Part 2 – The Series – Unveiling the Strategies of Crime Prevention Through Environmental Design (CPTED) for Government Facilities

This is the second installment article in a series of articles addressing Crime Prevention Through Environmental Design (CPTED) in Government Facilities. Note that all the strategies mentioned throughout the articles presented can be applied to a variety of facilities and organizations.

 

The Integral Role of Crime Prevention Through Environmental Design in Government Facilities

In the world of security and urban design, the significance of Crime Prevention Through Environmental Design (CPTED) in government facilities is profound and multifaceted. Government buildings, often repositories of sensitive information and hubs for high-profile individuals, require an elevated level of security. Here, CPTED plays a pivotal role in creating spaces that naturally deter criminal activities, thus bolstering the overall security of these critical infrastructures.

One of the foremost advantages of implementing CPTED in government facilities is the enhancement of public safety. These buildings, which are frequented by the public and employees alike, benefit immensely from the safety principles embedded in CPTED. By increasing natural surveillance and effectively controlling access, the risks of threats such as theft, vandalism, or more severe criminal activities are substantially mitigated.

Apart from fortifying security, CPTED is renowned for its cost-effectiveness. The strategy leans towards smart design choices, reducing the over-reliance on technological or personnel-based security measures. This approach to security not only cuts down long-term costs but also minimizes the need for expensive surveillance systems or extensive security personnel, making it an economically viable option for government facilities.

CPTED principles also contribute significantly to the aesthetics and environment of government buildings. The focus is not just on functional security elements but also on ensuring that these design aspects are visually appealing. Such an environment is more welcoming and comfortable, enhancing the experience for both the public and employees.

Furthermore, the implementation of CPTED in government facilities can boost community confidence and trust. When these facilities are perceived as safe and well-maintained, it reinforces public trust in the government, fostering a stronger bond between government entities and the communities they serve.

Beyond the aesthetic and trust-building aspects, CPTED is instrumental in the prevention of crime and anti-social behavior. By proactively designing environments that discourage such behaviors, government facilities can pre-emptively address security concerns, rather than merely reacting to incidents post-occurrence.

The flexibility and adaptability of CPTED principles stand out as one of their key strengths. These principles can be tailored to various types of government facilities, ranging from office buildings to public parks. They can be seamlessly integrated into both existing structures and new designs, showcasing the versatility of CPTED as a tool for security and crime prevention.

Moreover, CPTED plays a significant role in alleviating the fear of crime. A well-maintained and secure facility not only reduces actual crime rates but also diminishes the fear of crime among employees and visitors, fostering a sense of comfort and reassurance.

In certain regions, integrating CPTED principles into the design and operation of government facilities is also a matter of regulatory compliance. This ensures that these facilities meet specific safety and security standards, further cementing the importance of CPTED in the governmental sector.

In summary, the role of Crime Prevention Through Environmental Design in the realm of government facilities is indispensable. It contributes not only to the tangible aspects of security and functionality but also to the intangible elements of well-being and public perception. The impact of CPTED in shaping safer, more efficient, and welcoming government spaces is indeed substantial and far-reaching.

If your Municipality wants to learn more about this topic and read the full article version visit here. Feel free to contact me directly at [email protected] for further assistance.

Share

The Series – Unveiling the Strategies of Crime Prevention Through Environmental Design (CPTED) for Government Facilities

This is the initial article in a series of articles addressing Crime Prevention Through Environmental Design (CPTED) in Government Facilities. Note that all the strategies mentioned throughout the articles presented can be applied to a variety of facilities and organizations.

Article One.

In the landscape of modern urban development and security, Crime Prevention Through Environmental Design (CPTED) still today emerges as a groundbreaking multi-disciplinary approach that intertwines environmental design with crime deterrence. At its core, CPTED is about reshaping buildings, spaces, and entire urban environments to not only reduce the opportunities for criminal activities but also to elevate the overall sense of safety perceived by the public.

It’s foundation is rooted in less than a handful of principles, natural surveillance, natural access control, territorial reinforcement and maintenance.

At the heart of CPTED lies the principle of natural surveillance. This aspect is focused on increasing the visibility within spaces. The idea is simple yet profound: by designing physical environments to maximize visibility—through clear sight lines, strategic placement of windows, and effective lighting—those who might have criminal intent are more likely to feel observed. This heightened visibility acts as a deterrent to potential offenders, reducing the likelihood of criminal behavior.

