By Pepper Parr
March 25th, 2022
BURLINGTON, ON
City Manager Tim Commisso recently reported to Council on the job that he does and the high level guidelines he works within.
This document outlines a set of high-level business objectives and work priorities that will help guide the City Manager’s organizational effectiveness efforts over 2021 and 2022.
City Manager Tim Commisso
The document is designed to inform and align with the corporate strategic planning process (2040 Strategic Plan updated May 2021 and Vision to Focus – V2F 4-yr strategic action plan updated Feb 2022) and should be considered a “living document”, having the flexibility to continually adapt to any external and internal factors that may impact the priorities of the city and that require timely attention by the City Manager.
Of note, the City Manager performance objectives are not all encompassing of Council’s strategic priorities for the simple reason that corporate strategic management is a responsibility that is embraced and shared by the entire Burlington Leadership Team.
In addition to the existing City Manager led objectives that are embedded in V2F, I am personally committed to the following overriding strategic objectives:
-
-
-
- Improving Workplace Culture including Staff Engagement and Positive Attitudes
- Achieving Job Market Wage and Salary Competitiveness
- Improving Employee Retention and Attraction
-
-
-
-
-
- Advancing Employee Health and Safety Program
- Implementing an updated Performance Management Framework
- NEW – Ongoing refinement and execution of Council’s 2040 Strategic Plan and 2018-2022 Vision to Focus Strategic Action Plan (V2F)
-
-
I recognize that the ability of our dedicated staff team to continuously deliver on the day-to-day service demands, as well contribute to the strategic planning and management of the city, presents an ongoing challenge. This challenge has no question required sustained extraordinary efforts during the past two years managing the City’s COVID 19 Emergency Response.
As City Manager, I am driven by our collective commitment to excellence in both municipal governance and public accountability. As well, I am personally focused on enabling a strong leadership team, one that delivers on Burlington’s vision while living our corporate values of mutual respect and transparency. The Burlington Leadership Team (as depicted on next page) represents 400+ years of collective experience and in my view, their passion as leaders and commitment as professionals is what sets them apart. I am privileged to work closely with Council and the leadership team.
Is this the vision for the city. When was that approved?
On a final note, in January 2022, Council received the bi-annual community survey results and based on the statistically valid approach, Burlington citizens rated their overall satisfaction with City services at 95%…a remarkable result that speaks for itself in my view!
Respectfully Submitted
No mention of the failure to keep tabs on the most significant development the city has to contend with – what gets built on the Waterfront Hotel site. One would be hard pressed to say that there is 95% approval of that project.
|
t:111′()1′
FIGURE 3
City Manager Key Objectives #2 and #3
2: Improving Employee Retention and Attraction
ALL STAFF VOLUNTARY TURNOVER IN PERCENT
14 -+-VoluntaryTurnover in Percent
3: Advancing City-wide Employee Health and Safety
WSIB Total Reportable Incident Rate:# of WSIB reportable incidents per 100 full-time workers
WSIB TOTAL REPORTABLE INCIDENT
10 RATES
-+-City of Burlington
12 – – 2022 City Manager Objective 8
10 9.4
——-7 r 7
4
– – 2022 City Manager Objective
6
4
0 0
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022- YTD
l1r’OF
Burlington
City Manager Objectives: Existing as per Vision to Focus (V2F – July 2019 Version)
| V2F
Item # |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
|
1.01 |
Increasing options for employment opportunities in Burlington |
Implement the recommendations of the Red Tape Red Carpet Task Force (RTRC) to make it easier for businesses to locate and thrive in Burlington, attracting more investment.
