&ation :$n1
:in =#
2212 2211
:inancial ;er&ices
2211
:leet
2212
:leet
221'
+rganizational esign +rganizational esign. The )ity $tilize1 sa&ings reco$pe1 fro% the 2212 re> organization to create a ;trategic Inno&ation :$n1. This f$n1 is $tilize1 to pro&i1e the base reso$rces to i%ple%ent inno&ations that wo$l1 res$lt in efficiencies. ;$ch initiati&es as the Kirt$al -rchi&e an1 the transfer to +$tlook "4( ha&e been s$pporte1 thro$gh this f$n1. +rganizational esign. -s a res$lt of a staff 1epart$re0 we ha&e re&iewe1 the skill sets re5$ire1 to %anage o$r workloa1 an1 ha&e 1eter%ine1 that there is an opport$nity to be %ore efficient by 1owngra1ing a #e&en$e ;er&ices -nalyst position 7)33 Gra1e '8 to a Policy an1 Proce1$re -nalyst 7)33 Gra1e "8. +rganizational esign. .xpan1e1 =ealth J Aellness #eso$rces in Transit to re1$ce an1 %anage A)B clai%s +rganizational esign. :inance #e>organization an1 centralization of f$nctions res$lte1 in less 1$plication of effort 7sa%e work not being 1one by two 1ifferent people8 +rganizational esign. :leet )entralization. )hange1 the corporate fleet %anage%ent %o1el fro% 1ecentralize1 go&ernance61ecentralize1 operations to centralize1 go&ernance 6 1istrib$te1 operations for the )i&ic0 Transit0 an1 :ire fleets $n1er the 1irection of the :leet ;er&ices 1epart%ent. +rganizational esign. Planne1 I%ple%entation of -tten1ance #ecognition Progra%0 to c$rb sick ti%e an1 ti%e loss 1$e to in/$ry $sage. This was a way to increase e%ployee %orale within the 1epart%ent0 as well as a way to c$rb the 1epart%ent expense of these two atten1ance proble%s within the 1epart%ent Total : gani4ational .esign
<920222
<"420222
Lower cost of staffing for the sa%e le&el of ser&ice #e1$ce1 A)B clai%s in Transit by approxi%ately '(?
<'(0222
.( :T.6year
Increase1 efficiencies in )apital p$rchases an1 %aintenance operations
.sti%ate1 1ecrease in sick ti%e expense to the city0 as well as increase1 1epart%ent %orale <*''0222 <*(0222
-29
.e't= 8 og am
6ea
BT
2212
BT BT
2212 2212
BT
2212
BT
2212
BT
2212
Efficiency .esc i'tion -$to%ation. -cco$nts Payable -$to%ation > loa1 sprea1sheet %aintaine1 by fiel1ho$se for pay%ents of instr$ctors fro% the fiel1ho$se0 ;ch%irler0 northwest0 etc $sing a stan1ar1 for%at g$i1eline to loa1 a$to%atically an1 1irectly into Payables rather than retyping. -$to%ation. -cco$nts #ecei&able .fficiencies > ;ignificant re1$ction in &ol$%e of in&oices an1 state%ents printe1 an1 &ali1ate1 for #ef$se c$sto%ers an1 is less conf$sing for c$sto%er. +l1 syste% 7-ccpac8 wo$l1 generate n$%ero$s in&oices an1 state%ents for %$ltiple transactions where new +racle -# %o1$le presents all that infor%ation in one place. -$to%ation. Bank #econciliation was a$to%ate1 an1 change1 to 1aily fro% %onthly fre5$ency as a res$lt of +racle #12 $pgra1e. -$to%ation. )$sto%er B$%ber Kali1ation 7-# > Geoware8 > .li%inating %an$al processes an1 re1$ction of 1$plication of