RR-1
CITY OF VANCOUVER
M E M O R A N D U M
From: CITY CLERK'S OFFICE Date: June 18, 1996
Refer File: 1006-3
To: Vancouver City Council
Subject: Better City Government Presentation
Mr. Ken Dobell, City Manager, will present a report
reference on the progress of Better City Government. The
following information refers:
- Memorandum dated June 15, 1996, from the Service Improvement
Manager entitled "Better City Government".
- Administrative Report dated November 27, 1995, from the City
Manager entitled "Progress Report - Better City Government".
Council will also receive updates on the progress of the
following five Project Teams:
Project Presenter
Development & Building Regulation Joanne Baxter
Laurel Clarke
Payroll, Benefits Records Processing John Beckett
City Clerk's Operations Gary MacIsaac
cont'd....
June 18, 1996
Page 2
Project Presenter
Police Department Operations Insp. Max Chalmers
Vehicle and Equipment Brian Davies
Jim Hall.
CITY CLERK
GMacIsaac:dmy
Att.
City of Vancouver
Inter-Office Correspondence
COMMUNITY SERVICES GROUP
June 15, 1996
MEMO TO: Mayor and Members of Council
COPY TO: Ken Dobell, City Manager
Maria Kinsella, City Clerk
FROM: Pat Kostuk, Service Improvement Manager,
Community Services
SUBJECT: Better City Government
On June 25, 1996 and June 27, 1996 representatives from five
Better City Government project teams will present a summary of
their work-to-date to Council. A total of fifteen projects were
approved by Council for review and redesign in May, 1995. These
presentations are a sampling of the work where significant
progress has been made but has not yet been reported to Council.
The attached Information Package briefly describes the current
status of each of the fifteen projects identified for review and
redesign, Integrated Service Teams and some additional broadly
impacting projects. It is intended to update the November, 1995
report to Council (also attached). The context of the November
report remains relevant, but there have been significant changes
to the content describing individual projects.
If you require additional information about any of the projects
or if you have any questions, please call me at 873-7542.
Pat Kostuk
Better City Government
Information Package
June 25, 1996
The City s Better City Government Program, initiated in December
1994, is well underway. The intent of the program is to improve
the way the city does business, for customers and staff. It
addresses inefficiencies that exist and aims to reduce the run
around for customers. To date the program has involved hundreds
of staff city-wide and the work ranges from small-scale
improvements to major reviews. Integrated Service Teams are in
place across the City. Ten of the fifteen processes, or in some
cases sub-processes, identified for review in May 1995 are now
implementing improvements and reviews have commenced in most of
the other five.
The work completed to date is already having an effect on how the
City operates. Staff are becoming increasingly more
customer-focused in general and specifically in processes under
review. Managers roles are shifting to be more supportive and,
as a result, most reviews are employee driven. Integrated
Service Teams are solving issues across boundaries without
manager approval. Many recommendations coming out of the review
processes include aspects of technology, which when in place,
will facilitate improved service delivery as well as customer and
staff satisfaction. In addition, staff are becoming more
comfortable with building a business case for change.
The planned change approach taken by the City has resulted in a
high level of acceptance. There is, however, a general level of
anxiety and ongoing concern about how changes will be
implemented. The supporting strategies for Communication, Human
Resources, Finance and Technology have served the review teams
and managers well in dealing with these concerns. Communication
about Better City Government is happening throughout the
organization, Human Resources staff have been available to assist
with questions and issues arising in the reviews, technology
needs are being anticipated in the information systems
infrastructure planning, and projects are being funded through to
implementation. Many completed reviews have identified ongoing
savings and/or opportunities to increase revenues. Financial
details are presented in Schedule A.
The scope of the projects varies as does complexity and review
time. Some narrowly focussed projects will be completed and
implemented much sooner than the very broad and complex. The
current status of each project is described below.
