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Corporate Finance
Strategic Plan
2022-2023 Update
For review as at April 12, 2022
Photo: Austin Mackay, courtesy Tourism Winnipeg
Vision, Mission and Values
VISION
A vibrant, healthy, and inclusive city for all Winnipeg
residents and visitors.
MISSION
Achieve effective and efficient service delivery through a
collaborative, engaged, and value-driven organizational
culture.
VALUES
Accountability - as stewards of public assets and the
work we do
Diversity - in who we are
Respect - for each individual person
Trust - with elected officials and the residents we serve
Transparency - in all we do
3
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Table of Contents
Purpose of the plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Operational context
- External factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Vision, Mission and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Financial Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Corporate strategic directions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
- Culture
- Continuous improvement & innovation
- Communication & engagement
- Customer service
Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Specific tactics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Enabling tactics
- Financial planning & review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
- Campus finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
- Corporate controller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
- Risk management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
- Materials management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
- Financial management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Annex - Corporate Finance organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Photo: Michael Pratt, courtesy Tourism Winnipeg
5
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
The City of Winnipeg's Corporate Finance Department
(the Department) provides leadership in the manage-
ment of the financial operations of the City of Winnipeg.
This is accomplished through development and support
of corporate financial policy, systems and processes.
This Corporate Finance Strategic Plan (Departmental
Plan or the Plan) outlines the goals and tactics of
the Corporate Finance Department aligned with the
Corporate Strategic Plan. This Departmental Plan
provides the framework for the operating divisions of
the Department to achieve those goals.
The Plan as originally drafted covered the years 2019
through to 2021. As a result of the COVID-19 pandemic,
many initiatives were delayed and hence this 2022-23
Update to the Plan is in place to bridge the Department
through to the development of the Strategic Priorities
Action Plan expected to be completed late in 2023.
At that time, a new four-year Departmental Plan will
be prepared to align with the Multi-year Budget cycle,
the Strategic Priorities Action Plan and the Corporate
Strategic Plan.
Purpose of the plan
* Time periods will align with other planning documents effective in 2024
2021
2022
2023
2024
2025
2026
2027
Term of Council
Year 3
Year 4
Year 1
Year 2
Year 3
Year 4
Year 1
Four-Year Multi-year Budget
Year 2
Year 3
Year 4
Year 1
Year 2
Year 3
Year 4
Strategic Priorities Action Plan
N/A
N/A
Developed
with
Incoming
Council
Year 1
Year 2
Year 3
Year 4
Corporate Strategic Plan
Year 1
Year 2
Year 3
Year 1
Year 2
Year 3
Year 4
Departmental Plan*
Year 3
Update
Year 1
Year 2
Year 1
Year 2
Year 3
Year 4
6
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
The Corporate Finance Department is established
under the City Organization By-law, 7100/97 to manage
the financial affairs of the City of Winnipeg. Corporate
Finance is charged with ensuring that the duties of the
Chief Financial Officer are discharged in accordance
with provincial legislation including the City of Winnipeg
Charter as it relates to finance, accounting, sinking funds
and other financial commitments.
Annually, Council approves both an Operating and a
Capital Budget for the City. In 2020 Council adopted the
Multi-year Budget Policy and the first four-year budget.
The intent of this policy is that, over the period of the
four-year budget cycle, the City is to maintain a balanced
budget. The Multi-year budgets form the framework for
the financial operations of the City.
The Corporate Finance Department's responsibilities,
whether through legislation or through delegated
authorities, are carried out through the following
operating divisions:
- Corporate Controller
- Financial Planning and Review
- Financial Services
- Materials Management
- Risk Management
All planning within the City of Winnipeg is carried out
within the context of OurWinnipeg 2045 Development
Plan (awaiting third reading). OurWinnipeg 2045 is the
25-year vision which guides the growth and development
of the physical, social, environmental, and economic
development of the City. Within the OurWinnipeg
document, the goals are:
- Leadership and Good Governance
- Environmental Resilience
- Economic Prosperity
- Good Health and Well-being
- Social Equity
- City Building
The first goal of Leadership and Good Governance is
of particular significance to the operational services
provided by the Department.
EXTERNAL FACTORS
While the Department's customers are primarily internal,
there are a number of external factors impacting the
operations of civic departments, and by extension
impacting services provided by the operating divisions
within Corporate Finance. These include expectations of
external stakeholders such as bond rating agencies and
the capital markets. Other external factors impacting
the Departments' services include actions taken by
the Worker's Compensation Board, the provincial
government and the federal government. The broader
economic factors impacting the Department include
interest rates, inflationary pressures, economic health
and the resulting ability to generate revenues from
services and from the assessment base.
Operational context
7
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
The motto of the City of Winnipeg is Unum Cum Virtute Multorom, translated as "One with the strength of many".
From that motto, the City of Winnipeg has established Vision and Mission statements:
Vision:
A vibrant, healthy, and inclusive city for all Winnipeg residents and visitors.
Building on this, the Vision of Corporate Finance is:
Financial leadership to inspire excellence in the business of civic government
The City of Winnipeg also has a Mission statement:
Achieve effective and efficient service delivery through a collaborative, engaged, and value-driven organizational
culture.
