Corporate Support Department 2015 Departmental Summary · Communication and Administrative Services Division 2015 Business Plan Due to external communications and community engagement

City of Port Coquitlam

Corporate Support Department 2015 Business Plan

Corporate Support Department 2015 Departmental Summary

1. Management Team

2. 2015 Operating Budget by Division

Total City Operating

Bylaw Services 3%

Communications & Admin

37%

Corporate Office 16%

Information Services

44%

Corporate Support 6%

2013 2014 2015 Change

Bylaw Services 13,600$ (48,700)$ 66,300$ -36.1%

Communications & Admin 1,007,300 944,100 953,100 1.0%

Corporate Office 563,800 610,100 552,000 -9.5%

Information Services 994,300 1,011,600 1,177,100 16.4%

2,579,000$ 2,517,100$ 2,748,500$ 9.2%


Information Services Division 2015 Business Plan

Information Services Division of the Corporate Support Department 2015 Business Plan

1. Division Focus

Information Services provides the support and ongoing maintenance for the both the computer systems and telephone systems for the City. We coordinate all the various activities that keep our computers running and our communications working. Our services are mainly focussed on providing efficient and secure access to the information that internal staff need to complete their jobs; this in turn allows the City staff to deliver exemplary services to the public.

2. Organization Chart

3. Business Perspective/Environmental Scan

Mobile computing continues to expand such that access to our central systems for mobile devices is now a major initiative.

We continue to squeeze the most performance and life out of our hardware with our equipment generally lasting 5 years.

We are continuing to support the initiatives of identification and communication of Key Performance Indicators within various City business functions.

The very large Agresso Financial System implementation continues with Phase 3 of the project involving Payroll and Human Resources.



4. Highlights of 2014 Accomplishments

i. Day-to-Day Activities

Moves, Adds or Changes to our computer systems.

Provisioning and managing the City's data storage requirements.

Ensuring the appropriate security of our corporate software and data.

Helping our customers use technology in their business functions.

ii. Other Key Accomplishments

Phase 2 of the Agresso financial system replacement has been completed.

Key Performance Indicators for Corporate Support have been developed.

Dashboard framework has been completed.

Completed the replacement of our Disk Storage Array.

iii. Carry-over Projects

Agresso Financial system 3rd phase including Payroll and Human Resources.

Regular system hardware replacement (PC's, Servers, Equipment).

5. Efficiency and Effectiveness in 2014

Information Services has delivered enhanced solutions for bridging the gap between the old financial system and the new Agresso financial system.

Flowing from the digital signage project for the Centennial celebrations, I.S. uses the monitor wall to display City information and other audio visual content.

Reduced the ongoing costs for Microsoft by $117,000/year to help offset rising Microsoft increases through delaying upgrades to Office 2010.

Stated Deliverables - 2014 Financial Plan How did we do?

What did we do?

Agresso Phase 2 - financial system install. On track to achieve “go live” for Phase 2 in Jan 2015.

Key performance Indicators Intelligence (Dashboards and Business Intelligence).

In Progress

Dashboard framework completed. Corporate Support KPI's developed.



6. Workplan Highlights – 2015 Deliverables

Key Goal Alignment to Corporate Strategic

Plan (CSP) and Council Priorities

Position(s) Responsible Estimated Completion Date

Agresso Phase 3 Payroll and Human Resources.

CSP: Sustainable Future - Financial Health

Director of Finance and Director of Corporate Support (Joint Finance and Information Services)

Q2

Key Performance Indicators.

CSP: Strategic Service Delivery - Stewardship

Director of Corporate Support, Business Planning Team (contributions by all departments)

Q4 (ongoing)

Server 2012 Upgrades. CSP: Sustainable Future - Financial Health

Director of Corporate Support

2017 - 3 year process to upgrade all servers

Disaster Recovery Site Enhancements.

CSP: Sustainable Future - Financial Health

Director of Corporate Support

Q4

Participation on the CIA Shared Services Review Team.

