Loading...
HomeMy WebLinkAboutCS 19-05PICKERING REPORT TO AUDIT COMMITTEE Report Number: CS 19-05 Date: February 16, 2005 From: Gillis A. Paterson Director, Corporate Services & Treasurer Subject: Service Delivery Review and Reporting for Municipalities Recommendation: 1. That Report CS 19-05 of the Director, Corporate Services be received and forwarded to Council for information. Executive Summary: Information has finally been released from the Province in regards to service delivery improvements, barriers and reporting to the public on these matters. This reporting is required under Section 300 of the Municipal Act, 2001 Financial Implications: None Background: The information released is as follows: · Letter from the Minister of Municipal Affairs and Housing to Head of Council (copy attached) · Information from the website, including frequently asked questions (FAQ's) · Publication entitled "Reporting to the Public on Service" September, 2004 (copy attached) · Making Choices: A Guide to Service Delivery Review for Municipal Councillors and Senior Staff (copy attached) · Making Choices: Service Delivery Reviews, Presentation by Ministry of Municipal Affairs and Housing, September 23, 2004 · A Guide to Service Delivery Review for Municipal Managers This "program" would appear to be a part of the previously implemented Municipal Performance Measurement Program (MPMP) by the province in the late 1990s and early 2000s. Given that the MPMP program is reported to the Province and the Public each year by the Treasurer and given the then Audit Committee's interest when this program was first implemented, forwarding this report and the attached information to the Audit Committee at this time seemed appropriate. Report CS 19-05 Date: Subject: Service Delivery Review & Reporting for Municipalities February 16, 2005 Page 2 This new "program" has been discussed with the (Acting) Chief Administrative Officer and a brief presentation was made to the Board of Management. Discussions with members of the Board will continue as information becomes available and as specific requirements are identified. It must be emphasized that although the Treasurer is required to report to the province and the public under the MPMP program and under this program, neither exercises or has anything to do with the annual audit or the preparation of the annual financial statements. However, much of the information used in reporting is derived from schedules supporting the information in the annual financial statements. As evidenced by the volume of material made available, this program is a matter of increasing importance to all municipalities in Ontario. It is also a matter that I will have to report on to the Province and publish it on our website, most likely when the MPMP program is made available to the public in September each year. Attachments: Letter dated August 23, 2004 from the Minister of Municipal Affairs and Housing to Heads of Council Publication dated September, 2004 - "Reporting to the Public on Service" Publication dated August, 2004 - Making Choices: A Guide to Service Delivery Review for Municipal Councillors and Senior Staff Prepared / Approved / Endorsed By: Gillis A Paterson- Director, Corporate Services & Treasurer GAP:vw Attachments Copy: Chief Administrative Officer Recommended for the consideration of g~/~~~'lcKerln , , ,, .._.~~Pickering Cit Co il ! Th/orris J. ~q~n, ~hief ' ' - ' er ,~37ACHMENT# ] TOREPORT# d,~ ,l~'"~q Minister of Municipal Affairs and Housing Minister Responsible for Seniors 777 Bay Street Toronto ON M5G 2E5 Tel. (416) 585-7000 Fax (416) 585-6470 www.mah.gov.on.ca Ministre des Affaires municipales et du Logement Ministre d616gu6 aux Affaires des personnes ~g6es 777, rue Bay Toronto ON M5G 2E5 T61. (416) 585-7000 T61ec. (416) 585-6470 www.mah.gov, on.ca Ontario August 23, 2004 To: All Heads of Council Enclosed for your municipality's use is our new publication, Making Choices: A Guide to Service Delivery Review for Municipal Councillors and Senior Staff. This is a companion document to the newly released A Guide to Service Delivery Review for Municipal Managers. Both documents have been sent to all municipal clerks in Ontario. They can also be downloaded from the ministry's website at www.mah.gov.on.ca. The Ministry of Municipal Affairs and Housing, the Association of Municipal Managers, Clerks and Treasurers of Ontario, the Municipal Finance Officers Association and the Ontario Municipal Administrators Association, have developed the guides to help local goverranents not only improve the efficiency and effectiveness of the services they deliver but also find better ways to manage expenditures. The strength of Ontario depends on the strength of our communities. Our government is working closely with municipalities to make them stronger financially so that they will be able to deliver the services people need. The current tight fiscal environment we face in Ontario, coupled with the public's expectation for governments of all levels to make informed choices, will make the guides useful tools for Ontario's municipalities. The guides draw from the hands-on experiences of Ontario's municipalities that have undertaken a review of service delivery. Learning from these experiences will help municipal councils and administrations deliver better and more affordable public services. These guides represent one example of how we are working with municipalities to make government work for Ontarians. Sincerely, ? lohn Gerretsen Minister Enclosure 1322(~/95) September 2004 ATTACHMENT# ~ TO REPORT# ~_.