The Mission of Corporate Finance is:
To strengthen the City's long-term financial performance
This Mission statement encompasses the functions carried out by the operating divisions from both revenue and
expenditure perspectives. It is also informed by the Corporate values of employee contribution and development.
Accountability - as stewards of public assets and the work we do
Diversity - in who we are
Respect - for each individual person
Trust - with elected officials and the residents we serve
Transparency - in all we do
In achieving this Mission, the following Objectives will inform both the goals and implementation strategies of the
Department:
1. Strengthen Financial Performance
2. Improve Information for Decision Making
3. Manage Risks and Exposures
4. Developing Appropriate Resource Capacity
5. Increasing Customer Satisfaction
Vision, Mission and Values
8
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
The Financial Management Plan is the City of Winnipeg's strategy for guiding financial decision-making, meeting
long-term obligations, and improving its economic position and financial stability. The Financial Management Plan
sets forth the guidelines against which current and future financial performance can be measured, and assists the
City in planning fiscal strategy with a sustainable, long-term approach.
The following are the levers supporting execution of the Financial Management Plan:
1. Ensure a sustainable revenue structure
2. Support a sustainable and competitive tax environment
3. Support economic growth
4. Support long-term financial planning
5. Build, maintain, and enhance infrastructure assets
6. Manage expenditures
7. Manage debt
8. Ensure adequate reserves and liquidity
The Department provides the following services to all City operating departments*, Special Operating Agencies and
Utilities:
- Financial Leadership
- Accounting & Financial Reporting
- Budget Development, Analysis & Approval
- Payroll
- Payables & Payments
- Materials Management
- Risk Management
- Performance Measurement Coordination & Facilitation
- Financial Systems
- Labour Costing & Budgeting
- Provincial Funding Analysis
- Debt and Investment Management
- Treasury & Banking Functions
- Financial Forecasting, Development & Analysis
- Coordination of Fees & Charges
- Revenue Cycle Management
- Internal Financial Control Management
- Financial Administration
Financial Management Plan
Services
* The Winnipeg Police Board has direct oversight of the financial management of the Winnipeg Police Service
9
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
The Public Service is committed to focusing on four strategic directions, as articulated in the Corporate Strategic Plan.
These directions better position the organization to service Council and residents.
CULTURE
Foster a collaborative, engaged and value-driven organizational culture embodying reconciliation, diversity and
inclusion.
CONTINUOUS IMPROVEMENT & INNOVATION
Drive continuous improvement and performance measurement in processes and procedures across the organization.
COMMUNICATION & ENGAGEMENT
Collaborate to improve internal and external communication with elected officials, residents, employees and
businesses.
CUSTOMER SERVICE
Improve the efficiency, effectiveness and responsiveness of city services.
Building on the aforementioned departmental Objectives and the Strategic Directions from the Corporate Strategic
Plan, the following are considered goals for the department during the period of this plan:
Corporate strategic directions
Goals
Enabling Strategy
Culture
Continuous
Improve-
ment &
Innovation
Communi-
cations &
Engagement
Customer
Service
Strengthen Financial Performance
✓
✓
✓
✓
Improve Information for Decision Making
✓
✓
✓
✓
Manage Risk and Exposure
✓
✓
✓
✓
Develop Appropriate Resource Capacity
✓
✓
Increase Customer Satisfaction
✓
10
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Building on the aforementioned departmental Objectives, the following are considered goals for the department
during the period of this plan:
Strengthen Financial Performance
1.1
To create and maintain a fiscally responsible culture at the City;
1.2
To strengthen the Controllership model;
1.3
To identify efficiencies in processes/systems and implement changes to benefit the City;
1.4
To provide ongoing leadership/support for departmental financial planning, budgeting and performance
measurement;
1.5
To periodically review the City's Financial Management Plan;
1.6
To facilitate sound financial stewardship;
1.7
To provide financial and investment management services to the City based on industry best practices;
1.8
To provide an adaptive banking structure to facilitate service delivery;
1.9
To leverage technology to replace manual or duplicate processing;
1.10 To deliver and manage an effective Debt Issuance program; and
1.11 To deliver and monitor financing solutions and document the associated impacts on the Debt Strategy.
Improve Information for Decision Making
2.1
To provide timely, accurate and meaningful information to financial stewards;
2.2
To develop a longer-term focus for decision making;
2.3
To improve communication with senior decision makers;
2.4
To improve performance measurement through collaboration with other municipalities, benchmarking
information and innovative systems;
2.5
To provide easy to use City-wide supply chain processes;
2.6
To maintain and enhance reporting from the Risk Management Information System (RMIS) to improve City-wide
loss control;
2.7
To leverage use of the Internet/Intranet;
2.8
To identify, prepare and implement changes to Public Sector Accounting practices;
2.9
To improve financial reporting and analysis; and
2.10 To provide the organization direction through financial policy and administrative standard development.
Manage Risk and Exposure
3.1
To strengthen the financial control environment;
3.2
To provide and enhance a clearly understood supply chain business framework;
3.3
To establish risk management policy and practices through Council approval;
3.4
To investigate an integrated risk management program for the City;
3.5
To support the Emergency Management and Coordination Committee (EMCC) to develop plans for specific
major emergencies;
3.6
To facilitate and support labour negotiations through effective costing and budgeting of open labour contracts;
and
3.7
To track and support Provincial funding through analysis, communication and recommendations.
