Service Review Actions | City of Owen Sound

Recommendation 1: Restructure the Organization

1A: Align organizational structure with the functional model to create efficiencies.

1A.1 Create and implement a comprehensive onboarding program through the newly developed H.R. Strategy.

Project Objective:

- The City is looking to enhance employee engagement and streamline processes for hiring managers, divisional staff and new employees by improving the employee onboarding program.
- Develop a coordinated approach to providing new employees required information and training

Project Charter includes team, milestone dates and deliverables.

Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.

Project RACI linked here.

Project Lead: Annie Reed, Human Resources Manager

1A.2 Explore the opportunity to realign the responsibilities of the city switchboard to Police Services.

1a2

1A.3 Review Parks Operations and Public Works to find and provide corporate benefits through process and staffing synergies, including mandatory annual joint work plan meetings.

Project Objective:

Review Parks Operations and Public Works procedures to find and provide corporate benefits through process and staffing synergies, including mandatory annual joint work plan meetings, share onboarding curricula, core competencies, etc.

Project Charter includes team, milestone dates and deliverables.

Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.

Project RACI linked here.

Project Lead: Lara Widdifield, Director of Public Works and Engineering

1A.4 Create a Standard Operating Procedure for overtime.

Project Objective:

Project Charter includes team, milestone dates and deliverables.

Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.

Project RACI linked here.

Project Lead:

1A.5 Assess the provision of Civil Marriage Services, including revenue generated by civil marriages and recommendations regarding the administration of Short Term Rentals, as part of the one-year review of Short Term Rentals

Project Objective:

The provision of civil marriages is a traditional service provided by the City. This review will assess to ensure has cost recovery and whether the time spent could be more effective if spent on core service.

Project Charter includes team, milestone dates and deliverables.

Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.

Project RACI linked here.

Project Lead: Briana Bloomfield, City Clerk

1A.6 Implement a culture of Continuous improvement using LEAN to proactively and routinely assess processes, programs, and services to maximize performance outcomes with the goal of reviewing two per year.

Project Objective:

As part of ongoing efforts to continuously seek efficiencies and improved customer service, the Lean program is recommended to engage City staff in a structured, well-established, multi-year methodology to seek out and implement Continuous Improvement initiatives actively. Lean is a toolset of methodologies to identify and reduce waste and inefficiencies in all their forms while at the same time adding more value to the customer. The goal is to create capacity in order to do more with the same resources. Savings can be absolute or occur with the reduction in the need for additional financial and human resources in the future.

Project Charter includes team, milestone dates and deliverables.

Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.

Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives and Operational Effectiveness

1B: Formalize documentation for the organization and between departments to improve decision-making authority and responsibility to improve efficiencies and solidify the organizational redesign.

1B.1 Maximize opportunities to integrate Microsoft Teams throughout the corporation to coordinate project management, operations, and communications.

Project Objective:
The purpose of this project is to enhance organizational efficiency by maximizing the integration of Microsoft Teams across the entire corporation. The integration will focus on coordinating project management, streamlining operations, and improving communication
channels. Microsoft Teams will be leveraged as a comprehensive platform to facilitate collaboration, foster real-time communication, and enhance overall productivity.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Kim Sowerby, Corporate Application Analyst

1B.2 Implement Project and Change Management Templates through the utilization of standard tools (RACI) and practices for all project leads and other appropriate levels of the organization.

Project Objective:
Support project leads and project team members through the use of standardized documents and practices to reduce risks to projects, enhance efficiency and increase engagement of staff.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives and Operational Effectiveness

1B.3 Complete the Customer Service Strategy.

Project Objective:
* Improve resident, business owner and visitor satisfaction levels by implementing efficient and effective customer service practices
* Enhance communication channels to ensure timely and accurate information provision
* Streamline processes and procedures to reduce response times and increase service quality
* Train and empower municipal staff to deliver superior customer service
* Develop a customer feedback mechanism to continuously monitor and improve customer service performance

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Christine Gilbert, Deputy Treasurer

1C: Target a reduction or strategic reallocation of staff that supports traditional and discretionary services through the implementation of a strategic attrition plan.

1C.1 Implement a term of council hiring freeze for net new positions, conditional upon new positions being presented to Council for approval, coordinated with developing a longer-term succession management plan.