Priority for business process review and redesign will be pre-building permit development application approvals – grading and drainage; committee of adjustment; zoning and forestry |
Q4 2022 |
RTRC report approved Q4 2019
An open dashboard has been developed to track the status of the 22 RTRC recommendations Reports on the deliverables are presented regularly to committee or accelerated due to the impacts of COVID-19 including business attraction and support strategies, the customer service experience and digital transformation of city services for business. |
|
4.06 |
Improving advocacy to other levels of government to ensure Burlington’s voice is heard | Create and implement a strategy for advocacy with senior levels of government
Develop and implement annual Government Relations update report to Council |
A strategy was completed in March 2019 and the results from the workshop will be implemented and ongoing
Completed Q2 2021 |
|
|
4.07 |
Being a municipal leader in community engagement, collaboration, and volunteerism |
Initiate and implement a Corporate Volunteer Strategy based on recommendations from the Mohawk Future Ready Leadership Team to create a simple and seamless system for residents to volunteer their time with the city |
Corporate Volunteer Strategy with supporting technology ready for implementation and launch in first quarter of 2022. Initial launch delayed due to COVID and a lack of opportunities where volunteers are required. |
|
|
5.01 |
Delivering on efficient and effective project
management and |
Complete the functional redesign of the City Manager Office | Completed Q4 2019.
Ongoing refinement of CMO office design integrated into DEOO process. |
| V2F
Item # |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
| accountable corporate
performance |
||||
|
5.02 |
Ensuring efficient, effective, and economical service delivery |
Initiate a corporate-wide service review program and incorporate annual CM expenditure savings target(s). |
Phase 1 completed Q4 2019 of Provincial Audit and Accountability review for City leaf collection, corporate fleet, winter maintenance, and pre-building permit development approval process service delivery functions
Phase 2 of Provincial Audit and Accountability review underway for By-Law and other City enforcement services with completion planned for Q4 2021 Design and development of corporate-wide service review program in progress. Revised target dates to be confirmed working with ED – Strategy, Risk and Accountability. |
|
|
5.03 |
Ensuring that strategic initiatives and corporate projects are resourced and
sustained |
Deliver on time, on budget and achieve realized benefits for major corporate technology projects |
Ongoing corporate IT project updates provided quarterly to CSSRA in 2020 and 2021 for projects identified in V2F items 5.034, 5.035 | |
|
5.031 |
Enhancing City services and delivery of citizen self- service options through technology |
Implementation of CRM system (Customer Relationship Management) including integration of customer service channels and self-help on-line knowledge base functionality. |
2022 Q4 |
CRM successfully launched in Transit department in May and Roads, Parks and Forestry department launch in September 2021. Through the next year we will be operationalizing the CRM and preparing necessary operating budget request for 2023. Capital budget request submitted to ensure we have the resources to continue implementation. This includes working with Building and By-law Enforcement implementation in 2022 and beginning discussion with Recreation Community and Culture on implementation starting the end of 2022. Continued implementations are subject to COVID-19 delays and related customer service impacts to
departments |
|
5.04 |
Increasing community and customer input into how the city delivers services | Conduct a community-wide survey every two years, starting in fall 2019 to determine if residents feel they are being engaged and are part of the City’s decision-making
process and based on established municipal norms, |
Community survey completed in Fall 2019 and Fall 2021. Process in place to complete survey every two years. |
| V2F
Item # |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
| including quality of life, city programs and services, value
for taxes and governance |
||||
|
5.05 |
Enhancing and emphasizing a customer first approach in all city service areas |
Implementation of a one stop customer service counter on first floor of City Hall for the City Development Services and Service Burlington |
Design is in process along with aligning the development service functions that can be accommodated within the space. The use of technology and the implementation of a hybrid work environment has informed the final
design. Construction to start in Q1 2022. |
|
|
5.12 |
Delivering on efficient and effective project management and accountable corporate performance |
Develop corporate performance measures and a citizen dashboard to communicate the progress of the corporate workplan |
While corporate performance measures have not been identified, the V2F integrated reporting tool was introduced to Council and is expected to be made available to the public during 2022. As performance measures are identified, they will be included in the
reporting tool. |
|
|
5.13 |
Delivering on efficient and effective project management and accountable corporate
performance |
Develop a monitoring tracking and reporting process for corporate continuous improvement and major corporate initiatives |
Work on this objective and strategic action will commence in conjunction with non-union JE process underway. Timing for completion planned for Q3 2022. |
|
|
5.15/.151 |
Increasing community and customer input into how the city delivers services
Enhancing and emphasizing a customer service approach in all city service area |
Develop an integrated Customer Experience Vision, Strategy, and Implementation plan.
