Welcome from the Royal City

Guelph, Ontario, Canada Founded April 23 rd, 1827 by John Galt International recognition – University of Guelph Voted #1 by the International Awards for Liveable Cities – “Nations in Bloom” Land area: 34 square miles Employees: 852 full time, 497 part-time, with volunteers

Location Charleston, S.C miles, south

Population 1996 Census95, Census106,170 Growth Rate+10.8% Avg. Growth Rate per year % Current Estimate (April 2003)115, Projected Population123, Projected Population135,770

Water, Wastewater, Solid Waste Services Engineering, Public Works & Transportation Recreation, Parks & Culture Emergency Services – Police, Fire & Ambulance Planning and Building Services Economic Development Internal Municipal Services Key Services

City Administrator Boards Library Board Chief Librarian Police Services Board Police Chief Museum Board Director of Museums Organizational Structure

Mayor WARD TWO 2 COUNCILLORS WARD FOUR 2 COUNCILLORS WARD ONE 2 COUNCILLORS WARD FIVE 2 COUNCILLORS WARD THREE 2 COUNCILLORS WARD SIX 2 COUNCILLORS Council Structure

Guelph ranks sixth in per capita income and fifth in per capita annual retail sales Average incomes are higher than the national average Younger and more highly educated population than many other centers of the same size or larger An unemployment rate that consistently tracks lower than the average in Ontario or Canada Economic Advantages

Guelph's goal is to be recognized as the top life sciences, agricultural and environmental centre in Ontario and one of the top two in Canada Guelph’s economy is diverse with a large advanced manufacturing sector, including a growing auto parts sector Located in South-central Ontario, the heartland of Canadian business Economic Advantages

One hour’s drive from Toronto, 45 minutes to Pearson and Hamilton international airports Well connected to local, national & international markets Approximately a 2hr drive to US border point at Buffalo and 4hr drive to Windsor/Detroit border point Economic Advantages

A Framework for our High Performance Organization providing Quality Service to our Customers

Our Customers Identify stakeholders Key deliverables Service standards Public education required Corrective action required Validation Feedback methodology Customer Service Improvement Plan

Vision, Mission, Values ↑↓ Corporate Strategic Plan Framework (Defined)Defined ↑↓ Departmental Business Plan Framework (Defined)Defined ↑↓ Individual Objectives Strategy & Structure

Employee Excellence Organizational Structure Defining positions (Joint Job Evaluations and Job Descriptions) Talent Acquisition Training/Education/Career Development Performance Management Recognition Employee/Employer Relations

Compare against researched best practices Processes & Systems Apply Service Standards (response times etc.) Consistency – we all do it. Revisit Procedures to be Customer Friendly

Measurement Customer Feedback Systems Employee Feedback Systems/Internal Scorecards Quality Review Benchmarking Our Services

High performance is not a separate project that adds to our already busy schedules… it’s a framework for providing quality customer service! Look what we have accomplished so far… In summary…

Our Customers Restructuring – redefining our systems/positions Corporate Communications Strategy SmartGuelph – Community Involvement Customer Service Improvement Plans Neighbourhood Associations

Strategy & Structure (Vision, Mission & Values) Corporate Vision, Mission & Values defined Each department committed to developing a business plan City Administrator/Senior Management Team – Policy Development Process

Strategy & Structure (Strategic & Business Planning) Senior Management – established framework for strategic & business planning Departmental business plans established by June 2004 using the new framework. Economic Development – GPI (Guelph Partnership for Innovation)

Employee Excellence 40% of management positions have been re-contracted Management Development Programs Likert results = action plans

Public Works – Business Operations System Environmental Services – Wastewater Maintenance Management System Environmental Services – Water Supply Project Parks Department – Pesticide Policy Processes & Systems

Environment & Transportation Group – Benchmarking/Best Practice Review Engineering Services – Regional Best Practice Review Community Services – Benchmarking/Best Practice Review Measurement

A. PROJECT MANAGEMENT More cost/benefit/business cases that model a well run business Update roles in project management Next Steps in 2004

B. FUNCTIONAL REPORTING Emphasize Thrust Areas – members of the senior management team to be responsible for key areas – intermediate step between the senior team and the CAO Next Steps in 2004

C. MESSAGE Show what a highly successful business looks like Communicate the “Desired Future State” Hold people accountable for their responsibilities Tell everything 12 times – in 12 different ways Next Steps in 2004

Thank you!