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HomeMy WebLinkAboutCAO-001-23Clarftwn Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: January 9, 2023 Report Number: CAO-001-23 Reviewed By: Mary -Anne Dempster, CAO Resolution#: GG-005-23, C-009-23 File Number: By-law Number: Report Subject: Public Works Payroll and Job Allocation Process Modernization Review Recommendations: 1. That Report CAO-001-23 be received; 2. That staff be directed to review the recommendations contained in the WSCS report (Attachment 1) and prepare a scheduled plan to implement the recommendations to create more efficient processes; 3. That staff, as per the provincial funding agreement, post a PDF copy of the final report on the Clarington website; 4. That staff submit the required documentation to the Province of Ontario, as per the funding agreement; and 5. That staff report back to Council with regular updates on the status of the implementation of the improvements. Municipality of Clarington Report CAO-001-23 Report Overview Page 2 At the end of 2021, the Province of Ontario announced a third intake of the Audit and Accountability Fund (AAF#3). Clarington applied for the Public Works Payroll and Job Allocation Process Review. This funding requires the project to be completed by a third -party consultant. WSCS Consulting Inc. was awarded the contract for the work. Findings were bucketed into the following six categories: - Governance, Planning and Performance, Measures and Reporting, People and Organization, Policies and Materials, Equipment and Technology, and Methods and Process. The recommendations, upon full implementation could allow the Municipality to realize significant efficiencies in Public Works, particularly from an administrative perspective. This report seeks Council's endorsement for staff to review the recommendations and build an implementation plan, to be presented to Council later in 2023. 1. Background 1.1 In the first intake of the Province of Ontario's Audit and Accountability Fund, the Municipality applied for and were successful in obtaining funds to undertake an organizational structure review, as conducted by Grant Thornton LLP. Staff applied for the second intake to undertake a centralized customer service review, which was completed in 2021 by CSPN. 1.2 For this intake, a meeting was held with the former CAO along with several directors to review a potential pipeline of projects through which we could get immediate value. It was decided that undertaking a review in Public Works, focused on payroll and job costing allocation would be a viable exercise to apply for. 1.3 Eventually, the work was single sourced to WSCS Consulting Inc. who have completed the attached review. 2. Summary of Findings 2.1 The report summarizes the findings into six main buckets, which include — Governance, Planning and Performance, Measures and Reporting, People and Organization, Policies and Materials, Equipment and Technology, and Methods and Process. The high-level "opportunities" provided under each section have been abbreviated and included below for reference. Municipality of Clarington Report CAO-001-23 Governance, Planning and Performance Page 3 2.2 Develop a new business plan with performance plans and documented processes. Managers and supervisors should be managing work, not performing manual transactions. 2.3 Public Works facilities and locations should be part of a longer -term vision to become more aligned with service needs. IT to review internet connectivity and impacts in different locations, inclusive of need for additional mobile solutions. 2.4 Modernize processes to move towards "no paper" and enter "one time, one place" with a view to capture information at source. 2.5 Develop a change management strategy and assign a champion to oversee and monitor. 2.6 Develop a LEAN Continuous Improvement program in Public Works, focused on progress reporting against recommendations in report and ongoing modernizations efforts (inclusive of tracking of results and changes). Reporting and Measuring 2.7 CityWide to house all data against jobs/activities and ensure that General Ledger information reflects only that needed for annual Provincial Financial Information Return. Currently unnecessary data is collected and not used, thereby creating inefficiencies. 2.8 Develop regular reporting and access for supervisors to access workload and costs. 2.9 Establish and track against KPIs with associated service levels for work management, payroll, and fleet management. 2.10 Develop performance measures based upon standard costing of jobs. 2.11 Utilizing CityWide for lifecycle costing of capital assets and explore extending the process to Infrastructure division to capture in-house engineering costs on capital projects. Municipality of Clarington Page 4 Report CAO-001-23 People and Organization 2.12 Redefine roles with a responsibility matrix that reflects process changes. 2.13 Develop a comprehensive training program that is supported by standard operating procedures for all Public Works staff and supporting departments. Health and Safety and other related trainings are currently in -place — this is specific to items such as software utilization. 2.14 Implement performance management framework that is aligned with annual/multi-year business plans (specific to entire corporation — not PW alone). Policies and Materials 2.15 Develop policy frameworks and accompanying policies for payroll, job costing, fleet management and inventory. 2.16 Develop standard operating procedures to support policies and controls. Technology 2.17 Work with CityWide to develop solution to drive information (at general ledger level) to Great Plains and ADP for timesheet information. 2.18 Explore moving from tablets to hybrid laptops (e.g., Microsoft Surface) to allow for both desktop and mobile application or inspectors. 2.19 Work with CityWide to address fleet management deficiencies. 2.20 Work with CityWide, GPS and fuel systems to download information into CityWide against fleet and export to Great Plains. 2.21 Consider procurement card processing and Great Plains inventory (then push to CityWide inventory). 2.22 Create two-way integration between CityWide and AMANADA for access permits and complaints (work currently underway for Q1 2023). 2.23 Purchase and implement CityWide Asset Collector module, to improve mobile collection efforts. Municipality of Clarington Page 5 Report CAO-001-23 Methods and Process 2.24 Utilize Timesheet module within CityWide. 2.25 Staff to utilize ADP, inclusive of attendance component. 2.26 Meal tickets to be tracked through CityWide and pushed to ADP for payment. 2.27 Eliminate General Ledger accounts for fleet and utilize simple account based on the Financial Information Return. 2.28 Undertake an Equipment Rate Study (currently charging out at 1995 rates). 3. Implementation Considerations 3.1 There are several recommendations in the report, which will require the utilization of LEAN and continuous improvement principles in an on -going manner. Staff will need to work through the items, prioritizing projects through a project management framework, which will require the coordinated effort of multiple departments. It is expected that the CAO's Office will take the lead. 3.2 As part of the change management efforts, attention will have to be given to the redefining of roles and responsibilities as well as implementing annual and multi -year business planning. This will be a corporate wide effort throughout 2023 and beyond. 3.3 The report provides a roadmap for modernizing the Public Works payroll and job costing process. This project has highlighted other areas and processes that should be reviewed and revamped to create efficiencies and improve data collection. 3.4 The priority will be streamlining and simplifying the payroll process where the greatest efficiency can be gained. There may be several iterations as software systems are expanded and integrated. This would include the Timesheets module in CityWide. The goal would be to export data from Timesheets into to ADP. Currently supervisors submit timesheets on behalf of their staff. It would be a major efficiency gain to simply have staff enter their own hours into ADP and have the supervisor review and approve. 3.5 All costs should be captured in CityWide against assets including both project and work order options to provide data and lifecycle costs. This would eliminate the numerous general ledger accounts in Great Plains and simplify the process and duplication of work. It is recommended that staff work with the fuel vendor and the new GPS service provider to integrate fuel and usage into CityWide. Municipality of Clarington Report CAO-001-23 Page 6 3.6 Currently CityWide does not have an efficient inventory module. It is recommended that fleet utilize the Great Plains inventory system that has barcoding ability and work with CityWide to integrate inventory from Great Plains. CityWide software is widely used within the municipal sector. They have been advancing the functionality over the past few years. Staff should continue to work with them to resolve some of the workorder issues. 4. Financial Considerations 4.1 There are implementation cost considerations proposed in the report that would have to be further reviewed. The total estimated amount is $300,000 which is inclusive of direct and indirect costs (savings are listed at up to $695,000). Staff are submitting a 2023 budget request for a business analyst position to support the implementation of these efforts and the broader modernization efforts required across the Public Works department. 4.2 The real value of these changes lies beyond the numbers listed above. It is also in the consistency and standardization of the payroll and job allocation process and the reduction of opportunity for error. Most critically, the quality and timeliness of the data for managing work, capturing lifecycle costs and future financial planning. 5. Concurrence This report has been reviewed by the Director of Public Works and the Deputy CAO/Treasurer who concur with the recommendations. 