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SUBJECT: Better City Government - Progress Report
The City Manager submits this report on behalf of the Corporate Management Team for INFORMATION.
Council has approved a number of resolutions authorizing the Better City Government Program.
The Better City Government program has just ended its third year. Activity in 1995 related primarily to start up, 1996 activity focussed on review and redesign and by 1997 many projects were in implementation. Over fifty individual projects have received approval for review and more than a thousand staff have participated in review and/or implementation. These staff have had contact with literally thousands of customers who are now benefiting from the program. Benefits include easier and quicker access to city services such as Community Police Offices, licensing, Neighbourhood Integrated Service Teams and property taxes. Our citizens are also benefiting through improvements in our internal operations such as electronic document storage, faster staff recruitment and reduced down times for vehicles and equipment. Benefits will continue to flow from the program as more projects reach full implementation.
Better City Government is a program that focuses on improving the way the City does business for customers and staff, by making the most effective use of all of our resources. In December 1994, Council approved a number of resolutions authorizing the Better City Government Program. This included endorsement of the City’s Mission, Values and Objectives, more customer focussed operating strategies, and a program to reorganize around processes through redesign. In May 1995, Council approved an implementation report which identified fifteen major processes for redesign and also contained supporting strategies for human resources, information technology and financing.
Each major service group was responsible for identifying specific projects related to the processes reported to Council and initiating the redesign and subsequent implementation. All projects have been approved by the Corporate Management Team and projects have reported separately to Council to seek approval for implementation where costs exceed $100,000. Project activity is included as part of the annual budgeting process and the Corporate Management Team reviews the program throughout the year. Information about Better City Government projects is provided to unions and staff and is also available on the City’s website.
After Council approved the implementation plan, projects came on stream gradually in various areas and by mid 1996 every department was participating in the Better City Government Program.
Given the diverse nature of the City, each project was approached a little differently. Projects varied in size and scope. Some departments used a continuous improvement model and initiated small relatively self-contained projects. Other departments took a broad perspective and began with an overall review.
Regardless of the approach, the beginning of the program was met with a number of questions. Was the City serious? Would decision making really change? Was this simply a down-sizing exercise? How will changes be implemented? Do staff really have any say? These questions remained during the review and redesign phases of projects. Even the staffteams working on specific projects questioned their own ability to implement change. However, once projects reached the implementation stage, there was a gradual realization that the Better City Government program could succeed.
The different approaches to projects actually proved to be very helpful in that smaller projects were completed quickly and demonstrated the benefits of participating in the program.
As the program evolved, some new priorities were identified in addition to the original fifteen processes identified for redesign. The year two thousand compliance problem accelerated the replacement of the financial and human resources systems. The advances in industry highlighted a need to review telecommunications. The expansion of the City wide area network allowed for the development of QUICKFIND. Smaller projects were also added as other projects were fully implemented.
A status report on each project is provided in Appendix A.
A fundamental principle of the Better City Government is staff and customer involvement in projects. Most reviews have staff participation, but not generally on a full time basis. As a result the review is spread out over a longer time period. In addition, input is gathered from external customers and staff at least once (more for larger projects) in the reviews. This extent of involvement adds considerable time in review, but has proven to provide better solutions.
Once a project moves to the redesign phase a number of issues generally surface. While they may differ depending on the project, they are predominantly cultural in nature. The logic of some portions of the redesign is seriously questioned. Concerns about job loss surface. The integrity of the process is questioned. Delegation of authority is questioned. The ability to implement the new design is doubted. In order to pave the way for implementation, the issues need to be adequately addressed.
The logistics that are required between the redesign and implementation generally include obtaining approval to proceed, engaging in a procurement process for equipment or technology, classifying, recruiting and training for changed jobs and often renovating workspace. At this point in the process staff are generally excited about moving forward and now have to balance their priorities with other departments’ priorities as they compete forcorporate resources. Even with very skilled project management, there is a time lag before implementation can really begin. This raises concerns from staff again about the seriousness of the program.
