As
Chair of the Government Management Committee we approved
$373 million in Tax
Savings since 2010


TORONTO -Councillor Paul Ainslie Ward 43 –"As Chair of the
Government Management Committee I had the privilege to work on significant
projects for the City of Toronto, I am proud of the work our committee
accomplished and look forward to committing my energy and talents as Chair of
the Parks and Environment Committee." stated Councillor
Ainslie.


As
Chair of the Government Management Committee we approved $373 million in tax
savings since 2010. My vision to introduce Social Services
  Benefit Cards has given the City annual savings of $6.2 million (62 million
  over 10 yrs), a service Staff are extending to other service divisions for
  additional savings.  Under the
  committee's direction sole source contracts have been reduced at a savings of
  $22.5 million, the core service review implementations gave us an additional
$25 million in savings.  New
collective agreements for full and part-time workers will save $150 million
over the next 4 years.


While
Chair of Government Management, we eliminated paper news clippings to an
electronic version at a cost savings of $170,000. 
The City will also fully implement paperless pay stubs at an annual
savings of $300,000 by December 2014.


Accountability
  was also a top priority as we implemented: online
posting of all Purchasing Card (PCard) transactions, an Open Government
Committee was formed of all the ABC's to focus on how all the divisions can move
forward to strive for a more transparent style of government to best serve the
residents, Podcasts have been in place for over one year. Social media has been
greatly enhanced to reach the residents of Toronto on meetings, important
Issues, committee & volunteer opportunities. 



These
tools are keeping our residents up to date on the goings on at City Hall.
Government Management Committee since 2010 has also seen the launch of an "Idea
Market" to engage front-line employees, has worked on encouraging civic
engagement through participation at community meetings and public
consultations. All Council votes
and attendance records, along with City agendas are also now recorded and
online.



"Over the past two and half years I've
enjoyed working with all of my fellow City Councillors," continued Councillor
Ainslie,

"to make our municipal government as open and transparent as
possible."
TORONTO -Councillor Paul Ainslie Ward 43 – Scarborough East,
Councillor Paul Ainslie, reported that the Social Services Benefits Card project is doing
very well.  Introduced in 2012
following Councillor Ainslie request that the City implement the program to
replace paper welfare cheques with a reloadable debit card the program has
already saved City of Toronto residents $6.2 million and will continue to do so
annually with room to grow. Realizing the program's success City Council adopted
Councillor Ainslie's recent motion to expand the program to include other
division for further savings. 




"The card is a success for everyone by cutting red tape and
service fees" stated Councillor Paul Ainslie.  The program, the first of its kind in
Canada was the recipient for the Excellence in Public Service Delivery Award
handed out in October of this year by GTEC, Canada's
  Government Technology Event. http://www.gtec.ca/awards/congratulations-to-the-2013-distinction-awards-medalists/



The reloadable cards will be expanded to include a
Drug Benefit Card, Shelter Support and Housing Administration (SSHA),  Toronto Public Health for emergency
dental needs for further savings, It is estimated that the further
implementations could save residents a further $700,000
annually.



The card looks and works like any other debit card, using secure
PIN and chip technology. 
Cardholders receive Ontario Works payments on the reloadable card and are
able to withdraw funds at ATM's, make purchases at retailers, and access a
number of other online services. 
The card eliminated expensive cheque-cashing fees and provides a more
secure option over carrying cash. "The City Service Benefit Card has reduced the
time spent on onerous administrative processes, staff can concentrate on value
added activities: helping residents to find jobs, and improve their incomes; and
for City government, which has reduced costs." Stated Councillor
Ainslie



The Card also supports the city's low income residents in another
important way, where welfare cheques stigmatize people, the card will treat
residents like many other Torontonians who use cards everyday in the
  marketplace, as well as reducing eliminating expensive cheque-cashing fees social assistance
recipients cannot afford.



Better service for residents, better use of staff
time and better value for the money we spend to deliver valuable City services. 

TAX SAVINGS Through Government Management
Committee


 


Annual
  savings of $6.2  million through
Services
Benefit Cards


 


Adpoted
by CC in July 12, 2012
I started
an initiative to
  introduce benefit cards to those on Ontario Works Assistance, because issuing
City cheques was an expensive practice. Last July Services Benefit Cards were
  introduced. The first of its kind in Canada, they
improve


services and save the City $6.2
million annually.