Equally crucial to CPTED’s approach is the concept of natural access control. This involves the thoughtful guiding of how people and vehicles move within an environment. By establishing well-defined paths, entrances, and exits, and complementing these with elements like fences, signage, and landscaping, CPTED practitioners can control and restrict access to specific areas. This not only makes it more challenging for criminal activities to take place but also aids in overall crowd management and flow within a space.

Another key principle in the CPTED framework is territorial reinforcement. This principle leverages physical attributes—such as fencing, signage, landscaping, and distinctive pavement designs—to express ownership over a space. The clear demarcation between public and private spaces fosters a sense of ownership and responsibility among those who occupy these spaces. This sense of territoriality is instrumental in discouraging potential trespassers and unauthorized individuals from encroaching on these spaces.

Maintenance plays a subtle yet significant role in CPTED. An environment that is well-maintained and cared for signals that the area is under watchful eyes. Regular upkeep, be it fixing broken amenities, addressing graffiti, or keeping landscapes in pristine condition, suggests that any illicit activities are more likely to be noticed and addressed promptly. This aspect of maintenance serves not just to enhance the aesthetic appeal of a space but also to reinforce the idea that the area is monitored and secured.

Expanding beyond these core principles, some CPTED frameworks also incorporate the concepts of activity support and management. This involves promoting activities and behaviors that align with the intended use of a space. For instance, organizing community events in a park not only increases the legitimate use of that space but also enhances natural surveillance. The presence of regular, organized activities can act as a natural deterrent to criminal behaviors, as these spaces are consistently occupied and observed by the community.

CPTED’s strategies are increasingly being integrated into urban planning, architecture, and community development initiatives. These strategies are pivotal in forging safer neighborhoods, parks, schools, and public spaces. By emphasizing the influential role of the physical environment on human behavior, CPTED aims to mitigate the fear of crime and reduce the actual incidence of criminal activities. Through its thoughtful and strategic approach, CPTED stands as a beacon in the creation of secure, inviting, and resilient urban spaces.

If your Municipality wants to learn more about this topic and read the full article version visit here. Feel free to contact me directly at [email protected] for further assistance.

Share

Ontario’s Minimum Wage & The Inflationary Wage Spiral

With the minimum wage in Ontario set to increase significantly by +6.7% in October, we’re seeing many employers in this high inflation environment budgeting for increases of between 3% to 5% (or more) — much higher than the historical average of 1.5% to 3.0%. Hourly wages increased on average by 4.0% in 2022, compared to the historical pre-pandemic average of 2.5% (+/-). 2023 is not over but early data suggests wages at the macro-level could increase at a higher pace again this year than the historical norm (following a CPI increase last year of +6.7% – which is why the Ontario minimum wage is going up by that amount in October – it is tied to the annual CPI measurement).

Hopefully inflation will cool but current trends are not yet consistently supporting that view (July CPI was 3.3% vs the same month last year, though economists were predicting it would be lower, at 3.0%).While the economy contracted at an annualized rate of 0.2 per cent in the second quarter of 2023 (which was far weaker than forecasters had expected) it remains to be seen if this is indeed a sign of tapering that will continue in the quarters ahead. At the same time, it appears that wage gains are finally outstripping inflation, meaning there is real growth in wages for the first time, in a long time.

“Entry level” staff seem to be the most difficult to attract and retain right now and it remains to be seen if a higher minimum wage in October will address this shortage. Not unlike 2018 when the provincial government increased the minimum wage to $14.00 (from $11.60), there was a huge cost-crunch for employers that also threw off the internal equilibrium in many organizations with lower-wage workers making as much as more skilled counterparts due to the sudden jump.This will occur again but to a lesser degree (compression between lower paid staff and mid-range employees).

Higher salary budgets may be required for some time, even in the face of a weakening economy. Targeted actions may also be required to address internal-equity imbalances, particularly after the October hike to the minimum wage (we are also mindful that these above-average recommendations themselves contribute to the inflation we are all experiencing). We are told that inflation will cool this year and next, and if that holds true, we should see increases reduce to the 2-3% range again. Time will tell.

 

(Need more information or other Human Resources advice?  Please feel free to contact us for more information about our services including our HRLive platform, a turnkey solution built to address the HR needs of small-to-medium municipalities).

Share

Just what is a Municipal CAO?

Whenever I tell someone, I was a municipal CAO earlier in my career, I see their eyes glaze over and they slowly respond, “Ohhh??”, in a questioning tone and with a realization they have absolutely no idea what that is.