6. Conclusion It is respectfully recommended that Council receive the WSCS Consulting report and direct staff to begin implementation planning. Staff Contact: Catherine Carr, Project Manger, Audit and Risk, ccarr clarington.net or Justin MacLean, Manager, Strategic Initiatives, jmaclean(o-)_clarington.net Attachments: Attachment 1 — Public Works Payroll and Job Allocation Process Modernization, WSCS Consulting Inc. Interested Parties: There are no interested parties to be notified of Council's decision. ciffft"19 PROCESS MODERNIZATION OF PUBLIC WORKS PAYROLL AND JOB ALLOCATION DECEMBER 20, 2022 WSCs ---mConsulting Think Beyond Contents EXECUTIVE SUMMARY 3 PROJECT OBJECTIVE 5 PROJECT SCOPE 5 METHODOLOGY 5 1 DEFINE: THE PROBLEM 7 2 MEASURE: MAP THE CURRENT STATE PROCESSES 7 3 ANALYZE: ROOT CAUSES OF THE PROBLEM 12 4 IMPROVE: RECOMMENDATIONS 18 5 CONTROL: SUSTAIN THE CHANGE 31 APPENDIX A: MINIMUM MAINTENANCE STANDARDS O.REG 239/02 33 APPENDIX B: SUGGESTED POLICY FRAMEWORK 38 APPENDIX C: PAYROLL KEY PERFORMANCE INDICATORS 39 APPENDIX D: FLEET KEY PERFORMANCE INDICATORS 40 APPENDIX E: DETAILED IMPLEMENTATION COSTS 41 APPENDIX F: DETAILED IMPLEMENTATION PLAN/TIMELINE 50 APPENDIX G: PW INVENTORY FUTURE STATE 59 APPENDIX H: PW PAYROLL FUTURE STATE 60 2 1 P a g e EXECUTIVE SUMMARY The Municipality of Clarington's Public Works (PW) Department is responsible for maintenance of roads, bridges, culverts, sidewalks, parks, cemeteries, trails, stormwater management ponds, forestry services among other services, some of which are contracted out. To pay its employees and understand its activities and costs, PW has put in place, a complex set of processes, of which are time consuming and manual. These legacy processes can be traced to former funding requirements by the provincial government and have not been reviewed or modernized. The true value of many of these processes is not apparent. Most processes require duplicate entry into multiple systems which is both costly to operating and risky to manage. As with any process, change is difficult and typically requires a burning issue to initiate something different. Departures of seasoned staff who had put these processes in place many years ago heightened the need for a more streamlined, documented approach to payroll and job allocation. With the help of the province's Audit and Accountability Fund, the Municipality of Clarington was able to secure funding and launch this service delivery review project as a way to modernize these processes. WSCS Consulting Incorporated was engaged to undertake a review of all PW payroll and job allocation processes, including fleet and asset management. The recommendations contained in this report are intended to eliminate non -value added activities, reduce risk by adopting the LEAN principles of "one is best" with processes that create flow, have limited 'handoffs' and are 'error proofed' to prevent and detect defects. That is, information should be entered one time, in one place with system controls to minimize risk of over/underpayment or incorrect allocations. This can only be achieved through a modernized work management system whereby staff enter their time and activities against assigned work orders which are fully integrated with payroll. By today's standards, this is not new. Many organizations, including those in the municipal sector, have had staff responsible and accountable for their time for decades. In our world, where technology rests in small portable smartphones, it is no longer acceptable to waste employee time and time spent tracking employee time for employees to get paid. Accountability should rest with the individual employee to ensure that their work is captured and reported accordingly. Supervisors should be there to oversee the work, ensure the assigned work is completed in a timely, accurate manner and as expected by the municipality's customers. This, however, is not the current state in Clarington's PW department. Supervisors are bogged down with outdated, antiquated processes with no mechanism to capture work information. They are saddled 3 1 P a g e with a complex set of manual timesheet, required daily for every employee which is intended to capture what staff accomplished during the day. Some supervisors enter the time in spreadsheets, others, fill out paper versions, all of which are re-entered into several other spreadsheets by the administrative staff with the ultimate goal of getting staff paid. This process is estimated to take about 45 hours, or the equivalent of approximately $55k per year in time. It is clear that this is not only a waste of employee talent, but it also does not add any value to the service. Fleet management also needs an overhaul with proper controls and system solutions to reflect the total lifecycle costs of each unit. This includes preventative maintenance programs with the view to ensure that the equipment is available to deliver services, is safe and lasts its intended useful live at the lowest possible cost. Costing and utilization need to reflect real costs so that management can make evidence -based decisions about fleet and its replacement. Complexities in these processes as well as the job allocations have grown over time without a critical view because 'we have always done it this way'. It would appear that there is job information overkill, likely as a result of old provincial funding models. While job/activity information is important for decision -making, particularly the critical analysis of insourcing versus outsourcing, the way in which data is collected at the municipality would never yield the appropriate information or allow for critical analysis. It would be extremely time consuming to gather the information in a way that would allow for evidence - based decision -making. Further, the charge out rates for fleet are so outdated (dating back to the mid 1990's) and therefore, the costs are not reflective of modern day reality. Consequently, the municipality is not in a position to adequately assess lease/buy, insource/outsource options. Even though the municipality has implemented systems to capture information, it has continued to operate as it did more than twenty years ago. For Clarington, there needs to be a recognition that staff time is money and it cannot be wasted on non -value added activities. The time is now for change so that staff talent can be utilized to better serve the customers. This all means that PW staff need to have the tools and training to capture the information needed to be paid in a timely, efficient and accurate manner. Managers and Finance need to have the evidence and data to be efficient and effective asset managers. The recommendations in this report provide the roadmap to make this happen. These recommendations require investment in technology and training, but most importantly, a change management strategy. Change is only successful if the Municipality manages the 'people side' of change. 4 1 P a g e PROJECT OBJECTIVE The primary objectives of this project were identified in the Request for Proposal (RFP) as follows: 1. Create process to reduce and streamline the administrative work for preparing payroll data submitted by -weekly to Payroll. This applies to employees who work under the Outside CUPE contract. 2. Improve and streamline payroll allocation to various service areas. 3. Create a system that improves the quality of data for better reporting and data analytics. 4. Look at process for items above that can expand on the utilization of existing software including Citywide, Microsoft Dynamics GP (GP), ADP Workforce (ADP). S. Create a process that establishes stable contributions to Public Works reserve funds for replacement fleet equipment. The objective would be to utilize existing software such as Citywide software for job costing and eliminate duplication of details in financial reporting system. Review Fleet allocation process and develop an improved process for allocating fleet costs. 6. Provide a prioritized action plan to be implemented in stages complete with staffing resources. 7. If it is determined that additional software is recommended, a summary business case should be included with the reasons, cost and benefits. 8. There must be a summary of cost savings and/or value of efficiencies found through the recommendations of this review process. 9. Include suggested KPIs within this service area. PROJECT SCOPE The scope of the project included the analysis of significant payroll/job allocation and fleet processes in the PW Department. Excluded from this Process Review are the capital infrastructure and development projects managed by the infrastructure division. However, some recommendations are applicable to this group. METHODOLOGY WSCS utilized LEAN Six Sigma (LSS) tools and methodologies to assess the municipality's PW payroll/job allocation and fleet management processes. LEAN SS focuses on the customer to yield better, faster services by identifying and eliminating waste and defects in processes. In order to assess the current state and formulate our recommendations for an improved future state, we undertook included the following steps: 1. Documentation reviews including policies, procedures, project information, procedures, systems, procedures and reports. 5 1 P a g e 2. Interviews, focus group session with all PW supervisors and managers. 3. Interviews and focus groups were facilitated to develop first round of process maps. These included Finance, Information Technology, Infrastructure Services (Asset Management) as well as Public Works staff. 4. System and process walkthroughs to illustrate system functionality. S. Develop future state recommended processes. 6. Interim report and presentation to management. 7. Draft and final reports presentation to management and municipal Council. Process mapping provides opportunities to increase efficiency and effectiveness, assessment of controls, risk identification with the view to develop response plans and make improvements. To this end, we have mapped the processes from work management to employee payroll as well as fleet management and inventory. This report contains 27 recommendations that we believe will allow the Municipality to better leverage system functionality, mitigate risks and eliminate non -value- added activities. 6 1 P a g e 1 DEFINE: THE PROBLEM The RFP outlined the problem that PW and the Municipality was facing as follows: "The current tracking of Public Work staff for payroll purposes is done with a complex set of Excel spreadsheets. The complexity of the union contract and the numerous service areas provided by Public Works compounds the process. The process is extremely administratively time consuming. This involves Public Works, Payroll and Financial Services staff. As well, the process increases the risk of human error and corrupt spreadsheets. The current system does not provide easily accessible data. The objective would be to improve payroll reporting and allocation processes. Another component is the use of a Fleet Allocation process as a method for allocating fleet equipment costs over the various services in Public Works. The larger purpose of the Fleet Allocation is a method of funding further fleet and equipment replacement through a net year-end transfer to reserve fund. These details are currently posted per pay period in the financial reporting system and are rolled up at year end." 2 MEASURE: MAP THE CURRENT STATE PROCESSES The Municipality currently uses Microsoft Dynamics GP for its Enterprise Resource Planning System (GP) for its financial services such as payables and receivables. This is a powerful product but many of its features appears to be underutilized (such as inventory, purchasing card integration as well as reporting). Public Sector Digest (PSD) Citywide is utilized for Asset, Work Management, FMW for Budgeting, Capital Planning and Fixed Assets. The Municipality has made great strides over the last few years in leveraging this technology by implementing work orders for forestry, fleet, park inspections, patrolling, patching among others. Work orders allow for the response to service requests as well as assigned work. CityWide allows for time and other costs to be tracked against an asset, but this feature is only utilized by fleet at the moment. It is important to note that not all PW staff utilize Citywide, nor have they been trained. In fact, many staff do not have access to technology at all. However, those staff that do have access and are utilizing the software, have generally been receptive to the automation, even though the software has some shortcomings. 