THE CORPORATION OF THE TOWN OF COCHRANE
SPECIAL COUNCIL MEETING
WEDNESDAY, AUGUST 10, 2016 COUNCIL CHAMBERS
6:00 PM
ORDERS TO THE DAY Page
1. OPENING REMARKS AND ROLL CALL
2. DECLARATION OF PECUNIARY INTEREST
3. ADOPTION OF AGENDA
4. COUNCIL (CLOSED SESSION)
2 4.1 Personnel Matters
5. RFP 2016-14 - OPERATIONAL REVIEW STUDY - PROPOSAL PRESENTATIONS
3 - 57 5.1 Chas Anselmo and Rob deBortolo - KPMG
58 - 97 5.2 Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton
6. ADJOURNMENT
Page 1 of 97 AGENDA ITEM #4.1
THE CORPORATION OF THE TOWN OF COCHRANE
IN CAMERA - COUNCIL MEETING
WEDNESDAY, AUGUST 10, 2016 COUNCIL CHAMBERS
6:00 PM
ORDERS TO THE DAY
1. OPENING REMARKS AND ROLL CALL
2. DECLARATION OF PECUNIARY INTEREST
3. ADOPTION OF AGENDA
4. PERSONNEL MATTERS
4.1 2011 Municipal Operational and Organizational Review - Presentation
5. ADJOURNMENT
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Personnel Matters AGENDA ITEM #5.1
Our proposal
Proposal to Serve
Corporation of the Town of Cochrane RFP#2016-14 Operational Review Study
July 8th, 2016
kpmg.ca
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At KPMG, Table of contents we are passionate about earning
your trust. Company Background and Relevant Experience 1
References 11
Personnel Summary 12
Project Methodology 16
Project Work Plan 26
Budget 27 We take deep personal Appendix A 28 accountability, Appendix B 29 individually and as a team, to deliver Appendix C 30 exceptional service and Appendix D 33 value in all our interactions with you.
Ultimately, we measure our success from the only perspective that matters – yours.
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KPMG LLP Telephone (705) 675-8500 Claridge Executive Centre Fax (7050 675-7586 th 144 Pine Street, 4 floor Internet www.kpmg.ca Sudbury ON P3C 1X3 Canada
Mr. Jean-Pierre Ouellette Chief Administrative Officer Corporation of the Town of Cochrane 171 4th Avenue, Box 490 Cochrane, ON P0L 1C0
July 8, 2016
Re: Request for Proposal 2016-14 Operational Review Study
Dear Mr. Ouellette,
KPMG LLP (KPMG) is pleased to submit our proposal to assist the Town of Cochrane (the “Town”) with an operational review study. As outlined in our proposal document, we believe that we are well positioned to successfully undertake this assignment for a number of reasons, including the following:
– KPMG has undertaken numerous similar operational and service review projects with Ontario municipalities and the broader Ontario public sector. Our experience provides us with knowledge of what works and what does not
– We have a depth of understanding of the issues and pressures facing local governments today
– We can draw upon leading practices in Ontario, Canada and internationally
– Our experience in operational and capacity assessments, our understanding of the context and our access to leading practices allows us to craft recommendations and work plans that are actionable and lead to real change.
Our proposed team of senior advisers is well positioned to assist the Town in achieving the goals of this project. Our team is genuinely excited at the prospect of working with you on this engagement. We believe that our experience on similar assignments, our experience in local government and our service delivery review expertise are key differentiators of our team. We would be pleased to answer any questions you may have, and look forward to discussing our proposal with you.
Yours truly,
Per Oscar Poloni, CPA, CA, CBV Partner, Advisory Services (705) 669-2515 | [email protected]
KPMG LLP is a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. KPMG Canada provides services to KPMG LLP.
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Company Background and Relevant Experience
About KPMG
KPMG LLP (KPMG), a Canadian limited liability partnership established under the laws of Ontario, is the Canadian member firm of KPMG International Cooperative (KPMG International). Our global values define us as a firm for ourselves, for our clients, and for the marketplace. Our values describe who we are, what we do, and how we do it. Our values also help us attract and keep quality people, develop relationships with the appropriate clients, and protect and enhance our reputation. We aim to incorporate them into our relationships with our clients and colleagues so that they are reflected in the work we do every day and in the relationships we have with each other and with our clients.
Our values help us to work together in the most effective and fulfilling way. They define what we stand for and how we do things.
We lead by example – at all levels acting in a way that exemplifies what we expect of each other and our clients.
We work together – bringing out the best in each other and creating strong and successful working relationships.
We respect the individual – respecting people for who they are and for their knowledge, skills, and experience as individuals and team members.
We seek the facts and provide insight – challenging assumptions, pursuing facts, and strengthening our reputation as trusted and objective business advisers.
We are open and honest in our communication – sharing information, insight, and advice frequently and constructively and managing tough situations with courage and candor.
We are committed to our communities – acting as responsible corporate citizens and broadening our skills, experience, and perspectives through work in our communities.
Above all, we act with integrity – constantly striving to uphold the highest professional standards, provide sound advice, and rigorously maintain our independence.
In Canada, KPMG is a 100% Canadian owned private partnership with over 5,000 professional staff located in 33 offices. KPMG’s roots in Canada date back to 1840. Since then, more than 120 firms in communities across Canada have joined forces to create today’s KPMG. KPMG’s strength is complemented by our ability to access our national and global resources, as needed.
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KPMG’s municipal practice
KPMG has a nationwide practice of partners and other professionals committed to serving the municipal sector, and who receive industry-specific training at all levels of service. Their in-depth knowledge and experience enables us to provide clients with insights firmly grounded in understanding the business challenges of the current economic environment. KPMG assists our municipal clients in a wide variety of areas such as:
– Auditing of financial statements
– Performance improvement and risk management
– Public Private Partnerships (PPP) including Private and Public Infrastructure Finance (PIF) – P3 Funding
– Lean Six Sigma process review
– Electronic record management
– Business process re-engineering
– IT strategy, procurement and implementation
– Preparation for the outcome of external inspections
– Social and economic regeneration
KPMG demonstrates considerable support of the municipal sector through our active participation in such municipal organizations including:
– The Canadian Association of Municipal Administrators (CAMA)
– The Ontario Municipal Administrators’ Association (OMAA)
– The Association of Municipalities of Ontario (AMO)
– Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO)
– Federation of Northern Ontario Municipalities (FONOM)
– Municipal Information Systems Association (MISA)
– Municipal Service Delivery Officials (MSDO)
– Public Sector Accounting Board (PSAB)
– The Government Finance Officers Association (GFOA)
– The Municipal Finance Officers Association (MFOA)
– Conference Board of Canada.
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Our Municipal Experience
Through our work with municipalities across Ontario, KPMG has gained extensive insight into municipal operations and best practices and has developed a proven approach to reviewing municipal organizational structures, staffing levels and services.
We have included below a sample of some of the work we have delivered in the past to our municipal clients. Service Delivery and Operational Reviews
– Town of Midland, Management Study
– Township of Georgian Bay, Municipal Service Delivery Review
– Township of Schreiber, Financial Management and Service Delivery Review
– Township of Pickle Lake, Financial Management and Service Delivery Review
– City of Timmins, Service Delivery and Operational Review
– Town of Kirkland Lake, Service Delivery and Operational Review
– Town of Espanola, Service Delivery and Operational Review
– Town of Iroquois Falls, Service Delivery and Operational Review
– City of Dryden, Service Delivery and Operational Review
– City of Elliot Lake, Municipal Service Delivery Review
– Town of Kapuskasing, Service Delivery Review
– Township of Manitouwadge, Service Delivery Review
– Town of Smooth Rock Falls, Municipal Service Delivery Review
– Township of Chapleau, Municipal Service Delivery Review
– Municipality of Wawa, Municipal Service Delivery Review
– Town of Moosonee, Service Delivery Review
– Perth County, Service Delivery Review
– Township of North Frontenac, Service Delivery Review
– County of Frontenac, Comprehensive Review of Organization and Services
– City of Hamilton, Service Delivery Review
– City of Prince George, Service Delivery Review
– City of Vernon, Service Delivery Review
– Township of Central Frontenac, Service Delivery Review
– Town of Oakville, Core Service Review
– City of Barrie, Core Service Review and Reorganization
– City of Ottawa, Service Delivery Transformation
– City of Toronto, Core Services Review
– City of Hamilton, Core Services Review
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Departmental Reviews
– Township of Oro-Medonte, Operations Service Review
– Town of Huntsville, Public Infrastructure Division Operational Review
– City of North Bay, Public Works and Services Department Review
– City of North Bay, Fleet Management Review
– City of Greater Sudbury, Review of Financial Performance of Fire Services
– City of Ottawa, Rapid Transit Program Review
– City of Ottawa OC Transpo, Program Review
– City of Ottawa, Fleet Services Fuel Program/Services Review
– City of Calgary, Winter Control Program/Service Review
– City of Hamilton, Outdoor Maintenance Operational Review
– Town of Markham, Community Services Department Reorganization
– Region of Niagara, Review of Water/Waste Water Delivery
– Region of Peel, Ontario Works Management Improvement Initiative
– City of Hamilton, Operational Review (HECFI)
– City of Toronto Efficiency Review of Transportation Services
– Manitoulin-Sudbury District Social Services Administration Board, Operational Review of Finance Department
– Municipal of French Review, Review of Land Ambulance Delivery Options
– City of St. John’s, Review of Winter Roads Maintenance Services
– City of Winnipeg, Review of Winter Roads Maintenance Services
Organizational Reviews
– Town of Collingwood, Organizational Review
– City of Windsor, Governance Review agencies, boards and committees
– City of Corner Brook, Organizational and Operational Review
– City of Kingston, Organizational Review
– Town of Wasaga Beach, Organizational Review
– Township of North Grenville, Organizational Restructuring
– Town of Cochrane, Municipal Operational and Organizational Review
– City of Greater Sudbury, Organizational Review of Ontario Works
– Algoma Public Health, Organizational and Operational Review
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Financial Policies and Municipal Forecasting
– City of North Bay, Capital Financing, Reserve and Reserve Fund, Borrowing and Procurement Policy Analysis
– City of Greater Sudbury, Capital Financing Policy Analysis
– City of Greater Sudbury, Unconditional Grant Analysis
– City of Greater Sudbury, Budgeting Processes for Municipal Councillors
– City of Greater Sudbury, Financial Planning for Water and Wastewater Services and Infrastructure
– City of Greater Sudbury, Financial Planning for Roads Maintenance and Capital Programs
– District of Sudbury Municipalities, Analysis of Taxation, Grant Revenues, Expenditures, Capital Spending and Reserve Funds,
– City of Sault Ste. Marie, Financial Planning for Water Services
– City of Elliot Lake, Financial Planning for Water and Wastewater Services
– Town of Cochrane, Financial Planning for Water and Wastewater Services
– Town of Smooth Rock Falls, Financial Planning for Water and Wastewater Services
– Township of Chapleau, Financial Planning for Water and Wastewater Services
– City of Sault Ste. Marie, Water Rate Modelling
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We are pleased to provide more detailed descriptions of relevant projects for your review.
Town of Kirkland Lake
Project Type Municipal Service and Operational Review
Project Description KPMG was engaged to perform a comprehensive municipal service and operational review of existing operations, organizational structure, service levels, and business processes for the Town of Kirkland Lake
The analysis focused on:
– Core services: identifying the core and high priority services performed by the Town to establish the framework for future structure of operations;
– Outsourcing and in sourcing opportunities: identifying key opportunities by function, other departments or private organization comparisons;
– Operations: process efficiency, resource deficiency or redundancy, new equipment or technology opportunities;
– Information technology: Leveraging technology for operational improvements;
– Best management practices and performance measures: Identification of performance management tools and professional organizations, benchmarking against accepted standards and identifying current levels of service;
– Trend analysis: Identifying current trends and the most likely trends (positive and negative) that the Town will face in the future; and
– Community relations and customer service: Internal and external customers, service request program efficiencies, response time evaluation, opportunities for changes in service delivery, cost reductions, improvements, metrics of customer satisfaction and productivity.
Relevance – Assessment of services and service levels – Infrastructure requirements
– Human resources capital and management
– Quality assurance
– Alternate service delivery
– Use of technology
– Opportunities for process improvements
– Enterprise risk management
KPMG Personnel Oscar Poloni Involved Chas Anselmo
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Town of Kapuskasing
Project Type Municipal Service Delivery Review
Project Description KPMG was requested by the Town of Kapuskasing to undertake a municipal service delivery with the objectives of:
– Performing an objective evaluation of the Town’s operating structure, staffing levels, business processes and service levels;
– An assessment of the Town’s overall efficiency and effectiveness of the Town’s operations with the view of identifying potential courses of strategy to maximize value for money and minimize pressure on taxes; and
– The development of strategies that are conducive to long-term sustainability.
To accomplish these objectives, the following analysis was performed:
– Core services: identifying the core and high priority services performed by the Town to establish the framework for future structure of operations;
– Outsourcing and in sourcing opportunities: identifying key opportunities by function, other departments or private organization comparisons;
– Operations: process efficiency, resource deficiency or redundancy, new equipment or technology opportunities;
– Information technology: Leveraging technology for operational improvements;
– Best management practices and performance measures: Identification of performance management tools and professional organizations, benchmarking against accepted standards and identifying current levels of service;
– Comparative analysis: Identification of five comparative municipalities in consultation with the Town to benchmark the Town’s performance in comparison to the comparator group as well as identifying other municipal best practices that could potentially apply to the Town of Kapuskasing; and
– Community relations and customer service: Internal and external customers, service request program efficiencies, response time evaluation, opportunities for changes in service delivery, cost reductions, improvements, metrics of customer satisfaction and productivity.
Relevance – Opportunities for change (service levels, process improvements, policy adoption) with financial and non-financial impact
– Operating policies and practices
KPMG Personnel Chas Anselmo Involved Shannon Brown
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City of Dryden
Project Type Municipal Service Delivery Review
Project Description The City of Dryden underwent a significant change as a result of the downsizing of a local pulp and paper mill which also included a significant retroactive reassessment of $5.4 million to the mill’s operator. In response to these events, KPMG was retained by the City of Dryden (the “City”) to undertake a review with the objective of developing strategies and implementation plans for change with respect to service levels, operational structure and overall operations.
To accomplish these objectives, the following analysis was performed:
– Core services: identifying the core and high priority services performed by the City to establish the framework for future structure of operations;
– Operations: process efficiency, resource deficiency or redundancy, new equipment or technology opportunities;
– Best management practices and performance measures: Identification of performance management tools and professional organizations, benchmarking against accepted standards and identifying current levels of service;
– Comparative analysis: Identification of five comparative municipalities in consultation with the City to benchmark the City’s performance in comparison to the comparator group as well as identifying other municipal best practices that could potentially apply to the City of Dryden; and
– Trend analysis: Identifying current trends and the most likely trends (positive and negative) that the City will face in the future.
Relevance – Identification of process efficiencies and other potential courses of action for cost containment
– Business process mapping
– Operating policies and practices
– Development of implementation plans for change
– Enterprise risk management
KPMG Personnel Oscar Poloni Involved Chas Anselmo
Shannon Brown
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Town of Huntsville
Project Type Public infrastructure departmental review
Project Description KPMG was retained by the Town of Huntsville to undertake a review of its public infrastructure department, which is responsible for roads, street lighting, engineering, facilities maintenance, cemetery maintenance and parks, playgrounds and trails (water, wastewater and solid waste are delivered at the upper tier level).