Yet, she or he might be the most important person you’ve never heard of.” [i] .

A municipal CAO plays a role – arguably perhaps the most important municipal role, that affects you on a day-to-day basis.

Here’s the Textbook Description:

Your municipal chief administrative officer is the top administrator in a local government and is directly involved with many key decisions that impact your everyday life.  

They exercise general control and management of the municipality for the purpose of ensuring the efficient and effective operation of the municipality.  They are also visionaries who continually look for new and innovative ways to enhance and improve services for citizens, all the while balancing public expectations with financial feasibility.   

The CAO has a direct influence on everything from planning for the future of the municipality to how your garbage is picked up.

So, why don’t folks know about them? 

Well, mostly because they are typically the unsung heroes who work away in the background. The CAO role is not an elected position and they typically do not act as the public voice for the municipality – that’s the role of Mayor or Council. 

Candidates for CAO positions are hired – generally after a grueling and lengthy interview process, and then appointed to the position by By-Law.  They are highly trained and experienced individuals.

CAOs are not politically motivated, nor are they Chiefs of Staff for a Mayor. They provide recommendations to Council but at the end of the day, Council makes the decisions that govern every aspect of a municipality.

I totally understand why folks do not know what a municipal CAO is.  I sure never grew up saying I was going to be municipal CAO!  But, from my experience, being a municipal CAO is one of the most interesting and rewarding careers you will ever have.

So, get to know your CAO – and consider a career in municipal government!

Susan Shannon, CEO muniSERV.ca

[i]  San Grewal, Urban Affairs Reporter, Toronto Star – Wed., June 1, 2016

 

Share

Protect the Seniors in Your Community with Age Safe Senior Home Safety Specialist™ Training

 

Keeping Seniors Safe in Their Own Homes

 

The desire to remain in our own homes as we age has been significantly increased over the past few years. The COVID pandemic highlighted that our home is our haven. COVID also focused some negative thoughts about our current senior institutional living arrangements in Canada.

 

With the increased demand of the public for answers and solutions for remaining in their own homes we have been seeing an increase in the overall awareness by healthcare professionals, government, and financial institutions to make ready for the massive wave of need. A simple and acceptable means to help with these changes is to start making more robust plans and budgets that support Aging in Place.

 

Most communities have developed programs and infrastructure for seniors because they remain an integral part of your community’s heart and soul.  We believe that a part of those programs should include an assessment of the current living arrangements of elderly citizens in their homes by professionals and volunteers. This assessment serves as a baseline and risk indicator for your support mechanisms and your elderly citizens. Having the background knowledge of general safety concerns including the ever-present risk of falling will be a crucial learning for all involved.

 

A Senior Home Safety Specialist™ designation gives the users an underpinning of knowledge to help identify risk and help plan the next steps to safe Aging in Place.

 

The course is on-line, self-paced (5-6 hour), self-directed and hits the salient points to make practical decisions about safety within the home.

 

Volunteer groups, municipal staff, community policing, EMS services and senior groups have found that this training not just empowers the messages of safe living and falls prevention but also can be viewed as another risk mediator for staff and volunteers who are entering private homes on a regular basis and therefore by extension expanding their own workplace. This training can assist in protecting themselves as well.

 

We are happy to speak to any and all interested parties and look forward to having this curriculum be accepted as the navigational source for safety in the seniors’ home.

 

For more information, visit Age Safe Canada.

 

Share

Would you recognize these behaviours as acts of wrongdoing?

A new MuniServ whistleblowing service partner in helping to maintain a healthy workplace and municipality.

WOULD YOU RECOGNIZE THESE BEHAVIORS?

First, understand what is going on!

Differentiating between abuse, harassment, discrimination management rights and conflict situations is not always easy. These case studies demonstrate a variety of scenarios, and allow you to test your knowledge and challenge if you have the right tools in place.


Jade’s story

Jade is back at work after an absence of a few months. She preferred not to inform her colleagues and supervisor of the reason for her absence. However, she knows that rumours are circulating that she was depressed following her break-up with her partner. Since her return, her manager has given her routine administrative tasks and has told her regularly that she does not want Jade to get sick again. 

A new project has just been accepted and Jade’s entire team needs to be involved.  It’s an exciting project and Jade suggested to her manager and team members that they become actively involved. Her manager met with her and told her that she would prefer that Jade not be involved in the project. One of her colleagues also told her that it was probably best for Jade to stick to her regular duties. What do you think is happening?