7 1 P a g e The Municipality recently launched AMANDA as its Customer Relationship Management system and portal. This allows for the tracking of land management information and permits as well as customer requests and complaints. While not fully integrated at this time, AMANDA does 'push' information to CityWide and creates a service request. These requests are analyzed by PW staff and, if necessary, a work order is created in CityWide and transferred to the appropriate staff. There are also road occupancy/entrance permits that are housed in AMANDA, that are not reflected in CityWide. There is no 'two way' integration between these two products. Consequently, the feedback loop may not be there to ensure that the service request is dealt with. We are aware that, without integration, the customer could be left hanging without a resolution and no mechanism to track their request. With a focus on the customer, the municipality may wish to resolve this in the near future to avoid these issues. Since the beginning of the review, the municipality also purchased City Wide's Decision Support module which will allow for the capture of condition assessment data which is currently housed in WorkTech, an asset management software that is being decommissioned. The Asset Collector module would allow for mobile assessment and capture of assets. This was in the Municipality's budget for 2022 but not yet purchased. This would be of great assistance to the municipality for updates to its asset management plan in real time using mobile technology. Payroll is processed through ADP Workforce which allows for self service, approvals, time off requests. However, PW does not utilize ADP like the majority of departments. This is primarily due to the fact that PW charges its time (both staff and machine) to 'jobs' for each hour. In any day, this could involve several different jobs, particularly in the summer months where staff could be doing a variety of activities to maintain the municipality's roads, bridges, culverts, sidewalks, parks, cemeteries, trails, stormwater management ponds, forestry services. To some extent, Municipal staff work on capital projects but most of this is managed by the Infrastructure Division. In winter, most of the staff are assigned to plow routes, patrolling and snow removal. In PW, the payroll/job allocation process involves manual/excel based timesheets, with a multitude of collective agreement provisions for various rates, all of which are entered into a complex set of excel spreadsheets. The steps can be summarized as follows: 1. Each supervisor enters the staff time into a daily timesheet with hours, jobs and machine time as well as any premium pay. . 2. These are then sent to the PW Administrative Assistant (either by email or paper) who then re- enters every transaction in several spreadsheets including but not limited to the following: 8 1 P a g e a. Timesheets — a line for every date is entered in a spreadsheet with codes and the individual rates, adjusted for any premium plus hours and all of which are then totalled. While the formulas are used, they are in each cell. b. These are then copied and summarized on another spreadsheet which are entered in the pay summary. c. Sick time and attendance are entered in another spreadsheets. 3. Pay Summary — is manually entered from the time sheets into another spreadsheet including rates and hours sent to payroll. 4. Payroll reviews and uploads the payroll to ADP and adjusts for sick time and returns the information to the PW Administrative Assistant who adjusts the labour distributions in another spreadsheet. 5. Pay Period Journal Entry — entered manually — all transactions to be posted to the general ledger by account for salaries and transformed to an upload document that is sent to Finance for GP upload. Spreadsheets are also used to track rosters, employee attendance, schedules, hours of work', time off in lieu of overtime etc. In total, each biweekly payroll for the PW involves twenty or more independent spreadsheets which take approximately 45 hours to complete each pay which 1 https://www.ontario.ca/laws/regulation/060555 is $55k per year or $772 per employee. This is staggering but the true costs are not reflective. Every manual entry represents a chance of error and risk. Consequently, the hidden costs of this process is much higher but not easily measurable. During the winter months, staff are entitled to an overtime meal ticket of either $15 or $25 depending upon the time/day that the overtime is worked. For each staff member that is claiming these tickets, a new spreadsheet is created for each month, it is signed/approved by the supervisor and sent to Finance for payment. There were 21 separate spreadsheets for January 2021 for example. PW also tracks 'machine time' againstjobs in spreadsheets based upon charge out rates for every hour that equipment is used. These are also tracked manually (spreadsheets) which are sent to Finance after payroll to upload to GP which, captures every piece of equipment in a series of four accounts. In 2022, for example, we noted that over 350 general ledger accounts are 'active' for fleet. These capture individual costs during the year but, these are 'reversed' at the end of the year which renders the accounts basically useless for life cycle costing. We are not sure why the Municipality has implemented this process and no one we consulted with really had an explanation other than it was the municipality's practice. This is unique as we have not seen this in any other municipality and 9 1 P a g e does not appear to add value. In fact, it is hindering the municipalities' ability to effectively analyze its fleet costs. In terms of fuel, the Municipality utilizes Petrovend software for its fuel management systems. We understand that it is not set up to accurately record the vehicle hours/kilometers nor is it integrated with CityWide or GP. Consequently, the data from the system is manually entered/uploaded into GP on a quarterly basis against the equipment general ledger account as opposed to real time. This is problematic as it does not allow the Fleet staff to set up preventative maintenance schedules based upon odometer readings or hour milestones. This represents risk that the fleet will not be effectively managed to ensure that the associated work is done on the vehicle at the appropriate time, leading to downtime or safety issues. We do note, however, that the Municipality recently purchase Telus — Focus GPS software which would offer some additional functionality in terms of the location of the vehicles as well as the odometer readings. At present, this software is not integrated with CityWide but the opportunity is one to explore. With respect to fleet, we also note that parts are purchased utilizing purchasing (credit) cards and then manually entered into CityWide inventory module. When a part is used on a piece of equipment, it is charged to materials/repairs and maintenance. The challenge is that the inventory is not integrated with GP, and therefore, must be counted at year end. As it is not truly an inventory system, there is no bar coding and it is not clear if the accounting policy is built into the system (eg. FIFO or perpetual inventory). A robust inventory module would include 'reorder points' with integration to purchase orders and automation. All that being said, the process is quite manual and time consuming. We estimate this process to cost the organization is approximately $7k per year between PW and finance staff time. Of particular concern is that the fleet rates have not been updated since the late 1990s, prior to the elimination of funding from the province. This has had far reaching implications as the charge out rates are intended to reflect the 'true cost' of service and allow for comparison between insourcing and outsourcing. Clearly, rates in the late 1990s are not reflective of costs in 2022 and therefore, any business case to outsource service would not be comparing appropriate costs. Further, because the rates are significantly below actual cost, the reserves for fleet are undervalued and is not sufficient to fund replacement. We understand that the municipality had to levy additional funds to 'top up' the reserve for fleet. We have calculated the rates to be at least 300% below the current rates in the market place. For example, the current rate charged for a tandem truck is $34 per hour and the Ontario Provincial 101 Page Standard Specification (OPSS) 1272 rates range from $130 and $425 per hour depending upon the type and weight of the truck. On a conservative basis, this represents about $2.8 million per year or $14 million over 5 years. Year Fleet Revenue Estimate Revenue at Current Rates Sum of Estimate Revenue/Reserve difference 2017 1,346,235 4,038,706 2,692,470 2018 1,349,593 4,048,779 2,699,186 2019 1,475,070 4,425,209 2,950,140 2020 1,559,677 4,679,030 3,119,353 2021 1,419,615 4,258,844 2,839,229 Grand Total 7,150,189 21,450,568 14,300,379 According to the Municipality's Finance Department, the current reserve balance has since 2017 ( Table 1) and has had to rely on levy in recent years to build the fund. It a best practice to update equipment charges on a regular basis to keep the rates current, charge out to all jobs, allow the Municipality to assess whether it should lease or buy. It also provides for the reserve to be replenished so that there is 'money in the bank' to replace assets when they are at the end of the useful life. This minimizes the tax levy 'shock'. As can be seen in z file:H/C:/Users/tcarr/Downloads/OPSS.PROV%20127/020- %20Ap r%202022. pdf Table 1, 2021 saw a loss in 'revenues' and a reduction to the reserve fund. The year end balance or $574k represent less than three replacements of fleet. Current costs are approximately $200-250k per tandem truck or loaders. This puts the Municipality in a very tenuous position as it will likely have to levy to cover its purchases in the next few years. Table 1:Clarington's Operations Equipment Reserve Fund Balances - Source: Clarington Finance 2017 2018 2019 2020 2021 Budget Transfers 134,500 134,500 159,500 185,000 1,085,000 from the General Fund Fleet Close Out 209,047 170,038 239,391 472,752 (127,795) Net 343,547 304,538 398,891 657,752 957,205 Budget Capital 1,015,000 630,000 680,000 790,000 1,150,000 Expenditures Reserve Balance @ 1,207,715 987,821 879,926 734,517 574,679 Year End The current age of the equipment is 8.4 years but there are 18 units over the age of 13 (Table 2. In general, the useful life of heavy equipment is generally between 12 and 15 years. Therefore, it is important that the Municipality act 111 Page now to replenish its reserves through more appropriate equipment charge out rates. Table 2: Equipment Units and Average Age - Provided by Clarington Finance Type Number of Units Average Age HEAVY 12 7.5 SA 2 9.5 SINGLE 13 6.7 TANDEM 18 10.1 Grand Total 45 8.4 The pandemic was a kick start to many changes in the workplace whereby organizations have shifted to 'reimagining or re-architecting work' means more than automating tasks and activities. It's about configuring work to capitalize on what humans can accomplish when work is designed around their strengths. Research suggest that transforming work requires reskilling and technological capability in order to establish new practices and processes. Clarington is no different. It needs to do things differently, it needs to invest in technology, its people to make change. 