Road Map to Sustainability
Jag Sharma
C.A.O. (City Manager)
City of Oshawa
My Story / Agenda
1. Oshawa
2. History
3. Municipal Systems
4. Silos
5. Creating Interconnections / Examples
6. Why?
7. Road Map to Smart Sustainability
Oshawa
• Arts and Cultural Focus - Slam Poetry (https://m.youtube.com/watch?feature=youtu.be&v=y4dsEH9r2y8)
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13% year-over-year Job Growth, the highest in Canada.
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Achieved a diversified economy – 16% of all jobs - Health Science now the largest economic sector
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Record building permit activity - over $1.5 Billion 2014-2016
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40,000 new residents over the next 5 years.
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Strategic Investments in projects that will support the additional growth of knowledge based – high value jobs.
Daily Commercial News 2016
– 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 100,000-350,000) FDI Magazine, April 2017
•
2nd Best Place To Buy Real Estate in Canada.
MoneySense Magazine’s Where to Buy Now rankings. April 2017
Automotive Industry
What should lead?
Six
Sigma
Lean
Synchronous
Manufacturing
Flow
Audit
TQM
MODAPTS
Municipal – Which should lead?
Internal Audit
If it makes
you dizzy,
imagine
how your
teams
feel?
Silos
Oshawa
Strategic
Plan
Budgeting
Internal Audit
Corporate Risk
Management
Business Planning
Core Service Review
Work Plans
Oshawa Strategic Plan
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
2. Accountable
Leadership:
Ensure respect,
responsiveness
and
transparency
3. Social
Equity:
Ensure an
inclusive,
healthy and
safe
community
4. Cultural
Vitality:
Support arts,
culture and
heritage that
engage and
inspire
5.
Environmental
Responsibility:
Protect,
conserve and
promote the
environment
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)
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.”
Internal Audit
Internal Audit
Forestry
Forestry
Other Potential Projects
• Corporate Services – Address Changes
• Development Services – Real Estate
• Community Services – Fleet Utilization
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
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
Why would you connect them?
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Council
Staff
BEDMAS
Engagement
Communication
Get more done
How do you connect them?
• Create the interconnection
• Formalize it
• Create an understanding of
overlap
• Walk the talk
• GEMBA
Are we done?
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Lean – Small incremental improvements
Core Service Review
Emerging Leaders Profile
Stronger wording in Financial Strategy
Stronger wording in I/A Charter
Evolution not Revolution
Must Have! (FUN)
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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!
Road Map to Sustainability?
Pre 2014 –
Lean like
(understanding)
2014 – GB
Training
2015 – Project
delivery /
Coaching
2016 – 2 BBs
Identified and
Trained
• Respectful interconnections.
2017 – Build into
our systems
Lessons Continuing to Learn
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Not a competition
Every deployment will look different
Priority is the team
Right level of priority
Kotter / Change Management
Thank You!