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Home My WebLink About12-09-2016 Special General Government Committee Agenda Date: December 9, 2016 Time: 9:00 AM Place: Clarington Public Library, Newcastle Branch, Meeting Room 150 King Avenue East, Newcastle Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Michelle Chambers, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at mchambers@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. Audio Record: The Municipality of Clarington makes an audio record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be audio recording you and will make the recording public by publishing the recording on the Municipality’s website. Noon Recess: Please be advised that, as per the Municipality of Clarington’s Procedural By-law, this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by the Committee. Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non-audible mode during the meeting. Copies of Reports are available at www.clarington.net General Government Committee Agenda Date: December 9, 2016 Time: 9:00 AM Place: Newcastle Library Page 2 1 Call to Order 2 Declaration of Interest 3 Staff Report 3.1 In a workshop-style format, the Interim Chief Administrative Officer will be providing a Verbal Report concerning: 1. the status of the changes sought in the Administration's attention to building prosperity, customer service, staff engagement, efficiency and effectiveness in service delivery and clear policy analysis; 2. the status of the 32 Strategic Plan commitments; 3. the views of the customers we serve about their satisfaction with our services and how they experience their interaction with us, the limitations with the data on this matter and the intended Administration action in response to these findings; 4. the results of the analysis of the staffing requests put to the Interim CAO and the suggested resources required to realize the results expected in items 1, 2 and 3 (Supporting documentation to be distributed under separate cover) 4 Adjournment Presentations & Handouts SPECIAL GENERAL GOVERNMENT COMMITTEE AGENDA DECEMBER 9, 2016 Mayor Adrian Foster: 9:00 –9:05 Call to Order Declaration of Interest The Interim Chief Administrative Officer will be providing a Verbal Report concerning: 9:05 –9:20 The status of the changes sought in the Administration’s attention to building prosperity, customer service, staff engagement, efficiency and effectiveness in service delivery and clear policy analysis; 9:20 –10:20 The status of the 32 Strategic Plan commitments; 10:20 –10:35 Break 10:35 –11:00 The views of the customers we serve about their satisfaction with our service and how they experience their interaction with us, the limitations with the data on this matter and the intended Administration action in response to these findings 11:00 –12:15 The results of the analysis of the staffing requests put to the Interim CAO and the suggested resources required to realize the results expected in Items 1,2 and 3. Adjournment ENABLING SUCCESS FOR CLARINGTON: TRANSFORMING THE ADMINISTRATION Presentation to Mayor & Council Curry Clifford, MPA, CMO Interim CAO December 9, 2016 1 ENABLERS Policy Analysis Value in Service DeliveryCustomer Service Staff Engagement Positioning for Prosperity Strategic Priorities for the Community 2 Strong Policy Analysis to support solutions that meet 3 point test: -suitable -feasible -acceptable Clear, Comprehensive Problem Definition, Option Analysis & Discussion Business writing course STRONG POLICY ANALYSIS 3 Engaged Staff Focus on outcomes & values then empower to decide on the how; build skills; insist on accountability but in a Shackleton context; Celebrate success . Above all: LISTEN Communicate, Communicate, Communicate Share your goals, recognize results ENGAGED STAFF 4 Strong Customer Service Track and resolve issues –CRM; look at work design from outside in; Understand this is a change management project Ask for feedback; stand in the customer’s shoes; understand what is the customer really saying; know the drivers of satisfaction STRONG CUSTOMER SERVICE 5 Getting Successful Change Source: Linkage Corporation Vision Vision Vision Vision Vision Skills Skills Skills Skills Skills Incentives Incentives Incentives Incentives Incentives Resources Resources Resources Resources Resources Action Plan Action Plan Action Plan Action Plan Action Plan Change Confusion Anxiety Sporadic Ch ange Frustration False Starts Vision Vision Vision Vision Vision Skills Skills Skills Skills Skills Incentives Incentives Incentives Incentives Incentives Resources Resources Resources Resources Resources Action Plan Action Plan Action Plan Action Plan Action Plan Change Confusion Anxiety Sporadic Ch ange Frustration False Starts Vision Vision Vision Vision Vision Skills Skills Skills Skills Skills Incentives Incentives Incentives Incentives