3 ANALYZE: ROOT CAUSES OF THE PROBLEM Our review revealed that PW payroll/job allocation and fleet management processes have significant non -value added activities but there are opportunities for improvement. In general, the staff recognize that change is needed, they just do not know how to proceed. The fact that processes have been in place for a very long time make it difficult for existing staff to identify opportunities for improvement. But, despite the fact that there is much to be done, much has been done. In fact, WSCS had the opportunity to undertake the Forestry Service Delivery Review in 2019 where we made recommendations with respect to the implementation of work orders and implementation of mobile technology. These recommendations were implemented and the rewards are being realized. During our consultations, it became evident that staff have made change but it is challenging. There has not been an overall plan or direction but with new leadership and motivated staff, there is a sense that things can and should change. CityWide has been recently implemented for park inspections, road patching, patrolling and fleet and the benefits are being realized. This creates some momentum for further changes that we have recommended in this report. 121 Page We have identified the following root causes of these PAPER BASEDAND EXCEL TIMESHEETS INADEQUATE PROCESS DOCUMENTATION f Am DESIGN NO SOP MULTIPLELINLINICH) SPREADHHEETS JOB CASTING- VERE DUPLICATION FORMS - MEAL TICIGETS-MANUAL, AfMTPLE COPIES, SPREADSHEETS DUPLICATION ----� DOCUMENT MANACEMI LACK OF PLANK INC AND FERFORMANCE: LOCATIONS -SPACE issues: CHANGEAVERSE SFLOS COLLECTIVE AGREEMENT PROVISIONS OR NON EMSTENT 4-FINANCIAL KPIS MOUTLE ALL U SING GP - NO A OC AND LEAD TIME NOT AIL CAPTURED ACK OF ROBUST R EPORTINC FORECASTING LIMITED DOCUMENTED POLICIES OR PROCFDLIRES FIGURE 1:11100T CAUSE ANALYSIS NCE MANAGEMENT SYSTEM AANAdGENIENT LACK OF TRAINING LACK OFAMALYi CAL RESOURCES �IIIIII NQLC3GY-TABLFTS INSU FFIUENT GR UNDERUTIUZED LACKOFTRAINING Crn-'ATDE NOT INTEGRATED X ADP NOT INTEG RATED LACK OF IT SUPPORT APPuCA7ibn bEVELOPMFW D PRESESURE5 FLIN ES Time t o C omplet e Payroll Excessive SOM ri PROCESS CS 131Page 1. Methods — Duplication of effort and a lack of supporting documentation is evident. Most processes continue to be paper based and/or captured outside corporate systems. PW payroll processes are overly complex and not supported with technology. There has been no documentation to support the processes and the chance of error is very high. Many spreadsheets are used to track information including outstanding work as opposed to a work planning system resulting in duplication of effort when systems can provide consistent, accessible information. Part of this is due to a lack of knowledge of the systems or thei r potential functionality but also "because it has always been done that way". Until this duplication of effort is reduced, the Municipality will continue to spend unnecessary time on non -value added activities and be unable to focus on important customer service strategies that are currently lacking. There has not been a critical review of job activities in some time. It would appear that jobs have been tracked but never analyzed. As well, some are 'one time projects' that would be better reflected in CityWide only. The general ledger is overly complex for no apparent value. Capturing information on each piece of equipment has value but only if it is based upon lifecycle and is easily accessible to be analyzed. We suspect that the approach to capture information in the general ledger and jobs stems from a prior practice for provincial funding. But, if the information is not utilized to make decisions, then it is simply an exercise because 'it was always done that way'. However, it is imperative that the Municipality have sufficient information available to demonstrate that it meets Minimum Maintenance Standards, Hours of Service, Asset Management Plans to name a few. This can be achieved through activities in CityWide as opposed to the general ledger, which is simply a financial reporting mechanism, not for what was done, but more 'how much it cost'. Consequently, the general ledger should be useful but also not so detailed that it loses its validity. At minimum, the Municipality needs to respect the requirements of the Provincial Financial Information Return requirements as follows: 1. Roads - Paved 2. Roads - Unpaved 3. Roads - Bridges and Culverts 4. Roads - Traffic Operations & Roadside 5. Winter Control - Except sidewalks, Parking Lots 6. Winter Control - Sidewalks, Parking Lots Only 7. Transit - Conventional 8. Transit - Disabled & special needs 9. Parking 10. Street Lighting 11. Air Transportation 12. Urban Storm Sewer System 13. Rural Storm Sewer System 141 Page 2. Materials — There is a lack of formalized documentation, policies are outdated or non-existent. What is in place is not readily available to the managers and staff. This appears to be a theme across the Municipality based upon our other reviews. Policies are needed to reduce risk and variation in services and provide the support that managers need to measure performance. Document management is problematic in the payroll/job allocation processes as information is gathered in spreadsheets that are not locked down nor are they audited for proper calculations or adherence to the contracts. It is true that staff are keenly aware of their own pay but the other information captured, such as machine time is clearly just captured for 'the sake of capturing it. It is no longer driving decisions nor funding the replacement of the assets. Consequently, it needs to change or not done at all. Policies communicate an organization's culture, values, and philosophy. They cover what employees can expect from the Municipality (work management, responsibilities and accountabilities), what the Municipality expects from employees (code of conduct, confidentiality agreements), and what customers and the community can expect from the Municipality (customer service). Policies provide consistency throughout the organization, improving employee performance, accountability, morale, service and reduce risk to both the organization and the employee. However, no matter how terrific policies are, they are no substitute for adequate employee training and supervision, topped off with a deeply ingrained culture of ethics and compliance. Because the Municipality does not have a comprehensive set of policies, managers and employees do their best and for work management, payroll or job allocation, staff are relied upon for the simplest of queries, all of which take time and likely result in variation of responses. It is also important to review policies and practices for continued relevance and assess unintended consequences. For example, the meal ticket 'policy' that requires a monthly spreadsheet falls within the travel and expense policy. But, for the amount of money that is paid, it would appear to be overkill. Particularly since the much larger expense, payroll, has limited oversight. In fact, meal allowances account for an average of $22k per year (or 0.1% of the annual budget) but salaries are $8.4million (53%). The policy and procedure for meals should be revisited and simplified. 3. Measurement — While PW does monitor its requests and workload, there are no specific performance measures or expectations with respect to managing workload, except that it is bound to meet Minimum Maintenance Standards and be able to measure its response time. Other areas, however, there are no performance measures to track cycle time, errors, with respect to payroll, fleet and requests. In these areas, there 151 Page are no specific performance expectations, nor are they measured. We note that, because there is no one source of information, managers are unable to assess the effectiveness of work management practices without a significant amount of manual effort. Appendix D and E provide for some recommended Key Performance Indicators for payroll and fleet respectively. 4. Machinery/Technology — Underutilized technology (GP and CityWide) and multitude of systems without effective implementation and integrations. Some technology is a complete duplication without any added value (GP fleet). Lack of strategy nor expectations, training of system utilization. The tendency is to utilize spreadsheets outside of systems instead of exploring corporate solutions. Managers/staff do not have access to their own employee data because ADP and CityWide is not used for PW. Assessment of the current systems indicate that there is a need for a long term strategy for integration and many opportunities to reduce duplication and create one source of truth (as articulated by Clarington's IT). In some cases, that source of truth should be GP as it is the corporate financial system and ultimately, it is utilized for financial statements and audit purposes. However, it does not need to be the gatekeeper in all areas provided that there is true integration and access to'subledgers' needed by departments. As explored in the prior section, there are several systems that do not integrate such as Petrovend, Focus GPS with CityWide or GP. There is a need to develop an integration strategy to ensure that staff are not entering information in multiple places or spreadsheets and reconciling. 5. Environment —The culture has been one of reactive approach as opposed to a more proactive one with long- term integrated plans. Departments have made decisions regarding information technology needs without full consultation. To some degree, PW is an 'island' and that has meant that the Information technology department has not been as supportive as it could have been. It is apparent that this is changing and the result is positive. We also note that, the PW culture has generally been change averse for many years and it has been difficult to move things forward, particularly with respect to technology. 