The role of Guelph City Council in strategy

1. The role of Guelph City Council in strategy Dr. Chris Bart, F.C.A. Principal, Lead Professor & Founder, The Directors College & Professor of Strategy & Governance, DeGroote School of Business, McMaster University

3. 20 Questions About Strategy 1.How is strategy defined at this organization? 7. Is the definition of strategy in this organization shared by all directors and management?

4. STRATEGY The Strategy for any organization includes a statement of: Mission/Purpose • - "Why do we exist?“ • - "What are we here for?" Vision – a massively inspiring, overarching, long term goal Objectives - specific targets to achieve Service/Client (or Program/Product/Market) Commitment - involves a “choice” which is both “positive” and “limiting” C.K. Bart

5. 2011 Strategic Plan Revision Process Elements • Strategic Planning – Goal Setting (May 9th) • Vision + Values + Mission • produce 2. Service Review (May 25th) Poor Good Management priority concern to address with Committees (operational reviews) Important Not important Strategic Goals (10-20) Council and ET Second SR priority First priority for Service Review (SR) Priority Goals (5-6) 3. Objective Setting (June) SMART OBJECTIVES ET with staff input INFORM 2012 BUDGET WORK PLANS

6. Remote Exercise #1Mission, Vision & Values“GOALS” City of Guelph

7. Vision: City of Guelph • To be the City that makes a difference… Acting locally and globally to improve the lives of residents, the broader community and the world.

8. Mission of the Corporation of the City of Guelph • AT THE CITY OF GUELPH:: • We build a well-designed and appealing city that celebrates a thriving economic, social, cultural and environmentally-sustainable community • We engage the community to ensure an accountable, transparent and accessible organization • We provide quality, innovative and valued services in a fiscally responsible manner • We support the role of business by creating an environment for a resilient and diversified economy • We are recognized as a top employer by treating employees with the same level of respect and commitment which they are expected to deliver to the community.

9. Values: City of Guelph • integrity in our relationships • excellence in our service, and  • wellness for our people.

10. Goals & Strategic Priorities • To build a well designed and appealing city • To build and celebrate a: • thriving, resilient and diversified economic community that supports the role of business, (#1) • thriving social community, • thriving cultural community and • environmentally sustainable community • To engage the community (#3) • To be an • accountable organization, • transparent organization and • accessible organization (#2) • To provide : • quality services, • innovative services and • valued services in a fiscally responsible manner (#4) • To be recognized as a top employer (#5) • To treat employees with the same level of • respect and • commitment which they are expected to deliver to the community. • To achieve integrity in our relationships • To achieve excellence in our service delivery (#6) • To achieve wellness for our people. • To be the City that makes a difference • To acting locally and globally • To improve the lives of residents, the broader community and the world.

11. Remote Exercise #2 City Services Evaluations

12. STRATEGY The Strategy for any organization includes a statement of: Mission/Purpose • - "Why do we exist?“ • - "What are we here for?" Vision – a massively inspiring, overarching, long term goal Objectives - specific targets to achieve Service/Client (or Program/Product/Market) Commitment - involves a “choice” which is both “positive” and “limiting” C.K. Bart

13. What businesses are we in? • What services do we offer? • Are we offering the right services? • Are we offering the current services the right way i.e. that residents value?

15. Strategic Questions for Management • How well does Council’s “perceptions” align with Management’s information and knowledge? • How does Guelph’s current city services align with and contribute to the 13 MVV goals and 6 priorities? • To what extent does each city service satisfy the following 2 MVV goals: • Achieve excellence in service (using the SMART Objective setting process) • Provide valued services in a fiscally responsible manner • What services should we be in? not in? • For the services we want to provide, how should we deliver/provide them? • What level of investment should we make?

16. Remote Exercise #3 Creating SMART Objectives

17. STRATEGY The Strategy for any organization includes a statement of: Mission/Purpose • - "Why do we exist?“ • - "What are we here for?" Vision – a massively inspiring, overarching, long term goal Objectives - specific targets to achieve Service/Client (or Program/Product/Market) Commitment - involves a “choice” which is both “positive” and “limiting” C.K. Bart

18. Is strategy actionable ? The Biggest Concern!! • Mission, Vision and Values are clear • Strategic Goals and Priorities are set BUT……..

19. Objectives

20. Goals & Strategic Priorities • To build a well designed and appealing city • To build and celebrate a: • thriving, resilient and diversified economic community that supports the role of business, (#1) • thriving social community, • thriving cultural community and • environmentally sustainable community • To engage the community (#3) • To be an • accountable organization, • transparent organization and • accessible organization (#2) • To provide : • quality services, • innovative services and • valued services in a fiscally responsible manner (#4) • To be recognized as a top employer (#5) • To treat employees with the same level of • respect and • commitment which they are expected to deliver to the community. • To achieve integrity in our relationships • To achieve excellence in our service delivery (#6) • To achieve wellness for our people. • To be the City that makes a difference • To acting locally and globally • To improve the lives of residents, the broader community and the world.

21. Criteria for Good Objectives S. M. A. R. T.

22. SMART Objectives Process • SMT identifies a "comparator Group" for the City of Guelph i.e. cities/towns with similar characteristics to Guelph (SMT lists the characteristics and must be prepared to justify to Council the choices in the comparator group). • SMT identifies a set of 2-4 SMART measures which are readily/easily available for measuring the "current state of Guelph" in relation to EACH of the goals identified in the new MVV....but especially the 6 strategic priorities. • SMT calculates the median performance of the comparator group in relation to each of the SMART measures associated with the goals and strategic priorities ....and identifies the best performing city. • SMT makes a recommendation (with justification) to Council for what the "performance targets" should be for Guelph in relation to each of the SMART measures for the next 12 months and for end of term.

23. Don't know theory of leadership • Why organizational members don't behave the way they are needed or required to act.... • Don’t know what to do • Don't know why they should do it • Don't know how to do it • Don't care • No report card/measurement system • No reward (that is valued) • Don't get it (recruitment and retention)

24. #1 Business Best Seller 2010 (Globe & Mail, January 11, 2011) “Books for Business” Best seller list… 125 months 2003-11

25. To contact Dr. Chris Bart: Phone: 905 515 6399 Fax: 905 308 8284 Email: dr.c.k.bart@gmail.com