TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK

Transcription

1 City of Saint John TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK (ADOPTED BY COMMON COUNCIL JUNE 2008)

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3 TABLE OF CONTENTS Project Overview Business Reasons for Project...1 Strategic Reference Model...1 Role of Services in Vision Project Description...3 Planning Framework...3 Community Vision...5 Integrated Community Sustainability Plan...5 Council Priorities...7 Corporate Strategic Plan...7 Service Delivery Plans...9 Accountability and Continuous Improvement...11 Project Goals and Objectives...13 Project Scope...14 Critical Success Factors...14 Assumptions...15 Constraints...15 Project Authority & Milestones Funding Authority...16 Project Oversight Authority...16 Major Project Milestones...16 i

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5 SECTION 1: PROJECT OVERVIEW 1.1 Business Reasons for the Project In February of 2005, Chartwell Inc. was contracted by Saint John Common Council to undertake a review of the City s operations - including its agencies, boards and commissions (ABCs). During the review, the consultant concluded that the City had been rather fortunate not to have experienced any service failures in recent years considering its financial challenges, combined with an increasing demand for quality services. Service failure is the inability of an organization to deliver intended results of planned service offerings. Recognizing that these challenges will continue to exist, increasing the potential for service failure in the future, the consultant recommended Council adopt Vision Program of Excellence. Adopted by Council in the fall of 2005, Vision 2015 is a plan for continuous improvement for both the community and the organization. It is designed on the principles of change and performance management that will allow the City to transform how it operates in effectively and efficiently responding to public needs, while improving accountability and transparency in local government 1. Using an integrated project approach that will span a number of years, the program s goal is to ensure that the services delivered by the City of Saint John are aligned to achieve desired outcomes or goals for the community; outcomes that directly contribute to the achievement of a vision for Saint John. Achieving effective and efficient service delivery will depend on disciplined and focused planning practices and responsible management of those plans. Planning identifies what the community wants to achieve and how the City together with community stakeholders will work together to realize these goals. Strategic Reference Model An outcome of the Operational Review was the delivery of a portfolio of services offered (at that time) by the City and its ABCs. The significance of this work was the introduction of a standardized methodology for service definition that makes the connection between the City s day-to-day activities and the impact they have on the community. Services were defined using the Governments of Canada Strategic Reference Model (GSRM), adapted to meet the City s operational review requirements. Since the operational review, refinement of the GSRM and service profiles has continued. The model has evolved into the Strategic Reference Model for the City of Saint John shown in Figure 1. This new reference model provides the basis for the development of a planning framework - one that translates vision into action. 1 Chartwell Inc., Saint John Operational Review Program Final Report Page 9. 1

6 Governance Function Strategic Direction Administration Function Output Delivery recognizes Vision identifies achieve Strategies define identify deliver Services define identify Processes Communities Council have (Standing Committees) Needs changes level of Outcomes City Manager contribute to Service Outputs contribute to City Departments, Agencies, Boards & Process Commissions Outputs identify Resources consumed in Figure 1: Strategic Reference Model for the City of Saint John. The reference model provides a graphical representation of the business of local government. In describing government as a business, the complexity associated with the delivery of municipal services cannot be minimized. Unlike a business that focuses on one or two client or customer needs, an effective government focuses on many needs; requiring a tremendous balancing act in terms of managing limited resources across competing needs. Clearly illustrated in the reference model is a distinction between governance (blue) and administrative (red) functions. Simply stated, governance is Council s decision-making process. Council s role as a decision-making body is to focus on policy development; setting the strategic direction for the community that will also act as a guide for the corporation (and other civic partners) towards supporting the achievement of desired outcomes. While Council has the responsibility of setting priorities, the administration is responsible for the design and management of the many services required to fulfill those needs. Role of Services in Vision 2015 Understanding the role of services in municipal government is a central component to the proposed implementation of a planning methodology for Vision The ability to identify and define services against a standardized methodology not only supports the structural component of the transformation, but the cultural one as well. With respect to structure, the links between a vision for the community, strategic outcomes, and services demonstrates real value in the City s service offerings. The public is provided with the ability to gain a better understanding of the direct impact that service delivery has on the 2