6. Organization — The PW department has seen changes in both structure and services with the recent move of Engineering to the Infrastructure Division and departure of several staff. This has presented both challenges and opportunities. On the one hand, processes were not adequately documented leaving staff to learn 161 Page their new roles quickly. On the other hand, new technologies and leadership provide for new ways of doing things. In terms of the developing a culture of learning and development, the Municipality has undertaken many initiatives that are moving in this direction. The LEAN Six Sigma training demonstrates recent commitment to professional development and continuous improvement. Some PW staff have taken this training and is eager to apply what they are learning. There is not, however, a comprehensive training plan or program that aligns with a performance management framework in place. This will need to be a key focus over the next few years in order to advance the recommendations in this report. In summary, there is a need to develop a Change Management/Training Strategy to ensure that the Municipality is successful. The strategy should be to always opt for the 'source of truth' in systems. In some instances, GP should be the 'keeper' of the information such as inventory, in other cases, CityWide should capture 'subledger' information. However, it is of utmost importance that everyone understands the source of truth and the processes are well documented through a clear accountability framework and responsibility matrix that all agree upon. 171 Page 4 IMPROVE: RECOMMENDATIONS 1 Governance, Planning and Performance Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 1.1 Develop a new business Business plans with performance As part of the long term strategic plan, HIGH 2O23 plan with performance expectations are not in place and reactive PW should develop a business plan with EFFORT, plans and documented work planning. The focus is on transactions goals and expected outcomes. This HIGH processes. Managers not long term plans or strategies. The should drive the jobs/activities that it IMPACT and supervisors should unionized environment seems to be the tracks as opposed to being focused on the be managing work not crux but we are personally aware that past. Asset management should be the performing manual unionized staff can be held accountable underlying driver with the goal to capture transactions. through appropriate workplans and lifecycle costs for better long-term performance agreements. planning. 1.2 PW facilities and We note that PW is to some degree 'an There is a need to better service PW HIGH 2O23 locations should be part island' and often lacks support of corporate including IT, finance. In future, facilities EFFORT, of a longer -term vision services. There is a need to review how should be better developed to handle HIGH to become more services are provided. As well, the facilities inventory, systems. IMPACT aligned with service are aging and not conducive for growth. We needs. IT to review understand that a facility strategy is internet connectivity underway. Internet connectivity at depots is and impacts in different problematic to the point that the staff at locations. There is Orono often physically bring their payroll limited space available information to the Hampton garage. for technology. Additional mobile solutions may help. 181 Page Rec Opportunity Findings Opportunity Detailed Description Effort, Start # Impact 1.3 Modernize — processes There is a culture of manual processes, PW should move to the concept of HIGH 2O23 to 'no paper' and enter paper and spreadsheets. This represents entering information one time, one place, EFFORT, 'one time, one place' waste, duplication, and risk of errors. right the first time in 'corporate' systems. HIGH with the view to IMPACT capture information at source. 1.4 Develop a change Old school approaches — change averse. Change management strategy is needed LOW 2023 management strategy — Staff have had little training in technology to ensure that the people side of change EFFORT, PROSCI ADKAR with a few exceptions. Recent is managed. With 50-95 potential full LOW evaluation. Assign a organizational changes provide some time and part time staff involved, the IMPACT Change Management opportunities. Municipality must ensure that all are Champion to oversee involved and have the knowledge and and monitor. ability to make the change. 1.5 Develop a LEAN Currently there is a CityWide working group Continuous improvement program HIGH 2O23 Continuous to identify ongoing changes. This doesn't should start with the initiatives in this EFFORT, Improvement Program necessarily reflect the entire set of report. The Team should involve IT, HIGH in PW focused on recommendations in this report. Finance, Payroll, Asset Management, PW IMPACT progress of the supervisors and staff. Goal should be to recommendations in reduce process costs by 1% annually (for this report and ongoing example). Suggest additional front line modernization with PW staff enrol in Lean Six Sigma Training. tracking of results and changes. 191 Page 2 Reporting Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 2.1 Once all data in Currently, all tracking of activities and Provide regular reporting and access to HIGH 2O23 CityWide, prepare progress is contained in spreadsheets that information in CityWide based upon KPIs EFFORT, monthly reports against are not accessible to the supervisors. There to supervisors. Require a review and 'sign HIGH plans (budgets in is no follow-up to ensure that the data sent off' that the data is accurate. IMPACT CityWide). Work with in timesheets are properly captured and FMW to reflect jobs and costed. fleet. Develop regular reporting and access for supervisors to assess workload and costs. 2.2 Reduce number of jobs There are too many jobs that are not Move to eliminate jobs that are'one time' LOW 2023 to 'real needs'. Change required and are not used. in the General ledger such as fleet, EFFORT, GL to reflect only that projects in favour or capture in CityWide. HIGH needed for Financial This will require a change to CityWide and IMPACT Information Return. All GP. Move GP to the Financial Information detail to reside in Return lines. CityWide against jobs/activities —will require a revamped set up. 201 Page Rec Opportunity Findings Opportunity Detailed Description Effort, Start # Impact 2.3 Set up and Track KPIs There are currently no metrics utilized for Suggested KPIs contained in the Appendix LOW 2023 with service levels for these processes nor expectations. - include: Response time between EFFORT, work management, request/resolution, Payroll Cost per HIGH Payroll and Fleet Employee, Number of errors per IMPACT Management. This may employee, Hours assigned to Work require work orders Orders/Number of available staff hours, and activity changes Number of outstanding service (e.g. Downtime which is requests/FTE, Downtime per unit, Cost currently not captured) per Unit, Number of hours utilized/available hours 2.4 Performance measures Once all data is captured in CityWide, In 2025, undertake a standard costing HIGH 2O25 should be developed information on standard activity costs analysis to determine how much typical EFFORT, based upon standard would be available which will allow for jobs cost on an hourly or per request HIGH costing of jobs. better work planning and performance basis. This should then formulate the IMPACT metrics. performance plans and reporting. Regular variance analysis should be undertaken to understand impacts and sources of variation. 2.1 Once CityWide is With the implementation of AMANDA, As required by O.Reg 588/17, Asset HIGH 2O24 utilized for work there does not seem to be a strategy to Management Planning regulation, there EFFORT, management and reflect lifecycle costs of assets. Recent is a need to capture lifecycle costing, HIGH payroll, explore acquisition of Citywide decision, support associated levels of service and financing IMPACT lifecycle costing seems to indicated that Engineering will be strategies for proposed levels of service. approach with using CityWide for asset condition Both Engineering and PW contribute to Infrastructure Division. assessments but the actual capturing of the lifecycle costs. Engineering is costs and reporting has not been responsible for most capital costs determined. whereby PW is responsible for maintenance. There is a need to ensure that a strategy is in place to gather all information for decision making. 211 Page 3 Organization Rec Opportunity Findings Opportunity Detailed Description Effort, Start # Impact 3.2 Develop a There has been some training provided to Create a training program for CityWide, HIGH 2O23 comprehensive training staff utilizing CityWide but the expansion time entry with short videos to support. EFFORT, program supported by will require a comprehensive set of training Identify the key contact for any questions HIGH standard operating guides. as changes are introduced. IMPACT procedures for all PW staff and supports. 3.3 Implement Performance management should be Performance plans with workplans are HIGH 2O24 performance implemented with goals, objectives in line needed with metrics and expectations. It EFFORT, management with the performance metrics. is important to streamline jobs and HIGH framework aligned with activities before rolling this out for IMPACT an annual/multi-year simplicity. business plan with reduced jobs/activities. 3.4 Assign IT Staff to IT has been very effective in implementing There may be a need for additional HIGH 2O23 facilitate integrations AMANDA and other priorities over the last resources to support this project in IT. EFFORT, and testing. year. The recommendations in this report This will need to be assessed based upon HIGH will require significant resources. other priorities. Additional outside IMPACT support may be required. 221 Page 4 Policies and Materials Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 4.1 Develop a Payroll/Job Payroll/Job Costing and Fleet/Asset A policy framework should be put in HIGH 2O23 Costing/Fleet Management/Inventory policies do not place and, to build new skills in the PW EFFORT, Management/Inventory exist. We noted that interpretation of department, assign policy development HIGH Policy Framework with collective agreements and job allocations is to staff with associated consultations. IMPACT accompanying policies. left with staff and no guidance. Delegation of authority for Payroll should also be developed (see Appendix B for suggested list of policies). As they are completed and adopted, all policies should be posted on the website for easy access. 