Adopted at May
2013 GMC / October 15, 2013 on the progress to date on the following possible
uses for the City Services Benefit Card within Toronto Employment and Social
Services as initially discussed, followed by potential applications in other
City services: a.
  Prescription Drug Benefits - replace the current paper drug card with a single
  issuance electronic drug card.


b. Special Benefits Card - facilitate the payment of additional
financial benefits replacing the current administratively onerous paper voucher
system with a modernized electronic payment for: - one time, in-kind medical
benefits such as eyeglasses, wheelchairs, walkers, or prosthetics; - ongoing
medical supplies such as diabetic supplies issued through TESS' Client Special
Services Unit; and - assistance issued under the housing stabilization fund to
residents leaving shelters for housing, for in-kind items associated with
establishing a home.


As part of the 2012 budget process, TESS recommended reducing
its staff complement in


anticipation of technology solutions that when deployed would
improve the efficiency of


administrative processes related to the OW program. The most
significant of these


initiatives was the implementation of the CSBC. As a result,
TESS increased the overall


ratio of cases to staff by 14%, resulting in a reduction of 85
local office positions for an


annual cost savings of $6.2 million gross/$3.1 million
net.



production of cheques has declined by nearly 10,000 per month,
reducing all associated


costs (e.g. cheque stock and handling, postage costs,
administrative costs of cheque


production, etc)


 


 


average savings for each client would
have


been over $34.00 per
month.


 


Fair wage savings


 


e-statements


 


Sole
  Source contracts in 2011:  savings
$22.5
million = 1.5% of City's budget. = 360 contracts
down by 226 from 2011


the
Parking Ticket collections from out of town registrants: projected revenues:
$10,730 - $21,460



Government Management Committee has accomplished:



1.    
$25
  million in savings through the Core Service Review by rationalization of
  service delivery in a manner which does not affect front line
services.


 


2.    
Ensuring
  the process for all social service (welfare) debit cards by electronic means at
  a savings of $5 million.


 


3.    
Adopted
by CC in April 2011
GMC Online posting all Purchasing Card (PCard) Transactions creating greater
accountability for all City Divisions available on the cities open data
page. 



 


4.    
Open Government Committee has been formed of all the ABC's to focus on
how all the divisions can move forward to strive for Open Government to best
serve the residents.


 


5.    
Social Media has been enabled to reach the
residents of Toronto on meetings, important Issues, committee & volunteer
opportunities.  This tool is
  keeping our residents up to date on the goings on at City Hall.


 


6.    
Adopted
by CC in April 2011
Launching
of Idea Market offering front-line employees an opportunity to participate in
participating in advancing City Divisions to reach the City's priorities.



 


7.    
Status Update - Civic Engagement Work Plan and
Priorities


8.    
 


 


        
$170,000
saved - eliminated paper news clippings, switched to
electronic.


·        
$48,000
saved - eliminated snacks at Council meetings.


·        
$25,000
saved - Transition Team under budget.


·        
$17,000
saved - Mayor turned down recommended pay
  raise.


·        
$70,000
saved - Toronto Hospitality Fund


·      
Initiated action to contract out the garbage collection to save
taxpayers an estimated $8 million and improve customer service.


·      
Demanded changes to the leadership at Toronto Community Housing, a
City agency, after an Auditor General's Report found wasteful spending cost
taxpayers an estimated $4-6 million.


·      
Continued to act on residents' concerns and requests: in Summerlea
Park the Mayor quickly secured a shelter for skaters in that park - the request
from skaters was initially made more than a year ago.


·      
Responded to concerns from residents about a new bylaw impacting
driveway parking, and had them 
amended so they were clear and easy for residents to understand and
follow.


·      
The Green Roof Bylaw was amended to extend the exemption for
industrial buildings to provide green roofs until April 2012 to allow
for consultation with industrial operators about alternatives that would
achieve similar benefits.  


·      
Secured new revenue from the province so that the City and Ontario
Government now share the costs of welfare evenly at 50 per cent
each.