Council: OD

Project Implementation Specialist

Q1

7. Indicators and Measures

Indicator/Measure 2010 2011 2012 2013 2014 YTD

Internal Customers - - - 369 409

Desktop Computers 249 240 262 265 270

Mobile Devices - 33 47 62 75

System Servers - 55 56 56 52

Customer Support Requests * - 2849 2440 2793 2056

* Annual October to October



8. 2015 Operating Budget


Utilities 1%

Materials 10%

Contracted Services

31%

Personnel 58%

Information Services

2%

2013 2014 2015 Change

Personnel $608,300 $619,100 $682,500 10.2%

Contracted Services 248,600 252,800 367,300 45.3%

Materials & Repairs 134,600 136,900 124,400 -9.1%

Utilities 2,800 2,800 2,900 3.6%

$994,300 $1,011,600 $1,177,100 16.4%


Communication and Administrative Services Division 2015 Business Plan

Communications and Administrative Services Division of the Corporate Support Department 2015 Business Plan

1. Division Focus

The Communications and Administrative Services Division is committed to delivering information to the community in a timely, transparent and accessible way. The Division serves residents by increasing public awareness, participation and engagement in City programs, services and initiatives. This helps the City keep in touch with citizens’ priorities, effectively deliver services that meet the community’s needs, and ensure City services are used and regulations are followed. On the internal side, the Division helps keep staff informed of key City initiatives which in turn helps staff provide more effective service to our customers and act as ambassadors for the organization.



The City’s award winning communication services continue to receive positive feedback from residents in surveys undertaken in 2014.

As recent surveys show that the public continues to prefer being kept informed via a range of sources, we need to continue to use a variety of tools to reach our residents. Email, website, mail, newspapers and social media were identified as the top preferred choices. We also must continue to use the appropriate tone and messaging in our communications to get the public’s attention given we continue to compete in a world of information overload.

Events, recreation programs, taxes, waste collection, project updates and bylaws are identified as the top topics of interest by residents.



Due to external communications and community engagement taking priority, improving internal communications continues to be a need.

While social media continues to be an extremely valuable tool to engage and inform residents, the amount of staff time and investment to monitor and post information continues to increase annually. In addition, communication in the social media verse is not M-F, 9-5. The Division continues to find the right balance of staying responsive and timely in the 24/7 instantaneous world of communication.

The Division will be implementing measures for departments to advise Communications staff early on in projects or issues that may have a positive or negative impact on residents. The Division can help with mitigating risk, negative publicity, celebrating project achievements and keep public informed of service impacts in advance.


Stated Deliverables - 2014 Financial Plan

How did we do?

What did we do?

Implement communications campaigns to keep public and staff informed of key City programs/services to demonstrate tax dollars at work (e.g. Lions Park redevelopment, Budget 2014, internal communications plan, waste reduction)

Implemented campaigns for Budget 2014, PoCo Waste Line, MyPortCoquitlam, Communications Champions Working Group, Marketing of Multi-family waste collection program, MMBC changes, 2014 Volunteer Recognition Program, 2014 Best Biz Awards.

Keep public involved and engaged in rec centre planning process through development of communications strategy.

Supported the community engagement campaign, in particular online engagement.

Ensure City Website is reliable source of information by completing Phase 2 of the Update (content update/restructure) with focus on improving communications to businesses.

Completed BizInfo online Hub with DS, Parks/Rec Hub, Job page, and updated other key sections of website.

Improve City response to crisis and emergency situations through development of a formal crisis communications plan.

In progress

Draft plan will be complete by end of 2014.

Develop and implement a communications campaign to increase voter turnout at 2014 civic election.

In progress

Launched Vote Because it Matters multi-media campaign.

Seek opportunities to promote City as great place to live, work and do business.

Biz Info Guide, CityInfo Guide. 2015 Community Calendar to feature economic development opportunities in the City. Promoted Biz Info Hub.




