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Operational Budget Reviews for Administrative ServicesCorporate Planning & Performance Reporting Office
Operational Budget Reviews for Administrative ServicesCorporate Planning & Performance Reporting Office
7 March 2008
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Overall MandateOverall Mandate
● Promote performance measurement and reporting at all levels and lead the preparation of corporate performance reports
● Lead corporate strategic planning and implement strategic planning frameworks at the branch level
● The Office generally establishes and coordinates corporate frameworks which are implemented by departments
Office has been in existence since mid-2005. Branch Process Review Program joined office in 2006.
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Objectives from Council’s Strategic Plan that Branch Supports
Objectives from Council’s Strategic Plan that Branch Supports● Governance
● Enhance the ability of Council to set the strategic direction of the City, including working through Standing Committees to set Term of Council priorities for departmental initiatives and on-going activities
● Commit to and develop a democratic, engaging and visible process to maximize input from residents in the work of Council and in policy development while ensuring that seniors, new Canadians, women and the economically disadvantaged are included
● Service Delivery● Integrate outcome-based performance measurement into a flexible
and evolving service delivery model that respects triple bottom line approaches, to respond to community and environmental demands.
● Establish an agreed-upon set of flexible and appropriate service standards (one-size does not fit all) across the corporation.
● Deliver agreed to level of service at the lowest possible cost.
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Functions in BranchFunctions in Branch
● policy development for frameworks● data reporting● corporate coordination● management consulting
● strategic planning● performance measurement● cost efficiency
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Program AreasProgram Areas
Corporate Planning3 FTEs
Performance Reporting5 FTEs
1 Temporary FTE
Branch Program Review1 FTE
Corporate Planning and Performance Reporting Office2 FTEs
CPPRO budget is $2.1M gross, incl. 11 FTEsCPPRO budget is $2.1M gross, incl. 11 FTEs
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2008 Budget as Provisionally Approved2008 Budget as Provisionally ApprovedActual Budget
Unaudited Actual Budget
Actual vs. Budget
Provisionally Approved
Approved vs. Budget
By Program $000 $000 $000 $000 $000 $000 $000
Corp. Planning & Performance Reporting 1,092 1,269 1,321 1,309 (12) 1,349 40 Business Process Review Program 323 900 452 759 307 763 4 - - - - -
Total Expenditures 1,415 2,169 1,773 2,068 295 2,112 44 Client Recoveries (173) (750) (503) (750) (247) (750) - Productivity Improvements - - - - - (20) (20)
Net Expenditures 1,242 1,419 1,270 1,318 48 1,342 24
RevenuesFederal / Provincial - - - - - City Reserves (150) (150) - - - - - General/Fees/Charges - - - - -
Total Revenues (150) (150) - - - - -
Net Requirement 1,092 1,269 1,270 1,318 48 1,342 24
By Expenditure TypeCompensation and Benefits 1,062 1,325 1,356 1,424 68 1,468 44 Materials and Services 286 837 310 637 327 637 - Transfers/Grants/Financial Charges - - - - - Fleet Costs - - - - - Program Facility Costs - - - - - Other Internal Costs 67 7 107 7 (100) 7 -
Total Expenditures 1,415 2,169 1,773 2,068 295 2,112 44
FTEs 10.00 10.00 11.00 11.00 11.00
2006 2007 2008
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Corporate Planning & Performance Reporting Staffing & SpendingCorporate Planning & Performance Reporting Staffing & Spending
10
9
10
6
7
8
9
10
11
12
13
2005 2006 2007
Year
Bud
geted
FTEs
9191,118
1,322
400
900
1,400
2005 2006 2007
$000
(200
7 $)
FTEs have generally remained constantFTEs have generally remained constant
2006 was first full year for branch.2006 was first full year for branch.
