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City Manager Message

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Ive been open about my vision for the City since the day I returned as City Manager. Over the past five
months I have worked with all levels of the organization to prepare for our collective success. We faced
very real challenges and could not continue to work within an environment constrained by deficits and
limited room for growth and creativity. Change was required to create a sustainable organization that
works within our financial means.
To address these issues and meet Councils 2015 direction to complete an administrative review, I
reached out to thousands of you to understand whats working and whats not. This extensive outreach
effort generated over 10,000 comments and ideas, with the top issue being the overall effectiveness of
our organization. This week, we completed the final step of the organizational alignment with your
feedback as the driver behind the changes.
Setting the Foundation Step One
On July 13, I announced changes to the organizational structure with consolidated departments and a
streamlined and empowered senior leadership team with 9 senior leaders, down from 21. This structure
and new team was endorsed by Council. By consolidating departments, the administration can work
more effectively to meet Council priorities and better serve the public. How we manage and govern
ourselves sets the framework for how the rest of our workforce delivers the essential programs and
services Ottawa residents rely on 24/7.
Renewing the Organization Step Two
Over the summer months, your senior leadership team took on the challenging task of designing
departmental transition plans that mirror the corporate organizational structure and principles
announced in July. This meant we had to update our operating model.
This was a complex process and we, as a senior leadership team, had to make some very difficult
decisions. I want you to know that every senior leader carefully considered the impacts of their
departmental transition plan on our City team and on the services we provide to residents.
With the overall goal of increasing the Citys organizational effectiveness, the following changes have
been implemented:

Flattening management: Managers will have increased accountability, responsibility and more
direct-reports
Empowering staff: With fewer layers of management, the work of our highly-skilled employees
will be more efficient and productivity will increase
Stabilizing our workforce: Most acting positions have been confirmed and temporary positions
have been reduced
Consolidating service areas: Departments have aligned their structures and grouped similar
service areas to better support the public
Streamlining administration: A Business Support Services (BSS) branch has been created in each
department which will serve as the strategic and administrative hub of the organization
Delivering services within the Council-established tax target: The corporate efficiency target of
$14 million has been realized, addressing the targets in this budget year for both 2017 and 2018

City Manager Message


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As part of the implementation of the departmental transition plans, 75 managers have departed from
the organization and 102 unionized employees in administrative positions have been given notice,
allowing them to exercise their collective agreement rights; some may depart while others will find
placements through the collective agreement process. Overall this new model will impact approximately
1,400 employees some who will have new roles, some will have changes to their role and some will
have new reporting relationships.
Next Steps Stabilizing our Organization
Like many of you, I have been through a number of reorganizations. I have told the senior leadership
team that it will take time for our organization to settle into a new rhythm. For many of you, these
changes may have noticeable impacts.
At the outset, we must be mindful of our colleagues and friends who are leaving the organization. We
are grateful to each one of them for their important contributions to the City. Their work is valued and
the professional and personal relationships we have made will be long-lasting. These were difficult
decisions to make, but our operating model is changing and so must our workforce.
As an organization, it is important for us to acknowledge the feelings that change creates. As the
impacts sink in, your management team and I are here to support you, as are the many other resources
the City has in place.
During the weeks and months ahead you will begin to see concrete signs of our new vision and culture.
Whether its how we build new relationships with Council, the prioritization of succession planning and
leadership development or the introduction of new business practices and technology, I am going to
work on your behalf to make sure the path forward will be exciting and rewarding.
It may take some time to find our feet, but the period of instability is over. As public servants, we must
continue to provide high-quality services to our elected officials and members of the public and keep
our momentum leading into the Canada 150 celebrations in 2017. It is to be expected that as we settle
into our new way of working there will be some bumps. Please be patient and support each other
through this process.
Now we can direct our energy away from uncertainty and move towards the vision of becoming One
City, One Team. I value enormously the conversations I have had with staff as I move about the
organization. Over the coming months, I will continue to introduce new ways for us to connect so that
we can keep the conversation going.
Thank you for your continued patience, support and for the enthusiasm you show for the work you do. I
have every confidence in your resiliency and your ability to work with this new structure to contribute to
the delivery of exceptional service to our residents.
Sincerely,
Steve Kanellakos

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