Note this strategic action replaces the previous strategic actions 5.15 and 5.151 below included in July 2019 version of V2F
5.15 – Communicate and engage staff and customers in implementation of the launch and cultivate phases of the Service Brilliance Corporate Customer Service Strategy
5.151 – Identify and deliver convenient community-based service options |
Council received a detailed presentation on the CX strategy and implementation plan in Q2 2021 with completion of CX implementation planned for Q4 2022
Effective Q1 2021, the CX leadership team has been established to oversee the implementation of the CX plan.
The City Manager is currently examining options for organizational design change to support and enhance CX alignment and intergration with Q2 expected update to Council. |
|
|
5.18 |
Increasing employee engagement and workplace culture scores |
Conduct employee surveys to measure staff engagement and staff awareness of City goals and objectives |
The city conducts a workplace culture employee survey every two years with the most recent interim pulse check recently conducted in Jan 2021. The results of the
survey have been provided directly with all BLT members |
| V2F
Item # |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
| to share with departmental staff directly. The City Manager has also communicated with all staff directly in Q1 2021 on the survey results and next steps
This objective and strategic action is now captured in City Manager’s new objective 1 (refer to Table #1) and will be a priority for implementation and ongoing reporting to Council and all staff in 2021 and 2022 |
||||
|
5.19 |
Diversifying the employee demographics that participate in engagement activities |
Employ a range of communication and engagement tactics to attract diverse city employee demographics |
This initiative is related directly to item 5.08 – Complete and implement a diversity and inclusivity program for Burlington which is being led by the Executive Director of Human Resources. The City Manager intends to participate actively in the development of a corporate diversity and inclusion program in 2021 and 2022 with a
specific focus on employee diversity. |
|
|
Summary of Key Outcomes Council Standing Committee: CSSRA and Audit |
Legend | ||||||||||||
| Item # | Strategic Management Item | 2020 Actual | 2021 Actual | 2022 Planned – TBC | |||||||||
| Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 | ||
| 1 | Council Procedural By-law Updates | ||||||||||||
| 2 | 2022 Budget approval by Council: Capital and Operating | ||||||||||||
| 3 | 2023 Budget approval by Council: Capital and Operating | ||||||||||||
| 4 | City service information sessions (pre-budget) | ||||||||||||
| 5 | Annual internal audit work plan and IC reports (KPIs Audit Committee TOR, Internal Audit Charter) | ||||||||||||
| 6 | Annual external audit work plan and reports to Audit committee | ||||||||||||
| 7 | City of Burlington bi-annual community attitudes survey – report | ||||||||||||
| 8 | Major corporate project updates and risk assessments (ERP, EAMS, CRM) | ||||||||||||
| 9 | Council advisory committee review and updates including work plans/budget | ||||||||||||
| 10 | Presentation of Year-end financial statements, surplus confirmation and retained savings | ||||||||||||
| 11 | Burlington Hydro/Burlington Enterprises Corporation – Business Plan report approvals | ||||||||||||
| 12 | Quarterly litigation report (closed session) | ||||||||||||
| 13 | Corporate strategic planning – high level work plan and Council updates/workshops | ||||||||||||
| 14 | City Council Vision to Focus (V2F) Work Plan – integrated status reporting and plan updates | ||||||||||||
| 15 | City of Burlington 25 Year Strategic Plan Update/Risk Assessment | ||||||||||||
| 16 | COVID 19 emergency response strategy and service redesign process; Note: monthly service redesign
updates (presentations and recommendations) completed April 2020 – June 2021 |