7 things that matter to Saint Johners. This structural component supports accountability goals in terms of ensuring services are effectively responding to public needs. In terms of culture, the model illustrates how daily activities directly relate to vision outcomes, inspiring all stakeholders toward achieving common goals. The model also supports the shift to a service based culture from one that focuses on organizational structure. This cultural shift supports efficiency in service delivery with the coordination of activities among service providers and collaboratively working toward a common purpose. While the vision represents the long-term plan for the community, services represent the actions required to achieve the vision. With a clear direction from Council on the priorities for the community, the administration has a greater ability to plan and deliver services that will make a valued impact. The goal of the planning framework is to make the necessary linkages or connections between the plans and strategies for the community and corporate planning requirements supporting the need to align service offerings with desired outcomes for the community. Although the City as a corporation plays a significant role in addressing the needs of the public through service delivery, municipal jurisdiction for services is limited (i.e., health and education are provided provincially) meaning that other stakeholders in the community must step forward to contribute to a common purpose. Therefore, the planning framework must also extend to community stakeholders and other civic partners in order to successfully realize the community s vision. 1.2 Project Description Vision 2015 s journey of continuous improvement towards effective and efficient service delivery, while improving accountability and transparency in decision-making requires a comprehensive approach to planning. This charter will outline a planning approach that will translate community vision into action; providing the framework that will help the City successfully manage service delivery in terms of performance and accountability. Given the scope of work included in planning initiatives of this nature, this charter will identify the projects (including project deliverables, dependencies and timing) that will support the completion of the proposed planning requirements. Planning Framework The proposed planning framework required to translate vision into action is based on the Strategic Reference Model for the City of Saint John. Similar to the reference model, the planning framework will support a top down approach to planning. All planning decisions will flow from the community s vision; working to identify outcomes that will address the needs of the community and strategies to achieve these goals. The administration and other civic partners will plan and deliver their services based on these strategic outcomes. 3

8 Although a top down approach to planning is very solid in terms of ensuring services have the desired impact in the community, modifications to the framework will have to be made in the initial implementation of the proposed planning processes. Given the dependencies and the timing of planning deliverables (i.e., the need for a community vision and outcomes to define and plan services); the completion of the initial cycle of planning would be lengthy. Speeding up the process requires some of the planning processes be based on current service delivery mechanisms and revised and integrated as each of the planning components are completed. Modifications to the planning process will be identified through the identification of supporting planning projects in this charter. As illustrated in the reference model, the planning framework will also make a clear distinction between planning responsibilities for Council (the governance function, including the community s participation) and the Corporation (the administrative function, including City departments and ABCs). The interdependencies among the planning components will also be documented within the planning framework; clearly illustrating that Council s priorities for the community directly influence the corporate strategic direction. Figure 2 provides a graphical representation of the proposed planning framework. Community Vision Community Generated Years Integrated Community Sustainability Plan Council with Community Input Years Community Expectations Goals & Strategies Strategic Policy Plans Standing Policy Committees 4 Years Council Priorities Council 4 Years Corporate Strategic Plan Leadership Team 4 Years Corporate Direction Service Delivery Plans Departments / ABCs 4 Years Figure 2: Planning Framework: Translating Vision into Action 4

9 Community Vision The starting point in the planning framework, as illustrated in Figure 2, is the development of a community owned and developed vision. A vision is a description of what a community s success would look like at some point in the future (in our case seventy-five to one hundred years into the future). Public participation in the visioning process provides a basis for the development of a shared vision that will guide a community as it identifies desired outcomes for Saint John and the strategies that will contribute to achieving these goals. Since the vision is an expression of the hopes and dreams of a community and addresses public needs, it fosters continuity in decision-making as political and administrative changes occur. Deliverables for the visioning process include a vision statement, shared values, community goals, and targets. Visioning Deliverables Vision Statement ( years) Shared Values Goals for the community Targets When looking seventy-five to one hundred years into the future, paramount to the success of a community will be its ability for future generations to thrive. This means that decisions made today should not compromise the ability of future generations to meet their own needs 2. Therefore, community visions must be developed with a focus on sustainability; integrating social (cultural), economic and environmental considerations. Integrated Community Sustainability Plan (ICSP) and Municipal Policy Documents Once a community vision has been established and goals have been identified, work can begin on creating an Integrated Community Sustainability Plan (ICSP). Also referred to as a community plan or municipal sustainability plan, an ICSP is a long-term plan, developed in consultation with community members, that provides direction for the community to realize sustainability objectives for the environmental, cultural, social, and economic dimensions of its identity 3. In terms of timeframe, the ICSP plans twenty (20) to thirty (30) years into the future. A good example of a community plan is Plan Winnipeg, the long range policy plan created for the City of Winnipeg. Traditionally, municipalities have developed a series of policy planning documents that look at individual issues within the community (e.g., transportation, land-use planning, economic development). Often developed in isolation, the impact that strategies within these plans have on other aspects of the community are rarely considered. Utilizing a whole systems approach to planning, the ICSP focuses on the integration of these traditional planning practices so that communities can better understand their future and work collectively towards achieving their sustainability goals. Benefits 4 to developing an ICSP include: ibid. 5

