Jan 09, 2023 Governance & Priorities Committee

[00:00:04]

AND I'LL CALL OUR GOVERNANCE AND PRIORITIES COMMITTEE MEETING FOR MONDAY, JANUARY 9TH, 2023 TO ORDER.

[1. Opening Statement: The City of Yellowknife acknowledges that we are located in Chief Drygeese territory. From time immemorial, it has been the traditional land of the Yellowknives Dene First Nation. We respect the histories, languages, and cultures of all other Indigenous Peoples including the North Slave Métis, and all First Nations, Métis, and Inuit whose presence continues to enrich our vibrant community.]

FROM TIME IMMEMORIAL, IT'S BEEN THE TRADITIONAL LAND OF THE YELLOWKNIVES DENE FIRST NATION.

WE RESPECT THE HISTORIES, LANGUAGES AND CULTURES OF ALL OTHER INDIGENOUS PEOPLES, INCLUDING THE NORTH SLAVE MÉTIS AND ALL FIRST NATIONS MÉTIS AND INUIT, WHOSE PRESENCE CONTINUES TO ENRICH OUR VIBRANT COMMUNITY.

MS. BASSI-KELLETT ANYTHING FURTHER TO ADD TO THE AGENDA?

[2. Approval of the agenda.]

NO, NOTHING ELSE TO ADD.

THANK YOU. NEXT, WE HAVE DISCLOSURE OF PECUNIARY INTEREST IN THE GENERAL NATURE THEREOF.

DOES ANY MEMBER HAVE A PECUNIARY INTEREST TODAY? SEEING NONE. NEXT WE HAVE A PRESENTATION REGARDING THE TALENT MANAGEMENT STRATEGY.

[4. A presentation regarding the Talent Management Strategy.]

THANK YOU VERY MUCH, MADAM CHAIR WITH PLEASURE.

SO ONE OF THE OBJECTIVES OF THE LAST COUNCIL WAS TO DEVELOP AND IMPLEMENT A PLAN FOR CITY STAFF RETENTION AND SUCCESSION TO MANAGE PROGRAMS AND OPERATIONS IMPACTS.

AND THAT WAS UNDER THE GOAL OF DELIVERING EFFICIENT AND ACCOUNTABLE GOVERNMENT.

SO UNDERTAKING A TALENT MANAGEMENT STRATEGY WAS PLANNED TO BE ADDRESSED IN YEAR FOUR OF COUNCIL'S TERM, WHICH WAS A GOOD THING BECAUSE IT ALLOWED US TO WEATHER THE STORM OF COVID. AND WE WERE ABLE DURING THAT TIME, OF COURSE, TO REALLY WORK TO RETAIN ALL FULL TIME CITY STAFF THROUGHOUT THE UPS AND DOWNS, THE CLOSURES, THE LOCKDOWNS, EVERYTHING.

SO THE TIMING OF THE TALENT MANAGEMENT STRATEGY IN THE FOUR YEAR MANDATE OF THE PREVIOUS COUNCIL WORKED OUT TO BE A GOOD ONE.

SO THROUGH A COMPETITIVE PROCESS, WE WERE PLEASED THAT MNP WAS HIRED TO PREPARE THE TALENT MANAGEMENT STRATEGY FOR US AND TO REALLY LOOK AT WORKING ON ENHANCING OUR WORK AROUND EMPLOYEE RECRUITMENT, RETENTION, SUCCESSION PLANNING, DEVELOPMENT AND RECOGNITION.

SO WE'VE WORKED WITH MNP SINCE, GOSH, I THINK THE SUMMER WE'VE HAD THE DRAFT TALENT MANAGEMENT STRATEGY SINCE LATE FALL.

AND SO OF COURSE, TO BE ABLE TO CLOSE THE LOOP WITH COUNCIL, RECOGNIZING THAT THIS WAS A BROAD DIRECTION IN THE BEST INTERESTS OF THE ORGANIZATION, WE'RE REALLY PLEASED TODAY TO HAVE MNP HERE TO VIRTUALLY PRESENT ON THE FINDINGS AND RECOMMENDATIONS AS A MEANS OF CLOSING THE LOOP WITH MNP AND WITH COUNCIL.

OF COURSE, FYI, ADMINISTRATION IS IN THE PROCESS OF WORKING ON AN IMPLEMENTATION PLAN ON THE TALENT MANAGEMENT STRATEGY THAT WE WILL OF COURSE BE CONTINUING TO FOLLOW UP ON. SO WITH THAT, IT'S MY PLEASURE TO TURN THINGS OVER TO THE MNP TEAM, TO CRAIG KUTARNA GATES AND TO JAYLENE COUSINS WHO HAVE WORKED WITH US THROUGH THE ENTIRE PROCESS.

OVER TO YOU BOTH.

PERFECT. SO I'LL JUST PAUSE YOU AND JUST SEE THAT YOU CAN HEAR ME OKAY.

YES. THANK YOU. PERFECT.

ALL RIGHT. WELL, GOOD AFTERNOON, EVERYONE.

THANK YOU FOR THE OPPORTUNITY TO SPEND SOME TIME WITH YOU TODAY.

I MADE SOME QUICK INTRODUCTIONS.

CRAIG KUTARNA GATES I'M A PARTNER WITH MNP'S CONSULTING PRACTICE, I'M BASED OUT OF REGINA.

I'M JAYLENE. SORRY. ALL RIGHT.

I'M JAYLENE COUSINS AND I'M ALSO BASED IN REGINA, SASKATCHEWAN, AND I'M A CERTIFIED TALENT MANAGEMENT PRACTITIONER AND HR PRACTITIONER.

PERFECT. AND I WAS PAUSING THERE JUST BECAUSE WE'RE GETTING A LITTLE BIT OF FEEDBACK, I KNOW WHEN WE'RE TALKING, BUT THAT SEEMS TO HAVE NOW SORTED OUT, SO THAT'S GREAT.

OKAY. PERFECT.

ALL RIGHT. SO IT'S GREAT TO HAVE THE OPPORTUNITY TO SPEND SOME TIME TOGETHER WITH COUNCIL THIS AFTERNOON.

I THINK THIS WILL BE A VALUABLE CONVERSATION TO LAY OUT SOME CONTEXT IN TERMS OF WHAT WAS AN IMPORTANT PROJECT FOR YOUR COMMUNITY, FOR YOUR CITY, AND FOR THE CORPORATION.

AND I THINK TO ME, WHEN I'VE HAD A CHANCE TO REFLECT ON THIS, YOU KNOW, I GIVE GREAT CREDIT TO YOUR ORGANIZATION FOR BEING AWARE OF THE IMPORTANCE THAT ADMINISTRATION HAS PLACED ON TALENT MANAGEMENT IN YOUR ORGANIZATION.

WE HAVE AN OPPORTUNITY TO DO EXTENSIVE WORK WITH PUBLIC SECTOR ORGANIZATIONS ACROSS CANADA, INCLUDING MANY, MANY MUNICIPALITIES, AND ATTRACTING AND RETAINING THE RIGHT MIX OF PEOPLE AS A COMMON CHALLENGE FOR A LOT OF MUNICIPALITIES.

BUT SOME MUNICIPALITIES HAVEN'T BEEN BRAVE TO BE ABLE TO OPEN UP THE LID AND TAKE A CLOSER LOOK AT WHAT WE'RE DOING WELL AND WHAT WE CAN IMPROVE UPON, IN PARTICULAR IN THIS AREA.

SO PEOPLE RETENTION ATTRACTION, IT CARRIES RISKS, IT CARRIES CHALLENGES AND IT CARRIES OPPORTUNITIES.

AND YOU'VE BEEN VERY, VERY THOUGHTFUL AND PROGRESSIVE AS AN ORGANIZATION IN TERMS OF TAKING A LOOK AT THIS PARTICULAR TOPIC.

SO YOU RECOGNIZE THE CHALLENGE.

YOU MADE THIS AN OPPORTUNITY, AND I HAVE TO NOTE UPFRONT THAT WE'VE HAD GREAT SUPPORT FROM THE ORGANIZATION.

SHEILA HAS BEEN A WONDERFUL CHAMPION FOR THE PROJECT FROM THE OUTSET IN TERMS OF SETTING CLEAR DIRECTION AND ESTABLISHING A CONTEXT FOR A PRODUCTIVE AND EFFECTIVE PROJECT TO BE

[00:05:08]

MARIE, FROM AN HR PERSPECTIVE AND THE BALANCE OF THE HR TEAM HAS BEEN HIGHLY, HIGHLY ENGAGED AND SUPPORTIVE OF THE WORK THAT WAS DONE DURING THE PERIOD.

AND WE'VE ALSO HAD TREMENDOUS SUPPORT AS WELL TOO, FROM YOUR MANAGEMENT TEAM, FROM YOUR LEADERS ACROSS THE ORGANIZATION.

THEY PARTICIPATED IN INTERVIEWS.

I ALSO HAD THE OPPORTUNITY IN JULY TO BE UP IN THE SAME ROOM THAT YOU ARE TODAY IN THE COUNCIL CHAMBERS AND HAD A CHANCE TO SPEND TIME WITH YOUR FULL LEADERSHIP TEAM WHERE WE DID A WORKSHOP TOGETHER WITH SOME OF MY COLLEAGUES TO BE ABLE TO REALLY DIVE INTO SOME OF THE ISSUES IN THE OPPORTUNITIES THAT ARE BEFORE THE ORGANIZATION AND STAFF.

SO ANYWAY SO IT'S IT'S BEEN IMPORTANT WORK AND A VALUABLE PROJECT [INAUDIBLE].

BUT I THINK WHAT WAS PARTICULARLY IMPORTANT TO US ON THIS PROJECT WAS THE FOCUSING ON THE UNIQUENESS OF YELLOWKNIFE.

IT'S REALLY GETTING A CHANCE TO BE ABLE TO COME IN AND SIT DOWN BESIDE YOU AND YOUR ORGANIZATION AND GET TO UNDERSTAND YOUR ORGANIZATION.

