Corporate & Emergency Services. Corporate & Emergency Services 2009 Draft Operating Budget

Transcription

1 CES Corporate & Emergency Services 2009 Draft Operating Budget Corporate & Emergency Services Committee April 3, 2009

2 YTD Revised Base Service Level Budget Percentage Dollar Actual Actuals Budget Budget Change Requested Change Change Operating Costs Personnel 4,534,970 4,812,166 5,092,260 5,389,100 89,600 5,478, % 386,440 Employee Related Expenses 328, , , , , % 33,575 Materials & Supplies 1,054,786 1,145,775 1,057,065 1,172,334 1,172, % 115,269 Purchased Services 1,857,945 2,236,938 2,167,235 2,203,556 2,203, % 36,321 Major Contracts 17,304,534 18,004,079 18,491,035 19,713,287 19,713, % 1,222,252 Transfer To Others 1,225,535 1,263,277 1,270,000 1,365,240 1,365, % 95,240 Minor Capital 96, , , ,225 10, ,225 (13.1%) (27,425) Interdepartmental Charges 1,240,098 1,545,483 1,552,599 1,661,450 1,661, % 108,851 Total Operating Costs 27,642,072 29,561,708 30,275,339 32,146,262 99,600 32,245, % 1,970,523 Internal Recoveries Tax Support Budget (1,940,878) (2,645,120) (2,577,935) (2,815,745) (2,815,745) 9.2% (237,810) Rate Support Budget (531,568) (696,637) (699,879) (767,002) (767,002) 9.6% (67,123) Capital Fund (40,857) (23,882) (94,270) (94,270) (94,270) Fleet (1,803,596) (1,906,812) (1,724,913) (1,841,605) (1,841,605) 6.8% (116,692) Total Internal Recoveries (4,316,899) (5,272,451) (5,096,997) (5,518,622) (5,518,622) 8.3% (421,625) Operating Revenues Grants Federal & Provincial (4,239,182) (4,461,858) (4,471,907) (4,592,503) (4,592,503) 2.7% (120,596) User Fees (240,961) (212,124) (219,157) (180,613) (180,613) (17.6%) 38,544 Fines/Penalities (1,564,352) (1,583,681) (1,450,000) (1,550,000) (1,550,000) 6.9% (100,000) Service Charge Municipal (764,051) (765,981) (875,614) (738,371) (738,371) (15.7%) 137,243 Total Operating Revenues (6,808,546) (7,023,644) (7,016,678) (7,061,487) (7,061,487) 0.6% (44,809) Financing/Reserves Financing 28,436 39,096 22,000 18,000 18,000 (18.2%) (4,000) Reserves 1,880,341 1,611,815 1,599,940 1,501,710 1,501,710 (6.1%) (98,230) Total Financing/Reserves 1,908,777 1,650,911 1,621,940 1,519,710 1,519,710 (6.3%) (102,230) Total Net Levy 18,425,404 18,916,524 19,783,604 21,085,863 99,600 21,185, % 1,401,859 Total 01 Net Levy 18,425,404 18,916,524 19,783,604 21,085,863 99,600 21,185, % 1,401,859 Total Corporate & Emergency Services 18,425,404 18,916,524 19,783,604 21,085,863 99,600 21,185, % 1,401,859

3 Year-over-Year Net Levy by Function Police Ambulance Property Assessment Health Unit Administration/CAO Corporate Administration Finance Elected Officials Legal Human Resources Computer Services Facility Services Emergency Services Office Services Fire Veterinary Assistance Bylaw Enforcement Fleet Operations Provincial Offences (2,000,000) - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 3

4 Year-over-Year Budget Variance by Major Expenditure Category 1,400,000 1,200,000 1,000,000 Service Level Changes Base Budget 800, , , ,000 0 (200,000) 4 Personnel Employee Related Expenses Materials & Supplies Purchased Services Major Contracts Transfer To Others Interdepartmental Charges Minor Capital Financing Reserves