1. Development and Building Regulation
The review of the overall process of managing development is
one of the most complex being undertaken. Management of
development ranges from planning and zoning to development,
building, trades, and occupancy permits to inspection and
enforcement. It covers numerous departments, draws on many
bylaws, and impacts developers, builders, and the public in
a myriad of ways.
A team of 13 staff (12 from Community Services and 1 from
Engineering), assisted by a consultant, and after
consultation with the community, industry and staff,
identified seven areas for detailed review. The seven areas
are Zoning and Permits, Inspections, Enforcement,
Code/Regulation Development, Plan/Regulation Process, Code
Intent/Content, and Plan Intent/Content. The redesign of
these areas will be phased throughout 1996 and 1997 in the
order listed, starting with Zoning and Permit Redesign in
June, 1996. Staff will seek extensive input from industry
and the community to develop a new regulation-neutral
permitting process as the first step in the project.
2. Community Consultation, Partnership, Community Policing
In the last report to Council, it was noted that this would
be one of the most controversial and difficult areas to be
examined. The wide range of City public involvement
processes includes education programs, local area planning
programs, advisory bodies, surveys, local improvement
programs, BIAs, community centre associations, elections and
plebiscites. Community Services has teamed with Police,
Parks, Library, Engineering, City Clerk's and the City
Manager's Office to study the processes.
The Phase 1 consultant has documented the initial findings
of interviews with key staff specifying the various public
involvement activities. The evaluation of these activities
will be complete by April, 1997. Subsequently, widespread
input will be acquired in developing guides to the City's
public involvement processes, which will be suitable for
internal and external use.
3. Vehicle and Equipment Management
The outfitting of new equipment and vehicles was identified
as the first sub-process in this area for detailed review.
Approximately 400 vehicles and equipment items, with a
total value of between $7 and $10 million, are acquired
annually. Outfitting is required on all equipment, and may
involve welding, machining, carpentry, auto body,
electrical, painting, tires, radio or decaling.
The employee-driven review team submitted their
recommendations for improvement to the Steering Committee,
which represents Engineering, Police, and Parks, in
January, 1996. Projected benefits of the changes include a
5-7% reduction in hours per vehicle due to more effective
scheduling, a reduction in rental, unnecessary insurance and
towing charges, and a reduction of carrying cost during
outfitting as well as end-of-life maintenance costs.
Overall, reductions of 50-85% in turnaround time for
customers are projected. Implementation plans are currently
underway and completion is scheduled for fall, 1996.
4. Budget, Performance Management, Accounting Systems
Budget, performance management and accounting systems
support all City processes. Staff have indicated the need
for more timely, accurate and complete information in order
to effectively manage and operate. This project, along with
the Facilities Management project (#6 below), was
incorporated into a comprehensive review and prioritization
of Corporate Services improvement projects. Requirements
are now being developed for a new core financial system, and
will be completed by September, 1996.
5. Revenue Billing and Collection
Collection of revenue is a core City process. Public input
has indicated that increased technology, and greater access
and flexibility in the collections area is needed.
The Revenue and Treasury area of this project has been
reviewed. The Division is now being reorganized, has been
renamed Revenue Services and renovations to create a new
'Customer Service Centre' have just been completed. The
Centre's objective is to offer complete access to City
revenue services, thereby removing departmental boundaries
as an obstacle to the public. The new facility accommodates
increased access such as payment of parking tickets at
various locations, and utilizes updated technologies such as
electronic payments, debit and credit cards.
The overall review of the City's revenue billing and
collection systems is taking place in conjunction with the
selection and installation of the new core financial
software package, and in concert with those enhancements
which have been completed in the Revenue Services Division.
6. Facility and Building Management
The process of facility and building management is carried
out by Corporate Services for most departments, but
Engineering, Fire, Library and Parks also provide services
for their facilities. Services are numerous, ranging from
administration and janitorial services to building
maintenance and security.
Along with the Budgets, Performance Management and
Accounting Systems project (#4 above), this project was
included in the Corporate Services Performance Improvement
Agenda. As a result, the Facility and Building Management
issues have been separated into two sub-project areas, which
will look at related issues City wide: Janitorial Services
and Property Management Administration. A consultant has
been appointed to assist with the Property Management
Administration project and the Janitorial Services project
will follow.
