Corporate Administration Statement of Operations - Quarter 2 Financial Update (2016)

Variance Analysis

Compensation

The unfavourable year-to-date and forecasted variances of $645,918 and $976,047 are primarily the result of payouts and employee benefits for retirees.

Administrative

The favourable year-to-date variance of $543,611 is primarily due to a delay in the timing of consulting contracts now expected to be incurred in the second half of the year. These consulting contracts include: GO Transit Intergovernmental affairs ($160,000), Value for money audits, forensic audit, and alternative service delivery engagements ($313,000) and employee engagement ($200,000). This is favourable variance is partially offset with legal costs associated with Labour Relations.

Equipment, Vehicles, Technology

The unfavourable year-to-date and forecasted variances of $25,380 are primarily due to the acquisition of a license for a workforce management software (Kronos) which was unbudgeted for in 2016.

Other Revenue

The unfavourable year-to-date variance of $15,457 is primarily due to the timing of revenue related to a shared services agreement for human resource consulting initiatives with local area municipalities and other external organizations.

Intercompany Charges

The favourable year-to-date and forecasted variances of $15,046 are primarily due to a transfer pertaining to youth retention funding from General Government.

Community Impacts & Achievements

Corporate Administration includes the Chief Administrative Officer's Office, Corporate Records, Organizational Performance & Accountability, Corporate Print & Mail Services, Corporate Communications and Human Resources whose main focus is the general management/support of the other Regional departments.

2016 Project Updates/Accomplishments

Continued implementation of "People First", the Niagara Region's human capital strategy, with measurable results achieved. "People First" work plans and metrics strategy have been launched based upon a comprehensive review of human capital research/best practices, employee feedback and engagement from across the organization. Specific results include:

• Leadership, team and employee development in alignment with the Corporate Learning Strategy. Overall, greater than 90% satisfaction with the learning programs and a greater than 30% increase in participant confidence and commitment to apply their acquired skills and knowledge
• Non-union compensation job evaluation, market analysis and policy review implementation
• Launch of marketing for group health benefits provider in June 2016
• Employee recognition events in June 2016
• Kaizen event on improving recruitment and selection, focusing on the candidate experience and providing support to hiring managers in recruiting top talent and employees and are the right fit for the organization
• Introductory and advanced leadership training for managers to effectively manage in a unionized environment

Lead public engagement strategies and execution for numerous Council priorities including long-term care facilities review, airport study, Regional budget, Niagara Regional Housing, Southwestern Integrated Fibre Technology broadband expansion, future population growth, under 35 youth retention strategy, transportation master plan and the GO hub and station study.

Lead government relations activities to advance Council's strategic priorities including project management of GO rail expansion advocacy (announcement July 2016).

In the process of enhancing the regional website to be in compliance with the communication standards of the Accessibility for Ontarians with Disabilities Act.

Prepared Request for Proposals for both the Project Management framework and the Fleet Management audit.

Presented the third Value for Money audit to Regional Council - Transportation Operations.

Presented the second quarterly report to council on performance measures, our public facing dashboard and council priority projects.

Kicked-off the alternate service delivery task force on social housing in May.