special meeting - november 27 2017 - midland

THE CORPORATION OF THE TOWN OF MIDLAND SPECIAL MEETING OF COUNCIL MONDAY, NOVEMBER 27, 2017

3:30 PM MUNICIPAL OFFICE COUNCIL CHAMBERS

AGENDA 1. Call to Order 2. Declarations of Pecuniary Interest

3. Service Delivery Review Draft report, presentation and discussion - T. Carruthers, Consultant to present. 4. Confirmatory By-law 2017-90 5. Adjournment

Service Delivery Review

1

3

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wscsconsulting.com 2Promoting Excellence and Innovation in the Public Sector

AGENDA

Project Methodology

What we Heard

Opportunities

Next Steps and Questions

PROJECT SCHEDULE

Consultations

Council InterviewsPosition Name

Deputy Mayor Mike Ross

Ward 1 Councillors Jonathan Main

Patricia File

George MacDonald

Ward 2 Councillors Cody Oschefski

Glen Canning

Jack Contin

Ward 3 Councillor (includes Ward 4) Stewart Strathearn

Management InterviewsPosition Name

Chief Administrative Officer

(CAO)

John Skorobohacz

Director of Human

Resources/ Health and

Safety

Glenda Green

Director of Corporate

Services/ Town Solicitor

Amanpreet Sidhu

Clerk Karen Desroches

Director of Finance/Treasurer Susan Turnbull

Deputy Treasurer Kellea Dallaire

Manager of Revenue and

Taxation

Pamela Wayne

Director of Fire Services/ Fire

Chief

Paul Ryan

Deputy Fire Chief Tom Toole

Position Name

Director of Operations Shawn Berriault

Manager of Maintenance

Operations

Rick Dalziel

NSSRC Manager Dave Bressette

Booking & Events

Co-ordinator

Trista Anderson

Tourism and Special Events

Manager

Nicole Major

Municipal Law Enforcement

Officer

Jim Reichheld

Director of

Engineering/Water &

Wastewater Services

Andy Campbell

Manager, Water and

Wastewater

Chuck Fiddy

Director of Planning,

Building & Developmental

Services

Wes Crown

Chief Building Official Terry Paquette

Staff Interviews/System Walkthroughs

Department Number of Staff

Corporate Services, HR 1

Finance and Information Technology 6

Operations 8

Planning, Building and Development Services 2

Engineering and Water/Wastewater Services 3

MIDLAND STEERING COMMITTEE SWOT

SWOT

Analysis

✓ Downtown Development

✓ Recreation, Parks & Trails

✓ Fire Services

✓ Community Engagement

✓ Drinking Water

✓ Public Library Expansion

✓ Cultural Centre

✓ Special Events

✓ Tourism and Economic Development

✓ Staff Dedication & Knowledge

✓ Partnerships

✓ Customer Service

✓ Change to Budgeting

✓ Midland Bay Landing

✓ Perseverance

✓ Willingness to Learn

× Planning and Reserves

× Assessment Appeals and Risks

× Trade Agreements

× Provincial Legislative & Regulation Changes

× Elections - Municipal & Provincial

× Asset Management Regulation

× Changes to Upper Tier Municipalities

× Exchange and Interest Rates

× Commodity Prices, Climate Change

× Change in Technology

× Demographic Changes

× Work Environment for Millennials

× New Types of Infrastructures

× Urbanization, Globalization

Lack of:× Asset Management, Long Term Planning

× Reserves

× Information Sharing/Internal Customer Service

× On-line and Self-Serve

× Complaint Management

× Communications

× Staff Training

× Employee Recognition

× Purchasing Sustainability

× Knowledge and Utilization of software

× Staff Skills

× Record Management

× Old School Methods

× Change Adverse

× Fear of the Unknown

× Manual processes ✓ Midland/Harbour Bay Landing

✓ Finding Champions

✓ Using Existing Technology, New

Technology and Processes

✓ Partnership & Learning with Other

Municipalities Research

✓ Think Tank

✓ Meaningful Work

✓ Energized Employees

✓ Downtown Revitalization

✓ Promoting the Town

✓ Recreation Programming

✓ Website

✓ Immigration

COMMUNITY ADVISORY COMMITTEE SWOT

SWOT Analysis

StrengthsSpecial Events and Tourism

Cultural and Recreational Infrastructure and Programs

Parks & Trails Downtown

Harbour Revitalization

Proximity to Large Urban Areas

Volunteerism and Community Groups Support,

Vast Knowledge and Skills of Residents

Protection of the Environment

Doctor Recruitment

Opportunities

Partnerships with All Levels of Government

New Educational

Medical and Business Opportunities, Federal and Provincial Funding

Midland Bay Landing, Cultural, Tourism

