The Corporation of the City of St. Catharines GENERAL COMMITTEE AGENDA Regular, Monday, June 13, 2016 Council Chambers, City Hall His Worship Mayor Walter Sendzik takes the Chair and opens the meeting following Item Number 9 on the Council Agenda Page 1. Call for Reports to be Brought Forward from Consent 2. Motion to Move Reports on Consent 3. Discussion Reports 4 - 6 3.1 Staff Presentation: Dan Carnegie, Chief Administrative Officer, and Tracey Miller, Manager of Business Process Improvement Precedes Discussion of Report Office of the Chief Administrative Officer, Administration Update on Continuous Improvement 7 - 11 3.2 Corporate Services, Commissioner Payroll and Human Resources Information System Award 12 - 16 3.3 Corporate Support Services, Human Resources Hiring Process for Senior Management Positions, Supplemental Information (Deferred by General Committee, May 30, 2016, Item 3.5) 17 - 23 3.4 Corporate Support Services, Human Resources Firefighters Recruitment Process – Additional Information (Deferred by General Committee, May 2, 2016, Item 4.1) 24 - 39 3.5 Planning and Building Services, Planning Services Application for Draft Plan of Vacant Land Condominium Approval for 29-Unit Townhouse Development at 60 Canterbury Drive; Owner: Centennial Developments (Niagara) Inc.; Agent: Upper Canada Consultants (Referred by Council following the Public Meeting, May 30, 2016, for consideration by General Committee at the meeting of June 13, 2016) Page 1 of 166 General Agenda June 13, 2016 Page 40 - 42 3.6 Transportation and Environmental Services, Engineering and Construction P15-001 Ontario Street - Award of Tender and Wastewater Budget Amendment 4. Consent Reports 43 - 47 4.1 Financial Management Services, Property Management Proposal to Declare Surplus Land, Vacant Land Adjacent to 283 St. Paul Street, Realty File: 16-12 48 - 50 4.2 Fire and Emergency Management Services, Training Attendance at the Fire Department Instructors Conference in Indianapolis, Indiana from April 18-22, 2016 51 - 56 4.3 Transportation and Environmental Services, Engineering and Construction Cushman Road Park - Parking Feasibility 57 - 58 4.4 Transportation and Environmental Services, Operations Left-turn Advanced Phase at Intersection of Niagara Street and Vine Street / Facer Street 59 - 61 4.5 Transportation and Environmental Services, Operations Traffic Calming on Henley Island Drive 62 - 67 4.6 Parks, Recreation and Culture Services, Performing Arts Centre Request for Proposal for Film House Programming Services 68 - 75 4.7 Parks, Recreation and Culture Services, Business Planning and Strategic Services Canada 150 Community Infrastructure Program - Intake Two - Centennial Gardens and Seymour-Hannah Applications [Addenda] 76 - 161 4.8 Legal and Clerks Services, Office of the City Clerk Council Correspondence Page 2 of 166 General Agenda June 13, 2016 Page 5. Report Requests and Directions for Staff 162 - 163 5.1 Resolution - City of Port Colborne, Re: Support for Resolution - Fencing Installed Along the Welland Canal *Note: On May 30, 2016, Councillor Williamson removed Council Correspondence Item 4.8, Sub-item 4, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016 164 - 165 5.2 Resolution - Niagara Region, Re: Support for Expansion of Customs Pre-Clearance Locations in Canada *Note: On May 30, 2016, Councillor Britton removed Council Correspondence Item 4.8, Sub-item 5, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016 166 5.3 Greater Niagara Chamber of Commerce, Re: Support for a Bi-National Pre-Clearance Initiative at Peace Bridge *Note: On May 30, 2016, Councillor Britton removed Council Correspondence Item 4.8, Sub-item 9, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016 6. In-Camera Session (General Committee) Council will meet In-Camera for the following purposes: verbal - personal matters about an identifiable individual, including municipal or local board employees (Deferred by Council at the meeting of May 30, 2016) a proposed or pending acquisition or disposition of land by the municipality or local board, Realty File No. 03-13, and Realty File No. 16-014 7. Adjournment Page 3 of 166 AGENDA ITEM 3.1 Corporate Report Report from Office of the Chief Administrative Officer, Administration Date of Report: May 19, 2016 Date of Meeting: June 13, 2016 Report Number: CAO-153-2016 File: 10.12.99 Subject: Update on Continuous Improvement Recommendation That Council receive the report ‘Update on Continuous Improvement’ for information. FORTHWITH Summary Following the establishment of a continuous improvement division, staff have worked together to build a continuous improvement culture in the Corporation which will result in efficiencies in staff time and financial savings. Background City Council approved a reorganization of senior staff in January 2014 which saw the creation of two new positions: the Commissioner of Corporate Services and the Commissioner of Operations. These positions were created to address a gap in long- term strategic planning and to facilitate cross-department