acco$nt n$%bers between Geoware an1 new -cco$nts #ecei&able %o1$le. -lerts enable1 in new syste% to pre>&ali1ate new acco$nt n$%bers assigne1 to Lan1fill an1 other -# c$sto%ers. #e1$cing ti%e waiting for phone calls back an1 forth0 correcting 1$plicate acco$nts %onthly an1 pre>&ali1ating before 1ata is p$she1 to interface to loa1 into syste%. -$to%ation. I%ple%ente1 P$rchasing -lerts > To sa&e %an$al effort calling clients an1 waiting for responses0 alerts were create1 to a$to%ate e%ail notification to clients for Price on hol10 L$antity +r1ere1 an1 L$antity #ecei&e1. -lso i%pro&es the pay%ent ti%elines %eaning the &en1or can get pai1 5$icker base1 on these alerts to help expe1ite the process6waiting ti%e. -$to%ation. I%ple%enting +racle #12 an1 %aking setting changes within the syste% re1$ce1 the processing ti%e nee1e1 $sing the :inancial ;tate%ent Generator tools. There are '22 reports generate1 each %onth. -$to%ation. #e1$ce6eli%inate incorrect acco$nt co1e co%binations that are set $p in B#-;; 7b$1get syste%8 that ca$ses ti%e to e&al$ate an1 correct in both B#-;; an1 +racle #12 when the b$1get infor%ation is being $ploa1e1 yearly. B$1get :T. is now able to know instantly if part of an acco$nt co1e is &ali1 an1 take appropriate action. -$to%ation. The $pgra1e of +racle #12 syste% enable1 passwor1s to be reset a$to%atically by the $ser online rather than ha&ing to contact :inance 1epart%ent -$to%ation. @tility -cco$nt Kali1ation > Pre>Kali1ation J stan1ar1 for%at o$tp$t of acco$nt infor%ation pro&i1e1 by external &en1or prior to loa1ing into Payables syste%. Total +usiness T ansfo mation (9it%in -utomation) -$to%ation. 422 reports6process a$to%ate1 an1 consoli1ate1 for inp$t to )aseware an1 the :6; -$to%ation. -$to%ate1 .:T clearing in )ash 3anage%ent -$to%ation. -$to%ation of corporate for%s>1. ;taffing -ction :or% has been %o1ifie1 an1 is now a&ailable in an electronic for% for easier access for hiring %anagers.
-nnual
:ne time
>uantity=?easu e
<*0(22
abo$t <*(226year in ti%e sa&ings
<'0222 <420222
4 ho$rs6%onth sa&e1 or abo$t <'02226yr 122 ho$rs6%onth sa&e1 in %an$al processing or abo$t <4202226year
<"0222
( ho$rs6%onth sa&e1 or abo$t <"02226year
<10(22
;a&e " :T. "2 %in week on a&erage or abo$t <1(226year
<190222
abo$t <1902226year in ti%e sa&e1
BT
2212
<20422
2' ho$rs6year 72 ho$rs6%onth8 for 2 :T. 71 B$1get J 1 )orp -cct8 or abo$t <24226year 12 ho$rs6%onth sa&e1 or abo$t <(02226year 12 ho$rs6%onth sa&e1 or abo$t <(02226year <2 ;a&es abo$t 2 1ays at S6. #e1$ces potential for errorsD sa&es 162 1ay per %onth re1$ction in ti%e in filling it o$t > cost sa&ing obtaine1 fro% ti%ely processing of &ario$s acti&ities
BT
2212
BT
2212
<(0222 <1210422 <922
:in :in =#
221" 221" 2211
-2,
.e't= 8 og am =#
6ea 2212
IT;
222,> 2212