This is a situation of discrimination.

Mary’s story

Mary works for the Municipality and has begun working from home full-time since the pandemic.  Mary’s spouse has become verbally and physically abusive and to the point that Mary is afraid for her safety and the safety of her children.  Over the past three months, the situation has been getting worse.  Mary has been unsure of where to turn.

Is this a workplace issue, a domestic issue, or both? What should be done?

This is a situation of harassment and abuse.  As Mary works from home, this situation involves the workplace.  If the city has a whistleblower line that covers domestic violence, Mary can report this and and the municipality can provide her support based on predetermined tools (such as those provided by Alias).

Brian and John’s story

Brian and John work together at the municipality in administration.  Brian oversees city maintenance. Brian recently bragged about how he gets the city maintenance team to do the landscaping at his own house as part of their route.  Brian and John are friends, but Brian knows that this is wrong and a misuse of city funds and resources.  Brian doesn’t want to disrupt the relationship with John and is unsure what to do.

What do you think is going on? What should Brian do?

This is a fraud situation.  Brian should use the whistleblower line to report this.


Communicating inappropriate conduct helps maintain a healthy work environment.

Several options are available:

  • Talk to your manager
  • Notify Human Resources
  • Talk to the person committing the inappropriate behaviour
  • Make a report through the whistleblowing service

 

The ALIAS Reporting Mechanism (whistleblower program) is an external tool that your municipality can consider as a service to promote a healthy workplace and a city free from harassment, abuse, fraud and to ensure sound and efficient governance.

For more information, please reach out to Danny Weill, EVP, Alias at:

[email protected] or 416-606-8209

Share

The power of plain language in the ChatGPT age

Does it sometimes seem that no one is listening, or even reading? Do you have a sneaking suspicion that your work is being marginalized, or even ignored? Experience and research tells us that it’s not you, or your work. It’s how you’re saying it.
A recent study in the U.S. proves the point, with data to back it up. The aptly-titled The Effectiveness of Plain Language Proven by Data showed that 72 per cent of readers preferred plain language in disclosure documents. Why? The benefits of plain language include faster reading, quicker understanding, and better message retention. Sixty four percent of readers perceived the plain language text as well-written, making them more inclined to accept and appreciate the message in the document.
How can you take advantage of this in your work? The U.S. National Archives sums it up neatly: “Plain language is clear, concise, organized, and appropriate for the intended audience.” Their Top 10 Principles for Plain Language provide a clear road map to help anyone who writes (and isn’t that everyone?) improve their communication. Their list follows, with my own examples from many years of writing and editing for a variety of clients who will remain nameless.

1. Write for your reader, not yourself. Use pronouns when you can.
The first step here is to identify the reader. It’s not you. Is it your boss, your subordinate, your client or user base, or all three? As you write, picture them reading and understanding your message. Will they “get it” on the first pass? They will only be impressed with you and your work if they do. Use language and diction they will immediately understand.
Unless you are literally writing for a Grade 7 audience, don’t write for a Grade 7 audience, or any other arbitrary measure. A client recently told me that they wanted a Grade 7 reading level, for a public-facing document addressing some serious and complex societal issues. “How many Grade 7 students will be reading the document?” I asked. They understood immediately. The goal is to communicate with your audiences, not hit the magic number on an arbitrary (and often inaccurate) scale.
Needless repetitions of nouns bore and annoy the reader. Pronouns are your friends. Yes, they are your friends. Use them wisely and see readability and comprehension soar.

2. State your major point(s) first before going into details.
The “inverted pyramid” model of writing was invented to deal with the limited space on a printed page. Copy editors can always squeeze a story into a tight space by starting with the most important points and then lopping off the details from the bottom until the content fits. The reader still gets the salient points. Ironically, with the limitless space now offered by digital media, this principle is more important than ever. The short attention span of today’s readers ensures that many will only read the first few lines of your work. Make them count!