||||||||||||
| 17 | COVID 19 financial update including Safe Restart/other Senior Government funding confirmation | ||||||||||||
| 18 | Major financial policy review and recommendations (debt, reserves/reserve funds, investment and
procurement) |
||||||||||||
| 19 | Diversity and inclusion program update | ||||||||||||
| 20 | Multi-year budget framework/integrated business planning approval and pre-consultation with
Council |
||||||||||||
| 21 | Designing and evolving our organization update and ongoing approvals | ||||||||||||
| 22 | Risk governance framework and enterprise risk strategy (includes workshops and approvals) | ||||||||||||
| 23 | Pending legislation consultation/recommendations to Council (Bill 197) – Updated DC, Park
Dedication and Community Benefits strategy |
||||||||||||
| 24 | Corporate accountability and transparency measures report | ||||||||||||
| 25 | Customer experience (CX) implementation plan and updates | ||||||||||||
|
|
Summary of Key Outcomes Council Standing Committee: CSSRA and Audit |
Legend | ||||||||||||
| 26 | Cyber Security Strategy – update to Joint CSSRA/Audit | ||||||||||||
| 27 | Corporate Employee Safety and Wellness Update – annual update | ||||||||||||
| 28 | Human Resources – Annual strategic risks – update | ||||||||||||
| 29 | Human Resources – Leadership team member recruitment process (City Clerk, City Auditor, CIO) | ||||||||||||
| 30 | City of Burlington Lobbyist Registry | ||||||||||||
| 31 | City of Burlington 2022 Municipal Election Symposium and Planning Reports | ||||||||||||
| 32 | City of Burlington Public Appointments Policy | ||||||||||||
| 33 | City of Burlington Information Management Strategy and Policy | ||||||||||||
| 34 | City of Burlington Council Renumeration Review Working Group Report (2018 – 2022 Council Term) | ||||||||||||
| 35 | City of Burlington Delegated Authority By-law Update | ||||||||||||
|
|
Summary of Key Outcomes Council Standing Committee: CPRM |
Legend | ||||||||||||
| Item # | Strategic Management and Corporate Governance Items | 2020 Actual | 2021 Actual | 2022 Planned | |||||||||
| Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 | ||
| 36 | Interim control by-law (ICBL) study approval | ||||||||||||
| 37 | BEDC strategic plan update and annual priorities | ||||||||||||
| 38 | Housing and Development Liaison Committee review and terms of reference | ||||||||||||
| 39 | Integrated Mobility Plan updates and approvals | ||||||||||||
| 40 | Mayor’s Red Tape Red Carpet initiative quarterly update | ||||||||||||
| 41 | Pending legislation consultation/recommendations to Council (Bill 108) | ||||||||||||
| 42 | COVID 19 Emergency Response Strategy related (BERN approval) | ||||||||||||
| 43 | Major community planning policy review and recommendations (wind and shadow study) | ||||||||||||
| 44 | BEDC Governance Review | ||||||||||||
| 45 | Burlington Lands Partnership new structure – approval including reporting on Strategic Land Projects | ||||||||||||
| 46 | Burlington Downtown UGC and MTSA designations – review and recommendations | ||||||||||||
| 47 | Halton Region Official Plan (ROPA 48) related reports and recommendations including discussion
papers |
||||||||||||
| 48 | Scoped re-examination of Burlington Downtown – Official Plan modifications | ||||||||||||
| 49 | Burlington Transit 5-Year Business Plan – approval | ||||||||||||
| 50 | Brownfield Community Improvement Strategy – approval in principle and implementation next steps | ||||||||||||
| 51 | Halton Region Integrated Growth Plan – updates and recommendations re: discussion paper | ||||||||||||
| 52 | City of Burlington Housing Strategy (TOR and stakeholder engagement) | ||||||||||||
| 53 | City of Burlington Housing Strategy (Needs and Opportunities Report, Inclusionary Zoning, Surplus
School Strategy, and Final Housing Strategy Report) |
||||||||||||
| 54 | City of Burlington Cycling Plan | ||||||||||||