Many of the original fifteen processes had a very broad scope and contained a number of large and small projects. Although many projects are now complete or in implementation, some projects have yet to begin. Implementation usually take two to three times as long as review and redesign and sustainability becomes an issue for the organization. The speed of implementation is determined by the readiness for change and can slow down significantly. New projects begin long before others are fully implemented and both staff and managers voice concern about their ability to cope with the pace of current changes.
The Better City Government program is changing the way we do business. There is an increased focus on the customer by staff both in review and in implementation of projects. This is supported by reduction the number of complaints we receive from our comment cards.
The City is more accessible and there are significant improvements in service delivery. It is now easier and faster to do business with the City. For example, signage is improved, violations can be paid by telephone, licenses are issued on the spot, survey plans are transferred via modem.
We are improving the way in which we communicate with and involve the public in our processes. Our award winning website provides daily updates about city activities, departments are more mindful of the need for early notification, we have a published guide for public involvement and our public involvement processes are under review.
We are also seeing evidence of different operating styles. Staff are working more naturally as teams. We see this with the Neighbourhood Integrated Service Teams, the earlier participation of Purchasing and Law in procurements, the multi-departmental participation in the SAP (financial and human resources systems) project and the integration between Planning and Permits & Licenses. We also have a flatter organization that has increased delegation of decision making to staff. As a result more staff are providing ideas for improvements to our business processes and practices.
There are two areas of improvement that need to be addressed. In general there is a reluctance by staff to routinely evaluate projects in quantifiable terms. We need to help staff understand the value of this type of evaluation and we need to make data collection and analysis easier as well. We also need to maintain our corporate profile for the program. As the years go by, new priorities will surface for the City. Now that this program is in a production mode, it is important that we continue to articulate the need for continuous improvement and our commitment to always being better.
Ongoing annual savings of $1.7 million dollars have been identified by the projects. These savings are being used to fund implementation or other service improvements. When implementation is complete, these savings will continue unless they are reallocated to fund other activities. Appendix B lists the savings and additional benefits as they relate to individual projects.
Since inception approximately $2.7 million dollars has been authorized from the Strategic Initiative Fund for review and redesign across the City. In addition $2.9 million dollars (repayable through savings) has been committed to the Service Improvement Reserve for implementation. To date approximately $0.6 million dollars has been repaid from savings and full repayment for current projects can be expected by 2002. Appendix C contains a summary of program costs and repayments.
Over the past three years, the Better City Government program has given staff an opportunity to make improvements to City processes. Staff are now implementing improvements in many areas and the benefits of the program are being demonstrated in a number ways. There is still much work to be done and this type of program encourages staff to generate new ideas and strive for quality in service delivery.
Better City Government Program Highlights, January 21, 1998
·The Development and Building Regulation pilot process for rezoning, permitting and inspections is underway.
·The Consultant’s final report on the evaluation phase of the Public Involvement review has just been completed.
·Vehicle maintenance area is implementing 169 recommendations. Down time is minimized with additional mobile units.
·Financial and Human Resource systems replacement (SAP) is underway.
·Revenue Services now accept both Debit and Credit Card for many transactions.
·Security Services has implemented photo identification cards for staff.
·Most licenses are issued immediately to walk in customers.
·Fire & Rescue Services has completed a preliminary reorganization.
·Police Department is piloting direct entry of reports by Patrol Officers and has signed an agreement with the province to construct a joint corrections facility.
·City Clerk’s are using laptops to record the proceedings of meetings and are now scanning and delivering correspondence electronically.
·Lawyers are using a document managing system to assist with agreements preparation and follow up.
·Branch libraries are now ordering on-line.
·Tote bins for waste will soon be installed at parks.
·Human Resource Services completed decentralization.
·The community and staff developed a new vision for Mountain View Cemetery.
·Street survey and design processes are now computerized.
·Civic Theatres is installing an event management system.
·QUICKFIND allows electronic access to the staff directory.