OUR INTENT WAS NEVER TO BRING IN COOKIE CUTTER, REPEATABLE SOLUTIONS FROM OTHERS, BUT TO SIMPLY REALLY GET TO UNDERSTAND YOU, UNDERSTAND WHERE YOU WANT TO GO, WHAT THE REALITIES WERE AROUND PEOPLE, AND BRING FORWARD SOME PRAGMATIC AND PRACTICAL SOLUTIONS AND IDEAS AND A CLEAR ROADMAP FOR MOVING FORWARD.

SO WE'VE HAD A CHANCE TO BE ABLE TO REFLECT ON THAT UNIQUENESS THAT IS YELLOWKNIFE.

WE'VE HAD A LOT OF GREAT PERSPECTIVE AND INPUT, AND THROUGH THAT VARIOUS EXPERIENCE WE'VE REFLECTED ON THE RURAL, REMOTE NORTHERN ASPECTS OF YELLOWKNIFE, BUT ALSO TOO REFLECTED ON THE BEAUTY THAT YELLOWKNIFE HAS, RIGHT, THE SENSE OF GROUNDEDNESS THAT YOU HAVE, THE AUTHENTICITY, THE FRIENDLY NATURE OF YOUR COMMUNITY AND THE GREAT LIFESTYLE THAT YOU'RE ABLE TO AFFORD, PEOPLE AND STAFF.

THOSE HAVE ALL BEEN IMPORTANT CONSIDERATIONS REALLY, IN UNDERTAKING OUR WORK AS AN ORGANIZATION TOGETHER WITH YOUR TEAM.

SO OUR OBJECTIVE TODAY AND BUILDING UPON SHEILA'S OPENING COMMENTS WAS REALLY WHAT WE WANTED TO DO WAS GIVE YOU AN UNDERSTANDING OF THE FOCUS OF THE WORK THAT WE'D UNDERTAKEN AND FAMILIARIZE YOU WITH SOME OF THE KEY ASPECTS AT A STRATEGIC LEVEL IN TERMS OF SOME OF THE PRIORITIES THAT WE'VE OUTLINED FOR THE ORGANIZATION.

I THINK WHAT'S IMPORTANT FOR ME FROM MY STANDPOINT IS HAVING SPENT SIGNIFICANT TIME WITH SHEILA AND YOUR LEADERSHIP TEAM.

I THINK WHAT I WANT TO IMPRESS UPON YOU AS COUNCIL IS YOU SHOULD HAVE CONFIDENCE IN YOUR ADMINISTRATION AND YOUR MANAGEMENT GROUP TO BE ABLE TO DRIVE THIS PLAN FORWARD AS AN ORGANIZATION.

WHAT WE'VE AIM TO BE ABLE TO DO IS PROVIDE A LIST OF PRIORITY AREAS AND A ROADMAP THAT REALLY WILL ULTIMATELY BE A VALUABLE TOOL, WE BELIEVE, FOR THAT NEW HR DIRECTOR AND MANAGER TO BE ABLE TO TAKE FORWARD IN THE ORGANIZATION, BUT REALLY SOMETHING FOR THE WHOLE MANAGEMENT GROUP TO BE ABLE TO USE AS AN ANCHOR POINT AND STUFF.

SO JAYLENE AND I HAVE REALLY ABOUT TEN OR 11 SHORT SLIDES THAT WE WANTED TO SHARE WITH YOU THIS AFTERNOON THAT HIGHLIGHTS SOME OF THE KEY ASPECTS OF THE REPORT AND OUR WORK TOGETHER.

BUT WHAT'S MOST IMPORTANT TO US IS ACTUALLY HEARING QUESTIONS OR COMMENTS THAT YOU MAY HAVE AS COUNCIL AS WELL TOO.

SO PLEASE, SHEILA, IF THERE'S OPPORTUNITIES FOR PEOPLE WHERE THEY WANT TO BE ABLE TO ENGAGE WITH US AS WE GO THROUGH AND SHARE INFORMATION, WE'D BE MORE THAN HAPPY TO HAVE THOSE CONVERSATIONS.

ALL RIGHT. SO I THINK JAYLENE IS GOING TO POP UP OUR PRESENTATION ON SCREEN.

DID YOU GET CONTROL BACK TO BE ABLE TO DO THAT, JAYLENE, WHEN YOU SIGNED BACK IN? I DID NOT. PAUL WOULD I BE ABLE TO GRAB SHARING PERMISSIONS AGAIN? AND THEN, PAUL, I DON'T KNOW IF YOU CAN TILT THE SCREEN DOWN A LITTLE BIT SO WE CAN SEE FOLKS IN THE ROOM, BECAUSE RIGHT NOW ALL WE CAN SEE IS THE CEILING ON THAT FROM THE CAMERA. BRING UP YOUR PRESENTATION.

YOU SEE THAT? YEAH.

YOU'RE GOOD.

PERFECT. ALL RIGHT, SO IT.

WELL, THAT'S PERFECT.

JUST TO BE ABLE TO SEE SOME OF THOSE SMILING FACES.

THAT'D BE GREAT.

[00:10:03]

SO I'M GOING TO TRY ONE MORE THING HERE.

IT'S IN FULL PRESENTATION MODE.

A LITTLE BIT BETTER. YEAH, IT'S GREAT.

THANKS. ALL RIGHT.

SO THIS IS REALLY WHERE FOR MAYOR AND COUNCIL, THIS IS REALLY WHERE OUR WORK STARTED, WAS REALLY UNDERSTANDING YOUR ORGANIZATION AND MAKING SURE WE WERE CLEAR ABOUT THE VISION AND THE MISSION OF WHERE YOU WERE GOING AND THE VALUES THAT ROUTE YOUR ORGANIZATION.

WE REALLY WANTED TO BE ABLE TO MAKE SURE THAT WE HAD A STRONG UNDERSTANDING OF WHO YOU WERE, WHAT YOUR OBJECTIVES AND THEN WHAT YOUR OUTCOMES WERE, SO THAT WE COULD BE THAT COLLABORATIVE STRATEGIC PARTNER TO BE ABLE TO BRING FORWARD SOME OF THOSE PRACTICAL SOLUTIONS AND STUFF.

SO WE HAD A LOT OF CONVERSATIONS TO GET TO KNOW YOU AND YOUR ORGANIZATION, THE HISTORY AND HOW IT'S EVOLVED FROM A PEOPLE STANDPOINT TO BE ABLE TO INFORM OUR WORK.

ON THE NEXT SLIDE OVER, WE REALLY ZERO IN THEN ON THE FOUR SPECIFIC AREAS THAT THE PROJECT REALLY FOCUSED ON AND JAYLENE WILL DIVE IN AND TALK A LITTLE BIT MORE ABOUT EACH OF THESE AREAS.

BUT THERE IS REALLY FOUR KEY COMPONENTS THAT WE THAT WE AIM TO BE ABLE TO FOCUS ON.

ONE WAS RECRUITMENT FOR THE FUTURE, MAKING SURE THAT WE HAD STRATEGIES AND TACTICS THAT THE CITY COULD USE TO BE ABLE TO FIND THE RIGHT MIX OF PEOPLE TO MAKE SURE THAT YOU HAD A SUSTAINABLE AND EFFECTIVE WORKFORCE TO BE ABLE TO DELIVER UPON THE IMPORTANT OBJECTIVES AND OUTCOMES THAT COUNCIL SETS AND THAT CITIZENS EXPECT.

THE SECONDARY WAS ENHANCING LEADERSHIP.

SO WE FOCUSED IN OUR WORK ABOUT LOOKING AT THE SKILLS AND ABILITIES AND THE CAPABILITIES AND COMPETENCIES THAT CITY STAFF WERE GOING TO NEED TO BE ABLE TO DIRECT AND SUPPORT THEIR STAFF IN PERFORMING THEIR DUTIES EACH DAY.

IN THE WORKSHOP THAT WE HELD WITH YOUR LEADERSHIP TEAM, WE TALKED EXTENSIVELY ABOUT THE BEHAVIORS, THE ACTIONS, THE QUALITIES OF WHAT'S IMPORTANT IN TERMS OF LEADERS IN THE ORGANIZATION TO BE ABLE TO SUPPORT, TO SUPPORT TALENT MANAGEMENT.

THE THIRD KEY COMPONENT WAS REALLY AROUND SUCCESSION PLANNING IS MAKING SURE THAT WE HAVE PROCESSES AND STRATEGIES IN PLACE TO BE ABLE TO UNDERSTAND HOW ARE WE GOING TO PREPARE INDIVIDUALS IN THE ORGANIZATION TO BE ABLE TO BE READY TO TAKE ON LEADERSHIP ROLES IN THE FUTURE AS THEY EXIST? SO WHAT'S OUR PROGRESSION AND PATH TO BE ABLE TO ENSURE WE HAVE EFFECTIVE SUCCESSION? AND THE FOURTH, AND I THINK A VERY SIGNIFICANT BUCKET TO THE STRATEGY WAS REALLY LOOKING GLOBALLY AT THE RETENTION, THE ENGAGEMENT, THE REWARDS AND THE RECOGNITION OF THE ORGANIZATION AND BEING ABLE TO IDENTIFY SOME PRACTICAL PRIORITIES AND STRATEGIES ABOUT WHAT THE ORGANIZATION COULD DO TO IMPROVE ITS PERFORMANCE AND RESULTS IN EACH OF THESE FOUR DIFFERENT AREAS.

SO I'M GOING TO TURN IT OVER TO JAYLENE.

SHE'LL WALK THROUGH AND PROVIDE A LITTLE BIT MORE EXAMPLE IN TERMS OF THESE VARIOUS AREAS.

AND THEN ALSO TO TALK A LITTLE BIT ABOUT SOME OF OUR THE ROADMAP THAT WE'VE PRESENTED FOR THE ORGANIZATION MOVING FORWARD.

AGAIN, SHE'LL LOOK TO YOU TO BE ABLE TO JUMP IN WITH ANY QUESTIONS OR COMMENTS FROM THE TEAM AS WE GO.