New Business Planning and Development

Use of Knowledgeable Skilled of the Residents

Deliver Services More Efficiently and Effective

Better Broadband

Keep Youth in the Area, Mayor’s Think Tank – Developing Policies

Weaknesses

Inadequate Connectivity

Weak Town Governance, Administration and Transparency

Communications to Residents and Public

Adversity to Change Lack of Strategies to Attract

Youth, New Residents and Businesses High

Municipal Taxes,

Over Regulation by Town,

Lack of Transportation Links

Lack of Commitment to Environment Protection

Sustainability, Community Safety Not Addressed

Threats

Community Resistance to Change

Skilled Workforce, Youth Leaving

Provincial & Federal Downloading

Asset Management & Infrastructure

Tax Rates Technology Changes,

Broadband

Labour laws Change in Council

Economic Stresses, Loss of Businesses

Public Image

THE TOP 20 OPPORTUNTIES

CATEGORY Ranking OPPORTUNIITY OPPORTUNITY DESCRIPTION

Services 1Create a Municipal Forum with

neighbouring communities to explore

SDR recommendations.

Neighbouring municipalities should create a Partnership forum.

Organization 2

Create IT System

Administrator/Application and/or

Business Analyst Roles to support

Recommendation 2.

IT staff require training. Additional resources required to set direction,

manage system administration and project management. Business Analyst

position to support long term goals, project management and change.

Process 3 Centralize Purchasing Functions

Purchasing policies and processes centralized. Policies updated to meet

CFTA requirements. Implement GP and WT purchasing modules,

procurement, 3 way matching and training. Paperless workflow processes.

Include encumbrances and commitments.

Process 4Develop Procurement Policy. Tender

for Pcards across the Town.Procurement card policies and tender.

Process 5 Mandate EFTs for vendors EFTs are not used extensively. Resources and cost savings high.



Technology 6 Form an IT Steering Committee

IT Steering Committee with cross departmental representatives would

guide all IT investments, purchases and projects. Could develop into a

County wide program.

Technology 7Re-implementation Payroll Module in

GP and WT.

Policies and procedures. Reimplementation of all systems and training.

Payroll needs to be implemented at the beginning of the fiscal year based

upon payroll year.

Governance 8Develop a Complaints Management

system with Service Level Agreements

Procedure and System Solution. As part of Worktech Service Manager

implementation.

Services 9

Implement new parking systems

including Pay by Phone, Pay Display

to reduce reliance on staff resources

for collection.

New mobile apps and systems available for increased efficiencies. Add

parking displays at Harbour.

Technology 10Implement Electronic Document

Management

That, a strategy be developed to implement electronic document

management across all departments including document attachment to

systems, e-billing to reduce printing, mailing and filing. All data should be

included in WorkTech and not printed/filed unless absolutely necessary.

Training required.



Technology 11 Document Workflow and ProceduresThat, documentation and workflow requirements for each asset type be

developed.

Organization 12Undertake a Training Needs

Assessment

Survey administered based upon types of training required supplemented

by assessment.

Process 13

Undertake LEAN Process review of all

financial processes with first focus on

redesign o 'front office' / customer-

facing services and associated staff

duties.

Refer to Interim Report. Undertake a LEAN process review to eliminate non

value added activities and improved customer service.

Organization 14Form a Change Management/Process

Improvement CommitteeChange management committee to drive change and employee buy in.

Technology 15Re-implementation of all existing

modules including set up and training

for staff.

Phased approach of Reimplementation and training. Sequence: Accounts

Payable, Accounts Receivable, Cash flow management, Purchasing,

Inventory, Fixed Assets/Asset Management, Budgeting, Reporting, Utilities

and Property Tax, Electronic Document management and workflows.



Technology 16Implement modules not utilized.