7. License and Regulate Business
The City Licensing area currently has a base of
approximately 65,000 active licenses, including those for
business, vehicles for hire, municipal vehicles, commercial
vehicles, dogs, street vendors, and charities. Improvements
in this area have been planned in two phases; first, a
review of current licensing systems and then a review of
regulation of business and property use.
The first phase of review has just been completed, and
recommendations were approved by Council on June 13, 1996.
Recommended changes include a strategy for increased
compliance, operational streamlining, and improved systems
and equipment. Implementation of recommendations will fully
automate all license issuing and virtually eliminate
the current 6 week wait for a license. Renovations provide
a friendlier environment for customers who will no longer
have to bounce from counter to counter. Phase two of this
project will commence once the new license system is in
place.
8. Solid Waste Management The Better City Government review of Solid Waste Management
includes garbage collection, containerized pickup, Blue Box
recycling, City cleanliness (street cleaning, litter,
abandoned waste), commercial can account and billing
procedures, composting, and landfill operations. Two
initiatives have been launched in this area to date.
Firstly, recognizing the impact of the Blue Box recycling in
the last several years, a review of the City's 27 garbage
collection routes has been done. The beat restructuring
recommendations of this joint employee, supervisor and
management effort were implemented in February, 1996.
(Public input was not part of this review process, as
service levels were not changed).
The second initiative in the Solid Waste area is an
investigation of the City's competitive ability in garbage
collection container operations. This project is in the
early planning phase, with the project team currently
reviewing consultant proposals.
9. Payroll, Benefits Records Processing
The payroll and benefits process impacts every department.
Therefore, inefficiencies or duplication in forms and
processing have an enormous affect on the cumulative
processing effort.
A joint team of Payroll, Benefits and Information Services
staff conducted a review of the attendance reporting,
payroll and benefits processing systems City-wide. The
team's recommendations resulted in the amalgamation of City
Hall payroll and benefits staff into one area, thereby
eliminating many redundancies in processing.
Systems requirement and package selection is currently
underway for an updated Human Resources/Payroll Information
System. The focus will be on-line data input in the
departments, resulting in more current and reliable
information.
10. Fire and Rescue Services Operations
Fire and Rescue Services initiated their Strategic Plan in
parallel with the Better City Government Program. The
Strategic Plan recommendations include development of
standard operating guidelines, enhancement of medical
services, greater identification of Fire Halls with the
community, and greater integration with City Hall processes.
Initiatives within the Fire and Rescue Services include a
review of the deployment of staff, equipment and Fire Halls,
and a review of the support services. The deployment study
is complete and recommendations include a shift to more
multi-purpose vehicles, and two-person light duty medical
rescue units. The support services review is in the early
planning stages.
11. Police Department Operations
The Police Department initiated a strategic planning program
prior to the Better City Government Program. Many
improvements have already been implemented including
increased use of technology, changes in the crime and
administrative reporting processes, and the introduction of
community-based policing.
Heavy Police involvement continues in Crime Prevention
Offices, Integrated Service Teams and Citizen Advisory
Groups. The department is currently implementing an
organizational re-structuring plan, developing a direct data
entry system where the officers will key or dictate police
reports into a network, and planning a voice-mail system
which will increase communication efficiency. A joint
Police/Corrections Branch team report, exploring the
feasibility of a combined prisoner holding facility, is
expected by fall, 1996.
12. City Clerk's Operations
The City Clerk's Office has completed a process review of
Council related activities, with an emphasis on customer
service. The result is a phased, three year improvement
plan which commenced in January, 1996. Major initiatives
include revising procedures in the clerking area,
development of a Customer Information Centre, and adoption
of a document management system. Currently, efforts are
dedicated to information gathering, the establishment of
standards and piloting the use of computers in meetings.
