1. Introduction to CSR s 2. City of Vancouver Services Review 3. Squamish Service Squamish Initiative 4.Squamish Core Service Reviews 5.

Transcription

1 1. Introduction to CSR s 2. City of Vancouver Services Review 3. Squamish Service Squamish Initiative 4.Squamish Core Service Reviews 5. Prince George Core Service Reviews 6.Port Moody in progress 7. The importance of managing change

2 Why a Core Service Review? Instill Confidence in: Mayor and Council Staff Taxpayers Stakeholders Municipal Auditor

3 Key Differences in Core Service Reviews Micro or macro? Top down or bottom up? Consultant or internal? Change managed or change mismanaged? Deliverables actively pursued or report sits on the shelf?

4 Exercise Come up with a better name for Core Service Reviews

5

6 Service Squamish Initiative Purpose Background The Change Key Successes Next Steps

7 Service Squamish Initiative The Service Squamish Initiative is about envisioning, defining and achieving excellence in local government for District of Squamish residents, investors, Council, and employees. It is about sustainable governance through which we structure and lead an organization that enhances Squamish the community, Squamish the place, Squamish the economy, and Squamish the corporation.

8 BACKGROUND Why the Service Squamish Initiative? Community confidence Investor confidence Council confidence Staff confidence

9 BACKGROUND SSI developed considering: Corporate Mission Statement (2004) Council Strategic Priorities (2010) Staff, community, stakeholder, and industry expertise (2010)

10 BACKGROUND SSI Key Elements: 1. Core Values 2. Action Plan 1. Align resources 2. Strong leadership 3. Streamline processes 4. Effective communications 5. Long-term strategies 6. Strategic financial management 7. Accountability 3. Measuring Success

11 The Change Rolled out March / April, 2010 Clear messaging to the media, the community, stakeholders, developers, unions, and staff - There will be significant changes. Fully supported and endorsed by Council

12 The Change 1. Align Resources 5 Departments: Corporate Services Community Services Financial Services Engineering & Parks Services Protective & Support Services Elimination of artificial barriers between business units

13 The Change 2. Strong Leadership 5 General Managers: Robin Arthurs Brian Barnett Cameron Chalmers Linda Glenday Joanne Greenlees Significant change to leadership competencies, organization-wide

14 The Change 3. Streamlining Processes Core Service Reviews: Operations Facilities & Building Maintenance RCMP Operations Support Functions Information Services Engineering & Parks Enormous efficiencies and financial benefits have been realized

15 The Change 4. Effective Communications Internal External Increase in information staff meetings Enhanced relationship with Unions Employee Engagement Survey Project progress reports (monthly) Council agenda planner (weekly) Introduction of District Intranet Increased attention to community engagement Enhanced District Update (weekly) Media relationship Strategic Communications Plan in progress

16 The Change 5. Long-Term Strategies Utilities & Infrastructure Facilities Fleet & Equipment Economic Development Solid Waste Trails Master Plan Squamish Oceanfront Sub-Area Plan

17 The Change 6. Strategic Financial Management Understanding past and current budgets Considering and implementing industry best practices Increased internal controls Developing baseline information for ongoing analysis Implementing policies to meet reporting obligations to the Province

18 The Change 7. Accountability Clear direction to staff Consistent approach by Managers and Supervisors Attendance Management Program Performance Development Program Scheduled Overtime Purchasing

19 The Change 8. Measuring Success District-wide benchmarking Employee Engagement Survey

20 The Change DELIVERABLE STATUS Align resources 100% Strong leadership 100% Streamline processes 60% Effective communications 30% Long-term strategies 50% Strategic financial management 10% Accountability 80% Measuring Success 80% Overall 70%

21 Liters Benchmarking Operations Gasoline Consumption 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 Dec Nov Oct Sep Aug Jul Jun

22 Benchmarking Grievances by Resolution Step Step 1 Step 2 Step 3 Arbitration Open to date

23 Jan-09 Jan-10 Feb-09 Feb-10 Mar-09 Mar-10 Apr-09 Apr-10 May-09 May-10 Jun-09 Jun-10 Jul-09 Jul-10 Aug-09 Aug-10 Sep-09 Sep-10 5 permits 8 permits 17 permits 13 permits 11 permits 9 permits 14 permits 11 permits 8 permits 17 permits 12 permits 21 permits 7 permits 14 permits Permit Fees 10 permits 21 permits 19 permits 15 permits Benchmarking $62,000 Building Permit Fees 2009/2010 Monthly Comparison $52,000 $42,000 $32,000 $22,000 $12,000 $2,000

24 Overtime $ Benchmarking 60, to 2010 Overtime $ by Pay Period 50,000 40,000 30, ,000 10, Pay Period

25 No of Responses Benchmarking Fire Rescue - Fires Dec Nov Oct Sep Aug Jul Jun May

26 Key Successes Financial Overtime Facilities maintenance Streamlining RCMP civilian morale

27 Key Successes 5% to 8% Surplus for 2010 Highlights Reduction in overtime costs $200,000 Reduction in management salaries $400,000 Reduction in supervisor salaries $100,000 Purchasing / Contracting efficiencies $350,000 Light year for snow and ice control $150,000 Miscellaneous $200,000 to $700,000 Total $1.2 million to $1.7 million

28 Next Steps Item Expected Completion Transportation Plan May, 2011 Solid Waste Strategy January, 2011 Strategic Financial Plan May, 2011 Strategic Communications Plan February, 2011 Community Road and ROW Standards Fall, 2011 Bike Lane Strategy Fall, 2011 Upper Mamquam Blind Channel Study March, 2011 Zoning Bylaw Summer, 2011 Long Range Plan Utilities and Infrastructure January, 2011 Long Range Plan Facilities January, 2011 Long Range Plan Fleet & Equipment January, 2011 Long Range Plan Sustainability Fall, 2011 Long Range Plan Economic Development March, 2011 Long Range Plan Fire Rescue Services September, 2011 Community Parks & Recreation Master Plan 2011/2012 Subdivision / Development Control Bylaw May, 2011 Trails Master Plan March, 2011 Customer Service Surveys Fall, 2011 Core Service Review - Building and Planning January, 2011 Core Service Review Recreation Services March, 2011 Core Service Review Corporate Services March, 2011 Core Service Review Financial Services March, 2011 Core Service Review Fire Rescue Services Summer, 2011 Core Service Review Emergency Management Summer, 2011

29 Closing Comments 2011 Budget Process 2011 Work Plan Acknowledgements

30 Squamish Core Service Reviews Review Team: All management Some from dept., some not Consultant assistance, in some cases Key Elements Reviewed: Financial Processes Culture Org. Structure

31 Squamish Core Service Reviews Process: 1. Team meeting 2. Interviews All staff Stakeholders Customers Others, as required 3. Background research 4. Team brainstorming 5. Action Plan 6. Roll-Out

32 Prince George Core Service Review $350,000 allocated for consultants Committee: Mayor Green (Chair) Councillor Everitt Councillor Koehler Councillor Stolz 10 management + 18 union positions eliminated Considerable organizational upheaval

33 Port Moody a work in progress

34 Change Management Tips for success