Status Report on Better City Government Projects, January 21, 1998:
1. Development and Building Regulation
After extensive consultation with community, industry and staff on this complex set of processes, seven areas were identified for detailed review:
1. Zoning and Permits
2. Inspections
3. Enforcement
4. Regulation/Code Development
5. Plan/Regulation Process
6. Code Intent/Content
7. Plan Intent/Content
The first two areas, Zoning/Permits and Inspections, have been completely reviewed, and the new processes are currently being piloted in renovated space on the Main Floor of the East Wing. The pilot processes incorporate input received in a two-day workshop which involved a broad cross-section of City staff, and representatives from industry and the community. Principle changes include the use of Project Scopers to provide early assessment of the proposed project, Facilitators/ Coordinators to guide the application through the entire process and comprehensive Project Teams to identify all issues early in the process. These staffing structures support the change from sequential to concurrent handling of issues. The new model is designed to reduce processing times by 25%, while providing improved customer service.
Remaining reviews will begin in 1998, and will seek extensive input in the re-design process.
2. Community Consultation/Partnership/Community Policing
Community Consultation/partnership
Community Services, along with Police, Parks, Engineering, City Clerk’s, and the City Manager’s Office, have coordinated a review of public involvement in City processes. The wide range of City public involvement processes include:
- education programs - BIA’s
- local area planning programs - community centre associations
- advisory bodies - elections/plebiscites
- surveys - local improvement problems
Staff and public have participated in workshops, focus groups, and surveys aimed at identifying public involvement activities, establishing the processes to be reviewed and related evaluation criteria, and evaluating sample City processes.
The Consultant’s final report on the evaluation phase has just been completed. The report examines numerous public involvement processes, discusses strengths and weaknesses in the way the City is organized to allow public input, and recommends a direction. Based on the information contained in the consultant’s report, the working group will develop a proposed plan of action which will be circulated for further consultation with the community and Council. On Council’s approval, the implementation of changes to City processes will commence.
Community Policing
Sixteen Neighbourhood community police offices have now been established. The number of offices in each community and the number of volunteers reflect the individual challenges facing each distinct area of the City, with some office’s volunteers numbering in the hundreds. Other Police efforts to reach and serve all segments of the public include scheduled visitation programs, specialized patrols, and involvement in Community Advisory Groups (CAG’s) and the Neighbourhood Integrated Service Teams (NIST’s).
NIST teams are made up of City, Health and School workers who collaborate across departmental and agency boundaries to help communities solve problems. Training of all Police members regarding NIST’s, and the installation of computers into all Community Police Offices was completed in 1997.
The NIST service model placed first in the Institute of Public Administration of Canada Innovative Management competition, and has generated a great deal of interest, with several Canadian cities in the process of adopting the concept.
3. Vehicle and Equipment Management
Three improvement projects have been initiated in the Vehicle and Equipment area:
1) Outfitting
2) Maintenance
3) Equipment stores
The outfitting process review and implementation are complete. Cycle times for outfitting have been reduced significantly, and customer (i.e. Police) feedback has been very positive. Lengthy backlogs in this area have cleared, and staff are now in control of their workloads.
The maintenance process review is complete. The 169 detailed recommendations have started, but will take many months to complete. Examples of recommendations which have been implemented are the "quick service" lane, offering express service from a day-shift mechanic for simple maintenance, and increasing the mobile service vehicles to four from one. On January 12/98, 14 service calls at the beginning of the day were promptly handled by the mobile units, getting the vehicles back into operation for the remainder of the shift. Interruptions to Garage personnel have been reduced, and most importantly, vehicle and operator ‘downtime’ have been minimized.
Improvements to the third review area, equipment stores, will benefit both the outfitting and maintenance processes. The stores task force is striving to increase efficiency in both the stores operation and the related administrative processes, while improving service to their internal customers. The task force has just completed the current process documentation, and recommendations from the group are expected in the spring of ‘98.
4. Budget/Performance Management/Accounting Systems
5. Payroll/Benefits Administration
Faced with a "year 2000" problem and dated technology, the City’s core financial system was identified as an urgent area for review. After many months of detailed examination of our requirements and possible solutions, in the fall of ‘97 the City entered into contracts with SAP Canada/Ernst and Young for software/implementation of new core financial, human resources and payroll systems. It is expected that the project’s $20.2 million cost will be recovered within 5 to 6 years.