10 Cost savings through policy integration and long-term planning (including infrastructure assets). Enhanced capacity to meet community needs through dialog with the public to gain an understanding of what the community values, what they want for future generations, and how they will achieve their goals. A strong and creative community fostered through the need to develop creative solutions to ensure a balance between economic, environmental, social and cultural needs. Managing change more effectively, collaboratively working with the community to plan future needs with current realities. More effective policy development with improved planning that focuses on sustainability, providing guidance in decision-making when balancing competing economic, social and cultural needs. Greater community cohesion by involving people in collective decision-making, fostering a sense of common purpose and building social capital. Staying relevant through continuous dialog with the community. The development of the ICSP is led by Common Council with input for community planning coming from the public. The process is supported by the administration. There is no single way to develop a sustainability plan and each community will take an approach that best fits its needs. Although the ICSP is considers a long-term planning policy document, it should be reviewed and updated at regular intervals to ensure it continues to be relevant with the needs of the community. Successful sustainability plans generally include the community s vision; a presentation of sustainability principles that will guide decision-making in terms of balancing competing needs; analysis of current trends (identifying opportunities and challenges); identification of community goals or outcomes that must be addressed to achieve the vision; an action plan that outlines strategies to achieve the goals with performance measures to monitor success and promote accountability; and the documentation of a process for implementation and monitoring the plan. Integrated Community Sustainability Plan Community Vision Sustainability Principles Issue Analysis Community Goals / Outcomes Action Plan with Performance Measures Implementation and Monitoring Plan Once the community plan or ICSP is developed and approved, targeted planning policy documents need to be created. These plans are the long-term traditional plans that include the municipal plan, transportation, and economic development. The ICSP will act as a guide in the planning process of these documents, ensuring an integrative and sustainable approach to planning. The purpose of the individual policy documents is twofold; providing more detail to the broadly focused community plan and a guide for decisionmaking in the delivery of service. The responsibility for guiding the development of these 6

11 plans rests with the appropriate Standing Policy Committee of Council (under a Council- Committee form of governance). Planning is supported by the administration with public consultation. Council Priorities Given that Council operates on a four year mandate, each new Council must establish a clear agenda that identifies priorities from the ICSP. Priorities are articulated as measurable outcomes for the community that contribute to the achievement of the vision. In support of these priorities, Council will identify a number of strategies or actions that will support the achievement of the goals identified. Council s priorities provide direction to the administration, including the City s agencies, boards and commissions in developing the plans required to deliver the services that contribute to the outcomes identified. Working towards Council s priorities (as opposed to the community plan), represents a more manageable scope of work; allowing the City to better manage the effectiveness and efficiency of service delivery. A well defined scope of work increases the likelihood of success in making a meaningful impact in the community in terms of addressing public needs. Corporate Strategic Plan While Council s role is to set the strategic direction for the community, it is the administration s responsibility to plan and manage the delivery of services required to achieve those goals. It is the administration that essentially translates the strategies designed to address the needs of the community into actions that will result in successful achievement of the community vision. Like the community, the City as a corporation also has the responsibility of creating a vision and developing goals that will move the community forward in achieving its vision. These goals are documented in the corporate strategic plan. This plan provides direction to the organization on how the business of municipal government needs to be carried out in order to have the desired effect in the community. It is important to note that the corporate strategic plan focuses on the priorities and strategies of the City as an organization; the goals and strategies for the community are captured in the Integrated Community Sustainability Plan and other related documents. The corporate strategic plan is a management tool that is used to improve the performance of an organization. Simply stated, it is a roadmap that documents what the organization wants to achieve and how it intends to fulfill these goals. Led by the City Manager, the administrative leadership team is responsible for the creation of the corporate strategic plan. Participation by senior management or department heads in the development of the plan starts the process of building commitment among all stakeholders in working toward a common purpose. Corporate strategic planning is completed on a four year cycle, 7