5 Expenditure Budget Drivers $ Increase (Decrease) Personnel Service Level Changes 89,600 Wage Adjustments 143,260 Annualization Charges 61,600 Statutory Deductions 31,480 Employee Benefits 46,500 OMERS 14, ,440 Employee Related Expenditures Travel and Fleet 29,065 Courses and Seminars 6,350 Other (1,840) 33,575 Materials & Supplies Fleet Fuel Costs 36,064 Oxygen 20,000 Replacement Computers for Area Municipalities 43,090 Ambulance Operations Office Supplies 12,000 Other 4, ,269 Purchased Services Insurance Premiums (67,400) Consultant Fees (primarily IT Services) 17,275 Communiciation & Network Fees 35,088 Ambulance Station Rental Fees 12,400 Auto Repairs 106,028 Auto Rents / Leases (62,500) Other (4,570) 36,321

6 Expenditure Budget Drivers cont d Major Contracts Police 553,168 Ambulance 579,084 MPAC 86,640 Other 3,360 1,222,252 Transfers to Others Health Unit 95,240 95,240 Minor Capital Service Level Changes (IT Services) 10,000 Computer Services (39,300) Emergency Services (21,600) Port Carling Ambulance Leasehold Improvements 45,000 Other (21,525) (27,425) Interdepartmental Charges Accommodation (primarily Ambulance Stations ) 24,970 Financial Services (new charges to Emergency Services $19,900 ) 44,600 Computer Services 25,400 Building Maintenance (primarily to 70 Pine ) 11,852 Other 2, ,851 Financing POA Collection Agency Fees (4,000) Reserves Transfer to Fleet Capital Reserve 50,000 Transfer from Ambulance Capital Reserve (Port Carling Station Leashold Improvements) (45,000) Transfer to Ambulance Capital Reserve (103,000) Other (230) (98,230) Total $ 1,868,293

7 Year-over-Year Budget Variance by Major Revenue Category 1,600,000 1,400,000 1,200,000 1,000, ,000 Service Level Changes 600,000 Base Budget 400, ,000 - (200,000) (400,000) 7 Tax Support Budget Rate Support Budget Fleet Charges Grants Federal & Provincial User Fees Fines/Penalities Service Charge Municipal Net Levy

8 Revenue Budget Drivers $ Increase (Decrease) Internal Recoveries Tax Support Budget 237,810 Rate Support Budget 67,123 Fleet Charges 116, ,625 Grants Federal & Provincial Provincial Ambulance Funding 133,400 Fed Nor Grant (Human Resources Intern Postion) (14,807) Police JEEP Grant 2, ,596 User Fees Georgain Bay Land Division Revenue (25,500) Reduced Print Shop & Billable Computer Charges (20,240) Other 7,196 (38,544) Fines & Penalties POA Fines 100, ,000 Service Charge Municipal Core Computer Charges to Participating Municipalities 103,045 Reduction in Core Charges Huntsville & Georgain Bay (131,138) Reduction in Recoverable Expenses: Emergency Services (29,450) Reduction in Recoverable Expenses: Computer Services (79,700) (137,243) Total 466,434

9 Service Level Change Requests Information Technology Services: Network Administrator - April 1 st Server Administrator - April 1 st Human Resources: 2009 Budget Impact $93,000 Annualized Impact $110,700 Status change in Health & Safety Wellness Coordinator Position from contract to permanent 2009 Budget Impact $6,600 Annualized Impact $6,600 Total Personnel Cost $48,800

10 ITS Operations Review Recommendations Governance Model Core Services Extended Services Common System Architecture & Standards Desktop Network Servers Business Continuity Change Management Process

11 Governance Model Governance Model Targeted Risk Management Items Opportunities to improve: strategic focus commitment / buy-in from participants service standards align Corporate objectives / priorities increase benefits through joint initiatives

12 Governance Model Recommended Actions Established Information Technology Steering Committee (ITSC) Chief Administrative Officers of participating members Commissioner of Finance & Corporate Services Mandate is to approve: Key Technical Policies Core Services Service Standards Long-term Strategic Plans Risk Management Business Plans Operating and Capital Budgets for I.T. Services

13 Common System Architecture & Standards - Desktop Targeted Risk Management Items Limited managed administrative control of user workstations Unauthorized software Non-licensed software (legal action) Unsupported software Conflicting protocols between applications resulting in: Inability to access authorized data and applications Downtime and errors within applications