Purchase Extender and WT Purchasing,

Permitting, etc

Implementation of permitting, licensing, Virtual City Hall (online payments

and customer views). WT Service Manager for complaints. WT Asset

Manager for Asset management.

Technology 17 Implement Work Orders

That, the Town implement Work Manager, work orders for all departments

in order to capture maintenance, repair and replacement for all assets. This

should be incorporated with the capital planning process as well.

Technology 18Implement E-billing for Tax, Utilities,

PermitsE-billing module needs to be purchased, emails gathered.

Governance 19Develop a Code of Conduct, Fraud

Prevention and Whistleblowing

Protection Policy with a hotline.

Provide training. Include policy on outside employment and conflict of

interest. Institute a process to sign off on the Code annually.

Services 20Implement improved Harbour contract

management and seasonal dockage.

Current seasonal dockage allows for multiple time frames. Policies on

payment needs to be revamped for booking into future years.

202020192018

Transformation RoadMap

Formulate IT and LTFP Planning

Committees

Undertake LEAN Process Reviews of Financial/Payroll and Work Management

Services

Re-implement Core Financial, Work

Management System & Virtual City Hall

Develop Training ProgramUndertake Training

Needs Assessment

Shared IT, Purchasing,

Bylaw

311 Regional Service

Multi-Year Budgeting

Performance Management Framework

Future

State

Technology Governance Service Enhancements/Partnerships

Po

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Current

State

Financial/Purchasing Policy Development

Financial Management Framework

Agenda/Document Management

Hire Purchasing and IT staff

Undertake LEAN Process

Reviews Application Services

Online Services

Enhanced Economic/ Waterfront

development

Parking Systems

Complaints Management

Ranking of Opportunities

# OF OPPORTUNITIES AND COST/SAVINGS BY QUADRANT AND

YEAR

YEAR

2018 2019 2020

Total

Number Total Cost/Savings

QUADRANT

Number of

Opportunties Cost/Savings

Number of


Number of


HIGH EFFORT,HIGH IMPACT 7 $105,000 11 $145,000 4 $10,000 22 $260,000

LOW EFFORT,HIGH IMPACT 31 $166,240 15 $235,000 46 $401,240

Grand Total 38 $271,240 26 $380,000 4 $10,000 68 $661,240

#1 Create a Municipal Forum with neighbouring

communities to explore SDR recommendations.

IMPROVEMENT TYPE: SERVICE

Neighbouring

municipalities

should create

a Partnership

forum.

Develop plan

for long term

partnerships

Minimal Cost

Description Benefits Timeframe

2018 and

ongoing

#2 Create IT System Administrator/Application

and/or Business Analyst RolesIMPROVEMENT TYPE: ORGANIZATION

IT staff require training.

Additional resources

required to set direction,

manage system

administration and

project management.

Business Analyst position

to support long term

goals, project

management and change.

Project

management

$150,000


2018

Low EffortHigh

Impact

#3 Centralize Purchasing Functions

IMPROVEMENT TYPE: PROCESS

Purchasing policies and

processes centralized. Policies

updated to meet CFTA

requirements. Implement GP

and WT purchasing modules,

procurement, 3 way matching

and training. Paperless

workflow processes. Include

encumbrances and

commitments.

Centralized

purchasing yields

savings.

$70,000


2018

Low EffortHigh

Impact

#4 Develop Procurement Policy. Tender for

Pcards across the Town.


Procurement card

policies and

tender.

Consistent

purchasing &

use of P-cards

Minimal Cost –

Staff Time


2018

Low EffortHigh

Impact

#5 Mandate EFTs for vendors


EFTs are not used

extensively.

Resources and cost

savings high.

Saving in

processing

cheques

$(18,000)


2018

Low EffortHigh

Impact

#6 Form an IT Steering Committee

IMPROVEMENT TYPE: TECHNOLOGY

IT Steering Committee

with cross departmental

representatives would

guide all IT investments,

purchases and projects.

Could develop into a

County wide program.

