City of Saint JohnVision 2015

A Work in ProgressJanuary 31, 2006

Topics to be covered

Background Information Operational Review Change Process Change message Program Plan

City of Saint John - Vision 2015Background

Provincial Government funding cuts ten + years of budget cutting Extensive staff reductions No appreciable decrease in services Number of new service demands added

CONTROLLING MUNICIPAL EXPENDITURE

EXPENDITURE LEVELS 1980-2000 % CHANGES

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002

YEAR

% C

HA

NG

E

Municipal ExpenditureSaint John ExpenditureProvincial Expenditure

City of Saint JohnVision 2015 – Background

Lack of clear direction Reactionary approach to decision-making Departmental rather than Corporate focus Aging workforce Lack of succession planning “Survival” mode

Challenges driving government

Bigger, better educated and increasingly diverse populations;

The accelerating revolution in the way we obtain, use, store and communicate information;

Declining deference to authority and trust in institutions;

The increasing speed at which governments are expected to function; and

Increasingly complex and interdependent public policy issues, organizations and relationships

Source: CCAF-FCVI publication: Public Performance Reporting – Reporting Principles – Taking Public Performance Reporting to a New Level

Symptoms of these Challenges

Continually Changing Business Environment Budget Cuts Resource Constraints - Doing More with Less! Increasing Demands for Information Technology Demands for Business Process Re-Engineering Organizational Restructuring Increasing Financial Accountability Increasing Demands for Service Accountability to the

Public

City of Saint JohnVision 2015- Operational Review

New Council elected in May of 2004 Mandate for change Decided to do an Operational Review Chartwell Inc. engaged to carry-out review Final report presented in September, 2005

City of Saint JohnVision 2015- Operational Review

Detailed review of governance structure Development of a Vision statement Initial work completed on Programs and

Services documentation 11 initial projects identified

City of Saint JohnVision 2015

Saint John is the community of choice in Atlantic Canada. We are a safe city, in which citizens are proud and caring, focused on creating opportunity, growth, and prosperity.

ARCHITECTURE(STRUCTURE)

MOTIVATION(CULTURE)

VISIONVISION

DefineInspire

Improved Governance &

Service Delivery

Improved Governance &

Service Delivery

People Programs & Services

Lead Manage

Vision 2015 Drives the Program - The Architecture, The Motivation

PROGRAM / SERVICE FRAMEWORK

RECOMMENDED APPROACHTRADITIONAL APPROACH

GOAL 1GOAL 1 GOAL 2GOAL 2 GOAL 3GOAL 3 GOAL 4GOAL 4

CORPORATEVISION

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OPER.ACTIVITY

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GOAL 1GOAL 1 GOAL 2GOAL 2 GOAL 3GOAL 3 GOAL 4GOAL 4

CORPORATEVISION

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OPER.ACTIVITY

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Challenge of Implementing the Strategic

Plan

Challenge of Implementing the Strategic

Plan

Change Process

Three types of change: Developmental Transitional Transformational

Source – Beyond Change ManagementDean Anderson/Linda Ackerman-

Anderson

Change Process

Need to have a comprehensive change strategy Content – what must change People –human dynamics that will either

influence change or are a product of it Process – how the organization will transform

Source – Beyond Change ManagementDean Anderson/Linda Ackerman-Anderson

Change Process

“Organizations thrive on routine and the status quo. Professionals in organizations rely on established systems in order to carry out their jobs with minimal resistance and stress.”

Source: Primal Leadership Daniel Goodman

Change Message

Need to get people engaged Need to build commitment and support Need to focus on what it is we are

trying to achieve

Change Process

Chartwell Report provides strong basis for structural components of change

More work needed to address the “cultural” aspects of change

City of Saint JohnVision 2015 – Change Process

Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate change vision Empower employees for broad-based action Generate short term wins Consolidate gains and produce more change Anchor new approaches in the Culture

Source: Leading ChangeJohn P. Kotter

Change Message

Chartwell report identified Program Value or ”End State” objectives Healthy, caring community, exciting

environment, strong image, well-earned reputation

External collaboration/partnerships essential to delivering community value

Customers are City’s greatest advocates Skilled, flexible learning workforce

Change Message

Where do investments come from? Residents Businesses Other Governments Community Partners Employees

Change Message

At present the City of Saint John is not in a position to prove that we are providing value

Change Message

Vision 2015 Program is key to addressing this “value” gap Clear identification of all programs/services Coordination and Alignment of governance

function with program delivery Clear articulation of plan for the future taking

into consideration community interests Service level standards (efficiency and

effectiveness) Benchmarking

Program Plan

Working on detailed implementation schedules for all initial projects identified in Chartwell report Recognition of interdependencies key to ensuring

smooth implementation

Identifying Project Sponsors and Project Managers

Identifying where external support may be needed

Program Plan

More work needed to address the “cultural” aspects of change

Need to ensure program ties to “True Growth” initiative

City of Saint JohnVision 2015

Questions??