Develop Appropriate Resource Capacity
4.1
To be leaders in the application and use of technology;
4.2
To ensure integration of new systems with existing systems and processes;
4.3
To optimize the use of resources; and
4.4
To optimize staff development.
Increase Customer Satisfaction
5.1
To improve customer service; and
5.2
To provide consulting expertise on financial impact of major corporate initiatives/special projects.
Specific tactics
11
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
In the context of the financial management of the city's operations, there is no specific 'end-state' at which point
complete success can be declared. Rather success is defined through the continuing financial well-being of the City.
However, over the period covered by this strategic plan, completion of the various enabling strategies will contribute
to fulfillment of the stated mission of the Corporate Finance department.
Success in 2022 and 2023 will include:
- Continued timely submission and approval of Operating and Capital Budgets
- Reductions in manual, paper-based processing
- Ongoing reductions of insurance claims
- Develop and implementation of Sustainable and Social Procurement Practices
- Achievement of 'Benchmark' investment returns
- Ongoing mitigation and prevention of fraud
Success
Each operating division has developed enabling tactics that will allow it to achieve the goals outlined in Part 1 of this
Departmental Plan.
For each enabling tactic, operating divisions have identified a measure of success that is indicative that the enabling
tactic has been put in place and is having the intended effect.
Additionally, an anticipated timeline for implementation of the enabling tactics has also been identified.
Each operating division has also prepared more detailed implementation and action plans for their internal use that
do not form part of this document.
Overview
12
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Enabling tactics
Financial planning & review
Goal
1.1 To create and maintain a fiscally responsible culture at the City
Enabling Tactic
Measure of Success
Target Date
Provide ongoing leadership/support for departmental planning,
budgeting and performance measurement.
Update provided to
Finance Managers
on performance
measurement and
budget information
Annual
Include financial framework and current financial realities
and challenges in overarching City planning processes and
documents. (eg. OurWinnipeg)
Financial context
understood and
integrated in
planning framework
Various
Align performance reporting and community trends report with
OurWinnipeg.
Publish revised
Community Trends &
Performance Report
Annual
Communicate political and administrative direction as available
and as required through the preparation of the annual Budget
Guidelines for the annual budget process.
CFO Approval of
Budget Guidelines
May
(annual)
Prepare and deliver operating and capital budget training for
departments as part of the launch of each budget process.
Training completed
and attended
by at lease one
representative from
each department
May
(annual)
Support Departments in the development of budget
submissions. Provide advice and guidance as required.
Successfully
submitted budgets
Annual
13
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
1.3 To identify efficiencies in processes/systems and implement changes to benefit the City
Enabling Tactic
Measure of Success
Target Date
Continue to improve alignment of the capital budget process
and asset management initiative, including FPR feedback
for the development of the next iteration of the State of the
Infrastructure Report, City Infrastructure Plan and Asset
Management Plan.
Integrated Processes
Ongoing
To drive continuous improvement and performance
measurement in key processes and procedures, establish
a regular review process of manual working papers within
the current budget process for automation or process
improvements.
Reduction of manual
processes leading to greater
accuracy and efficiency
Ongoing
Review departmental budget submissions for efficiencies,
savings and risk management opportunities. Identification of
issues and resolution through problem solving is key.
Tabling preliminary budget
Ongoing
Work closely with marketing staff to improve consistency of
appearance of budget documents and materials.
Changes implemented
Ongoing
Review departmental FTEs recovered from capital for
disclosure/authority.
Disclosed on capital detail
sheets and appendix
Ongoing
Review consolidation process for automation and efficiency
opportunities.
Reduction in staff time in
completing process
Ongoing
Review corporate overhead allocation methodology to identify
further efficiencies. (e.g. Reduce the amount of allocation driver
data obtained from departments annually)
Reduction in the number of
allocation drivers collected
from departments
Ongoing
Review and provide recommendations on open budget (Capital)
and Capital Dashboard initiatives.
Data is consistent with
published budget document
Ongoing
Review changes of temporary FTE's to Permanent FTE status,
Appropriate approval in
place
Ongoing
14
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
1.4 To provide ongoing leadership/support for departmental financial planning, budgeting and
performance measurement
Enabling Tactic
Measure of Success
Target Date
Provide input, and support to the annual public budget
consultation process.
Partnering with
the Office of Public
Engagement to
provide feedback/
information
April
(annual)
Prepare, coordinate and publish Community Trends and
Performance Report, to set the context for the upcoming budget
decision making process.
Published report
July
(annual)
Prepare and communicate operating and capital budget
changes documents for departments to ensure administrative
and EPC decisions are effectively delivered and incorporated
into the budget.
Balanced budgets
Ongoing
Update budget process and budget documents for any changes
to standing committee responsibilities.
Approved categories
are included in
budget books
Ongoing
Provide input and support for any authorized organizational
restructuring to ensure budget documents remain accurate for
decision makers and the public.
