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1 CURRENT PHASE: Project Launch January 17, 2013 VERSION # 1 PROJECT MANAGER: Todd Salter; David Godwaldt DATE: February 2013 PROJECT SPONSOR: IOR Steering Committee VERSION HISTORY CHANGES DATE AUTHOR Final February 28, 2013 DISTRIBUTION LIST Steering Committee Advisors Subcommittees 1 to 4 and Teams 1 to 4 (All Information to be Posted on Ernie) ACRONYMS IOR CSP KPIs DEFINITION Integrated Operational Review Corporate Strategic Plan Key Performance Indicators PROJECT PRIORITY PROJECT TYPE: (Strategic, Operational or Local) PROJECT PRIORITY: (High, Medium or Low) Strategic High PROJECT DEFINITION PROJECT PURPOSE: Describe the project and the reason it is required? Using a collaborative approach, the purpose of this project is to develop an implementation plan and KPIs for the three (3) IOR recommendations to support an Adaptive Learning Organization. If the subcommittee recommends against specific IOR recommendations, justification and recommended alternatives will be provided. This project is required to support of the IOR process. PROJECT GOALS: What is the project trying to achieve, in detail? 1. Provide draft Subcommittee Charter to Steering Committee no later than February 8, Critically assess the following three (3) IOR recommendations assigned to this subcommittee: Re-establish Planner II positions over time and implement a team organization within Planning and initiate organization development process Establish a Human Resources staffing and succession plan to address management and skills requirements now and in the future Integrate and orient new employees and provide mentorship and training opportunities for existing and new staff in all departments 3. Provide draft Strategic Implementation Plans and KPI s to the Steering Committee no later than March 8, 2013 including: - scope of the recommendations, - prioritized actions, - required resources, and Page 1 of 5

2 - KPIs CRITICAL SUCCESS FACTORS: What factors will have to be achieved for the project to be successful? - Effective leadership, direction and support from project sponsors and subcommittee leads - Collaboration and commitment from team members including: o attendance and involvement at meetings o preparation for meetings o ownership of the analysis of the 3 recommendations - Continued focus on the scope of the IOR and this project charter - Continued focus on project goals and deadlines PROJECT STRATEGY: At a high level, how are you going to achieve your project goals? - Team member engagement and ownership throughout the process - Provide training to team members if required (i.e., KPI training) - Request assistance of project sponsors if required - Request assistance of external partners (Janet McPhee or Gerald Grant) if required - Re-prioritize work of team members to allow commitment to this project if possible and where required PROJECT BENEFITS: What are the tangible and intangible benefits of the project? The benefits to this project include: - Continued focus and commitment on the IOR project - Increased inter and intra departmental collaboration The benefits of the recommendations to build a more adaptive learning organization include: - Increased staff morale, engagement and retention - Increased quality of services - Enhanced and formalized orientation, training, learning and skills development opportunities - Improved assignment of work; better prioritization and alignment with capacity - Enhanced organizational structure in planning department to facilitate a team approach to project management and career progression - Increased resilience to expected or unexpected staffing changes PRODUCT DEFINITION END PRODUCTS: At the end of the project, what products will the project deliver? 1. Final implementation plan for the IOR recommendations that support building a more adaptive learning organization including: - Identified scope of the recommendations and confirmation that they are appropriate for implementation o (provide alternatives if required) - Identified priority actions; - Identified resource requirements; and - KPIs Page 2 of 5

