V03 Toastmasters City Manager, Jeff Fielding Strategic Leadership March 2, 2016

V03 Strategic Leadership 03/02/2016 Toastmasters - March 2, 2016 The best leaders are those who integrate values, vision, mission, and strategy – this only happens through an understanding of alignment as a shared accountability. Forbes Magazine

V03 03/02/2016 Toastmasters - March 2, 2016 Organizational Alignment Strategic Organizational Alignment: Strategic Organizational Alignment is a comprehensive change process for senior management teams designed to align vision, culture, strategy, goals, leadership, teams, and individuals. It guides the organization's ability to execute as one and deliver sustainably successful outcomes. One City, One Voice

V03 03/02/2016 Toastmasters - March 2, 2016 Alignment Model Strategic Leadership Operational Management Purpose Values Vision Goals Strategies Decision-Making Leadership Control Structure Communication Management Processes Human Informational Technological Physical Financial Management Resources

V03 03/02/2016 Toastmasters - March 2, 2016 Strategic Planning Equation  High quality of life  Confidence and Trust  Valued municipal services Vision  Shared agenda  Priorities  Goals  Objectives  Measures  Targets Focus + Performance + Results + Direction  Common Purpose Corporate values o Corporate behavior  Corporate leadership profile  Corporate strategic direction =  Legislative mandate  Community aspirations  Council Vision  Civic brand  Council values Council Vision Corporate Strategy Service Value … high quality of life … confidence and trust … valued municipal services  For council’s completion or consideration City Manager o For administration’s completion Corporate governance model Corporate road map Service based management process o Business plans o Service based budgets Performance management system Results … desired outcomes

V03 Road Map 03/02/2016 Toastmasters - March 2, 2016 Stage One: Organizational Stability Step 1: Articulate the Leadership Vision Step 2: Concentrate on Priorities Step 3: Establish Goals Step 4: Set Specific Objectives, Measures and Targets Stage Two: Organizational Effectiveness and Economy Step 5: Align with Strategic Direction Step 6: Clarify Accountability Step 7: Enhance Organizational Development Step 8: Enable Service Integration Step 9: Build Organizational Flexibility Step 10: Focus on Customer Needs and Citizen Engagement Step 11: Balance Scope and Scale of Departments Stage 3: Organizational Efficiency Step 12: Address Structural Efficiency Step 13: Strive for Cost Efficiency

V03 Employee Promise 03/02/2016 Toastmasters - March 2, 2016 The City supports a safe and respectful work environment. Above all, employees are afforded the same concern, trust, respect and caring attitude they are expected to share with every Calgary resident, business and visitor.

V03 Our Vision 03/02/2016 Toastmasters - March 2, 2016 Great place to make a living, Great place to make a life.

V03 Our Values 03/02/2016 Toastmasters - March 2, 2016 Individual Responsibility Collective Accountability Key Thoughts: The most important right an employee has is the right to be responsible. Everyone is expected to perform their duties to the best of their abilities. However, no one succeeds or fails on their own. We work collegially, collaboratively and collectively for the benefit of the people of Calgary

V03 Our Purpose 03/02/2016 Toastmasters - March 2, 2016 Making life better every day Key Thoughts: The word "life" has a dual meaning: existence (people's lives), and verve (energy, creativity). We make a difference by contributing to people's well-being - their comfort, security and satisfaction with life in our city - and ensuring a high standard of quality of life for our residents. We also make a difference by bringing "life" to new ideas, creativity and innovation to our work, and energy and enthusiasm in our approach to public service.

V03 Behaviour 03/02/2016 Toastmasters - March 2, 2016 CHARACTER Character is behaving the right way. Our character is our internal compass that determines how we navigate through each day. We do our work with respect, integrity, courage, empathy and compassion. We are authentic, principled and transparent in all we do, and have the self-awareness to adjust course if necessary. "It flows from the soul." CHARACTER Character is behaving the right way. Our character is our internal compass that determines how we navigate through each day. We do our work with respect, integrity, courage, empathy and compassion. We are authentic, principled and transparent in all we do, and have the self-awareness to adjust course if necessary. "It flows from the soul." COMPETENCE Competence is doing the right things the right way. Critical thinking and sound judgment are fundamental to making well-informed decisions at all levels in the organization. As good stewards, we must allow for innovation and creativity in our solutions to remain resilient and adaptive to changes that will inevitably come our way. "It flows from the mind." COMPETENCE Competence is doing the right things the right way. Critical thinking and sound judgment are fundamental to making well-informed decisions at all levels in the organization. As good stewards, we must allow for innovation and creativity in our solutions to remain resilient and adaptive to changes that will inevitably come our way. "It flows from the mind."