Our review was conducted using our MSDR methodology, with City personnel working with KPMG to inventory the types of services provided and the associated rationale and resource requirements, identify opportunities for potential change and consider implementation issues. As part of our review, service levels and staffing resources were assessed based on comparisons to other municipalities as well as minimum maintenance standards established by the Province of Ontario. Opportunities were identified through a variety of means, including:
– Opportunities identified by Town personnel and KPMG through the functional review team meetings
– Opportunities identified through process mapping of key public works processes
– Opportunities identified through the jurisdictional comparison
– Opportunities identified by the Town’s union, which participated throughout the process and was invited to submit their own suggestions as to process improvements that could be considered by the Town
Relevance – Assessment of municipal services and service levels – Evaluation of resource requirements
– Identification of process efficiencies and other potential courses of action for cost containment
– Business process mapping
– Consultation with various constituencies (staff, Council, unions)
KPMG Personnel Oscar Poloni Involved Chas Anselmo
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Why KPMG What people say about us… We genuinely want to help you reach your objectives by becoming your trusted, strategic As a Dryden, Ontario resident and advisor on this very important project. As demonstrated throughout this proposal, KPMG is business owner, I have been very uniquely positioned and qualified to serve in this critically important role. We bring to this impressed by your company’s engagement: handling of our operational and The Right Team: Our proposed team encompasses the full spectrum of functional and service level review. The process technical expertise required to deliver within the scope of all elements identified in your RFP. was clear, concise and expertly Our project team is comprised of professionals with recent practical experience in working presented. I felt Oscar and his team with municipalities on service deliveries and operational reviews, including direct experience masterfully navigated the citizens, with the management functions within municipalities. Our experience moves well beyond council and staff to create a the technical and regulatory aspects of municipal services (e.g. best practices, applicable proposal that will finally result in a regulation such as Ontario Regulation 239/20) to include the optimal approach to path to fiscal responsibility in the communicating with Council and other key constituencies. near future. Thank you for your professionalism. The Right Approach: Centred around five distinct phases, our methodology drives rigour through the measurable process of defining expectations, reviewing existing and future I just wanted to say thank you for all conditions, projecting future conditions and conducting a functional analysis. Our approach your assistance over the past is intentionally focused on identifying operational inefficiencies while preserving, as much as months. While I understand we possible, service levels for residents. Our experience has consistently demonstrated the hired you to do the job I feel you need to ‘go deep’ – gaining an in-depth understanding of how services are delivered and went above and beyond what our resources deployed. This focus is intended to avoid the project devolving into a review of contract asked for. It was clear to service levels only, which often occurs when insufficient analysis and scrutiny of municipal me that you took a personal interest operations is performed as part of the process. in our issues and did far more than Our proposed approach reflects our extensive experience gained from conducting similar what was required…we could not projects with other municipalities and public sector organizations. We are continually have achieved what we did without refining our approach to reflect lessons learned from projects, which ensures that our your help. Your report will be used process for conducting the operational review is comprehensive, efficient and meets your for at least the next couple of years expectations. and will have a long term beneficial effect on Elliot Lake. I was remiss in Commitment to Service: Our relationship with you will be founded on the following not getting back to you sooner to principles. We will listen to what you are telling us; act in an open, honest and professional express my deep appreciation for manner; deepen your trust so that you feel comfortable being open with us; keep the lines of what you accomplished for us. communication open – call you, return your calls promptly, and keep you up to date on the progress of our engagement – and keep management informed regarding emerging issues Your presentation and handling of or concerns; respond swiftly to your requests; and present leading practices, emerging Council was by far the best I have issues, and insightful concepts. We appreciate that reviews such as this can give rise to seen in my 37 years of municipal concern on the part of staff and residents. We are fully cognizant of the need to ensure that government. Thank you. It was key constituencies are kept apprised of the process and have the opportunity to provide very much appreciated by me and input. Our philosophy in this regard is simple – while people may not necessarily agree with all of our senior management team. the outcomes of the review, there should be no surprises or feelings that people’s viewpoints have not been considered.
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References
We are pleased to provide the following client references for your consideration. We are prepared to provide additional references, including references from elected officials, at the request of the Town. Reference #1
Client: Township of Oro-Medonte
Project: Operations Service Review
Dates Worked: March 2016 to Present
Contact Name: Robin Dunn
Title: Chief Administrative Officer
Telephone Number: (705) 487-2171
Email Address: [email protected]
Reference #2
Client: Town of Kapuskasing
Project: Municipal service delivery review
Dates Worked: January 2014 to April 2014
Contact Name: Yves Labelle
Title: Chief Administrative Officer
Telephone Number: (705) 337-4253
Email Address: [email protected]
Reference #3
Client: Municipality of Wawa
Project: Municipal service delivery review
Dates Worked: January 2012 to June 2012
Contact Name: Chris Wray
Title: Chief Administrative Officer
Telephone Number: (705) 856-2244
Email Address: [email protected]
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Personnel Summary
KPMG understands the scale and complexity associated with the Town’s initiative and the objectives of the operations review. We have reflected this understanding in our approach and staffing of the engagement. We realize that Town of Cochrane requires an extremely experienced team for this project; one with significant skills and depth, supported by robust methodologies and tools. Accordingly, our team includes individuals with the right skills and experience to help you focus and align your organization’s resources and processes.
We believe there are a number of key differentiators in our proposal that will give the Town a superior result on this strategic initiative. These differentiators include:
– Our experience conducting operational and core service reviews in Canadian municipalities
– Our experience developing actionable recommendation for clients
– Our proven ability to work with Council, staff and other stakeholders
– A comprehensive and collaborative approach and methodology that will support your goals and objectives for the initiative
– A knowledgeable and experienced team that has worked together, enabling us to hit the ground running
– An excellent reputation and a focus on providing credible strategic options and value-added recommendations.
An introduction to our client service team is provided on the following pages.
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Chas Anselmo Engagement Manager (705) 669-2549| [email protected] Role: Chas will be responsible for the successful delivery of this project and will participate in the development of all deliverables and key presentations to Council and other stakeholders. Why chosen: Chas is a Senior Manager in KPMG’s Advisory Practice in Sudbury, with extensive experience in the areas of municipal operations and processes. Prior to joining KPMG, Chas was a municipal advisor with the Ministry of Municipal Affairs and Housing providing advisory services to municipalities across Northeastern Ontario. He has working experience in providing support and advice on operational and financial best practices in the municipal sector. Chas has been involved in a number of operational, organizational and performance reviews, including: – Service delivery and operational review for the City of Dryden, including evaluating the City’s operating structure, staffing levels and service offerings; assessing the overall effectiveness and efficiency of the City’s operations with the view of identifying potential courses of strategy to maximize value-for-money and minimize pressure on taxes; and developing strategies that are conducive to long-term sustainability – Municipal service delivery for Perth County, including an examination of the relationship between upper and lower tier municipalities – Management study for the Town of Midland, including recommendations intended to rationalize annual spending on municipal services – Operational review of Town of Huntsville’s Public Infrastructure Division, including recommendations on alternate service delivery of core functions – Municipal service delivery review for the City of Elliot Lake, including recommendations concerning organizational design and staffing for the municipality – Municipal service delivery review for the Town of Moosonee, including recommendations intended to address long-term financial sustainability – Municipal service delivery reviews for the Townships of Chapleau and Manitouwadge, in response to population outmigration and municipal service levels. Chas has an Honours Bachelor of Arts degree from Laurentian University and a Masters of Public Administration from the University of Western Ontario.
Tiffany Cecchetto, CPA, CA Process Mapping Expert (705) 669-2520| [email protected] Role: Tiffany will have primary responsibility for the financial and process analysis components of the review, including the assessment of the Town’s historical, current and projected financial performance, benchmarking and business process mapping. Why chosen: Tiffany is a senior manager in KPMG’s Sudbury office. She brings to the project team experience with business process mapping, having assisted a number of public sector organizations and private-sector companies with business process mapping, internal control reviews and efficiency reviews.
Rob deBortoli Technical Advisor (705) 849-6426| [email protected] Role: Rob will assist with the technical and operational related aspects of the review and will also participate in the consultation portions of the project. Why chosen: Rob has over 30 years of municipal sector experience. During his tenure with the City of Elliot Lake, Rob has held several positions within this municipal organization. He began as a front-line employee involved in the operation, maintenance and process control of the water and wastewater treatment plants. Rob joined the ranks of municipal management in 2003 serving as Operations Manager, Director of Operations, Chief Operating Officer and finally as the Chief
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Administrative Officer until his retirement in 2015. He has been described as a strategic leader with a successful and practical record of initiating and managing best practices, in conjunction with the attainment of corporate objectives. Throughout his career, Mr. deBortoli has been a leader in the workplace and the community. Early in his career, Rob served two terms as President of CUPE Local 170, looking out for the best interests of the membership during the Ontario NDP’s implementation of the “Social Contract”, and as well as, dealing with downsizing of the work force -precipitated by the mine closures in Elliot Lake. After the mine closures, Rob dedicated his time to assist displaced workers in transitioning to new careers, as a part-time professor at Sault College, delivering instruction in several courses in the Environmental Technician/Technologist program. Rob has been recognized both nationally and provincially, for his professionalism and dedication to duty, receiving The Queen’s Diamond Jubilee Medal and a Commendation from the Commissioner of the Ontario Provincial Police, in recognition of his role in the emergency response to the collapse of the Algo Centre Mall in Elliot Lake, Ontario, on June 23, 2012. Rob received a Bachelor of Science degree from Queens University and holds diplomas in Municipal Management and Municipal Administration, obtained from the Association of Municipal Managers, Clerks and Treasurers of Ontario through their affiliation with Western University and Seneca College. Rob has also completed a certificate program in Human Resource Management through Canadore College.
Shannon Brown, CPA, CA Municipal Service Advisor (705) 669-8500| [email protected] Role: Shannon will be responsible for providing support to the team and conducting the comparative analysis in order to identify areas for potential enhancement of effectiveness and efficiency. Why chosen: Shannon is a resource in KPMG’s Advisory Practice in Sudbury and she has working experience in providing support and advice on comparative analysis in the municipal sector. Shannon has been involved in a number of operational, organizational and performance reviews, including: – Township of Schreiber, Municipal Financial Management Practices and Service Delivery Review – Town of Espanola, Service Delivery and Operational Review – Core services review for the Township of Georgian Bay – Service Delivery and Operational Review for the City of Dryden – Service Delivery Review for the Town of Kapuskasing. Shannon holds an Honours Bachelor of Commerce degree from Laurentian University.
Oscar Poloni, CPA, CA, CBV Municipal Service Advisor (705) 669-8500| [email protected] Role: Oscar will be responsible for overseeing services provided and provide guidance to the project team. He will help ensure that your organization receives the full benefit of our resources on a timely basis. Why chosen: Oscar has 25 years of experience in providing a range of professional services, including extensive experience in the municipal, health care and government sectors. A partner in KPMG’s Sudbury office, Oscar is the leader of the firm’s Northern Ontario advisory services practice and is also the Office Managing Partner for KPMG’s Northern Ontario cluster. Oscar has been involved in a number of organizational, service delivery and departmental reviews, having worked with the following municipalities: – City of Dryden – Town of Kapuskasing – City of North Bay – City of Elliot Lake – Municipality of Wawa – City of Greater Sudbury – Town of Midland – Township of Chapleau – Perth County Municipalities – Town of Huntsville – Township of Manitouwadge – Town of Smooth Rock Falls – Town of Cochrane – Township of Georgian Bay – Town of Kirkland Lake – City of Timmins
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In addition to his direct experience with operational and service delivery reviews, Oscar has also worked with a range of municipalities and other public sector agencies on other matters, including: – Business process mapping, including value-stream mapping for finance functions (billings and accounts receivable, procurement and accounts payable, payroll processing) and selected public works functions (fleet management, landfill operations) – The development of asset management plans under the Province’s Municipal Infrastructure Investment Program. Oscar led the development of KPMG’s asset management planning methodology and was the partner-in-charge for approximately 20 asset management plan engagements. – The development of policies and procedures for municipalities. Oscar has assisted a number of municipalities with the development and implementation of policies for capital financing, debt, reserve and reserve funds and treasury management. – Shared service opportunities. Oscar has worked with municipalities to establish shared service arrangements with other municipalities, First Nations and other public sector organizations and was the primary author of case studies on shared service organizations commissioned by the Municipal Finance Officers Association. – Municipal infrastructure issues, with a particular focus on water and wastewater services (including evaluation of alternative infrastructure solutions, water and wastewater rate setting and P3 arrangements for water and wastewater infrastructure) and solid waste. As a result of this experience, Oscar has been invited to speak at numerous conferences concerning municipal issues, including NOMA, FONOM, AMO, the Association of Urban Municipalities of Alberta and Municipal Treasurer Conferences organized by the Ministry of Municipal Affairs and Housing.
The project team’s full resumes can be found in Appendix D.
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Project Methodology
Our work plan reflects the requirements of your RFP and our experience in conducting similar reviews. We place a high priority on upfront planning and are committed to conducting an efficient operational review within your timeframe.
At KPMG, we strongly believe that the best solutions come out of a partnership approach to operational review models; therefore each phase of the project encompasses a process of discovery and/or analysis on the part of KPMG and a facilitated working session with the client project team to expand on analysis and develop options and solutions. KPMG provides methodology, leading practice and facilitation expertise – you provide deep understanding of your business, your clients and the specific environment in which you operate. Together we work through the methodology to arrive at a solution uniquely reflective of your needs.
In addition to the core activities, KPMG will embed project management, change management and communications activities throughout this initiative.
Our approach to an operations review is divided into seven (7) phases, each focused on the outcomes outlined in the RFP and reflects the following key attributes:
– Willingness to consider operational efficiencies, thereby demonstrating value-for-money to ratepayers;
– Transparency and openness to scrutiny so as not to call into question the appropriateness of the decisions;
– Respect of existing contractual obligations between the Town and its collective bargaining units;
– Consistency with the past strategic direction established for the Town which necessitates consideration of existing plans; and
– Recognition of the role of elected officials, who are ultimately responsible for determining the strategic direction of the municipality.
The following sections provide a brief description of each phase and its associated activities. Phase I: Project Initiation
KPMG will spend a brief, but necessary, period of time at the beginning of the project to confirm the scope, establish expectations and validate our approach with the Chief Administrative Officer (the ‘CAO’). Specific items to be addressed include project deliverables, timelines, the availability and requirements of resources. We will also schedule bi-weekly project status meetings during which KPMG will report on the overall progress of the review.
In addition to our initial discussions with the CAO, KPMG will conduct in-person interviews with Council to explain the review process and identify their views on key aspects of the Town’s operations, including their perspectives on taxation policy, staffing and service levels, including potential areas of concern. We will also make a presentation to Council concerning the review, including but not limited to our planned approach and timeframes.
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Finally, we will also meet with representatives of the Town’s unions to discuss the process, invite their participation and address any questions or concerns. These meetings are specifically requested by KPMG to address labour’s concerns and dispel the perception that the review is simply a ‘slash and burn’ exercise. Deliverables:
– Project status meeting schedule
– Engagement letter
– Communication with union representatives
– Council presentation
Phase II: Environmental Scan
The second phase of our study is the assessment of the current and future state of the departments, which includes a review of:
– Department services and service levels;
– Staffing levels and associated compensation;
– The financial performance and position of the departments, with particular emphasis on identifying the sources and uses of funds and historical trends in expenditures and revenues;
– Existing key performance indicators and performance measurement system;
– Existing procurement methods and practices; and
– Potential trends on each department over the next five years with respect to (i) staffing attrition; (ii) equipment replacement requirements; (iii) facility replacement requirements; (iv) regulatory changes that may impact on services and service levels; (v) changes to the municipality (demographic, geographic) that may impact on services and service levels; and (vi) other changes as identified during the course of the review.
The development of the environmental scan will involve a review of documentation relevant to the departmental services, staffing and financial performance, which may include:
– Detailed organizational structure charts;
– FTE complements and compensation levels;
– Fleet and equipment utilization statistics;
– Collective bargaining agreements and contractual arrangements that may impact on the ability to the Town to introduce changes;
– Audited financial statements and financial information returns;
– Internal financial statements and departmental budgets;
– Bylaws and policies; and
– Previous studies and other relevant documents that provide insight into the operational nature of the department and the Town.
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Our documentation review will be complemented by interviews (in person) with the following Town representatives:
– Mayor and Council
– The Town Senior Management Team
Consistent with the RFP and in addition to the consultations outlined above, we will work with the Town to establish working sessions with Town staff to discuss the review and gain further information pertaining to services and operations. Deliverables:
– Inventory of services provided, the rationale for delivery (mandatory, essential, discretionary), the service delivery model used (internal resources, external contractors, shared arrangements, etc.) and the associated resource requirements (personnel, equipment, facilities, financial)
– Analysis of past financial performance and investigation of the factors leading to major trends
– Analysis of personnel and equipment utilization on a monthly basis to identify peak and non-peak requirements, overtime pressures and excess capacity for fleet (where applicable to departmental operations)
– The development of five-year financial projections under a status quo scenario that considers identified trends and emerging issues that will impact on the department, including equipment and facility replacement requirements. These projections will be incorporated into later analysis to facilitate the development of return on investment scenarios for opportunities identified through the review.
Phase III: Review of Current Service Delivery Models
Please note that Phase III and Phase V of our proposed workplan will run concurrently.
The third stage of our workplan involves the identification of potential opportunities for consideration by the Town, which could potentially include:
– Changes to services and service levels so as to allow the Town to match resources and capabilities with intended outcomes
– Changes to internal processes and delivery methods as a means of maximizing efficiencies
– Changes to funding approaches to municipal services so as to ensure an appropriate and fair distribution of funding levels for municipal services
Based on our experience, we anticipate that the majority of opportunities will be derived from areas where:
– Significant gaps exist between the Town’s intended role and its existing capabilities
– Duplication and other inefficiencies have been identified during the course of the review
– Significant latitude exists for changes to service levels, processes and other aspects of the Town’s operations (as opposed to highly regulated services)
– Staffing levels are primarily variable in nature and are not interrelated with other municipal services
– Indicators for the Town vary significantly from the municipal comparators
The identification of potential opportunities for change will be identified through our municipal service delivery review (MSDR) and business process re-engineering (BPR) methodologies.