Updated budget
documents
March
(annual)
Goal
1.5 To periodically review the City's Financial Management Plan
Enabling Tactic
Measure of Success
Target Date
Provide an annual status update on the Financial Management
Plan goals.
Published report
Annual
15
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
1.6 To facilitate sound financial stewardship
Enabling Tactic
Measure of Success
Target Date
Support departments in review of year over year and forecast
to submission variance analysis as part of the budget review
process.
Published annual
budget books
Ongoing
Support departments in review of service based budget sheets,
capital detail sheets and appendices.
Published annual
budget books
Ongoing
To apply for GFOA Distinguished budget award.
Application
complete and
feedback reviewed
to improve future
budget publications
Annual
Goal
2.1 To provide timely, accurate and meaningful information to financial stewards
Enabling Tactic
Measure of Success
Target Date
Provide analysis, support and compilation of budget information
to budget working group and Mayor and EPC members to
support decision making. Particular focus to be on discussion of
risk areas and mitigating strategies.
Political direction
received and
implemented
Ongoing
Publish preliminary and adopted budget books, including
supporting schedules, details and analysis.
Published Budget
Compliance
with City
Charter
Improve review and analysis of debt and finance charges
(internal and external financing).
Accurate debt and
finance charges in
departments
Ongoing
Streamline processes to provide machine readable
budget books.
Timely machine-
readable budgets
Ongoing
Coordinate authorities for FTE approvals/budget impacts with
HumanResources community.
Updated budget
establishment
Ongoing
Complete permanent historical analysis to support ongoing and
future budget communication messages.
Complete and
maintain
Ongoing
16
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.2 To develop a longer-term focus for decision making
Enabling Tactic
Measure of Success
Target Date
Execute 4-year multi-year operating budget view for publishing.
Published budget
March 31
(annual)
Execute 6-year capital budget view for publishing.
Published budget
Annual
Develop and publish a 10-year capital plan for asset
management and internal planning purposes as part of Capital
budget process.
Report published
Annual
Report on the long-term revenue and expense projections.
Report published
Annual
Report on the success or areas for improvement in the Multi-year
Budget Policy.
Report published
Q1 2024
Goal
2.3 To improve communication with senior decision makers
Enabling Tactic
Measure of Success
Target Date
Plan, adjust and execute a responsive budget decision-making
process to meet the needs of executive administration the
Mayor, EPC and Council.
Adopted Operating &
Capital Budgets
March
(annual)
Prepare timely and accurate responses to questions received
from decision makers.
Adopted Operating &
Capital Budgets
Ongoing
Survey departments on potential improvements to the budget
process and report the results.
Results reported to
SMT
Annual
Maintain an overall customer service satisfaction rate of 80%
Rating > 79%
Annual
Maintain an overall response time satisfaction rate of 80%
Rating > 79%
Annual
17
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.4 To improve performance measurement through collaboration with other municipalities,
benchmarking information and innovative systems
Enabling Tactic
Measure of Success
Target Date
Maintain and improve the City-wide performance measurement
process through corporate coordination and direction.
Completed
performance report
Annual
Implement, summarize, and present results of the annual citizen
survey.
Published
performance report
and posted on City
website
Annual
Prepare and deliver MBNCanada and performance training
sessions to departments as part of the launch of annual
performance measurement process.
Completed training
sessions
April
(annual)
Work with departments to increase rates of benchmarking and
improve comparisons between cities.
Percent of
benchmarked
measures increasing
July
(annual)
Work with departments to maximize MBNCanada Expert Panel
network information sharing, and meeting participation.
Increased
participation
August
(annual)
To review and update as necessary the Performance Measures
Cost Methodology template.
Completed review
Annual
Goal
2.7 To leverage use of Internet/Intranet
Enabling Tactic
Measure of Success
Target Date
Publish preliminary and adopted budget on the City's website.
Results published
and available to the
public
Ongoing
Publish results of the Citizen Survey on the City's website.
Results published
and available to the
public
Annual
Support/review the publishing of the results of the annual public
budget consultation led by the Public Engagement division.
Results published
and available to the
public
Annual
Develop and implement annual budget and performance
measurement development intranet sites to support effective
departmental submission processes.
Completed and
updated website
May
(annual)
Provide and maximize the use of intranet/share point for the
development of the fees and charges schedule.
Published fees and
charges schedule
Annual
18
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.10 To provide the organization direction through financial policy and administrative
standard development
Enabling Tactic
Measure of Success
Target Date
Develop the overall framework for an Administrative Standard
on Financial Management Policy and Procedures.
Submission to CFO
March 31
(annual)
Draft the relevant budget related sections of the Administrative
Standard on Financial Policy and Procedures.
Submission to CFO
July 31, 2022
Goal
3.6 To facilitate and support labour negotiations through effective costing and budgeting of open
labour contracts
Enabling Tactic
Measure of Success
Target Date
Calculate and prepare corporate labour contingency.
Submitted corporate
contingency budget
July
(annual)
Document/update process and procedures between FPR,
Labour Relations and other stakeholders.
Process map and
document discussed
with stakeholders
July
(annual)
Improve reconciliation of year end salary data, by union, in
conjunction with Payroll division.