THANK YOU. SO WHAT THIS SLIDE, WHAT WE WANTED TO BE ABLE TO PRESENT TO YOU WAS A LOT OF THE WORK THAT WE DID SPECIFICALLY WITH THE TEAM TO UNDERSTAND THE CURRENT STATE OF WHERE THE CITY WAS AS OF AUGUST, SEPTEMBER LAST YEAR.

SO YOU'LL SEE ALONG THE LEFT HAND SIDE OF THE SCREEN, WE'VE GOT OUR FOUR MAIN AREAS OF FOCUS RECRUITMENT, LEADERSHIP, SUCCESSION, AS WELL AS THAT LARGER RETENTION AND ENGAGEMENT BUCKET.

THROUGH NOT ONLY STAKEHOLDER CONSULTATIONS, BUT ONE ON ONE INTERVIEWS AS WELL AS SOME FOCUS GROUPS WE WERE ABLE TO PLOT AND DO BASICALLY A BIT OF A QUICK ASSESSMENTS OF WHERE THE CITY WAS AT TODAY VERSUS A PROPOSED FUTURE STATE.

SO WHAT YOU'RE SEEING HERE IS A BIT OF A MODEL OF WHERE WHERE THE CITY IS AT CURRENTLY AND WHERE WE'RE RECOMMENDING THE CITY PROGRESS IN THE FUTURE.

NOW, ALONG THE RIGHT HAND SIDE OF THE SCREEN, WE HAD SOME KEY THEMES THAT CAME UP THROUGH OUR, AGAIN, MULTIPLE CONVERSATIONS WITH THE TEAM AN THE LEADERSHIP GROUP.

SO THE LITTLE ICONS ALONG THE SIDE OF THE SCREEN HERE TALKED TO FIVE DIFFERENT THEMES THAT WE FOUND THROUGHOUT THE ENGAGEMENT.

THE FIRST, WHICH IS REPRESENTED BY THAT HOURGLASS, IS THE OPPORTUNITY FOR UPDATES SO MODERNIZING DIFFERENT BUSINESS PRACTICES UP TAKING DIFFERENT MODERNIZED TRENDS.

SO THAT'S A KEY THEME THAT THAT WAS FOUND THROUGHOUT.

THE SECOND ICON WHICH IS NOTED BY THE DOLLAR SIGN IS SPECIFICALLY AROUND RESOURCING LIMITATIONS.

SO AGAIN, AT THAT POINT IN TIME, IF THERE WERE OPPORTUNITIES FOR ADDITIONAL RESOURCES OR FOCUSES, FOR EXAMPLE, ON OTHER AREAS OF TALENT MANAGEMENT, THAT'S

[00:15:08]

THE THIRD WAS AROUND AND IT'S REPRESENTED BY THE MAZE ON THE SCREEN IS REALLY STREAMLINING PROCESSES.

SO WHAT ARE, WHAT ARE CERTAIN OPPORTUNITIES FOR FOR STREAMLINING, WHETHER THAT BE THE RECRUITMENT PROCESS OR THE ONBOARDING PROCESS.

AGAIN, I'M ONLY LISTING A FEW AS EXAMPLES.

BUT AGAIN, THAT WAS ANOTHER KEY THEME THAT WE FACED OUR RECOMMENDATIONS OFF OF.

THE FOURTH PIECE WAS REALLY AROUND INCREASED ROLE, CLARITY AND ACCOUNTABILITY.

SO UNDERSTANDING WHO OWNS WHAT PART OF THAT TALENT MANAGEMENT PROCESS.

CRAIG TALKED EARLIER A LITTLE BIT ABOUT ACCOUNTABILITY AND AT WHAT LEVELS OF THE ORGANIZATION.

IF YOU ARE A MANAGER OR A LEADER OR A SUPERVISOR WHO OWNS WHAT PART OF THAT AND THE FACT THAT WE ALL HAVE ACCOUNTABILITY IN THE TALENT MANAGEMENT CYCLE, AND THEN THE LAST PIECE IS REALLY AROUND TARGETED TRAINING.

SO WHAT OPPORTUNITIES ARE THERE TO UPSKILL EXISTING EMPLOYEES AND JUST CREATE MORE LEARNING OPPORTUNITIES ON A MORE CONTINUOUS AND ITERATIVE BASIS WITHIN THE ORGANIZATION? SO AGAIN, THIS REALLY JUST PROVIDES A NICE LITTLE SNAPSHOT OF ALL OF THE MULTIPLE DISCUSSIONS WE'VE HAD WITH THE TEAM TO UNDERSTAND WHERE YOU ARE CURRENTLY AND WHERE WE'RE RECOMMENDING THE FUTURE OR WHAT WE'RE RECOMMENDING THE FUTURE COULD POTENTIALLY LOOK LIKE.

SO A LOT OF OUR RECOMMENDATIONS ARE GOING TO BE FRAMED UPON THE KEY THEMES THAT I JUST EXPLAINED, AND WE'LL WALK THROUGH THAT A LITTLE BIT MORE IN SOME OF THESE SUBSEQUENT SLIDES. ONE OF THE THINGS WE WANTED TO DO BEFORE WE JUMPED INTO SOME OF THE RECOMMENDATIONS IS REALLY SETTING THE STAGE.

NOW THERE'S NOT ONE SINGLE APPROACH TO TALENT MANAGEMENT THAT WE FOUND WITH WORKING WITHIN ANY ORGANIZATION AND ESPECIALLY WITH THE CITY OF YELLOWKNIFE SPECIFICALLY.

SO THERE ARE FOUR DIFFERENT POINTS THAT WE WANTED TO REINFORCE BEFORE WE JUMPED INTO PROVIDING AN OVERVIEW OF THE RECOMMENDATIONS AND THE ROADMAP SPECIFICALLY.

SO A LOT OF MUNICIPALITIES AND AGAIN, ORGANIZATIONS NOT ONLY ACROSS CANADA BUT GLOBALLY, ARE LOOKING AT RETENTION IN TWO DIFFERENT WAYS.

AND IT'S REALLY IMPORTANT CONTEXT TO LOOK AT YOUR RETIREMENT AGE WORKERS BECAUSE THEY'RE GOING TO NEED AND WANT DIFFERENT THINGS FROM BENEFITS TO TALENT MANAGEMENT STRATEGIES. AND THEN LOOKING AT YOUNGER WORKERS, WHAT TYPE OF FLEXIBILITY, OPPORTUNITIES TO PICK UP AND AGAIN, CHOOSE FROM A TIGHT LABOR MARKET.

BUT WHAT ARE THE TYPES OF THINGS THAT ELICITS A YOUNG WORKER COMING INTO THE ORGANIZATION.

SO RECOGNIZING AGAIN THAT THERE'S DIFFERENCES, THERE ARE DIFFERENT WAYS.

AND AGAIN, WE WANT TO MAKE SURE THAT THERE'S A BIT OF A NOD TO ANALYZING IN-HOUSE DATA AND YOUR OWN WORKFORCE TO REALLY UNDERSTAND WHAT DOES YOUR RETIREMENT AGE WORKERS, WHAT ARE THEY POTENTIALLY LOOKING FOR AS WELL AS YOUR NEXT GENERATION OF YOUR WORKFORCE.

THE NEXT PIECE WE WANTED TO JUST QUICKLY HIGHLIGHT IS JUST AROUND GLOBAL COMPETITION NOW.

IT'S NOT SPECIFIC TO MUNICIPALITIES.

THIS IS JUST TALENT IN GENERAL, BUT THERE ARE A LOT OF DIFFERENT FLEXIBLE WORKING ARRANGEMENTS THAT ARE LEADING TO, AGAIN, BLOWING, GROWING PROVINCIAL TERRITORIAL BORDERS OUT OF THE WATER IN TERMS OF TRANSFERABLE SKILLS.

SO IT'S NOT NECESSARILY A ALTHOUGH REMOTE WORK ISN'T CONSISTENTLY BEING IMPLEMENTED ACROSS MUNICIPAL GOVERNMENTS, IT'S JUST SOMETHING TO BE MINDFUL OF ABOUT HOW COMPETITION FOR TALENT IS BEING IMPLEMENTED AND DIFFERENT PRACTICES THAT ARE BEING UPHELD BY OTHER ORGANIZATIONS.

BUILDING UP INTERNAL CAPABILITIES.

WE TALK A LOT ABOUT RECRUITING EXTERNALLY.

NOT ONLY DOES THAT TAKE TIME AND EFFORT, THAT'S INTERNAL COST, THAT'S RECRUITING AND HIRING COSTS, BUT THERE'S ALSO A DOWNSTREAM PRODUCTIVITY IMPACT AS YOU'RE ONBOARDING AND BRINGING NEW PEOPLE WITHIN THE ORGANIZATION.

SO THERE IS A REALLY LARGE SHIFT IN TERMS OF BUILDING UP INTERNAL CAPABILITIES AND VIA THIS PROACTIVE SUCCESSION PLANNING, WHICH WE'LL TALK ABOUT A LITTLE BIT MORE IN SUBSEQUENT SLIDES.

BUT HOW ARE YOU UPSCALING AND REALLY LOOKING AT YOUR EXISTING WORKFORCE TO BE ABLE TO LEVERAGE WHAT YOU HAVE VERSUS HAVING TO GO TO FULLY EXTERNAL, FOR EXAMPLE, FOR EVERY TYPE OF NET NEW POSITION WITHIN AN ORGANIZATION.

SO YOU'RE ALREADY WELL DOWN THAT PATH IS SUCCESSION WAS A BIG PART OF THIS ENGAGEMENT.

BUT AGAIN, JUST ANOTHER ANOTHER THOUGHT.

AND THE LAST PIECE WE WANTED TO TALK A LITTLE BIT ABOUT WAS THIS WHOLE PERSON APPROACH.

NOW AS HR PRACTITIONERS AND AGAIN WORKING WITH MUNICIPALITIES ACROSS CANADA, THERE CONTINUES TO BE A REALLY BIG FOCUS ON PROFESSIONAL AND PERSONAL WELL BEING.

SO THE WHOLE PERSON WHO ARE WE AT WORK? WHO ARE WE AT HOME? WHAT DO WE NEED AND SOME OF THOSE DEI CONSIDERATIONS.

