Service Highlights
Page last updated 30 September, 1999
MESSAGE from the CITY MANAGER
In many ways 1998 was seen as a very busy and successful year. Growth and development continued to move forward at a hectic rate challenging the abilities of our infrastructure to keep pace. Throughout this period our most important resource, our employees, handled the issues as they arose and greatly added to a successful year. 1998 year-end financial results showed a surplus and our financial policies continued to enhance the overall health of our organization. Our Assessment Team put together an impressive plan to move our community towards the new Market Value Assessment Program and completed this major task with enviable results. In fact, other Alberta cities are amazed.
1998 was also a transition year for the corporation. City Council was in the last year of its three-year term and was challenged with the responsibility of setting the focus areas and goals for 1999 while a new Council took office in the fall. This new Council was faced with accepting those goals and looking ahead to the future, making some adjustments for the development of the 1999 budget.
Structurally our organization continued to review its efficiency and to make the necessary changes to help our employees succeed.
Several goals were also set internally for 1998 including:
• A focus on Customer Service:
The overall goal is to ensure that all elements of the organization are focused on the customer. Assistance was given with training courses designed to sharpen our skills including "Alberta Best" training in-house. Employees also began the task of redesigning the facility, at low cost, to enhance customer service and operational efficiency. An organized approach to customer listening was developed and began in a number of areas including Transit and Recreation services.
• A focus on Organization Design:
Our ever-changing environment has meant that organizations must be willing and able to shift and change as customer needs change and as policymakers change their focus areas. The City of Grande Prairie is no exception and so, major shifts were undertaken in 1998. A complete realignment of departmental groupings was done to allow for the smoother delivery of services. In addition, deregulation of the Utility areas may well present an opportunity for our municipality to become involved as a larger player in these important services. Organizational changes have allowed us to begin the exploration phase of this notion.
• A focus on Staff Development:
The primary goal is to support a continuous learning community for City staff through an increasing emphasis on training supported by appropriate resources and shared training opportunities. The target has been set for this investment at 4% of the gross payroll.
• A focus on Fiscal Planning:
The goal is to create an environment that is conducive to finding and acting on new and more effective ways of doing our work.
• A focus on Economic Development:
The primary focus in this area has been to promote our City as the Northern Regional Centre and encourage our community to strengthen and diversify.
CITY CLERK
The City Clerk's area was very busy dealing with the City's readiness to handle the Provincial Freedom of Information and Protection of Privacy legislation. A complete overhaul of our record keeping and filing system was carried out; as well as providing assistance to the entire organization to understand the impact of this new legislation. As mentioned, 1998 was an election year. Not only did staff conduct the election for the Mayor and Aldermen, they also dealt with the Separate School Trustee Election and the Senate Nominees. Excellent live television coverage as well as coverage on our world-wide Internet system provided everyone with up to the minute information on this important local event.
ECONOMIC DEVELOPMENT
1998 was a very busy year. Our inventory of promotional literature was reviewed and updated. The City's World Wide Web site featured a wide variety of information designed to help individuals and companies globally to "discover Grande Prairie" and its many advantages.
The concept of enhancing tourism was also identified and the City has been working with the local Chamber of Commerce in developing a new site for a tourism/Chamber office along with developing a "not for profit" corporation to run the new facility.
The goal of ensuring that Grande Prairie is seen as a Regional Centre was also front and center in our activities in 1998 as staff participated in several trade shows. The City secured the prestigious Federal and Provincial Government Connecting Canadians conference.
Our Airport Commission was very successful in attracting new carriers to our community. These new air links to the north and south will continue to build our strong position in the North.
HUMAN RESOURCES
Our Human Resource function moved from a traditional hierarchical structure to more of a team concept. Members were given the tools to work from any City facility making them more accessible and allowing for the provision of advice, support and encouragement to staff. In addition, the Human Resource Team formed a stronger partnership with senior managers with the goals of turning strategy into action, to maximize employee contribution and commitment, and to create conditions for seamless change. City employees received support in organizational and staff development, recruitment, health, wellness and safety, and labour/employee relations. The Human Resource Group also developed a set of guidelines that identified the importance of training.