Project Objective:
Create a policy for a Term of Council hiring freeze for NET new positions, while developing a longer-term Succession Management Plan.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead:

1C.2, 1C3, 1C4 – Complete the H.R. Market Review to update Job Descriptions for people leader roles i.e., Directors, Managers, Supervisors, to include positional competencies; Evaluate Employee Benefits; and Develop a Compensation Policy

Project Objective:
Complete the Human Resources Market and Benefit review, as well as develop an on-going compensation policy.
- Complete the HR Market Review
- Update Job Descriptions for people leader roles (i.e. Directors, Managers, Supervisors, to include positional competencies)
- Evaluate Employee Benefits Develop a Compensation Polic

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

1C.5 Develop a business case to analyze moving from a Bylaw compliance model to a proactive enforcement approach.

Project Objective:
Evaluate by-law enforcement model and send a report to Corporate Services/Service Review Ad Hoc Committee by Q3 2025
Report to include:
• pros and cons of a pro-active enforcement model
+ Other models:
• Maintaining a summer student to assist with continuity
• High turnover rate
• Review hours of operation (don’t forget union implications)
• Moving to Police
• Contracting out – e.g. hire Fairmount/JSS to do service OR we offer our services to others
• Parking enforcement implications
• Animal Control
• Evaluate contracted services to Fairmount (security/parking/crossing guards)

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Briana Bloomfield, City Clerk

1D: Formalize the fleet management process and ensure the function is centralized within the organization to improve the scheduling and utilization of fleet.

1D.1 Complete Fleet Management Strategy including streamlining and standardizing current fleet management practices within the City.

Project Charter and RACI not required for this action.

1D.2, 1D.3, 1D.4: Extend Automatic Vehicle Locator to all applicable vehicles (hardware); Investigate on-vehicle data for reporting (software); Add vehicle logs to document vehicle usage and allow distribution of costs to the benefiting departments, and determine if there is the capacity for a particular unit to be eliminated or shared.

Project Charter and RACI not required for this action.

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Recommendation 2: Leverage Existing Technology

2A: Implement digital timecoding across the entire organization.

2A.1 Investigate cloud-based solutions that will advance the IT needs assessment timeline for a digital timecoding solution that is integrated with Asset Management, Work Order, and HRIS systems.

Project Objective:
The purpose of this project is to explore and investigate cloud-based solutions for a digital timecoding system. The project aims to identify the feasibility, advantages, and potential challenges associated with utilizing cloud technology to enhance and streamline the current
timecoding processes.
• Process mapping of current process
• Research and evaluate digital options for current and future options
• Security and compliance assessment
• Integration with existing or future systems
• Streamline the processes across the organization

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Kim Sowerby, Corporate Application Analyst

2B: Expand the use of tablets to leverage digital processes.

2B.1 Investigate cloud-based solutions that will advance the IT needs assessment timeline for a digital timecoding solution that is integrated with Asset Management, Work Order, and HRIS systems.

Project Charter includes team, milestone dates and deliverables.
Project Charter not required for this action.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Mark Giberson, Manager of Information Technology

2B.2 Identify manual processes through the outcomes of Opportunity 1A6 that could be digitized through the use of mobile technology.

Project Objective:
As part of ongoing efforts to continuously seek efficiencies and improved customer service, the Lean program is recommended to engage City staff in a structured, well-established, multi-year methodology to seek out and implement Continuous Improvement initiatives actively. Lean is a toolset of methodologies to identify and reduce waste and inefficiencies in all their forms while at the same time adding more value to the customer. The goal is to create capacity in order to do more with the same resources. Savings can be absolute or occur with the reduction in the need for additional financial and human resources in the future.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives & Operational Effectiveness

2B.3 Determine policy requirements for the use of mobile technology.

Project Objective:
Create enabling policy that promotes equitable access to digital devices during work hours to support mobile technology to streamline our processes and communication, including the review of policy CrS-HR66 Communication Devices and Social Media Acceptable Behaviour.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Kristen Van Alphen, Manager Legislative Services

2B.4 Implement Cloudpermit across the organization to enable mobile technology options for Building, Planning, Bylaw, Engineering, Licensing etc.

Project Objective:
The City will be implementing a cloud based permitting software system that will be used across the organization. By having this software available staff and the public will be able to use mobile technology to submit, track and follow the permit process together. With using this software the City is able to track and follow every project, monitor that processes are being applied and completion statuses are accurate.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Kim Sowerby, Corporate Application Analyst

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Recommendation 3: Reduce Service Delivery

3A: Identify opportunities to reduce the level of service for discretionary services, traditional services, and some essential services.