SO THIS IS WE'RE REALLY STARTING TO SEE SOME OF THE RESULTS OF THAT.

AND THIS IS IN THE FORM OF CHANGES TO BENEFITS AND DIFFERENT SUPPORTS FOR STAFF TO REALLY CONTRIBUTE TO THAT WHOLE PERSON AND WHO THEY ARE BOTH IN AND OUTSIDE OF WORK.

SO AGAIN, JUST WANTED TO NOTE THAT THESE ARE ALL OTHER CONTEXTUAL BACKGROUNDS THAT WE WANTED TO BE ABLE TO PROVIDE AS WE CONSIDERED RECOMMENDATIONS FOR THE

[00:20:08]

SO WE'VE GOT RECRUITMENT, ENHANCING MANAGEMENT, LEADERSHIP, SUCCESSION PLANNING AND THEN THAT RECRUITMENT AND ENGAGEMENT BUCKET.

SO ON THE LEFT HAND SIDE OF THE SCREEN, YOU'LL SEE A LIST OF EIGHT DIFFERENT STRATEGIC INITIATIVES AND PRIORITIES.

CONSIDERATIONS TO WORKFORCE PLANNING.

SO THIS IS THAT BROADER, LONGER TERM, WHAT DOES YOUR WORKFORCE LOOK LIKE IN THAT 5 TO 10 YEAR MARK? WHAT ARE THE STRATEGIES IN PLACE? RECRUITMENT, MODERNIZATION? WHAT ARE SOME OF THE TWEAKS THAT NEED TO BE MADE IN TERMS OF YOUR EXTERNAL EMPLOYMENT BRANDING? WHAT ARE SOME OPPORTUNITIES TO MODERNIZE YOUR WEBSITE AS IT RELATES TO ONBOARDING IMPROVEMENTS? AGAIN, THESE ARE SOME OF THESE INTERNAL TWEAKS THAT AGAIN, WE'LL TOUCH ON HERE IN SOME OF THESE SUBSEQUENT SLIDES.

BUT METRICS ENABLEMENT, WHENEVER WE HAVE A PRIORITY OR A STRATEGY THAT WE'RE LOOKING TO IMPLEMENT, WE RECOMMEND ESTABLISHING SOME METRICS TO BE ABLE TO BASELINE YOUR INITIATIVES AS WELL AS THE TIME THAT YOU'RE GOING TO SPEND IN IMPLEMENTING SOME OF THESE STRATEGIES.

SO IT'S GOOD TO KNOW YOUR BASELINE TODAY AND YOU'LL BE ABLE TO SEE SOME OF THOSE IMPROVEMENTS POTENTIALLY IN SIX MONTHS TO A YEAR.

AND THEN YOU CAN MEASURE WHAT THAT SUCCESS LOOKS LIKE.

WE'LL TALK A LITTLE BIT ABOUT SOME PROCESS MODERNIZATION.

TECHNOLOGY MODERNIZATION WAS ANOTHER PIECE.

TECHNOLOGY IS A FAIRLY LARGE ENABLER TO ANY ORGANIZATION.

AND WITH THE IMPLEMENTATION OF SYSTEMS LIKE DAY FORCE AND OTHERS, THERE ARE OPPORTUNITIES TO BE ABLE TO MODERNIZE SOME OF THE PROCESSES THAT ARE IN PLACE TODAY.

WHEN WE LOOK AT STAFF TRAINING IMPROVEMENTS, AGAIN, THAT WAS A REALLY LARGE STRATEGIC PRIORITY THAT WE'LL WALK THROUGH AS WELL AS JUST OVERALL TEAM ENGAGEMENT.

AND AGAIN, WELLNESS, WHEN WE LOOK AT THAT WHOLE PERSON AND ENSURING THAT THERE ARE RETENTION AND ENGAGEMENT INITIATIVES THAT THE CITY IS ABLE TO CONSIDER WITHIN THE FUTURE. SO THERE DEFINITELY WAS NOT A SHORTAGE OF PRIORITIES.

AND THAT WAS THE REALLY EXCITING OPPORTUNITY WITH THIS PROJECT.

SO WHAT WE WANTED TO BE ABLE TO DO IS WORK WITH LEADERSHIP TO ENSURE THAT WE HAD A PRIORITIZED INITIATIVES, PRIORITIZED RATHER RECOMMENDATIONS BASED ON THESE FOUR DIFFERENT THEMES.

SO WHAT YOU'LL BE ABLE TO SEE IN SOME OF THESE UPCOMING SLIDES IS WHAT ARE SOME OF THE QUICK WINS AS IT RELATES TO SOME OF THOSE AREAS THAT WE'VE JUST WALKED THROUGH? SO WITHIN 1 TO 6 WEEKS, SOME OF THESE ACTIVITIES THAT WOULD BE ABLE TO THEY'RE FAIRLY LOW IN TERMS OF RESOURCE COMMITMENTS, BUT HIGH IN TERMS OF OVERALL IMPACT, INCREMENTAL IMPACT AND ACTION.

LAST, YOU'LL SEE AT THE BOTTOM OF OUR MATRIX HERE, THESE ARE OTHER, AGAIN, VALUE ADD TYPE INITIATIVES THAT CAN BE TAKEN AND PRIORITIZED.

BUT THE LARGER BOX UP IN THE CORNER OF THE TOP RIGHT RATHER IS MAJOR PROJECTS.

SO REALLY THIS IS A TIMELINE THAT WE'RE RECOMMENDING FROM IT COULD TAKE ANYWHERE FROM 2 TO 12 MONTHS POTENTIALLY TO IMPLEMENT.

BUT THESE ARE THINGS THAT ARE TYPICALLY MORE, STRATEGIC AND MAY TAKE A BIT MORE TIME NOT ONLY TO IMPLEMENT BUT TO BASELINE AND MAKE PROGRESS AND MEASURABLE PROGRESS.

SO JUST WANTED TO BE ABLE TO PROVIDE A BIT OF AN OVERVIEW OF HOW WE CATEGORIZE THEM AND HOW THEY'VE BEEN SEQUENCED INTO AN IMPLEMENTATION ROADMAP FOR FOR THE TEAM TO BE ABLE TO CONSIDER AND PRIORITIZE.

ANY QUESTIONS SO FAR? WE'LL JUST TAKE QUESTIONS AT THE END.

OKAY. SOUNDS GOOD. SO FOR THE PURPOSES OF AGAIN, OUR CONVERSATION TODAY, WE JUST WANTED TO BE ABLE TO SHOW THAT THERE IS A ROADMAP, A RECOMMENDED ROADMAP THAT CAN BE USED TO PRIORITIZE SOME OF THESE INITIATIVES.

AGAIN, THE QUICK WINS WITHIN THE FIRST TWO MONTHS AND THEN REALLY LOOKING AT A PERIOD OF UP TO 12 MONTHS FOR SOME OF THESE LARGER TERM INITIATIVES AS IT RELATES TO SOME OF THE PRIORITIES THAT WE'VE STATED.

SO WHAT WE WANTED TO BE ABLE TO WALK THROUGH AT A HIGH LEVEL IS JUST A SUMMARY OF SOME OF THE QUICK WINS.

AND I WON'T GO THROUGH THIS AS AN EXHAUSTIVE LIST.

I'LL JUST PROVIDE A FEW RECOMMENDATIONS OR HIGHLIGHT A FEW RECOMMENDATIONS, RATHER, AS IT RELATES TO A FEW OF THESE OPTIONS.

SO AGAIN, THESE ARE THINGS THAT WE'RE RECOMMENDING IN THE FIRST KIND OF 1 TO 6 WEEKS THAT COULD BE FAIRLY LOW LABOR INTENSIVE BUT HIGH PROVIDE HIGH VALUE.

SO EVERYTHING RECRUITMENT RELATED IS HIGHLIGHTED IN GREEN, EVERYTHING BLUE IN SUCCESSION IS HIGHLIGHTED OR SORRY LEADERSHIP AND SUCCESSION RATHER IS HIGHLIGHTED IN BLUE.

AND THEN LASTLY, THE RETENTION AND ENGAGEMENT IS ORANGE.

SO ONE OF THE THINGS WE WANTED TO BE ABLE TO FOCUS ON WAS REALLY RECRUITMENT, MODERNIZATION.

SO SMALL IMPROVEMENTS TO THE OVERALL CANDIDATE EXPERIENCE COULD BE MODIFICATIONS TO THE WEBSITE, SPECIFICALLY IN TERMS OF HOW TO NAVIGATE IF I'M AN EXTERNAL CANDIDATE COMING TO

[00:25:01]

A REALLY NEAT OPPORTUNITY AND WE'VE HEARD SOME REALLY, REALLY GREAT SUGGESTIONS ALONG THE WAY IS TO DEVELOP A CITY SPECIFIC EMPLOYMENT BRAND AND MATERIALS SPECIFICALLY RELATED TO EMPLOYEE REVIEWS AND LEVERAGING MORE EMPLOYEE TESTIMONIALS.

SO REALLY PROVIDING KIND OF THAT WHOLE PERSON EXPERIENCE, BUT ALSO GIVING SOMEONE THAT IS EXTERNAL TO THE ORGANIZATION A REAL TASTE AND UNDERSTANDING OF WHAT IT'S LIKE TO WORK WITH THE CITY AND THE VALUE THAT THAT YOU'RE PROVIDING TO YOUR CITIZENS EVERY DAY.

AND EVEN SOMETHING AS AGAIN, VERY, VERY LOW IN TERMS OF LABOR, BUT UTILIZING WHAT WE CALL EVERGREEN POSTINGS TO FILL HARD TO FILL POSITIONS.

SO THESE ARE POSTINGS THAT ARE TYPICALLY OUT WITHIN THE MARKET.

YOU HAVE THE ABILITY TO BE ABLE TO PROMOTE THEM ON MORE OF A REGULAR BASIS.

BUT THEY'RE OUT THERE AND IT'S A WAY TO BE ABLE TO INCREASE YOUR EMPLOYMENT BRANDS.

