The basis of the operating model for City Stores and PMMD consists of two parts:
The rationalization of the corporate stores; the reduction of consumable products moving through the stores by significantly increasing the proportion of direct delivered products; and the automation of the P2P processes for these direct delivered products; and
Utilizing the PMMD resources to manage divisional equipment and spares stocks held in depot and yards by introducing PMMDs stock management systems and disciplines.The TTC and TPS have already moved the majority of their corporate consumables to direct delivery and they have focused their supply chain resources on managing the high value stocks that have a direct impact on frontline services – thus ensuring their supply chain resources are adding the maximum value. The City could pursue a similar approach. The main benefits likely to be realized are reduced stock of corporate commodities and hence reduced stock spoilage, stock shrinkage, and redundant stock. In addition, the City may improve stock profiles of divisional equipment and spares, resulting in reduced downtime (improved service availability).
Findings and Opportunities
1.3.7 Records
Management
© 2013 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
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Current State
Within the City, approximately 96 FTEs form the complement of Corporate Information Management Services (CIMS), the corporate lead for records management. CIMS performs such activities as the development and implementation of policies and procedures, overseeing access and privacy requests, performing archival services, administering legislated
requirements, and driving the implementation of eRecords. One of the responsibilities of CIMS includes records storage. The City currently owns and operates two records storage facilities housing over 379,000 boxes.
Two directives receiving significant time, effort and focus from CIMS include the promotion of open government and open data, and a shift towards electronic records. Increasingly the City is moving towards digital records and the establishment of a single authoritative source for records. The City has a Digital Records Strategy to move the City towards digital records through the implementation of stepwise initiatives (e.g., digital image library). The City utilizes a web-based document management system called LiveLink, with over 900 users. In the future, CIMS intends to implement an Electronic Document and Records Management System (EDRMS) system within the City of Toronto.
The scope and definition of records management across the City and its agencies varies depending on the nature of the organization performing the activity. For some organizations, records management is mainly focused around financial, administrative, tax, and personnel records. Other agencies have unique needs and operational requirements with implications for records management. For example, Exhibition Place has a dedicated archivist to manage records of
historical significance. Toronto Public Health and Toronto Police Services have business-driven operational records, such as personal health records, criminal records and physical evidence, which are managed in a highly prescribed manner based on legislation.
The degree of collaboration between the City and agencies also varies. In many instances, City agencies are utilizing or modeling their respective records classification and retention schedules or policies after those of CIMS. In addition, some organizations such as TTC and TPH, receive dedicated records management personnel and services from CIMS.
Moreover, multiples agencies are currently storing records within the City’s records centres (agency records storage makes up approximately 14% of records within the records centres). In other agencies, records management is unstructured and informal, with no dedicated records management personnel, no formal policies, and records stored in available office space.
Findings and Opportunities
Observations and Issues
Several observations were noted over the course of KPMG’s review of the records management function across the City and its agencies.
First, as previously mentioned, varying levels of maturity exist with respect to records management and records storage across the City. Moreover, while some agencies may model or base their policies and procedures on those of the City, there is no apparent authoritative or consistent schema or system for records management among the agencies. These observations may have implications on operational risk management, the ability of the organizations to share and access information, records storage, and overall organizational efficiency and effectiveness.
Another notable observation pertains to the capacity of the City’s records centres. Currently, the City is operating between 95-98% capacity within its records centres. While the capacity level is becoming increasingly stable as more records are stored electronically, the City has very little capacity to take on additional customers within their current facilities. Lastly, it was observed that the intake and submission process for access and privacy requests (i.e., Freedom of
Information requests) for all organizations presents an opportunity for improved efficiency, as it currently relies mostly on manual data entry activities.
As a result of our analysis, four opportunities for shared services were developed following analysis of the current records management functions across the City and its agencies. They are described on the following pages.
© 2013 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. 72