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Core Services Review eTown Hall

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For the questions asked during the eTown Hall, please view the video above. For a list of the feedback submitted electronically, called in and mailed to us before and during the event, see the link below:

eTown Hall - Core Services Review 2016 - Questions and Comments

Core Services Review Information

For a brief overview of individual recommendations and actions, download the summary report (17 pages).
Core Services Review Summary

Need more details?  For a complete breakdown of the entire Core Services Review, download the final report (245 pages).
Core Services Review Final Report

Need more information?  Visit our Core Services Review Information Webpage.
Core Services Review Info

 

Recommendation Topics

Council Actions

1 Strategic Plan

1.C.1 Adopt the 2012 vision created or create a new one. Identify no more than six strategic priorities for the period 2016 to 2019 (one year into the next Council’s term). (Refer Strategic Planning, Operational Planning and Budgeting, page 37)
1.C.2 Articulate the full range of community goals and identify and link the City’s program outcomes to these. (Refer Performance Measurement, page 51)

4 Finance Policies

4.C.1 Develop a philosophy on the City’s use of debt to fund major capital and infrastructure projects. (Refer Financial Policies, page 68)
4.C.2 Provide governance oversight on the City’s investment portfolio. (Refer Financial Policies, page 68)

9 Community Partnerships

9.C.1 NEDC (Refer NEDC, page 120 and 121)
  1. Continue to support a community-led and –governed economic and tourism development organization.
  2. Continue City level of funding beyond 2017 contingent on a new five-year strategic and accountability plan.
9.C.2 DNBIA - Discontinue the City Grant, and replace it with project specific grants as justified. (Refer DNBIA, page 125)
9.C.3 VICC (Refer VICC, page 130)
  1. Continue to support the VICC in its present form
  2. Develop and implement a credible marketing destination strategy in a collaborative effort with all interested parties.
  3. Attract a quality hotel with any city funding contingent on development of the destination strategy above
  4. Develop and monitor a revised mandate for the management of VICC with defined performance measures
  5. Develop a new management contract containing stronger performance incentives prior to the expiry of the existing contract in 2017

11 Efficiencies & Streamlining

11.C.1 Buy 6 more new automated trucks & bins in the near future to realize potential one-time cost savings of $255,000. (Refer Sanitation, page 77)

Staff Actions

1 Strategic Plan

1.A.1 Develop a four year, rotating Corporate Operations Plan. Departments to prepare 2017– 2019 Operating Plans for each business unit. (Refer Strategic Planning, Operational Planning and Budgeting, page 37)
1.A.2 Prepare an implementation plan to introduce multi-year budgeting, leading to four-year budgeting that coincides with the terms of councils. (Refer Strategic Planning, Operational Planning and Budgeting, page 37)
1.A.3 Create a position with the responsibility of developing and coordinating strategic and operational planning processes. (Refer Strategic Planning, Operational Planning and Budgeting, page 37)
1.A.4 Develop and implement the plans and resources needed to conduct a facilities master plan and parks and recreation master plan. (Refer Asset Management, page 43 and Parks, Recreation & Environment, page 99)
1.A.5 Develop a long term Social Wellness strategy. (Refer Police Support Services, page 86, and Parks, Recreation & Environment, page 99)

2 Policy Framework

2.A.1 Adopt the 2012 vision created or create a new one. Identify no more than six strategic priorities for the period 2016 to 2019 (one year into the next Council’s term). (Refer Strategic Planning, Operational Planning and Budgeting, page 37)
2.A.2 Foster greater compliance to Purchasing Policies. (Refer Purchasing and Contract Administration, page 48)
2.A.3 Develop a clear policy with Council on sponsorships, naming and partnering so that revenues may be increased without cost to residents. (Refer Parks, Recreation & Environment, page 99)
2.A.4 Need to clarify Bylaw 7073 on Fees charges, rentals and leasing (Refer Parks, Recreation & Environment, page 99)

3 Staff Capacity

3.A.1 Develop a Strategic Organization Development Plan to address employee recruitment, retention, appraisal, succession, development and training needs. (Refer HR Recruitment, Retention, Succession Planning & Training page 57)
3.A.2 Seek to provide greater flexibility in staffing and resource allocation in the Collective Agreement. (Refer HR Compensation, page 65)
3.A.3 Conduct operational reviews of each Municipal program, beginning with those that were not in scope of the Core Services Review, with a target of conducting one or two of such reviews each year. (Refer Strategic Planning, Operational Planning and Budgeting, page 37)
3.A.4 Work with CUPE to ease scheduling issues with aquatics staff, and enhance the capabilities of supervisors in conjunction with CUPE. Alternatively, if this cannot be done consider more assistant managers. (Refer Parks, Recreation & Environment, page 99)
3.A.5 Amend the Exempt Management Policy to provide an alternative method for establishing management wage increases, job evaluation & adjusting the movement within Salary Range Provisions. (Refer HR Compensation, page 65)
3.A.6 Amend the Management Terms & Conditions of Employment Bylaw to reduce the banking of vacation days. (Refer HR Compensation, page 65)
3.A.7 Establish a policy on contracting in and the criteria that would have to be met before this could take place. (Refer HR Compensation, page 65)