Completed
reconciliation
Ongoing
Calculate and analyze requested costing scenarios for decision
making process.
Completion of
requested information
As required
Determine and analyze costing of negotiated/arbitrated
agreement. Submit the necessary documents to Audit
department.
Council approval of
the administrative
report
As required
Goal
3.7 To track and support Provincial funding through analysis, communication and recommendations
Enabling Tactic
Measure of Success
Target Date
Monitor, review, interpret and communicate the impact to the
City of the annual Provincial Budget.
Communicated to
senior management
Annual
Monitor and analyze provincial funding issues for the City's
operating and capital budget, including implications of new
basket funding model.
Communicated to
senior management
Ongoing
Provide input and support for the tracking of capital cash flows
for Provincial funding of capital projects.
Capital cash flow
estimate
Ongoing
19
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
4.1 To be leaders in the application and use of technology
Enabling Tactic
Measure of Success
Target Date
Increased automation of the conversion of budget documents
for machine readability to enable budget accessibility.
Conversion complete
Ongoing
Goal
4.3 To optimize the use of resources
Enabling Tactic
Measure of Success
Target Date
Develop and implement team environment to ensure deadlines
are met, staff absences are covered, cross training occurs and
staff development is enhanced.
Deadlines met
Ongoing
Ensure effective work load balance between team members.
Effective workload
resetting and
reallocation
as required
Ongoing
Goal
4.4 To optimize staff development
Enabling Tactic
Measure of Success
Target Date
Deliver departmental training for budget and performance
measurement cycle by team members.
Completed training
presentations
Annual
Liaison to Financial Management Institute (FMI)
Active participation
Ongoing
Individual attendance of training programs and sessions
as required.
Personal PD credits
achieved
Ongoing
Employee development and performance review completed.
Improve to 100%
Ongoing
Support services expenditure ratio not to exceed 5% of annual
operating expenditures.
Ratio is <5%
Ongoing
20
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Enabling tactics
Campus finance
Goal
1.3 To identify efficiencies in processes/systems and implement changes to benefit the City
Enabling Tactic
Measure of Success
Target Date
Review of system controls.
Review completed
and approved
by CFO
Ongoing
Review of approval limits.
Review completed
and approved
by CFO
Ongoing
1.6 To facilitate sound financial stewardship
Enabling Tactic
Measure of Success
Target Date
Creation and implementation of a revised grant process.
City-wide
implementation
2022
21
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Enabling tactics
Corporate controller
Goal
1.2 To strengthen the Controllership model
Enabling Tactic
Measure of Success
Target Date
Annual City survey on financial services.
Survey issued
Annual
Regular meetings of departmental controllers.
Monthly meeting
Monthly
Goal
1.9 To leverage technology to replace manual or duplicate processing
Enabling Tactic
Measure of Success
Target Date
Automate financial statement consolidation process.
Employ functionality
2025
Implement Paperless Accounts Payable approval workflow.
Elimination of manual AP
approval processes
2022
Develop business case to implement Accounts Payable End
to End Document Capture.
Submission of business case
2023
Develop business case to implement Accounts Payable
Vendor Portal.
Submission of business case
2023
Update business case for EPM Upgrade.
Business case submitted for
approval
2022
Expand application of employee self-service re charitable
donations.
Launch of ESS for charitable
donations
2022
Develop business case to expand application of employee
self-service re timekeeping.
Launch of ESS timekeeping
for other bargaining groups
2023
Continue implementation and update the business case for
transitioning departments to PeopleSoft billing system.
Submission of business case
2024
Goal
2.1 To provide timely, accurate and meaningful information to financial stewards
Enabling Tactic
Measure of Success
Target Date
Deliver Annual Report including Consolidated Financial
Statements to Council and Province.
Annual Reports and
Consolidated Financial
Statements delivered on time
June 30
(annual)
Prepare Operating Financial Forecasts as scheduled.
Operating forecast report
received by SPC on Finance
Ongoing
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City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.8 To identify, prepare and implement changes to Public Sector Accounting practices
Enabling Tactic
Measure of Success
Target Date
Implement new standards for asset retirement obligations.
Adequate information
available for annual
audited financial
statement disclosure
2023
Implement new standards for financial instruments.
Adequate information
available for annual
audited financial
statement disclosure
2023
Implement new standards for public private partnerships.
Adequate information
available for annual
audited financial
statement disclosure
2024
Implement new standards for revenue.
Adequate information
available for annual
audited financial
statement disclosure
2024
Monitor developments related to concepts underlying financial
performance (conceptual framework)
Appropriate
accounting policy in
place on a timely basis
Ongoing
Monitor developments related to employee benefits.
Appropriate
accounting policy in
place on a timely basis
Ongoing
Monitor developments related to potential standards related to
urban tree canopy classification as assets.
Appropriate
accounting policy in
place on a timely basis
Ongoing
Review process for carrying value of capital assets versus any
valuation challenges.
Adequate information
available for annual
audited financial
statement disclosure
2023
23
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.9 To improve financial reporting and analysis
Enabling Tactic
Measure of Success
Target Date
Lead annual review of open capital projects.