AND THEY DON'T NECESSARILY HAVE AN END DATE TO THEM.

SO EACH OF THESE RECOMMENDATIONS THAT YOU SEE LISTED HERE, AGAIN, IT'S A PRETTY EXHAUSTIVE LIST.

AND AGAIN, SMALL TWEAKS CAN SOMETIMES MAKE THE BIGGEST DIFFERENCE.

NOW, BY NO MEANS IS THIS A YOU MUST DO ALL OF THESE IN ORDER TO BE SUCCESSFUL OR YOU MUST IMPLEMENT ALL OF THESE.

WE JUST WANTED TO BE ABLE TO PROVIDE THE LARGEST, I GUESS, MENU OF OPTIONS TO BE ABLE TO CONSIDER AS IT RELATES TO WHAT WE'VE SEEN AND HEARD AND JUST SOME BEST PRACTICES IN TERMS OF MOVING THE ORGANIZATION FORWARD.

CRAIG, DID YOU WANT TO ADD ANYTHING TO THAT? YEAH. THANKS, JAYLENE. MAYBE JUST TO ECHO THAT COMMENT, I THINK SHEILA IT WAS IMPORTANT.

YOU SAID AT THE OUTSET THAT THE CITY IS WORKING ON ITS OWN IMPLEMENTATION PLAN OF DRIVING FORWARD SPECIFICS OF THE REPORT, AND I THINK THAT'S CRITICALLY IMPORTANT THAT ADMINISTRATION HAS OWNERSHIP FOR SETTING ITS OWN IMPLEMENTATION PLAN BASED UPON OUR REPORT. AND AS JAYLENE HAS SAID, IF I WAS ON COUNCIL, I WOULD NOT, SUCCESS IN MY MIND IS NOT ALWAYS PUTTING A CHECKMARK BESIDE EVERY SINGLE ONE OF THESE ITEMS [INAUDIBLE].

I THINK THE ADMINISTRATION IS GOING TO PRIORITIZE AND IDENTIFY THE HIGHEST IMPACT ITEMS THAT CAN MAKE A DIFFERENCE FOR YOUR ORGANIZATION. AND TO ME, THE IMPACT OF THE OUTCOME IS WHAT MATTERS, NOT NECESSARILY PUTTING A CHECKMARK BESIDE EVERY SINGLE ONE OF THESE THINGS, BUT MAKING SURE THAT WE'RE FOCUSING ON THE MOST IMPACTFUL ONES.

OKAY. AND I THINK WE GOT ONE MORE SLIDE, JAYLENE.

ONE OF THE AREAS WE WANTED TO FOCUS ON AND PRESENT TODAY IS THIS FOUR STEP PROCESS THAT WE'VE DESIGNED SPECIFICALLY FOR THE CITY TO HELP CREATE A FOUNDATION FOR SUCCESSION PLANNING INTO THE FUTURE.

NOW, THIS ISN'T NECESSARILY A PROCESS SPECIFICALLY FOR LEADERSHIP POSITIONS.

THIS IS A FRAMEWORK THAT CAN BE APPLIED TO A FINANCE MANAGEMENT POSITION OR THE FIREFIGHTER CLASSIFICATION AS AN EXAMPLE OR WHAT HAVE YOU.

WE WANTED TO BE ABLE TO DESIGN SOMETHING THAT WAS NOT ONLY SPECIFIC TO LEADERSHIP POSITIONS, BUT SOMETHING THAT COULD BE USED IN OTHER AREAS OF THE ORGANIZATION.

THAT WAS ONLY A POTENTIALLY ONE INCUMBENT WITHIN A SPECIFIC ROLE FOR THE CITY.

SO WE WANTED TO BE ABLE TO HIGHLIGHT THAT THE FLEXIBILITY OF THE FRAMEWORK AS IT RELATED TO SUCCESSION.

AND WE DO THAT BY NOT ONLY IDENTIFYING WHAT POSITIONS ARE GOING TO BE CRITICAL TO THE CITY.

AND WE'VE WORKED THROUGH AN EXERCISE TO UNDERSTAND WHAT THAT LOOKS LIKE.

REVIEWING AND ASSESSING.

SO WHAT IS THE OVERALL PROCESS OF IDENTIFYING POTENTIAL SUCCESSION CANDIDATES? WHAT'S THE POSTING PROCESS? HOW ARE WE UPSKILLING RESOURCES AGAIN IN VARIOUS LEVELS WITH THE ORGANIZATION, NOT JUST LEADERSHIP? AND THEN REALLY, WHAT'S THE PLAN TO DEVELOP AND WHAT'S THE FOCUS? SO ARE THERE ADDITIONAL LEARNING OPPORTUNITIES AGAIN, OTHER TALENT MANAGEMENT STRATEGIES THAT WOULD BE ABLE TO SUPPORT THE THIRD STEP OF THE PROCESS.

AND THE FOURTH IS REALLY JUST PROVIDING A BIT OF A DISCIPLINE TO BE ABLE TO GO BACK AND REVIEW OVERALL PROGRESS AND REEVALUATING ANY KIND OF RISKS THAT MIGHT BE COMING UP IF SOMEONE IS ELIGIBLE FOR RETIREMENT OR WHAT HAVE YOU.

SO AGAIN, THIS FOUR STEP FRAMEWORK WAS AIMED TO BE ABLE TO PROVIDE FLEXIBILITY FOR ANY POSITION WITHIN THE ORGANIZATION.

BUT THE PURPOSE IS TO AGAIN, MAKE SURE THAT WE'RE BUILDING A PIPELINE OF INTERNAL CANDIDATES AND AGAIN, LEVERAGING THOSE OTHER TALENT MANAGEMENT STRATEGIES ALONG THE WAY TO RETAIN AND PROMOTE INDIVIDUALS THROUGHOUT THE COURSE OF THEIR CAREER WITH THIS.

AND WE THOUGHT THIS WAS AN IMPORTANT ONE TO FLAG FOR COUNCIL, BECAUSE YOU HAVE AN IMPORTANT LEADERSHIP AND GOVERNANCE RESPONSIBILITY IN TERMS OF THE FACT THAT YOU HAVE ONE PERSON IN THE ORGANIZATION THAT YOU EMPLOY AND THAT YOU HOLD ACCOUNTABLE FOR RESULTS BEING YOUR CHIEF ADMINISTRATIVE OFFICER.

[00:30:06]

ALL RIGHT. SO I THINK THAT SHEILA WRAPS UP ALL THE KIND OF THE PRIMARY CONTENT THAT WE HAD TO BE ABLE TO SHARE WITH WITH COUNCIL IN TERMS OF GIVING REALLY THAT OVERARCHING HIGH LEVEL VIEW OF THE OBJECTIVES, THE FOCUS AREAS OF OUR GREAT WORK TOGETHER.

AND OF COURSE, WE'D BE HAPPY TO HEAR EITHER COMMENTS OR QUESTIONS FROM THOSE IN THE ROOM.

THANK YOU. WE'LL PROBABLY HAVE JUST A SLIGHT AWKWARD, BUT WE JUST NEED A MOMENT TO LOWER OUR MIC.

OTHERWISE WE'RE GOING TO GET CRAZY FEEDBACK.

SO IT WILL BE A LITTLE BIT OF A DELAY BETWEEN US ASKING QUESTIONS AND THEN YOU RESPONDING.

BUT YEAH, FIRST OFF, THANKS FOR THE PRESENTATION AS WELL AS ALL THE WORK TO GET TO THIS STAGE.

WITH THAT, I'LL OPEN IT UP TO QUESTIONS FROM COUNCIL, STARTING WITH COUNCILLOR MCLENNAN.

HI. AND YEAH, THANKS FOR THE PRESENTATION AND HAPPY NEW YEAR.

I GUESS JUST MY BIGGEST QUESTION TO YOU GUYS WOULD BE JUST THINKING ABOUT THE UNIQUENESS OF YELLOWKNIFE.

WHEN YOU THINK ABOUT YELLOWKNIFE VERSUS OTHER MUNICIPALITIES, WHAT DID YOU SORT OF IDENTIFY AS SOME OF THE BIGGEST RISKS OR CHALLENGES FACING THE CITY, AND WHAT ARE SOME OF THE BIGGEST ADVANTAGES THAT YOU FOUND? DID YOU HEAR ALL OF THAT? I BELIEVE. WHAT ARE THE GREATEST RISKS AND CHALLENGES FACING THE CITY? IS THAT WHAT I'VE UNDERSTOOD? CORRECT. YOU LIKE ME TO TAKE THAT CRAIG? YEAH. JAYLENE, DO YOU WANT TO SPEAK TO THAT ONE FIRST? OKAY. THANK YOU FOR YOUR QUESTION.

I THINK ONE OF THE BIGGEST RISKS AND CHALLENGES THAT WE SAW THROUGH THE COURSE OF THE ENGAGEMENT AND AGAIN, WORKING WITH OTHER ORGANIZATIONS IS THAT, NUMBER ONE, THE LABOR POOL WITHIN CANADA SPECIFICALLY IS WE ARE AT A SHORTAGE AND WE'RE PREDICTED TO BE IN A SHORTAGE FOR THE UPCOMING YEARS.

SO THAT'S ONE EXTERNAL SOURCE.

BUT AS IT RELATES SPECIFICALLY TO THE PROJECT, JUST ENSURING THAT THERE IS ENOUGH, FOCUS ON YOUR RESOURCES WILL BE THE LARGEST RISK.

SO ENSURING THAT THERE IS THERE'S TRAINING AVAILABLE, THERE'S RETENTION STRATEGIES AVAILABLE.

WE TALKED OPENLY, I GUESS A FEW TIMES WITH THE LEADERSHIP TEAM AS WELL, THAT THERE'S JUST AN INHERENT RISK OF BEING WITHIN THE NORTH AND HAVING HOME CALLING FOLKS BACK TO THEM OUTSIDE OF THE TERRITORY AS AN EXAMPLE.

SO WE'VE TALKED IN EXTENT ABOUT WHAT ARE SOME OF THE NOT ONLY MITIGATING STRATEGIES, BUT THOSE RISKS WILL ALWAYS BE THERE.