3A.2 Undertake a review of the classification of parks and sports fields, the service level for each, and the associated operating and maintenance costs.

Project Objective:
Review current Parks classification system (as outlined in City Official Plan and Recreation, Parks and Facilities Master Plan)
Review the definitions and characteristics of each
Define a level of service for each park class including sportsfields
Understand operating costs for each service level and potentially develop a system to track costs.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Eckhard Pastrik, Manager of Parks & Open Spaces

3A.3 Develop a business case that analyzes the opportunity to reorganize the Library, Tourism and TTAG entrance to create a shared reception/customer service location.

Project Objective:
The purpose of this project is to address the challenges and explore opportunities for:
- Understand current services provided by Tourism, TOM (and Library)
- Examine opportunities for synergies and collaboration – between the groups
(1) shared resources that will enhance staff and public safety and oversight;
(2) resolve the health and safety concerns with the current Tourism Centre;
(3) support the development of collaborations between organizations/divisions, including shared marketing and programming;
(4) support expanded hours and days of service for the Art Gallery and making the Tourism Centre available all year long;
(5) enhance retail sales and revenue for the Art Gallery. Library, and Tourism
(6) proposing staffing model that addresses union and non-union staff integration
(7) utilizing volunteers to support front of house/reception for all three areas
(8) creating shared spaces for meetings and programming as well as shared accessible entrance and “greeting” services
(9) outline capital renovations required to support this three-way collaboration
(10) the use of volunteer to support current staff.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Aidan Ware, Director and Chief Curator – Art Gallery

3A.4 Utilization of Municipal Accommodation Tax (MAT) proceeds to reduce and offset Tourism, TTAG, and Events tax levy requirements.

Project Charter and RACI not required for this action.

Project Lead: Kate Allan, Director of Corporate Services.

3A.5 Complete the city-wide conversion to radio water meters by 2027.

Project Objective:

Complete the city-wide conversion to radio water meters by 2027.

Reduce timeline for replacement, expediting ability to transition to faster remote radio meter reading. Allow more flexibility for detecting/diagnosing leaks, more frequent (i.e. monthly) billing, and allow for bulk pricing for installation. New meters may be more accurate, therefore they could contribute to a reduction of non-revenue water due to slowing or non-reading.

Tine saving on estimating reads, reading the meters.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Lara Widdifield, Director of Public Works & Engineering

3A.6 Increase and expand the use of online services to enhance opportunities for the public to access services when and where they need to e.g Virtual City Hall, Perfectmind, Cloudpermit.

Project Objective:
The purpose of this project is to expand the use of online services available to users of City services, in order to enhance convenience, streamline operations and foster a more digitally connected community. The primary focus will be on the implementation of existing projects as well as the expansion and betterment of the City's existing online services.

* Increase the number of online services available
* Improve the quality of existing online services

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Christine Gilbert, Deputy Treasurer

3B: Consider negotiating cost-sharing opportunities with Grey County or the Grey County municipalities.

3B.1 Request a dedicated task force or committee at Grey County that is mandated to identify cost-sharing or restructuring opportunities within lower-tier municipalities, Create a similar governance model at the municipal level to support this initiative.

Project Objective:
Create a more efficient upper/lower tier governance model to identify cost-sharing or restructuring opportunities.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Tim Simmonds, City Manager

3B.2 Document services that are used by non-residents where there are partnership agreements in place and determine service level and cost of service provision.

Project Objective:
To identify cost of service provision for services used by non-residents to ensure cost recovery for partnerships.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives & Operational Effectiveness

3B.3 Develop a policy that would be applied in developing new partnerships and service delivery agreements or in re-negotiations to ensure Council direction with respect to mandate and negotiation principles are applied.

Project Objective:
Develop a policy that would be applied in developing new partnerships and service delivery agreements or in renegotiations to ensure Council direction with respect to mandate and negotiation principles are applied in the negotiation/update.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Pamela Coulter, Director of Community Services

3B.4 Through Intergovernmental Relations request the Province to review the role of Upper-Tier municipalities in providing such services as; policing, waste management, and water and wastewater to avoid unnecessary costs and duplication among lower-tier municipalities within the designated Upper-Tier boundary.

