1. Road Map to Sustainability
Jag Sharma
C.A.O. (City Manager)
City of Oshawa

2. My Story / Agenda Oshawa History Municipal Systems Silos
Creating Interconnections / Examples
Why?
Road Map to Smart Sustainability

3. Oshawa
Arts and Cultural Focus - Slam Poetry (
 13% year-over-year Job Growth, the highest in Canada.  Daily Commercial News 2016
 Achieved a diversified economy – 16% of all jobs - Health Science now the largest economic sector
 Record building permit activity - over $1.5 Billion
 40,000 new residents over the next 5 years.
 Strategic Investments in projects that will support the additional growth of knowledge based – high value jobs.
Durham College’s Centre for Collaborative Education,
UOIT’s Software and Informatics Research Centre,
GM’s engineering Centre of Excellence
OPUC/Toshiba’s Solar Power Battery Storage project
Launch of Centre for Urban Innovation Initiative
 2nd Best Investment Strategy among Small American (North and South Americas) Cities (209 jurisdictions with pop. between 100, ,000)  FDI Magazine, April 2017
 2nd Best Place To Buy Real Estate in Canada.  MoneySense Magazine’s Where to Buy Now rankings. April 2017

4. Automotive Industry What should lead? Six Sigma Lean TQM
Synchronous Manufacturing Flow
MODAPTS
Audit

5. Municipal – Which should lead?
Internal Audit
Risk Management
Core Service Review
Continuous Improvement
Business Planning
If it makes you dizzy, imagine how your teams feel?

6. Silos Oshawa Strategic Plan Budgeting Internal Audit Business Planning
Who here has a finance background?
Who here has a corporate background?
Who here has an operational background?
What are some of the core systems in an organization?
Should we ignore them?
If you are from a municipality have you heard of Core Service Reviews?
How successful have they been?
What are the respective Silo’s traditional focus?
Corporate Risk Management
Core Service Review
Work Plans

7. Oshawa Strategic Plan Community Vision:
Oshawa - a prosperous, collaborative, vibrant, inclusive and green city where people and businesses are proud to live, work, learn and play.
Corporate Mission:
Dedicated to serving our community
1. Economic Prosperity & Financial Stewardship: Ensure economic growth and a sound financial future
4. Cultural Vitality: Support arts, culture and heritage that engage and inspire
3. Social Equity: Ensure an inclusive, healthy and safe community
5. Environmental Responsibility: Protect, conserve and promote the environment
2. Accountable Leadership: Ensure respect, responsiveness and transparency

8. Oshawa Strategic Plan
Accountable Leadership – The pursuit of excellence, in everything we do, is important to City Council and employees, the public and stakeholders. The City has a tradition of engagement, regularly sharing information and consulting with the community on projects. The leadership recognizes the importance of developing and leveraging relationships with all levels of government and community stakeholders, and continues to streamline options, manage risks and maintain professionally trained employees within a culture of continuous improvement (Page 8)
Financial Stewardship – The City currently has high standards of fiscal responsibility and strives to remain affordable in the face of competing demands, requiring the City to be visionary, innovative and think long-term. To this end, a Financial Strategy has been prepared, which addresses infrastructure investment, reserve funds, debt management, revenue sources and operating costs. It will help to manage costs, save for the future, build partnerships and ensure responsible taxation. It has a four-year timeframe that provides sound, proactive and financial stewardship within a context of continuous improvement and ensures the long-term financial health of the City of Oshawa. (Page 4)

9. Risk Management
Corporate Risk Management
“Risk management is a skill set that will be integrated with the City’s continuous improvement, business planning, budgetary, internal audit and strategic planning functions and processes, incorporating risk management into our everyday activities. It will allow for a planned and consistent approach to reducing the impact and likelihood of an adverse event, and also increase the possibility and magnitude of benefits that could result from seizing an opportunity.”

10. Internal Audit
Internal Audit

11. Forestry

12. Forestry

13. Other Potential Projects
Corporate Services – Address Changes
Development Services – Real Estate
Community Services – Fleet Utilization

14. Community Services Departmental Description
Business Planning
Mission Statement
We are a dedicated team working with our residents and partners to plan, deliver and maintain safe, inclusive, dynamic and responsive programs, services, events and infrastructure in order to enhance the quality of life for our community.
The Community Services Department delivers a variety of programs and services to maintain, enhance and protect the community’s quality of life.
Community Services is comprised of the following four branches:
Strategic and Business Services
Fire Services
Operations Services
Recreation and Culture Services

15. Community Services 2017 Objectives
Continue to improve business processes within Community Services for integration of Strategic & Business Services within all client groups
Apply lean methodologies to create efficiencies for Event Road Closures, Road Occupancy Permits, Forestry Work Orders and Part-time staff processes
Lead the partnership for the 3rd year of the Healthy Kids Community Challenge
Implement new recreation registration software
Implement the Culture Counts Plan
Implement the various Recreation facilities capital projects
Co-lead the development of a Corporate Diversity and Inclusion Plan
Implement the Parks, Recreation, Library and Culture Facility Needs Assessment Plan for 2017 and review strategy for future years

16. Why would you connect them?
Council
Staff
BEDMAS
Engagement
Communication
Get more done

17. How do you connect them? Create the interconnection Formalize it
Create an understanding of overlap
Walk the talk
GEMBA

18. Are we done? Lean – Small incremental improvements Core Service Review
Emerging Leaders Profile
Stronger wording in Financial Strategy
Stronger wording in I/A Charter
Evolution not Revolution

19. Must Have! (FUN) Empowerment! Senior Leadership on board Exciting
What’s in it for me! / Value Proposition
Make it part of everything
Communicate
Common understanding / acceptance
Respect for other systems
Propensity for change / Not a silver bullet
Build the following ...
Empowerment!

20. Road Map to Sustainability?
Pre 2014 – Lean like (understanding)
2014 – GB Training
2015 – Project delivery / Coaching
2016 – 2 BBs Identified and Trained
2017 – Build into our systems
Respectful interconnections.

21. Lessons Continuing to Learn
Not a competition
Every deployment will look different
Priority is the team
Right level of priority
Kotter / Change Management

22. Thank You!