Road Map to Sustainability Jag Sharma C A

Road Map to Sustainability Jag Sharma C. A. O. (City Manager) City of Oshawa

My Story / Agenda 1. Oshawa 2. History 3. Municipal Systems 4. Silos 5. Creating Interconnections / Examples 6. Why? 7. Road Map to Smart Sustainability

Oshawa • Arts and Cultural Focus - Slam Poetry (https: //m. youtube. com/watch? feature=youtu. be&v=y 4 ds. EH 9 r 2 y 8) • 13% year-over-year Job Growth, the highest in Canada. Daily Commercial News 2016 • Achieved a diversified economy – 16% of all jobs - Health Science now the largest economic sector • Record building permit activity - over $1. 5 Billion 2014 -2016 • 40, 000 new residents over the next 5 years. • Strategic Investments in projects that will support the additional growth of knowledge based – high value jobs. – Durham College’s Centre for Collaborative Education, – UOIT’s Software and Informatics Research Centre, – GM’s engineering Centre of Excellence – OPUC/Toshiba’s Solar Power Battery Storage project – Launch of Centre for Urban Innovation Initiative • 2 nd Best Investment Strategy among Small American (North and South Americas) Cities (209 jurisdictions with pop. between 100, 000 -350, 000) FDI Magazine, April 2017 • 2 nd Best Place To Buy Real Estate in Canada. Money. Sense Magazine’s Where to Buy Now rankings. April 2017

Automotive Industry What should lead? Six Sigma Lean Synchronous Manufacturing Flow Audit TQM MODAPTS

Municipal – Which should lead? e r v ice S C o re Co ntin t uou men s Im pro e nag Ma vem Risk ent Internal Audit If it makes you dizzy, imagine how your teams feel? g R e vie es s P w B u s in lan n in

Silos Oshawa Strategic Plan Budgeting Internal Audit Corporate Risk Management Business Planning Core Service Review Work Plans

Oshawa Strategic Plan Community Vision: Oshawa - a prosperous, collaborative, vibrant, inclusive and green city where people and businesses are proud to live, work, learn and play. Corporate Mission: Dedicated to serving our community 1. Economic Prosperity & Financial Stewardship: Ensure economic growth and a sound financial future 2. Accountable Leadership: Ensure respect, responsiveness and transparency 3. Social Equity: Ensure an inclusive, healthy and safe community 4. Cultural Vitality: Support arts, culture and heritage that engage and inspire 5. Environmental Responsibility: Protect, conserve and promote the environment

Oshawa Strategic Plan Accountable Leadership – The pursuit of excellence, in everything we do, is important to City Council and employees, the public and stakeholders. The City has a tradition of engagement, regularly sharing information and consulting with the community on projects. The leadership recognizes the importance of developing and leveraging relationships with all levels of government and community stakeholders, and continues to streamline options, manage risks and maintain professionally trained employees within a culture of continuous improvement (Page 8) Financial Stewardship – The City currently has high standards of fiscal responsibility and strives to remain affordable in the face of competing demands, requiring the City to be visionary, innovative and think long-term. To this end, a Financial Strategy has been prepared, which addresses infrastructure investment, reserve funds, debt management, revenue sources and operating costs. It will help to manage costs, save for the future, build partnerships and ensure responsible taxation. It has a four-year timeframe that provides sound, proactive and financial stewardship within a context of continuous improvement and ensures the long-term financial health of the City of Oshawa. (Page 4)

Risk Management Corporate Risk Management “Risk management is a skill set that will be integrated with the City’s continuous improvement, business planning, budgetary, internal audit and strategic planning functions and processes, incorporating risk management into our everyday activities. It will allow for a planned and consistent approach to reducing the impact and likelihood of an adverse event, and also increase the possibility and magnitude of benefits that could result from seizing an opportunity. ”

Internal Audit

Forestry

Forestry

Other Potential Projects • Corporate Services – Address Changes • Development Services – Real Estate • Community Services – Fleet Utilization

Community Services Departmental Description Business Planning Mission Statement We are a dedicated team working with our residents and partners to plan, deliver and maintain safe, inclusive, dynamic and responsive programs, services, events and infrastructure in order to enhance the quality of life for our community. The Community Services Department delivers a variety of programs and services to maintain, enhance and protect the community’s quality of life. Community Services is comprised of the following four branches: • Strategic and Business Services • Fire Services • Operations Services • Recreation and Culture Services

Community Services 2017 Objectives • Continue to improve business processes within Community Services for integration of Strategic & Business Services within all client groups • Apply lean methodologies to create efficiencies for Event Road Closures, Road Occupancy Permits, Forestry Work Orders and Part -time staff processes • Lead the partnership for the 3 rd year of the Healthy Kids Community Challenge • Implement new recreation registration software • Implement the Culture Counts Plan • Implement the various Recreation facilities capital projects • Co-lead the development of a Corporate Diversity and Inclusion Plan • Implement the Parks, Recreation, Library and Culture Facility Needs Assessment Plan for 2017 and review strategy for future years

Why would you connect them? • • • Council Staff BEDMAS Engagement Communication Get more done

How do you connect them? • Create the interconnection • Formalize it • Create an understanding of overlap • Walk the talk • GEMBA

Are we done? • • • Lean – Small incremental improvements Core Service Review Emerging Leaders Profile Stronger wording in Financial Strategy Stronger wording in I/A Charter Evolution not Revolution

Must Have! (FUN) • • Senior Leadership on board Exciting What’s in it for me! / Value Proposition Make it part of everything Communicate Common understanding / acceptance Respect for other systems Propensity for change / Not a silver bullet • Build the following. . . Empowerment!

Road Map to Sustainability? Pre 2014 – Lean like (understanding) 2014 – GB Training 2015 – Project delivery / Coaching 2016 – 2 BBs Identified and Trained • Respectful interconnections. 2017 – Build into our systems

Lessons Continuing to Learn • • • Not a competition Every deployment will look different Priority is the team Right level of priority Kotter / Change Management

Thank You!