Incentives Resources Resources Resources Resources Resources Action Plan Action Plan Action Plan Action Plan Action Plan Change Confusion Anxiety Sporadic Ch ange Frustration False Starts Vision Vision Vision Vision Vision Skills Skills Skills Skills Skills Incentives Incentives Incentives Incentives Incentives Resources Resources Resources Resources Resources Action Plan Action Plan Action Plan Action Plan Action Plan Change Confusion Anxiety Sporadic Ch ange Frustration False Starts 6 Value in Service Delivery Establish criteria, process, timing and funding for reviews; In meantime manage input costs through: business planning and planning for talent mgt, IT and office space Bring an evaluative mindset to your work PROVIDE VALUE IN SERVICE DELIVERY 7 WHAT QUESTION DOES A SERVICE DELIVERY REVIEW SEEK TO ANSWER: 1.Do we really need to continue to be in this business/service? 2.What do citizens expect of the service and what outcomes does Council want for this service? 3.How does current performance compare to expected performance? 4.Do the activities logically lead to the expected outcomes? 5.How is demand for the service being managed? 6.What are the full costs and benefits of the service? 7.How can benefits and outputs of the service be increased? 8.How can the number and cost of inputs be decreased? 9.What are the alternative ways of delivering the service? 10.How can a service change best be managed, implemented and communicated? Source –Making Choices: A Guide to Service Delivery Review 8 Build Prosperity Align Actions ($ and staff focus) with Goals - JET and Process review teams; build and manage reln’ships with key investors and enablers ( Region and Province) Understand what influences investment decisions, what you can do about it, what you want your community to be known for (substance and process) and build an Urgency of Action to realize that BUILD PROSPERITY 9 ENABLERS Policy Analysis Value in Service DeliveryCustomer Service Staff Engagement Positioning for Prosperity Strategic Priorities for the Community 10 CUSTOMER SERVICE Presentation to Mayor & Council Curry Clifford, MPA, CMO Interim CAO December 9, 2016 1 POLLSTER’S SURVEY ■Blind-folded, is this an elephant or a horse? ■What is really being measured here? Perceptions or actual experience? Quality or Quantity? ■May be most useful as a means of understanding needs and what services most influence overall opinions rather then views about quality 2 CUSTOMER EXPERIENCE SURVEY ■Measures what matters in quality…it’s just that it doesn’t measure any one service often enough to know if the reading is off ■May be most useful at the aggregate level –overall how are we doing on the factors that matter to customers: ■Timeliness ■Treated fairly ■Knowledgeable staff ■Able to get through easily ■Going the extra mile ■Got what I needed 3 ACTION PLAN 1.Get better data to continuously be aware of customer’s concerns and efficiently respond –CRM 2.Review Development Approval Process –organize from outside-in, rather than inside-out. 3.Review key business processes –let improvements on the 6 drivers drive the review and focus efforts on: information management; how work is designed; staff training 4.Understand and address misperceptions 4 STAFFING REQUESTS Presentation to Mayor & Council Curry Clifford, MPA, CMO Interim CAO December 9, 2016 1 The Big Picture Through the CAO’s Lens -from the November 4th Budget Workshop This Budget is about: 1.Maintaining existing levels of service, but over a larger customer/service base, e.g. more customers/more complex needs 2.Protecting your assets –state of good repair and avoiding replacement costs. Same goes for your people. 3.Meeting new strategic priorities 4.Enabling -revenue growth -cost management -efficiency 5.Increasing the level of service … And doing that while keeping tax levels competitive and optimizing opportunities for jobs and investment 2 Staffing Requests -from the November 4th Budget Workshop ■Recommendations to be developed for December 9th in context of today’s information and discussion ■26 positions requested of CAO ■Not all will be funded. Instead, guided by 2011 Policy of tying staff growth to assessment growth … and will not be suggesting allocation of even one-half of that. And my recommendations on staffing will be guided, in this order, by resourcing that will: 1.Provide significant revenues 2.Enable stronger cost management 3.Allow deeper efficiency gains 4.Maintain existing level of service, but over a larger customer service base, e.g. more customers, more complex needs. Note –in most instances we are playing catch-up 5.Address new strategic priorities 6.Increase the level of service 3 MAINTAIN COMPETITIVE TAX RATES BUDGET “B” LIST BUDGET “A” LIST BUDGET -FUTURE BENEFICIARIES NEW STAFFRISK TOLERANCE MAINTAIN SERVICES & CATCH UP Putting the Puzzle Together 4 Staffing Requests –Bottom