The Office of the Controller provides a broad range of internal financial and employee services to City Programs, Agencies and Corporations and supports the strategic priorities of Council by delivering four main services:

  • Pension, Payroll and Employee Benefits
  • Purchasing and Materials Management
  • Accounting Services
  • Revenue Services

Download the Budget Analyst Notes for Office of the Controller for detailed information on service levels, key initiatives, challenges and performance measures. You can also review budget highlights below.

The Office of the Controller provides effective financial and employee services to City Programs, Agencies and Corporations by ensuring accurate and timely pension, payroll and benefit services, procurement and materials management services, accounting, banking, accounts payable services, revenue administration services and billing and collection services.

Download the Office of the Controller Program Map.

Operating Budget

The total Operating Budget for the Office of the Controller is $81 million gross and $28.2 million net.


  • 0.2% Budget reduction over the 2018 Approved Net Operating Budget while maintaining existing service levels and to meet additional service demands.
  • $0.421M Savings achieved from the elimination of contracted vacancy rebate services, and positions no longer required due to the implementation of the Administrative Penalty System and modernization of the utility billing function.
  • $0.500M New/enhanced funding to review Accounts Receivable operations within the organization which will be funded from the Service Efficiency budget.
  • 2020/2021 Increases primarily for the operating impact from capital for ARIBA subscription costs and known step, progression and annualization adjustments for salaries and benefits.

Key Challenges

  • Complex and highly legislated environment, including harmonized sales tax and commodity tax legislation; Payroll legislation, including Canada Revenue Agency; Pension legislation – regulatory approvals for the merger of the City’s pension plans with OMERS; and new public sector financial reporting standards.
  • Changing customer demographics – increased demand for automation and access through internet, social media and continuing demand from an aging customer base via traditional modes.
  • Automation requirements to meet increasing information demands.
  • Resource constraints, lack of capacity to address corporate or specific Division initiatives and support major transformation.

Priority Actions

  • Continue the multi-year Supply Chain Transformation Program – a large scale business transformation of Purchasing and Materials Management (PMMD) through three projects: Implementing Category Management and Reorganizing PMMD which includes implementing SAP Ariba; Implementing the Procure to Pay Module of SAP Ariba transforming how the City buys and pays for things; and Implementing a Materials Management Refresh
  • Complete implementation of Municipal Accommodation Tax collection processes (Hotel and Short-Term Rental Tax)
  • Continue to support the sustainment, improvement and protection of the integrity of the City’s financial system, including testing, training, user support, and system upgrades
  • Transform the payroll service delivery model and implement employee-centric services and technology delivering a positive City employee experience.
  • Implement the Category Management which will move Purchasing and Materials Management Division to provide more strategic value-added services to the City Divisions.