~j~- ~.~' Ontario Reporting to the Public 0 n Infosheet for Municipal CAOs, ClerkS and Treasurers Please note: The document is for information purposes only; it should not be relied on as a substitute for legal or professional advice. The Ministry of Municipal Affairs and Housing is not liable for any consequences that may arise as a result of the municipality relying on the information presented in this information sheet and sample report. Section 300 of the Municipal Act, 2001 requires that municipalities provide notice to the public, at least once a year, on improvements in the efficiency and effectiveness of their service delivery. Municipalities are also required to report on barriers to achieving these improvements. In response to municipal requests, the Ministry of Municipal Affairs and Housing has developed this information document, which includes a sample report, to help municipalities in addressing these requirements. Section 300 reports will allow municipalities to share their successes in improving services for ©ntarians and the exchange of good ideas and best practices. Once released to the public, the ministry asks that municipalities please send a copy of the report to their Municipal Services Office. An example of a completed report is on page 4 of this document. Additional examples may be found on the ministry's website at www. mah.gov, on.ca. (a) im nts in the efficiency and ess of the d of services by the municipa~ty and its local ~ards; and of services by them. 2001, c, 25, s. 300 (1). Form of notice (2) The Minister may designate the manner and form in which notice shall be given under this section. 2001, c. 25, s. 300 (2). * * Note: The manner and format of the notice has not been designated. Why Report? Section 300 reports: · Inform the public of service improvements made by the municipality; · Promote a greater understanding among citizens of the choices the municipality has made; · Enhance accountability and transparency; · Help the municipality determine whether its efforts have resulted in service improvements; · Help identify barriers and set goals to overcome them; · Provide information and best practices that may be useful for other municipalities. Reporting to the Public on Service Improvements and Barriers What is an improvement in efficiency? You could decide you've achieved an improvement in efficiency if, as an example, your municipality has collected more garbage this year for the same cost as last year, or collected the same amount as last year for less cost. In discussing improvements in efficiency it is helpful to explain how the improvement was achieved. Describing how the municipality changed the way it does business can be the most informative part of the report. What is an improvement in effectiveness? You could decide you've achieved an improvement in effectiveness when there is an improvement in results that matter to your municipality and its residents. For example, if citizens are more satisfied with garbage collection service this year. Where relevant, other examples could include: improved accessibility, timeliness, responsiveness and reliability. Again, in discussing the improvement it is helpful to explain how the improvement was achieved. What are barriers? Anything that limits, obstructs or impedes improvements in efficiency and effectiveness of service delivery may be a barrier. Barriers, for example, might be legislative, technological or financial. They might also pertain to limited operational skills and knowledge levels. For instance, limited skills might be a barrier to the installation of a new technology system, since training would be required before the system could be used. Barriers can also be influenced by parties outside the municipal corporation, e.g., federal or provincial government, employees' unions, a neighbouring municipality, or private landowners. Describe how these barriers prevent further improvements and what goals have been set to overcome them. For more technical definitions of efficiency and effectiveness see "A Guide to Service Delivery Review for Municipal Managers"at www. mah.gov, on.ca. Which service areas are reported on? Over time, these reports will provide useful information to other municipalities. For consistency, the ministry suggests you report on services as categorized below (source: Financial Information Return). The ministry also suggests you do not need to report on every service, only those for which improvements or barriers exist. Protection Services o Fire · Police · Conservation authority · Protective inspection and control · Emergency measures · Other, specify, Transportation Services · Roadways · Winter control · Transit · Parking · Street lighting · Air transportation Health Services ' Public health services · Hospitals · Ambulance services · Cemeteries · Other, specify Social and Family Services · General assistance · Assistance to aged persons · Child care · Other, specify Other Service Areas · Specify Environmental Services · Sanitary sewer system · Storm sewer system · Waterworks system · Waste collection · Waste disposal · Recycling · Other, specify Recreation/Cultural Services · Parks · Recreation programs · Recreation facilities · Libraries · Cultural services · Other, specify Planning