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City of Saint John Vision 2015. A Work in Progress January 31, 2006. Topics to be covered. Background Information Operational Review Change Process Change message Program Plan. City of Saint John - Vision 2015 Background. Provincial Government funding cuts ten + years of budget cutting

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city of saint john vision 2015

City of Saint JohnVision 2015

A Work in Progress

January 31, 2006

topics to be covered
Topics to be covered
  • Background Information
  • Operational Review
  • Change Process
  • Change message
  • Program Plan
city of saint john vision 2015 background
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
city of saint john vision 2015 background1
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
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

slide7

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 john vision 2015 operational review
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 john vision 2015 operational review1
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 john vision 20151
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.

vision 2015 drives the program the architecture the motivation
Vision 2015 Drives the Program - The Architecture, The Motivation

VISION

MOTIVATION

(CULTURE)

ARCHITECTURE

(STRUCTURE)

Inspire

Define

People

Programs & Services

Lead

Manage

Improved

Governance &

Service Delivery

slide12

CORPORATE

VISION

CORPORATE

VISION

CORPORATE

MISSION

CORPORATE

MISSION

GOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 1

GOAL 2

GOAL 3

GOAL 4

STRAT.

DIR. 5

STRAT.

DIR. 1

STRAT.

DIR. 2

STRAT.

DIR. 3

STRAT.

DIR. 4

STRAT.

DIR. 5

STRAT.

DIR. 1

STRAT.

DIR. 2

STRAT.

DIR. 3

STRAT.

DIR. 4

SERVICE

PROC. 5

SERVICE

PROC. 1

SERVICE

PROC. 2

SERVICE

PROC. 3

SERVICE

PROC. 4

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

PROGRAM / SERVICE FRAMEWORK

RECOMMENDED APPROACH

TRADITIONAL APPROACH

Challenge of Implementing the Strategic Plan

change process
Change Process
  • Three types of change:
    • Developmental
    • Transitional
    • Transformational

Source – Beyond Change Management

Dean Anderson/Linda Ackerman-Anderson

change process1
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

change process2
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
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 process3
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 john vision 2015 change process
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 Change

John P. Kotter

change message1
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 message2
Change Message
  • Where do investments come from?
    • Residents
    • Businesses
    • Other Governments
    • Community Partners
    • Employees
change message3
Change Message
  • At present the City of Saint John is not in a position to prove that we are providing value
change message4
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
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 plan1
Program Plan
  • More work needed to address the “cultural” aspects of change
  • Need to ensure program ties to “True Growth” initiative