approaches to planning, service delivery and budgeting. In February 2014, the Chief Administrative Officer (CAO) presented a report to the Ad Hoc Budget Committee which projected operational savings could be achieved through asset management, attrition and continuous improvement. A continuous improvement division was created in late 2014 by the Commissioner of Corporate Services, who seconded the City’s Billing Manager to the position of Manager of Quality Improvement. The title of the position has subsequently been changed to Manager of Business Process Improvement (BPI). This division was created without additions to the City’s staff complement by realigning responsibilities of existing positions. This was the same approach employed in creating Citizens First, the City’s centralized customer service area. Report Continuous improvement refers to an organization’s ongoing efforts to improve products, services and/or processes in order to increase efficiency and reduce costs. These savings can be small or large and include both savings in staff time and hard Report Page 1 of 3 Staff Presentation: Dan Carnegie, Chief Administrative Offic... Page 4 of 166 AGENDA ITEM 3.1 expenses. In addition to being a method for increasing efficiency, a continuous improvement approach acknowledges that opportunities for improvement are constant and that there is no end point in the search for the best approach to production or a process. In this way, continuous improvement at the City of St. Catharines is as much about changing the culture of work as it is about finding financial savings. Instead of resting on the assumption that one has developed the best process, continuous improvement pushes employees to always look for ways it can be done better. Ideally every employee in every area of the Corporation would approach their work in this manner. However in organizations which are highly regulated or where operations are dictated by legislation it can be difficult for employees to see they can have a role in continually improving the processes of their workplace. Educating City employees about their role in continuous improvement has been a priority of the Manager of Business Process Improvement. Over the course of the past year, the manager has spoken to all City staff, from frontline staff to senior management, to teach them about the concept of continuous improvement. In addition, during formal reviews conducted by the Manager of Business Process Improvement a significant amount of time is spent educating participants about continuous improvement, including an overview of Kaizen, Six Sigma and Lean principles. Approaches to continuous improvement Kaizen, Six Sigma and Lean each offer different approaches to achieving continuous improvement and can be used independently or in combination to improve a process. Kaizen is a common sense Japanese business philosophy of “change for the better”, continuous improvement and is the basis of the Toyota Production System. A Kaizen event is a facilitated, small-scope improvement activity that engages the creativity of employees to reduce waste in a work process. Lean is a management philosophy to increase the speed and quality of a process through reduction of waste. Six Sigma is a data-driven approach to eliminate errors in a process. The City has invested in the education and training of the Manager of Business Process Improvement who has achieved a Lean Green Belt designation and is now the in-house expert in continuous improvement. This train-the-trainer approach was preferred over sending a group of City employees because it allows the information to be shared with all employees, practicing and promoting continuous improvement within their divisions and applying knowledge and skills back to their work in a less costly manner. Number of reviews and results Since December 2014 more than 115 employees have participated in nine formal Kaizen events/reviews, which included Lean training. In addition, 26 informal reviews have been completed in the same time period, involving an additional 100 employees. Staff Presentation:Report Dan Page Carnegie, 2 of 3 Chief Administrative Offic... Page 5 of 166 AGENDA ITEM 3.1 Out of the 35 reviews, implementation has been completed on 24, with 11 still in various stages of completion. These reviews have resulted in close to 2700 hours in labour savings to date, meaning City staff in the areas subject to review now have additional capacity to dedicate to other projects or tasks. The reviews have also resulted in almost $250,000 in financial savings and more than $18,000 in additional revenues. Most of the savings and additional revenues are annual figures which help us to achieve improved service levels and to maintain budgets year over year. Savings will not necessarily be a line item in the budget. Resources may be realigned to find capacity and to deliver more effective and efficient services, always with the customer in mind. While the dollars may not seem significant on their own, the incremental impact of the savings are.