12 Vertical Alignment CITY OF SAINT JOHN consistent with Council s priorities, with annual review and adjustments to ensure that the plan continues to be relevant. Key to the development of a successful corporate strategic plan is a shared understanding of the purpose and goal of the organization. Relating back to the Strategic Reference Model for the City of Saint John, the City as a organization supports the community in the achievement of its vision, ensuring that services offered contribute to the outcomes designed to address the needs of the community. The City s overarching goal is to provide the best possible customer service to Saint Johners through the delivery of quality, costeffective services. Alignment is key to achieving effective and efficient public service. Alignment ensures that all parts of the organization are connected to the organization s goals. The corporate strategic plan addresses both vertical and horizontal alignment. Alignment requirements 5 are illustrated in Figure 3. Vertical alignment requires that the direction from Council (i.e., Council s priorities) is consistently and completely reflected in service plans. In doing so, the corporate administration is responsible and accountable to Council and subsequently the public; ensuring that the delivery of service has the desired impact in the community. Horizontal alignment focuses on coordinating processes and activities among all service areas and working collaboratively toward a common purpose. A more efficient use of resources ultimately results in cost savings. Council Leadership Department Horizontal Alignment Figure 3: Vertical and horizontal alignment As with any planning initiative, there is no single process or format for creating the corporate strategic plan. The contents and focus of the plan must meet the needs of the organization; allowing the organization to work towards the achievement of their goal, while addressing alignment and accountability. The plan identifies actions required to develop and maintain a high performing organization, focused on effectively and efficiently delivering quality public service. The corporate plan provides the direction required for City department s to develop their service plans. The City of Calgary and the City of Sarnia have good examples of corporate strategic plans. Table 1 proposes a plan format for the corporate strategic plan. 5 Administrative Leadership Team s Corporate Direction, City of Calgary. Page 5. 8

13 Table 1: Proposed corporate strategic plan format. Corporate Strategic Plan Component Corporate Vision Operating Principles Corporate Alignment Corporate Focus Areas Corporate Themes and Directions Budget Direction Performance Indicators Description A statement indicating what success for the organization will look like at some point in the future. Focused on the mission or purpose of the organization, the vision must relate back to the vision for the community. Identification of the principles (and values) that guide the daily activities of the organization. Presentation of an organizational structure that compliments the City s governance strategic decision-making model, including the alignment of City services with community outcomes. Identification of areas that the organization needs to focus on to ensure the effective and efficient delivery of services. These corporate focus areas must address both vertical and horizontal alignment issues; ensuring that the services offered by the City contribute to desired outcomes in the community and that resources are used collaboratively and efficiently to deliver these services. Identification of some key themes within each of the focus areas that need to be addressed. A direction statement is provided for each of the themes identified, directing staff in their delivery of service. Each corporate theme should be expanded to provide a rationale for the direction, leadership s commitment supporting successful implementation of the directives, identification of organizational responsibilities, and specific actions. Presentation of budget guidelines adopted by Council. These guidelines will aid City departments in the development of service budgets. Identification of indicators that can be used to measure the success related to implementing the initiatives and actions laid out in the corporate strategic plan. The goal is to measure corporate performance with respect to service delivery and its impact on the community. Service Delivery Plans Service delivery plans provide a detailed administrative overview of how services will be delivered to successfully achieve community goals. These plans identify the actions required to realize a vision for Saint John, focusing on effective and efficient delivery of service. Under the direction of the corporate strategic plan, service plans must encompass both vertical and horizontal alignment requirements ensuring community needs and outcomes are addressed (vertical) while collaboratively working together to maximize the use of limited resources (horizontal). Focusing on alignment, service delivery plans are developed based on the priorities set by Council. In a Council-Committee form of governance, these priorities would ultimately reflect the mandates of each of the standing policy committees. Considering more than one service output may contribute to a community outcome, more than once service may be referenced in each of the plans. Vertical alignment of service offerings in this format will reinforce the governance function of Council and need to deliver services that contribute to community outcomes. Presentation of service plans in this format also supports the 9

14 horizontal alignment of the organization. An example of this horizontal alignment or cultural shift - service focused from departmental silos is illustrated in Figure 4. OUTCOMES Improved Mobility Vibrant Neighbourhoods Economic Prosperity Roadway Sidewalk Parking Spot Bus Ride Service Outputs Departments & ABCs Public Works Parking Commission Transit Commission Figure 4: Graphical representation of service alignment with outcomes; focusing on service delivery rather than departmental responsibility. During Phase I of the Service Refinement Project undertaken in 2006, approximately thirty-nine (39) services were identified and profiled against a standardized methodology. Included within the scope of this phase of the project are public-facing services currently offered by the City and the Saint John Board of Police Commissioners. In the second phase of the project, the services for the remaining ABCs will be identified and profiled along with the City s supporting (internal) services. This baseline set of services will provide the foundation for the development of service delivery plans. Service plan development is an administrative responsibility. Each of the organizational units responsible for a particular service (inclusive of City departments and ABCs) will work collaboratively with the services providers working toward the same community outcome. Each plan is developed on a four year cycle, coinciding with the term of Council. While the focus of and contents of service delivery plans must meet the needs of the organization, key components of the plans are presented in Table 2. 10