14 Common System Architecture & Standards - Desktop Targeted Risk Management Items (cont d) Local administrator rights Accessibility to unauthorized data Increased susceptibility to hacking/virus No defined technology standards Incompatible operating systems Unsupported or legacy applications Weak or limited security

15 Common System Architecture & Standards - Desktop Recommended Actions That management of passwords and security levels be established with the following principles: using Active Directory Groups / Domain Administrator Groupings, removal of roaming profiles and local administrator rights, business units determine appropriate rights and permissions based on their operating needs for ITS to manage, and business units password matrix does not jeopardize security of system data and applications or those of other business units. That base technology specifications and requirements be established for software platforms and application standards as recommended by the Change Advisory Technical Sub-Committee with the following principles: standard operating system, eliminate Access databases, standard Microsoft Office, and Adobe print driver for pdf creation.

16 Common System Architecture & Standards - Desktop Recommended Actions (cont d) That a single host for services be established and security controlled through a central Active Directory. That a standard desktop configuration be established using the following principles: elimination of local administrator rights, establishment of a suite of core applications for all work stations, flexibility in standard desktops to address special requirements for non-core or non-standard applications, removal of non-essential or non-business related software applications, I.T. Services responsible for licensing and retention of certified copies of software applications, version control, patches and upgrades on supported applications, and all patches and version upgrades performed by I.T. Services.

17 Common System Architecture & Standards - Desktop Implications Potential savings (licenses) $100 savings on Microsoft Office applications Maintenance program (application does not have to be purchased for each computer at end of life cycle) Avoidance of legal action on unlicensed software Productivity and lower downtime Less demand / requirement on support staff to shift from reactive to proactive mode Ability to standardize training initiatives and costs

18 Common System Architecture & Standards - Desktop Alternative: Maintain status quo Increase staff levels If we apply industry standards for a service population of 500 PC's the recommended support staff would be significantly higher. The staffing levels in the table assume recommended system configuration and improvements will be implemented. Current I.T. Staffing Levels Draft Draft Budget Budget I.T. Review Management Network/Servers Application Technical Support Admin. Support Web Administrator GIS Administrator Total

19 Common System Architecture & Standards - Network Targeted Risk Management Items Limited management / monitoring of network performance / utilization Cannot diagnose errors / problems No physical access control Lack of network architecture to support current and proposed business requirements Financial Systems GIS / Cartegraph Symptoms: Poor quality of service Jitter / VOIP Transmission breaks Downtime Limited capacity to user workstation (IP address structure)

20 Common System Architecture & Standards - Network Targeted Risk Management Items (cont d) Password security Accessibility to unauthorized data / applications Increased susceptibility to hacking / virus Equipment router / hubs especially vulnerable Limited documentation of technology standards Incompatible equipment resulting in bottlenecks or transmission drops Unsupported or legacy applications Weak or limited security

21 Common System Architecture & Standards - Network Recommended Actions That the following action items be endorsed: Define business requirements Purchase monitoring software (for example Microsoft System Centre Configuration Mgt) Purchase managed routers / switches / analysis device (Fluke already purchased) Establish technological specifications Network design standards including routing, IP addresses, sub-net design, and multi-layer switching Establish single access point (Pipe) to internet Purchase surf control appliances and web filters Purchase remote network access appliances Network security and monitoring Establish external and internal firewalls Intrusion prevention and detection

22 Common System Architecture & Standards - Network Implications Financial 2009 Tax Supported Capital budget Network Upgrades Network Security $57,000 Network Infrastructure Upgrade 182,000 $239,000 Better performance

23 Common System Architecture & Standards - Servers Targeted Risk Management Items Lack of centralized servers to support core applications Aging server inventory Support issues (applications / databases) Capacity issues (RAM & Disk Space) Ineffective utilization Potential for lost data / equipment failure Unlicensed software Physical & environmental security Access issues HVAC and utility back-up Fire suppression Locations (number and potential hazards)

24 Common System Architecture & Standards - Servers Recommended Actions That a centralized blade server environment and storage be developed with the following capabilities: Virtualized core production applications, Virtualized test environment, Resilient production environment, Ability to distribute processing and storage across servers Ability to rationalize or eliminate storage capacity through removing redundant disk space, Centralized support and maintenance, and Physically secure site with adequate fire suppression and power back-up facilities.