Gather and share

ideas

Minimal Cost


2018

Low EffortHigh

Impact

Software Spent 2004 to 2017

City-Wide?? $7,055

Document Control Software $6,390

Fire Pro 2 $31,848

Grant Funding Software $10,164

FMW $87,490

Grasp Software $510

Great Plains/Diamond $459,867

Horizon Software? $4,373

Identicard Software $1,017

JJ MacKay $71,202

Mr. Compliance $21,358

MarMak $192,113

Mechanics Software $8,180

MP2 - Water/Wastewater Complaints

N_Sight $3,955

Penny $62,630

PerfectMinds $68,202

CLASS $86,288

RMS Software $13,214

PSR Software $4,746

Salt Management Software $5,592

SCADA Support $4,055

Sigma Plot Upgrade $498

Tourism Software $141

Traffic Counter Software $1,754

Vianet $2,672

Venue Vision $970

Volunteer Software $339

Voting Software $10,362

Water Trax Software $16,331

Web Filter - Barracuda $4,057

Worktech $216,712

Truck Software Package $2,204

SUBTOTAL $1,406,290

total WITH OTHERS $1,685,574

#7 Re-implementation Payroll Module in GP and WT.


Policies and procedures.

Reimplementation of all

systems and training.

Payroll needs to be

implemented at the

beginning of the fiscal

year based upon payroll

year.

Saving of staff

time in duplication

of work

$10,000


2018

Low EffortHigh

Impact

#8 Develop a Complaints Management system with

Service Level Agreements

IMPROVEMENT TYPE: GOVERNANCE

Procedure and

System Solution. As

part of WorkTech

Service Manager

implementation.

Complaints

managed in one

place & tracked

Minimal Cost


2018

Low EffortHigh

Impact

#9 Implement new parking systems including Pay by

Phone, Pay Display to reduce reliance on staff resources

for collection.

IMPROVEMENT TYPE: SERVICES

New mobile

apps and

systems

available for

increased

efficiencies. Add

parking displays

at Harbour.

Streamline

parking &

collect more

revenue


2018

Low EffortHigh

Impact

#10 Implement Electronic Document Management


Electronic document

management across

all departments

including document

attachment to

systems, e-billing to

reduce printing,

mailing and filing.

Ease of

retrieving &

locating

documents.

Reduce costs.

$1,000


2018

Low EffortHigh

Impact

#11 Document Workflow and Procedures


Documentation and

workflow

requirements for

each asset type be

developed

Tracking asset

costs, work

completed and

replacement

times.

$1,000


2018

Low EffortHigh

Impact

#12 Undertake a Training Needs Assessment

IMPROVEMENT TYPE: ORGANIZATION

Survey administered

based upon types of

training required

supplemented by

assessment.

Determine staff

training needs


2018

Low EffortHigh

Impact

#13 Undertake LEAN Process review of all financial processes with

first focus on redesign o 'front office' / customer-facing services and

associated staff duties.


Refer to Interim

Report. Undertake a

LEAN process review

to eliminate non

value added

activities and

improved customer

service.

Review

processes &

eliminate

unneeded

activities

$60,000


2018

#14 Form a Change Management/Process Improvement

CommitteeIMPROVEMENT TYPE: ORGANIZATION

Change management

committee to drive

change and employee

buy in.

Keep change

moving

Keep staff

engaged


2018

Low EffortHigh

Impact

#15 Re-implementation of all existing modules including

set up and training for staff.


Phased approach of

Reimplementation and

training. Sequence: Accounts

Payable, Accounts Receivable,

Cash flow management,

Purchasing, Inventory, Fixed

Assets/Asset Management,

Budgeting, Reporting, Utilities

and Property Tax, Electronic

Document management and

workflows.

Reassessment of

processes.

Better utilization

of modules

$150,000


2019

Low EffortHigh

Impact

#16 Implement modules not utilized. Purchase Extender

and WT Purchasing, Permitting, etc


Implementation of

permitting, licensing,

Virtual City Hall (online

payments and customer

views). WT Service

Manager for complaints.

WT Asset Manager for

Asset management.

Tracking of

complaints.

Gathering of asset

information.

Integrated systems

$2,500


2018

Low EffortHigh

Impact

#17 Implement Work Orders


The Town implement Work

Manager, work orders for

all departments in order to

capture maintenance,

repair and replacement for

all assets. This should be

incorporated with the

capital planning process as

well.

Track work orders.

Assign work to staff.

Attach staff time to

work order.

Save entry in

spreadsheets


2018

Low EffortHigh

Impact

#18 Implement E-billing for Tax, Utilities, Permits


E-billing module

needs to be

purchased, emails

gathered.