Provide administrative support and information to the Office of the Mayor, City Councillors and the CAO to assist them in carrying out their duties.

Responsible for external and internal City communications including: o Public relations - communications planning and project management, marketing and

promotions, publications development. o Stakeholder relations/outreach. o Media relations/monitoring. o Online asset management (website, social media, e-update, Intranet site). o Crisis and issues management. o Visual identity and graphic standards.


PoCo At Work Week – The week of ‘undercover’ activities for Mayor and Council was a positive experience for staff, Council and the community. To view the video, visit www.portcoquitlam.ca/pocoatwork.

Recycling Service Changes – A key focus has been informing the community about the changes resulting from the MMBC agreement. There has been some confusion in part due to media reporting and what’s happening in neighbouring Cities, requiring for an enhanced focus on community education/outreach.

New Waste Cart Lock – coordinated the communication, process and announcement of making the City’s waste carts wildlife resistant. An excellent example of a variety of ‘brains’ coming together to develop a made in PoCo solution.

Fibre to the Premise Project and Opening of New Outdoor Gym –supported the communications/outreach to the community.

New Advertising Contract with Tri-Cities NOW – Managed the transition and implementation of the City’s new contract with the Tri-Cities NOW.

PoCo Works! Biz Job Board and Biz Alley – worked with Human Resources and Information Services to roll-out the Local Business Job Board and launching of PoCo Biz Alley.


While several efficiencies have already been implemented in the administrative support provided to Council, we will consult with Council after the Elections on other ways that the support can be improved and streamlined.

Crisis Communications Plan – a draft will be developed by the end of the year which will be implemented and tested in 2015.

http://www.portcoquitlam.ca/pocoatwork




Improved ad templates to be more engaging and user-friendly, including for Public Hearing.

Provided Marketing 101 workshop for City staff.

Implementation of the PoCo Waste Line App to provide residents with an easy and convenient way to access their waste collection schedule and set reminders to put out their garbage on time. In addition, the App provides residents with a convenient way to report missed pick-ups or problems as they are out in the community.

Use social media and online tools as a cost effective and timely way of engaging community.

Supported local business by hosting Volunteer Recognition Awards at the Giggle Dam Theatre. Fortis BC continues to fund the Awards.

Secured corporate sponsorship for PoCo Best Biz Awards.

Participated in Joint Tri-Cities Newspaper Advertising Media Buy resulting in lower ad rates and new promotional opportunities for the City.


Key Goal Alignment to Corporate Strategic

Plan (CSP) and Council Priorities

Position(s) Responsible Estimated Completion Date

Increase two way online engagement with residents by exploring the use of a one-stop tool (work with IS).

Council: Customer Service

Manager of Communications & Admin, Comm/Web Tech, Director of Corporate Support

Q3

Improve City’s responses to media by providing training for Council and new senior management staff.

Council: OD

Manager of Comms & Admin, Admin Clerk

Q1

Achieve City’s waste diversion goals by implementing waste loss challenge with multi-family complexes (work with E&O).

CSP: Infrastructure Council: Customer Service

Manager of Comms, Comm/Website Tech

Q1&2

Improve City’s visual identity by providing staff with updated graphic standards, messages, templates.

Council: OD


Q2

Undertake community engagement process to develop a new City slogan/brand as part of OCP process.

Council: OD Customer Service

Manager of Comms, Comm Clerk

Q3



Keep public informed of progress of how tax dollars are put to work by following the progress of 4 key Capital Projects, including the recreation complex.

CSP: Infrastructure Council: Customer Service

Manager of Comms, Comm/Website Tech, Comm Clerk

Q3&4

Showcase and support local businesses through coordinating the Biz Alley at MayDay.

CSP: Business Development Council: Customer Services

Communications Clerk Manager of Comms

Q1&2

Improve City’s responses to crisis and emergency situations by implementing crisis communications plan.

Council: OD

Manager of Comms, Admin Clerk

Q2

Review Annual Reporting process to public and invest more into the 2015 City Info Guide.