13. Law Operations
The computerization of Legal Services is well underway.
Since the relocation to the VanCity site, teams have been
researching, developing and testing prototype programs in
the areas of customer service, legal services and research.
Equipment is now in place and prototype development will be
complete by the end of June, 1996. Implementation plans
include the adoption of a document management system and
on-line, CD-ROM databases for legal information.
14. Library Operations
The library has launched two service improvement
initiatives. The first project was an in-house analysis of
the Library's material acquisition process. Implementation
planning has just started in the area of catalogue ordering.
Development of a direct, on-line entry system for managing
materials records will follow.
The second project is a Strategic Planning Process initiated
by the Library Board. This review will chart the strategic
direction for the VPL for a five to ten year period.
Extensive surveying of the public and internal staff has
been completed to establish direction. Survey results
indicate that 70% of Vancouver residents hold a library
card, that the public does not wish to see cut-backs in
Library Services even if it means higher subsidies or
corporate sponsoring, and that a mix of large central
libraries and local community branches are desired.
15. Park Operations
The Vancouver Board of Parks & Recreation wishes to
establish a high performing Environment and Operations
Division which can meet the changing needs of its many
stakeholders. As a result, the Park Board has launched a
major Better City Government initiative which will review
the entire environment and operations of the Park
organization.
As of June, 1996, the project team identified major process
areas within Environment and Operations, and prioritized
them in terms of their need and readiness for improvement.
The project team will begin reviewing the issue of litter
and waste removal this month, and intend to complete by
January, 1997.
In addition to the original fifteen priority areas for
improvement, a further eight initiatives are being coordinated
through the Better City Government Program, as they have
City-wide impact.
16. Human Resources Operations
Human Resources Services commenced a review of their
services and delivery, in May of 1995. The project team has
developed a decentralized model for service delivery which
will be implemented in September, 1996. Human resource
assistants will work in service groups and provide a broad
range of services at a local level. A second major area of
review in the Human Resources area is the Recruitment
Improvement Project. After extensive review and
departmental input, implementation is underway for a faster,
more automated recruitment process. This will improve
service to applicants as well as to requesting departments.
Completion of the implementation plans is scheduled for
August, 1996.
17. Corporate Services Improvement Projects
The first Better City Government projects were piloted in
the Purchasing, Accounts Payable, and Revenue and Treasury
areas of Corporate Services. Extensive improvement actions
have been implemented in these Divisions through the
elimination of inefficient and redundant processes, as well
as in the development of updated, customer-oriented
services. The introduction of a field purchase order, for
example, has been well received by departments and vendors.
These areas are all currently defining requirements for
computer software selection.
Corporate Services has also completed a major scoping
exercise in their Performance Improvement Agenda. The
result was a strategic grouping and prioritizing of projects
to be done. The major areas to be reviewed are information
technology, financial management (see #4 above) and facility
management (see #6 above) The projects will be phased
according to available resources.
18. Organizational Study for Telecommunications
This project will assess the City's current management
structures and operation of communications and information
technology, and will recommend an organizational model for
managing these systems in the City's environment. A
consultant-led study group has prepared a report of initial
findings, which has been reviewed by the Corporate
Management Team (CMT). CMT recommendations are currently
being incorporated into the study.
19. Emergency Operations and Communication Centre (EOCC)
The planning of the new EOCC includes site relocation and
technology planning. Involvement in the planning is
extensive and complex, with input from all emergency service
agencies, regulatory agencies and the public. Funding for
the project will be a joint Federal, Provincial and
Municipal venture. The project is heavily interrelated with
the Organizational Study for Telecommunications (#18 above),
the Telecommunications Broadband Infrastructure Project (#23
below), and the wide area radio and CAD system planning.
Community meetings are currently being held in the proposed
site area. Construction is scheduled for May, 1997 to May
1998.
20. Document Management (Imaging Technology)
Planning of the document management system was initiated in
May, 1994. In March, 1996, Council approval was received to
implement a document management system in the Permits and
Licenses Department. Staff will be able to access and view
filed documents from their desk top computer, saving
significant time and for themselves and customers when the
system is fully operational in 1998.
