corporate services, strategy, risk and accountability

Corporate Services, Strategy, Risk and Accountability Committee Meeting

Addendum

Date: October 8, 2020Time: 9:30 amLocation: Council Chambers - members participating remotely

Pages

4. Regular Items:

4.1. COVID-19 emergency response verbal update (CSSRA-10-20)

a. Staff presentation regarding COVID-19 emergency responseverbal update (CSSRA-10-20)

1 - 16

4.2. Corporate project status updates (CM-30-20)

a. Staff presentation regarding corporate project status updates(CM-30-20)

17 - 32

COVID-19 Emergency Response: Update

as of October 7, 2020

Corporate Services, Strategy, Risk & Accountability Committee

October 8, 2020

CSSRA-10-20

1

Report Projection – November 2020 Environment, Infrastructure and Community Services CommitteeMeeting Date – November 9, 2020

Consent Agenda

• Significant Storm event by-law

• Public Tree Removal Report - 2477 Queensway Drive

Regular Agenda

• Facility Operations External Audit Summary and Section Overview

• Fireworks By-Law Update

• Beachway Park Parking Management

• Lowville Park Parking Management

• Leasing Matters (COVID-19 Related)

• Update on City Hall First Floor Design Concepts

• Gypsy Moth Management Update

• Boundary Road Agreement with the City of Hamilton

Confidential • No reports at this time

Community Planning, Regulation and Mobility Committee/Public MeetingMeeting Date – November 10, 2020

Public Meeting

• Brownfield Community Improvement Plan

Regular Agenda• Update for Noise By-law• Update for Property Standards By-law• Recommendation Report for 4063 Upper Middle Road• Recommendation Report for 961 & 970 Zelco Drive and 4425 South

Service Road• Transit Five Year Business Plan (2020-2024)• Sidewalk Warrant and Local Improvement By-law Update• Cycling Plan Update

Confidential • No reports at this time

Legislative Update

2

Report Projection – November 2020 (continued)

Corporate Services, Strategy, Risk and Accountability CommitteeMeeting Date – November 12, 2020

Consent Agenda• Quarterly status report – September 30, 2020

• Property tax write-offs

Regular Agenda• COVID-19 emergency response (verbal)

• Service Re-design Interim Modifications and Resumptions 2021 rates and fees

• Bill 197 Covid-19 Economic Recovery Plan

• Rates and Fees

• Procedure By-law Amendments

• 2021 Council Schedule

Confidential • COVID-19 emergency response verbal update (if required)

• L-25-20 Confidential Legal Advice Respecting a Planning Matter

• L-26-20 Confidential Legal Update on an Insurance Matter

• L-27-20 Confidential Strategic Land Report

• L-29-20 Confidential litigation update – June 1 to Sept. 30, 2020

• F-38-20 Confidential contingency report

Community Planning, Regulation and Mobility CommitteeMeeting Date – November 17, 2020

• New Official Plan Regional modifications (Not a Statutory PublicMeeting)

November 16, 2020

• Strategic plan check-in and review #1 (PM)

November 24, 2020

• Strategic Plan Check-in and Review #2 (AM)

• Risk Governance Framework (PM)

Council Workshops

3

COVID 19 Financial/Budget Update

Joan Ford,

Chief Financial Officer

4

COVID 19 Property Tax Collection Update

August 20th Instalment $110.2M (City, Region & Education)Collections to Oct 1st $ 104 MCollection Rate 94.5% (Sept 2019 95.7%)

Tax Relief Extension for Waiving Penalty and Interest ended August 31, 2020. Final property tax instalments delayed to Aug. & Oct. (previously June & Sept.)