4.2 Develop standard The only documentation we received were Documentation is needed to support HIGH 2O24 operating procedures individual notes on 'how to do' things in GP. policies and reduce variation in service EFFORT, to support policies and These do not have business rules or delivery. Easy access will be essential for HIGH controls. associated policies to support what is being front line staff IMPACT done. 231 Page 5 Technology Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 5.1 Work with CityWide to Currently, all tracking of activities and CityWide has the ability to capture time HIGH 2O23 export information at progress is contained in a multitude of (through Timesheets) and costs (Parts EFFORT, GL level to GP and ADP duplicate spreadsheets. Time and rate and Materials) as well as machine time. HIGH for timesheet information for staff is sent to payroll for This would allow for one entry, against a IMPACT information. upload into ADP which then creates a work order (which can include assets) journal entry for GP. This is also adjusted by and push to ADP. There will be a need for PW to reflect sick time. No hours are use of an API to achieve this push but the reflected in GP. Similarly, for machine time, savings are significant. The integration is the hours and rates are captured in one element, but set up in CityWide spreadsheets only. The General Journal would also be required (pay codes, rates, simply is the total. Consequently, there is machines etc.). As well, training will be no easy way to determine how many hours required as will smartphone/tablet are spent on each job or equipment utilized. technology. All of these processes are disjointed, duplicated and run the risk of error. Rates are manually entered each pay period including all 'odd' situations contained in the collective agreement. ADP has limited ability for job costing which is apparently why it is not utilized. The challenge is that staff are not responsible for their own time in ADP as other departments are. 241 Page Rec Opportunity Findings Opportunity Detailed Description Effort, Start # Impact 5.2 Consider moving from In some situations, staff have the need to By moving from tablets + a HIGH 2O23 'tablets' to hybrid download a significant number of work desktop/laptop to a 2in1 tablet such as EFFORT, laptops (2 in 1s e.g. orders when they go on the road. The Microsoft Surface, the Municipality will HIGH Microsoft Surface) to tablets do not allow for the numbers save on multiple devices while improving IMPACT allow for both desktop needed for staff and therefore, they must service and reducing the need to go to and mobile applications go back to the office to work on their the office. While a Surface is more for inspectors. computers in these cases. The Fleet staff expensive than a tablet, it is cheaperthan Operations staff simply currently utilized desktops but have tablets having two devices to manage and need smartphones or for some items. It would be more efficient purchase. Some of these tablets can be tablets for work orders to be able to access information at the repurposed to staff currently not utilizing and time capture. location. Other staff, currently not using CityWide but all staff would need access CityWide will also need technology to in order to update their work orders and capture their work and time. add time, machine utilized in the field. 5.3 Work with CityWide to Fleet has identified several issues the Work with CityWide to address the issues LOW 2023 address Fleet CityWide including the ability to have more with respect to Fleet Management. We EFFORT, Management than one work order item per vehicle. understand that CityWide is aware of HIGH deficiencies. Preventative Maintenance is also an issue these issues as other municipalities have IMPACT as the system does not have an easy way to raised these. collect the hours/odometer readings. Inventory is manually entered into the system and there is no parts scanner. 5.4 Work with CityWide, Currently, the fuel management system is Work with CityWide and PetroVend to LOW 2023 GPS (Focus Telus) and not integrated with CityWide or GP and fuel provide for a download to CityWide EFFORT, Fuel (Petrovend) is reflected in GP for each piece of against each vehicle. There will likely HIGH systems to download equipment through a journal entry every require a mapping of each field. IMPACT information into quarter. The system has issues in that the Citywide against fleet — odometer reading can be overridden and export to GP. therefore, is risky. The new GPS system may provide some options. 251 Page Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 5.5 Consider procurement Inventory and parts are currently Purchase the procurement card HIGH 2O23 card processing and GP purchased, mostly via purchasing cards and processing module which allows for the EFFORT, inventory — push to then manually entered into CityWide. download of the transactions from the HIGH CityWide inventory. When used the item is attached to the bank without intervention. The coding IMPACT equipment. However, there is no inventory occurs in the module - it is 'smart' in that captured in GP and therefore, there is a year it recognizes the card number and typical end process to reconcile the inventory. The general ledger codes associated with the purchasing card process requires card and auto populates for ease of intervention as well. coding. For inventory items, these could be transferred into GP inventory which allows for property inventory policies (FIFO or perpetual) and its costs. This will solve the year end issue as the value of the inventory will always be available. This would require a 'push' to CityWide and then, as push to GP when utilized. The Municipality would have to work with CityWide to identify the appropriate tables. GP also has many options for bar coding but would have to be explored with CityWide. See Appendix G for Future State. 261 Page Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 5.6 Work with CityWide Currently there is only one way integration Work with AMANDA and CityWide to HIGH 2O23 and AMANDA to between AMANDA and CityWide whereby incorporate two way integration and EFFORT, integrate work orders service requests and permits are pushed to reduce duplication of effort. HIGH (two way). the service request module in CityWide. IMPACT This means that those accessing AMANDA, including Service Clarington, will not have access to the request. Public Works would have to close the request in AMANDA. 5.7 Purchase and Asset Collector is an asset management tool We understand that Asset Collector was LOW 2023 implement Asset available on the CityWide mobile app, that in the 2022 budget but not purchased or EFFORT, Collector to improve enables users to download and visualize implemented. This will benefit the entire HIGH mobile collection assets in the field, collect new assets, organization as assets will be captured at IMPACT efforts. update asset attribute data, and record source and update the asset inventory. condition assessments to optimize lifecycle event strategies in CityWide Asset Manager (AM) 271 Page 6 Processes Rec Opportunity Findings Opportunity Detailed Description Effort, Start # Impact 6.1 Implement Timesheets As discussed above, CityWide Timesheets Timesheets in CityWide would be HIGH 2O23 with CityWide. Will will eliminate approximately 130 populated by the information in the work EFFORT, require set up and spreadsheets per pay and approximately 45 order as well as machine time against the HIGH integrations. Jobs to be hours per pay. It will free up supervisors to equipment. Time would be entered, IMPACT captured in CityWide manage work and analyze results. then approved by supervisors. and sent to GP. Additional approvals are possible Possible use of through workflow but all information Timesheets for would pass directly to payroll. The GL schedules and hours of should only reflect what is needed for the work. Work with ADP Financial Information Return lines. All to capture exported other job information and fleet can time data. Staff to reside in CityWide. See Appendix H for finalize and submit Future State. timesheets for approvals by supervisors. 6.2 Provide self service for PW is the only department that does not Provide access to ADP for PW staff and LOW 2023 ADP to all staff — have self service to ADP. We understand work with ADP to resolve entitlements. EFFORT, attendance to be that there may be vacation entitlement HIGH updated in ADP. challenges in ADP. These likely should be IMPACT addressed before going live. 6.3 Move meal tickets to Meal 'tickets' is a time consuming manual Create a paycode for meal tickets in LOW 2023 CityWide Timesheets process for staff to claim overtime meals. CityWide and push to ADP for payment. EFFORT, and paid through ADP The process appears to be a legacy issue Ensure that the paycode is set up to LOW payroll. requiring many unnecessary steps with capture the HST rebate. IMPACT individual spreadsheets. In one payroll, there was 21 separate spreadsheets that are signed off for $15 and $25 items. 281 Page Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 6.4 Eliminate General Currently, there are 4 general ledger Eliminate the individual general ledger HIGH 2O23 Ledger accounts per accounts for each piece of equipment to accounts for fleet and opt for simple EFFORT, fleet in favour of charge salaries, materials, maintenance and accounts based upon the Financial HIGH CityWide—currently machine rentals to each. In 2022, there Information Return (FIR). All other IMPACT reversed so information were over 350 accounts created for this information can be reflected in CityWide is 'gone' anyway! purpose. For reasons unknown to and accessed by PW. Simplify all job codes to everyone, these charges are 'reversed' at those actually used and the end of the year in favour of an overhead needed. account. This basically means that all transactions made are no longer in the balance and are 'credited'. Therefore, the information about the equipment is essentially 'gone' without going to the individual account. We also noted that many GL accounts created for jobs are for one time projects and jobs. 291 Page Rec # Opportunity Findings Opportunity Detailed Description Effort, Impact Start 6.5 Undertake an The current equipment rates utilized by PW By moving to new fleet rates, there will HIGH 2O23 Equipment Rate study are from the mid 1990s. These rates are be an impact on the budgets. EFFORT, and compare approximately 300 to 800% below the Consequently, there should be a rate HIGH Equipment rates to current Ontario Provincial Standards for study based upon lifecycle cost of fleet. IMPACT OPSS 127 standards fleet (e.g. Clarington's rate for a dump truck This was not possible based upon the where available. is $27 per hour and the OPSS rate is $251). manner in which fleet information is Others to 2022 rates. This means that the expenses charged to captured and reversed. In the interim, This will require a each job is significantly lower than real cost. increase rates by 20% per year for then phase in as this would That is reflective of the fact that the reserve next five years to increase the reserve. be a significant impact funds are insufficient for replacement. on the budget. At minimum, an increase by an inflationary amount should be built into the rates. 