Q1&2

Inform public of available City services by coordinating PoCo At Work Week 2015.


Manager of Comms, Comm/Website Tech, Admin Clerk, Comm Clerk

Q2


Indicator/Measure 2010 2011 2012 2013 2014YTD

# of action requests processed 120 100 121 87 82

# of Council events supported 165 165 371 228 183

Media pickup rate 85% 90% 90% 90% 75%

# website visitors each year 470,000 514,513 545,481 557,026 397,458

Number of social media followers - - 5561 7936 9315

GFOA Award for annual reporting

# of E-update newsletter subscribers 1,140 1,200 1,390 1477 2133





Utilities 1%

Materials 1%

Purchases 8%

Contracted Services

2%

Personnel 88%

Communications & Administration

2%

2013 2014 2015 Change

Personnel 858,400$ 873,300$ 881,500$ 0.9%


Purchases 81,900 78,600 79,300 0.9%

Materials 20,800 14,000 14,300 2.1%

Utilities 9,500 9,600 9,700 1.0%

Operating Budget 1,050,800$ 993,000$ 1,002,500$ 1.0%

Revenue (43,500) (48,900) (49,400) 1.0%

Net Operating Budget 1,007,300$ 944,100$ 953,100$ 1.0%

Mayor & Councillors 371,500$ 377,900$ 381,600$ 1.0%

(included in above)


Corporate Office Division 2015 Business Plan

Corporate Office Division of the Corporate Support Department 2015 Business Plan

1. Division Focus

The Corporate Office provides service in agenda preparation, the recording of official minutes, the administration and certification of City bylaws, and the execution of legal documents on behalf of the City. In addition, the Corporate Office is responsible for the administration of civic and school district elections and for the conducting of public referenda. The Corporate Office manages and preserves Council, Committee and corporate records through a records management and retention program. Further, the Corporate Office processes requests for the release of information under the Freedom of Information and Protection of Privacy Act.

The Corporate Office oversees the management of City owned land. This includes acquiring and disposing of City property, obtaining appraisals, drafting relevant bylaws and agreements, responding to enquiries related to the purchase and sale of City property, and registering legal documents on title.

Lastly, the Corporate Office prepares and manages the Board of Variance application process.



Committee agendas and minutes are created by administrative staff across the organization, with support from the Corporate Office. This potentially results in ineffective use of technology (e.g. iAnnotate vs. iLegislate) and duplication of staff resources.

Provincial legislation and municipal best practice requires comprehensive records management and email management throughout the organization to capture and consolidate city records.



Freedom of information (FOI) and the protection of privacy are ongoing and represent a source of additional work for the division as the complexity of FOI requests increases. Historically, the City has managed land across several departments, each with different roles, knowledge and expertise. As a result, there is potential overlap in roles and responsibilities, and a duplication of staff resources.


Stated Deliverables - 2014 Financial Plan How did we do?

What did we do?

2014 Civic and School Board Elections incorporating 2014 legislative changes.

General Elections Day held on November 15th. Advance Voting opportunities held on November 5th and November 12th. Mail Ballot Voting opportunities also provided.

Elections Staff Hiring and Training, Required Advertising.

Potential Candidate Training.

Committee Advisory Training.

Hired over 80 elections staff. Held four training sessions. Met all legislated advertising requirements. Held potential candidate training in September 2014. Held committee advisory training in January 2014.

Reconstruction of Council Orientation Binders.

Reviewed and reconstructed Council Orientation Binders in July 2014. Now available digitally.

Implementation of Email Management. Deferred Commitments established for 2015.


Council meetings, agendas and web streaming.

Document Management activities.

Freedom of Information Requests.

Board of Variance meetings.

Land management processes (e.g. lane sale).


Community Shredding Event (3rd Annual) in June of 2014.

Provided a refresher on Robert’s Rules of Order to Elected Officials, Senior Staff and Committee Clerks in September of 2014.