3 KEY INTERIM PRODUCTS: During the project what are the key interim products to be delivered 1. Project Charter 2. Draft implementation plans including KPIs PROJECT SCOPE PROJECT SCOPE IS (INCLUDES): The scope of this project includes: 1. Further analysis by staff of the 3 recommendations listed on page 1 of this project charter 2. Recommendations by staff on which IOR recommendations should be implemented 3. Where appropriate staff will provide alternatives to the IOR recommendations along with justification 4. Prioritize IOR recommendations, identifying actions, resource and other requirements to implement, timing and key performance indicators PROJECT SCOPE IS NOT (DOES NOT INCLUDE): At this time the scope of this project does not include: 1. Review of current job descriptions, or required amendments that may be required 2. Review of current Departmental work plans, or required amendments that may be required 3. Amendments to current budgets KPI Training PROJECT PARAMETERS SCHEDULE: Phase 1 Project Launch with Subcommittee/Teams January 17, 2013 Phase 1 Subcommittee/Team Information Exchange Web Site Created January 17, Draft Subcommittee/Team Project Charters Completed February 8, 2013 Phase 3 Draft Subcommittee/Team Project Charters Reviewed by Steering Committee February 13, Phase 4 - Subcommittee/Team Draft Implementation Strategies Completed March 8, Phase 5 Consolidation of Subcommittee/Team Plans March 15, Phase 5a Circulate Draft Consolidated Implementation Plan for Review to Subcommittees/Team Leads March 22 Phase 5b Receive comments back to Steering Committee March 29th Phase 5c Presentation to Oversight Committee March 22-29th TBD Phase 6 Presentation of Final Implementation Plan to Executive Team April 30, 2013 (by no later) Phase 7 Presentation of Findings to Council May BUDGET: N/A Page 3 of 5

4 RISK ASSESSMENT: BEGINNING ASSUMPTIONS: 1. IOR Recommendations for an adaptive learning organization are understood 2. There will be scheduling pressures 3. Commitment exists with subcommittee members to make this project a priority in their individual work plans 4. Links to and alignment with other corporate initiatives are understood (i.e., CSP, employee engagement, succession planning) KNOWN CONSTRAINTS: Resource, Schedule, Budget or other constraints 1. Schedule is very aggressive 2. Conflicting demands on current resources may cause delays 3. Risk if links to and alignment with other corporate initiatives are not well understood RISKS: High, Medium, Low Schedule Risk: Probability Impact Planned target dates for completion not achieved Medium High Other Risk: Probability Impact Staff Resources not available Medium High ORGANIZATIONAL IMPACTS IMPACTED ORGANIZATIONS: Internal Departments of committee members How Commitment of resources to this project could impact other projects External N/A How REPORTING RELATIONSHIPS: Who does the project manager have to communicate with, when, how and why? Who When How Why Steering Committee Ongoing Verbal/Written - To ensure project direction, expectations and timing are met Subcommittee Ongoing Verbal /Written - To ensure project direction, expectations and timing are Page 4 of 5

5 Members Written met USER/CLIENT RESPONSIBILITIES: What are the responsibilities of the user or requestor of the product. (Steering Committee) 1. To project manage the overall IOR initiative 2. To integrate products of the subcommittees into an overall implementation strategy 3. To provide necessary support and guidance to teams 4. Deliver Final Report to Council COMPLETION CRITERIA: How will you know when the project is completed and finished? When a final implementation plan including KPIs is delivered to the Steering Committee and subsequently delivered to Council. PROJECT PARAMETERS: DATE COMPLETION DUE: May 2013 ESTIMATED BUDGET: To Be Identified SIGN OFF SIGNATURE DATE PROJECT MANAGER Todd Salter - February 28, 2013 SPONSOR Page 5 of 5

6 ATTACHMENT 2 (CONTINUED) Integrated Operational Review (IOR) IMPLEMENTATION FRAMEWORK DATE: March 2013 Project Name: IOR Project Team: IOR Subcommittee #1 Project Recommendation No. : 1.2 Establish a Human Resources Staffing Succession Plan to Address Management Skills Requirements Now and in the Future Project Recommendation Definition: Provide additional clarification of the intent of the recommendation, if required: Applicable to all departments within the IOR process This recommendation is self explanatory and does not require further definition. Support Recommendation (yes, yes with qualifications, no, or alternative): Yes, with qualifications. The Sub-Committee feels that bullet point four is already occurring. Project Objectives, Activities Performance Measures (KPI S) Provide the details of what this project aims to accomplish by listing its specific objectives and associated activities and key performance measures (KPI s): Objectives Activities Performance Measures (KPI) Timing List all objectives to be achieved by the project. For each objective, list specific activities and/or deliverables that will signify achievement. For each objective, list the measures that will be used to evaluate success of results achieved Develop a staffing and workforce plan to address future staffing requirements Develop an inventory of current skills requirements across all roles Participate in workforce planning activities (with the Human Resources department) to identify mission critical and at risk positions suitable for replacement planning and succession planning Employee Engagement Improvement in - Career Opportunities Internal Hire Rate Increased internal hire rate in IOR departments Q3 Q4: Align with Workforce Planning Activities (Human Resources) Q1: Align with Workforce Planning Activities (Human Resources) Time to Fill 1