Thirty five staff members housed in the VanCity site are working to integrate the following basic functions of the SAP software into City processes by the end of 1998:
- general ledger - inventory
- project costing - payroll
- purchasing - cost allocation
- asset management - accounts receivable
- human resources - billing
- budgets/performance budgeting - cash management
- accounts payable - preventative maintenance
Following the basic implementation, innumerable features/modules may be initialized to utilize the full potential of this extremely powerful software.
6. Revenue Billing and Collection
Several improvements have resulted in increased revenue collection:
- Pre-collection service for By-Law Fines
- Development of a City-wide collections policy
- Improved payment options
- Increased ease of payment
Pre-collection services (evening and weekend telephone reminders of payment options on unpaid parking fines) have received a good response. In March, 1997, the CMT approved a collections policy which has been introduced City-wide. Payment by credit and debit card has now been phased into most City cashier operations, which is an improvement many customers support. Finally, payment has been made easier and more efficient with the automated 24 hour pay-by-phone system for credit card payment of parking fines, the renovated space in Revenue Service’s customer service area, and streamlined customer handling procedures.
7. Facility and Building Management
Corporate Service’s performance improvement agenda identified three areas within facility and building management as priorities.
Property Management
Improved property management information would allow better decision-making, resulting in process efficiencies. The Property Management and Development System project team documented current procedures, developed a future vision and assembled detailed system requirements. Prior to developing an RFP, the team will assess the SAP property management module for suitability.
Security
In January, 1997, a City-wide Security Review was conducted by a security consulting firm, resulting in a prioritized list of recommendations. Easily achievable recommendations, such as improved lighting and staff training, were implemented immediately. The photo identification system has been established and expanded to other applications, such as after-hours passes. Larger security enhancement projects are underway at the Museums, Theatres and the Art Gallery. In November, 1997, Council approved the establishment of a new position entitled Manager of Security Services to oversee the implementation of the remaining recommendations, and to provide continuity in the delivery of both central and decentralized security services.
Maintenance
The third area for review in the facility and building management area, Maintenance, will commence when staff resources are freed up from work on other projects.
8. License and Regulate Business
The review of the Licensing area was planned in two phases; first a review of the licensing systems, then a review of business and property use.
The review of licensing systems is complete. Initial evaluation of the process showed that customers were frustrated with the ‘counter to counter run around’ involved in completing paperwork and paying, and that it generally took 6 to 8 weeks to receive a business license in the mail. In spring/summer ‘97, the Licensing area adopted a new computer system and underwent renovations. The new layout not only provides a more open and inviting environment, but is designed to provide optimal customer service. The new License+ computer system enables immediate production of licenses. Most customers now complete all transactions with one staff member, and leave City Hall with their license.
Using data from the new licensing system, specific areas can be pinpointed and targeted for increased compliance, estimated at $95,000 per year in revenue.
The review of the regulation of business and property use will be done in conjunction with the Enforcement review in the Development and Building Regulation Review.
9. Solid Waste Management
The review of the solid waste management area includes:
- garbage collection - commercial can account/billing
- containerized pickup - composting
- blue box recycling - landfill operations
- City cleanliness
To date, garbage collection and containerized pickup have been completed.
The review of the City’s 27 garbage collection routes was completed in February, 1996. The streamlining recommendations from the project team resulted in an improved collection system and annual savings of $520,000 per year in staff and equipment, while maintaining customer service levels.
In the fall of 1996, the City’s container operation was reviewed by Ernst and Young to determine whether it could continue to be financially viable. Council authorized the continuation of the container service at that time, including the establishment of a temporary Manager’s position and the purchase of three front loader packer trucks. Loss of customers and necessary lead time due to the labour disruption of August/September, 1997 resulted in Council’s decision to discontinue and sell the container operation in November, 1997. This will result in annual savings of $330,000.
10. Fire Operations
Fire and Rescue Services has launched three Better City Government initiatives:
Review and Redeployment
In April, ‘96, Council approved, in principle, the recommendations of a consultant study on Fire Department operations and the deployment of staff and equipment. The study included input from both community and staff stakeholders. Based on statistics regarding the nature of emergencies attended by VFD, the use of "Quints" (smaller, more versatile fire vehicles) and LSU’s (2 man life support units) were suggested, with corresponding staff realignment. In April of 1997, Council approved the consultant’s completed report and the acquisition of Quints and LSU’s.