Report submitted to
CFO on time
September
(annual)
Goal
2.10 To provide the organization direction through financial policy and administrative
standard development
Enabling Tactic
Measure of Success
Target Date
Update relevant Corporate Finance documents, administrative
standards and other standards.
Updates made and
posted
2023
Continue research of taxable benefits to ensure compliance.
Taxable benefits
considered
Ongoing
Goal
3.7 To track and support Provincial funding through analysis, communication and
recommendations
Enabling Tactic
Measure of Success
Target Date
Co-chair Province of Manitoba - City of Winnipeg Working Group
on Cooperation and Consultation:
Municipal Funding, Fiscal Transparency and Accountability
Committee to strengthen the ongoing working relationship,
communication and collaboration.
Fulfilling this
committee's terms
of reference on initial
areas of collaboration
Ongoing
Goal
4.2 To ensure integration of new systems with existing systems and processes
Enabling Tactic
Measure of Success
Target Date
Prepare business case for software to replace REPA
Business case
submitted for
approval
2024
24
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Enabling tactics
Risk management
Goal
1.3 To identify efficiencies in processes/systems and implement changes to benefit the City
Enabling Tactic
Measure of Success
Target Date
Monitor the effectiveness and report on the
Property, and Liability loss control processes
and systems.
Issuance of annual report on
Risk Management
December
(annual)
Identify and make recommendations to
improve processes for managing liability.
Increased education of City employees in
preserving all rights of defence
Reduction in third property liability claims
through adequate operational policies.
Quarterly
Goal
1.4 To provide ongoing leadership/support for departmental financial planning, budgeting and
performance measurement
Enabling Tactic
Measure of Success
Target Date
Assist Corporate goals and objectives through
Risk Financing through review of insurance
programs.
Insurance programs that have the
maximum cost benefit in allowing the
City to pursue and achieve its goals
Provision of security for elected officials
and decision makers to proceed without
fear of the risks involved.
May
(annual)
Goal
2.1 To provide timely, accurate and meaningful information to financial stewards
Enabling Tactic
Measure of Success
Target Date
Confirm estimates of all current and future
liabilities from actions or claims brought
against the City.
Reserve estimates continually monitored
for accuracy
Reserve standards reviewed and adjusted
to current settlement trends and actual
liabilities.
April
(annual)
Report on total cost of risk related directly to
the Risk Management Division.
Issuance of annual report on
Risk Management
December
(annual)
25
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.2 To develop a longer-term focus for decision making
Enabling Tactic
Measure of Success
Target Date
Identify and report on new and developing, or increasing risks
Review of weather, statute law, environmental or legal trends
Revision of risk potential of future operations or trends to
minimize or avoid problems before they arise
Investigation of and reporting on alternative or new risk transfer
methods to minimize unplanned or unforeseen risks.
Ongoing adequate
insurance coverage
Semi-Annually
(January, May)
Goal
2.4 To improve performance measurement through collaboration with other municipalities,
benchmarking information and innovative systems
Enabling Tactic
Measure of Success
Target Date
Compare performance with other municipalities in order to
identify significant deviations and investigate
Update risk management standards as required
Share and compare statistics to obtain a broader base of
knowledge.
Improvement in key
performance metrics
April
(annual)
Obtain a broader spectrum of claims incidents to improve the
trending accuracy
Share reports on types, number of claims and average
settlement
Review insurance program adequacy and apply trending to
insurance and loss control programs.
Improve accuracy and
breadth of available
statistical information
December
(annual)
Collaborate with other Risk Management and Legal departments
in monitoring Municipal liability to ensure currency on decisions,
legal trends and reasonable defences
Monitor a variety of public entity court decisions
Compare adequacy of by-law wording.
Maintain reasonable
insurance coverage
and practices
Quarterly
Establish City's risk tolerance, insurance programs and
insurance costs
Monitor contract risk transfer requirements and limits
Adjust existing techniques to stay in line with other jurisdictions
Compare costs of risk transfer techniques.
Maintain reasonable
insurance premiums
May
(annual)
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City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.6 To maintain and enhance reporting from the Risk Management Information System (RMIS)
to improve City-wide loss control
Enabling Tactic
Measure of Success
Target Date
Review of claims documentation and streamline instructions
as required
Actively pursue recoveries during proscription period.
Improvements
in claim recovery
processes
Monthly
Issue annual report on Risk Management
Revision of objective and measurable standards based on
historical data as required
Investigation of any anomalies or deviations from existing
standards as required.
Report issued
December
(annual)
Monitor by-law and statute changes, court decisions and
their impact on claims settlements and revise definitions of
appropriate and reasonable damage awards based current legal
trends, and in consultation with Legal Services as required.
By-law is current
Ongoing
Implement new or improve existing pre and post loss controls in
response to settlement outcomes
Assess contracts and monitor insurance clauses based on
claims trending.
Loss prevention
December
(annual)
Goal
3.3 To establish risk management policy and practices through Council approval
Enabling Tactic
Measure of Success
Target Date
Review and Update the already developed Standards document
for Risk Management policies for Claims & Insurance Branch,
Benchmarking policies with other municipalities of similar size.