Line ■26 positions requested –at a cost of $1,774,700 ■12 positions either did not pass the filters or would not create significant risks if not addressed in 2017 ■14 positions recommended –at a net cost of $618,700 ■Net cost represents 34.3% of the $1.8 million in assessment growth ■Gross cost of $995,700 reduced by $377,000 to create net of $618,700 ■$377,000 represents: –Cost of Senior Plans Examiner ($87,700) –not a tax levy increase –Cost of Principal Planner ($121,200) –recovered from developers, although resources will lag municipal costs –Cost of Corporate Initiatives Officer ($168,100) as position will not be filled in 2017 5 STAFF REQUESTS – ANALYSIS AND RECOMMENDATIONS OF INTERIM CAO Dept. & Position $ Request - Salary and Benefits Key Business Results Risks If Not Resourced Notes ED Senior Plans Examiner $87,700 Speed up development approval process Enable on site approval of less complex building proposals Investment deferred, delayed or exits Reputational risk and customer dissatisfaction with timeliness This additional cost would not increase the tax levy because of cost recovery for this service PSD Principal Planner – Community Planning $121,200 Efficiently and effectively complete multiple secondary plans - many concurrently – the approach adopted by Council. This, while continuing to process major commercial applications Work of developers to create secondary plans may simply get bottlenecked if municipal resources not put in place to project management them Customer dissatisfaction with timelines Inadequate municipal oversight of secondary planning process Potential to increase housing costs Secondary planning was a major issue in the Official Plan review. Given the number of secondary plans anticipated, this position is anticipated to be developer-funded for a number of years ED Infrastructure Technologist – $98,400 Meet effective asset mgmt. needs and targets (in roads & related infrastructure) In-house regular design & inspections to identify early and inexpensive actions to avoid significant replacement costs Lost opportunity to reduce consulting costs and reallocate those savings to preventative maintenance treatment improvements. Examples: reduce consulting fees by $100,000 and use these savings to increase crack sealing and shoulder maintenance funding Delays in identifying and addressing servicing need resulting in delayed industrial and commercial development. Our current economic development program needs accurate more easily assessable inventory of information which would be one of the key responsibilities of this position This position would focus on implementing the 10 year Master Transportation Program as well as the Active Transportation Program and the implementation of an Active Transportation Committee. FD Policy Analyst $79,900 Development of business planning, long term strategic financial planning, service level reviews, budget alternatives Assists with putting management systems in place to advance value for tax dollar objective No line of sight to know if $ will generate results as no business plans Difficult to make decisions about service levels and budget alternatives as analysis not available to show financial consequences Short-term approaches to long term issues that may not be well documented and understood May identify revenue opportunities in course of research work in policy analysis Approval here is conditional on the department developing and implementing a business planning approach for the corporation CAO’s Office Administrative support on economic dev, govt relations and corporate projects- part-time – shared with Mayor’s Office $55,500 Support for enabling new functions of CAO to be met - economic development, government relations and each of 5 priorities/ enablers of strategic results Compromises CAO’s ability to research, analyze, prepare for discussion and present on key economic development opportunities, government relations strategies and effective management systems and processes, incl expenditure management processes CSD Health & Safety/HR/Payroll representative & co-ordinator $86,000 Efficient and effective delivery of health & safety, HR and payroll services Compromised or failed ability to support increasingly complex corporation in the area of its largest spend – labour - as these functions are without a back-up Cost management of WSIB and NEER premiums threatened as health & safety support limited to one person in a 700 person organization Talent management and performance planning (tied to business planning) unlikely to get implemented Approval here is conditional on the Dept developing and implementing a Talent Management Plan and Performance Planning system tied to business plans CSD Part-time Recreation Programmer $33,700 On the ground delivery of high demand recreation programs to more people, including financial assistance