Construction of the Quints has begun, and delivery of the first vehicle is expected in April, 1998. LSU specifications have been drawn up, and the tender will be awarded within the next two months. Training plans for the LSU’s have been finalized.
Organizational Change
To align senior management organization and business functions to the manpower redeployment recommendations described above, a consultant review of the overall Fire Department organizational structure was conducted. Initial recommendations were to fill the Assistant General Managers/Deputy Chiefs positions, and select a new General Manager/Fire Chief. A preliminary reorganization has taken place in accordance with the consultant’s recommended direction and the search for a new General Manager/Fire Chief has commenced.
Support Services Review
To align Fire Department support services with the recommendations of the two projects described above, a review of the support services area was undertaken. Recommendations included streamlining of the support area and improvements to the system of issuing supplies and clothing.
11. Police Operations
In addition to the Community Policing initiatives described above, the Police Department has launched seven Better City Government initiatives.
Organizational Structure
In 1995, the Police Department adopted a new organizational structure which eliminated several ranks, thereby ‘flattening’ the departmental organization. In 1997, the restructuring plan was revised to reflect the vision of the newly appointed Chief Constable. The new plan is based on the principles of community policing, and stresses decentralized decision-making, empowerment, community consultation, and enhanced responsibilities for patrol officers. An team is currently planning the implementation strategy.
Domestic Violence and Criminal Harassment Unit
The Criminal Harassment Unit was established in October, 1996. By developing departmental expertise in this area through training every member, Police are stopping harassment problems more quickly. The Domestic Violence Unit is in the start up phase. The Unit affords better investigation and collection of evidence, and supports victims more effectively.
Direct Data Entry
In November, 1997, computer terminal roll-out commenced for a system which will facilitate the completion of reports by Patrol Officers. On completion of the pilot test, report writing rooms and Community Police Offices will be provided with on-line access to templates in word processing and spreadsheet applications, inquiry programs into existing criminal databases, and access to the Computer Aided Dispatch and Records Management System.
Criminal Records Management System
In 1995, the Police Department purchased hardware to house the RCMP Criminal Records Management System, containing a jail booking system and on-line criminal records updating system which is tied into CPIC and the National Identification System. The system installation has streamlined record maintenance, and improved the booking, warrants and statistical reporting processes.
Joint Police/Corrections Jail Facility
In May, 1996, the Attorney General’s Office approved the concept of a joint Police/Corrections operated jail facility. A letter of agreement between the City and the Province has now been signed, and construction of the facility is expected to be complete by the end of 1998. Committees are currently looking at operational, staffing and transition models for the new facility.
Computer Aided Police Support Project
The Computer Aided Police Support Project will maximize the efficient use of resources within the VPD by utilizing innovative technological solutions. The initiation of this project was delayed due to resource commitments to APEC. Since that time, it has been resolved to integrate the objectives of this project into the departmental restructuring plan.
12. City Clerk’s Operations
The review in the City Clerk's area encompassed all aspects of the Support Services to Council and related services to departments and the public. The project team's improvement recommendations included process streamlining and upgrading of technology to provide optimal customer service. Implementation is entering the third year of a four year (+) plan.
The clerks are now using laptop computers to record the proceedings of meetings and prepare minutes, resulting in minutes being produced more efficiently. Reallocation of staff resources has resulted in more timely responses to public information requests. The implementation of streamlining initiatives allowed the staff to redistribute and manage the duties of one Deputy City Clerk position after it was lost to the 1997 Budget Management Program.
The DocsOpen document management system is now operational . All correspondence received in the City Clerk's Office is being scanned and profiled, and being distributed within the City Clerk's Office electronically . The new system has also provided improved document search capabilities. The Clerk's Office has realized approximately $40,000 in savings during the first two years of process improvements. Savings are primarily attributable to reduced photocopying and printing, as data is handled electronically through the use of the document management system and the City's Internet website.
