CITY MANAGER S OFFICE

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1 CITY MANAGER S OFFICE The City Manager is responsible for developing policies and strategies that address the unique qualities and needs of the City while offering effective leadership to accomplish corporate priorities, advance new initiatives and integrate objectives emerging from the political process. The successful management of Brampton s municipal corporation lies in the partnership between members of City Council and the City s Senior Management Team. The City Manager heads the Senior Management Team comprised of 7 Commissioners. Business Development & Corporate Communication Community Services Corporate Services Finance Management & Administrative Services Planning Design and Development Works and Transportation The Senior Management Team or SMT meets on a regular basis to manage issues that affect the corporation city-wide. Members of SMT are accountable for the day-to day management of the operations of the City City Manager_ of 6

2 INTERNAL AUDIT DIVISION INTRODUCTION The Internal Audit Division is responsible for providing a variety of services to the Corporation. Internal Audit evaluates and enhances Corporate governance, stewardship, accountability and control. Through a comprehensive risk-based mapping of the Corporation s activities, Internal Audit is able to allocate its resources to the areas of greatest need, and provide the highest quality of valueadded service to the Corporation. The Division s key services include: Compliance/ Validation Independent assurance to the Corporation and stakeholders: That the City's assets are safeguarded from loss; That policies and procedures are being followed; That transactions are properly authorized; That the books, records and financial statements accurately reflect the City's transactions. Operational Performing process reviews to ensure effective: Management of public funds; Delivery of programs and services; Control and management of costs. Risk and Cultural Assessment Performing facilitated risk and team assessments to: Identify and prioritize risk; Determine action plans to mitigate risk; Find solutions for improvement. Control Consulting Provide guidance and assistance relating to the implementation of controls in new or existing processes. City Manager_ of 6

3 INTERNAL AUDIT VISION In keeping with the standards of the City Manager s Office, the Division will provide Senior Management with the necessary recommendations to maintain the highest standards of stewardship and due diligence over corporate processes and public funds. The Division will foster its award winning and leading edge methodologies, policies and procedures, to maintain its standing in the profession as a benchmark organization in the field of internal auditing. INTERNAL AUDIT PERFORMANCE OBJECTIVES Internal Audit has developed a series of performance objectives that ensures our vision and strategies are aligned to the plans of the City Manager s Office. Provide a comprehensive internal audit service that evaluates corporate control, accountability, due diligence, and governance; Develop an annual work plan of projects to be performed based on corporate needs (risk-based approach) that is presented to Senior Management Team and the Audit Sub-Committee. The plan s focus is to: 1. Ensure the City s assets are safeguarded from loss; 2. Provide assurance policies and procedures are being followed; 3. Obtain assurance that transactions are properly authorized; 4. Validate financial statement transactions that ensure the books, records and financial statements accurately reflect the City's transactions; 5. Assess information technology security risks and controls within our I.T. environment and recommend improvements; 6. Ensure the specific project recommendations for improvement agreed to by departments are implemented within the timeframe stated. Perform risk and cultural assessments in facilitated workshops. Identify with staff input, action plans for effectiveness, efficiency, and risk mitigation. City Manager_ of 6

4 2007 INITIATIVES Perform a wide range of audits throughout the Corporation Report findings to the City Manager, Senior Management Team, the Audit Subcommittee, Internal Business Partners, and the External Auditors Perform Corporate S.O.P. audits as directed by the City Manager and SMT, in accordance with the Corporate S.O.P. strategy Identify and prioritize risk in workshop settings using technology and facilitation techniques 2007 Current Budget Impact ($000 s) Follow Up Audit For PeopleSoft Security Review (non-recurring) 40 Internal Auditor (regular, full-time) 0 City Manager_ of 6

5 CITY MANAGER CITY OF BRAMPTON Current Budget Financial Summary VARIANCE Budget vs. % BUDGET FORECAST BUDGET 2006 Budget CHANGE ADMINISTRATION Labour 582, , ,603 15, Other 66,834 57,205 66, Total Expenses 649, , ,437 15, Revenues 0 (7) Net Expenditures $649,172 $600,714 $664,437 $15, TOTAL CITY MANAGER Labour 582, , ,603 15, Other 66,834 57,205 66, Total Expenses 649, , ,437 15, Revenues 0 (7) Net Expenditures $649,172 $600,714 $664,437 $15, NOTE: Internal Audit has been presented as part of the Management and Administrative Service variance, however this section now reports to City Manager's Office City Manager_ of 6

6 CITY MANAGER Consolidated Change from 2006 ($000's) 2007 Budget vs Budget Category Description CORE OPERATING ADJUSTMENTS Compensation - provisions for non union cost of living adjustment (COLA) / merit, union collective agreements, and adjustments to reflect actual costs 15 Compensation Adjustments SUBTOTAL, CORE OPERATING ADJUSTMENTS 15 TOTAL, NET EXPENDITURE CHANGE 15 SUMMARY BY CATEGORY (2007) Compensation Adjustments 15 Inflation Capital Impacts - Growth Capital Impacts - Service Health and Safety Council Approved Efficiency / Financial Payback Growth / Work Volume New or Increased Service Reduction Packages 15 NOTE: Internal Audit has been presented as part of the Management and Administrative Service variance, however this section now reports to City Manager's Office City Manager_ of 6

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