THAT'LL BE FOR ANY ORGANIZATION.

I THINK I WAS TALKING WITH ANOTHER CLIENT THE OTHER DAY AND WE WERE TALKING ABOUT THE FACT THAT WE'RE WE AS AN ORGANIZATION ARE TYPICALLY ONLY TWO WEEKS AWAY OF LOSING OUR MOST TOP PERFORMERS. RIGHT.

SO WHAT ELSE ARE WE DOING INTERNALLY TO BE ABLE TO MITIGATE THAT RISK? SO IF I WERE TO SUM IT UP THE I SHOULDN'T SAY THE WAR FOR TALENT, BUT JUST THE OVERALL TALENT POOL WITHIN CANADA SHRINKING AND THEN THAT PREVENTS OBVIOUSLY THAT INHERENT RISK AS WELL TO THE CITY SPECIFICALLY.

BUT AGAIN, UPSKILLING, PROVIDING LEADERSHIP AND LEARNING OPPORTUNITIES.

THOSE ARE ALTHOUGH THEY'RE CHALLENGES, THEY'RE OPPORTUNITIES THAT CAN BE FOUND QUITE QUICKLY IN ORDER TO DEVELOP YOUR INTERNAL WORKFORCE.

YEAH. THANKS FOR THAT ANSWER.

AND ONE MORE.

JUST LOOKING. I THINK IT WAS THE SECOND LAST SLIDE WITH ALL THE SORT OF MORE SPECIFIC TASKS.

IS THERE ONE OR TWO OF THOSE THAT JUMPED OUT AT YOU AS BEING SORT OF THE MOST BENEFICIAL RIGHT AWAY FOR THE CITY? AND WAS THAT SPECIFICALLY REFERRING TO SOME OF THE QUICK WINS? YEAH, I BELIEVE IT WAS THE SECOND LAST SLIDE.

I THINK ONE OF THE LARGEST OPPORTUNITIES FOR THE CITY IS REALLY AROUND RECRUITMENT, MODERNIZATION.

JUST MODERNIZING THE WEBSITE, MODERNIZING THAT EXTERNAL CANDIDATE EXPERIENCE, AND THEN ALSO GIVING INTERNAL EMPLOYEES THE OPPORTUNITY TO BE ABLE TO SELL THE EXPERIENCE THAT THEY'VE HAD.

AND THERE'S SOME REALLY GREAT SUCCESS STORIES OF INDIVIDUALS WHO WERE BORN AND RAISED IN YELLOWKNIFE AND HAVE WORKED THEIR WAY UP THROUGHOUT THE ORGANIZATION.

[00:35:05]

SO I THINK THAT WOULD BE PROBABLY THE LARGEST AREA THAT AGAIN, WE SEE AS AN OPPORTUNITY, WHICH AGAIN WE'VE TALKED ABOUT IN GREAT LENGTHS. BUT AND THEN REALLY ON THE ONBOARDING SIDE, JUST HOW DO YOU OPTIMIZE SOME OF THOSE ONBOARDING IMPROVEMENTS TO MAKE SURE THAT WHEN SOMEONE STARTS AND THEY ARE COMING, WHETHER THEY'RE COMING FROM THE SOUTH OR WHETHER THEY'RE LOCAL AND BEING PROMOTED UP, JUST HAVING SOME OF THOSE PROCESSES IN PLACE FOR THEM TO FEEL SUPPORTED.

I THINK THOSE WOULD BE PROBABLY THE TWO AREAS OF.

NOT THAT ALL OF THEM AREN'T IMPORTANT, BUT THOSE THOSE ARE REALLY THOSE HIT A CANDIDATE OR A NEW INCUMBENT OR A NEW EMPLOYEE RIGHT OFF THE BAT.

AND THAT WILL GIVE.

THERE ARE SOME STATISTICS OUT THERE THAT SOMEONE STARTING IN AN ORGANIZATION FOR THE FIRST TIME IS ALREADY THINKING ABOUT THEIR NEXT JOB, ESPECIALLY AS IT RELATES TO OUR NEW WORKFORCE AND COMING INTO ORGANIZATIONS.

SO THE MORE WE CAN MAKE THAT GENUINE CONNECTION UP FRONT IS REALLY IMPORTANT.

AND TYPICALLY WE DO THAT THROUGH RECRUITMENT AND ONBOARDING.

YEAH, THAT SOUNDS AWESOME.

AND THANKS A LOT FOR ALL THE WORK.

YEAH, JUST A RANDOM COMMENT.

ONE OF THE THINGS THAT JUMPED OUT TO ME IN THAT LIST OF QUICK WINS WAS STAY INTERVIEWS TO SORT OF KEEPING IN TOUCH WITH EMPLOYEES ALONG THE WAY AND SEEING WHAT'S WORKING AND WHAT ISN'T. YEAH, THAT'S A GREAT IDEA THAT I HADN'T REALLY HEARD BEFORE.

SO THANKS AGAIN FOR ALL YOUR WORK.

SO I HAVE COUNCILLOR COCHRANE, THEN COUNCILLOR FEQUET, THEN COUNCILLOR WARBURTON, THEN COUNCILLOR MCGURK.

JUST SO YOU GUYS ALL KNOW THAT YOU'RE ON THE LIST.

COUNCILLOR COCHRANE.

THANK YOU, MADAM MAYOR. ON SLIDE 11, I'M CURIOUS IF YOU COULD DEFINE WHAT A VALUE BASED EMPLOYEE RECOGNITION LOOKS LIKE AND IF YOU HAVE AN EXAMPLE OF JURISDICTIONS OF SIMILAR SIZES AND WHAT THEY DO FOR THAT? WE DO HAVE SOME EXAMPLES.

WE'VE PROVIDED SOME WITHIN THE REPORT.

I'M NOT SURE HOW MUCH DETAIL OR CAN YOU MAYBE REPEAT THE QUESTION TO MAKE SURE I'M UNDERSTANDING? [INAUDIBLE] I'M CURIOUS, WHAT DOES VALUE BASED EMPLOYEE RECOGNITION LOOK LIKE AND COULD YOU PROVIDE SOME EXAMPLES? I DIDN'T SEE ANY IN THE REPORT, SO IF YOU COULD JUST GIVE US A QUICK SUMMARY, THAT'D BE GREAT.

SO SOME ORGANIZATIONS ARE GOING DOWN THE PATH OF TRANSITIONING FROM ENGAGEMENT SURVEYS TO CULTURE SURVEYS.

AND CULTURE SURVEYS ARE MORE FOCUSED ON VALUES.

SO WHEN WE LOOK AT THE VALUES OF THE CITY, I'M JUST GOING TO POP BACK TO THAT SLIDE.

WE LOOKED AT RECOGNITION, RESPONSIVENESS, SOLUTIONS ORIENTED DECISION, RESPONSIVE DECISION MAKING, CONNECTION, AND MULTIGENERATIONAL.

SO THOSE ARE THE CITY'S VALUES.

SO WHEN WE WORK WITH ORGANIZATIONS TO CREATE WHAT WE CALL VALUES BASED RECOGNITION, IT IS TAKING YOUR VALUES THAT YOU ARE LIVING AND BREATHING EVERY SINGLE DAY AND CREATING PROGRAMS OR OPPORTUNITIES TO RECOGNIZE THAT VALUE THAT PEOPLE ARE BRINGING AND THAT THEY HAVE THOSE BEHAVIORS ON A DAY TO DAY BASIS AND BEING ABLE TO RECOGNIZE THAT.

SO THAT COULD BE THROUGH PEER TO PEER RECOGNITION, THAT COULD BE LEVERAGING THE CITY'S EXISTING STAR PROGRAM AND JUST LEVERAGING AND REINFORCING THAT MORE AROUND YOUR VALUES.

BUT IT'S TAKING YOUR VALUES OF THE ORGANIZATION AND MODERNIZING AND WEAVING YOUR RETENTION AND ENGAGEMENT AND RECOGNITION PRACTICES SPECIFICALLY TO YOUR VALUES THAT WE'RE LOOKING TO LIVE AND BREATHE AND BEHAVE WITH EVERY SINGLE DAY.

THANK YOU VERY MUCH. COUNCILLOR FEQUET.

THANKS, MADAM CHAIR, AND THANKS FOR THAT PRESENTATION, GUYS.

THAT'S AWESOME. AND THANKS FOR THIS WORK BEING STARTED AND REALLY EXCITED TO SEE THAT REPORT AT SOME POINT.

I JUST HAVE TWO QUESTIONS AND THEY'RE ACTUALLY FOR ADMINISTRATION.

FIRST IS HOW MANY EMPLOYEES DO WE ANTICIPATE LEAVING IN THE NEXT FEW YEARS? DO WE HAVE ANY DATA OR STATS ON THAT? AND OF COURSE, IF YOU DON'T HAVE THAT HANDY, WE CAN COME BACK TO IT.

AND THE SECOND IS, YOU MENTIONED THE IMPLEMENTATION PLAN.

DO WE HAVE AN ANTICIPATED TIMELINE FOR THAT IMPLEMENTATION PLAN BEING PREPARED AND DELIVERED TO COUNCIL? THANKS.

MS. BASSI-KELLETT. THANKS VERY MUCH FOR THE QUESTION.

SO SURE. I'LL TAKE A STAB AT ANSWERING BOTH.

PROJECTIONS FOR TURNOVER, I CAN'T HONESTLY SPEAK TO THAT.

BUT WHAT WE DO KNOW IS THAT WE HAVE SEEN WE WERE AROUND A 12% TO 15% TURNOVER RATE, PRE-COVID, 2020, WE DIPPED RIGHT DOWN.

[00:40:07]

2022 HAS INCREASED AND WE SEE THAT AND IT WAS REFERENCED CERTAINLY IN THE PRESENTATION THAT WE UNDERSTAND THAT THERE HAVE BEEN MORE EMPLOYEES THAT REALLY FELT LIKE COVID WAS A TURNING POINT. THEY EITHER HAD AN EPIPHANY AROUND WHAT WAS IMPORTANT TO THEM IN LIFE.

