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City of Saint John Vision 2015 A Work in Progress January 31, 2006.

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Presentation on theme: "City of Saint John Vision 2015 A Work in Progress January 31, 2006."— Presentation transcript:

1 City of Saint John Vision 2015 A Work in Progress January 31, 2006

2 Topics to be covered  Background Information  Operational Review  Change Process  Change message  Program Plan

3 City of Saint John - Vision 2015 Background  Provincial Government funding cuts  ten + years of budget cutting  Extensive staff reductions  No appreciable decrease in services  Number of new service demands added

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5 City of Saint John Vision 2015 – Background  Lack of clear direction  Reactionary approach to decision-making  Departmental rather than Corporate focus  Aging workforce  Lack of succession planning  “Survival” mode

6 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

7 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

8 City of Saint John Vision 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

9 City of Saint John Vision Operational Review  Detailed review of governance structure  Development of a Vision statement  Initial work completed on Programs and Services documentation  11 initial projects identified

10 City of Saint John Vision 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.

11 ARCHITECTURE (STRUCTURE) MOTIVATION (CULTURE) VISION DefineInspire Improved Governance & Service Delivery Improved Governance & Service Delivery PeoplePrograms & Services LeadManage Vision 2015 Drives the Program - The Architecture, The Motivation

12 PROGRAM / SERVICE FRAMEWORK RECOMMENDED APPROACH TRADITIONAL APPROACH GOAL 1 GOAL 2 GOAL 3 GOAL 4 CORPORATE VISION CORPORATE VISION CORPORATE MISSION CORPORATE MISSION STRAT. DIR. 1 STRAT. DIR. 1 STRAT. DIR. 2 STRAT. DIR. 2 STRAT. DIR. 3 STRAT. DIR. 3 STRAT. DIR. 4 STRAT. DIR. 4 STRAT. DIR. 5 STRAT. DIR. 5 SERVICE PROC. 1 SERVICE PROC. 1 SERVICE PROC. 2 SERVICE PROC. 2 SERVICE PROC. 3 SERVICE PROC. 3 SERVICE PROC. 4 SERVICE PROC. 4 SERVICE PROC. 5 SERVICE PROC. 5 OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY IT TOOL IT TOOL IT TOOL IT TOOL IT TOOL IT TOOL GOAL 1 GOAL 2 GOAL 3 GOAL 4 CORPORATE VISION CORPORATE VISION CORPORATE MISSION CORPORATE MISSION STRAT. DIR. 1 STRAT. DIR. 1 STRAT. DIR. 2 STRAT. DIR. 2 STRAT. DIR. 3 STRAT. DIR. 3 STRAT. DIR. 4 STRAT. DIR. 4 STRAT. DIR. 5 STRAT. DIR. 5 OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY OPER. ACTIVITY IT TOOL IT TOOL IT TOOL IT TOOL IT TOOL IT TOOL Challenge of Implementing the Strategic Plan

13 Change Process  Three types of change: Developmental Transitional Transformational Source – Beyond Change Management Dean Anderson/Linda Ackerman-Anderson

14 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 Management Dean Anderson/Linda Ackerman-Anderson

15 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

16 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

17 Change Process  Chartwell Report provides strong basis for structural components of change  More work needed to address the “cultural” aspects of change

18 City of Saint John Vision 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 Change John P. Kotter

19 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

20 Change Message  Where do investments come from? Residents Businesses Other Governments Community Partners Employees

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

22 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

23 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

24 Program Plan  More work needed to address the “cultural” aspects of change  Need to ensure program ties to “True Growth” initiative

25 City of Saint John Vision 2015 Questions??


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