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Q3 Financial Update (2016) Corporate Administration - Statement of Operations
(in thousands of dollars)

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.

  Year to Date Annual
Budget Actual Variance Budget Forecast Variance
Expenses
Compensation $7,008 $7,677 $(670) (9.6%) $9,269 $10,247 $(978) (10.5%)
Administrative 2,576 1,760 816 31.7% 3,274 3,009 265 8.1%
Operational & Supply 58 33 25 43.0% 77 55 23 29.5%
Occupancy & Infrastructure - 3 (3) 0.0% - 3 (3) 0.0%
Equipment, Vehicles, Technology 73 100 (27) (37.3%) 97 124 (27) (28.1%)
Total Expenses 9,715 9,573 142 1.5% 12,717 13,437 (720) (5.7%)
Revenues
By-Law Charges & Sales (3) (5) 2 (53.4%) (4) (6) 2 (40.1%)
Other Revenue (98) (98) - 0.0% (131) (140) 9 (6.7%)
Total Revenues (101) (103) 2 (1.6%) (135) (145) 10 (7.7%)
Intercompany Charges
Intercompany Charges (44) (38) (6) 13.4% (59) (53) (6) 10.0%
Total Intercompany Charges (44) (38) (6) 13.4% (59) (53) (6) 10.0%
Net Expenditure (Revenue) Before Transfers & Indirect Allocations 9,569 9,432 138 1.4% 12,524 13,239 (715) (5.7%)
Transfers
Transfers from Funds (985) (685) (300) 43.8% (1,094) (832) (261) 23.9%
Total Transfers (985) (685) (300) 30.5% (1,094) (832) (261) 23.9%
Indirect Allocations & Debt
Indirect Allocation (6,805) (7,192) 387 (5.4%) (9,072) (10,133) 1,061 (11.7%)
Capital Financing Allocation 114 93 21 22.8% 133 110 24 17.7%
Total Indirect Allocations & Debt (6,690) (7,099) 408 (6.1%) (8,938) (10,023) 1,085 (12.1%)
Net Expenditure (Revenue) After Transfers & Indirect Allocation $1,894 $1,648 $246 13.0% $2,492 $2,383 $108 4.3%

Variance Analysis (in thousands of dollars)

Compensation

The unfavourable year-to-date and forecasted variances of $670 and $978 are primarily the result of payouts and employee benefits for retirees

Administrative

The favourable year-to-date variance of $816 is primarily due to the timing of consulting contracts including: Advocacy Support ($173), review of benefit tendering ($158), value for money audits ($95), forensic audit ($214) and employee engagement ($200). Consulting for benefit tendering is anticipated to be less than budgeted and the employee engagement has been deferred to 2017 resulting in a favourable forecasted variance of $265. This favourable variance is offset by the unfavourable forecasted variance in Transfer From Funds.

Operational & Supply

The favourable year-to-date and forecasted variances of $25 and $23 respectively are primarily due to anticipated spending on hard copy reference materials (e.g. handbooks, legislative acts etc.) being less than budgeted.

Equipment, Vehicles, Technology

The unfavourable year-to-date and forecasted variances of $27 are primarily due to the acquisition of a license for a workforce management software (Kronos) which was unbudgeted for in 2016.

Transfers from Funds

The unfavourable forecasted variance of $261 relates to unspent reserve funding for the employee engagement survey ($200) and consulting for benefit tendering ($61) to be transferred back to reserves.

Community Impacts & Achievements

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.

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

Project Management Request for Proposal was concluded. A successful proponent/vendor was chosen (CIMA) and debriefs with unsuccessful proponents were held. Project plan and steering committee put in place.

Phase 1 of the social housing alternative service delivery completed.

Supported Deloitte with the forensic audit assignment.

Successful vendor awarded for the Fleet Management value for money audit (PWC).

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