The Treasurer’s Office 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: Revenue Services, Accounting Services, Pension, Payroll & Employee Benefits and Purchasing and Materials Management.

Budget Notes

The Treasurer’s Office provides effective financial and employee services to the Corporation and its Divisions, and Agencies 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.

 

View the Treasurer’s Office Program Map in greater detail.

The Treasurer’s Office 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: Revenue Services, Accounting Services, Pension, Payroll & Employee Benefits (PPEB) and Purchasing and Materials Management (PMMD).

2018 Budget Summary

The total cost to deliver these services to Toronto residents is $75.577 million gross and $28.067 million net.

Through a combination of base budget changes, operational efficiencies
and revenue adjustments resulting in total savings of $0.461 million net, the Program is able to more than offset $0.459 million net in Operating
Budget pressures and maintain the 2017 service levels for 2018.

Fast Facts

  • Process over 500,000 invoices annually, paying out in excess of $10 billion per year to vendors, governments & agencies
  • Administer over 798,000 property tax accounts, processing 1.6 million tax bills annually, with revenues of $6.3 billion (City & Education)
  • Process 2.3 million parking tickets with revenues of $97 million
  • Administer 525,000 utility accounts, processing 1.6 million utility bills with revenues of $1.3 billion
  • Administer 75,000 MLTT transactions ($639.7 million in revenue for 2016 with a budget of $708 million for 2017)
  • Process 809,000 pay cheques and 79,000 pension cheques
  • Manage a $229 million employee benefits plan for approximately 80,000 employees, dependents and retirees.
  • Procure an average of $1.8 billion in goods and services per year
  • Process approximately 1,800 purchase orders/blanket contracts annually
  • Manage corporate warehouse inventory flow valued at $14 million
  • Process 90,000 issues of corporate warehouse goods from City stores

Trends

  • Online lookups for property tax and utility billings support the City of Toronto’s eService Strategic Plan and Strategic Actions 2013-2018. Each of the lookups improves customer service by making information on billings and self-serve options convenient and accessible to Toronto residents.
  • The online lookups can be accessed anywhere, anytime, from a pc or web-enabled device.

Key Service Deliverables for 2018

The Office of the Treasurer provides effective financial and employee services to City Programs, Agencies and Corporations within a complex and highly legislated environment. Changing customer demographics have increased demand for automation and access through voice, internet and social media while maintaining traditional modes of access for an aging customer base.
The 2018 Preliminary Operating Budget will enable the Office of the Treasurer to continue to:

  • Upgrade Payroll Systems & Technology Platforms increasing access to Employee Self-Service Portal/Management Self-Service Portal (ESS/MSS).
  • Assess the requirements and readiness to roll-out the time, attendance and scheduling system (eTime) scheduling to other Divisions and develop a roll-out plan for enhanced self-service functionality for Time Entry/Recording.
  • Support the sustainment, improvement and protection of the integrity of the City’s financial system (SAP), including testing, training, user support and system upgrades.
  • Implement SAP Ariba, a source-to-pay cloud based software as a service solution, as part of the supply chain management transformation project, that will bring automation to the purchasing and accounts payable functions.
  • Improve P-Card processes while maintaining controls and increasing use of p-card.
  • Review business processes and data elements used to account for expenditures, cash management, and accounts receivable, transforming accounting and maximizing investment in the SAP financial system.
  • Support and develop online self-service options for Tax and Utility billings.
  • Modernization of the City’s property tax and utility billing systems to a new sustainable platform and to further enable web-based services.
  • Implement the Category Management/Strategic Sourcing and Operational Transformation Project as part of the Supply Chain Management Transformation project to move PMMD from a transactional service to a value added service that will drive savings through contracts.

Our Key Issues & Priority Actions

  • Continue to Transform Business Processes through continued work on:
    • Modernizing the procurement operating model to achieve best value for money for all procurements.
    • Supply Chain Management Transformation (SCMT) to modernize the procurement operating model and achieve best value for money for all procurements, for which an additional $2.252 million is included in the 2018 Preliminary Operating Budget
  • Operate in a complex and highly legislated environment that includes
    • International Trade Agreement that will impact the Purchasing By-law and related Procurement policies
    • Providing revenue accounting, collection and audit services for potential new taxes on hotels and short term rental accommodations
    • New public sector reporting standards
  • Deal with changing customer demographics
    • Increased demand for automation and access through voice, internet and social media
    • Continued demand for traditional modes from an aging customer base
    • Enhancing reporting to allow deeper and more timely Divisional analytics

2018 Operating Budget Highlights

  • The 2018 Preliminary Operating Budget for the Office of the Treasurer is $75.577 million gross and $28.067 million net representing an increase of 0% to the 2017 Approved net Operating Budget. The Program was able to meet the budget target through the following measures:
    • Efficiency savings ($0.380 million).
    • New User Fees ($0.079 million).
  • Staff complement will increase by 12.0 from 2017 to 2018.
  • New and enhanced funding is included ($0.309 million gross and $0.0 million net) for:
    • Administrative support for the merger of the City’s five pension plans with OMERS.
    • Ongoing support to the Investment Board
    • Category Management Implementation continues to transform Supply Chain Management with funding from the Tax Stabilization Reserve

Operating Budget

  • Confidential – Impact on Counter and Customer Service Functions of Proposed Reductions in the Office of the Treasurer’s 2018 Budget – BN #31