programs Compromise of existing service levels as position reflects catch-up to doubling of service demand in last 3 years Reduce opportunity to generate additional revenues as programming at capacity May not complete extensive requirements to gain “youth friendly” community designation December 6, 2016 - Page 1 of 2 Dept. & Position $ Request Key Business Results Risks If Not Resourced Notes CSD Part-Time Fitness Centre Programmer $33,700 Smartly managed fitness programming and equipment for a growing population Lost opportunity to generate revenue, manage costs and catch-up to demand which has risen to 100 weekly group fitness classes Additional capacity here can generate revenue equal to offset some of the cost EFSD Full-time firefighter $91,100 Fire suppression and emergency services, including responses to medical calls Will not begin to reach new service level that was recommended in the Fire Master Plan received as information but not adopted by Council in Feb 2014 2014 Fire Master Plan received as information by Council recommended four additional firefighters. At this time, one position is recommended with other positions to be funded when (a) the community needs and established Council priorities in other service areas are better met and (b) when the Municipality is better able to finance this significant ongoing and inflexible cost OD 2 Part-time Parks & Roads $45,000 Clean, safe roads, parks and waterfront Service levels compromised (unkempt natural and built environment) during peak demand times May impact staff’s involvement with the removal of EAB affected trees Delay in emptying garbage during winter months in our park due to winter maintenance requirements CD Clerk II – customer service enquiries for Clerks and administration of municipal law enforcement $64,000 Respond at a professional and knowledgeable level to resolve customer enquiries and collect revenues incl parking fines and licensing Bottlenecks at the intake stage and resolution stage of by-law enforcement as this position provides key supports at these points in the process Committee Secretary and Administrative Assistant unable to focus on this growing work as they would be required to continue to divide their time with responding to customer enquires Ability to maintain adequate level of customer service and collect revenues. Comparing all of 2013 (last increase in frontline complement from P/T to F/T) to YTD November 30, 2016 (i.e. not yet a full year): Marriage licenses increased 25%; death registrations increased 46%; printshop requests increased 43%; printshop pages (excluding Agenda) increased 22%; number of Council and Committee regular meetings increased 17%; parking tickets increased 110%; licensing/permits increased 56%; MLE occurrences (excluding parking) increased 28% Overtime costs and time in lieu will continue to be significant (190 hours and 360 hrs/respectfully per year) Approval here is conditional on the Dept undertaking a scoped internal review of the process of intake of enforcement requests and process for resolution PSD Senior Planner – Development Review $101,300 Comprehensive and clear analysis of development proposals and provide expert advice on how to respond to them to fit with a complex range of provincial, Regional and Municipal goals Slowed process and loss of investment opportunity and revenues as growth increases, policy requirements become increasingly complex and development becomes increasingly innovative Customer dissatisfaction with timeliness and reputational risk (e.g. Fraser Institute Report) The Region delegate subdivision approval powers to Clarington in 2000 but to date there has been no corresponding increase in staff complement to account for this workload. Note this service has not had a staff complement increase in the last 25 years despite the growth in development Approval here is conditional on the Dept undertaking a review of the development approval process PSD Clerk 1- move from part-time to full- time for data input on development tracking $27,000 Ensures that status of development approvals is up to date and provides the foundation for putting more application information online Data for tracking, managing performance and decision-making can be out of date Improved data input by clerical staff allows planners to concentrate on application processing Approval here is conditional on the Dept undertaking a review of the development approval process CSD Network Support Technician $71,200 Efficient, effective support of frequently changing hardware and software across a diverse range of businesses Productivity of a diverse range of services compromised as support limited or delayed Fills a position as incumbent needed for ongoing new IT security matters. Supports over 18 remote locations and over 350 workstations and over 500 users December 6, 2016 - Page 2 of 2