Policy, Planning, Finance & Administration
The Policy, Planning, Finance and Administration (PPF&A) Division provides centralized financial and administrative support to the Deputy City Manager and Cluster B Programs so that they can focus on providing services to the residents and businesses in the City of Toronto.
Policy, Planning, Finance & Administration (PPF&A) provides centralized financial and administrative support to the Deputy City Manager and Cluster B Programs so they can focus on providing services to Toronto’s residents and businesses.
2018 Budget Summary
The total cost to deliver these services is $23.181 million gross and $9.099 million net.
Through operational efficiencies, the Program is able to fully offset $0.049 million in operating budget pressures arising mainly from inflation for salaries and benefit costs while maintaining the 2017 levels for 2018.
- Processed over 56,000 vendor invoices
- Issued over 37,000 customer invoices
- Processed $155 million in accounts receivable transactions
- Processed bi-weekly payroll files for over 6,200 Cluster B employees
- Conducted 140 public consultation events to support Cluster B projects
- Distributed approximately 15,000 emergency preparedness publications across Toronto in multiple languages
- Led the Cluster B process for Excellence Toronto certification, achieving Bronze certification in 2017
- The Office of Emergency Management has maintained a current Business Impact Analysis for all City Programs since 2013. 91% of City Programs have completed all Business Continuity plans.
- The Program continues to transform service delivery through automation and streamlining processes.
- For 2018 and onwards, the Program anticipates that it will continue to maintain current service levels.
Key Service Deliverables for 2018
PPF&A offers centralized financial and administrative support to the Deputy City Manager and Cluster B Programs so they can focus on providing services to Toronto’s residents and businesses.
The 2018 Operating Budget will enable PPF&A to continue to:
- The implementation of PPF&A’s Strategic Plan objectives:
- Service excellence;
- Responsible management of public resources; and
- Commitment to staff.
- Provide financial and administrative support to Cluster B Programs.
- Provide continuous liaison and construction coordination with external organizations to integrate with City capital projects, minimizing aggregate construction disruption to the public.
- Maintain 100% compliance with Municipal Code Chapter 59: Emergency Management requirements and those under the Emergency Management and Civil Protection Act.
- Ensure ongoing readiness of the City’s Emergency Operations Centre and ability to have it staffed within 2 hours of a request for activation.
Our Key Issues & Priority Actions
- Implementing new corporate technology, policies and processes to automate manual processes while maintaining service levels.
- Leverage corporate technology improvements such as Employee Self-Serve/Management Self-Serve, e-Time, and SAP Ariba projects.
- Attracting and retaining skilled staff
- Continue to focus on staff training and cross-training to enhance skill sets.
- Provide development opportunities for staff through acting assignments and special projects.
- Build workforce capacity with support from Human Resources to fill vacant positions.
- Document key business processes to clarify roles and responsibilities.
2018 Operating Budget Highlights
- The 2018 Operating Budget for PPF&A is $23.181 million gross and $9.099 million representing an increase of 0% to the 2017 Approved Operating Budget. The Program achieved the target of 0% net change through:
- Base expenditure reductions ($0.049 million) from hydro costs.
- New and enhanced funding of $0.373 million is included for:
- Coordinators Outreach & Special Projects to engage the public in the Basement Flooding Protection Program and Local Roads Resurfacing Program
- Staff complement will increase by 2.6 from 2017 to 2018 from 190.4 positions to 193.1 positions.
- The 2018 Operating Budget provides funding for the ongoing support to the Deputy City Manager and Cluster B Divisions, ongoing readiness of the City’s Emergency Operations Centre, and continuation of coordinating major capital projects through:
- Corporate Leadership
- Organizational Effectiveness
- Emergency Management
- Financial Management
- Program Support