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KPMG’s MSDR methodology involves an examination of a municipality with the view of determining:
– What services are provided?
– What is the rationale for the municipality’s involvement in the service? Is it mandatory, essential, traditional or purely discretionary?
– What is the appropriate level of service? Does it exceed mandatory minimum standards and standards established by similar communities?
– How should the service be delivered? Is direct delivery through municipal resources the optimal approach or are alternative models (including contracting out, shared service arrangements, use of grants as opposed to direct service delivery, reliance on volunteers) more appropriate?
– Are there process changes that can be made that will reduce costs, increase output and reduce potential risks?
KPMG’s BPR methodology breaks down municipal processes such as transaction processing or fleet maintenance into individual worksteps. The development of a visual depiction of the work efforts undertaken by municipal staff allows us, working in conjunction with the Town, to understand the exact work steps undertaken by Town personnel in the delivery of selected services and identify:
– Areas of potential inefficiencies, which may stem from duplicate work efforts, the use of manual vs. automated processes, the absence of connectivity between municipal systems or the performance of work with little to no value
– Aspects of the Town’s processes that may expose it to financial risk as a result of inadequate internal controls
– Limitations from a customer service perspective. For example, some municipalities will not provide accept payment for services at functional departments, requiring residents to (i) queue at one location in order to access the service; and (ii) queue at another location in order to pay for the service. In some cases, residents will need to queue at the original location again in order to demonstrate that payment has been made
– Areas of litigation risk that may expose the Town to legal action.
A graphical depiction of our MSDR methodology and outputs from our BPR methodology are provided on the following pages.
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Our review will involve:
– A review of documentation concerning the Town’s operations, including internal financial reports (budget and actual revenues and expenditures), staffing information, activity information, reviews of major contracts and established policies and procedures
– Half-day working sessions with functional teams comprised to Town personnel (number and composition of functional teams to be determined), during which time KPMG will facilitate discussion concerning services and service levels, the rationale for the Town’s involvement, delivery models and associated resource requirements, funding sources and potential opportunities for consideration
– The identification of key processes for our BPR review and the facilitation of separate working sessions with relevant Town personnel to review processes and potential opportunities for improvement Deliverables:
– Inventory of municipal services, with associated service levels, delivery models, resource requirements and funding
– Business process maps for key processes (to be determined in conjunction with the Town)
– Results of Phase V benchmarking analysis (to run concurrent with Phase III)
– Presentation of interim results to Town’s Senior Management Team
– Presentation of interim report to Council
Phase IV: Review of Organizational Structure and Staffing Levels
The next stage of our workplan involves the evaluation of the Town’s current organizational structure, including allocation of responsibilities, span of control, lines of reporting and staffing levels.
In assessing the current organizational structure, we will employ KPMG’s Organizational Design for Performance (ODP) Methodology, which is pictured below. Our trademarked ODP Blueprint tool that supports organizations in gaining maximum benefits from the conscious design and implementation of their structure, processes, governance and capabilities to enable it to achieve and sustain its strategy and vision.
In evaluating organizational structure, we appreciate that there are many perspectives to consider. Most people think of only a few, if more than one. At KPMG, we apply a comprehensive approach in our analysis, considering “14 lenses” (see below) and then selecting the right ones for analysis. Different “lenses” allow us to examine the organization from different points of view. Not all lenses are used on all assignments but the framework gives KPMG the flexibility that organization design assignments require. Insights from our analysis will be used to conduct a gap analysis against vision, strategy, desired capabilities, culture, and design principles and will guide the design phase.
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Our evaluation of the Town’s organizational structure be informed through:
– Consultation with the CAO and Town’s Senior Management Team
– Information concerning the Town’s employee base, including staff complement, age, years of service, performance rating, employment status (full-time, part-time) and union status (unionized, non-union non-management, non-union management)
– Information concerning organizational structures and staffing levels for comparator municipalities
– Reviews of strategic plans, relevant legislation and other documents influencing organizational structure and resource requirements
– Information gathered from other phases of the review
At the completion of the Phase IV analysis, we will present the results of our procedures to the Working Group. Deliverables:
– Evaluation of current organizational structure and staffing levels, including the development of an attrition profile estimating potential retirements over the short to medium term
– Recommendations concerning potential changes to staffing levels and organizational structure
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Phase V: Jurisdictional Analysis
Please note that Phase III and Phase V of our proposed workplan will run concurrently.
This phase is important for analyzing the municipal sector context within which the organization operates to determine the relevant factors that may influence possible change. Furthermore, the identification of leading practices allows for structure options to be informed by the experiences (both good and bad) of comparable municipal and private organizations.
In our experience, clients benefit tremendously by learning about the experiences (both good and bad) of other jurisdictions. In this phase, we seek to build on the Town’s current jurisdictional knowledge by conducting a high level benchmarking review, including interviews with leaders of similar municipalities across Northern Ontario. The benchmarking review will consist of an analysis of operating budgets, staffing and fleet information, services, and service levels of up to five municipalities comparable to Cochrane to identify areas where the Town’s performance indicators vary substantially from other municipalities. The interviews with similar organizations in other jurisdictions provide the context within which to understand what innovative options may be available, as well as to gather qualitative feedback regarding the benefits and challenges of particular structural choices employed by these peer organizations. All together, the jurisdictional review will assist in informing the development of an ideal future state and stimulate the identification of opportunities for strengthening the Town’s operations. Deliverables:
– Benchmarking summary for the following:
– Municipal services, service levels, staffing and costs
– User fee levels
– Key performance indicators (efficiency/effectiveness measures)
Phase VI: Opportunity Identification
At the completion of Phases I to V, we will draw a set of conclusions and recommendations that are generally divided into the following categories:
– Required Services: a range of options that would enable the Town to achieve its outcomes with a mix of services, keeping required services while possibly divesting, transferring, discontinuing, or significantly altering non-required services
– Service Levels: a range of options to adjust service levels to standards, as well as adjust standards, if/when they are not legislatively set
– Alternate Service Delivery Methods: consideration of a range of options to outsource, in-source, or change a procurement approach for the service
– Process Re-engineering Options: a range of options for improving efficiencies through redesigning business processes, tools and key enablers.
In some cases we will identify “quick wins” – actions that the Town can initiate immediately that will reduce costs and/or improve services. In other cases we will recommend changes that may take some time to achieve. While the quick wins are rewarding in the short term, we find that longer-term fundamental changes are generally the most important in achieving long- term financial sustainability for municipalities. There will also be some areas where we are able to identify an opportunity but where some further study is required to determine the best way forward. We will identify these opportunities with a suggested approach to further investigation.
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Based on our experience, we anticipate that the majority of opportunities will be derived from areas where:
– Significant latitude exists for changes to service levels. For example, parks and recreation programming will likely result in more opportunities than road maintenance since there is little to no formal requirement for municipalities to deliver parks and recreation services, while road maintenance activities are regulated by Provincial legislation, thereby providing a lesser degree of flexibility to the Town.
– Staffing levels are primarily variable in nature and are not interrelated with other municipal services. In certain municipalities, staff are often employed in a range of activities, including roads maintenance and the operation of arenas and other municipal buildings. Where staff is intermingled within a range of municipal services, it can be difficult to realize meaningful cost savings as the demands of multiple services preclude staffing reductions. Other programs, however, are more seasonal in nature and employ staff on a stand-alone basis (e.g. lifeguards) and these areas will have a higher potential for staff and cost adjustments.
– Financial and service indicators for the Town are significantly higher than its municipal comparators. While service levels will vary from community to community, our experience has demonstrated that areas where significant differences are identified from the service level baseline (Phase III) generally provide more potential for cost reductions than areas where the Town’s services are in line with its peers.
Subsequent to the identification of the opportunities, we will work with the Town’s finance personnel to develop a high-level (order of magnitude) estimate of the potential financial impact of each of the opportunities and incorporate these into the baseline projections (developed as part of Phase II) regarding the department’s operating and capital expenditures for the next five years. As well, we will meet with the Town’s union representatives to discuss the outcome of the opportunities identification phase. Deliverables:
– Listing of potential opportunities and associated financial and non-financial impacts
– Five year financial projections incorporating the recommendations identified through the review
– Return on investment calculations for each opportunity
Phase VII: Final Report and Presentation
KPMG will pull together all of the work completed during the previous phases and develop a final report. The draft final report will be provided to the CAO for review and feedback prior to being finalized.
Once the final report has been validated, KPMG will present the findings for final adoption by Council.
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Project Work Plan
Our project schedule considers a six week period for completion of the review consistent with the RFP document. While conditional upon the Town’s timeframes, we are available to commence work on this project immediately.
Our proposed project schedule is outlined below:
1 2 3 4 5 6 Phase I – Project Initiation Phase II – Environmental scan Phase III – Review of Current Service Delivery Models Interim Presentation Phase IV – Review of Organizational Structure and Staffing Levels Phase V – Jurisdictional Analysis Phase VI – Opportunity Identification Council Direction Session Submission of draft report to Senior Management Phase VI – Final Report and Presentation
Proposed milestone dates are as follows:
– Commencement of review Week of August 8, 2016
– Presentation of draft report to Senior Management Week of August 29, 2015
– Submission of final report and presentation On or before September 16, 2015
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Budget
As professional advisors, we understand your need to maximize value for the fees you pay. We strive to keep fees at the lowest possible level consistent with high professional standards and top quality service. In the course of this, KPMG will deliver value. Our engagement will be efficient, effective and well-coordinated.
Based on our understanding of the project and the professional effort required, we estimate our fees for this engagement to be $67,500 including disbursements but excluding all applicable taxes. We will confirm the scope and details with you during Phase I – project initiation which is provided at no cost.
Breakdown of Proposed Fees by Phase Phase I – Project Initiation No Charge Phase II – Environmental scan $10,000 Phase III – Review of current service delivery models $10,000 Phase IV – Review of organizational structure and staffing levels $15,000 Phase V – Jurisdictional Analysis $10,000 Phase VI – Opportunity Identification $10,000 Phase VII – Final Report $5,000 Professional Fees $60,000 Disbursements (travel, accommodations, printing) $10,000 Total $70,000
Breakdown of Proposed Fees by Department Operations and Infrastructure $20,000 Corporate Services $15,000 Protective Services $10,000 Community Services $7,500 Board Led Services $7,500 Professional Fees $60,000 Disbursements (travel, accommodations, printing) $10,000 Total $70,000
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Appendix A
Mandatory Requirements Checklist
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Request for Proposal No. 2016-14
Town of Cochrane Operational Review Study
APPENDIX “A”
Mandatory Requirements Checklist
This appendix is part of Phase 1 of the evaluation of your proposal. Please ensure that it is completed and included in your Proposal.
Instructions:
This Appendix includes Mandatory Requirements which the Proponent must address.
All responses must be identified by the Mandatory Requirement number designated in this Appendix.
The Proponent must indicate by placing a check mark (√) and initialing in the appropriate column (Comply or Yes/No) beside each Mandatory Requirement to indicate compliance or non-compliance.
The Proponent must indicate in the table below the relevant section and page number(s) in its Proposal where the information relevant to each Mandatory Requirement can be found.
The Proponent must provide evidence for each Mandatory Requirement where evidence is requested.
The Mandatory Requirements should be addressed as follows:
1. "Yes" indicates compliance; and 2. "No" indicates non-compliance.
Note: Responding "no" to any mandatory requirement will make the Proposal non-compliant and may be disqualified from further evaluation.
Mandatory Requirements Comply Yes/No Section/Page #in (Nine Sets of Each Item) Proposal Item Description
M 1 Signed Cover Letter
M 2 Written Narrative including strategies, qualifications and experience
M 3 Proof of Insurance (As identified in Form of Offer)
M 4 Three References
M 5 Proposed compensation for total study, itemized by department.
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Appendix B
Form of Offer
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Request for Proposal No. 2016-14
Town of Cochrane Operational Review Study
APPENDIX “B”
Form of Offer
TO: THE CORPORATION OF THE TOWN OF COCHRANE
Re: IN THE MATTER OF our proposal dated ______, 2016 to which this Form of Offer forms an integral part (the "Proposal") prepared by (the "Proponent"), and submitted in response to a request for proposals issued by the Corporation of the Town of Cochrane dated May 26, 2016, regarding an Operational Review Study for the Corporation of the Town of Cochrane. I am duly authorized by the Proponent to execute this Form of Offer. I solemnly declare and promise as follows:
Proposal Validity and Security At statements, specifications, data, confirmations, and information that have been set out in the Proposal are complete and accurate in all material respects.
I consent pursuant to subsection 17(3) of the Municipal Freedom of Information and Protection of Privacy Act R.S.O. 1990, c.F.31, as amended, to the disclosure, on a confidential basis, of the Proposal by the Corporation of the Town's Leadership Team for the purpose of evaluating or participating in the evaluation of the Proposal.
I have received and reviewed the RFP, together with any and all addenda thereto. I have received and reviewed the Agreement and agree to be bound by its terms.
Total number of addenda received is ______
Mandatory Requirements Checklist I enclose herewith as part of our Proposal responses to all submission requirements, as set out below:
Document Yes No Appendix A Mandatory Requirements Checklist
Appendix B From of Offer
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Request for Proposal No. 2016-14 Appendix “B” – Form of Offer Page Two
References I have included the number and type of references required by the RFP and consent to having the Corporation perform checks with those references and with any other relevant references. Bid Irrevocable I understand that the terms of the Proposal will remain irrevocable within 90 days of the Proposal Submission Deadline. Conflict of Interest I hereby confirm that there is not now, nor was there in the past any actual or potential Conflict of Interest (the definition for which is set out in the definition provision of the RFP) relating to the preparation of our Proposal nor do I foresee any actual or potential Conflict of Interest in performing the contractual obligations contemplated in the RFP. Proof of Insurance By signing this Form of Offer, I acknowledge the Proponent's willingness, if successful on this RFP, to provide insurance on the terms set out below, and our Proposal includes the cost of such insurance and their fee estimate: The Proponent will maintain and pay for Comprehensive General Liability Insurance, which coverage shall include premises and all operations liability to be performed by the Proponent, his/her employees, and/or agents. This insurance coverage shall be subject to limits of not less than Two Million Dollars ($2,000,000) inclusive per occurrence for bodily injury, death and damage to property including loss of use thereof for any one occurrence. Where applicable, the Proponent will carry Standard Automobile and Non-Owned Automobile Liability Insurance and shall protect against all liability arising out of the use of owned or leased vehicles, used by the Proponent, its employees or agents. The limits of liability for both owned and non-owned vehicles shall not be less than Two Million Dollars ($2,000,000) per occurrence. In addition, the Proponent will carry Professional Liability Insurance in the amount of not less than Two Million Dollars ($2,000,000) per occurrence. Execution of Agreement I understand that in the event that our Proposal is selected by the Corporation, I agree to sign the Agreement presented to the Proponent by the Corporation.
Signature of Witness: Signature of Proponent Representative:
Name of Witness: Name and Title:
Date of Signature:
I have authority to bind the Proponent
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Appendix C
Sample Engagement Letter
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Private and Confidential Jean-Pierre Ouellette Chief Administrative Officer Town of Cochrane 171 4th Avenue Box 490 Cochrane, ON P0L 1C0
Dear Mr. Ouellette,
We are writing to confirm the terms of our engagement to assist the Town of Cochrane (the “Town”) with the undertaking of an operational review.
OBJECTIVE OF THE ENGAGEMENT
We understand that the Town requires the services of advisors to assist in an objective evaluation of the its operating structure, staffing and equipment levels and service offerings currently provided by the Town, with the view of identifying potential opportunities intended to maximize value-for-money, minimize pressure on taxes and contribute towards the long-term sustainability of the Town.
With respect to this engagement, KPMG’s specific role includes:
1. Assisting the Town with the establishment of a methodology for the operational review;
2. In conjunction with the Town’s staff, undertaking analysis of services, internal processes, service and equipment levels and associated costs and funding; and
3. Summarizing the results of our analysis and presenting potential opportunities to the Town.
DELIVERABLES AND TIMING
The deliverables and workplan associated with this engagement are outlined in our proposal document to the Town dated July 8, 2016 and include, but are not limited to:
– An orientation session to familiarize Council with the review process
– An assessment of the current and future state of the Town’s departments and boards
– Jurisdictional analysis and summary
– The identification of opportunities for potential change within the Town’s departments
– A working session with Council to provide Town’s management with direction relating to the opportunities identified with the study along with the financial and non-financial implications of each
– Draft and final reports
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We are prepared to commence work on this engagement immediately and anticipate providing our draft report to the Town on or before September 16, 2016.