Conducted research on land matters and Alternative Approval Processes for the Recreation Centre.


E-mail management processes.




Technological review of webcasting and agenda preparation software.

Internal review of job duties and workflow to streamline procedures.

Now tracking time spent processing FOI requests.

Preparations for a ‘modernized’ election, including equipment that has added security – such as locking, plastic ballot boxes instead of taped cardboard, election staff picture ID, and a newer version of the Voting Tabulator machine which includes built-in audit software.


Key Goal Alignment to Corporate

Strategic Plan (CSP) and Council

Priorities

Position(s) Responsible

Estimated Completion Date

Review document management processes and develop next steps, if required.

CSP: Strategic Service Delivery

Director of Corporate Support & Manager of Corporate Office and Lands

Q4

Review and update agenda/minutes workflow and processes.


Manager of Corporate Office and Lands

Q4

Conduct an e-mail management assessment and develop recommendations.



Q4

Review/improve internal land management processes and update land management strategy.



Q4


Indicator/Measure 2010 2011 2012 2013 2014 YTD

Electronic Agendas 99 100 61 61 30

Bylaws Processed 40 40 26 45 24

Freedom Of Information Requests 35 35 56 48 47

Document storage (boxes) - - - 800 738

Board of Variance 15 13 11 25 4





Utilities 1%

Materials 1%

Purchases 1%

Contracted Services

29%

Personnel 68%

Corporate Office

1%

2013 2014 2015 Change

Personnel 407,500$ 378,700$ 382,200$ 0.9%


Purchases 2,200 2,200 2,200 0.0%

Materials 6,400 6,000 7,700 28.3%

Utilities 400 900 900 0.0%

Operating Budget 574,400$ 554,300$ 563,800$ 1.7%

Revenue (10,600) (11,700) (11,800) -7.9%

Net Operating Budget 563,800$ 542,600$ 552,000$ -36.1%

Election -$ 67,500$ -$


Bylaw Services Division 2015 Business Plan

Bylaw Services Division of the Corporate Support Department 2015 Business Plan

1. Division Focus The Bylaw Services Division maintains a safe, healthy, and nuisance-free community for residents and businesses. This is achieved through effective management of City operations in Bylaw Enforcement, Animal Control, Business Licensing, Vector Control, and Community Policing. The Division also manages the City’s contracts for Animal Shelter Services and the residential Dog Licence Canvass.

The Community Policing section helps reduce crime in our community by providing residents and businesses with crime prevention information and assistance, and by acting as a communication link with the main RCMP detachment. The Business Licensing section provides information resources to encourage businesses to establish and maintain operations in Port Coquitlam, and helps to ensure that businesses operate on a level playing field.





Enforcement on homeless camps and nuisance behaviours in City parks is consuming a large part of the Bylaw Division’s staff resources. This is impacting the Division’s ability to engage in other projects, for example, systematic parking enforcement.



Proactively and reactively respond to nuisance-related problems in the community such as unsightly properties, barking dogs and other noise violations.

Animal control - including dog licencing, responding to complaints of pets at large, incidents of biting and attacks.

Community Police contributes to crime reduction in the community by educating residents about how to make themselves less susceptible to personal and property crime.

The division is responsible for issuing business licences and tracking associated information to ensure compliance.

Stated Goal – 2014 Financial Plan How did we do?

What did we do?

Implement strategy to force remediation of expired medical grows.

Deferred Bylaw amendment for Controlled Substance Nuisance Bylaw currently in draft form, to proceed in 2015.

Improve regulation of dangerous/aggressive dogs.

Deferred The legal landscape related to management of dangerous/aggressive dogs is rapidly shifting. This item will be revisited, and strategy revised, in 2015.

Redeploy staff to improve service to businesses.

In 2014, one Bylaw Officer has dedicated one day each week to resolving complex business licencing issues. A combination of site visits and in-person problem solving discussions represents an enhanced level of service that is drawing positive feedback from customers.