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Corporate Planning Performance MeasuresCorporate Planning Performance Measures
1.7¢
Other Major Cdn. Cities Average with Corp. Plan
1.8¢41st percentile
Cost of Strategic Planning per $100 of Operating Budget
OttawaInput Measures
3.0$434,325Lead corporate strategic planning and implement strategic planning frameworks at the branch level; provide status reports on the implementation of strategic plans; provide data to help organization decide on strategies to adopt
FTEsBudgetServices
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Corporate Planning ProductsCorporate Planning Products
as neededprovides operating philosophies including empowerment strategiesspecifies the roles of senior management levels
Corporate Guidance
every 10 yearsnext refresh in 2013
establish broad vision and strategic directions for the City
Ottawa 20/20
various
document branch strategy map, including “back-office” objectivesdetermine specific, branch-level, actions to achieve objectives
clarify branch outcomes, establish targets for outcomes, confirm branch services and determine service standards
provides a status report on the promised actions in the Strategic Plan
provides a five to fifteen year forecast of the strategic operating context for the City
establish the priority areas of focus for Council during its term in officecontains priorities, objectives, and specific actions
Role / Scope
variousOther internal strategic planning documents
whole corporation every term; approx. 9 branches a year
Branch Plans (planned)
FrequencyMain Outputs
whole corporation every term; approx. 9 branches a year
Strategic Branch Reviews(2008 and on)
yearly to Counciltwice yearly to Executive
Status Reports (excluding Annual Report)
new scan every termrefreshed every two years and as needed
Environmental Scan
new plan every termrefreshed every two years, minor update every year
City Strategic Plan
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Future Corporate Planning Performance MeasuresFuture Corporate Planning Performance Measures● Council’s satisfaction with strategic
planning process● Rating of extent to which Council
decisions are in alignment with Council’s strategic directions
● % of actions in strategic plan completed on time
● Amount of efficiency savings achieved beyond assigned productivity targets
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Third Party Comments for Corporate PlanningThird Party Comments for Corporate PlanningThird Party Reviewers:
● Thomas Plant, author of "Strategic Planning for Municipalities -A User's Guide" and Rob Rose, Chief Strategy Officer, Cognos
● current and proposed performance measures make sense:
● some nervousness around measuring alignment of Council decisions to strategic objectives
● could also measure product to staff ratio, or overall improvement in outcome measures for strategic plan
● should use longitudinal data wherever possible● approaches are generally appropriate
● environmental scanning is leading edge for municipalities● need to spend more time promoting the strategic plan and
integrating it into the daily life of the corporation
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Corporate Performance Measurement and Reporting OfficeCorporate Performance Measurement and Reporting Office
● Mandate is to enhance corporate accountability & transparency by developing, implementing and improving performance measurement and reporting
● Goal is implementation of the 2006 Council approved Corporate Performance Measurement and Reporting Framework
5 + 1 Temporary admin
$701,000Produce the City of Ottawa reports on performance measures in response to OMBI measures, creating and producing Corporate performance reporting documentsManage the City’s performance data for the Ontario Municipal CAO’sBenchmarking Initiative (OMBI) by coordinating data collection and expert panelsProvide internal consultation services and advice, and facilitate development of corporate performance measuresEnsure City participation in various external reporting initiatives with external partners.
FTEsBudgetServices
1322Branch Managers
Departmental Managers
Executive Management Committee
Audiences:Mayor and Councillors
Advisory Committees & Community Stakeholders
Community
Corporate Performance Measurement & Reporting Framework - Vision
Corporate Performance Measurement & Reporting Framework - Vision
Community Impact Report
OMBI, MPMP/FIRAnd Other Initiatives
Operating Performance Report Card
EMC Scorecard Reporting
Action Tracking & Managerial Reporting
Annual Report
Quarterly Council
Performance Report
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Integrated Outcome Performance Measurement MapIntegrated Outcome Performance Measurement Map
“Counts” Measures
Management Information Indicators – Inputs(Human Resources, Time, Budget, Systems, etc.)
Efficiency Measures
Process Indicators(Projects / Activities / Actions / Service Level)
Client Impact Measures
Attributable OutcomesStatutory & Corporate Indicators
(Satisfaction, Quality, Service Levels)
CommunityBenefit
MeasuresEffectiveness OutcomesQuality of Life Indicators
Varie
d A
udie
nces
Team Performance PlansIndividual Performance Plans
Division Operational PlansWork Unit Operational Plans
Departmental PlansBranch Plans
Vision/Mission Ottawa 20/20
CSP (objectives/priorities)
FCM ReportsVital Signs
Annual Report …
FinancialsICA Results …
OMBI ReportsCouncil Quarterly Report
EMC Scorecard …
Council Quarterly ReportAction Status Report
Annual Report …
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Corporate Performance Reporting ObjectivesCorporate Performance Reporting Objectives
• Identify, implement and report meaningful performance measures for key services
• Coordinate and support data collection strategies for performance reporting products
• Provide reports to Council, Management and Citizens
• Communicate performance to external stakeholders such as the public and community groups
• Partner with OMBI, FCM and others such as Community Foundation, in performance reporting initiatives
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ProductsProducts
• Corporate lead for City submission of data/analysis to FCM, Conference Board of Canada,
• Data submission and quality assurance for community reporting initiatives
• Coordinate the performance measures for the accomplishments in conjunction with Corporate Communications
• Collect, coordinate and produce report for Executive Management Committee
• Coordinate data collection and analysis on various service areas and produce report