301 Page 5 CONTROL: SUSTAIN THE CHANGE In order to provide the Municipality with priorities, anticipated investment and savings, we have provided our estimate of the investment required and anticipated capacity savings over a three-year period. We recognize that the Municipality has limited capacity to make change and therefore, recommend a staged approach to transformation. Table 3:Summary of Investments and Savings Table 3 below shows that, our recommendations will require approximately $308k in investment with a payback period of 2 years and resulting capacity and direct savings. The savings will extend past this period, particularly once the recommendations are fully functional. It is important to note that the savings are shown for the full three years based upon the start date for implementation, not expected to be saved in the year of implementation. Appendices E and F provide the details by recommendation and the spreadsheet has been provided to the Municipality to develop its own workplan. Category One Time Costs Estimated Net Operating Costs (Savings) Year of Implementation Estimated Net Productivity/ Capacity Costs (Savings) - Year 2 and 3 Total with Savings 1 Governance, Environment 30,000 -121,250 -121,244 -212,494 2 Measures, Reporting 10,000 1,104 3,312 13,312 3 People, Organization 125,000 -25,000 125,000 4 Policies and Materials 15,000 15,000 5 Equipment, Technology 123,000 -119,900 -249,800 -246,700 6 Methods, Processes 5,000 -21,000 -42,000 -58,000 Grand Total 308,000 -286,046 -409,732 -363,882 311 Page CONCLUSION In conclusion, the PW department has seen many changes over the years with new leadership, staff and organizational change. This, however, was not supported with the required policies and documentation nor system integrations. As a result, the department suffers for processes that do not utilize their talents in the best way. These processes have been in place for decades without review. While it is true that the Municipality must adhere to its collective agreements and regulatory environment, systems can help. Integrations and new approaches are needed to eliminate duplication and risk in favor of one source of truth. Data needs to be entered in one place, one time and any requirement for data in subsidiary systems need to be technologically driven as opposed to staff driven. The next step is a strategy to fully utilize the functionality in CityWide to collect data that reflects work undertaken by staff, provide real time access to managers/supervisors so that PW can better plan work and make evidence -based decisions. There will need to be a concerted effort to work with the vendors to get the appropriate integrations in place and working effectively and efficiently. This needs to be a partnership with the IT and Finance departments so that everyone is moving in the same direction and understand responsibilities and accountabilities. The Municipality should consider a comprehensive training program in CityWide to leverage its functionality with the view to eliminate all outside tracking. Perhaps forming a working group with all partners is important to build and monitor the plan. We are confident the Clarington has the leadership and commitment to make the changes that are required to improve these processes. ACKNOWLEDGEMENT We wish to express our appreciation for the cooperation and assistance afforded WSCS Consulting Inc. by staff and management at the Municipality during this review. 321 Page APPENDIX A: MINIMUM MAINTENANCE STANDARDS O.REG 239102 Column 1 Column 2 Column 3 Column 4 Column 5 Column 6 Column 7 Column 8 Average Daily Traffic 91 - 100 km/h 81- 90 km/h 71- 80 km/h 61 - 70 km/h 51- 60 km/h 41- 50 km/h 1- 40 km/h (number of motor speed limit speed limit speed limit speed limit speed limit speed limit speed limit vehicles 53,000 or more 23,000 - 52,999 15,000 - 22,999 9 2 2 12,000 - 14,999 2 2 10,000-11,999 2 8,000 - 9,999 2 6,000 - 7,999 2 2 4 4 5,000 - 5,999 2 2 4 4 4,000 - 4,999 2 4 4 3,000 - 3,999 2 4 4 2,000 - 2,999 2 4 5 5 1,000 - 1,999 4 5 5 500 - 999 4 4 4 5 5 200 - 499 4 4 5 5 6 50 - 199 4 5 5 6 6 0-49 6 6 6 6 6 *As amended May 3, 2018 FIGURE 2:CLASSIFICATION OF HIGHWAYS 331 Page MINIMUM MAINTENANCE STANDARDS - O.REG 239102 - LEVELS OF SERVICE - PATROLLING & WINTER CONTROL CLASS OF PATROLLING SNOW SNOW ACCUMULATION ICE FORMATION TREATMENT OF ICY HIGHWAY FREQUENCY ACCUMULATION RESPONSE TIME - PREVENTION ROADWAYS RESPONSE - ROADWAYS ROADWAYS (HOURS) RESPONSE TIME TIME (HOURS) (CM) (HOURS) 1 3 TIMES EVERY 7 2.5 4 6 3 DAYS 2 2 TIMES EVERY 7 5 6 8 4 DAYS 3 ONCE EVERY 7 8 12 16 8 DAYS 4 ONCE EVERY 14 8 16 24 12 DAYS 5 ONCE EVERY 30 10 24 24 16 DAYS 341 Page MINIMUM MAINTENANCE STANDARDS - O.REG 239102 - LEVELS OF SERVICE - POTHOLES PAVED SURFACE PAVED SURFACE PAVED SURFACE NON- PAVED SURFACES NOW PAVED SURFACES NOW PAVED SURFACES SURFACE OF SHOULDER SURFACE OF SHOULDER SURFACE OF SHOULDER CLASS OF HIGHWAY SURFACE AREA (CM2) DEPTH (CM) RESPONSE TIME (DAYS) SURFACE AREA (CM2) DEPTH (CM) RESPONSE TIME (DAYS) SURFACE AREA (CM2) DEPTH (CM) RESPONSE TIME (DAYS) 1 600 8 4 8 7 2 800 8 4 1,500 8 7 3 1,000 8 7 1,500 8 7 1,500 8 14 4 1,000 8 14 1,500 10 14 1,500 10 30 5 1,000 8 30 1,500 12 30 1,500 12 60 351 Page MINIMUM MAINTENANCE STANDARDS - O.REG 239102 - LEVELS OF SERVICE - SHOULDER DROP OFFS, CRACKS, LUMINAIRES AND SIGNS SHOULDER DROP-OFFS CRACKS> 5CM WIDE AND 5CM DEEP > 3 METRES LUMINAIRES - INSPECT EVERY 12 MONTHS - NO MORE THAN 16 MONTHS REGULATORY AND WARNING SIGNS CLASS OF HIGHWAY RESPONSE TIME (DAYS) RESPONSE TIME (DAYS) RESPONSE TIME (DAYS) RESPONSE TIME (DAYS) 1 4 30 7 7 2 4 30 7 14 3 7 60 14 21 4 14 180 14 30 5 30 180 14 30 361 Page MINIMUM MAINTENACE STANDARDS - O.REG 239102 - LEVELS OF SERVICE - BRIDGES BRIDGE DECK SPALLS BRIDGE DECK SPALLS BRIDGE DECK SPALLS SURFACE DISCONTINUITIES SURFACE DISCONTINUITIES CLASS OF HIGHWAY SURFACE AREA (CM2) DEPTH (CM) RESPONSE TIME (DAYS) HEIGHT (CM) RESPONSE TIME (DAYS) 1 600 8 4 5 2 2 800 8 4 5 2 3 1,000 8 7 5 7 4 1,000 8 7 5 21 5 1,000 8 7 5 21 371Page APPENDIX B: SUGGESTED POLICY FRAMEWORK Asset/Work Management Asset Inventory Asset/Work Management Patrolling Asset/Work Management Work Order Management Asset/Work Management Service Levels/Performance Asset/Work Management Proactive Maintenance Asset/Work Management Fleet Management Asset/Work Management Inventory Asset/Work Management Fleet Replacement Policy Asset/Work Management Equipment Charge Out Policy and Reserves Asset/Work Management Service Levels and Priorities Payroll Scheduling Payroll Timesheets and Machine Time Policy Payroll Payroll Processing Payroll Vacation Requests Payroll Meals and Travel Payroll Personal Information Administration IT Policies CityWide Security Profiles Administration Administration ADP Security Profiles Administration Purchasing Cards 381Page APPENDIX C: PAYROLL KEY PERFORMANCE INDICATORS • Absenteeism Rate: Evaluate the engagement of your employees • Cost of Absenteeism: Cost per employee • Overtime Hours: Monitor your employees' workload in detail • Training Costs: Analyze the investments in your employees • Employee Productivity: Track the overall effectiveness of your workforce • Talent Satisfaction: Ensure your employees are satisfied in the long run • Time to Recruit: Monitor how long you need to find a new employee • Employee Turnover Rate: See how your retention efforts work • Talent Turnover Rate: Evaluate how many talents you continually change • Turnover Rate By Group: Monitor if your diversity groups are satisfied • Part -Time Employees: Watch the evolution of part-time workers overtime • Average Time Stay: See how long your employees stay • Cost of Turnover: Total cost of hiring + training • Payroll Performance Metrics: Number of Errors/Accuracy Rate • Payroll Performance Metric: Time to Run Payroll • Payroll Performance Metric: Cost of Payroll/Cost per Payroll Payment • The number of payments processed outside of the normal payroll cycle. • The number of retroactive payments/employee. • The time it takes to resolve input that contains unclean data. • Accuracy of time tracking for hourly compensation. 391 Page APPENDIX D: FLEET KEY PERFORMANCE INDICATORS • Fleet asset utilization rate • Vehicle availability/total availability • Preventative maintenance frequency • Maintenance technician productivity and efficiency scores • Repeat repairs percentage • Scheduled maintenance and repair work • Reduce EV breakdowns and reduce cost and waste • Parts availability • Idling time • Vehicle maintenance completion rate • Customer and employee satisfaction • Cost per km operations and maintenance • Downtime per year • Fuel economy — litres/100 kms or per hour • Total cost of ownership 401 Page APPENDIX E: DETAILED IMPLEMENTATION COSTS Rec # Opportunity Start One Time Costs Estimated Net Operating Costs (Savings) Year of Implementation Estimated Net Productivity/ Capacity Costs (Savings) - Year 2 and 3 Total including savings Comments/ Assumptions regarding costs and savings 1.1 Develop a new business plan 2023 $0 $0 Internal with performance plans and documented processes. Managers and supervisors should be managing work not performing manual transactions. 1.2 PW facilities and locations 2023 $0 $0 Internal should be part of a longer term vision to become more aligned with service needs. IT to review internet connectivity and impacts in different locations. There is limited space available for technology. Additional mobile solutions may help. 411 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 1.3 Modernize — processes to 2023 -$31,250 -$31,248 -$62,498 Document management 'no paper' and enter 'one options already available. time, one place' with the Savings estimated at 1/2 hour view to capture information per day per supervisor, at source. administrative staff. 1.4 Develop a change 2023 $2 $2 Internal resources are management strategy — required to oversee the PROSCI ADKAR evaluation. change. Assign a Change Management Champion to oversee and monitor. 1.5 Develop a LEAN Continuous 2023 $30,000 -$90,000 -$89,998 -$149,998 Assuming that 1% of staff Improvement Program in time could be saved each year PW focused on progress of which will allow for increased the recommendations in this capacity to fulfill other roles report and ongoing and improve service response. modernization with tracking of results and changes. 421 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 2.1 Once all data in CityWide, 2023 $5,000 $0 $5,000 Training will be required but prepare monthly reports savings will be realized against plans (budgets in annually - Payback of 2 years. CityWide). Work with FMW to reflect jobs and fleet. Develop regular reporting and access for supervisors to assess workload and costs. 