| 55 | City Speed Limit Policy – update | ||||||||||||
| 56 | MTSA area specific planning process – reports and recommendations | ||||||||||||
| 57 | Human Resources – Leadership team member recruitment process (Director of CP, Director of
Transportation, Executive Director of CPRM) |
||||||||||||
| 58 | Sustainable Building and Development Guidelines Policy Report | ||||||||||||
| 59 | Development Application Fee Review | ||||||||||||
|
|
Summary of Key Outcomes Council Standing Committee: EICS |
Legend | ||||||||||||
| Item # | Strategic Management Item | 2020 Actual | 2021 Actual | 2022 Planned | |||||||||
| Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 | ||
| 60 | Climate Action Plan – updates and approvals (includes Climate Mitigation Plan, Climate Adaptation
Plan and Deep Energy Retrofit) |
||||||||||||
| 61 | Private Tree By-law – approval and annual updates/review | ||||||||||||
| 62 | Corporate Tree Protection and Enhancement Policy | ||||||||||||
| 63 | Policy Framework for Community Recreation – approval | ||||||||||||
| 64 | Storm Water Design Policy Guidelines – updates and approval | ||||||||||||
| 65 | Construction Management and Mobility Plan – update and approval (includes low density residential) | ||||||||||||
| 66 | Corporate Energy and Emissions Management Plan – update and approval | ||||||||||||
| 66 | Burlington Fire Master – updates and approvals | ||||||||||||
| 67 | Corporate Asset Management Program and Financing Plan – updates and approvals | ||||||||||||
| 68 | Tyandaga Golf Course Review – approval | ||||||||||||
| 69 | Cootes to Escarpment Strategic Plan and Eco Park Management Plan | ||||||||||||
| 70 | Parks Master Plan – updates and approvals incl. P1 land provisioning | ||||||||||||
| 71 | New Skyway Community Centre – project update | ||||||||||||
| 72 | City Hall One-Window Design – updates and approvals (RTRC related) | ||||||||||||
| 73 | Community Recreation Facilities Needs Assessment and Master Plan – updates and approvals | ||||||||||||
| 74 | Community Facility Joint Venture Policy – review and approvals | ||||||||||||
| 75 | Human Resources – Leadership team member recruitment process (Directors of RPF and Engineering
Services, Fire Chief) |
||||||||||||
| 76 | Winter Control Service and Policy Update | ||||||||||||
| 77 | City of Burlington Park Dedication Policy Review (includes cash-in-lieu rates) | ||||||||||||
Table 2: Summary of Council Key Outcomes 2020 – 2022 Planned
We all surely know by now that city surveys serve city senior staff and council purposes. Anne assisted in the design of surveys when employed at McMaster Medical Centre and then Chedoke McMaster Hospitals from 75 – 93. They were a very useful Patient Care Committee tool in terms of improving patient care covering a huge range of subjects that affect patient care and the quickest discharge possible.
They were a lot more useful than the last two decades of city surveys produced by those who sell them to those who want to look good. Professionally prepared surveys will be gone from the City of Burlington if Anne ever gets to wear the Mayor`s chain of office. Instead there will be webcast agendaless meetings that let taxpayers register to delegate (in person or via zoom) for between 5 – 10 minutes on what they believe is a need within the city or is a means of improvement on what we have. Maximum of ten per meeting. The next month this will be part of a meeting with an agenda that sees the matter addressed by the particular Ward Councillor or Mayor if relevant to the whole city, as to whether it is received and filed or is on a follow up list in terms of feasibility as it meets the criteria for improved service or facilities. Municipal elections are to select from candidates those who it is believed will best serve the community in terms of what is best for the community and meet its needs. We believe professional surveys are redundant if the elected do the job as they should.