and Development · Planning and zoning · Commercial and industrial · Residential development · Agriculture and reforestation · Other, specify General Government These are examples, not subcategories · Election Management · Website Management · Facility and Property Management Reporting to the Public on Service Improvements and Barriers What level of detail should be provided in the report? · The report is most helpful to the public if it is presented in a concise, clear manner that enables the public to understand how the improvement is more efficient or effective, how the municipality or the community will benefit from the improvement and what circumstances prevent further improvement. · The categories of services provided in this document allow for consistent reporting of services and results, allowing the exchange of good ideas and best practices among municipalities. · For further guidance, see the sample report on page 4 of this document. Service improvement reporting is not performance measurement. Instead it is a report on what improvements you've made for the public and barriers to luther improvements. m~ measures ~ich service areas · to report.* Period · · Service areas set out in the MPMP Sched~e 12 Fiscal year (Suggested) · Fiscal year · Website,. Prop tyer Tax Bill, Local Newspaper, Direct Mail Reporting Date · At time of pub~cation of financial statements (Suggested) · September 30 to the public, May 30 to the ministry. For more information on reporting to the public on service improvements and barriers, or to provide comments on this document, please contact your Municipal Services Office. Please forward a copy of the report to your local MSO. Central (Toronto) (416) 585-6226 or 1-800-668-0230 Southwest (London) (519) 873-4020 or 1-800-265-4736 East (Kingston) (613) 548-4304 or 1-800-267-9438 Northwest (Thunder Bay) (807) 475-1651 or 1-800-465-5027 Northeast (Sudbury) (705) 564-0120 or 1-800-461-1193 Ministry of Municipal Affairs and Housing, Municipal Performance & Accountability Branch (416) 585-6022 For tools and techniques for improving service delivery, see "A Guide to Service Delivery Review for Municipal Managers" at www. mah.gov, on.ca. ISBN 0-7794-6778-7 © Queen's Printer for Ontario, 2004 Paid for by the Government of Ontario Disponible en fran5ais Avis au public concernant les am~liorations des services Et les obstacles ~ces am~liorations Reporting to the Public on Service Improvements and Barriers Please note: The document is for information purposes only; it should not be relied on as a substitute for legal or professional advice. The Ministry of Municipal Affairs and Housing is not liable for any consequences that may arise as a result of the municipalit~ relying on the information presented in this sample report Municipality of Anyplace Service Improvements The Municipality of Anyplace continues to improve services for its citizens. This report details how we've improved services in the area of Social and Family Services- General Assistance. 27 What we have done differently: In January 2002, the Municipality of Anyplace's Social Services Department launched a project to deliver an in- house employment and life-skills program for our most vulnerable citizens. The program has been designed to provide opportunities for individuals to develop employment skills, enhance self-esteem and actively participate in the community. To deliver the program effectively, municipal staff identified barriers to employment for vulnerable citizens and assessed what supports are required to overcome these barriers. Improvement in efficiency: The increased support provided to participants through the new program ultimately leads to social gains and significant benefits for the entire municipality. Results include enhanced development, economic productivity, and lower costs of providing supports like welfare and other social services. The savings for the taxpayer is $7000 for each person who is able to make the transition from social assistance to employment. Improvement in effectiveness: The success rate for the first year of the program shows 38 of the 42 participants (90 per cent) graduating and moving on to achieve their personally identified goals. Participants also report a sense of achievement after completing the program. While intangible, the benefit of this outcome is notable. It is expected that the self- confidence participants experience will inspire productivity and motivation, resulting in increased benefits to the community. What barriers are there to further improvements.~ · Increased funding to expand the program to include complementary services, such as child care, to remove barriers to participation in the program. · Funding to train employees so that they may develop the skills necessary to serve participants from the broader cultural and economic sectors of the municipality. Contact Info: Blue Green, Social Services Manager; Municipality of Anyplace, Tel: 8989 Email: Blue. Green@anyplace.ca. Report Date: February 11, 2005-Fiscal Year Covered: 2004 Keywords: Social and Family Services - General Assistance; Program Effectiveness Review Reporting to the Public on Service Improvements and Barriers Please note: The document is for information purposes only; it should not be relied on as a substitute for legal or professional advice. The Ministry of Municipal ,Affairs and Housing is not liable for any consequences that