CLIENT SERVICE TEAM
This engagement will be led by Chas Anselmo, a Senior Manager in KPMG’s Sudbury office. Other KPMG personnel will be available to assist Chas as required.
PROPOSED FEES
Our professional fees for this engagement will be $70,000, including all disbursements but excluding applicable taxes.
RESTRICTIONS
This engagement is subject to KPMG’s standard terms and conditions which have been included as Appendix A to this letter. For greater clarity, references to the Client in the terms and conditions refer to the Town of Cochrane.
* * * * * * * * * * * * * * * * * * * * * *
We trust the above is satisfactory for your purposes and appreciate the opportunity to be of assistance to the Town. Should you have any questions concerning this or any other matter, please do not hesitate to contact us at your convenience.
If you are in agreement with the content of this letter, please indicate so by signing in the space designated below and returning a copy to us.
Yours very truly
Per Oscar A. Poloni, CPA, CA, CBV Partner
The Town of Cochrane agrees with the terms of the engagement as set out above.
By Date
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Appendix D
Resumes
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Chas Anselmo, MPA, Senior Manager, Northern Ontario Advisory Services Group
Chas is a Senior Manager in KPMG’s Northern Ontario Advisory Services Group in Sudbury, responsible for leading advisory projects, supporting project managers with project activities and providing methodology support.
Chas graduated from Laurentian University with a Bachelor of Arts degree and has a Masters of Public Administration from the University of Western Ontario.
Prior to joining KPMG in August 2011, Chas worked in the Northeastern Municipal Service Office with the Ministry of Municipal Affairs as a Municipal Advisor. From this experience he has developed a strong understanding of public sector and assurance practices including:
– Knowledge of municipal structure and operations
– Operational reviews
– Organizational structure reviews
– Benchmarking
– Program evaluation
– Impact analysis
A sample of Chas’ advisory experience includes the following engagements:
SERVICE DELIVERY AND OPERATIONAL REVIEWS
– Township of Schreiber – As the Project Manager, led in the delivery of a Municipal Financial Management Practices and Service Delivery Review in 2015. Conducted the assessment of the cost and rationale for municipal services delivered by the Town and identified potential cost savings that could be achieved through service level reductions, increases in non-residential revenue, internal efficiencies and alternate service delivery. Responsible for the development of the project deliverables and communicating the results of the project with the client and its stakeholders.
– City of Timmins – As the Engagement Manager on this engagement, assisted in the delivery of a service delivery and operational review for the City of Timmins. Assisted in the assessment of the cost and rationale for municipal services delivered by the City and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Responsible for leading stakeholder consultations throughout the project.
– Town of Espanola – As the Engagement Manager, led the service delivery review for the Town of Espanola. Conducted the assessment of the cost and rationale for municipal services delivered by the Town and identified potential cost savings that could be achieved through service level reductions, increases in non-residential revenue, internal efficiencies and alternate service delivery. Responsible for the development of the project deliverables and communicating the results of the project with the client and its stakeholders.
– Town of Iroquois Falls – As the Engagement Manager on this engagement, assisted in the delivery of a service delivery and operational review for the Town of Iroquois Falls in response to significant loss in industrial assessment. Assisted in the assessment of the cost and rationale for municipal services delivered by the Town and considered potential cost savings that could be achieved through service level reductions, internal
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efficiencies and outsourcing. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels. Responsible for the development of the project deliverables and communicating the results of the project with the client and its stakeholders.
– Town of Kapuskasing – As the Engagement Manager, led the service delivery review for the Town of Kapuskasing. Conducted the assessment of the cost and rationale for municipal services delivered by the Town and identified potential cost savings that could be achieved through service level reductions, increases in non- residential revenue, internal efficiencies and alternate service delivery. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels.
– County of Perth – As the Municipal Service Advisor on the engagement, conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the County and its lower-tier peer municipalities were offering and at what levels for the purpose of identifying potential opportunities.
– City of Dryden – As the Engagement Manager on this engagement, assisted in the delivery of a service delivery and operational review for the City of Dryden in response to significant loss in industrial assessment. Assisted in the assessment of the cost and rationale for municipal services delivered by the City and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the City’s peer municipalities were offering and at what levels.
– Township of Georgian Bay – As the Municipal Service Advisor on the engagement, conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Township’s peer municipalities were offering and at what levels for the purpose of identifying potential opportunities.
– Town of Huntsville – As the Municipal Advisor, assisted in the delivery of an operational review of the Town of Huntsville’s Public Infrastructure Division including the assessment of the cost and rationale as to how the Town of Huntsville delivers services related to the Town’s Public Infrastructure Division considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels. Led and conducted consultations with members of Council regarding the potential opportunities of the operational review.
– Township of Central Frontenac – As the Municipal Analyst on the engagement, conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Township’s peer municipalities were offering and at what levels for the purpose of identifying potential opportunities.
– Township of Manitouwadge – Manager from the Sudbury office on this engagement. This role included an assessment of the cost and rationale for municipal services delivered by the Township of Manitouwadge and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Assisted with the development of a series of potential options involving the Township’s organizational structure. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Township’s peer municipalities were offering and at what levels.
– Township of North Frontenac – As the Municipal Analyst on the engagement, conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Township’s peer municipalities were offering and at what levels for the purpose of identifying potential opportunities.
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– Town of Moosonee – As the Engagement Manager, led the service delivery review for the Town of Moosonee. Conducted the assessment of the cost and rationale for municipal services delivered by the Town including factors unique to the Town’s geographic location and identified potential cost savings that could be achieved through service level reductions, increases in non-residential revenue, internal efficiencies and alternate service delivery. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels.
– Town of Midland – As the Municipal Service Advisor on this engagement, assisted in the delivery of a management study for the Town of Midland. Assisted in the assessment of the cost and rationale for municipal services delivered by the Town and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels.
– Municipality of Wawa – As the Municipal Service Advisor on this engagement, managed the service delivery review for the Municipality of Wawa. Led the Service Review Team through an assessment of the cost and rationale for municipal services delivered by the Municipality and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Conducted the comparative analysis of similarly sized municipalities was to gain a perspective as to where the Municipality’s current service levels were in comparison to their peer group.
– Township of Chapleau – Manager from the Sudbury office on this engagement during 2012. This role included an assessment of the cost and rationale for municipal services delivered by the Township of Chapleau and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Assisted with the development of a series of potential options involving the Township’s organizational structure. Conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels.
– City of Elliot Lake – Manager from the Sudbury office on this engagement during 2011. This role included an assessment of the cost and rationale for municipal services delivered by the City of Elliot Lake and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. A comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the City’s peer municipalities were offering and at what levels.
– Town of Cochrane – Manager from the Sudbury office on this engagement during 2011. This role included an assessment of the cost and rationale for municipal services delivered by the Town of Cochrane and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. A comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels.
ORGANIZATIONAL REVIEWS
– Municipality of Temagami – Served as the Engagement Manager and led the Municipality through an exercise in determining the effectiveness and efficiency of its current organizational structure. Conducted extensive consultations with municipal staff and Council to determine expected service levels and expectations. Responsible for the development of the project deliverables and communicating the results of the project with the client and its stakeholders.
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– Town of LaSalle Organizational Review – As a Municipal Analyst on the engagement, conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what recreational services the Town’s peer municipalities were offering and at what levels of service as well as staffing and compensation levels for the purpose of identifying potential opportunities.
– City of Waterloo Organizational Review – As a Municipal Analyst on the engagement, conducted a comparative analysis of similarly sized municipalities was to gain a better perspective as to what core services the City’s peer municipalities were offering and at what levels of service for the purpose of identifying potential opportunities.
BUSINESS CASE ANALYSIS
– SNOLAB – At the request of SNOLAB, KPMG undertook an assessment of the economic benefits and impacts the underground laboratory has from local, provincial, national and international perspective. Conducted qualitative and quantitative impact assessments. Designed the interview to serve as the basis of data collection, conducted interviews with clients, and completion of work on the report.
– City of Cornwall – Municipal Analyst on the engagement and responsible for the development of case studies to be used by the City of Cornwall as a baseline in its development of a new shared services arrangement with the United Counties of Stormont, Dundas and Glengarry
– FPInnovations – Senior Manager from the Sudbury office on the evaluation of the Ontario Wood Products Manufacturing Initiative during 2014. Role included designing the interview and survey guides to serve as the basis of data collection, conducting interviews with clients, documentation review and analysis, presentation of findings to funding agencies and completion of work on the report.
– Town of Kapuskasing/Énergie Kapuskasing Energy – As the Engagement Manager, performed a compensation review for the Town of Kapuskasing’s Énergie Kapuskasing Energy. Developed a series of case studies for the Town to consider for compensatory and reporting matters.
– North East Local Health Integration Network – Assisted in a comprehensive review of the Province of Ontario’s Small Hospital Transformation Fund with analysis focused on the outcomes and benefits realized through the initiative.
– North East Local Health Integration Network – Engagement Manager in conducting analysis of a survey examining strengthening health care and enhancing home and community-based care in northeastern Ontario conducted by the North East Local Health Integration Network. The analysis focused on summarizing the survey’s findings, identifying the key themes and potential priorities, highlighting potential areas of interest for the NELHIN and the Expert Panel on Home and Community-based Care. Assisted in the development of the project’s deliverables.
– Kina Gbezhgomi Child and Family Services – Assisted in the development of a cost benefit analysis for enhanced funding for preventative activities for Kina Gbezhgomi Child and Family Services. Conducted the project’s literature review and participated in the development of the model for the cost-benefit analysis. Presented the findings of the analysis to various Provincial and Federal government officials.
– Municipal Finance Officers’ Association of Ontario – The Engagement Manager in the delivery of municipal case studies examining shared services among municipalities in Ontario. Assisted in the delivery of five municipal case studies examining various shared municipal services. Conducted analysis on the financial
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implications of each shared service to quantify the potential savings for each. Assisted in the development of overall implications of shared services and the preparation and delivery of the final report.
– City of Greater Sudbury Emergency Services – As the Engagement Manager for the business plan for the City’s proposed fire training centre, his role was to assist in the development of an interview guide for stakeholder consultation. Consulted key stakeholders as part of the development of the plan’s study, and completion of work on the report.
– Town of Moosonee Municipal Airport – The Engagement Manager in the delivery of a feasibility study of the Town of Moosonee’s Municipal Airport. Assessed the historical and current financial performance of the Municipal Airport. Reviewed the current operations of the Municipal Airport including revenue sources. Developed an interview guide for the purposes of key stakeholder consultation examining the opinions of Airport Users. Developed case studies comparing operational and financial functions of two municipal airports with similar air movements. Developed a financial model for the airport’s ongoing operation and the preparation and delivery of the final report.
– Manitoulin Centennial Manor – As the Engagement Manager on the project, his role was to assist in the development of the financial model and operational plan, consulted key stakeholders as part of the development of the plan’s case study, and completion of work on the report.
– Sudbury Neutrino Observatory/SNOLAB – At the request of SNOLAB, KPMG undertook an assessment of the economic benefits and impacts the underground laboratory has from local, provincial, national and international perspective. Conducted qualitative and quantitative impact assessments. Designed the interview to serve as the basis of data collection, conducted interviews with clients, and completion of work on the report.
– Laurentian University – His role as part of the 2011 engagement was in the development of the economic impact modeling for the proposed Barrie Campus of Laurentian University.
– Northern Ontario Value Added Initiative – Manager from the Sudbury office on this engagement during 2011. This role included designing the interview and survey guides to serve as the basis of data collection, conducting interviews with clients, and completion of work on the report.
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Tiffany Cecchetto, CPA, CA Senior Manager, Northern Ontario Advisory Services Group
Tiffany Cecchetto is a Senior Manager with the Audit practice. Tiffany has over twelve years’ experience in external financial audit and review, internal controls over financial reporting, SOX audit, process reviews, compliance audit, management control assessments and control frameworks and risk management. As a Senior Manager of the Audit practice in the Sudbury office, she focuses on providing external audit services to organizations in the for profit and not-for-profit sectors. In addition to external audit experience, Tiffany has led the conduct of numerous process and control reviews in both private and public sector organizations.
Tiffany’s relevant experience is summarized below.
– External Audit Services – profit and not-for-profit sectors – Senior Manager responsible for the overall engagement including planning, conducting and completing the audit engagement, supervision of staff in the field, review of complex accounting transactions, review of financial statements and presentation of the results of the audit to management, audit committee or board of directors.
– Cambrian College - KPMG was engaged to assist with two projects relating to curriculum review and the scheduling processes at the College for reporting to the Ministry. Tiffany managed the delivery of the audit program by conducting interview with key company personnel and preparing process flow documentation and flowcharts relating to the process. The second phase of the project which includes the preparation of a cost benefit analysis is current underway. (December 2013 to present)
– Algoma Public Health (“APH”) – KPMG was engaged to complete an operational review of the operations of APH which included meeting the key administrative staff and program directions, commentary on the organization’s effectiveness and efficiency (via comparison to benchmarks and best practices) as well as a financial and facilities review (September 2013)
– Laurentian University – KPMG was engaged to review the cash receipts and payroll processes at the University to identify risk areas and internal control improvements. Tiffany managed the delivery of the audit program by conducting interview with key company personnel and preparing process flow documentation and flowcharts relating to the process. (January 2014)
– Private, for-profit company – KPMG was engaged to review the procurement, sales and payroll processes at a large for-profit manufacturing company by reviewing the documentation and compliance to company policies and business practices to ensure standardization, management of key risks related to each process, and consistency with leading practices. Tiffany managed the delivery of the audit program by conducting interview with key company personnel and preparing process flow documentation and flowcharts relating to the process. (April 2013)
– Pre-IPO Company – Project Manager in our provision of advisory services in support of management’s certification on design and operating effectiveness of its internal controls over financial reporting (ICOFR). KPMG delivered a SOX 404 readiness assessment as part of the engagement and currently in the process of supporting the company in documentation and testing of processes in entity level controls, disclosure controls and procedures, segregation of duties testing, financial processes such as inventory management, IT general control and application control testing. Tiffany was responsible for managing all aspects of the engagement including planning, delivery, reporting, and coordinating with the external auditor. (January 2010 to December 2010).
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Rob deBortoli Technical Advisor Rob deBortoli has over 30 years of municipal sector experience. During his tenure with the City of Elliot Lake, Rob has held several positions within this municipal organization. He began as a front-line employee involved in the operation, maintenance and process control of the water and wastewater treatment plants. Rob joined the ranks of municipal management in 2003 serving as Operations Manager, Director of Operations, Chief Operating Officer and finally as the Chief Administrative Officer until his retirement in 2015. He has been described as a strategic leader with a successful and practical record of initiating and managing best practices, in conjunction with the attainment of corporate objectives.
Throughout his career, Mr. deBortoli has been a leader in the workplace and the community. Early in his career, Rob served two terms as President of CUPE Local 170, looking out for the best interests of the membership during the Ontario NDP’s implementation of the “Social Contract”, and as well as, dealing with downsizing of the work force - precipitated by the mine closures in Elliot Lake. After the mine closures, Rob dedicated his time to assist displaced workers in transitioning to new careers, as a part-time professor at Sault College, delivering instruction in several courses in the Environmental Technician/Technologist program.
In addition, Mr. deBortoli has been recognized both nationally and provincially, for his professionalism and dedication to duty, receiving The Queen’s Diamond Jubilee Medal and a Commendation from the Commissioner of the Ontario Provincial Police, in recognition of his role in the emergency response to the collapse of the Algo Centre Mall in Elliot Lake, Ontario, on June 23, 2012.
Education / Professional Certificate:
Mr. deBortoli received a Bachelor of Science degree from Queens University and holds diplomas in Municipal Management and Municipal Administration, obtained from the Association of Municipal Managers, Clerks and Treasurers of Ontario through their affiliation with Western University and Seneca College. Rob has also completed a certificate program in Human Resource Management through Canadore College.
Board Experience:
Mr. deBortoli has also served as a member of the Board of Directors of Northern Credit Union from 1996 -2009. Rob was elected as Chairman of the Board in 1999 and played a significant role in governance negotiations leading to two successful mergers.
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Shannon Brown, CPA, CA Staff Accountant, Northern Ontario Advisory Services Group Shannon is a Staff Accountant in KPMG’s Northern Ontario Advisory Services Group in Sudbury, responsible for supporting project managers with project activities and providing methodology support.
Shannon graduated from Laurentian University with an Honours Bachelor of Commerce degree.