7 For positions identified for Succession Planning: assess skills requirements of roles; compare to current skills inventory of staff; identify development plans for staff where appropriate to address identified gaps and improve talent readiness and workforce continuity Decreased time to fill rates in IOR departments For positions identified for Replacement Planning: identify recruitment and attraction strategies to ensure workforce continuity Develop a plan to understand past and projected turnover and to address unusual circumstances when multiple vacancies occur Conduct an in depth analysis of past and projected turnover within IOR departments Where turnover has been or is projected to be a concern/issue, conduct an in depth analysis of retention and attraction issues including a review of employee engagement results and exit interviews Conduct a best practice scan of other municipalities including attraction and retention programs for similar roles as well as strategies for dealing with multiple vacancies Voluntary Turnover Voluntary turnover rates not to exceed the City average in IOR departments Time to Fill Decreased time to fill rates in IOR departments Q3 Q4: Align Best Practices Scan with other Best Practice research in 1.1 Q4: Turnover Analysis Q4: Lessons Learned Analysis Q1: Align Best Practices Scan with other Best Practice research in 1.1 Q1: Turnover Analysis Q1: Lessons Learned Analysis Debrief lessons learned in Planning in 2012 when multiple vacancies occurred and develop a toolkit for the future if similar situations arise 2

8 Risks /Barriers Identify and describe in the table below the key strategic risks involved in the project. These risks could either positively or negatively impact the achievement of recommendation implementation. For each risk, list both the level of impact and the degree of probability (high, medium, low). This tells the reader how significant each risk is. Identify the possible mitigation actions needed during the project to lessen the impact or lower the probability of the risk involved. No. 1 Risk Description Probability (H/M/L) Impact (H/M/L) Status of progress in other initiatives (Workforce/ Succession Planning) where interdependencies exist may impact the progress of this implementation plan L H Planned Mitigation Prioritize IOR departments in workforce planning consultations 2 Current capacity and workload constraints within Planning and other IOR departments to fully participate in Workforce/ Succession Planning activities M H Identify and schedule key individuals in advance for participation Resource Requirements Determine the resources (i.e. amount of staff time, tools, equipment, etc.) required to implement the recommendation(s). This does not include budget items. No. 1 Staff Time Resource Requirements Budgeting Scoping Requirement Estimated budget required to complete objectives: No cost required to complete initiative (e.g. using existing resources) Funding already allocated in budget (identify approved source and amount of funding) $0 to $50,000 cost to complete initiative * $50,000 to $125,000 cost to complete initiative * $125,000 +plus cost to complete initiative * 3

9 *Please note if additional analysis is required in future to determine detailed budget implications (e.g. Business Case). No. Budgeting Requirements 1 No cost required to complete initiative (e.g. using existing resources) Interdependencies Determine the linked interdependencies associated with implementation of the recommendations (e.g. internal and external stakeholders, links to corporate initiatives and links to other IOR recommendations). Please be as specific as possible. No. Interdependencies 1 The outcomes of recommendation 1.2 will also support the career progression of staff (recommendation 1.1) 2 The outcomes of recommendation 1.2 will also support improved resilience and adaptability when responding to unplanned absences or staffing changes (recommendation 1.1) 3 Internal: Workforce/ Succession Planning project within Human Resources 4 External: Other municipalities to participate in a best practice scan Recommended Implementation Model (i.e. Staff Committees, Teams): Who Takes Ownership of this going forward? 1 Human Resources in partnership with IOR departments 4