We have eight strategic outcomes. Under each we have

We have eight strategic outcomes. Under each we have identified specific initiatives that we are going to execute to get us there. There are 18 of them.
1
Outcome: “By 2016, we want to see a professional, accredited and sustainable workforce that attracts, develops and retains top talent.”
2
Initiative: All Property Valuation Analysts, Property Valuation Specialists and all MPAC Managers will hold a required accreditation.
3
Initiative: Defined succession plans and recruitment strategies are implemented for the Top 10 property valuation roles at risk in the corporation.
Transfer of knowledge for complex properties and valuation issues.
4
Outcome: “By 2016, we want an improved public understanding and trust in MPAC’s role.”
5
Initiative: MPAC is a valued brand recognized for property information, valuation and services.
6
Initiative: Employees will represent a professional brand through visual identity “at the door”.
Increased visual identity is expected to improve access to properties for inspection. (Auditor General)
7
Outcome: “By 2016, we want to see innovative, universal and reliable technology to access information.”
8
Initiative: Top 10 taxpayer interactions with MPAC will be available through a self‐service platform, for each property type.
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Direct cost savings for service delivery.
‐ Approximately 20,000 annual requests to reprint property assessment notices – now self service.
‐ Targeting 1,000,000 users for AboutMyProperty 2.0 to review their property data and assessment and determine correctness and fairness.
‐ Self‐correction of property data – eliminates mailing of forms and field inspection.
Embraces Drummond Commission recommendation of “drive relentlessly toward effectiveness and efficiency.” (Drummond)
Increased transparency of information – continuing to deliver on the recommendations of the Ombudsman. (Ombudsman)
Privacy By Design Built In. ‐ MPAC was recently identified as an Organizational Privacy By Design Ambassador by the Office of the Information Privacy Commissioner.
9
Initiative: 100% of field work activities will be completed by employees with an appropriate tool‐
kit.
Mobile toolkit. Immediate updating of data. More time in the field assessing properties.
Desktop review toolkit. Eliminates field inspections. Increases throughput.
10
Initiative: Top 10 MPAC/Stakeholder business processes will be enabled through integrated B2B services.
Eliminate exchange of information using paper.
Building Permit exchange with municipalities. (Auditor General recommendation).
Expanded data exchange with land registry. Eliminates duplication of keying. (Drummond and Ontario Budget 2012).
11
Outcome: By 2016, we want integrated planning and execution enabled by flexible allocation of funds and staff.
12
Initiative: 100% of “property inventory at risk” will be complete and confirmed.
Data correctness and integrity. Key to ensuring fair and equitable assessment. (Ombudsman and Auditor General).
Targeted field inspections. Eliminates wasted time on properties that have not changed.
13
Initiative: Define and reposition the People Registry line of business.
MPAC continues to be responsible for lines of business for which it does not have the necessary access to information.
Define the line of business and position for outsourcing. Reduced cost and improved service.
14
Outcome: By 2016, we want progressive revenue generation and cost‐effective service delivery.
15
Initiative: Achieve at least $10M in profits for value‐added products.
Target represents a 40% increase over current profits generated from value‐
added products.
Reduces municipal levies.
16
Initiative: Implement an activity‐based service delivery model to improve operations and drive performance.
MPAC embraced the Drummond Report which recommended imposing a 2.4% budget constraint in order to offset uncontrollable costs.
MPAC implemented a 2.5% budget constraint.
MPAC has implemented a multi‐year, zero based budget for 2013‐2016.
MPAC has flatlined all support program budgets.
Any other budget increases are driven by:
1) uncontrollable costs: OMERS, utilities, fuel, future benefits liability, escalating health coverage costs.
2) Work activities required under MPAC’s statutory obligations: Appeals and Requests for Reconsideration, building permits, property severances, sales investigations, reassessment, etc.
3) Clearing of backlog of outstanding appeals in 2013 as mandated by the Assessment Review Board.
17
Preliminary budget estimate for 2013 is an increase in municipal levy between 0.8% and 2.6%.
2.6%, the maximum being considered for 2013, represents the lowest levy increase in MPAC’s history.
Outcome: By 2016, we want a fair, healthy and respectful work environment.
18
Initiative: At least 3 out of 10 employees will have an alternate work arrangement that improves service delivery, drives down cost and improves work‐life balance.
Potentially work from home, part‐time, flex‐work week, seasonal staff.
Reduce office footprint (Drummond and Ontario Budget 2012).
Reduce fleet requirement (Drummond and Ontario Budget 2012).
Increases productivity. Lowers cost.
This will translate into approximately 500 staff having a different work arrangement by 2016.
19
Outcome: By 2016, we want a shared understanding and commitment to quality and consistency.
20
Initiative: 100% of land transfer statements (LTTS/A) will include MPAC’s required sales and occupancy information.
MPAC currently sends out questionnaires regarding state and condition of property and occupancy after a sale has occurred.
This is wasteful.
This information should be captured at the source at the time of transfer at the Land Registry.
As such, we have requested that the necessary regulation change be implemented by the Ministry of Finance.
This represents over 1,000,000 mailings, returns and keying annually. Conservatively, this represents a $2.5 million dollar annual saving.
21
100% of available assessment growth is captured within 12 months of commencement of use.
Assessment growth from new construction, property severances and renovations translates into new tax dollars for municipalities.
For 2012, MPAC will deliver assessment growth to municipalities in excess of $23.0 billion.
Conservatively, this represents over $200 million in new tax revenue to the municipalities.
MPAC’s cost of operations in 2012 is $200 million.
In other words, MPAC’s work in this one initiative pays for its operations annually.
22
By 2016, we want to see a transformation of stakeholder relationships into true partnerships.
23
Deliver the 2016 preliminary values for properties to municipalities and taxpayers by the end of 2015.
Earlier delivery of values allows for increased review and engagement.
This is expected to reduce appeals particularly for business properties.
Reduces work and eliminates costs.
24
Initiative: All permit inspections are triggered through third party notification of commencement of use.
Property inspectors will not proceed to inspect properties unless notified by the municipality that the construction is complete.
This eliminates wasted visits to properties that are not complete.
25
Initiative: 100% of new residential construction inventory updates and severances accomplished trough third party data supply.
MPAC has just signed a partnership with the Association of Ontario Land Surveyors to directly supply all lot dimensions related to new subdivisions. MPAC’s pilot projects in 2012 demonstrate that this represents a time saving of 67% in this process.
MPAC intends to receive data for all new subdivision construction. This information is already provided to Tarion for the new home warranty program. MPAC wants access to the same data to reduce costs by eliminating inspections of these properties.
26
Initiative: Appeals will be completed within 12 months of filing.
Clearing of backlog of outstanding appeals in 2013 as mandated by the Assessment Review Board (ARB).
MPAC is working with the ARB to implement new procedures to prevent the creation of any future backlogs.
27
We are targeting a cumulative reduction in expenditure of $20 million from the 18 Initiatives between 2013‐2016.