A sample of Shannon’s advisory experience includes the following engagements:
SERVICE DELIVERY AND OPERATIONAL REVIEWS
– Township of Schreiber – Staff resource from the Sudbury office on this engagement. This role included acting as the lead on the process mapping of key business processes and review of municipal financial policy with the intent of identifying areas for change within the Township’s Finance department.
– Town of Espanola – Staff resource from the Sudbury office on this engagement. This role included process mapping of key business processes with the intent of identifying areas for change within those processes.
– Township of Georgian Bay – Staff resource from the Sudbury office on this engagement. This role included assistance with the development of a series of potential options and assisted in the comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Township’s peer municipalities were offering and at what levels.
– City of Dryden – Staff resource from the Sudbury office on this engagement. This role included assistance with the development of a series of potential options, assisted in the comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the City’s peer municipalities were offering and at what levels, and analysis of municipal infrastructure and staffing levels.
– Town of Kapuskasing – Staff resource from the Sudbury office on this engagement. This role included assistance with the development of a series of potential options and assisted in the comparative analysis of similarly sized municipalities was to gain a better perspective as to what services the Town’s peer municipalities were offering and at what levels.
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Oscar Poloni, CPA, CA, CBV Partner, Northern Ontario Advisory Services Group Oscar Poloni is the partner-in-charge of KPMG’s Northern Ontario Advisory Services Group in Sudbury, responsible for the delivery of financial advisory services to municipalities, hospitals and other public-sector agencies.
A lifelong resident of the Sudbury area, Oscar graduated from Laurentian University with an Honours Bachelor of Commerce degree and subsequently earned designations as a Chartered Professional Accountant, Chartered Accountant and Chartered Business Valuator. He is a member of the Canadian Institute of Chartered Professional Accountants, Institute of Chartered Professional Accountants of Ontario and the Canadian Institute of Chartered Business Valuators.
Through his experience and training, Oscar has acquired considerable competence in specialized consulting services for municipalities, government agencies, corporations and non-profit organizations, including:
– Service delivery and operational reviews
– Financial modeling
– Municipal restructuring evaluations
– Business case analysis
– Program evaluation
– Due diligence
– Alternative service delivery opportunity identification
– Economic impact analysis
– Benchmarking and best practices exercises
– Shared service arrangements
– Business process mapping
As a result of his experience, Oscar has been requested to speak on issues affecting municipalities at various conferences, including FONOM, NOMA, AMO, the Alberta Association of Urban Municipalities, Ontario Good Roads/Rural Ontario Municipal Association and the Ministry of Municipal Affairs and Housing Municipal Planning conference.
A sample of Oscar’s advisory experience includes the following engagements:
SERVICE DELIVERY AND OPERATIONAL REVIEWS
– City of Dryden – Oscar acted as lead partner on KPMG’s assignment to undertake an operational and service delivery review for the City of Dryden. In this capacity, Oscar led the development of all deliverables as well as all consultation with key stakeholders, including Council, City staff, union representatives, community organizations and residents.
– City of Elliot Lake – Oscar was the lead engagement partner for KPMG’s review of the operations of the City of Elliot Lake and was actively involved in all aspects of the review process, including the development of service level profiles, benchmarking of the City’s operations with other communities, opportunity identification and consultation with Council, staff, unions and community groups.
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– Town of Huntsville – As the Partner on this engagement, managed the review of the Town’s Public Infrastructure Department. Led the Service Review Team through an assessment of the cost and rationale for municipal services delivered by the Department and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing.
– Perth County – Led the review of services at the County and Township levels for the County of Perth. KPMG was asked to examine how services were delivered in Perth County and uncover opportunities to reduce the cost of municipal service delivery through service level modification, alternative service delivery and shared services agreements between the two levels.
– Township of Georgian Bay – Oversaw the delivery from KPMG including the assessment of the cost and rationale for municipal services delivered by the Township of Georgian and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing.
– Town of Midland – As the Engagement Partner on this engagement, led the delivery of a management study for the Town of Midland including the assessment of the cost and rationale for municipal services delivered by the Town and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing.
– City of North Bay – As the Partner on this engagement, managed the review of the City’s Public Works Department. Led the Service Review Team through an assessment of the cost and rationale for municipal services delivered by the Department and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing.
– Township of Manitouwadge – Oversaw the delivery from KPMG including the assessment of the cost and rationale for municipal services delivered by the Township of Manitouwadge and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing.
– Municipality of Wawa – As the Partner on this engagement, managed the service delivery review for the Municipality of Wawa. Led the Service Review Team through an assessment of the cost and rationale for municipal services delivered by the Municipality and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing.
– Township of Chapleau – Oversaw the delivery from KPMG including the assessment of the cost and rationale for municipal services delivered by the Township of Chapleau and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. Developed a series of potential options involving the Township’s organizational structure.
– Town of Smooth Rock Falls. KPMG completed a municipal service delivery review at the request of the Town of Smooth Rock Falls. Commissioned as a result of the closure and subsequent demolition of the Town’s major employer, the service delivery review assessed the cost and rationale for municipal services delivered by the Town and considered potential cost savings that could be achieved through service level reductions, internal efficiencies and outsourcing. As part of the service delivery review, KPMG also assessed the Town’s approach to financing its operations, including user fees and taxation policies, and provided recommendations concerning the appropriate level of reserves and reserve funds and capital financing.
– City of Greater Sudbury. KPMG was retained to undertake a review of the financial performance of the City’s fire services department as a result of significant budgetary variances. KPMG’s review involved an assessment of the department’s budget setting process, the factors that contributed to significant operating deficits, the
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sufficiency of the department’s capital funding envelope and reserves and recommendations for potential enhancements to the department’s financial performance.
– Conseil scolaire catholique de Nouvel Ontario. KPMG was engaged to conduct an evaluation of the business processes of the Conseil scolaire catholique de Nouvel Ontario, including administration, information technology, and facilities maintenance and risk management. As part of the review, KPMG mapped the Conseil’s business processes, identified key business risks and assessed the extent to which these risks were appropriately managed, identified areas of duplication within the Conseil’s existing processes, benchmarked the Conseil against other Ontario school boards and developed recommendations for process changes.
– Child Care Resources. In response to significant financial deficits, KPMG was retained by the Ministry of Community and Social Services and the Ministry of Child and Family Services to undertake an operational review of Child Care Resources, the designated delivery agent for child autism programs in Northern Ontario. During the course of this engagement, KPMG identified factors contributing to the annual operating deficits, assessed the appropriateness of staffing levels and reviewed the impact of funding changes on service levels and waiting lists. KPMG also developed a series of recommendations intended to assist the organization and the Province with the resolution of the funding pressures.
– James Bay General Hospital. KPMG was retained by the North East Local Health Integration Network to undertake an operational review of the James Bay General Hospital. Requested in response to ongoing financial deficits, the operational review identified the factors leading to the decline in the financial performance of the hospital and provided recommendations to the NELHIN concerning potential changes to improve the hospital’s financial situation.
ORGANIZATIONAL DESIGN
– Town of Cochrane. KPMG was engaged by the Town of Cochrane to undertake a review of the Town’s organizational structure and operations. Oscar acted as lead engagement partner for this project and was involved in all aspects of the review, including consultation with municipal staff and Council communication.
– City of Greater Sudbury. In connection with the Province’s plan to transfer responsibility for the administration of Provincial Land Taxes to a municipal service provider, KPMG assisted the City of Greater Sudbury with the development of a business case in support of the City’s proposal to become the service provider. In this capacity, KPMG assisted the City in preparing a proposal document, developed the costing, staffing profile and organizational structure for the proposed PLT operation and assisted the City with the development of presentation materials.
– Algoma Public Health. KPMG was retained to undertake a review of the organizational structure and resource levels of Algoma Public Health, with the view of ensuring the appropriate level of staffing and most efficient lines of reporting and accountability within the organization.
BUSINESS PROCESS MAPPING
– City of North Bay. KPMG was engaged by the City of North Bay to undertake a review of its fleet management processes, including administrative work flows associated with tracking fleet hours, maintenance activities and associated charges. Oscar acted as lead partner on this engagement and was responsible for the development of all deliverables.
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– Manitoulin Sudbury District Social Services Administration Board. KPMG was retained to undertake a review and evaluation of the finance department of the Manitoulin-Sudbury District Social Services Administration Board. The purpose of this review was to assess potential changes to staffing levels and internal processes that would enhance the effectiveness and efficiency of the finance department and its ability to meet the financial reporting needs of the Board’s operating departments. As part of this review, the processes undertaken by the finance department were mapped to identify inefficiencies.
– Optical Regional Advanced Network of Ontario. KPMG was retained to undertake a quality assurance review of the corporate affairs and finance unit (CAF) of the Optical Regional Advanced Network of Ontario (ORANO), a not-for-profit organization tasked with the construction and ongoing maintenance of a fibre optic network for use by post-secondary institutions, school boards, research agencies and other organizations. The objective of the review was to examine the CAF unit’s existing policies and internal control systems with the view of enhancing the efficiency and effectiveness of its processes.
– Various Ontario Hospitals. KPMG has assisted a number of hospitals with a review of their preferred accommodation processes, which included mapping the registration, billing and collection processes in order to identify potential efficiencies and measures that could be adopted to improve cash flows and revenues.
MUNICIPAL INFRASTRUCTURE
– Asset management planning. Oscar led the development and delivery of KPMG’s methodology for asset management planning for smaller municipalities under the Province’s MIII program. In connection with the MIII program, Oscar was involved in the direct delivery of 20 asset management plans and provided support to other KPMG offices in connection with the delivery of asset management plans in Western and Eastern Ontario.
– City of Greater Sudbury. KPMG was retained by the City of Greater Sudbury to provide financial and negotiation support in connection with the acquisition of a private water system servicing the former Towns of Onaping Falls and Levack. During the course of this engagement, KPMG worked with the City and its engineering advisors to identify potential alternatives to servicing the communities and undertook a financial analysis that identified the net present value of capital and operating costs over a 50-year period. Once the decision was made to purchase the private-sector water system, KPMG assisted the City with its negotiations, including assessing the impact of the purchase price on water rates and providing input on payment mechanisms and other transaction details.
– Town of Cochrane. KPMG has completed the development of financial projections for water and wastewater services as required under Ontario Regulation 453/07. As part of this engagement, KPMG also considered potential changes to the Town’s water and wastewater rate structure, including the implementation of a fire protection charge funded through the municipal levy, the introduction of a fixed monthly service charge for metered customers, the introduction of water meters for residential customers, the introduction of a uniformed (as opposed to declining) variable consumption charge and the implementation of a sustainable capital asset management strategy for water and wastewater infrastructure.
– Sault Ste. Marie Public Utilities Commission. At the request of the Sault Ste. Marie Public Utilities Commission, KPMG undertook a review of water rate structures for Sault Ste. Marie. Included in our analysis was a review of historical cost and consumption information relating to water services, an analysis of alternative rate setting structures, the development of comparative information for similar municipalities in Ontario and a determination of the financial impact of the proposed rate structure on property owners in Sault Ste. Marie.
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– City of Greater Sudbury. KPMG assisted the City of Greater Sudbury with the procurement of a $40-million biosolids facility under a design-build-finance-operate-maintain approach. As lead procurement advisors, KPMG is responsible for the development of the request for proposal and project agreement as well as the coordination of bidders’ meetings and the technical and financial evaluation of the submissions. KPMG was also involved in assisting the City determine the preferred procurement approach through the completion of a value-for-money analysis and provided support to the City in its negotiations with PPP Canada for capacity building and infrastructure funding.
MUNICIPAL FINANCIAL POLICIES
– City of Greater Sudbury. KPMG was retained by the City of Greater Sudbury to review its existing capital financing strategy and provide recommendations for changes to improve capital financing, the level of capital expenditures and reduce the City’s infrastructure deficit.
– City of Greater Sudbury. KPMG was retained by the City of Greater Sudbury to assist the City’s mining panel with the evaluation of unconditional grant programs in Ontario and other jurisdictions, with the view of supporting the panels efforts to obtain a fair distribution of mining royalties and compensate for the fact that underground mining infrastructure is not subject to taxation. As part of our analysis, KPMG reviewed unconditional grant programs and the associated amounts received by the City since the early 1900’s and compared the current OMPF regime to other unconditional grant programs in Canada.
MUNICIPAL RESTRUCTURING EVALUATIONS
– Regional Municipality of Sudbury. KPMG was retained to assist the Region of Sudbury in the development of a submission to the Provincial special advisor responsible for the establishment of one-tier government in Sudbury. As part of the engagement team, Oscar was responsible for determining the potential cost savings and one-time expenditures that could arise from restructuring.
– City of Sault Ste. Marie. KPMG was involved in a review of the financial implications of municipal restructuring involving the City of Sault Ste. Marie. The objective of the study was to determine the impact on residential taxpayers of several alternative restructuring models involving the City and surrounding townships.
– Central Parry Sound Restructuring Commission. KPMG was retained to assist the Central Parry Sound Restructuring Commission with the amalgamation of 11 organized and unorganised townships in the Parry Sound District. On behalf of the commission, KPMG undertook an analysis of the potential financial impacts of municipal restructuring, including the implications for residential tax rates in the area.
– Townships of Burke’s Falls, Armour, Ryerson and Perry. At the request of four townships in the Parry Sound District, KPMG investigated the potential cost savings that could be derived from their amalgamation. The study involved a review of all functional areas of the municipalities, including administration, public works, economic development and social services.
– Township of Chapleau. KPMG was involved in a review of the financial implications resulting from the annexation of unorganized areas by the Township of Chapleau. The objective of the study is to determine the impact of the annexation on residential taxpayers in both the Township and unorganized areas.
– Sudbury and Manitoulin District Municipalities. At the request of more than 15 municipalities in the Sudbury and Manitoulin Districts, KPMG was retained to make a formal presentation to the Ministry of Northern
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Development and Mines concerning financial challenges faced by Northern Ontario municipalities. Included in the presentation was an analysis of how municipal annexation of unorganized municipalities tended to result in an overstatement of education tax room, thereby understating the amount of community reinvestment funding received by the municipality. Following our presentation, the Province of Ontario announced that community reinvestment funding levels for certain municipalities were being increased to adjust for this understatement and that these adjustments were being applied on both a retroactive and prospective basis. As a result of our presentation and the resultant adjustments, we understand that one municipality received a retroactive adjustment of $1.4 million, with future annual increases of $450,000.
PROGRAM EVALUATION
– Ministry of Northern Development and Mines. KPMG has undertaken a number of program evaluations at the request of the Ministry of Northern Development and Mines, including reviews of the GO North Investor Program, the Northern Ontario Grow Bonds Corporation, the Northern Fire Protection Program and the Ministry’s Trade and Investment Management activities.
– Ministry of Natural Resources. At the request of the Aviation and Forest Fire Management Branch of the Ministry of Natural Resources, KPMG was engaged to assist in the development of financial audit and performance evaluation frameworks. Working in conjunction with Branch personnel, the frameworks were designed to focus on key risk areas of the Branch, ensure to the greatest extent possible the accuracy of the information relied upon in assessing performance and addressing the fluctuating nature of the Branch’s activities.
– Sudbury Regional Police Service. At the request of the Sudbury Regional Police Service, KPMG was retained to evaluate the performance of the Lion’s Eye in the Sky Video Monitoring Project. Designed to evaluate whether the use of video monitoring as a tool in law enforcement provides positive benefits to both the Service and the community as a whole, our evaluation focused on two key areas:
– Effectiveness – Did the video monitoring project achieve its intended goals and objectives?
– Efficiency – Did the benefits derived from video monitoring outweigh the associated costs?
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At KPMG our communities matter
As one of Canada’s leading professional services firms, we have an incredible opportunity to help our communities thrive by engaging our skills, knowledge, passions and financial resources to make a real difference.
As a firm with locations in more than 35 cities across Canada, we are actively connected to the communities where we operate – as a business, as an employer – in every sense.
The issues that impact our communities are the same issues that impact our people and their families, our clients and our operations. So making a commitment to having a positive impact is how we recognize the significance of our relationship with the communities where we operate and live.
At KPMG, being engaged in the community is part of the job. We are passionate about strengthening our relationships with our communities and we recognize that our opportunity to have a positive impact extends beyond our client work.
Community Leadership provides the mandate, the opportunities and the support for how we will contribute to the success of our communities as an organization and as individuals.
By leveraging our personal expertise we can affect social change. This is core to our business strategy and drives what we do every day.
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Chas Anselmo and Rob deBortolo - KPMG AGENDA ITEM #5.1
kpmg.ca
This proposal is made by KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity, and is in all respects subject to the satisfactory completion of KPMG’s client acceptance procedures, as well as negotiation, agreement, and signing of a specific engagement letter or contract. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. © 2016 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International.