Efficiency .esc i'tion -$to%ation. =# a$to%ate1 the processing of entitle%ent banks within the payroll. This res$lte1 in eli%inating 1oing this process %an$ally. -$to%ation. IT; a$to%ate1 the 1istrib$tion of ;askTel billing infor%ation by pro&i1ing targete1 electronic 1etail an1 s$%%ary infor%ation0 c$sto%ize1 for a1%inistrati&e gro$ps thro$gho$t the )orporation. This has res$lte1 in free1 capacity for a1%inistrati&e staff. Total -utomation (inclu#ing +usiness T ansfo mation)
-nnual <1'0222
:ne time
>uantity=?easu e <1'0222 labo$r ti%e reallocate1 to other high &al$e initiati&es.
<220(22 <1"90,22 <2
2.2( :T.
.e't= 8 og am )ity +perations +pen ;pace J .n&iron%en tal ;er&ices #oa1ways an1 Transportat ion ;er&ices +pen ;pace J .n&iron%en tal ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices
6ea 2211 Learning )afU )reation Glenn )hernick > iligent )$sto%er #esponse in :orestry +ther
-nnual
:ne time
>uantity=?easu e >
2211
+ther
>
2211
2212
2212
:leet &en1or negotiations Hathy H$rty > )oor1inating of the Aestern )ana1a )e%etery -ssociation ;$pply #ecycle1 Aater > Begotiation with Aestern Potash in 221( Potash ;igning :ee > +ne Ti%e +nly )hanges to selection of %e1ia a1&ertising place%ents ;ponsorship of :ootball .xpress
+ther
<40922
+ther
> Bet benefit: <29(0(22 7re&en$e generation8 Bet benefit: <(220222 7re&en$e generation8 Bet benefit: <*20222D <220222 7cost re1$ction8 pl$s <(20222 7re&en$e generation8 Bet benefit: <120222 7re&en$e generation8 #e1$ce1 .%ployeeIs -rticle 12 Benefit fro% ,2? to '(?
+ther
<29(0(22
2212 2212> 221" 2212> 221" 222,
+ther
<(220222
Transit Transit =#
+ther +ther +ther. .%ployees on -rticle 12 can 1ecline acco%%o1ation within the organization. If the acco%%o1ation is 1ee%e1 s$itable0 instea1 of recei&ing f$ll co%pensation0 the e%ployee benefit is 1ecrease1 by '(?. +ther. I%ple%entation of )hil1renIs )hrist%as Party an1 BBL :$n1raisers. These initiati&es help s$pport charities in #egina0 while also i%pro&ing %orale within the 1epart%ent an1 the corporation.
<220222 <120222
<(20222
:leet
2212
<"0222
#aise1 <"222N since its inception
-"2
.e't= 8 og am
6ea
Efficiency .esc i'tion +ther. Planne1 i%ple%entation of Inno&ation #ecognition Progra%. This will help recognize an1 rewar1 inno&ations within the 1epart%ent. This progra% was 1e&elope1 to increase 1epart%ent %orale0 while also pro&i1ing a %etho1 for all new i1eas to be capt$re1 an1 potentially i%ple%ente1 in f$t$re years. Total :t%e Total all Efficiencies (323 items)
-nnual
:ne time
>uantity=?easu e
:leet
221'
.sti%ate1 increase in cost sa&ing i1eas for the 1epart%ent0 as well as increase in 1epart%ent %orale <"220"22 ;5<*26<353 <(("0222 ;5<213<600
-"1
En#notes
Kan1er Ploeg0 ).G.0 "roblematic "roperty Ta#$ %hy the "roperty Ta# &ails to Measure 'p and %hat to Do (bout )t 7)ana1a Aest :o$n1ation0 Bo&e%ber0 22298. ii Kan1er Ploeg0 ).G.0 *ew Tools for *ew Times$ )nnovative )nfrastructure &unding, &inancing, and Delivery 7)ana1a Aest :o$n1ation0 Presentation at Bational Infrastr$ct$re ;$%%it 7#egina80 Oan$ary0 2*0 2211.8
.1