Knowledgeable
employees following
standards to reduce
losses
Q3 2022
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City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
3.4 To investigate an integrated risk management program for the City
Enabling Tactic
Measure of Success
Target Date
Investigate the possibility of a shared system
of tracking and reporting on effectiveness
and total costs and benefits of City-wide risk
management.
Identify key RM participants
Development of a system for capturing
IRM data
Tracking of loss control program costs,
evaluate success and determine the cost
benefit of these programs
Implement standard loss control
City-wide and monitor and respond to the
effectiveness of these programs.
2022-2023
Goal
3.5 To support the Emergency Management and Coordination Committee (EMCC) to develop plans
for specific major emergencies
Enabling Tactic
Measure of Success
Target Date
Participate in the development of Pre- and
Post-Loss Disaster strategies (including
participation in EMCC meetings).
Harm reduction
Loss prevention.
Ongoing
Contribute recommendations for post loss
disaster recovery including identification
of resources available from insurers to help
mitigate and reduce further damages.
Harm reduction
Loss prevention.
May 1
(annual)
Confirm to Senior Administration that
adequate recovery financing is available.
Submission of Annual Insurance to CFO
May 1
(annual)
Manage claims and disaster recovery funds if
available by:
- Plan for adequate resources, staffing and
availability
- Staff trained in providing quick response to
EMCC and Council instructions
Maximize loss recoveries
As Required
28
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
4.4 To optimize staff development
Enabling Tactic
Measure of Success
Target Date
Encourage education and promote relevant internal
courses.
Improved staff engagement
December
(annual)
Goal
5.1 To improve customer service
Enabling Tactic
Measure of Success
Target Date
Regular review and update of website as required
Review FAQs to ensure relevant to customer needs.
Improved communication: all
relevant risk management materials
are accessible and clear including on
the website
Ongoing
Develop/revise measurable performance standards
for various claims handling duration and costs
Implement/Revise appropriate and measurable
standards for internal and external service
Monitor and adjust time frames for responding and
communicating with claimants and arriving at a
resolution/determination.
Improved response time
December
(annual)
Provide support and quick responses to insurance
claims, loss control issues
Ensure departments are aware of staff availability to
provide advice and assistance as required.
Improved Availability and
collaboration with other
departments
Ongoing
Goal
5.2 To provide consulting expertise on financial impact of major corporate initiatives/
special projects
Enabling Tactic
Measure of Success
Target Date
Provide expertise on transfer of risk through
contract or avoidance of risk:
- Development of adequate contract insurance
clauses in response to indemnification
requirements
- Monitor and approve documents to ensure
compliance as required
- Advise when an activity is too risky to pursue
Ongoing protection of city's interest
through risk reduction
Ongoing
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City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Enabling tactics
Materials management
Goal
1.3 To identify efficiencies in processes/systems and implement changes to benefit the City
Enabling Tactic
Measure of Success
Target Date
Investigate and implement cooperative contracts with
Province of Manitoba and other municipal Entities.
Cost savings
Ongoing
Explore participation in Federal government standing orders.
Cost savings
Ongoing
Implement progressive changes to standard construction
terms and conditions to reduce contract management
challenges while continuing to protect City of Winnipeg
interests.
New terms and conditions
complete and in use
Q2 2022
Develop an RFP template, including appropriate terms and
conditions, for IT procurement.
Useable document that
will save City resources
Q4 2022
Goal
2.5 To provide easy to use City-wide supply chain processes
Enabling Tactic
Measure of Success
Target Date
Complete the Sustainable and Social Procurement Framework
and Action Plan.
Framework and Action
Plan adopted by Council
Q2 2022
Develop Appendix to FM-002 to provide process for
Sustainable Procurement.
More environmentally
and socially sustainable
procurement practices
Q4 2022
Establish pre-qualification process for professional
engineering consultants.
Shortened procurement
period for affected
contracts
Ongoing
Goal
3.2 To provide and enhance a clearly understood supply chain business framework
Enabling Tactic
Measure of Success
Target Date
Revisions and additions to Administrative Standard FM-002.
CAO/CFO approval
Ongoing
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City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
4.1 To be leaders in the application and use of technology
Enabling Tactic
Measure of Success
Target Date
Increase use of technology.
Increased percentage of
vendors paid by electronic
transfer
Ongoing
Contracts database to provide notice to departments on
contract validity dates and upcoming extensions/new
contract.
Reduced expired contracts
and service disruption to
City departments
Q4 2022
Provide additional reference material to the open data
platform regarding types of goods and services being
procured.
Additional data available
to users
Ongoing
Goal
5.1 To improve customer service
Enabling Tactic
Measure of Success
Target Date
Training.
Better risk-educated
customers reducing risk to
the City
Ongoing
Contract Vendor Management Development of Training and
Procedures Manual and on-line training.
City Contract
Administrators trained to
manage contracts more
effectively
Manual for follow-up and
guidance.
Q4 2022
31
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Enabling tactics
Financial management
Goal
1.7 To provide financial and investment management services to the City based on industry
best practices
Enabling Tactic
Measure of Success
Target Date
Conversion of vendors from cheque to electronic payment.
Year over year growth in
percentage of electronic
payments
Annual
Manage the investments of the City's Managed Funds to obtain
leading investment returns within acceptable risk parameters.