3. Stick to your topic. Limit each paragraph to one idea and keep it short.
Did I tell you about the time I had to edit this piece? I was having a bad day, because my dog had just run away with the circus, and then I started to write. Well, …
Some lucky people can simply start writing at the beginning, and know exactly where to start a new paragraph. Others among us need some sort of outline. Rather than spending hours outlining, take pen in hand and write out the key words for each paragraph. In writing this piece, I cheated a bit by using the structure of the Top 10 principles I referred to at the start. Either way, you always need some sort of structure, however minimalist.
As a speech writing teacher once told me, it’s a simple three-step process to write and deliver a good speech. 1. Tell them what you’re going to tell them. 2. Tell them. 3. Tell them what you just told them. (You may have to read that aloud to make sense of it.) In other words, your writing should have an introduction, a body, and a summary. This applies to the document as a whole, and also to each paragraph.

4. Write in active voice. Use the passive voice only in rare cases.
This is the one that many people either don’t understand, or ignore. Many organizations subtly encourage the passive voice to serve as an insurance policy for incompetence or timidity. Lawyers, bureaucrats, and accountants are especially susceptible to this. Here’s an example from an audit report.
Scope
The scope of our audit included a general review of the operating and reporting practices, together with analysis and assessment of the financial and other records, as we considered appropriate in the circumstances. It also included such tests and analysis as well as discussions and interviews as deemed necessary.
Here’s the plain language version:
Scope
We assessed operating and reporting practices and financial and other records. We also interviewed staff and management.

5. Use short sentences as much as possible.
Readers get lost in a long sentence. Be suspicious of more than one comma. Beware of “boilerplate” phrases that lengthen your sentences. Follow the natural English order of Subject, Verb, and Object.
Another example from an audit report:
Our observations lead us to the conclusion that the clinic is in default.
The clinic is in default.

6. Use everyday words. If you must use technical terms, explain them on the first reference.
Tailor your vocabulary to your readers. If you’re not sure whether the reader will understand a word, provide a short definition. I recently edited a document where the word “intersectionality” (where multiple forms of discrimination combine, overlap, or intersect) was prominent. With the rise of neologisms (new words, usages, or expressions) in every field, this is more important than ever.

7. Omit unneeded words.
Excess verbiage (too many words) is the bane of many writers, especially those with professional designations. You will not impress anyone with writing that forces the reader along a tortuous path to enlightenment. Get to the point!

8. Keep the subject and verb close together.
It’s almost always better to follow the natural English order of Subject, Verb, and Object.
Having ascertained the whereabouts of its perennial foe, the cat, which was known for a visceral dislike (possibly hatred) of virtually all of the rodents it encountered on its nocturnal perambulations, killed the mouse.
Or, “The cat killed the mouse.”
Showy consultant language as above puts a lot of distance between the subject and the verb and object. It does nothing to deliver the message.

9. Use headings, lists, and tables to make reading easier.
Short sentences are good. To shorten them where there is a long list, use a colon and bullets. Never add commas or semi-colons to bullet points. The bullet points are all the punctuation you need. In the editing business, these are known as redundant redundancies.

10. Proofread your work, and have a colleague proof it as well.
Spell check eliminates most errors, but even the best bot won’t notice if you miss word. Errors like the missing “a”in the previous sentence are very common. They are sloppy and harm your credibility. To avoid them, print out your work. Follow along with a “read-aloud” from your word processor. Asking a colleague to team up for a read-aloud proofing is usually not practical, but tech and paper get the job done. You will be amazed at how many errors you can find with this method.

What about the chatbot?
So what does this have to do with ChatGPT? Absolutely nothing. But if you have read this far, you have learned the power of a good lead. And you have also learned how to better communicate with your audiences.

Share

Change takes time. The Future is approaching.

So, our first piece of advice is to start thinking about it now. And yes, you can ease into the future; it does not have to happen tomorrow.

When organizations are planning out their new, or enhanced physical security needs we are often asked what are the trends that are likely to shape physical security in the future?

The same question is usually followed up with… “If we do this, or if we buy this, will this sustain us in the future?”

Which also can be interpreted to… “So, we don’t have to buy something else, and that this will last us a long time, right?”

Good questions, but always a challenge to answer. Many factors play out as resistance or even catalysts to these questions and their subsequent decisions. Risk exposure, budgets, actual realized events, change in the organization’s focus, change in the organization’s leadership, campaign promises, or even change in some environments, regulation or legislation “forcing” a change, all impact the ‘future’ question.

What are those future trends shaping physical security? Some trends outlined in the list below may be a surprise, some may appear too futuristic.

