Communication in a Local Government Setting

1. Communication in aLocal Government Setting Presented by Dick Isabelle, CAO Town of Oromocto to Annual Conference June 2014

2. Verbs of Communication

3. 30 Years in the Army • Tactical • Operational • Strategic

4. The Tactical Level

5. The Tactical Level Specific Tasks Drills Processes Procedures Situation Reports Critique the event Evaluate Performance

6. Orders! Situation Mission Execution Tasks Resources Support Communications

7. The Operational Level

8. The Operational Level

9. The Operational Level

10. The Operational Level

11. Orders! Situation Mission E xecution Tasks Resources S upport C ommunications

12. The Operational Level Policies Major Projects Programs Annual Reports Evaluate Performance Opportunities for Improvement

13. The Strategic Level Blue Sky Thinking The thirty thousand foot view

14. The Strategic Level Provide direction through policies, program mandates and laws Move from project management to program management Set expectations through: 5 – 10 year strategic plans Visions and Values Strategic goals and objectives Annual Measurables

16. Client Service

17. Department of Public Safety Police, Fire and Emergency Services

18. Department of Public Safety Police, Fire and Emergency Services Program Management and Policy Development Legislative Changes Sensitivity to the Political Agenda Stakeholder Engagement Media Relations

21. Fredericton Daily Gleaner - June 10th 2011 • Isabelle Inherits Divided Council • Problems / Spats abound at Oromocto Town Hall. • Reports of a dysfunctional and poisonous work environment. • Model Town is a Model of Dysfunction • - This week we learned that dysfunction reigns within Oromocto Town Council and between council and municipal staff. • Of course, many within the organization, and outside it, have opinions about exactly what’s gone wrong. • Is it the holding back of information by staff when Council requests it? • Is it that some councillors are trying to be the Town’s administrators and run everything? • Is it unreasonable demands made of staff by councillors? • Is it a lack of communication, a lack of respect, a lack of team-building skills or way too much ego?

22. Fredericton Daily Gleaner - June 10th 2011 I said: I understand how important it is for the town that this be addressed and that’s my responsibility to address it. Our goal has to be a happy and healthy workplace and a very strong relationship between elected officials and the town staff and, similarly, within town staff. In my experience, the key to that is just really strong communications between all of the parties, all of the interests. It is my job to ensure those communication lines are in place and they’re constantly fostered.

23. Other Opportunities: Several recent or ongoing harassment complaints 1 – 2 grievances per month from the firefighter union Consequences: Outdated policy manual Outdated by-laws Limited performance evaluation Limited public engagement Not much joint planning, other than Emergency Planning No long term plans, other than the Municipal Plan

24. Respectful Work Place Team Approach to Planning and Problem Solving Functioning Labour – Management Process A Framework for Consistency Clear Processes, Procedures, Policies and By-laws Improved Citizen Engagement Positive Media Relations A Long Term View

25. Verbs of Communication

26. QUESTIONS?