City of Regina Efficiencies Report 2014

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

City of Regina Efficiencies Report 2014

Uploaded by

Copyright:

Available Formats

City of Regina Efficiencies (2006-2013)

This Page Left Blank Intentionally

City of Regina Efficiencies (2006-2013)

Efficiency "nitiatives !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 11

City of Regina Efficiencies (2006-2013) Executive Summa y

This Page Left Blank Intentionally

City of Regina Efficiencies (2006-2013) "nt o#uction

$n#e stan#ing t%e City of Regina&s Ca'acity (a'

)algary .1%onton #e1 eer ;askatoon #egina (>)ity -&erage

2001 (.2? (."? 12.2? ".*9? 2.2? *!227

200* ".(? (.'? 2.2? ".'? '.2? 3!267

2006 '.'? (.2(? 1.4? 1.94? 2.2? 2!627

2002 '.2? 4.(? ,.*4? '.*4? ".,1? *!257

2003 '.(? *.(? 9.44? (.''? 2.9'? *!257

2005 (."? *."? *.2(? ".'1? 2.2? 1!617

2010 '.*,? (.2? "."1? ".94? '.2? 1!157

2011 '.4? (.2? ".,9? ".,,? '.2? 1!317

2012 4.2? (.2? '."2? '.2? ".,? 1!637

2013 (.(? "."? '.29? '.,,? '.'(? 1!*07

Real 'e ca'ita evenue g o9t% 1550-2002

)$%$lati&e change in 3$nicipal +perating Grant Pool.

Consumer Price Index vs Municipal Price Index

0igu e 6) )hanging responsibility for p$blic infrastr$ct$re since 1,((.

$800.0 Dollars in Millions

Roads and Bridges

-''en#ix -) .etaile# /ist of Recent Efficiencies

*9 ho$rs6year sa&e1 or abo$t <'0"226year ' ho$rs6%onth sa&e1 or abo$t <2*226year

' ho$rs6%onth sa&e1 or abo$t <2*226year

1" ho$rs6year or abo$t <9226year

24 ho$rs6year sa&e1 or abo$t <10'226year

221" 221" 221"

<,0222 <190222 <,0222

9 ho$rs6%onth sa&e1 or abo$t <(."226year

<'"0222 <1420222 <2

*42 ho$rs6year sa&e1 or abo$t <'"02226year

#e1$ction in A#3 in 222" &ia shifting

Bet benefit: <"220222 7cost re1$ction8

Process I%pro&e%ent Process I%pro&e%ent

Lan1fill +$t1ate1 Printer #eplace%ent

Efficiency .esc i'tion

Bet benefit: <"220222 7cost re1$ction8

Bet benefit: <10'220222 7cost re1$ction8

-sphalt Plant repair i%pro&e%ents

Bet benefit: <2920222 7cost re1$ction8

Bet benefit: <10222 7cost re1$ction8

Aater Aork ;er&ices Aater Aork ;er&ices Aater Aork ;er&ices

Efficiency .esc i'tion

Bet benefit: <40222 7cost re1$ction8

Bet benefit: <210222 7cost re1$ction8

6ea =ortic$lt$re Tea%6Aork @nit > :lowerbe1 progra%

Efficiency .esc i'tion

Bet benefit: <220222 7cost re1$ction8

Hen Habatoff > ;tor% )hannel #ehabilitation

Bet benefit: <"220222 7cost re1$ction8

Bet benefit: <940'4" 7cost re1$ction8

Bet benefit: <9,*0"(2 7cost re1$ction8

Bet benefit: <1"01(( 7cost re1$ction8

Bet benefit: <'920222 7cost re1$ction8

Bet benefit: <1102"2 7cost re1$ction8

Bet Benefit: <2(0222 7cost re1$ction8

Efficiency .esc i'tion

Process I%pro&e%ent Process I%pro&e%ent <'490222

> Bet benefit: <'490222 7cost re1$ction8

Bet benefit: <'20222 7cost re1$ction8

2001 (.2? (."? 12.2? ".9? 2.2? !227

2002 '.2? 4.(? ,.4? '.4? ".,1? *!257

2003 '.(? .(? 9.44? (.''? 2.9'? !257

2005 (."? ."? .2(? ".'1? 2.2? 1!617

9 ho$rs6year sa&e1 or abo$t <'0"226year ' ho$rs6%onth sa&e1 or abo$t <2226year