• Creator of Ottawa Report / Interpretation of Ottawa OMBI data
• Municipal Champion/Corporate Lead• Expert Panel leaders• Data submission and quality assurance
Role of Corporate Performance Reporting
• As requested
• Annually
• Monthly
• Every 3 months
• Annually
• Annually
Frequency
Annual Report
Community Reporting
Ottawa OMBI Report / 2006 City of Ottawa OMBI Results Dashboard
Main Outputs
OMBI (Ontario Municipal Benchmarking Initiative) Report
Quarterly Performance Reports
EMC Scorecard
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External Partners in Performance Reporting Initiatives
External Partners in Performance Reporting Initiatives
• OMBI (Ontario Municipal Benchmarking Initiative)• Creation and release of:
• "Where we Stand" Ottawa's 2005 OMBI Performance Results Report
• 2006 OMBI City of Ottawa Results Dashboard Report• Coordination of and Lead for 4 OMBI Expert Panels
(City participation in all 38 Expert Panels)• Coordinated activities and participated in the 2007 OMBI
Fall Forum in Ottawa
• Coordination of City measures for Federation of Canadian Municipalities FCM Quality of Life Indicators, Community Foundations Vital Signs and Conference Board of Canada's Census Metropolitan Area Economic Forecast
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Timely Reporting to Council, Management and Citizens
Timely Reporting to Council, Management and Citizens
Quarterly Performance Report to Council• Council reviews the City’s performance progress in a
number of key service areas through Quarterly Performance Reports
Senior Management Reports• Timely and informative decisions are made by senior
management using performance reports such as EMC Scorecard
City’s Annual Report• Coordination of performance data and analysis activities
lead to production of the 2006 City Annual Report
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Performance Measures for Corporate Performance ReportingPerformance Measures for Corporate Performance Reporting
● # of corporate level performance reports produced annually and # of performance measures reported
● For the past 3 years: coordinated submission of 800+ performancemeasures for 38 business lines to OMBI annually
● For the past 2.5 years: produced 7 Quarterly Performance Reportscovering 13+ Corporate business lines with 50+ performance measures
● For the past 3 years: contributed data and analysis on 100+ measures for the Annual Report
● For the past 2 years produced 2 comprehensive performance reports interpreting Ottawa’s OMBI results
Measures under development:● % of total reports to Council which include performance metrics ● % of Departmental clients that report being satisfied with services● % of inquiries responded to within target timeframe ● % of corporate level reports that have been completed on time, and
within budget (Annual, Quarterly, OMBI, EMC scorecard)
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Third Party Comments for Corporate Performance ReportingThird Party Comments for Corporate Performance Reporting
Third Party Reviewer:● Ron Gibson, Project Director, OMBI
• Most municipalities are recognizing the need for enhanced government performance measurement and reporting
• The approach the City of Ottawa is taking is in line with like municipalities based on comparisons with Canadian and American counterparts
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Branch Process Review Program Branch Process Review Program
● Mandate of the BPRP● Identify potential savings to contribute to the longer term, annual efficiency
dividend targets for the City● Ensure that programs and services provided by the City are run efficiently and
effectively and demonstrate this to Council and the public● BPRP launched in Q2 2006, Multi-Year (6 year) BPR Plan approved in October 2006● Projects undertaken from 2006-2008
● Real Property Asset Management● By-Law Services● Traffic and Parking Operations● Long Term Care● Financial Services (in process)● Fleet Services (start-up)
1.0$762,000cost-
recovered
Manage the overall Business Process Review Program, Provide training and methodology, Provide advice and assistance to teams, Provide advice to management, Manage budget to resource reviews
FTEsBudgetServices
Annual Benefits Identified From Branches Reviewed
$2,718,000
•Benefits identified during the reviews are estimates and may vary during the implementation of an initiative.
•Benefits are savings realized against the Branch Operating Budgets when initiatives are implemented.
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BPRP SpendingBPRP Spending
452
331
0
100
200
300
400
500
2006 2007
$000
(200
7 $
exce
pt 2
008
budg
et)
BPRP began in 2006.BPRP expenses are cost-recovered.BPRP began in 2006.BPRP expenses are cost-recovered.
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Branch Process Review Program Branch Process Review Program ● The BPR office is responsible for the overall management of the program and the
associated budget. The departmental SIBP offices and the review Branch provide staff to execute the projects.
● In 2008, the Branch Process Review Program was scheduled to assist 4 Branches to undergo reviews. The program will be restructured to provide ALL Branches with tools and funding to achieve their productivity targets over the next 3 years. This will be part of a broader Business Transformation initiative.
Funding for the program is provided as a charge-back to “Corporate Efficiency Savings” and incorporated in overall efficiency targets.
One-time Development cost 200Project Deployment & Support 575Total BPR expenditures 775
Total Expenditures 2006-2007 ($000)
$4.72
1.20%
3.42 months
Return on InvestmentMaximum annual benefits identified per 1$ spent on direct project deployment & support
Maximum annual benefits as % of operating budget in branches reporting results (RPAM, By-law Services, LTC, TPO)
Payback on total program cost
Ottawa2006-2007
Outcome Performance Measures
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Q&ALRFP Discussion
AppendicesAppendices
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Savings opportunitiesSavings opportunities
520Target
2009$000
2008$000
Savings targets will be achieved through staff reorganization and reduction of professional services.
Savings targets will be achieved through staff reorganization and reduction of professional services.
Operational Budget Reviews for Administrative ServicesCorporate Planning & Performance Reporting Office
Operational Budget Reviews for Administrative ServicesCorporate Planning & Performance Reporting Office
7 March 2008