Save on printing

and postage

costs.

$5,000


2018

Low EffortHigh

Impact

#19 Develop a Code of Conduct, Fraud Prevention

and Whistleblowing Protection Policy with a hotline.

IMPROVEMENT TYPE: GOVERNANCE

Provide training.

Include policy on

outside employment

and conflict of

interest. Institute a

process to sign off on

the Code annually.

Prevent fraud.

Protection for

staff & residents.

Minimal Cost


2018

Low EffortHigh

Impact

#20 Implement improved Harbour contract management

and seasonal dockage.

IMPROVEMENT TYPE: SERVICES

Current seasonal

dockage allows for

multiple time frames.

Policies on payment

needs to be

revamped for

booking into future

years.

Better tracking

of contracts and

receivables.

More revenue.

$(10,000)


2018

Low EffortHigh

Impact

THE NEXT 20 OPPORTUNTIES (21-40)


Governance 21Develop a Council/Staff Interaction

Protocol

Council interactions and complaints dissemination protocol should be

developed prior to next election.1 4.5

LOW EFFORT,HIGH

IMPACT 2018

Services 22Investigate space options at NSSRC

(office space for corporate services)Office space at Town hall is an issue. Look at possible reloactions. 2 4.5

LOW EFFORT,HIGH

IMPACT 2019

Governance 23Implement an Agenda/Document

Management System

There are simple and inexpensive options to better manage agenda

development, workflow and document management to eliminate resources

required and non-value added activities.

2.5 5LOW EFFORT,HIGH

IMPACT 2018

Governance 24Develop a Financial Management

Strategy

Develop Financial management framework including delegation of

authorities, RACI, Internal Control Framework and monitoring processes. 3 4

HIGH EFFORT,HIGH

IMPACT 2018

Services 25

Implement "stores" at new Operations

Complex to allow for shared "parts

person" structured shared

Equipment/Tool purchases and

utilization with partner municipalities

Current practice allows for partnerships. Implement inventory controls. 3 4.5HIGH EFFORT,HIGH

IMPACT2018

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Process 26Implement scheduling of appointments

(eg. Commissioning, Marriage

Licenses, Permitting etc)

Online facility scheduling will be in place. Implement for other services to

improve customer experience.2 4.5

LOW EFFORT,HIGH

IMPACT 2018

Communications 27

Provide systems (access and mobile)

and email for staff communication.

Provide mechanisms for staff to access systems, emails. 1 4.5LOW EFFORT,HIGH

IMPACT 2018

Services 28Investigate Shared Asset Management

and Data analytics capactiy

New regulations require Asset management policies, plans and levels of

service by 2020. Opporunty to share resources and expertise.2 4

LOW EFFORT,HIGH

IMPACT 2019

Governance 29Implement an Integrated Planning

Framework

As part of 2019 Planning Cycle, develop business plans across departments

in line with Term of Council Stategic Plan. Implement Multi- Year

Budgeting.

4 4.5HIGH EFFORT,HIGH

IMPACT 2019

Governance 30

Develop Service Standards, KPIs and

Associated Balanced Scorecard and

Dashboard for performance monitoring

against busines plans.

Balanced Scorecard includes 4 elements in order to ensure that measures

are "balanced" and do not result in unintended consequences.2.5 4.5

LOW EFFORT,HIGH

IMPACT 2019

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Governance 31Implement a Performance

Management FrameworkDevelop performance agreements with staff in line with business planning. 4 4

HIGH EFFORT,HIGH

IMPACT 2019

Communications 32

Review Telephone Services and

System. At minimum, update

telephone messaging and operator

assistance.

NSSRC staff are underutilized and currently taking calls. Needs to be

more formalized.3 4.5

HIGH EFFORT,HIGH

IMPACT 2018

Services 33Explore options for Waterfront

development and other possible major

changes to attract year round visitors.

Possible examples include Casinos, expanding boat tours, snow based

sports, Water parks.4.5 5

HIGH EFFORT,HIGH

IMPACT 2020

Services 34Investigate better utilization of space

options at NSSRC and programsRentable space, "spruce up" Look at new "packages". 4 4.5

HIGH EFFORT,HIGH

IMPACT2019

Services 35

Leverage Economic Development

opportunities with EDCNS. Build long

term plan to attact educational

institutions, new business, reduce red

tape and harmonize between

municipalities.