25 Common System Architecture & Standards - Servers Alternatives Equivalent replacement 40 servers x $8,000 = $320,000 Plus cost in each location to address or establish Data back-up systems Physical environment & security Communication hubs Reliable / back-up power requirements Reduced HVAC and energy requirements

26 Common System Architecture & Standards - Servers Implications Financial 2009 Tax Supported Capital Budget Server replacement Data Centre Upgrade $260, Open Project Provision Computer Room $133,000 Short and Long Term savings over current configuration

27 Business Continuity Business Continuity Targeted Risk Management Items Current back-up process lacks testing & documentation, and exposes the organization to multiple risks Lack of centralized back-up, capacity for full back-up and recovery services for voice and data (currently any lost data needs to be updated manually) Some servers do not have back-up software / agents or drives installed Number of different formats and back-up appliances Potential for loss of data Mirrored site is not in place Inability to service public in event of emergency

28 Business Continuity Business Continuity Recommended Actions That a centralize mirrored site for back-up, storage and recovery services for critical and shared business systems be established that will: Improve back-up and recovery reliability, (core applications and ) Simplify back-up processes and reconstruction in event of a failure, Eliminate downtime, Improve security, and Centralize administration and support including back-up, database management and ability to restore systems in production and in test environments.

29 Business Continuity Business Continuity Implications Financial 2009 Tax Supported Capital Budget $265,000

30 Change Management Process Change Management Process Targeted Risk Management Items Lack of supporting business case Potentially unbudgeted costs Conflicting priorities to that of Corporate & Business units objectives Unrealistic demand / expectation on I.T. resources to implement and support initiatives Lack of integration and redundancy in Databases Applications Staff resources Determination of financial funding Core vs. non-core

31 Change Management Process Change Management Process Recommendations That a Change Advisory Technical Sub- Committee (CATS) be established with representatives from each member municipality. That the mandate of CATS be to provide a framework for members to: Approve policies and procedures that achieve the strategic direction provided by the ITSC that are limited in application or specific to a functional area. Such items could include: New / revised business processes, non-routine changes to Active Directory, security posture modifications, etc., and Temporary / scheduled service interruptions of a nonemergency nature.

32 Financial System Status Request for Expressions of Interest and Prequalification ~ June 2007 ten responses Distributed a Joint Request for Proposal ~ October 30, 2007 to 4 selected Vendors 2 were selected Site visits to both vendors, as well to ESRI took place from May 9 to June 2, 2008 Vadim Software (Orillia, Ontario) selected as the preferred vendor for this project Centralized option was approved with savings over decentralized option Capital savings $916,642 Annual savings $52,740

33 Financial System Status (cont d) September 2008 to January 2009 approvals were sought by participating municipalities February to present - Contract Negotiations Signed contract expected within two weeks

34 Financial System Status Implementation Plan Project will not be initiated until a contract is signed Call initial meeting of Financial System Implementation Committee with Vadim Project Management Team Establish Sub-committees for Cartegraph and Core Financial Systems Fill the I.T. Services Financial System Project Coordinator Position Develop Project Plan Target Dates Milestones Complete initial training and orientation sessions

35 Financial System Status Implementation Plan (cont d) Complete installation of centralized server(s) and network to support applications Establish interim beta and test systems Implementation Timelines Core Vadim Financials 9-12 months Core Cartegraph Applications months Full rollout of Cartegraph applications 2 5 years

36 Health & Safety Coordinator Regulatory standards and scrutiny have dramatically increased in last few years To avoid employee injury, fines or penalties, need to be proactive Workwell self-assessment has revealed vulnerabilities To ensure continued compliance and to proactively address escalating benefit costs, WSIB claims and sick claims there is a need for an on-going resource An in-house resource will minimize the use of external, expensive training and consulting Additional resource supports expanding HR support at the Pines

37 Health & Safety Coordinator Focus areas in short-term will include: Hazard Analysis and Response Plan, Health and Safety polices and procedures, Training, for example: Hazard recognition and control Workplace violence (pending legislation) Monthly safety awareness training (safety talks) Wellness Program in conjunction with new Employee Assistance Program Documentation for audit and compliance purposes