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Chas Anselmo and Rob deBortolo - KPMG AGENDA ITEM #5.2
Raymond Chabot Grant Thornton 116 Albert Street, Suite 1000 Ottawa, ON, K1P 5G3
Phone: 613-760-3500 Fax: 613-760-3530
Proposal
Operational Review Study Town of Cochrane
Closing Date: July 8, 2016 at 4:00 p.m.
Request for Proposal Number: 2016-14
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
July 8, 2016
Town of Cochrane 171 4th Avenue Box 490 Cochrane, ON P0L 1C0
Dear Mr. Jean-Pierre Ouellette:
The enclosed responds to your Request for Proposal No. 2016-14 for Consulting Services for conducting an Operational Review Study for the Corporation of the Town of Cochrane.
Raymond Chabot Grant Thornton Consulting Inc. (RCGT) has reviewed the RFP document and associated components and has developed a strong understanding of the Town’s requirements and of the scope of the project. We understand that the Town requires an external facilitator to lead a study regarding the Town’s daily processes and procedures within Board- led services (Polar Bear Habitat, the Library, and Cochrane Telecom Services), as well as the following four (4) major departments: Operations and Infrastructure (road work, water and wastewater, waste management, and airport) Corporate Services (finance, information technology, and administration) Protective Services (fire and emergency, building, enforcement, and planning) Community Services (recreation and day care)
We understand that, if selected, RCGT will work directly with Council, the CAO, Human Resources Manager, and Department Heads and staff for each reviewed department. Our team includes resources with expert change management knowledge, which will allow RCGT to develop a participatory process to foster long-term viability of all change initiatives. RCGT understands that conducting this study will entail significant documentation review and analysis; interviews with department heads and employees to identify performance improvement areas; significant on-site work; benchmarking; and the development of a basis to determine the level and quality services provided by departments. We understand that the Town will require three copies of the following: A written report in Word and Excel format containing detailed findings and recommendations for each functional area studied; A suggested implementation schedule for recommendations; and A presentation of each operational review of the Town’s management and each department that was studied.
RCGT is confident that, through our extensive experience delivering operational review and public sector management analyses to Canadian municipalities, we will be able to surpass the Town’s needs and identify the best ways for the Town to responsively and efficiently deliver municipal services. Thank you for your interest in our firm and we look forward to the opportunity to do business with the Town of Cochrane.
Yours sincerely,
Marco Perron, CA, CPA (Illinois) – Partner & CEO of RCGT Consulting Inc. Raymond Chabot Grant Thornton, 116 Albert St, Suite 1000 Ottawa, ON K1P 5G3 Phone: 613-760-3535 E-mail: [email protected]
RFP #: 2016-14 i
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Qualifications and Experience ...... 1 Study Approach ...... 13 References ...... 27 Capacity to Produce Models, Projects, Measurements, Comparisons and Data ...... 30 Proposed Compensation ...... 31 Mandatory Requirements Checklist ...... Appendix A Form of Offer ...... Appendix B Proof of Insurance ...... Appendix C
RFP #: 2016-14 ii
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Founded in 1948, Raymond Chabot Grant Thornton (RCGT) is a leader in the fields of assurance, taxation, consulting, claims processing and recovery and reorganization services. The Firm owes its success to a team of more than 2,500 professionals, including some 230 partners who assist our clients to unlock their full potential for growth both locally and outside Canada. We offer flexible and bilingual partner-led engagement teams, which means that the client receives our highest level of expertise at a cost tax payers will respect. While RCGT operates as a unique entity, the organization exists as a member of the Grant Thornton International (GTI) network and can leverage the expertise and tools of the network during client engagements. In Canada, Raymond Chabot Grant Thornton and its partner firm Grant Thornton LLP operate in a total of over 130 offices. With approximately 3,000 employees and 400 partners and over $550M in revenue annually, we rank fifth among Canadian accounting and consulting firms. Our broad client base includes public sector organizations, small-to-medium sized enterprises, large corporations with international operations and a host of different organizations in between, operating in a variety of industries and sectors.
Our expertise also extends around the world. Through our 30-year association with GTI, we also have access to a world-wide network of member firms and a wealth of international experience and knowledge. GTI ranks among the world’s 10 largest professional services firms, with over 500 branch offices in over 100 countries employing more than 30,000 personnel and partners.
RFP #: 2016-14 1
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Dynamic organizations know they need to apply both reason and instinct to decision-making. At Raymond Chabot Grant Thornton (RCGT), this is how we operate and advise our clients every day.1
We are one of the largest audit and business advisory firms in Canada, which means we have the infrastructure in place to manage change that the smaller firms cannot. Compared to our larger global competitors, we are more agile and able to respond quickly to opportunities.
We measure client satisfaction on an annual basis. According to the Net Promoter Score™, we have higher than average rankings from our clients. Based on the surveys returned by our advisory clients in 2013 and 2014, our average score is 9.2 out of 10. All respondents noted that they would use RCGT again, as well as recommend us to others.
We are an award-winning employer-of-choice, both in Canada and globally, for our industry’s most talented and ambitious professionals, which means you will have a higher engagement team continuity should you choose to have us assist you again in the future.2
On average, our ratio of partner to professional staff is 1:9, while the average ratio at other global firms is 1:15. This means more personal attention and valuable insight from our most experienced and knowledgeable professionals on your engagement.
1 Highest reported revenue growth (5.8%) in Canada, and globally (10.4%), among the six largest global accounting organizations in 2012 (The Bottom Line, “Top 30” issue, April 2013; International Accounting Bulletin, 2013) 2 “Best Workplaces in Canada” (Great Place to Work® Institute Canada, 2008-2014) “Top 50 World’s Most Attractive Employers” (Universum Annual Student Survey, 2013)
RFP #: 2016-14 2
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Serving municipalities for over 40 years, RCGT has assisted over 300 municipalities, boards and other municipal organizations, and has been a frontrunner in adapting consulting services in this sector. We have nearly 150 professionals working in this field.
RCGT’s understanding of the public sector has rendered it a preferred contributor for projects at dozens of municipalities across Canada, including the following: Municipal Clients 1. Village of 8. City of 15. City of Saint- 22. City of 29. City of Sainte- Casselman Cornwall Jérôme Sherbrooke Catherine
2. City of 9. City of 16. Auditor General 23. Regional 30. Strathcona North Bay L’Assomption of the City of Municipality of County Longueuil Wood Buffalo 3. Rocky View 10. City of Point- 17. City of Saint- 24. City of Levis 31. Halifax Regional County* Claire Jean-sur- Municipality Richelieu 4. City of 11. MRC of 18. City of 25. City of Ottawa 32. City of Oshawa Gatineau Antoine- Terrebonne Labelle 5. Municipality 12. City of 19. City of Granby 26. Société de 33. City of of Shefford Victoriaville transport de Markham l'Outaouais (STO) 6. City of 13. City of 20. City of Montréal 27. Société de 34. City of Laval Chelsea Blainville - Transport de Arrondissement Montréal (STM) Ville-Marie 7. City of Baie- 14. MRC of 21. City of Québec 28. City of 35. Halifax Regional Saint-Paul Marguerite- Montréal Municipality D'Youville
At RCGT, we pride ourselves in building a strong working relationships and effective communication channels with our clients. This leads to a comprehensive understanding of the complex requirements of each of our unique clients from project initiation through to the final reporting stages. Prior to diving into research and analysis activities, we will ensure the goals, objectives and critical success factors are validated by the Town’s key stakeholders to ensure that the recommendations provided are the most appropriate. Consequently, clients of RCGT have benefited from thorough, detailed, and timely recommendations that have led to significant process efficiencies and cost savings within their organizations.
RFP #: 2016-14 3
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
RCGT has been a frontrunner in adapting consulting services in the municipal sector. Consequently, we believe that our firm is well positioned to assist the Town of Cochrane (the Town). A few of our municipal clients include Fort McMurray, the Village of Casselman, City of Cornwall, etc. (Please consult the table on the following page for a more extensive list of clients similar to the Town.) With the right mix of municipal knowledge and experience delivering similar reviews involving multiple stakeholders, our firm and our team are ready to bring our expertise and a fresh perspective to the Town. As demonstrated in the following sections, we believe to be very well-suited to undergo this opportunity: Recent experience with similar size municipalities and demonstration of comprehensive knowledge relating to the delivery of both legislative and discretionary municipal services Well-developed professional techniques and a sound system of control and review of work performed Commitment to providing reasonable, experienced and qualified personnel Commitment to meeting all reporting deadlines Availability of resources and support services to address the scope of the requested reviews We believe that our firm is well positioned to assist the Town, thanks to these distinctive advantages:
The quality and solid expertise of the multidisciplinary team of professionals assigned to this project; Our knowledge of and experience with municipal clients; A proven methodology, based on industry best practices and tailored to the Town’s needs; Our commitment to bringing current and up-to-date theories and skills to our mandates, demonstrated by our professionals’ accreditations and ongoing training in both their field of expertise and project management; and The great importance we place on our client relationships and on fully meeting client needs and expectations. The following chart highlights some of our firm’s extensive municipal client list and relative project experience.
RFP #: 2016-14 4
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton
Technical Proposal Operational Review Study/Town of Cochrane July 8, 2016 AGENDA ITEM #5.2 Page 65 of 97
RFP #: 2016-14 5 AGENDA ITEM #5.2
Technical Proposal Operational Review Study/Town of Cochrane July 8, 2016
We have provided brief profiles for each of our proposed key staff, which outlines their qualifications, education, certifications, and proposed roles on this contract. We also confirm that our proposed staff have not been convicted of any criminal offence, nor have they had their professional licenses suspended, revoked, or subject to disciplinary penalty. For additional information on our proposed staff, please see Appendix A – Curriculum Vitae of Proposed Resources.
Marco Perron is a Partner at Raymond Chabot Grant Thornton (RCGT) and CEO of RCGT Consulting Inc. He has 17 years of professional experience working with Public and Private Sector clients on consulting engagements. He’s a Chartered Professional Accountant in Canada and also a Certified Public Accountant in the US. Marco was recognized as one of the Top 40 under 40 by the Ottawa Business Journal & the Ottawa Chamber of Commerce in 2014 for his professional accomplishments and his involvement in the community. Marco volunteers as a Board member and Audit Committee member at Bruyere Continuing Care since 2012 and is the Chair of Audit Leaders for the Institute of Internal Auditors Ottawa Chapter since 2014. In addition, Marco is fluently bilingual.
Specialized Graduate Diploma (D.E.S.S.) in Public Accounting Bachelors in Business Administration CRMA – Certification in Risk Management Assurance CPA – Certified Public Accountant (Illinois) CA – Chartered Accountant
As the Partner for this engagement, Marco will provide active oversight with regard to final deliverables. He will ensure that the final report is reviewed and QAed in accordance with the Town’s expectations. His proven track record of overseeing organizational and operational reviews that have resulted in significant performance improvements will provide the team with additional insights and perspectives.
Marco has extensive experience leading projects in process improvement, internal audit, governance, financial audits, internal control improvement, vendor contract management and enterprise risk management. Marco has worked in Canada and abroad (he spent three (3) years in France to lead a multi-year project with The Walt Disney Company and DisneyLand Paris) and led projects of all sizes in over 15 different countries for clients such as the Government of Canada, Adidas, Alcan, Disney, Groupe Danone, International Development Research Centre (IDRC), Reebok and Sony.
RFP #: 2016-14 6
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Judy Kleinhuis has been in public practice for over 22 years and currently practices as a Licensed Public Accountant, leading the Assurance Group for the North Bay and New Liskeard Grant Thornton offices. Judy has significant audit and internal controls review experience. She is the Professional Standards Partner for the Northern Ontario Business Unit and is also a Team Leader for the firm’s internal quality monitoring program. Judy has extensive experience in the municipal sector, acting as the Engagement Principal for numerous municipal projects. This experience relates to Northern communities. Judy’s community involvement, including acting as an Audit Committee member for the Near North District School board and Past Director/Treasurer at North Bay and District Humane Society, also contribute to her intimate knowledge of Northern Ontario communities.
Chartered Professional Accountant (CPA)
Chartered Accountant (CA)
Certified Information Systems Auditor (CISA)
Honours Economics Bachelor of Arts degree, Wilfrid Laurier University, 1992
Due to her experience in the areas of internal controls and audit, Judy is abundantly qualified to conduct the current state assessment of financial practices and controls and the state of records management/reporting. Her extensive experience working with Municipal clients and her intimate knowledge of Northern Ontario communities render Judy an integral member of our project team.
Judy has extensive experience on similar projects, including but not limited to:
The Government of Ontario (multiple projects) – Judy has conducted numerous financial special assignments for various Ontario government ministries, including internal controls review over revenue, purchasing and payroll transactions and internal audit outsourcing. She has also conducted a specified procedures audit of responsibility transfer from the Ontario government to municipal governments.
Judy currently acts as the Engagement Principal for numerous financial, audit-related and other projects for public and not-for profit sector clients, including the following: District of Timiskaming Social Services Administration Board Shawanaga First Nation 12 municipalities Various not-for-profit housing agencies Various not-for-profit child care agencies Various not-for-profit literacy agencies
RFP #: 2016-14 7
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Crisis Centre North Bay New Liskeard Bikers Reunion
Frog’s Breath Foundation
Dean Plater has extensive experience in general management & municipal reviews. Over the course of a 20-year professional career, he has developed a broad background of experience and skillsets. Dean has held roles in various disciplines, including corporate services leadership, technical project management, property and real estate portfolio management; service delivery; and strategic program development. He is a seasoned change management professional, having led many strategic transformations, including operational and financial initiatives. Dean’s experience spans the private and public sectors and has a national scope. Dean has proven experience in leading operational review engagements in municipal government environments. By effectively ascertaining his clients’ needs, Dean ensures that his deliverables always meet the project requirements. His strategic background in developing national program delivery models is a prime asset needed when meeting client requirements. Dean’s hands-on experience and bottom-up approach have contributed to his strong business acumen.
Project Management Professional (PMP) Real Property Administration (RPA) Designation (Finance, Technical, Marketing, Contract Law, Environmental, Asset Management Lean Six Sigma Certified Leadership Coaching- Equicoaching Leadership Development Program, Niagara Institute Power Engineering Diploma, Lambton College Chemical Engineering , Lambton College Leadership in Energy and Environmental Design, Green Associate (LEED GA)
Dean’s project management designations and certifications make him an ideal Project Leader. In this role, Dean will be responsible for managing the other resources working on this project, particularly regarding the adherence to the project timeline and communication standards. His experience in implementing strategies for small, medium and large municipalities allow him to oversee and guide the execution of key framework-generation activities, including conducting benchmarking and gap analyses, and identifying/recommending potential opportunities for improvement.
Dean has extensive experience on similar projects, including but not limited to:
Wood Buffalo: Dean was the Project Lead for an Operational and Administrative Review of the Regional Municipality of Wood Buffalo
RFP #: 2016-14 8
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Village of Casselman: Dean acted as a Subject Matter Expert in performing a review of the organization for the Village of Casselman, which involved a current state analysis, identifying key positions, suggesting an optimal organizational structure with streamlined processes, and documenting relevant job responsibilities. This resulted in a new organizational structure, reporting relationship matrix, and clarified roles and responsibilities for staff. Athabasca University: Dean led a large scale Organizational Review of Athabasca University to promote a culture of continuous improvement and identify significant efficiency opportunities. Suncor: Working in conjunction with the Suncor lead for equipment services, Dean provided a comprehensive review of their project delivery processes and systems with a view to identifying process improvements that would enhance organizational capabilities and efficiencies. To fully ascertain the level of process maturity, Dean designed a discovery process which provided for a 360° review of the delivery practices. The practices and processes were then gauged against industry and international standards.
Liana Murray is an experienced management consultant, with a focus on performance improvement advisory services in the public and private sectors. She has played key roles in several operational and transformational reviews with a focus in change management strategies. She also has experience in business analytic optimizations, benchmarking performance, redesigning processes, and preparing financial models on a variety of engagements. She is experienced in developing and executing detailed change management strategies, training and communication work plans, as well as managing work streams, developing analytical tools and coordinating knowledge transfer and integration on large projects.
BComm Honours with minor in Mathematics Lean Six Sigma, White Belt
As Project Manager, Liana will be responsible for managing the activities, scope, budget and timeline of the project. She will also contribute to the team’s execution as a key member, considering her experience in organizational reviews. She will ensure complete and clear observations, and recommendations are presented, and she will keep the City up to date on status and progress.