Building on the work done by City Clerk's in implementing the document management system, the Mayor's Office is introducing a correspondence management system, and a similar system will be developed for the Councillor's Secretariat in the near future.
13. Law Operations
A 1994 workflow analysis determined that the City’s Law operations should adopt workgroup software to allow standardized ‘language’, effective workload management and the capability to follow up on agreements. Workflows and procedures were refined in the areas of customer service, legal service and research, creating three prototypes for automation.
Law has now adopted the PC Docs document management system, and all staff have been trained and are using the system.
14. Library Operations
The Library launched three Better City Government initiatives in 1995.
Strategic Planning Process
This major review of library processes established the strategic direction for the VPL. Public surveys showed that sustained or increased library services were supported, and provided direction for planning of new services.
Fee-based Information Service
In 1996, the Library launched a fee-based information service for the provision of enhanced information products. Services range from $15 mailing lists to $1500 market research reports. The area has developed a client base of approximately 500, with about 150 repeat customers, many of which have become weekly or monthly customers. Customers include most of the Crown Corporations and many of the largest corporations in B.C. The accounting function has recently been automated, facilitating client billing and the production of reports. It is anticipated that the financial objectives of this project will be met this year.
Materials Selection and Acquisition
A review of the materials selection and acquisition processes recommended streamlining and automation. Library Branches went on-line with the Central Library for the ordering process, dramatically shortening the cycle time. A ‘fast stream’ process was established for high demand items, which enabled staff to have books on the shelf within days, rather than weeks.
15. Parks Operations
Parks has initiated two process reviews.
Environment and Operations
In 1996, the environment and operations review looked at the overall Parks processes and identified priority areas for detailed study.
Controlling Litter and Waste
The area of litter and waste was identified as a high priority review area. A study was done to determine the types of waste being handled through Park receptacles, so that appropriate disposal strategies could be explored. Pilot project testing of various litter receptacles was conducted. Park Board approval was received in December to adopt a receptacle system of ‘tote bins’ which can be emptied by a truck utilizing a mechanical lift. The bins will be printed with positive messages, and be more attractive than the current metal bins which dent and rust.
Other Better City Government Initiatives
In addition to the original fifteen priority areas for improvement, numerous other initiatives are being coordinated through the Better City Government Program. These projects employ various approaches to improving the way the City operates, including organizational restructuring, business process improvement, and introduction of technological solutions. Indeed, improved technology forms the backbone of most Better City Government initiatives. Accordingly, several of the projects focus on technological infrastructure planning and development.
The following two projects are gaining efficiencies while providing better customer service through organizational restructuring.
Reshaping of Human Resources Services
Human Resources completed decentralization of its operations in 1997. The new model allows Human Resources Advisors to work directly among departmental staff, providing direction and advice on H.R. issues, and participating in the planning of H.R. strategies unique to that business unit. A post implementation study of feedback on the decentralized model was favourable, and provided direction for further refining of the system.
Community Services Information Technology and Business System
To align staff and revised business models, Community Services wished to consolidate their support service functions, including human resources/payroll, financial services, information services, graphics, general clerical and communication. Managers have been hired in the Financial Services and Information Services areas within the Community Services Group. Task teams from each functional area have examined issues and needs, and made recommendations toward a consolidated model. The 1998 operating budget and staff development plan were based on the new, consolidated model. Staff moves aimed at establishing optimal functional adjacencies will be taking place in the near future.
The next projects have examined ‘best practices’ within their relative business areas, and are implementing process improvements which eliminate inefficiencies, reduce costs and respond to customer needs.
Accounts Payable/Purchasing Process Reviews
The Purchasing and Accounts Payable process reviews were commenced in 1993, and were the forerunners of Better City Government. 97 areas for improvement were identified for the two business units. Implementation of initial recommendations eliminated unnecessary processing steps, thereby shortening cycle times. Cheque issuance was reduced from an average 5 days to 2, payment voucher processing was reduced from an average of 4-6 weeks elapsed processing time to 2 weeks, and tender, offer and purchase order processing times were reduced by 20-25%. Introduction of the field purchase order allowed departmental staff to acquire <$1000 goods immediately, where it previously took 20 days. Annual savings due to efficiencies in these areas is approximately $340,000.