38 Corporate & Emergency Services 2009 Draft Capital Budget

39 2009 Draft Capital Budget Ambulance 30% General Administration 1% Computer Services 40% Facility Services 8% Fleet 21% 39

40 2009 Capital Expenditures Network Upgrades Network Security $57,000 Network Infrastructure Upgrade 182,000 $239,000 Server replacement Data Centre Upgrade $260,000 Mirrored Hot-Site 265,000 $525,000 Other Computer Purchases Annual PC Replacement Plan $144,216 Council Connectivity Initiative 65,000 Council Chambers Projectors 75,000 $284,216 Total Computer Services Capital Budget $1,048,216

41 2009 Capital Expenditures Annual Fleet Replacement Light vehicles $327,731 Fleet tenders to awarded On Feb 20/09 Report CES Heavy Equipment (Caterpillar Beiers Landfill) $227,741 $555,472 Facility Services Energy Management Plan $52,000 Pines Shipping & Receiving (Engineering) $100,000 Fire Separation (Mechanical Room) $50,000 $150,000 Ambulance Services Defibrillators $203,000 7 in 2009 & 8 in 2010 Ambulance & Supervisor Vehicles $434,000 3 ambulances & 2 supervisor vehicles Paperless ACR $140,000 $777,000

42 Corporate & Emergency Services Open Capital Projects Bracebridge Ambulance Station $2,000,000 Development Charge Study (2009 Request) $20,000 Financial Software Replacement $725,000 Computer Room $133, Pine (1971) Window Replacement $105,000

43 Draft Capital Budget & Forecast 4,000,000 3,500,000 3,000,000 2,500,000 Ambulance Facility Services Fleet Computer Services General Administration 2,000,000 1,500,000 1,000, ,

44 Yellow Page 65 in Budget Document General Administration Development Charges Study 20, Total General Administration 20, Computer Services Voice Over IP Core Technology Upgrade , Computer Equip Life Cycle Replacement , , , , Council Chamber Projector Upgrade 75, , Computer Equip Life Cycle Replacement , Network Security Upgade 57, , Data Centre Upgrade 260, Data Centre Hot Backup Site 265, Network Infrastructure Upgrade 182, Councillor Connectivity Initiative 65, ,250 55,000 Total Computer Services 1,048, , , , ,216 Fleet Regular Fleet Future - 594, , , , Regular Acquistions 327, Heavy Fleet Future - 342, , , Heavy Acquisitions 227, Total Fleet 555, , , ,142 1,406,202 Facility Services Building Energy Management Plan - 52,000 52,000 52,000 52, POA Court Reconfiguration/Expansion , Energy Management Plan , Parking/Landscaping , Pines Shipping & Receiving 100,000 1,600, Pines Mechanical Room Fire Separation Upg 50, Total Facility Services 202,000 1,652,000 1,452,000 52,000 52,000 Ambulance Vehicles Future - 550, , , , Defibrillators 203, , Vehicles , Panasonic Tablets for Ambulance Vehicles , Paperless ACR 140, Total Ambulance 777, , , , ,000

45 Non-Program Draft Budget Provision for hiring pause ($110,000) Increase Contribution to: Capital Reserve $50,000 Debt Reduction Reserve $140,000 Transfer from Social Assistance Stabilization Reserve ($315,000) Increase OMPF Funding ($132,353) Other 16,200 Total ($351,153)

46 Hospital Financing $500,000 for a contribution to the District s Hospital Reserve To be levied separately from the Tax Supported General Levy

47 Questions? 47

48 Core Services Subscription to Financial Systems Common Password Authentication Common Approach to Technology Procurement License and Asset Management Centralized Back-up and Recovery Services Help Desk support including regularly scheduled on-site support Common Technology Standards Common Network and Security Standards Common Infrastructure Interconnect Standards Network Support Vendor Management Laserfiche

49 Extended Services GIS Services On-site Help Desk Support Web Infrastructure and Development Document, Record and Agenda Management Common Application Development Services Centralized Database Services Common Data Dictionaries Common Development Standards Special Project Support IT Project Management