Finance Continuity and Modernization – Issue Report

Report To:                         Manitoulin-Sudbury District Services Board

From:                                     Tracy Lamirande, Director of Finance and Administration

Date:                                       June 18, 2026

Re:                                            Finance Continuity and Modernization – Issue Report

Strategic Plan Goal:  2. Transform How We Work
Objective:                          2.2. Modernize our tools, systems, processes and spaces to increase efficiency and enhance the experience of individuals
 

Purpose

The purpose of this report is to inform the Board that Manitoulin-Sudbury DSB is operating in a growing and increasingly complex service environment, which heightens the need for strong financial planning, reporting, compliance, and long-term sustainability. The report also outlines the foundational work completed to strengthen finance continuity, reduce reliance on individual knowledge, and support a more consistent finance function that can better enable accountability and strategic decision-making.

Background

A substantial amount of foundational work has already been completed through a phased review over approximately four months. This work included process review, knowledge capture, documentation, validation, and a modernization assessment. In total, 69 processes were evaluated, 44 videos were reviewed, and 25 standard operating procedures were documented to support continuity, training, and more consistent execution of finance activities.

Financial assessment

The review confirmed that finance continuity depends on documented processes, clearer role ownership, and stronger training and backup coverage. It also identified opportunities to make reporting and compliance activities more efficient and predictable through the use of standard templates, defined timelines, and clearer information flows. Overall, the assessment indicates that foundational improvements should be prioritized before larger technology changes are considered.

Several practical actions can begin immediately using existing knowledge and data. These include standardizing reporting through a one-page monthly dashboard, establishing a compliance calendar and standard templates, and formalizing onboarding and training for finance staff. These actions are relatively low effort and would provide immediate improvements in visibility, consistency, and continuity. Looking ahead, the roadmap identifies longer-range priorities, including redesigning the finance operating model, standardizing and automating key processes, and modernizing budgeting and forecasting practices over time. More advanced options, such as self-service reporting or broader technology changes, may be considered later once the foundational components are in place.

Conclusion

Implementation will need to be phased and realistic. Key considerations include governance, project management support, staff capacity, training, funding, and timing around peak operational periods. A sequenced approach that delivers practical quick wins now, while planning for longer-term improvements, will help ensure that change is manageable and sustainable.

Recommendation

That the Board receive this report for information and endorse the proposed phased approach to strengthening finance continuity and modernization, beginning with immediate foundational improvements and followed by longer-term enhancements as capacity and resources permit. Staff also recommend that any long-term enhancements be considered in future budget deliberations.