15 Table 2: Proposed service delivery plan format Service Delivery Plan Component Description Strategic Results Identification of planned strategic results for the service area. These results reflect Council s priorities and strategies set out in the corporate strategic plan. These results will guide decision-making in the planning and delivery of service offerings. Business and Service Drivers Customers & Stakeholders Service Identification Service Processes and Actions Performance Measures Budget Direction and Service Budget(s) Service Dependencies Identification of external factors (opportunities and constraints) that can impact service delivery. Consideration is given to these issues in shaping the delivery of service. Service drivers may include legislation, standards and agreements, managed growth, demographic changes and evolving citizen expectations, asset management, sustainability, systems analysis, civic partnerships, and the workplace. Identification of all customers and stakeholders that are either directly or indirectly impacted by service delivery. Further refinement of these stakeholders will identify the communities within Saint John that will benefit from service delivery and the needs that will be addressed. Identification of the services that contribute to the priorities set by Council. Linkages are made between service value and its contribution towards achieving desired outcomes. Closer analysis of community outcomes and consultation with the public will identify the service level standards required to achieve the desired impact in the community. For each service, processes related to the delivery of the intended service output are identified. With respect to these processes, service level standards and actions are also identified. The standards and actions are based on the strategies that Council has proposed as well as the directions set out in the corporate strategic plan. The service plan will also identify how service processes will be consolidated across the organization to support collaborative delivery of service. Identification of performance metrics related to each of the process actions and service areas identified. Metrics will focus predominately on efficiency at the service and process level, with relevant effectiveness metrics related to service value. Identification of budget directions adopted by Council (i.e., priorities) and presentation of budgets for each service identified in the plan. Budgets are developed based on priorities, opportunities, and constraints. Identification of services from other service delivery plans that contribute to the achievement of Council s strategic results. Identification of these dependencies reinforces the need to collaborative work across the organization to achieve results. Accountability and Continuous Improvement Although planning plays a significant role in ensuring the effective and efficient delivery of services, while improving accountability and transparency in decision making, it is only part of the equation. During the execution phase of service delivery, the public has to have the confidence that the plans are being carried out as intended and are having the desired results in the community. 11

16 Regular performance reporting is required to improve accountability in the public sector. Performance is measured in terms of effectiveness (impact on the community) and efficiency (maximizing the use of limited resources). Throughout the planning framework, metrics are incorporated into each of the planning components. In designing performance indicators, it is important to select and report on metrics that provide context to what the community is trying to achieve; always relating back to the community s vision. Without this context, the municipality does not gain the credibility it needs to effectively manage the business of municipal government. In addition to reporting, services must be reviewed regularly to ensure that they are being delivered in the most effective and efficient manner possible. Performance metrics will also be used to identify areas of improvement in service delivery. As improvements to services are identified, service plans must be adjusted to reflect these changes. This information must also be reported back to the public. The proposed planning and reporting cycle 6 shown in Figure 5 corresponds to the timeframe covered by Council s priorities, as well as the corporate strategic plan and service delivery plans. As stated previously, this is the most manageable timeframe when considering the ultimate goal is the community s vision which extends seventy-five to one hundred years into the future. Annual Reporting Performance Analysis of Community Needs and Priorities Adjustments (Plans & Budgets) Quarterly Reporting (Internal) Continuous Improvement On-going Service Delivery Four (4) Year Planning and Reporting Cycle Council s Priorities & Budget Guidelines Corporate Strategic Plan Service Delivery Plans Figure 5: Proposed four (4) year planning and reporting cycle. 6 Corporate Overview , City of Calgary. Page