In 1996, the Accounts Payable and Purchasing Staff physically amalgamated to further streamline prior to introduction of the SAP modules, late 1998. Currently, pilot projects in the use of the new VISA Purchasing card are underway, and are expected to further reduce overall effort associated with acquiring low value goods.
Revenue Services Process Review
A review of Revenue Services was completed in 1994, listing 28 major areas for improvement. Recommendations were aimed at increasing revenue, and reducing inefficiencies and related costs. Hundreds of individual actions have been implemented to date. Some of the major activities include the amalgamation of most of the By-Law Fines operations into City Hall saving $50,000 per year, implementation of a simplified system of follow up on fines by telephone which has reduced processing costs, renovated space including a new customer service area which can accept most payments to the City, and introduction of the 24 hour pay-by-phone credit card service for parking fines which is taking over 120 payments per day. Lengthy line-ups to pay taxes at taxation deadlines have been reduced, and written customer complaints regarding the Revenue Services area have decreased substantially.
Corporate Services Performance Improvement Agenda
In November, 1995, staff and stakeholders of the Corporate Services Group participated an exercise which defined, strategically grouped and prioritized projects within this business unit. The result was identification of the following areas as priorities or having the potential for significant payback:
- Information Technology Implementation Plan
- Application Development and End-User Support
- Management Information
- Property Management Administration and Records Maintenance
- Materials and Inventory Management
- Janitorial Services
- Security Services
- Maintenance Services
Projects which are not already underway (as described within this report) will be addressed through the introduction of SAP software.
Mountain View Cemetery Review
Though an important part of the City’s heritage, the Mountain View Cemetery offered outdated services and was losing money annually. After several public meetings and tours, including a broad cross-section of community stakeholders, a vision has been developed. The vision includes:
-reclaiming and reselling plots which have remained unused for over 50 years
-development of a business plan for providing alternative products for families to memorialize, such as columbaria and memorial walls, sponsored monuments, trees and benches
-closure of some roads which are not required for access, and providing a more intimate and park-like character, while considering concerns of safety and vandalism
- establishment of a governance board
-examining the possibility of developing funding sources, including gifts for capital investment in pilot projects
The consultants are currently redrafting their report to incorporate input from the community and cemetery staff. A master plan will be developed from the completed vision. It is expected that the draft plan will be presented to the Corporate Management Team in the spring of ‘98.
Corporate Identity Project
In 1995, Council agreed that various departmental "looks" and a lack of standards has lead to a weak City identity in the public’s perception. A Steering Committee representing senior staff from all departments and boards prepared a Request for Information for a unifying identity. 17 responses were received, and 5 will be asked to submit a proposal.
For each of the following projects, the introduction of improved technology was the key to better service.
Document Management (Imaging Technology)
Permits and Licenses’ paper-based system was labour and space intensive. In March, 1996, Council approved the acquisition of a document imaging/management system. Within six months, 54 new document management workstations were installed.
Improved customer service was immediate, with the ability to look up information instantly, which previously may have taken days. Staff time is also being saved in the query process and in the capability to add to existing documents on-line. Another major benefit of the system is improved data security and disaster protection.
220,000 documents are currently in the production system, with 1,200 documents being processed daily. A further 350,000 documents dating back to 1994 are currently being converted, and indexing will commence in March. The backfile conversion freed up an enormous amount of space, enabling a more functional floorplan to be established during renovations to the area. The full impact of the document imaging/management will be realized on completion of the backfile indexing.
Engineering Street Survey and Design Process Review
The old street survey and design processes were entirely manual and based on technology developed in the 1960's. Following a consulting study, approval was received in April, 1997, to proceed with the acquisition of computer hardware and software to support an updated system which had been developed by the staff. The new system involved capturing field data and storing it electronically, then feeding it directly to design software along with property line and other surface data imported from the GIS.
Electronic survey equipment and computer hardware and software has been purchased, and training for approximately 25 staff was completed in December, 1997. All work is now being done using the new equipment. In addition to the benefits of accessible on-line data, costs will be reduced by over $43,500 in 1998 through the introduction of the new system.