may arise as a result of the municipality relying on the information presented in this sample report. Municipality of Anyplace Service Improvements The Municipality of Anyplace continues to improve services for its citizens. This report details how we've improved services in the area of Transportation Services- 14~nter Control. I What we have done differently: The Municipality of Anyplace has improved winter control for its municipal roads with the introduction of flexible working hours for the winter control staff. This innovative labour practice exchanges flexible on-duty winter hours at regular rates for paid hours on standby (at home) when there is no work required. Improvement in efficiency: The new labour arrangement eliminates the labour cost differences that typically factor into the decision to call winter maintenance crews early, or wait until their regular hours commence. With flexible working hours, approximately 13 per cent of winter wages are "standby" earnings and the municipality pays a total overtime bill of $20,000. Without this new labour arrangement, overtime costs for our municipality were typically $50,000 to $60,000. We've achieved this cost savings without any decrease in service levels. Improvement in effectiveness: The effectiveness of winter control services also improved over the past year through the use of flexible scheduling. Staff availability in changing weather conditions enables the municipality to maintain winter response standards cost-effectively compared to a straight shift of on-duty scheduling. Because of the extensive coverage provided by municipal employees under flexible working hours, complex arrangements for second-shift coverage, as well as training costs associated with the use of part-time drivers, are significantly reduced. What barriers are there to further improvements.* · Investments in additional staff training is required to take advantage of new winter control technology. · Extension to other service areas requires agreement of the employees' union. Contact Info: Blue Green, Public Works Manager; Municipality of Anyplace, Tel: 8989 Email: Blue. Green@anyplace.ca. Report Date: February 11, 2005-Fiscal Year Covered: 2004 Keywords: Roads-Winter Control; Managing Labour Costs Reporting to the Public on Service Improvements and Barriers Please note: The document is for information purposes only; it should not be relied on as a substitute for legal or professional advice. The Ministry of Municipal Affairs and Housing is not liable for any consequences that may arise as a result of the municipality relying on the information presented in this sample report. Municipality of Anyplace Service Improvements The Municipality of Anyplace continues to improve services for its citizens. This report details how we've improved services in the area of Environmental Services- Waterworks System. 23 What we have done differently: The Municipality of Anyplace introduced a Summer Water Levy Program to reduce the demand for water during the peak summer period. The levy applies to each additional cubic metre of water used above the customer's base rate. This enables the municipality to: · Meet service and performance requirements at minimum sustainable cost, · Protect the environment, · Avoid the cost of constructing and operating additional water treatment facilities, and · Minimize the risk of inadequate water supply for fire emergencies. Improvement in efficiency: Our previous effort to control water demand in peak periods included imposing fines for watering lawns during certain hours and a public education campaign to discourage wasteful water consumption. These initiatives began in 1999, and cost $100,000 per year. Their implementation reduced water consumption by an average of 20 litres per household in the May to September period. The new peak demand pricing approach has resulted in one-time implementation costs of $40,000 for software design and $10,000 in additional programming costs for modifications to the water bill. The $100,000 annual cost has been eliminated and consumption has dropped by an average of 50 litres per household (from the base year of 1998). Improvement in effectiveness: The introduction of the Summer Water Levy Program has worked as a conservation program. The Municipality of Anyplace has not had any water restrictions since it was implemented. Overall the system's average maximum day-to-average-day ratio fell from 1.63 to 1.5 cubic metres. The average annual revenues from the Summer Water Levy Program have also allowed for a $3.5 million capacity upgrade from 23 to 80 ML at an older plant. The capacity upgrade has led to the increased use of existing infrastructure, deferring the need for system improvements and expansions. What barriers are there to further improvements? · High volume demand in certain parts of the municipality for very large residential lots. · Expansion of the program to large commercial users (e.g. car washes, breweries) may limit their competitiveness and requires further consultation. Contact Info: Blue Green, Water Services Manager; Municipality of Anyplace, Tel: 8989 Email: Blue. Green@anyplace.ca. Report Date: February 11, 2005-Fiscal Year Covered: 2004 Keywords: Environmental Services - Waterworks System; Demand Management 'i'~tACHMENT#,,,,~$ TO REPORT# (' ,mmr, m >,&~ - ~ .- ,m,m C 3~ t2 o o ~. .o ,9o 8 '- 0 --~ ,~ ~ o · u ~ -.I ~ ~ 0 0 ~ N 3G 3~ 0 r,,. 6~ t~