In 2021, Deloitte LLP Canada conducted a review of six City service areas to identify opportunities for savings and innovation that will enable the City to reinvest those gains in the community and to accomplish more using existing resources. The six services reviewed were:
· Parks
· Procurement
· Fleet
· Facilities
· Roadways
· Information Technology
Fourteen opportunities were selected as priorities to be steered by a newly formed Transformation Office. Implementation of all 14 opportunities is underway and the Transformation Office will report to Executive Committee on a quarterly basis showcasing several opportunities and reporting on progress.
This first report provides an update on the three opportunities Deloitte LLP identified as foundational to advancing service and performance culture across the organization. In the first quarter of 2022 and in accordance with the Efficiency Review Implementation Plan provided to City Council on February 16, 2022, Administration established a Transformation Office, clarified service definitions and KPIs for six services and procured a project manager for the Customer Relationship Management (CRM) solution.
Transformation Office
The implementation of a Transformation Office is the first and most foundational of Deloitte LLP’s recommendations. The purpose of the Office is to champion a culture of innovation and collaboration while implementing efficiency improvements and large-scale change with the goal of making the City service and performance focused. Large-scale change opportunities and incremental service improvements are being anchored on four pillars:
· Digital
· Innovation
· Big data
· Experience (resident and employee)
Administration committed to having a Transformation Office in place by the end of the first quarter of 2022. This milestone was achieved: the Office is established and working on the implementation of the Efficiency Review opportunities.
The Transformation Office is implementing a communication and engagement strategy focused on building a service and performance culture. Comprehensive engagement is needed to successfully deliver the work of the 
Transformation Office. Engagement is being approached through a multifaceted lens, considering the community, leadership across the organization and employees at all levels throughout the organization.
Community: Resident and stakeholder perspectives are critical to understanding today’s experience with City services and programs, as well as what is expected. The following touchpoints are planned for the second quarter:
· Focus groups to understand community expectations of the City, identify areas for improvement, and to probe more deeply on feedback collected through the Citizen Satisfaction Survey.
· Providing information and building awareness of what the City aims to achieve with transformation.
· A portal on BeHeard Regina, the City’s public engagement platform.
Leadership across the organization: It is vital that all leaders are advancing operational excellence and learning together. The Transformation Office is building capability at the leadership level. During the first quarter, senior leaders participated in the following sessions:
· Several sessions have been provided on Agile methodology: which is an approach to delivering work incrementally and more rapidly. This more agile approach to change and initiative implementation leverages risk as a tool for more informed decision making and builds a culture of delivering accelerated, tangible value to residents, stakeholders and employees.
· Info-Tech, a leading technology research firm, facilitated a four-day comprehensive workshop with key leaders during the week of January 24, 2022. Leaders established a shared vision for the Customer Relationship Management (CRM) solution, as well as identified key business and technology drivers, and metrics to measure success. In addition, leaders jointly determined priorities, governance and the roadmap forward.
· Deloitte LLP delivered key performance indicator (KPI) training to senior leadership that focused on why KPIs are important and how they can be used to gauge 1) whether residents are getting what they need, 2) how well the City is doing in delivering current services, 3) how the City is managing its finances and 4) how well the City is advancing its strategy.
Plans for the second quarter are underway and include hosting a leadership forum to build collective leadership for a service and performance culture.
Employees at all levels, across the organization: During the first part of 2022, engagement has occurred with union and association leaders participating in discussions with the Transformation Office. Discussions have taken place with the Civic Middle Management Association (CMM), the Regina Civic Members’ Union (CUPE Local 21), the City Hall Administrative Staff Union (CUPE Local 7) and the Amalgamated Transit Union (ATU Local 588). The Transformation Office values these ongoing dialogues with union and association leaders and will continue engagement as work advances.
Employees are the heart of the City’s service delivery. Engaging with employees to hear their ideas about how we can improve delivering City services is a must. The initial focus is on employees within the six areas reviewed. The Transformation Office will be working with the six service areas to identify employee touch points throughout the implementation of the opportunities.
Clarification of Service Definitions
Clarification of service definitions is the second foundational opportunity. By the end of the first quarter of 2022, Administration committed to defining services and key performance indicators (KPIs) for the six services that were part of the Efficiency Review. This milestone was achieved.
This work is fundamental to a shift toward a service and performance culture. To expedite the implementation, Deloitte LLP Canada was engaged. Service definitions and service level KPIs have been defined for the following six services:
· Parks
· Procurement
· Fleet
· Facilities
· Roadways
· Information Technology
Over the next three months, all customer-facing services will have service definitions and service level KPIs defined. Once these are established, the methodology will be applied to all remaining City services with all work being completed by or before the end of 2022.
As this work proceeds, the Transformation Office is concurrently applying the learnings from the Harvard Bloomberg Data Track to formalize a performance measurement program for the City of Regina by or before the end of the third quarter of 2022.
Customer Relationship Management System
Fundamental to improving our service culture is implementation of a modern Customer Relationship Management (CRM) solution. These systems can automate processes, reduce wait and call times, and improve service levels. They can also significantly advance digital self-serve options, offering a consistent user experience to complete online transactions in an accessible, easy to use and cost-effective way.
Work in the first quarter of 2022 was focused on the planning and preparation stages of the project. A Project Manager was procured through a competitive Request for Proposals (RFP) process. The team has been refining requirements and a draft RFP for a software solution will be in market in the second quarter of 2022.
On February 16, 2022, City Council approved report CR22-12, Efficiency Review Implementation Plan, which approved funding for Administration’s implementation of 14 priority efficiency initiatives identified through Deloitte LLP’s Efficiency Review Report.
On December 8, 2021, City Council approved report EX21-83, which approved Deloitte LLP’s Efficiency Review Report and directed Administration to develop and present an implementation plan of the top 14 efficiency opportunities identified in January 2022.
On July 7, 2021, Executive Committee received, filed, and permanently closed report E21-37, which was an update for the review which outlined the six services selected for review.
On February 24, 2021, City Council approved CR21-24 which directed Administration to procure an independent, third-party consultant to conduct an Efficiency Review of six to eight City services.
Respectfully submitted, Respectfully submitted,
Carole Tink, Results Champion Louise Folk, Chief Transformation Officer
Transformation Office Transformation Office
Prepared by: Carole Tink, Results Champion, Transformation Office