Liana has extensive experience on similar projects, including but not limited to:
Aboriginal Affairs and Northern Development Canada (AANDC) – RCGT was hired to take over the claims processing function of AANDC’s Nutrition North Canada Program. As the Business Operations Transition Lead, Liana was responsible for getting the new contractor operational by go-live date. These activities included: creating a transition strategy, identifying the new claims process, creating and validating procedures, creating and executing training plans, and managing the change. Rocky View County: The objective of the engagement was to review the current service delivery standards for a number of processes conducted for Planning and Development Services and Engineering Services, and provide
RFP #: 2016-14 9
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
performance improvement recommendations. Liana lead the project from planning through to reporting and recommendations. SNC Lavalin: SNC Lavalin is an international engineering and construction group who was looking to centralize their financial services, and create a global shared services team offshore. The objective of this engagement was to conduct a steady state analysis and create a future state report for both the accounts payable and accounts receivable divisions. Once approved, an implementation, change management, and transition plan was created and executed. Liana was the lead consultant on the engagement, and provided recommendations and efficiencies where applicable. Liana was the Accounts Receivable Process Lead, who developed the steady state and future state model. She also created and tested the transition and transformation plan for both the Accounts Receivable and Accounts Payable divisions. While there, Liana also helped streamline their Contact Center services to align with the new Global Finance Shared Services. Canada School of Public Service: CSPS sought to create a revised departmental business model to help serve the Government of Canada employees and clients more efficiently. The objective of this engagement was to develop a new business model that would permit the delivery of its existing services more efficiently, reinvest in new products, and ultimately provide better value to Government of Canada employees and clients. Liana was responsible for supporting the development of the new business model and costing process. She developed the costing tool with corresponding training material, and delivered in class training to multiple stakeholders.
Stephanie is a senior consultant with a wide variety of project management experience. She has managed up to thirty simultaneous projects, as well as a variety of large multi- million dollar projects. Stephanie’s project experience includes major structural rehabilitation; infrastructure improvements; building systems upgrades; and new builds in the public and private sectors. Stephanie has led teams of management, technical, administrative and field personnel. She has been involved in managing and delivering time-compressed and complex construction projects in fast-paced environments, notably the Lansdowne Park Redevelopment in Ottawa. With a Mechanical Engineer degree, Stephanie continues her education by working towards her Project Management Professional (PMP) and Professional Engineering accreditations. Stephanie has been highly regarded by her clients, who have acknowledged her as an invaluable resource.
Bachelor of Mechanical Engineering, Laurentian University, 2011 Project Management Fundamentals, International Institute for Learning Inc., 2011 LEED Green Associate, Green Building Certification Institute, 2013
Using her extensive experience in project management, Stephanie will be responsible for leading stakeholder interviews, reviewing major components of the project. She will also conduct intensive research and data comparison, in order to develop a list of comparable municipalities that will be used to benchmark the operations of the Town. Along with Dean, Stephanie will serve as a contact to the stakeholders involved in this engagement.
Public Works and Government Services Canada (PWGSC) – Stephanie leveraged her project management experience in every phase of this engagement. She was responsible for leading the review of client information, research and benchmarking exercise, client inquiries, developing alternative service delivery options and drafting a
RFP #: 2016-14 10
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
recommendation. She was also responsible for developing the work plan, schedule, scope validation, interim findings presentation, develop option cost estimates and delivering the final report. Ottawa Carleton District School Board (OCDB) – Stephanie was responsible for communication documents, cost tracking, schedule tracking, and progress reporting. She chaired project meetings; monitored and controlled the project schedule; led construction change management; performed project invoice reviews; verified on-site progress; developed tracking tools to ensure project success; and assisted with client coordinated work and coordination with school board contractors. Ottawa Sports and Entertainment Group (OSEG) – Stephanie was responsible for frequent and accurate cost tracking and forecasting to ensure proper cash flow and collaboration between all parties. In addition, she visited the site regularly to verify completed items and document project progress. She was also tasked with schedule tracking, risk management and communication management. Vale Canada Inc. – Stephanie was responsible for assisting in high level planning and prioritization of projects. Once projects were prioritized, she would develop a work plan and engage the appropriate consultants and contractors. Regular site visits were performed in order to assess the project progress and to report to management. Stephanie managed the project budgets, schedule and related issues to ensure these were delivered without injuries, on time and within the cost baseline. Infrastructure Ontario – Stephanie was responsible for the timely processing of invoices to vendors; developing and issuing contracts and contract change documents; tracking the status of over 35 different projects simultaneously; developing and submitting various project deliverables to the client; and ensuring project targets were met in order to meet client Key Performance Indicators. Stephanie used her project management skills to keep these projects on time and on budget.
Maral Elliott is an Analyst with RCGT. She graduated from the University of Ottawa with a Double Degree in Finance and Human Resource Management. During her academic and professional career, she has worked on a number of projects involving case study analysis, staffing, and financial reporting. Maral also had the opportunity to study abroad and has gained valuable international experience. In addition, Maral has demonstrated her analytical, interpersonal, and communication skills while working for private organizations in a variety of industries.
Honours Bachelor of Commerce in Finance from the Telfer School of Management, University of Ottawa, 2016
Honours Bachelor of Commerce in Human Resource Management from the Telfer School of Management, University of Ottawa, 2015
Working as a support to Senior Consultants, Maral’s role will consist of providing support with the documentation review and the benchmarking analyses. Additionally, her role will consist of organizing and analyzing data related to the current state assessment and the needs assessment interviews.
RFP #: 2016-14 11
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Our proposed project team is comprised entirely of internal resources. This provides the Town of Cochrane with a highly-cohesive team of consultants to carry out the synthesis of the Operational Review Study. RCGT is proposing a highly skilled and qualified team to support this mandate. Our proposed team is composed of experienced professionals who specialize in providing strategic advice and asset management services. We have included below an organizational chart outlining the key staff and their roles on this contract.
RFP #: 2016-14 12
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Cochrane (“Town”) is a town in northeastern Ontario, Canada. Located east of Kapuskasing, northeast of Timmins, south of Moosonee, and north of Iroquois Falls. It has a population of about 5,000 and functions as a service centre for a wide tributary area. Recently, the amalgamation of the Town of Cochrane and the Town of Glackmeyer along with the annexation of the unincorporated Town of Lamarche came into effect on January 1st, 2000. The restructured Town of Cochrane includes a large rural area characterized by farms and forests and scattered settlement pattern. The Town currently recognizes a need for an organizational study in order to ensure its municipal services are delivered responsively and efficiently. The study will be conducted as an objective examination of the Town’s operations, including the financial management and administration of departmental operations. The overall focus is on preparing recommendations that will provide efficiencies and cost-effectiveness in the operations and delivery of the Town’s services. By the end of the engagement, the Town will have a clear view of how responsive, economical, and efficient its operations are, and be provided solutions to move away from the inefficiencies or uneconomical practices, including inadequacies related to the types of clarity of policies and administrative procedures which guide the departments, as well as inadequacies related to its organizational structure. By leveraging previous experience and a wealth of knowledge on municipal engagements, RCGT will identify the “best practices” utilized in other similar municipalities and will make recommendations for utilization of those practices after careful analysis of the Town’s needs and current state. This study will motivate action and serve as a catalyst for improvement for the Town. It will allow the Town to improve the responsiveness and efficiency of its operations, better prioritize its programs, properly manage its finances by generating new/expanded revenues or realizing cost savings, implementing strategic plans for long-term continuous improvement of service delivery processes, and identifying opportunities for training and for staff to learn more about current trends in municipal management in each functional area of the study. In fulfilling the engagement, RCGT will spend as much time as possible on site, while minimizing the disruptions at the work locations for each department, and will consult with the Council, the Chief Administrative Officer (CAO), Human Resources Manager, the Department Heads, and the staff of each department. RCGT will also ensure to serve as an external facilitator who will lead a study into the day to day processes and procedures for each of the Town Departments, including a review of the daily operations within each of the 4 major departments (Operations and Infrastructure, Corporate Services, Protective Services, Community Services), as well as the Board Led Services.
RFP #: 2016-14 13
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
RCGT’s detailed approach to conducting an organizational study of the Town has been validated and achieved significant results for numerous municipal clients. It can be summarized by the following diagram:
2. Current State 3. Benchmarking & Best 4. Options Analysis and 1. Project Start-up 5. Final Report Assessment Practices Recommendations
Each step of our proposed methodology is described in detail in the following tables.
Step 1 – Project Start-Up
. Confirm approach and plan for the project Objectives . Understand availability and depth of information Activity Description of Activity Number Conduct project kick-off meeting
RCGT project team members will meet with the with the Town Council, Administration and other relevant stakeholders to discuss aspects central to the project’s execution, including the following: Roles of all RCGT resources and the Town’s stakeholders 1.1 Schedule and scope of the project Methods and timeframes for communication, including issues management Key stakeholders and means of communication Other project management / quality assurance activities We will also discuss the Town’s other initiatives and their potential impact on the review. Review relevant documents provided by the Town
Our project team will begin the process of receiving and studying all documentation deemed relevant by the Town’s steering committee, including: Strategic planning documentation impacting the Town Detailed listing of the services provided by the Town 1.2 Current job descriptions of department heads of the Town The Town’s organizational chart Listing of key personnel Reports on past assessments completed, including service delivery reviews, operational reviews, etc. Available expenditure data and budget Validate and finalize project work plan
1.3 The RCGT Project Leader will, based off the kick-off meeting, confirm the proposed methodology and work plan, as well as the methods and timeframes for communication to be adhered to throughout the project.
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Identify need for additional detailed information
1.4 Building off the notes from the kick-off meeting and preliminary documentation provided, we will identify gaps in the information requirements. 1.5 Prepare and submit document/data request list
1.6 Formalize and approve Project Charter
Our team will create a Project Charter as written authority for the Project Leader to begin the work.
Key Kick-off meeting with the Town Outputs Finalized work plan detailing the structure and timeline of the review Document/data request list Project Charter Step 2 – Current State Assessment . Identify areas for performance improvement . Identify opportunities for knowledge and skills improvement Objectives . Build on the information and data collected in Step 1 . Understand the Town’s current services, organizational structure, processes, and resource levels Activity Description of Activity Number Conduct a detailed review and analysis of documents and material
Our team will conduct a review and analysis of the following from each of the departments: 2.1 Policy documents Daily work tasks Position descriptions Reports related to work outputs, operational statistics, etc. Conduct stakeholder interviews and record discoveries
According to the schedule and guide submitted to the Town, members of the project team will conduct structured interviews with Town of Cochrane stakeholders, including 2.2 Council, the CAO, the Human Resource Manager, and Department Heads and the staff of each department. Responses will be recorded in uniform documents that will then be transferred to a central database for analysis. The interview responses will provide a clear understanding of Town business support processes across various stakeholder perspectives. Assess daily operations
2.3 Our team will assess all business processes daily workloads, operations/work schedules within the departments of Operations and Infrastructure, Corporate Services, Protective Services, Community Services and Board Led Services 2.4 Assess current operations related to organizational structure
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Understand the decision-making and operational cycle Assess effectiveness of supervisory chain of command and operational structure Review span of control Assess departmental service delivery and coordination
Our team will assess departmental service delivery and coordination to identify potential areas for training through: Assessing cooperation/coordination, validity, and cost effectiveness of departmental 2.5 services Assessing coordination with internal operations, external agencies and with general public Assessing the prioritization of programs and level of service quality, identifying cost- ineffective programs (i.e. that provide marginal value or are underutilized) and services (internal and external) within departments to be potentially eliminated Conduct analysis of current staffing and workload/operational levels
In order to compare the Town’s current staffing, workload and operational levels with 2.6 best practices in similar sized municipalities. Note: A comparison with best practices in similar sized municipalities will occur during step 3: Benchmarking & Best Practices. Assess state of records management and management reporting 2.7 Through the documentation collected, evaluate records management and management reporting practices within the departments. Here, our team will identify areas of strength and inefficiencies to be improved upon. Assess current financial practices and control procedures 2.8 . Our team will evaluate the Town’s financial processes/operations as well as observe current practices in order to best understand areas of risk and opportunity. Both the interviews and documentation review will form this assessment. Assess Project Management practice, abilities, skills and knowledge base . Our team is comprised of many resources with extensive project management qualifications and experience. Using our skills set and wealth of experience with Project 2.9 Management, we will review the Town’s Project Management practices in order to determine a current state of project management activities. This will include an analysis of current project management capabilities, including abilities, skills and knowledge base. Both the interviews and documentation review will form this assessment. Assess quality assurance, quality management and continuous improvement . With extensive experience in rigorous quality assurance, management and 2.10 improvement, RCGT is well equipped to evaluate the Town’s current practices in these areas. This assessment will ensue through review of current process, procedures and practices that are intended to ensure quality throughout the Town’s departments. Both the interviews and documentation review will inform this assessment. Assess and review performance management including reporting and 2.11 communications
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
. Our team has a variety of experience in the area of performance management. Through interviews with stakeholders and documentation review, our team will assess the current state of performance management practices, including but not limited to reporting and communications. This will measure the fluidity and accuracy of information being transferred within the organization, with special consideration to how these elements impact the achievement of the Town’s strategic objectives. . Current state departmental model . Identification of areas of opportunity Key . Full understanding of the scope of services, work assignments, procedures, Outputs technologies and related operational methods . Full understanding of the essential workflows and work site conditions
Step 3 – Benchmarking and Best Practices . Assess the Town’s performance against similar comparators Objectives . Identify significant statistical patterns and trends in municipal performance . Generate a broader understanding of the performance and best practices Activity Description of Activity Number Identify comparative municipalities and best practices
3.1 Our team will identify three (3) to five (5) comparative municipalities, including those regarded as employing best practices
Identify key performance indicators and benchmarking information/data required for each comparative municipality
RCGT will establish formal KPIs to be used in evaluating the key processes that were identified above Preparation of key performance information will be based on available information or through sampling the processes as required. 3.2 This may include the following: geographic size, population, taxation level, household demographics and activity and service level development. RCGT will methodically select other organizations to benchmark against We will highlight relevant industry-leading processes and structures and benchmark them against the Town’s corresponding KPIs. Where appropriate, we will also make use of American Productivity and Quality Centre (APQC) benchmarking data to assess the efficiency of administrative processes. This information is often a highly valuable source of benchmarking comparative data.. Collect comparative information and conduct benchmarking analysis
Evaluate the efficiency of the organization’s department structure and resource levels of the Town relative to comparative municipalities 3.3 Assess the organizational operations structure, resource/staffing levels, and processes of “High Performer” municipalities Assess process maturity Best practices including performance management
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Communicate and consult with the Project Authority on preliminary findings
3.4 After completing all the steps listed above, our Project Leader will consult with the Town’s Project Authority on all preliminary findings. Key . Comparable information necessary for Step 4, Options Analysis – will allow for Outputs performance measures and other statistical analysis comparisons to be formed
Step 4 – Options Analysis and Recommendations Objective . Identify a range of options for the future state of the Town Activity Description of Activity Number Determine prioritized opportunities for improvement
RCGT will identify and assess improvement initiatives that can be applied by the Town based on the service needs, current state model, and best practices, which may include options in: Sustainable staffing options 4.1 Organizational structure, reporting relationships, information flows, performance Policy and document procedures Resource allocation and deployment Business process enhancements and optimization (both operational and projects) Financial practices and controls Records management and management reporting Apply best practices in process improvement
4.2 In order to achieve process enhancement and efficiency, our team will use Lean and Six Sigma methodologies. Conduct financial feasibility analysis 4.3 RCGT will conduct a feasibility analysis for additional revenue generating activities.
Identify and analyze advantages and disadvantages of each option
4.4 Using all of the information gathered in previous steps, we will recommend the best solution with which to proceed in order to achieve the Town’s needs and objectives.