Civic Theatres Event Management System
After studying their operations, Civic Theatres concluded that significant benefits could be gained through the acquisition of an automated event management system. Installation of the system will enable more accurate and efficient inventory management and point of sale analysis, more effective records management, and the production of valuable management information.
Civic Theatres staff are currently customizing modules to the business processes, and the Event Booking module is being piloted. Several more months of customization are required before full implementation of the system can take place.
Human Resources Recruitment Improvement Project
In 1994, Human Resources customer feedback showed that the average 16.7 week turnaround time for recruiting was unacceptably long. A multi-departmental team studied the process and submitted their recommendations in October, 1995. After streamlining manual processes, computer hardware and LAN connections were acquired for the department, which allowed electronic tracking and transfer of posting and applicant information. The current average turnaround time for recruitment is 6-8 weeks, posting lookup capability is immediate, and customer feedback is very positive. The process will be further enhanced with the introduction of the SAP system.
Quickfind
The City’s reception staff have often had outdated, incomplete or missing information gathered from various sources with which to answer public queries. In September, 1996, Council approved the development of the Quickfind system - a comprehensive on-line information source for internal telephone directory data, "frequently asked questions" and information on current issues, events and regulations.
96 front line staff workstations were upgraded to a common standard, including network links, while information was painstakingly being collected and indexed. Over 80 front line staff have accepted responsibility for keeping the Quickfind information up to date. In November, 1997, the City directory went on-line, followed by the organization charts in January, 1998. Programming is now complete for the "frequently asked questions" lookup facility, and it will be available on-line following training and data verification.
As the Better City Government Program started to take shape, it was evident that technological infrastructure planning and development would be necessary to support the initiatives.
Organizational Study for Telecommunications
This enormous project commenced in 1995, and has assessed the City’s management structures in the context of communications and information technology. In 1996, the group proposed an organization framework for a new I.T. Department. An implementation plan was developed and a new I.T. Director was hired in 1997. The I.T. Director has developed a draft document describing operating style and structure, and governance structure. The draft has been accepted in principle by the Corporate Management Team, and will be translated into an implementation plan.
Information System Infrastructure Project
This project was initiated in February, 1996, to identify I.T. priorities and business solutions which support the overall Better City Government strategies. The initial review recommended a budget to provide shared infrastructure and common desktop services, and identified worksites needing connectivity to the City and Wide Area Network. A physical core infrastructure plan was developed and approved by Council in July, 1997. Implementation is well underway, and involves extending and upgrading the City’s wide area network to approximately 70 major sites, provision of basic file, print, email, scheduling and internet/intranet services to those sites, replacement of obsolete mainframe terminals, and an accelerated program to bring 3,000 desktop PC’s to a common Windows ‘95 standard. Due to the size of the City’s PC’s, I.T. is in the process of taking further steps toward standardization in installing and maintaining equipment.
Year 2000 planning is complete, approved by the Corporate Management Team, and will now be presented to Council.
Telecommunications Broadband Infrastructure Project
The telecommunications broadband infrastructure study reviewed the telecommunications facilities used by the City, in conjunction with user requirements for voice, data and video applications. A team, with representation from Engineering, Corporate Services, Library, Police, Parks and Fire, developed a Request for Information for the development of a broadband network.
Rogers Communications was selected as a preferred business partner for development of the network. A memorandum of understanding for the development phase of the partnership was approved by Council in December, 1997, and recommends implementation of seven pilot projects:
-Communications Services Opportunities
-Digital Personal Communications
-GIS - "VanGo" Electrical
-Community TV Programming
-Broadband Utilization
-WAVE@VSB
-Interactive TV
Several of these projects are already underway.
Engineering I.T. Applications
In April, 1997, Engineering issued a Request for Proposal to conduct high level mapping of core business processes and the identification of I.T. issues within the Engineering operations. Visioning workshops were held, including staff from Engineering, Parks and Housing and Properties, and an initial assessment of current technologies was completed. A preliminary report has been prepared recommending an I.T. direction for Engineering Services.
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