17 1.3 Project Goals, Objectives & Deliverables The goal of the Planning Framework Project is to develop, adopt and implement a planning approach that supports the achievement of a vision for the community. This comprehensive and complex planning effort will result in the effective and efficient delivery of service, while improving accountability and transparency in decision-making. Several projects will be undertaken to achieve this goal, some of which are currently underway. The projects that support the overall planning approach must: reflect the overall planning approach adopted within this project charter, recognizing that changes to the framework may occur as more information becomes available; reflect the Strategic Reference Model for the City of Saint John, designed to guide the decision-making process ensuring that service delivery contributes to desired outcomes in the community; ensure there is a clear distinction and understanding of roles for those stakeholders involved in the planning process, more specifically the differentiation between the governance function that is focused on long-term policy planning for the community and the administrative function that is focused on the alignment and efficient delivery of public service; ensure that sustainability principles are applied when making planning decisions in order to balance competing needs; engage all stakeholders in the planning approach to ensure that everyone is working toward a common purpose; ensure that public participation is encouraged through the planning lifecycle; and provide a framework for effective performance reporting to improve accountability in decision-making; Deliverables for this project include: the development and adoption of a comprehensive approach to planning translating vision into action that ensures service delivery contributes to desired outcomes in the community, while improving accountability and transparency in decision-making; project charters created for the development of each of the planning components outlined in the planning framework including Community Vision (addressed in the Community Sustainable Growth Vision Project currently underway), Integrated Community Sustainability Plan, Council Priorities (addressed through the 13

18 implementation plan being developed for the Saint John Governance Project that is currently underway), Corporate Strategic Plan, and Service Delivery Plans; and principled project management of the projects identified in this charter resulting in the successful completion of planning documents including a community vision, Integrated Community Sustainability Plan, Council Priorities, Corporate Strategic Plan and Service Delivery Plans; and the development and adoption of a performance management and reporting system to improve accountability and support continuous improvement in service delivery. 1.4 Project Scope Unlike most project charters, the scope of this project is inclusive of all project deliverables outlined in the related project charters inclusive of: Planning Framework: Translating Vision into Action Performance Management & Reporting System Community Vision Integrated Community Sustainability Plan Council Priorities Corporate Strategic Plan Service Delivery Plans Although a performance management and reporting system will be developed, the related projects identified in this charter will not focus on the implementation of this system. 1.5 Critical Success Factors Critical to the success of this project will be the active engagement of all stakeholders, ensuring that everyone is working toward a common purpose. Each component of the planning framework as proposed is dependent on the next, requiring all those responsible for planning to understand and actively participate in the process to ensure that planning results in the delivery of real value to the community. More specifically, Council must maintain a focus on long-term policy planning. They must focus on the needs of the community; prioritizing and developing strategies to address those needs. Council should not be involved in planning the day-to-day operations. As an administrative responsibility, Council s priorities will guide the delivery of service. Commitment of the senior management team to actively participate in corporate planning, including the corporate strategic plan and service delivery plans is also critical to the success of this project. Their leadership will be required to support the cultural shift proposed in Vision 2015; focusing on an integrated approach to service delivery that will contribute to community outcomes rather than on departmental interests. 14

19 Success of this project will also rely on the timely completion of deliverables outlined in the related project charters. In order to ensure proper alignment of services with community outcomes, all information must be available to complete the planning process. 1.6 Assumptions Considerable work has gone into refining the Strategic Reference Model for the City of Saint John. This model describes the business of municipal government; making the necessary linkages between community outcomes and day-to-day operations that will eventually result in the achievement of a vision for Saint John. The assumption is that this Reference Model is acceptable to use as the basis for the development of the planning framework. 1.7 Constraints In managing this project, the main constraint that must be given attention to ensure project success is time. The project dependencies related to both long-term policy planning and corporate planning require that all projects are managed to ensure intended project results are delivered within scheduled time allocations. 15

20 SECTION 2: PROJECT AUTHORITY & MILESTONES 2.1 Funding Authority Since a number of stakeholders throughout the organization will be contributing to the completion of this project, funding is essentially provided through the 2007 and 2008 operating budgets for both the general fund and utility fund. Although no funds have been specifically allocated to the project, these funds represent the planning work that would normally be undertaken as part of the civic administration. Any funding support required beyond normal planning requirements will be managed within operating budget for the Vision 2015 Program. 2.2 Project Oversight Authority All recommendations related to policy planning must be adopted by Common Council. This includes the proposed framework for planning and performance management. Also included is the planning documents that will be generated throughout the project. The senior management team must also commit to the planning process; fostering the need to work collaboratively in service delivery. 2.3 Major Project Milestones Milestone/Deliverable Target Date Planning Framework June 2007 Community Vision December 2007 Integrated Community Sustainability Plan December 2008 Council Priorities September 2008 Corporate Strategic Plan October 2008 Service Delivery Plans March 2009 Performance Management System March