4 Finance Policies

4.A.1 Develop a plan to fund asset renewal requirement post-2017, giving consideration to continuing the current 1% tax charge, amending the value upward or downward, and/or using debt. (Refer Asset Management, page 45)
4.A.2 Continue plans to implement modified zero-based budgeting. (Refer Strategic Planning, Operational Planning and Budgeting, page 37)
4.A.3 Incorporate the City’s Debt philosophy in developing a comprehensive Debt Policy. The Debt policy should be integrated with other financial policies including operating and capital budget policies. (Refer Financial Policies, page 68)
4.A.4 Develop a comprehensive revenue policy and cost allocation model that enables the City to fully understand its cost of service delivery. (Refer Financial Policies, page 68)
4.A.5 City should follow its Investment Policy and prepare investment reports and provide updates to Council on a regular basis. (Refer Financial Policies, page 68)

5 Infrastructure

5.A.1 Implementation of a common maintenance management system for all City assets should be agreed upon. (Refer Facilities Management Planning and Operations, page 95)
5.A.2 Implement the planned computerized maintenance management system and integrate it with asset management and work management tools, GIS and financial systems. (Refer Asset Management, page 43 and Transportation Operations, page 73)
5.A.3 Upgrade FleetFocus to a newer version to support downtime measurement and ensure appropriate training. (Refer Fleet Services page 82)
5.A.4 Re-deploy alternatively-sourced GPS technology in all City vehicles. (Refer Fleet Services page 82)

6 Integrated Maintenance

6.A.1 Consolidate all facility management responsibilities for all City of Nanaimo facilities in one department. (Refer Facilities Management Planning and Operations, page 95)
6.A.2 Consolidate Police Support Services building maintenance staff with the facility maintenance unit. (Refer Police Support Services, page 86)
6.A.3 Develop and implement the plans and resources needed to bring facility and parks assets to the same level of asset management as is being achieved currently and planned in the future for linear assets. (Refer Asset Management, page 45)
6.A.4 Assess options for the planned maintenance management application including developing a strategy to integrate with asset management and work management tools, GIS and financial systems. (Refer Asset Management, page 45)

7 Integrated Purchasing

7.A.1 Standardize purchasing processes and tools. (Refer Purchasing and Contract Administration, page 48)
7.A.2 Identify opportunities for aggregating purchases of common categories across departments. (Refer Purchasing and Contract Administration, page 48)
7.A.3 Coordinate all vehicle rentals in Fleet Services. (Refer Fleet Services page 82)

8 Performance Measures

8.A.1 Report existing service level targets, identifying the source of each and reporting performance against these. Develop targets for outcome and efficiency measures. Report measures only relative to previous years’ performance and targets set by the City of Nanaimo. Ensure measures are comparable across organizations before reporting in relation to other jurisdictions. (Refer Performance Measurement, page 51)
  1. Establish and Track Outcomes, Service Levels & Performance Measures. (Refer Building Permits and Inspections, page 108 and Subdivision, Development, Land Use Planning & Approvals, page 113)
  2. Parks & Fleet - In the short term, ensure that performance measures at an outcome level are developed and reported. In the longer term, develop a suite of performance measures linking asset management and service levels to customers. (Refer Asset Management, page 45)
  3. Fleet - Amend cost centre definitions so that predictive/scheduled maintenance and unscheduled repairs are tracked. (Refer Fleet Services page 82)
  4. Adopt Council-approved targets for key outcomes and activities. (Refer Transportation Operations, page 73)
8.A.2 Establish priorities so that measures are first developed for outcomes and service levels for all programs – a top-down process – and that these are reported annually to Council and the public. Following this, more detailed measures supporting governance and senior management roles should be developed. (Refer Performance Measurement, page 51).

9 Community Partnerships

9.A.1 Explore opportunities to attract the Y to Nanaimo and other partnership opportunities with the school board, RDN and the Snuneymuxw First Nation. (Refer Parks, Recreation & Environment, page 99)
9.A.2 Give the Harewood Community Centre to another Community group. (Refer Parks, Recreation & Environment, page 99)