EDCNS about to embark on new plans and focus. Opportuntiy to expand

their scope and partnerships. Area needs to attract youth through

education. Other possibilities include cannibus producers, home based

businesses.


IMPACT2019

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Process 36 Develop Inventory Policy and system

That, an Inventory Policy and processes be developed. The Town can look

at possible integration with key vendors in order to reduce data entry.

Should be attached to work orders in WorkTech as opposed to manual

processes currently undertaken in some departments. The Town should also

explore utilizing WorkTech for purchasing so that the front end processes

result in utilization of inventory in work orders.

Inventory and supplies should be attached to work orders in WorkTech.

2 4.5LOW EFFORT,HIGH

IMPACT 2018

Process 37Redesign Equipment Usage Processes

and Rates

That, all staff be required to enter equipment usage in time sheets in order

to eliminate the garage charge process. All equipment and vehicles charge

out rates should have billing out rates to eliminate duplication and paper

based work orders.


IMPACT2019

Process 38Redevelop all forms for fillable and

eventual online submission.

Forms are outdated and do not allow for fillable information and error

proofing.2 4.5

LOW EFFORT,HIGH

IMPACT2018

Services 39Implement JJ MacKay pay tickets -

and online payments

Parking tickets issued by paper. No knowledge of inventory or outstanding

tickets. 2 4.5

LOW EFFORT,HIGH

IMPACT2018

Communications 40Develop a Communications strategy

including social media to improve

stakeholder relations

Communications with public and staff strategy for ongoing and projects

should be developed including social media, newspaper, other modes.2 4.5

LOW EFFORT,HIGH

IMPACT 2018

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Technology 41General Ledger and Job Costing

redesign

Redesign GL and Job Costing in GP and WorkTech to take simplify GL and

take advantage of WT Work Manager and Asset Manager. Set up would

be developed through consultative processes with all departments.


IMPACT 2018

Process 42Develop Standard Operating Practices

and Processes

As part of the LEAN process review, develop policies, procedures and

processes for each major process.2 4.5

LOW EFFORT,HIGH

IMPACT2018

Technology 43 Set up WorkTech PM TasksThat, the WorkTech work order series’ for all departments be implemented

based upon best practice and proper controls. This would include the 2 4.5

LOW EFFORT,HIGH

IMPACT2018

Process 44Centralize Accounts Receivable and

Outsource Collections

Receivables are currently managed by departments as well as finance.

Collection activity can be outsourced to improve turnaround time and

revenues.


IMPACT 2018

Governance 45Undertake a Community Long Term

Strategic Visioning

Integrate all planning activities into an enterprise view of all plans

commencing with a long term strategic vision.3 4

HIGH EFFORT,HIGH

IMPACT2019

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Organization 46Invest in Technology, Professional and

Soft Skills TrainingTraining in basic systems (office), professional and management skills. 2 4.5

LOW EFFORT,HIGH

IMPACT2018

Communications 47

Amalgamate counter services and

provide “one stop shop” approach to

transactions. That a kiosk be placed in

the reception area to transition to

online submissions and payments. In

the interim, payment terminals should

be available at all counters.

Implement one stop shop for customers. 4 4.5HIGH EFFORT,HIGH

IMPACT 2019

Technology 48Implement Virtual City Hall and add

online paymentsAllows for online integration with GP. 2 4.5

LOW EFFORT,HIGH

IMPACT2019

Services 49 Develop IT Center of Excellence Work with County and neighbouring municipalities to share IT services and

joint programs/systems and services.5 4.5

HIGH EFFORT,HIGH

IMPACT2019

Services 50Develop a County wide IT disaster

recovery, cyber security and service

hub.

Work with County and neighbouring municipalities to develop cyber

security protocols.5 4.5

HIGH EFFORT,HIGH

IMPACT 2019

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Technology 51

Review and rationalize system

utilization and eliminate non

integrated systems where possible (eg.

Marmak, GRASP, WP2)

Following purchase of Extender. 2 4.5LOW EFFORT,HIGH

IMPACT2018

Services 52Create a facilities center of excellence

to manage municipal properties.