Key Finalized list of prioritized options Outputs
Step 5 – Final Report . Document and finalize the findings Objective . Prepare the Town for its implementation phase . Prepare and present the final report
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Activity Description of Activity Number Document review findings in a final report
Our team will document review findings in a final report which will include recommended future state model 5.1 Current and future state model best practices research findings, options and recommendations (including costs saving projections) schedule for implementation of recommendations Submit report for Town Feedback
5.2 A report of findings will be prepared to include the analysis and discussion regarding the research that was conducted throughout the engagement. Incorporate feedback and prepare and present final report to Town Council 5.3 RCGT will draft a final report including a recount of all information acquired, a summary of all processes mapped, explanations of all analysis tools, a prioritized list of recommended changes, rationale for the recommended changes, a process dashboard, and a narrative explaining why the changes fall in line with the Town of Cochrane’s mission and vision. Finally, the report will outline an overview of steps to be taken in order to implement the recommendations. A presentation to the members of the Town Council and Heads of Administration will be prepared
Key Draft Report in Microsoft Word and Excel spread sheet electronic format Outputs Present Draft Report to management and each department part of the study Final Report in word and excel spread sheet electronic format Present Final Report to management and each department that was part of the study
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton
Technical Proposal Operational Review Study/Town of Cochrane July 8, 2016
Project Timeline
Month Aug-16 Sep-16 Description
Week 1 2 3 4 1 2 3
Step 1 - Project Start Up 1.1 - Conduct project kick-off meeting 1.2 - Review relevant documents provided by the Town 1.3 - Validate and finalize the project plan 1.4 - Identify need for additional detailed information 1.5 - Prepare and submit document/data request list 1.6 - Formalize and approve Project Charter
Step 2 - Current State Assessment 2.1 - Review & analyze significant documentation and material 2.2 - Conduct stakeholder interviews and record discoveries 2.3 - Assess current daily operations 2.4 - Assess current operations related to organizational structure 2.5 - Assess departmental service delivery and coordination 2.6 - Conduct analysis of current staffing and workload/operational levels 2.7 - Assess state of records management and management reporting 2.8 - Assess current financial practices and control procedures 2.9 - Assess Project Management practice, abilities, skills and knowledge base 2.10 - Assess quality assurance, quality management and continuous improvement 2.11 - Assess and review performance managaement including reporting communications AGENDA ITEM #5.2 Step 3 - Benchmarking & Best Practices Page 80 of 97 3.23.1 - Identify keycomparative performance municipalities indicators and bestbenchmarking practices information/data required for each comparative municipality 3.3 - Collect comparative information and conduct benchmarking analysis 3.4 - Communicate and consult with the Project Authority on preliminary findings
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Technical Proposal Operational Review Study/Town of Cochrane July 8, 2016
Project Timeline
Month Aug-16 Sep-16 Description
Week 1 2 3 4 1 2 3
Step 4 - Options Analysis & Recommendations 4.1 - Determine prioritized opportunities for improvement 4.2 - Use of Lean and Six Sigma methodologies for process enhancement and efficiency 4.3 - Conduct financial feasibility analysis for additional revenue generating activities 4.4 - Identify and analyize advantages and disadvantages of each option
Step 5 - Final Report 5.1 - Document recommended future state model 5.2 - Submit report for Town feedback 5.3 - Incorporate feedback and prepare and present final report to council
Project Management and Quality Assurance Project status updates Project Management meetings, issues and risk management QA - Schedule and Deliverable Performance
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RFP #: 2016-14 21 AGENDA ITEM #5.2
Technical Proposal Operational Review Study/Town of Cochrane July 8, 2016
Further to our five (5) steps methodology, our engagement is supported by end-to-end Project Management and Quality Assurance activities.
Professional Project Management
4. Options Analysis 2. Current State 3. Benchmarking & 1. Project Start-up and 5. Final Report Assessment Best Practices Recommendations
Quality Assurance
Through experience working with federal government clients, municipalities, and private sector clients in delivering engagements within a short period of time, we believe effective project management is based on three (3) main principles that will support the successful delivery of the services of this contract.
•Provides our clients with an efficient, effective and consistent interface when requiring our services to help streamline the process One-Point of and ensure a timely response from RCGT. Contact •Our proposed Project Leader, Dean Plater, will be the designated point of contact.
• Documenting our approach and workplan will allow RCGT to outline Ongoing and manage key aspects of the project. Monitoring • Bi-weekly status reports will be prepared to ensure project timelines, budget and scope are being monitored.
•The bi-weekly status report will be our vehicle to communicate any issues, risks or variances that may arise and that could have an impact Continuous on project budget, scope or timelines. We will discuss proposed Communication solutions and select the best course of action to manage the issues, risks or variances going forward.
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
One key to success concerning planning and overall project management is effective and timely communication. To support this principle, we will provide the Town with one RCGT point of contact. Through experience gained from past engagements, we believe having one point of contact will significantly add value and promote efficiency throughout the engagement. Benefits to the Town from having one RCGT point of contact include:
Efficiency gained resulting from knowledge of past discussions between project authority and RCGT point of contact; Timely responses for enquiries; A thorough understanding of expectations from the Town; and Reduced time and effort spent on the part of the Town’s project authority determining who should be contacted at RCGT. Dean Plater, our proposed Project Leader, will be designated as the primary contact person. Dean will ensure that RCGT resources are available for all phases of the review, and assume responsibility for the development of a detailed work plan in collaboration with the Town project authority. Dean will manage timelines and budgets to guarantee that they are respected and report progress to the project authority on a bi-weekly basis. Dean will play an integral part in each step of the review process and will attend, when required, meetings with the project authority. Dean will identify any risks and challenges that arise throughout the engagement that could potentially result in delays or not meeting required timelines for deliverables. The identified risks and challenges will be formally documented in the status report along with proposed solutions.
Effective project governance begins with establishing a documented approach outlining key aspects of the review. As explained in our detailed methodology in the following pages, we will co-establish a work plan with the Town to monitor quality service delivery. The work plan will describe the following:
Preliminary scope and objectives of the engagement; Timing of the engagement; Key milestone, deliverables and measures of success; Team and project communication protocols; Risks, constraints and client concerns; and Budget. The suggested high-level work plan will be validated and updated during the planning phase to confirm that it meets the Town’s objectives and expectations. The proposed engagement work plan (found in the detailed methodology) assumes the contract will be awarded by the end of July, 2016. If this is not the case, the work plan will be adjusted accordingly. During similar engagements, we noted the success and importance of periodic status update meetings with the project authority to track project progress and discuss potential issues. These checkpoints enable the team to compare project progress against the timeline, deliverables and budget to identify variances. Regular meetings
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
allow the engagement team to work with the project authority to mitigate and risks and ensure a high quality product.
We believe in the importance of keeping an open channel of communication between the engagement team and our clients. Communication can act as a control and enables the team to understand clients’ expectations, respect the scope of the mandate and provide value added interaction between the two parties. Communication is also an excellent tool to manage project risk by sharing concerns with the project authority in a timely manner and implementing corrective measures. The engagement team will ensure continuous communication through the kick-off meeting, bi-weekly status updates and face-to-face meetings, telephone calls and e-mails as required.
Our quality assurance approach is based on two (2) main pillars which guide our engagement team throughout each phase of the project. This quality assurance framework was developed based on our experience conducting similar engagements within the private and public sectors. The two main pillars described below will guide our project team to help ensure overall project objectives are met.
RCGT 1. Aligning 2. Active Quality Resources Oversight Assurance
We strive to ensure proper alignment of resources in order to achieve the objectives set out in the statement of work. Through our detailed understanding of the Town’s needs, we believe senior level presence with significant experience in conducting organizational reviews is a key component to quality assurance. Our proposed resources, Dean Plater, Liana Murray and Stephanie Cyr have completed major engagements in conducting organizational reviews in municipalities. Our proposed resources’ experiences enables efficiencies for our proposed Town project team given the lessons learned and key areas of focus derived from past projects. Although we strive to ensure that the most qualified and experienced resources are available to deliver each of our client engagements, we also recognize that sometimes situations arise where the proposed resources are unavailable to start and/or complete the delivery of a project/engagement. To mitigate the impact of these unfortunate situations, RCGT is dedicated to ensuring that our clients are provided with replacement resources that are equally qualified to deliver the work. For this particular opportunity, RCGT has other qualified resources that work as part of the same Advisory Services Team. In the event that any of our proposed resource becomes unavailable, RCGT is well positioned to propose well qualified alternatives from our vast network, for the Town to consider.
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Through our experience conducting similar engagements, we believe that quality assurance must be provided throughout each phase/activity of an engagement. This includes preparation of interview guides and surveys, development of deliverables, execution of the methodology, gathering and analysing data and observations, summarizing the findings, and submitting accurate, timely and relevant conclusions, options and recommendations. The term active oversight includes documented evidence that working documents, work products and deliverables have been reviewed by a team member that is more senior than the preparer. In addition, we ensure our senior level resources are continuously engaged and participating during each project activity. This quality assurance step promotes efficiencies and consistent quality through the engagement. Additionally, we will propose a quality assurance plan that ensures active oversight throughout each phase of the project. We have developed similar quality assurance plans with municipal clients, similar to the Town, that enable a transparent approach with our clients on how we actively monitor quality. Key activities outlined in the quality assurance plan could include:
Organizing a kick-off meeting at the onset of our project, whereby the Town and RCGT teams will be able to establish team communication protocols, identify areas of risk and appropriate management processes to mitigate those risks, and co-develop a detailed work plan based on a detailed understanding of Town quality standards, metrics, expectations and project objectives. A co-developed procedure between the Town and RCGT outlining how private and confidential information will be handled. The project work plan, schedule and progress reports will be reviewed with the Town’s project authority prior to the commencement of the next phase. This review and approval will ensure that the work in properly managed and controlled. Meeting/interview notes will be well documented and reviewed by the Project Leader or Senior Consultant to ensure interpretations were accurately captured and follow-up items have been appropriately identified. When comments by the Town project authority are made on draft reports, our engagement team will thoroughly address the comments being made. We will work with the project authority to ensure comments have been appropriately addressed and a co-developed solution is discussed if certain points are not addressed. Deliverables such as draft report and final report are reviewed by at least two reviewers. If the Project Leader is the preparer of the deliverable, our proposed Partner will be in charge of reviewing the final report.
As part of any sound project management approach, RCGT supports a formal Project Closeout process. The phase is broken down into three (3) tasks.
Task 1: Lessons Learned At the conclusion of every engagement, we summarize our experiences throughout the project and highlight the things that we thought worked well and the areas where we think there is room for improvement. The Project Authority and his/her team are also consulted to solicit their input on their views of the project process and outcomes. These findings are summarized and presented to the Project Authority and included in our Quality Assurance files for evaluation and future reference.
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Task 2: Project Closeout Meeting Once the project has been completed, we like to have a formal meeting with the Project Authority to present our Lesson Learned summary and finalize any administrative activities related to the conclusion of the engagement.
Task 3: Client Satisfaction Survey/Interview As part of our Quality Assurance process, we ask clients to complete a short client satisfaction survey or, in some cases, a formal client satisfaction interview with one of our senior management resources that was not part of the project team. Client feedback is essential to helping us ensure that we continue to meet and/or exceed our clients’ expectations and that we continue to deliver services of the highest quality.
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
RCGT has provided below three (3) references of clients for whom we provided similar services to those requested by the Town.
Client Organization City of Fort McMurray (Regional Municipality of Wood Buffalo) Project Title Operational and Administrative Review Contact Information Name: Amie McGowan, P.Eng. Title: Manager, Operational Excellence Phone: 780-793-1013 Project Duration October 2015 – March 2016 Project Description RCGT was engaged with the City of Fort McMurray to conduct a review with the aim to address the following questions: Is the City meeting service levels based on municipal best practices? Could the City be implementing certain services more innovatively and as such more efficiently? Does the City have a sufficient and adequate staff complement to fulfill our service mandates? Are functions appropriately aligned and organized to support effective and efficient operations? The desired outcomes of the review include improvements to sustainability, strategic alignment and performance management. The review consists of interviews with Administration and Council, documentation review and data analysis, benchmarking, design of improvement options and development of recommendations. The review will culminate in a final report and presentation to Council. Similarities to the Town RCGT is conducting a functional review that is similar in size (complex municipal Requirements organization) and complexity (covering multiple business areas) to the Town’s requirements and consists of the following elements: Performing document review and stakeholder interviews Assessing current state of governance and organizational structures Benchmarking against best practices Identifying areas of improvement to improve sustainability Liaising with stakeholders from several different business units Producing final reports and presenting findings to key stakeholders
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Client Organization Village of Casselman Project Title Organizational Review Contact Information Name: Charles Bray Title: Director of Technical Services – Chief Building Official Phone: 613-764-3139 ext. 518 Project Duration May 2015 – July 2015 Project Description Raymond Chabot Grant Thornton undertook a project to conduct an organizational review of the Municipality of Casselman, with the purposes of reviewing business processes to identify improvement opportunities, assessing long-term and short term strategies, reviewing the asset management framework and assessing project management practices. The review included benchmarking of performance against comparable municipalities and identification of recommendations for improvements. Similarities to the Town RCGT conducted an organizational review that was similar to the Town’s requirements Requirements that consisted of the following elements: Performing document review and stakeholder interviews Assessing current state of organizational structures Benchmarking against best practices Identifying areas of improvement Liaising with stakeholders from several different business units Producing final reports and presenting findings to key stakeholders
Client Organization Public Works and Government Services Canada (PWGSC), GC Surplus
Project Title Service Delivery Study
Contact Information Name: Sandi Wright Title: Senior Director Phone: 613-993-9563
Project Duration January 2016 – February 2016
Project Description RCGT was contracted to review and assess the GCSurplus business model and internal processes, provide a comparative analysis of other private sector governments on the lifecycle management of their assets, identify improvements and the financial implications of those improvements and ensure any viable improvement options can be successfully implemented given the policies, rules and regulations that must be adhered to. The goal of this engagement was to determine the most cost effective alternative service delivery option for the sale of moveable surplus assets for the Government of Canada.
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Similarities to the Town RCGT conducted a service delivery review that was similar to the Town’s Requirements requirements that consisted of the following elements: Performing document review and stakeholder interviews Assessing current state of organizational structures Benchmarking against best practices Identifying areas of improvement Producing final reports and presenting findings to key stakeholders
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Proposal Operational Review Study/Town of Cochrane July 8, 2016
Requirements Our Methodology/Approach Through our Canadian and International networks, we have access to a broad array of similar organizations for the purpose of benchmarking and conducting research. We will also benchmark the practices and processes of the Town with other municipal institutions. RCGT is an active member of Discovery/ the APQC, which is one of the world’s leading authority of business benchmarking, best practices and Research knowledge management research. By being an active member RCGT has access access to research- based best practices and business drivers, benchmarking tools and data, and expertise so we can discover, understand, and implement the most effective methods for process and performance improvement. Comparison of Our consulting team will conduct an internal working session with our Executive Staff to review, process metrics analyse and brainstorm the findings of the process performance information of both the Town and with those from the similar organization. This proven approach provides a broader analysis and review of the data and similar information that is collected. organizations Proposal of Based on the output of process review and benchmarking of the similar organizations combined with alternative our process improvement expertise our team will prepare a best fit approach to structure and process structures and models to ensure that they both sustainable and well aligned with the future requirements for the process models Town.
The majority of RCGT’s clients are in the public sector and have their own contract templates that must be used. These clients have been very satisfied with this approach as it allows them to set their own terms of agreement. RCGT is willing to use a contract provided by the Town that can be tailored to this engagement collaboratively by both parties. If this is not an option, RCGT can provide an example agreement used in a similar past engagement, upon approval from the Town.
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Dean Plater and Maral Elliot - Raymond Chabot Grant Thornton AGENDA ITEM #5.2
Proposal Operational Review Study/Town of Cochrane July 8, 2016
Project Local Sr. Partner Analyst Leader Expert Consultant
Phase L. Hours Fees M. D. J. C. Murray/ Perron Plater Kleinhuis Boursiquot S. Cyr
Hourly Rates $325 $220 $220 $175 $135 Step 1 - Project Start Up 0 8 0 15 11 34 $5,870.00 Step 2 - Current State 0 25 2 54 10 91 $16,740.00 Assessment Step 3 - Benchmarking & 0 3 0 5 11 19 $3,020.00 Best Practices Step 4 - Options Analysis & 0 3 0 8 16 27 $4,220.00 Recommendations Step 5 - Final Report 0 12 0 44 12 68 $11,960.00 Project Management and 4 18 0 12 0 34 $7,360.00 Quality Assurance Total Hours 4 69 2 138 60 273 - Total Fees $1,300 $15,180 $440 $24,150 $8,100 - $49,170.00
Department Effort as % of Total Value Operations 30% $14,751 Corporate Services 30% $14,751 Protective Services 20% $9,834 Community Services 20% $9,834 Board Led Services 20% $9,834 Total Compensation $49,170
Note: given our experience with similar engagements and to fulfill the obligations of Mandatory Requirement 4 - the levels of effort per department are calculated on an estimated percentage of the total assignment
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Appendix A Operational Review Study/Town of Cochrane July 8, 2016
RFP #: 2016-14 Appendix A – Page 1
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Appendix A Operational Review Study/Town of Cochrane July 8, 2016
Yes Page i
Yes Page 4
Yes Appendix C
Yes Page 28 Yes Page 31
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Appendix B Operational Review Study/Town of Cochrane July 8, 2016
RFP #: 2016-14 Appendix B – Page 1
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Appendix B Operational Review Study/Town of Cochrane July 8, 2016
July 8
0
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Appendix B Operational Review Study/Town of Cochrane July 8, 2016
Irena Dule, Director Marco Perron, CEO
July 8, 2016
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Appendix C Operational Review Study/Town of Cochrane July 8, 2016
RFP #: 2016-14 Appendix C – Page 1
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