2018-2022 Financial Plan

CORPORATE & FINANCIAL SERVICES

• RCMP implemented online subscriptions to Block Watch newsletters.

The Corporate & Financial Services Division (CFS) provides internal support to the organization and guides the financial, governance and technology activities. A summary of some of our 2017 accomplishments is shown below, followed by efficiency and effectiveness initiatives and the business challenges relevant to the 2018-2022 planning period. The subsequent pages will provide information on the departments in this division, including staffing, 2018 workplan highlights, performance measurements and budgets. Departments within this division are Clerk’s, Finance and Information Technology. CFS also provides support to the RCMP, Police Services and the Fire Department. Select 2017 Division Accomplishments • Open Government Portal implementation. • Assisted the Ministry of Justice in organizing a community workshop to discuss the challenges and justice needs in Maple Ridge. • Developed several funding options for Parks, Recreation & Culture investments. • Supported the planning and execution of the four- session “Community Dialogue on Homelessness” speaker series. • Commenced the Alternative Approval Process for Parks & Recreation Facilities. • Identified the types of records the public is interested in accessing online and worked to make these documents easily accessible while still ensuring the protection of privacy for our citizens. • Conducted a non-sprinklered apartment building fire safety education program. • RCMP hosted and participated in many special events including the Musical Ride, Logan Lay-Chief for a Day and Pink Shirt Day. Continuous Improvement • Fostering the “How May I Help You” service culture in our organization • Collaboration for services with partners and stakeholders, including use of mutual aid agreements. • Determine where automated digital workflow makes sense to implement. • We provide technical support during extended hours allowing us to better meet the expectations of our customers for 24/7 availability – all the time from anywhere on any device. • Added AR and QR technology into Development Signs to allow citizens to view a video explanation of what the project is about and to connect them to the Land Development Viewer Application which provides all of the details, documents and discussions related to that particular development. • New Justice Institute agreement for collaborative mutual beneficence.

Business Perspective/Environmental Scan • The division has been a leader in supporting Open Government initiatives and the Corporate Customer Service Quality Program. • A competitive market for talent makes it important to develop and grow our staff. • We need to recognize what is urgent versus what is important and focus accordingly. • Financial sustainability requires a regular review of our tax burden and economic environment to ensure we remain competitive and affordable. • 2018 is a local election year and an effort will be made to increase voter turnout through outreach and education. We will provide multiple voting opportunities to serve our growing and diverse population. • As the value of land continues to climb, it will be important to develop and implement a relevant property management strategy. • Corporate Records are increasing exponentially in this electronic world. Managing and storing these records is an ongoing task. • Fiscal challenges require balancing demands for enhanced service levels with simultaneous demands for reduced reliance on property taxes. • Changes to organizational processes and systems with a financial component require appropriate internal controls to be in place. • Refresh the Information Technology Strategic Plan to align with Council goals and objectives to maximize corporate benefit. • As we move forward with Open Government and our commitment to delivering business value with data we rely on the subject matter experts from each department to promote ways of sharing data and information in meaningful ways both internally and with the community. • As City staff look to data to understand and resolve business problems, we need to ensure there are adequate resources for collecting and analyzing this information. We also need to ensure the right information is collected and stored in accurate, consistent and timely ways. • Fire Hall 4 is planned for the Albion neighbourhood to meet the demands of a growing City, Fire Hall 3 is lacking in space and options are being explored. More complicated lives don’t permit people the necessary time to become paid-on-call firefighters and efforts are being made to support the level of participant’s commitment. • Increasing demands on police include: multi- jurisdictional crime, complexity of investigations,

technology, social issues, legislative/Crown requirements, as well as the instant need for communication from police to the public.

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