Facilities management and condition assessments could be shared with

neighbouring municipalities through a work order hub and dispatch.2 4.5

LOW EFFORT,HIGH

IMPACT2019

Technology 53 Implement Self Service for EmployeesInvest in time and attendance system implementation and self service.

Assess Penny, GP and WT for best solution.3 4.5

HIGH EFFORT,HIGH

IMPACT 2018

Organization 54

Undertake LEAN Process review of all

human resource processes and

implement HRIS module (Online

applications)

Human resouces currently does not have systems in place to manage

recruitment, health and safety, certifications, training, onboarding,

terminations, changes through the employee life cycle.


IMPACT2018

Services 55Shared Bylaw services with other

municipalities

Bylaw services are generic and a hub could result in improved coverage

and synergies.3 4.5

HIGH EFFORT,HIGH

IMPACT2019

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Technology 56Implement Eplan Submission and

Workflow

Electronic plan submssion will result in improved processes, environmental

impacts, increased foreign investment.2 4.5

LOW EFFORT,HIGH

IMPACT2019

Technology 57Implement Self Service for

customers/vendorsEntails utilizing Virutal City hall, online access to look up information. 2 4.5

LOW EFFORT,HIGH

IMPACT2019

Communications 58

Investigate Shared 311 service across

the CountyRegional 311 services. 4 4.5

HIGH EFFORT,HIGH

IMPACT2019

Services 59Investigate ERP system sharing with

neighbouring municipalities

Not all municipalities are on the same platform which makes it difficult to

move to shared services5 5

HIGH EFFORT,HIGH

IMPACT2020

Organization 60Develop a Sharepoint Site for

repository of Projects and

Communication for Staff and Council

Sharepoint is a secure mechanism to share information in one repository

and version control.2 4.5

LOW EFFORT,HIGH

IMPACT 2019

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THE REST…BUT STILL GOOD OPPORTUNTIES (61+)


Organization 61Implement Performance Management

System across the organization and

provide management training.

Performance agreements with staff as part of the business planning cycle. 2 4.5LOW EFFORT,HIGH

IMPACT 2019

Organization 62Re- administer the Staff Engagement

Survey on a bi-annual

Survey provides a benchmark for improvement. May be focussed or

general.2 4.5

LOW EFFORT,HIGH

IMPACT2019

Organization 63

Add FTE Responsible for Project

Management, Strategic Planning,

responsible for integrating all an plans

and OPEN data analytics, economic

analysis and integration of all plans

(Asset Management, Financial

Planning, Long term planning and

integration

No current capacity to undertake long term planning, economic analysis,

integration between all master plans and data analytics. This position

would be responsible for corporate planning, reporting, strategic initiatives.


IMPACT2019

Organization 64Undertake an Organizational Review

that Focuses on Services rather than

reporting lines.

Departmenal silos exist. Review organization structure. 2 4.5LOW EFFORT,HIGH

IMPACT 2019

Organization 65

Undertake a review of Seasonal

Employment approach to find

efficiencies and potential "generic"

positions

Potential hub of seasonal employment and/or move to more full time

positions.2 4.5

LOW EFFORT,HIGH

IMPACT2019

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THE REST BUT STILL GOOD OPPORTUNTIES (61+)


Communications 66

Re-administer Community Survey on a

bi-annual basis. Undertake structured

surveys for specific services - Include

"pop up " or follow up services after

provided services.

Community survey undertaken over a short time. Ongoing surveys are

more common based upon the service received.2 4.5

LOW EFFORT,HIGH

IMPACT 2019

Governance 67Undertake a Council

representation/ward reviewReview Council size and Ward Structure. 3 3.8

HIGH EFFORT,HIGH

IMPACT2020

Services 68Undertake review of Fire services for

possible increased regionalization

opportunities

Fire services are capital and staffing intense. Increase opportunities for

partnerships such as training, equipment purchases, systems.5 5

HIGH EFFORT,HIGH

IMPACT 2020

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Tammy Carruthers

Principal & CEO

BA CPA, CGA CFE CICA PMP CLSSBB CCA

MCITP CISA

(T) 613-267-7521

(F) 613-267-7826

(C) 613-812-0776

RR3

Perth, ON

K7H 3C5

wscsconsulting.com

special meeting - november 27 2017 - midland

Documents