Annual investment
returns meet or exceed
benchmark returns
Annual
Goal
1.8 To provide an adaptive banking structure to facilitate service delivery
Enabling Tactic
Measure of Success
Target Date
Continue to monitor fraudulent activity in the marketplace
monthly with City's banker and implement solutions to
mitigate fraud risk.
Absence of fraud in prior
month
Monthly
Keep informed of electronic solutions in relation to securities
custody and reporting to enhance efficiency and mitigate
fraud.
Updated securities
custody and reporting
practices
Ongoing
(as required)
32
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
1.10 To deliver and manage an effective Debt Issuance program
Enabling Tactic
Measure of Success
Target Date
Review and revise the Debt Management Policy.
Approved Policy
January
2023
Maintain relationship with Credit Raters, prepare credit rating
presentation and support the City's credit rating.
City's credit rating opinion
published by Standard and
Poor's and Moody's
Annual
Monitor the service delivery and associated performance of the
City's Debt Issuance Syndicate.
Ongoing
Ongoing
Prepare for potential Green Bond debt issuance program.
Quarterly reporting to CFO
Ongoing
Prepare an analysis of the use of derivative instruments as part
of the City's Debt Strategy.
Report to CFO
January
2023
Goal
1.11 To deliver and monitor financing solutions and document the associated impacts on the
Debt Strategy
Enabling Tactic
Measure of Success
Target Date
Update the Debt Strategy on a timely basis to ensure debt
metrics are current to support financing decisions.
Updated Debt Strategy
submitted to CFO for
approval
Ongoing
(as required)
Maintain and enhance relationships with Debt Syndicate
members to ensure cost effective and successful issuance.
Keep informed of emerging market issues and alternative
financing structures.
Issuance of syndicated
debt on favourable terms
to the City
Ongoing
(as required)
Maintain and enhance relationships with local lenders to
ensure effective alternative financing solutions to syndicated
debt issuance.
Cost effective alternative
debt issuance solutions
are used
Ongoing
Consult with City departments and assist with debt financing
solutions, timing and financial modelling.
Contribution to
Administrative Reports as
required
Ongoing
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City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
2.1 To provide timely, accurate and meaningful information to financial stewards
Enabling Tactic
Measure of Success
Target Date
Continue to provide and enhance senior management
reporting pertaining to the investment, debt management and
banking programs.
Submission of/contribution
to Administrative Reports
as required
Ongoing
Provide support to Departments on a variety of projects
requiring financial expertise.
Contribution to
Administrative Reports as
required
Ongoing
Evaluate requests for Loan Guarantees, assist the borrower
and their financial institution and prepare an Administrative
Report.
Submission of
Administrative Report as
required
Ongoing
Support the fees and charges process through evaluation
and update of Treasury related fees to ensure current and
appropriate fee structure.
Fees and Charges schedule
updated
Annual
Prepare the internal and external debt and finance charges,
interest earnings rate and debt issuance interest rates for the
budget development intranet site.
Document posted on
intranet
Annual
Goal
3.1 To strengthen the financial control environment
Enabling Tactic
Measure of Success
Target Date
Validate effectiveness of electronic payee match to prevent
fraud.
Regular review to confirm
validity
Monthly
Keep apprised of current evolving fraudulent activities in
the industry through regular meetings with banking service
providers.
Identification and
reduction of fraud risk in
City banking operations
Ongoing
(as required)
34
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Goal
4.4 To optimize staff development
Enabling Tactic
Measure of Success
Target Date
Staff to update personal development plans and meet with
supervisor.
Personal development
plans prepared
December
2022
Conduct performance reviews and provide constructive
feedback.
Performance reviews
completed
Annual
Provide opportunities for continued professional development.
Training opportunities
attended
Ongoing
Succession planning to ensure effective future service delivery.
Succession plan updated
Annual
Goal
5.2 To provide consulting expertise on financial impact of major corporate initiatives/special
projects
Enabling Tactic
Measure of Success
Target Date
Provide support to senior management on a variety of
financial initiatives and projects when required.
Contribution to
administrative reports as
required
Ongoing
Provide support to departments on a variety of financial
initiatives and projects when required.
Contribution to
administrative reports as
required
Ongoing
Assist departments in preparation of Financial Impact
Statements and required budget documents.
Contribution to
administrative reports as
required
Ongoing
35
City of Winnipeg | 2022-2023 Corporate Finance Strategic Plan
Annex - Corporate Finance organization
ORGANIZATION CHART
(As at January 1, 2022)
Catherine Kloepfer, FCPA, CGA, FCA, ICD.D
Chief Financial Officer
Cindy Bauer, CIP, CRM
Manager, Corporate Risk
Liza Pablo, CPA, CA
Manager, Financial Planning & Review
Barb D'Avignon, SCMP
Manager, Materials Management
Jocelyn Peters, CPA, CGA
Manager, Finance (Campus)
Paul Olafson, CPA, CA
Corporate Controller
Rob Provencher, CPA, CMA
Manager, Financial Services
510 Main St. | Winnipeg | Manitoba | Canada | R3B 1B9 | winnipeg.ca