WE HAD EMPLOYEES WHO QUIT WORK WITH THE CITY SO THEY COULD GO AND TRAVEL THE WORLD.

WE HAD EMPLOYEES THAT SAID, OH MY GOODNESS, I NEED MY LITTLE ONES TO GROW UP CLOSER TO THEIR FAMILY AND GRANDMA AND GRANDPA.

SO WE'RE MOVING, QUOTE UNQUOTE, BACK HOME, WHEREVER THAT WAS, AND IS IN CANADA.

WE HAD A NUMBER OF EMPLOYEES THAT FELT LIKE THEY JUST WANTED TO STOP AND SMELL THE ROSES A LITTLE BIT MORE AND REPRIORITIZE WHERE WORK FIT INTO THEIR LIVES.

SO WE HAD A LOT OF CHANGES GOING ON.

AND I THINK WE'RE NO DIFFERENT.

WE'RE NOT SEEING ANYTHING DIFFERENT AT THE CITY OF YELLOWKNIFE THAN WHAT IS GOING ON WITH OTHER EMPLOYERS IN THE NWT AND CERTAINLY ACROSS CANADA AND POSSIBLY EVEN THE WORLD POST COVID. SO IN TERMS OF LOOKING AT WHAT TURNOVER LOOKS LIKE, WE WOULD LIKE TO THINK THAT WE MAKE OURSELVES INTO AND REALLY MAKE SURE THAT THE BRAND IS OUT THERE SO PEOPLE ARE AWARE OF WHAT A GOOD EMPLOYER THE CITY IS.

I MEAN, MY PERSONAL OBSERVATIONS COMING FROM GNWT HERE ARE AROUND WORK CONTEXT.

THE BENEFITS CERTAINLY ARE INCREDIBLY GOOD.

SO COMPARATIVELY, WE HAVE A LOT OF GREAT THINGS THAT WE'RE ABLE TO OFFER EMPLOYEES, AND WE'RE CERTAINLY HOPING THAT'S SOMETHING THAT'S GOING TO HELP US WITH RETENTION AS WELL AS ATTRACTING NEW STAFF.

IN TERMS OF IMPLEMENTATION PLAN TIMELINES.

WE ARE GOING THROUGH SOME TRANSITIONS IN HR RIGHT NOW.

OUR MANAGER, OUR LONG TERM MANAGER IS RETIRING.

WE'RE BRINGING ON A NEW MANAGER.

CERTAINLY THIS IS GOING TO BE ONE OF THE MAIN JOBS THAT SHE HAS, IS LOOKING AT THE NEW TALENT, AT LOOKING AT THE TALENT MANAGEMENT STRATEGY AND LOOKING AT THE IMPLEMENTATION PLAN. WE WANT HER TO OWN IT WITH THE TEAM THAT'S INVOLVED.

THE TEAM HAS BEEN VERY KEEN WITHIN HR AND LOOKING AT OPTIONS AND OPPORTUNITIES, PARTICULARLY AROUND THE QUICK WINS.

SO WE'LL SEE THIS ROLLING OUT IN 2023.

BUT SOME OF THE PROJECTS CLEARLY ARE LONGER TERM AND WE'LL SEE HOW THAT ALL ROLLS OUT.

BUT ONCE WE HAVE OUR NEW MANAGER IN PLACE, WE'LL HAVE A BETTER SENSE OF THAT.

THANK YOU. COUNCILLOR WARBURTON.

THANK YOU, MADAM CHAIR, AND THANK YOU FOR PRESENTATION.

IT DID TOUCH ON A BIT IN THE PRESENTATION THERE AROUND KIND OF YOUNGER EMPLOYEES ARE EXPECTING MORE FLEXIBLE WORK OPTIONS.

DID YOUR REPORT KIND OF CONSIDER LOOKING AT KIND OF FLEXIBLE WORK OPTIONS IN OTHER JURISDICTIONS AND KIND OF WHAT WE CAN DO HERE? ALL RIGHT. WOULD SOMEONE BE ABLE TO REPEAT THE QUESTION? YEAH, WE'RE HEARING ABOUT TWO THIRDS OF THE QUESTIONS, BUT I THINK IT WAS ABOUT FLEXIBLE WORK OPTIONS AND STUFF.

BUT I DON'T KNOW MADAM MAYOR OR SHEILA IF YOU'D BE ABLE TO REPEAT THE QUESTION FOR US BECAUSE YOUR AUDIO IS VERY STRONG.

YES. YOUR INTERPRETATION WAS CORRECT.

I THINK THERE WAS THERE WAS A SECOND PART TO THE QUESTION, THOUGH AT THE BACK END OF THE QUESTION THAT WE MISSED IN TERMS OF FLEXIBLE WORK ARRANGEMENTS OR REMOTE WORK.

YEAH, IT WAS AROUND OTHER JURISDICTIONS.

AND ARE WE CONSIDERING OR LOOKING AT COMPARABLE FLEX WORK OPTIONS? SORRY MADAM MAYOR OR SHEILA, CAN YOU JUST REPEAT THE BACK PART OF THE QUESTION? SORRY. MY APOLOGY IS PART OF [INAUDIBLE] I WEAR HEARING AIDS AS WELL TOO, WHICH IS MORE CHALLENGE THAT WE HAVE AS WELL.

NO PROBLEM. IT'S ABOUT WHAT YOU'RE SEEING IN OTHER JURISDICTIONS AND WHETHER THEY CAN BE COMPARED TO YELLOWKNIFE.

ARE THERE SOME BEST PRACTICES OR EXAMPLES THAT YOU'RE SEEING? I'LL MAYBE KICK THINGS OFF AND JAYLENE CAN ADD TO COMMENTS THERE.

I THINK WE SEE EMPLOYERS IN PARTICULAR IN THE PUBLIC SECTOR REALLY STRUGGLING WITH THIS PARTICULAR ISSUE.

THEY'RE STRUGGLING WITH IT ON VARIOUS LEVELS FROM EQUITY.

WHAT'S THE RIGHT THING TO DO EQUALLY ACROSS THE ORGANIZATION? WE HAD SOME GOOD CONVERSATIONS WITH SHEILA ABOUT THE CHALLENGES THAT SOME EMPLOYEES HAVE TO BE AT WORK AND BE PHYSICALLY PRESENT IN ORDER TO BE ABLE TO UNDERTAKE THEIR RESPONSIBILITIES JUST BECAUSE OF THE NATURE OF WORK.

OTHER ROLES ARE MORE ADAPTABLE TO BE ABLE TO BE DELIVERED MORE FLEXIBLY OR HAVE FLEXIBILITY TO THEM IN TERMS OF THE HOURS OF THE DAY

[00:45:01]

SO EQUITY IS AN IMPORTANT AREA.

I THINK THE OTHER PIECE TOO IS THE ACHIEVEMENT OF OUTCOMES AND DELIVERABLES AND STAFF IS WHERE DO OUR TEAM MEMBERS NEED TO BE RELATIVE TO BEING ABLE TO GET THEIR WORK COMPLETED AND DONE? I'LL BE VERY UPFRONT AND SAY AN ORGANIZATION LIKE OURS, WE HAVE FOUND THAT PRODUCTIVITY AND RESULTS FROM OUR TEAMS IMPROVED THROUGHOUT THE PANDEMIC. WITH REMOTE TEAMS WE ACTUALLY GAIN PRODUCTIVITY AND WE GAINED RESULTS.

BUT THAT'S AGAIN BECAUSE OF THE NATURE OF THE WORK THAT WE DO AS AN ORGANIZATION.

SO WE'VE CHOSEN TO GO TO A HYBRID WORK ENVIRONMENT ON OUR END TO BE ABLE TO BALANCE AND FLEX AROUND THE PRIORITIES OF FOLKS.

AND WE DON'T SEE THAT THERE'S A DIMINISHED CHANGE IN TERMS OF OUR BUSINESS AND OUR ABILITY TO PROVIDE GREAT CLIENT SERVICE AND RESULTS.

SO THAT ABILITY TO BE ABLE TO PROVIDE OUTCOMES IS CRITICALLY IMPORTANT.

SO EQUITY OUTCOMES.

AND I THINK THE OTHER PIECE AS WELL TOO, IS THERE'S A VALUES PIECE HERE AS WELL TOO, THAT NEEDS TO BE RECOGNIZED BETWEEN GENERATIONS, BETWEEN DIFFERENT LEADERS IN THE ORGANIZATIONS AND DIFFERENT PERSPECTIVES.

SO THIS IS ABSOLUTELY AN AREA WHERE THERE'S NOT A ONE SIZE FITS ALL SOLUTION THAT'S APPROPRIATE FOR YOUR ORGANIZATION.

BOTTOM LINE TO ME, WHAT THIS ALL COMES BACK TO IS YOU'RE IN A WAR FOR TALENT, FOR GETTING GREAT PEOPLE TO JOIN YOUR ORGANIZATION.

AND THAT'S A COMPETITIVE PROCESS.

SO YOU HAVE TO BE AWARE OF WHAT OTHER EMPLOYERS ARE OFFERING IN YOUR MARKETPLACE.

IN TERMS OF THE DEMAND SIDE, WHAT ARE THEY OFFERING AND IN TERMS OF THE SUPPLY SIDE, WHAT ARE PEOPLE EXPECTING IN TERMS OF EMPLOYEES TO BE ABLE TO JOIN THEIR ORGANIZATION? AND IF ON THE SUPPLY SIDE, EMPLOYEES ARE EXPECTING AND WANTING FLEXIBILITY AND ON A DEMAND SIDE, OTHER EMPLOYERS ARE PREPARED TO PROVIDE THAT, THEN YOU NEED TO ADAPT TO THAT DYNAMIC MARKETPLACE IN YOUR PARTICULAR MARKET TO BE ABLE TO ADJUST TO THAT.

SO TO ME, IT'S ULTIMATELY A SUPPLY DEMAND QUESTION.