2.2 Reduce number of jobs to 2023 $5,000 $0 $5,000 Training will be required but 'real needs'. Change GL to savings will be realized reflect only that needed for annually - Payback of 2 years. Financial Information Return. All detail to reside in CityWide against jobs/activities —will require a revamped set up. 2.3 Set up and Track KPIs with 2023 $1,104 $3,312 $3,312 2 hours per month to set up service levels for work and capture. management, Payroll and Fleet Management. This may require work orders and activity changes (eg. Downtime which is currently not captured) 431 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 2.4 Performance measures 2025 $0 $0 Internal analytics required. should be developed based upon standard costing of jobs. 2.1 Once CityWide is utilized for 2024 $0 $0 work management and payroll, explore lifecycle costing approach with Infrastructure Division. 3.1 Redefine roles with a 2024 $0 Internal responsibility matrix — reflect changes in processes. 3.2 Develop a comprehensive 2023 $25,000 -$25,000 $25,000 Internal cost but savings in training program supported improved services and by standard operating processes will offset procedures for all PW staff and supports. 3.3 Implement performance 2024 $0 Internal management framework aligned with an annual/multi-year business plan with reduced jobs/activities. 441 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 3.4 Assign IT Staff to facilitate 2023 $100,000 $100,000 Support for this project is integrations and testing. estimated at 1 FTE for a one year period. 4.1 Develop a Payroll/Job 2023 $15,000 $15,000 Internal costs to develop Costing/Fleet policies and consultation with Management/Inventory staff managers (5 days work x Policy Framework with 5 staff and council time) - accompanying policies. Likely need external consulting assistance. 4.2 Develop standard operating 2024 $0 Documentation will reduce procedures to support errors, and speed up policies and controls. processes. 5.1 Work with CityWide to 2023 $30,000 -$113,500 -$227,000 -$310,500 An investment of $30k is likely export information at GL required for integration costs. level to GP and ADP for Savings is estimated at 1 hour timesheet information. per supervisor plus 45 hours per payroll cycle. 451 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 5.2 Consider moving from 2023 $50,000 $5,000 $10,000 $65,000 Investment in technology will 'tablets' to hybrid laptops (2 not only allow for better real in 1s eg. Microsoft Surface) time information, it will allow to allow for both desktop for enter in one time one and mobile applications for place. It is estimated that 50 inspectors. Operations staff devices will be required plus simply need smartphones or ongoing services. The savings tablets for work orders and are reflected above. time capture. 5.3 Work with CityWide to 2023 -$10,000 -$10,000 Improved ability to report and address Fleet Management utilize work orders. deficiencies. 5.4 Work with CityWide, GPS 2023 -$1,200 -$2,400 -$3,600 Currently this is a manual (Focus Telus) and Fuel process done quarterly in GP (Petrovend) systems to only. download information into Citywide against fleet — export to GP. 5.5 Consider procurement card 2023 $20,000 -$5,200 -$10,400 $4,400 There will be some processing and GP inventory configuration and possible — push to CityWide vendor assistance with this inventory. implementation but it will result in significant savings over time. 461 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 5.6 Work with CityWide and 2023 $10,000 $0 $10,000 Likely requires some AMANDA to integrate work consulting assistance to orders (two way). resolve but will result in cost avoidance (duplication). 5.7 Purchase and implement 2023 $13,000 -$5,000 -$10,000 -$2,000 Anticipated that asset Asset Collector to improve collection currently takes mobile collection efforts. about 100 hours per year manually updated. 6.1 Implement Timesheets with 2023 $0 Savings contained above. CityWide. Will require set up and integrations. Jobs to be captured in CityWide and sent to GP. Possible use of Timesheets for schedules and hours of work. Work with ADP to capture exported time data. Staff to finalize and submit timesheets for approvals by supervisors. 471 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 6.2 Provide self service for ADP 2023 $5,000 $5,000 May require some vendor to all staff — attendance to costs to address entitlements. be updated in ADP. 6.3 Move meal tickets to 2023 -$8,400 -$16,800 -$25,200 This is not a large item but is CityWide Timesheets and time consuming for very little paid through ADP payroll. value - Likely 30 minutes per person per pay during the winter for small amount of expenses. 6.4 Eliminate General Ledger 2023 -$12,600 -$25,200 -$37,800 Estimated that 3 days per accounts per fleet in favour month are saved through a of CityWide — currently reduced job costing approach. reversed so information is 'gone' anyway! Simplify all job codes to those actually used and needed. 481 Page Rec Opportunity Start One Estimated Net Estimated Total Comments/ Assumptions # Time Operating Costs Net including regarding costs and savings Costs (Savings) Year Productivity/ savings of Capacity Implementation Costs (Savings) - Year 2 and 3 6.5 Undertake an Equipment 2023 $0 Rate study and compare Equipment rates to OPSS 127 standards where available. Others to 2022 rates. This will require a phase in as this would be a significant impact on the budget. At minimum, an increase by an inflationary amount should be built into the rates. 491 Page APPENDIX F: DETAILED IMPLEMENTATION PLAN/TIMELINE Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1.1 Develop a new business 2023 X X plan with performance plans and documented processes. Managers and supervisors should be managing work not performing manual transactions. 1.2 PW facilities and 2023 X X locations should be part of a longer term vision to become more aligned with service needs. IT to review internet connectivity and impacts in different locations. There is limited space available for technology. Additional mobile solutions may help. 1.3 Modernize — processes 2023 X X to 'no paper' and enter `one time, one place' with the view to capture information at source. 501 Page Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1.4 Develop a change 2023 X X X X management strategy — PROSCI ADKAR evaluation. Assign a Change Management Champion to oversee and monitor. 1.5 Develop a LEAN 2023 X X Continuous Improvement Program in PW focused on progress of the recommendations in this report and ongoing modernization with tracking of results and changes. 2.1 Once all data in 2023 X X X X CityWide, prepare monthly reports against plans (budgets in CityWide). Work with FMW to reflect jobs and fleet. Develop regular reporting and access for supervisors to assess workload and costs. 511 Page Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 2.2 Reduce number of jobs 2023 X X X X to 'real needs'. Change GL to reflect only that needed for Financial Information Return. All detail to reside in CityWide against jobs/activities — will require a revamped set up. 2.3 Set up and Track KPIs 2023 X X X X with service levels for work management, Payroll and Fleet Management. This may require work orders and activity changes (eg. Downtime which is currently not captured) 2.4 Performance measures 2025 X X X X should be developed based upon standard costing of jobs. 521Page Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 2.1 Once CityWide is 2024 X X X X utilized for work management and payroll, explore lifecycle costing approach with Infrastructure Division. 3.1 Redefine roles with a 2024 X X X responsibility matrix — reflect changes in processes. 3.2 Develop a 2023 X X X comprehensive training program supported by standard operating procedures for all PW staff and supports. 3.3 Implement 2024 X X X performance management framework aligned with an annual/multi-year business plan with reduced jobs/activities. 531 Page Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 3.4 Assign IT Staff to 2023 X X X facilitate integrations and testing. 4.1 Develop a Payroll/Job 2023 X X Costing/Fleet Management/Inventory Policy Framework with accompanying policies. 4.2 Develop standard 2024 X X X X X X X X X operating procedures to support policies and controls. 5.1 Work with CityWide to 2023 X X X X X X export information at GL level to GP and ADP for timesheet information. 541Page Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 5.2 Consider moving from 2023 X X X X X X `tablets' to hybrid laptops (2 in 1s eg. Microsoft Surface) to allow for both desktop and mobile applications for inspectors. Operations staff simply need smartphones or tables for work orders and time capture. 5.3 Work with CityWide to 2023 X X X address Fleet Management deficiencies. 5.4 Work with CityWide, 2023 X X X GPS (Focus Telus) and Fuel (Petrovend) systems to download information into Citywide against fleet — export to GP. 5.5 Consider procurement 2023 X X X card processing and GP inventory — push to CityWide inventory. 551Page Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 5.6 Work with CityWide 2023 X and AMANDA to integrate work orders (two way). 5.7 Purchase and 2023 X X X implement Asset Collector to improve mobile collection efforts. 6.1 Implement Timesheets 2023 X with CityWide. Will require set up and integrations. Jobs to be captured in CityWide and sent to GP. Possible use of Timesheets for schedules and hours of work. Work with ADP to capture exported time data. Staff to finalize and submit timesheets for approvals by supervisors. 561 Page Rec Opportunity Start 2023 2023 2023 2023 2024 2024 2024 2024 2025 2025 2025 2025 2026+ # 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 6.2 Provide self service for 2023 X ADP to all staff — attendance to be updated in ADP. 6.3 Move meal tickets to 2023 X CityWide Timesheets and paid through ADP payroll. 6.4 Eliminate General 2023 X Ledger accounts per fleet in favour of CityWide — currently reversed so information is'gone' anyway! Simplify all job codes to those actually used and needed. 571 Page Rec # Opportunity Start 2023 1Q 2023 2Q 2023 3Q 2023 4Q 2024 1Q 2024 2Q 2024 3Q 2024 4Q 2025 1Q 2025 2Q 2025 3Q 2025 4Q 2026+ 6.5 Undertake an 2023 X X X Equipment Rate study and compare Equipment rates to OPSS 127 standards where available. Others to 2022 rates. This will require a phase in as this would be a significant impact on the budget. At minimum, an increase by an inflationary amount should be built into the rates. 581Page APPENDIX G: PW INVENTORY FUTURE STATE PW Purchasing ar id Fleet Inventory Future State ADynamift ADyna sic Dynamic; GP Dtrnami�Cf Buy Inventory Import PC into Purchasing PC module and Create Item Card llaC) Code in Inventory nrrr I Apply Export Items � Inventory to to PSD r Fleet Unit Inventory r r r r r AMi=ml Mioosok � namia�GF �dmiCSGP r r Yearend Update Update - - - Inventory in Asset Life Inventory in Balance Sheet Cycle GLand Post Smartlist with Costs to Fleet PSD Materials comparison 591Page APPENDIX H: PW PAYROLL FUTURE STATE PW Payroll Future State Service Service Request Request Work Order AMANDA Citywide t D�©4 ® -- Stafiwork CityWide order update Timesheet -Anachm Asset ---------------- r � � r J Micrrrcoh Dyrkim�mcroscGP Su4mir ar+d impart Asset Life Anvraw Ws"rs se,.�r Send Y° GL cyrte casts 601Page