  1. Increased use of biometric security measures: Biometric security measures, such as fingerprint scanners and facial recognition technology, are becoming more popular as they offer a high level of accuracy and are difficult to bypass.
  2. Rise of smart security systems: Smart security systems are becoming more common, and these systems often use artificial intelligence (AI) and machine learning to analyze video footage and detect potential threats.
  3. Greater emphasis on cybersecurity: As more security systems become connected to the internet, cybersecurity is becoming an increasingly important consideration. Companies are investing in measures to protect against cyber-attacks that could compromise their security systems.
  4. Increased use of drones: Drones or Remotely Piloted Aircraft System(s) (RPAS) are being used more frequently for security purposes, such as patrolling large areas, inspecting high-risk locations or even in response to incidents in providing real-time surveillance.
  5. Greater use of virtual reality (VR) and augmented reality (AR) in training: VR and AR are being used to train security personnel in simulated environments, allowing them to practice their skills and respond to potential threats in a safe and controlled setting.
  6. Integration of physical and cybersecurity: As threats evolve and become more sophisticated, it is increasingly important for physical security and cybersecurity to work together to provide comprehensive protection. This integration may involve integrating cybersecurity measures into physical security systems, such as installing firewall protection on security cameras.

Biometrics, smart security systems, cybersecurity emphasis and the integration of physical and cybersecurity have been on our radar for several years now and have been introduced into our past and current projects with great adoption by our client base.

The trend not mentioned here but remains a constant for us, is the due diligence required to ensure the “paperwork” is complete, up to date, used and enforced. Your policies, and procedures, training programs, guidance documents and standards are the backbones for all these physical security tools to work in the manner they were intended for your organization.

Of course, great planning and the execution of that plan is essential. Planning is a cyclical process that can start, stop, and reset when required. The future is changing. Be prepared.

Plan the Work. Work the Plan.

Reach out. We can help.

Should your Municipality need assistance, contact Michael White Group International today, and we will be happy to answer your questions. Visit michaelwhitegroup.com/contact/

Share

Leading succession and employee development with talent optimization at the City of Ottawa

Ottawa, Canada’s capital and fourth largest city, is home to more than 1 million people and houses some of Canada’s most famous tourist attractions. It is the role of the City of Ottawa to “provide day-to-day services that enhance citizen’s quality of life”.

The City of Ottawa as an employer is committed to its employees. This commitment is demonstrated by the recognition of the City of Ottawa as a National Capital Region’s Top Employer 10 times. City Manager, Steve Kanellakos states, “It is the people who work here who make the lives of our residents better, safer and healthier. We strive to meet the needs of our residents through a commitment to a diverse workforce that is reflective of the population we serve.”

See the City of Ottawa Case Study and learn how the introduction of the Predictive Index Behavioural Assessment, from Predictive Success has made a difference in the City of Ottawa

Share

Accessing Municipal Compensation Information Just Got Easier

INTRODUCING THE MUNICIPAL COMPENSATION DATABASE

Every municipality needs to undertake periodic compensation reviews to keep their compensation current and attract talent.

Municipalities generate vast amounts of compensation data that other municipalities need, but there is no easy way to access or share it.

Engaging third-parties to conduct a review is expensive and the day the report is presented, the data is already outdated.

Conducting your own compensation reviews is not efficient and results in a duplication of work.  How many times last year, were you asked your salary and benefits information, by comparator municipalities conducting their own compensation reviews?

The Ontario Municipal Administrators Association (OMAA) and muniSERV have once again partnered to bring a new tool to Ontario municipalities to address these issues.  Along with support from the Ontario Municipal Human Resources Association (OMHRA), the Municipal Compensation Database (MCD) was developed under the guidance of a joint CAO/HR Advisory Committee.

The MCD is a cloud-based platform to collect and aggregate current municipal compensation and human resources information.  It revolutionizes the ease at which municipalities share and access compensation and human resources data, when and how they need it.

Benefits for Municipalities:

  • Single source access to improved municipal salaries & benefits data and HR information
  • Comprehensive, Convenient, Collaborative and Confidential
  • Easy access 24/7 right from your desktop or device, from any location
  • Access to real-time, statistically valid information
  • Includes Council Compensation, Job Descriptions and Organizational Charts
  • Enhances efficiency – eliminates duplication
  • Guarantees measurable cost savings
  • Real-time reports created in a matter of minutes

The Province of Ontario encourages municipalities to work together and share services and the MCD fits the bill.

Learn more and participate in the Municipal Compensation Database, or to request a demo, email [email protected] or call 705 538 0176 or 905 459 9200.

By: Susan Shannon, CEO, muniSERV.ca

 

Share