Deferral PAP Plan (Monthly Aug to Dec 2020): 249 accounts representing $1M of the outstanding August instalment

Penalty & Interest Revenue to end of September $895,590 (2019 $1,832,557)

5

Additional Property Tax DataAugust Installment Outstanding as of Oct 1, 2020

Deferral Program as of Oct 1, 2020

Class August Levy Total August Outstanding % of August Levy

COM $19,056,559.69 $1,586,002.81 8%

IND $13,911,902.92 $479,372.94 3%

RES $70,533,543.63 $3,836,412.25 5%

MULTI-RES $6,332,926.74 $137,072.39 2%

FARM $357,069.58 $41,649.41 12%

TOTALS: $110,192,002.56 $6,080,509.80 6%

Class # Enrolled August Installment Outstanding % of August Outstanding

COM 55 $881,623.75 56%

IND 15 $21,380.29 4%

RES 159 $19,901.92 1%

MULTI-RES 20 $48,335.27 35%

FARM $0.00 0%

TOTALS: 249 $971,241.23 16%

6

COVID 19 Cash Flow Update

Cash Flow Projections (October 2/20)2020 2018/2019

Sept 30th $58.5M* $19.0MOct 31st $50.0M** $29.7M Nov 30th $47.6M*** $48.1M Dec 31st $19.8M $13.0MJan 31st (2021) $13.7M $16.4M

* Includes School Board’s remittance of $30.3M** Assumes Region’s remittance of $35.5M***Includes balance of funding for Safe Restart Agreement of $4.5M (Transit funding of $1.6M was

received on September 29th)

7

Updated Year-end Projections

8

Revenue Losses/COVID costs

9

Mitigation Measures

10

Economic Update Briefing

Anita Cassidy

Executive Director, Burlington Economic Development Corporation

11

COVID-19 Business Support & Economic Recovery

• Digital Service SquadLaunched – Sept. 22

• Burlington Safe RestartProgram Launching –Sept. 29

• Continued focus onBERN & coordinatedCOVID-19 support fromTeam Burlington

• Increasing focus oncross border andimmigration enquiries

IMMIGRATION SUPPORT GUIDE

12

http://bedc.ca/wp-content/uploads/2019/09/Immigration-Support-for-Burlington-Companies-PDF.pdf

Burlington Baseline Analysis & Covid-19 Economic Impacts

• Baseline research:

– Burlington

– Select sectors

• Impact analysis

• Sector-specific SWOT analysis

• Business trends research

• Recommendations

Executive Summary Report Available here

13

https://bedcca-my.sharepoint.com/:b:/g/personal/anita_bedc_ca/EYJ1uaD8jbhJocDq1mRw08wBWO1eOcYCNl5_rkJSqsGZQA?e=bxkVBR

Burlington Economic Recovery Network

• May – August: 10Specific SectorStakeholder Sessions

• August – September:3 Key ThemesSessions

• August - BurlingtonBaseline & COVID-19Impacts Analysis

• September 24th: BERNStreeting Committee

• Q4: Strategy and KeyPolicy and AdvocacyRecommendations

Priority Areas Emerging1. Working in the Business - Consumer Confidence & Hospitality Industry

• Local actions – support to extend patio season and increase consumer confidence ondining inside and outside

• Advocacy – Travel and dining incentives programs from fed/provincial

2. Working on the business – Business Systems & Models• Local Actions

‒ Succession Planning support networks, training and match making‒ Peer 2 Peer Learning groups & hands on virtual learning

3. Supporting the Future of Business – Entrepreneurial/Business Support• Local Actions

‒ Reimagining business support programs across Team Burlington and TechPlace ecosystem‒ Reducing Red Tape for small business

• Advocacy – Childcare strategy, long term programming support, clarity on cross bordertravel for business

14

Service Re-design Update

Sheila Jones,

Executive Director Strategy, Risk & Accountability

15

Questions

16

Managing Change With You…not to you!Stephanie Venimore, Business Performance Manager, Certified Change Management PractitionerJosy Jamieson, Master Instructor and Sr. Change Advisor with Prosci Canada

CM-30-20CSSRA October 8, 2020

17

Why the Need for Change Management?

Working Remotely

Climate Action Plan

Service Redesign–CoVid 19 Impacts

Ongoing Business Process Changes (DAAP)

New Technology Solutions

Evolving the Organization

Customer Experience and CRM

ERP The Official Plan

Burlington Economic Development Review

EAMS• Frustrated staff and lack of motivation to adopt the

new changes.