As noted in the March 18, 1996 report to Council, "the
software provides a base on which the City's long term goals
for increased communication and public service can be
achieved". As such, other departments are following the
implementation with interest, so that the potential of the
software can be maximized.
21. Information Collection and Dissemination (The City Intranet)
The Corporate Management Team approved development of the
"Intranet" system in February, 1996. The objective is to
build a current, comprehensive, relevant, and user friendly
on-line information system to assist front line staff in
improving service delivery. The planning process is
underway, and includes input from approximately 90 front
line staff members representing all City departments. A
full prototype will be ready for testing by the end of
September, 1996 and implementation is planned for April,
1997.
22. Information System Infrastructure Project
Recognizing a heavy information system component in most of
the Better City Government implementation plans, in
February, 1996 the Corporate Management Team approved the
development of an information systems infrastructure plan.
The plan is well underway, with extensive departmental
involvement. The plan will lay the foundation for
technological requirements generated by system reviews.
Completion of the plan is targeted for September, 1996.
23. Telecommunications Broadband Infrastructure Project
This study will review the existing telecommunications
facilities used by the City, in conjunction with the user
requirements for telecommunication services arising from
voice, data and video applications. The working committee,
with representation from Engineering, Corporate Services,
Library, Police, Parks, and Fire, is currently reviewing
the initial findings of the consultant. Following Steering
Committee approval, a Request for Information will be issued
for development of the telecommunications broadband network.
Another key initiative of the Better City Government Program is
the development of Integrated Service Teams. Integrated Service
Teams are working in the field to facilitate access to City
services and to help solve community problems. The teams comprise
of a number of representatives of departments, many already
working in one of fifteen areas in the City. Team members come
together monthly to discuss issues identified in their particular
area and determine a strategy to help solve them. Referrals come
from team members, from the community and from other staff
recognizing the need for interdepartmental coordination. The
teams have been highly successful and are a clear example of
Better City Government at work.
The description of the individual projects in the Better City
Government Program show the concentrated effort to respond to
problems, bring best practices to the City, make the best use of
technology and illustrate how staff are helping to shape the
future.
Schedule A
Better City Government
Approved Expenditure & Repayments and Anticipated Savings
June 13, 1996
PROJECT Approved Expenditure Amount Anticipated
SIF* SIR** Repaid Savings***
1 Development & Building Regulation 178,800 53,300
2 Community Consultation,Partnership 50,000
3 Vehicle & Equipment Management 26,800 25,000
4 Budget, Performance Management, Accounting 80,000
5 Revenue Billing & Collection 95,000 33,500 33,500
6 Facility & Building Management
7 License & Regulate Business 85,700 550,000 181,500
8 Solid Waste Management 40,000 520,000
9 Payroll, Benefits Records Processing 70,000 77,000
10 Fire & Rescue Services Operations 168,000 420,000
11 Police Department Operations 30,000 106,100 26,500
12 City Clerk's Operations 55,000 30,000
13 Law Operations 433,300 135,000 135,000
14 Library Operations 87,000 100,000
15 Park Operations 70,000
16 Human Resource Operations 80,000
17 Corporate Services Improvement Projects 100,000
18 Organizational Study for Telecommunications 50,000
19 Emergency Operations and Communication Centre
20 Document Management (Imaging Technology) 900,000
21 Information Collection & Dissemination (City Intranet)
22 Information System Infrastructure 99,000
23 Telecommunications Broadband Infrastructure 115,000
Service Improvement Manager 190,000 3
Corporate Identity 60,000
System Support Engineering 100,000 100,000 50,000
System Support Planning 140,000 34,400 34,400
Total 1,555,300 1,657,700 302,900 2,432,900
* Strategic Initiative Fund 1995 & 1996
** Service Improvement Reserve - Repayable Loan
*** Annual anticipated savings/revenue increases on completion of implementation