Project Objective:
Investigate cost-effective ways of service delivery for services which are provided by multiple lower tier municipalities within the County.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives & Operational Effectiveness

3B.5 Build a business case that can be shared with the Province to review critical funding needs for Court Security and OMPF and the Assessment Review Board.

Project Objective:
The City is the host of the Provincial Court which serves a regional population. The Owen Sound Police Services provides the security of the building. The City pays for court security with a transfer from the province that does not cover the cost of delivering this service. The courthouse is used by a regional population.
The City would like to reduce the gap in funding for providing this mandatory service used by the regional population.
The City has been impacted by re-assessments at the Assessment Review Board. These reassessments have a significant impact on the tax based revenue collected by the City. The City would like to reduce its losses due to re-assessment.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Pamela Coulter, Director of Community Services

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Recommendation 4: Target Increased Revenues

4A: Develop KPIs and revenue targets for Tom Thomson Art Gallery (TTAG) that can be integrated with the TTAG Strategic Operations Plan.

4A.1 Establish KPIs and revenue targets for all city divisions as part of the annual budget process with variations depending on areas that are rate funded (water/wastewater), user pay (building/waste management) or traditional and discretionary service areas (cemetery/events).

Project Objective:
The City is looking to increase the accuracy and communication of the revenue and key performance indicators to improve awareness for staff, Council and the public.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives & Operational Effectiveness

4A.2 Explore a business case for a dedicated staff position focused on grants applications and reporting.

Project Charter and RACI not required for this action.

Project Lead: Kate Allan, Director of Corporate Services

4A.3 Strengthen the Annual Workplan Process to develop an organizational Business Plan to align with the Strategic Plan.

Project Objective:
The City is looking to ensure that the planned work and allocated resources align with the City’s strategic plan, Official Plan, master plans and legislated requirements and ensure that work is coordinated across divisions and departments.
By strengthening the work plan process, the City will:
• Strengthen integration across functional work areas by identifying resource requirements and providing role clarity on initiatives
• Enhance clarity through setting achievable goals and strengthen accountability towards the achievement of strategic projects
• Communicate intent with Committee and Council to gather feedback and provide an opportunity to ask questions
• Enable measurement of success of completion of planned initiatives

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives & Operational Effectiveness

4B: Conduct a review of the compost site and implement user fees for the compost site for non-residents, if beneficial.

4B.1 + 4B.2 + 4B.3: Review services offered and analyze the cost-benefit ratio of increasing costs in order to recover fees for usage of compost site; Prepare a Business Plan specific to the Compost site for Committee, including identifying potential partnerships/cost-sharing with neighbouring municipalities; Continue to monitor the (compost) site to determine trends in demographics, time/day of use, etc.

Project Objective:
1.Task 4. b) 1
- Objective: Evaluate the services provided at the compost site, examining the cost-benefit ratio. The focus is on determining if increasing costs can be justified to recover fees for the
site's usage.

2. Task 4. b) 2
- Objective: Develop a comprehensive Business Plan tailored specifically to the leaf and yard waste Compost site for the Operations Committee. This includes the identification of potential partnerships and exploring cost-sharing arrangements with neighbouring municipalities.

3. Task 4. b) 3
- Objective: Continuously monitor the compost site, analyzing trends in demographics, and usage patterns such as time and day to gather valuable data for informed decision-making and strategic planning.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Heidi Jennen, Supervisor of Environmental Services

4C: Conduct a detailed study of cost recovery options for on-demand services currently subsidized by ratepayers.

4C.1 Review and catalogue the current agreements the City has entered into with various user groups – financial and operational.

Project Objective:
Identify the operational and financial agreements that are in scope. For example, service agreements, lease agreements, partnerships and collaborations that require some type of action after approval (invoice, payment, and/or renewal).

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Desiree van Dijk, Information and Privacy Coordinator

4C.2 Create a policy that will, at the time of new/renewal of Agreements the agreement updated with a report to Council and identifies: alternative methods of service delivery, cost of the agreement, and negotiating parameters.

Project Objective:
Develop a policy that will establish a consistent approach to agreement
development and management and ensure that the process is reflected in the report that will accompany the agreement at Council/Committee.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Kristen Van Alphen, Manager Legislative Services

4C.3 Develop a revised process for the annual fees and charges update to standardize the review and ensure that each fee is reviewed annually with opportunities for revenue generation. Identify the cost-of-service provision or clearly identify the subsidy being provided for all items within the fees and charges schedule in a phased approach.