V03 Behaviour 03/02/2016 Toastmasters - March 2, 2016 COMMITTMENT Commitment is dedication to the greater public good. Our commitment is driven by our passion for public service that inspires the work we do every day. We take ownership for our decisions and actions, always striving for excellence and results. "It flows from the heart." COMMITTMENT Commitment is dedication to the greater public good. Our commitment is driven by our passion for public service that inspires the work we do every day. We take ownership for our decisions and actions, always striving for excellence and results. "It flows from the heart." COLLABORATION Collaboration is working together for a common purpose. Collaboration works best when we're cooperative, flexible and open-minded to others' views and opinions. Our organization is interconnected, achieving success through the contribution of diverse perspectives and talent. "It flows from our collective behaviours." COLLABORATION Collaboration is working together for a common purpose. Collaboration works best when we're cooperative, flexible and open-minded to others' views and opinions. Our organization is interconnected, achieving success through the contribution of diverse perspectives and talent. "It flows from our collective behaviours."

V03 Results Based Accountability 03/02/2016 Toastmasters - March 2, 2016 Key Thoughts: Population accountability is accountability for the well-being of a whole population in a geographic area. Population accountability is bigger than any one program or agency or one level of government. In fact, it's bigger than government. It requires the whole community, public and private partners to make a difference. Key Thoughts: Performance accountability is accountability for the performance of a program, agency or service system. The most important performance measures are about the well-being of a client population (i.e. those who receive service or otherwise benefit from the program.) Performance Accountability: about the benefits for CUSTOMERS Population Accountability: about the well-being of WHOLE POPULATIONS Calgary Community Calgary Council Civic Administration Aspirations Leadership VISION Taxes Services VALUE STRATEGY Direction Management

V03 Citizen Expectations 03/02/2016 Toastmasters - March 2, 2016 Maintain focus on our budget and spending Demonstrate value for the services The City offers Invest in infrastructure in the right ways, now and in the future Lead in management, accountability and transparency Engage citizens in the conversations about Calgary’s future 2013 Citizen Satisfaction Survey Action Plan Engagement Results

V03 Council’s Five Imperatives 03/02/2016 Toastmasters - March 2, Integrated Service Delivery – Council is consistent in its view that the corporation needs to provide services in a much more coordinated and integrated way 2.Engaged Leadership – Council wants collaborative organizational leaders and managers that function together as a team 3.Trust and Confidence – Council is asking for an organization that is reliable, honest, effective, and that has its confidence and trust 4.Public Service Culture – Council wants the organization to deliver its services with a citizen and customer focused approach 5.Investment and Value – Council expects a sustainable financial plan from Administration that is responsible and creates value

V03 Leadership Strategic Plan 03/02/2016 Toastmasters - March 2, Establish a cooperative and meaningful relationship with Council 2. Develop a collaborative leadership and workforce culture 3.Better serve our citizens, communities, and customers 4.Focus immediate and collective attention on planning and building a great city 5.Strengthen the Corporation’s financial position

V03 Priorities 03/02/2016 Toastmasters - March 2, Investment 2.Growth Management 3.Real Estate 4.Government Relations 5.People and Culture

V03 Outcomes of Corporate Strategy 03/02/2016 Toastmasters - March 2, Public Confidence and Trust 2.Citizen Service Satisfaction 3.Employee Engagement 4.Supported Employees

V03 Value Chain 03/02/2016 Toastmasters - March 2, 2016 Engaged and supported employees Internal services External services Citizen service satisfaction Trust and confidence Modern and transformed government © Heintman and Marson 2003

V03 03/02/2016 Toastmasters - March 2, 2016