• Wasteful use of resources and project budget with extended timelines and repeating project phases

• Unsatisfied community and customers

• Errors and misinformation

• Increased reputational risk to the organization

• Increased confusion and disconnection between departments and processes

• Inefficiencies

• Staff burn out and increased employee turn over

V2F Initiatives

This is what happens without Change Management…

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© Prosci. All Rights Reserved. 3

Unstructured Change

Actively Managing Change

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An organizational move to a future state

Transition

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Current Future

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Current Transition Future

Ultimately requires individuals to move from their own current to their own future

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Impact is individual

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Current Transition Future

Ultimately requires individuals to move from their own current to their own future

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Currentstate

Transitionstate

Futurestate

Unified Value Proposition: ALIGNMENT

Technical Side

People Side

ResultsOutcomes

Success

Design

Deliver

Develop

Embrace

Use

Adopt

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Ten aspects of change impact

Processes

Tools

SystemsCompensation

Performance Reviews

Reporting Structure

Critical Behaviors

Job Roles

Location (or workplace)

Mindset/Attitudes/Beliefs

Aspects of a Person’s Job You

Can Impact

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AwarenessA

DesireD

KnowledgeK

AbilityA

Reinforcement®R

The Five Building Blocks for Successful Change

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Prosci®

ADKAR® Model

A

R

A

K

D

ADKAR element: Definition: What you hear: Triggers for building:

Awareness Of the need for change “I understand why…”Why?Why now?What if we don’t?

DesireTo participate and support the change

“I have decided to…”WIIFMPersonal motivatorsOrganizational motivators

Knowledge On how to change “I know how to…”Within context (after A&D)Need to know duringNeed to know after

AbilityTo implement required skills and behaviors

“I am able to…”Size of the K-A GapsBarriers/CapacityPractice/Coaching

Reinforcement To sustain the change “I will continue to…”MechanismsMeasurementsSustainment

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Key Roles in Change Management

Emp

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Enab

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Responsibilities During Change

Effectively sponsor change (ABCs)

Apply structured process and tools, empower others

Design, develop and deliver for adoption and usage

Effectively support direct reports in change (CLARC)

Embrace, adopt and use change

Key Change Enabling Roles

Senior Leaders

Change Practitioners

Project Teams

People Managers

Front-Line Employees

Emp

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e-

faci

ng

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Preferred Senders of Change Messages

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Initiate, authorize, fund, and legitimize

change initiatives

Support your direct reports on their own

change journeys

Sponsor

H E L L Omy ROLE is

PeopleManager

H E L L Omy ROLE is

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The Sponsor Role – Leading Change

A

B

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Working Together : The Technical Side and The People Side

Change Initiative and Projects

Change Management

Process:

• Initiation

• Planning

• Design

• Implementation

• Closure

Outputs:

• Interviews/assessments

• Design documentation

• Business case and Reports

• Work breakdown structure (process)

• Budget estimations

• Resource allocation

• Schedules

• Tracking

Process:

Organizational:

• Preparing for change

• Managing change

• Reinforcing change™

Individual:

• ADKAR®

Outputs:

• Individual change model

• Readiness assessment

• Communications plan

• Sponsor Roadmap

• Coaching plan

• Resistance management

• Training plan

• Reinforcement

Focus:

Design to Operation side of moving from current state to future state

Focus:

People side of moving from current state to future state

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Change Management is about User Adoption

Acknowledge and Attend to the Individual Change Journey

There are Roles Beyond the Project Team

Structure Prevents Chaos

Key Messages: Change Management

1

2

3

4

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To be an organization that thrives in an ever changing environment.

To support the project ROI and we have a lot of projects!

To successfully equip people impacted by the change so they can adopt and bring the change to life.

To mitigate risk and increase the likelihood of project success.

To take the chance out of change.

To treat our employees right, our employees are our most important asset, we need to focus on them during change.

Why the Need for Change Management at the City of Burlington?

What’s Next?

DeployRefineTestDefine

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