10 Grant Mandates & Monitoring

10.A.1 Review the NEDC grant in the context of an updated strategic plan for the City and for NEDC, and in relation to comparable municipalities. (Refer NEDC, pages 120 and 121)
10.A.2 Understand and consider all forms of financial assistance (PTEs, grants and submarket rents) received by applicants when providing funds. No cap should be applied to PTES. (Refer Permissive Tax Exemptions & Grants page 104)
10.A.3 To ensure maximum consistence in calculating financial support to benefitting organizations, provide an estimated value for property tax and sub market rents if they are not otherwise available. (Refer Permissive Tax Exemptions & Grants page 104)
10.A.4 Improve the level of financial scrutiny in respect of major operating subsidies, including clarification of mandates and expectations against which performance can be measured. (Refer Permissive Tax Exemptions & Grants page 104)
10.A.5 Review of PTEs should last 5 years rather than 3. (Refer Permissive Tax Exemptions & Grants page 104)
10.A.6 Landlords of tenants receiving PTE should be obliged to report change of occupancy or face repayment of any PTE received after the tenant leaves. (Refer Permissive Tax Exemptions & Grants page 104)
10.A.7 Consider not renewing the assistance given to the Island Corridor Rail Foundation, in light of the RDN decision to cease funding this organisation.(Refer Permissive Tax Exemptions & Grants page 104)

11 Efficiencies & Streamlining

11.A.1 Through Reducing Positions
  1. Eliminate the vacant management position. (Refer Bylaw and Parking Services, page 91)
  2. Eliminate the culture and heritage group director position. (Refer Permissive Tax Exemptions & Grants page 104)
  3. Eliminate four prisoner guard positions (Refer Police Support Services, page 86)
11.A.2 Through Increasing Revenues
  1. Negotiate agreements with the Province and Federal Government/RCMP to reimburse the City for costs of supporting non-municipal Nanaimo RCMP Detachment members. (Refer Police Support Services, page 86)
  2. Renegotiate parking fees with hotels. (Refer Bylaw and Parking Services, page 91)
  3. Clarify Bylaw 7073 and increase arena charges to be in the top 2 or 3 on Vancouver Island, Increase rates for commercial users to the highest amount the market will bear and ensure that commercial uses do not displace public uses. (Refer Parks, Recreation & Environment, page 99)
11.A.3 Through Consolidating Space Requirements
  1. Close the CPSO office and move staff to SARC. (Refer Bylaw and Parking Services, page 91)
  2. Prepare a Facilities Master Plan (Refer Asset Management, page 45)
  3. Sell 89 Prideaux and relocate to the Public Works offices when they are rebuilt.(Refer Parks, Recreation & Environment, page 99)
11.A.4 Through Rationalizing Service Levels
  1. Close the Departure Bay Activity Centre to avoid capital expenditure of $2.1 million and accommodate users elsewhere. (Refer Parks, Recreation & Environment, page 99)
  2. Consider closing Beban pool for 3 months in summer instead of one month to reduce costs. (Refer Parks, Recreation & Environment, page 99)
11.A.2 Through Operational Improvements
  1. Capital Project Development, Planning, Budgeting & Management (page 42)
    1. Modify Project Scope Sheets, created for all except Preliminary Projects to include additional information
    2. All projects for which a project charter is to be developed should specify the expected estimating confidence at each stage of project development. Capital projects which are identifiable but for which scope and initial project estimation have not been made should be categorized in the Capital Plan as “Preliminary Projects” and costed at best estimate plus 100% for financial planning purposes.
    3. Develop criteria for assessing applicability of alternative project delivery models and include assessment of approved processes in project chartering for applicable projects.
  2. Purchasing and Contract Administration (Refer page 48)
    1. Foster increased usage of Purchasing Cards (PCards)
    2. Automate replenishment orders.
  3. Transportation Operations (refer page 73)
    1. Develop and bring forward business cases and budgets to Support increased use of thermoplastic pavement markings and purchase of an asphalt milling machine.
  4. Fleet Services (Refer page 82)
    1. Re-write Vehicle Utilization Policy, Amend Vehicle Allowance Policy and increase availability of assigned or pooled City vehicles, estimated to save $110,000 annually
    2. Implement a 12:00 (noon) to 8:00 p.m. shift for mechanics
    3. Improve data sources to be able to analyze optimum fleet replacement timing, estimated to result in savings of $32,546 annually.
    4. Modify fuel use reports to Directors and the CAO to show year-over-year comparisons for each unit
  5. Police Support Services (Refer page 86)
    1. Consolidate the Financial Analyst with the existing Financial Analyst that supports PRE and E&PW into Financial Services.
  6. Bylaw and Parking Services (Refer page 91)
    1. Add consulting expertise as needed for technology and parking planning.
    2. Cease payments of $78,000 to VICC for security.
  7. Parks, Recreation and Environment (Refer pages 99 & 100)
    1. Provide additional planning and marketing resources.
    2. Seek a program for low income users that is easier to administer than LEAP.
    3. Develop policy to resolve conflicts between user groups relative to facility use and scheduling.
    4. Add marketing capabilities to optimize facility.
  8. Subdivision, Development, Land Use Planning & Approvals (Refer page 113)
    1. Improve Coordination between Service Centre and other Community Development sections.
    2. Consider the Establishment of a Formal Pre-Consultation Process to Start Development Application Review Process.
 

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