Project Objective:
• Streamline and improve the efficiency of the annual fees and charges process
• Standardize the fee review process and ensure fees accurately reflect the cost of the service
• Improve transparency and communication with stakeholders regarding fees and charges
• Develop standardized templates to ensure a documented, phased-in analysis is completed for all user fees, including total cost to provide the service, estimated volumes, comparator fees, as well as any rationale for amounts not covered by the fee
• Develop and implement a rolling schedule to ensure comprehensive fee reviews

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Christine Gilbert, Deputy Treasurer

4C.4 Implement a policy that requires any service that is dependent on user fees (e.g. Transit, Waste, Building) to incorporate an annual fee review as part of the annual budget process.

Project Objective:
Implement a policy that requires any service that is dependent on user fees (e.g. Transit, Waste, Building) to incorporate an annual fee review as part of the annual budget process, thereby ensuring that fees keep pace with changing conditions and the intent of cost recovery is preserved.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Lara Widdifield, Director of Public Works & Engineering

4C.5 Develop and implement a formal Sponsorship and Naming Rights policy.

Project Objective:
This project aims to develop a comprehensive Sponsorship and Naming of Tangible Capital Assets policy that outlines guidelines, procedures, and criteria for soliciting and managing sponsorships and naming of tangible capital assets within the municipality.
• Streamline and outline the authorizing process and management of Municipal Sponsorship and Naming Rights to ensure a positive municipal image and enhance City products and services;
• Protect The City from risk;
• Provide corporate guidelines and procedures based on best practices and
• Uphold The City’s stewardship role to safeguard City Assets and interests

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Paul McGrath, Manager of Community & Business Development

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Recommendation 5: Expand Cost-tracking Controls

5A: Change the code of accounts to align with services.

5A.1 Implement a Project Management System to replace the current Microsoft Excel-based process with a purpose-built solution that will provide Customized Reports based on identified needs and best practices.

Project Objective:
The City is looking to improve both the processes and information collected and reported through the organizational project planning and budget process.
• Strengthen process alignment and integration across project planning, budgeting and reporting
• Strengthen accountability and role clarity towards the achievement of strategic priorities and project outcomes

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Michelle Palmer, Senior Manager Strategic Initiatives & Operational Effectiveness

5A.2 Develop an allocation policy regarding internal costs to enhance the transparency of gross costs vs. levy requirement costs.

Project Charter includes team, milestone dates and deliverables.
Project Charter not required for this action.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Kate Allan, Director of Corporate Services

5B: Conduct Snow Removal Time & Motion Analysis for Performance Improvement.

5B.1 Undertake a review of winter maintenance including sidewalks to determine an appropriate level of service vs. cost which includes the actions recommended by MNP

Project Objective:
Winter Maintenance has an annual tax levy requirement of nearly $2 million. Citizens' satisfaction levels for winter maintenance on sidewalks as one of the lower-rated services.
Data parameters not currently tracked: response/clearing times, hours spent plowing, spot removal, equipment repair times, etc.
Prevents analysis of such considerations as the snowfall correlated with the amount of time spent removing it, total hours on the road, equipment uptime vs. downtime, etc. MMM Stds
The final time and analysis report will be informed by legal opinion to balance safety with cost.

Project Charter includes team, milestone dates and deliverables.
Project Charter linked here.

Project RACI defines who is Responsible, Accountable, Consulted, and Informed throughout the project.
Project RACI linked here.

Project Lead: Lara Widdifield, Director of Public Works & Engineering

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Recommendation 6: Strengthen the Strategic Planning Process

6: Strengthen and build on the strategic planning process to improve effectiveness.

6.1 Investigate the notion of striking a committee or task force that could lend to the importance and governance of the Strategic Plan. The timing would align itself well as the City moves forward in 2023 with the creation of the Owen Sound 2050 Strategic Plan that will be set as a guiding document for successive Term of Council Priorities.

Action complete.

Project Lead: Michelle Palmer, Senior Manager of Strategic Initiatives and Operational Effectiveness

6.3 Provide a report on an Operational Review Team, consisting of Council and staff members, to provide oversight of the Service Review Priority Opportunity Action Plan as part of the Board and Committee Housekeeping Report.

Action complete.

Project Lead: Tim Simmonds, City Manager

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