Improve dog licence contract.

The contract was amended in 2014. In 2015, follow up work will include strategizing about the balance between communication with the community and the work of the contractor in order to maximize compliance and program revenues.

Improve parking enforcement system.

Implemented Field Ticket system that allows enforcement staff to issue tickets while in the field. The info entered in the field is uploaded to database in real time, providing office staff with current info and an enhanced ability to respond to associated inquiries.




Participated in the Tobacco Reduction Initiative.

Revised the service delivery policy for vector control.

Deployed laptop computers, cell phones and enhanced personal protective equipment to improve mobility and safety for Bylaw Officers working in the field.

iii. Carryover Projects

Developing a strategy to force remediation of expired medical grow operations has been delayed by a legal action against Health Canada. We expect the case to be heard in 2015.

Improving the regulation of dangerous/aggressive dogs has been rolled into the larger project of amending the Animal Control Bylaw.


Completed integration of Vector Control and Community Policing operations with Bylaw Services operations, gaining efficiencies in the area of graffiti enforcement, problem properties, homeless enforcement, and animal control.

Acquired notebook computers with vehicle mounts to give bylaw enforcement officers remote access to City information systems.

6. Work Plan Highlights – 2015 Deliverables

Key Goal Alignment to Corporate Strategic Plan (CSP) and Council Priorities

Position(s) Responsible

Estimated Completion Date

Improve regulation of dangerous/aggressive dogs

CSP: Community Well-Being

Bylaw Services Manager

Q1

Develop revised Coordinated Enforcement protocols

CSP: Community Well-Being Strategic Service Delivery

Bylaw Services Manager

Q1

Implement service enhancements to local businesses from BCIT project: Biz Alley, Job Board

CSP: Economic Strength Strategic Service Delivery

Assistant Manager of Bylaw Services

Q1 - Q3

Complete renovation of Mary Hill Community Police Station

CSP: Community Well-Being Strategic Service Delivery

Bylaw Services Manager and Facility Services Manager

Q3

Finalize and implement Downtown Parking Strategy


Bylaw Services Manager and Planning Manager

Q4

Implement strategy to force remediation of expired medical grow operations


Public Safety Inspection Team

Q4



Continue special projects including Child ID, Distracted Driving, Pedestrian Safety, Crime Prevention, Anti-Graffiti, Bike Patrol.


Community Policing Team

Ongoing

Implement recording and tracking of vector-related Calls for Service in Tempest to facilitate future business planning.


Bylaw Services Manager and Vector Control Team

Q1

Participate on the Review Team for two Continuous Improvement Assessments:

Shared Services

Business Licencing

Council: Organizational Development

Assistant Manager of Bylaw Services

Q1, Q4


Indicator/Measure 2010 2011 2012 2013 2014 EST

# Business licences issued 2,637 3,117 3,204 3,178 3,250

Business licence revenue $771,000 $775,000 $790,000 $814,040 $820,000

Mean closure time of bylaw enforcement case

13 Days 12 Days 12 Days 12 Days 12 Days

# Dog licences issued 3,762 5,011 5,265 4,488 4,750





Utilities 1%

Materials 3%

Purchases 1%

Rentals 4%

Contracted Services

12%

Personnel 79%

Bylaw Services 1%

2013 2014 2015 Change

Personnel 884,000$ 829,300$ 851,300$ 2.7%


Rentals 42,500 43,200 43,900 1.6%

Purchases 3,300 3,300 3,400 3.0%

Materials 33,300 35,800 36,300 1.4%

Utilities 5,600 5,600 8,200 46.4%

Operating Budget 1,099,200$ 1,047,700$ 1,075,900$ 2.7%

Revenue (1,085,600) (1,096,400) (1,009,600) -7.9%

Net Operating Budget 13,600$ (48,700)$ 66,300$ -36.1%

Documents

Corporate Support Department 2015 Departmental Summary · Communication and Administrative Services Division 2015 Business Plan Due to external communications and community engagement