IF YOU GET STUCK INTO PHILOSOPHICAL SILOS ABOUT IT SHOULD BE THIS OR THIS AND IT'S BLACK AND WHITE, THAT BECOMES A CHALLENGE.

I THINK WHAT YOU NEED IS SOME GUIDELINES IN THAT PARTICULAR SPACE, AND YOU NEED SOME FLEXIBILITY TO BE ABLE TO ADJUST TO SPECIFIC SITUATIONS FOR SPECIFIC EMPLOYEES AND SPECIFIC ROLES, TO BE ABLE TO MAKE SURE THAT THERE'S FLEXIBILITY.

SO ULTIMATELY, WE DIDN'T PROVIDE A DEFINITIVE RECOMMENDATION OR STANDARD, BUT RATHER I HAD GREAT CONVERSATIONS WITH SHEILA AND THE TEAM ABOUT BEING ABLE TO MAKE INFORMED DECISIONS WITH REGARDS TO THIS.

JAYLENE ANYTHING TO ADD THERE? WE JUST NOTE THAT WHAT WE'RE SEEING WITH SOME OF THE MUNICIPALITIES IS THAT EQUITY PIECE IS OF HIGH PRIORITY.

SO WE ARE SEEING NOT A LOT OF CHANGE IN TERMS OF PROVIDING MULTIPLE OPPORTUNITIES FOR FLEXIBILITY.

LIKE CRAIG MENTIONED, THERE'S, YOU KNOW, INDIVIDUAL BY INDIVIDUAL BUT NOT BLANKET POLICIES STATING THAT EVERYONE THAT WORKS WITHIN ADMINISTRATION OR OFFICE OR JOBS ARE ABLE TO WORK REMOTELY.

WE'RE NOT SEEING ANY TYPE OF BLANKET APPROACH BECAUSE, AGAIN, EQUITY IS TRUMPING THAT AND AGAIN WITH OTHER MUNICIPALITIES THAT WE'VE BEEN WORKING WITH AS WELL. COUNCILLOR HENDRICKSEN.

THANK YOU, MADAM CHAIR. I HAVE TWO QUESTIONS.

SO THE FIRST IS, WHEN YOU WERE DOING THE BACKGROUND RESEARCH, DID YOU TARGET SPECIFICALLY SPEAKING WITH EMPLOYERS HIRED WITHIN THE LAST 3 TO 5 YEARS TO UNDERSTAND THEIR RECENT EXPERIENCES WITH THE HIRING PROCESS AND THEN WITH THE ONBOARDING EXPERIENCE? SO I HEARD IT THIS QUESTION OF SPECIFIC TO THE ONBOARDING EXPERIENCE IN THE LAST FIVE YEARS, BUT I DIDN'T GET ADDITIONAL CONTEXT TO THAT OTHER THAN THAT.

SO SORRY.

YEAH. SO WHAT I WAS ASKING WAS, WHEN YOU WERE DOING YOUR BACKGROUND RESEARCH, DID YOU SPECIFICALLY TARGET RECENT HIRES BASICALLY IN ORDER TO UNDERSTAND THEIR RECENT EXPERIENCE WITH THE HIRING PROCESS? I MEAN, SOME OF THE RECOMMENDATIONS YOU HAD TALKED ABOUT ARE, YOU KNOW, UPDATING THE WEBSITE OR JOB DESCRIPTIONS, ALL THAT SORT OF THING.

SO DID YOU TALK TO RECENT HIRES TO UNDERSTAND WHAT WERE THE BARRIERS OR THE ANNOYANCES THAT MAYBE THEY FELT DURING THE HIRING EXPERIENCE? AND THEN SIMILARLY, IN THE ONBOARDING PROCESS, YOU KNOW, SO THAT YOU COULD SEE WERE PEOPLE ONBOARDED IN THE SAME WAY WERE THERE THINGS THAT PEOPLE FELT MAYBE WEREN'T NECESSARY OR, YOU KNOW, THEY WISH THEY HAD MORE OF, SO THAT YOU GOT A MODERN UNDERSTANDING OF WHAT PEOPLE WERE FACING.

THANKS. YES.

YEAH, ABSOLUTELY. THANK YOU FOR THAT QUESTION.

SO THROUGH THE WHAT WE'LL CALL OUR DATA COLLECTION PHASE, IT WAS REALLY IMPORTANT FOR US TO UNDERSTAND AND GET A REALLY GOOD WHAT WE'LL CALL REALISTIC PREVIEW OF WHAT NOT ONLY WHAT A DAY IN THE LIFE LOOKS LIKE WITH THE CITY, BUT ALSO SOME OF THAT SHARED AN THAT LIVED EXPERIENCE.

SO WE IN ONE ON ONE INTERVIEWS WE WERE PRETTY SPECIFIC TO UNDERSTAND NOT ONLY AN INDIVIDUAL'S BACKGROUND.

[00:50:03]

SO WE LOOKED AT INTER LIKE TRANSFERRING WITHIN POSITIONS WITHIN THE ORGANIZATION, PEOPLE WHO CAME IN FROM, AGAIN, FROM THE SOUTH, WHO WERE NET NEW EMPLOYEES AND AGAIN THEN WE LOOKED AT CLASSIFICATION SPECIFIC.

SO FOR EXAMPLE, FIREFIGHTERS AND WHAT THAT WHOLE PROCESS LOOKED LIKE SPECIFICALLY.

SO WE WANTED TO MAKE SURE THAT THAT WAS NOT ONLY A COMPREHENSIVE APPROACH, BUT THAT WE HAD ONE ON ONE DIALOG AND CONVERSATIONS WITH INDIVIDUALS THAT HIT SOME OF THOSE CATEGORIES THAT YOU'VE MENTIONED.

SO NET NEW MOVED WITHIN, GOT PROMOTED TO MANAGEMENT.

IT WAS QUITE AN INTERESTING AND A DIVERSE GROUP.

AND WE DID THAT SPECIFICALLY TO MAKE SURE THAT WE WOULD HAVE AGAIN, THAT LIVED EXPERIENCE.

AND THEN IN ADDITION TO ALL OF THE DOCUMENTS THAT WE REVIEWED AROUND THE PRACTICES THAT ARE BEING IMPLEMENTED.

SO WE LIKE TO LOOK AT BOTH.

AND THAT WAS THE APPROACH THAT WE TOOK FOR THE PROJECT.

PERFECT. THANK YOU. MY SECOND QUESTION, I MEAN, AN ISSUE ACROSS CANADA, SPECIFICALLY IN THE NORTH, YOU KNOW, SPECIFICALLY IS A LACK OF REPRESENTATION OF INDIGENOUS EMPLOYEES.

SO WHEN SPEAKING OF TRAINING IN THIS STRATEGY, WERE YOU THINKING OR AT ALL RECOMMENDING DEVELOPMENT ROLES, SUPPORTING OF JOB TRAINING, QUALIFICATIONS, AS WE ALL KNOW, ARE REALLY HARD TO COME BY IN THE NWT IT'S KNOWN TO BE A BARRIER FOR HIRING ACROSS THE CITY OF YELLOWKNIFE GNWT THE FEDS IN THE NORTH.

SO WAS THAT CONTEMPLATED AT ALL? IS THAT CONTEMPLATED AT ALL? AND IF IT'S NOT, I'D REALLY RECOMMEND THAT THAT IS SOMETHING THAT WE THINK ABOUT.

THANKS. AND SORRY YOU CUT OUT THERE.

YOUR QUESTION WAS SPECIFICALLY TO HIRING AND TRAINING INDIGENOUS SPECIFIC CANDIDATES AND INCUMBENTS? YEAH. SORRY. AND SORRY FOR PUSHING THE BUTTON, AND GETTING THE FEEDBACK THERE.

YES, EXACTLY.

SO WAS PART OF THE WORK THAT YOU WERE DOING FOCUSING ON THE FACT THAT THERE IS A LACK OF INDIGENOUS REPRESENTATION IN GOVERNMENT MORE BROADLY, SPECIFICALLY WITHIN THE CITY.

AND WHEN LOOKING AT THE TRAINING AND DEVELOPMENTAL ROLE WORK, HOW WAS THAT CONTEMPLATED AT ALL? AND IF IT HASN'T BEEN, HOW CAN MAYBE THAT BE ADDED TO THE STRATEGY GOING FORWARD? THANKS. NO, THANK YOU.

WELL, THERE THERE ARE DEFINITELY HIRING INITIATIVES ALREADY IN PLACE.

ONE OF THE RECOMMENDATIONS THAT WE DIDN'T NECESSARILY TALK ABOUT IN DETAIL TODAY WAS AROUND WORKFORCE PLANNING AND PROACTIVE STRATEGIC SOURCING.

SO OPPORTUNITIES FOR ADDITIONAL PARTNERSHIPS.

SOME OF THE TRAINING RECOMMENDATIONS SPECIFICALLY ARE RELATED TO DE&I, BUT ALSO CLASSIFICATION SPECIFIC AS WELL.

SO WE WERE REALLY, REALLY PURPOSEFUL ABOUT NOT ONLY ENSURING THAT YOU KNOW YOU HAVE THE RIGHT COMPLEMENT, BUT THAT YOU HAVE A DIVERSE COMPLEMENT OF WORKFORCE, THAT THAT REPRESENTS THE COMMUNITY THAT YOU SERVE ON A DAILY BASIS.

SO TAKING YOUR EXISTING INITIATIVES AND WE USE A IT'S AN APPROACH CALLED AFFIRMATIVE OR APPRECIATIVE INQUIRY.

SO REALLY LOOKING AT WHAT'S BEEN DONE TO DATE AROUND DE&I WITHIN THE CITY.

THERE HAS BEEN QUITE A FEW INITIATIVES TO DATE ALREADY AND BEING ABLE TO CAPITALIZE AND JUST MOVE THEM FORWARD WITHIN DIFFERENT ASPECTS OF THE TALENT MANAGEMENT CYCLE, LIKE YOU MENTIONED, WHETHER THAT BE TRAINING BUT THAT STRATEGIC WORKFORCE BUCKETS, THAT'S A LARGER PIECE BECAUSE IT TALKS A LITTLE BIT ABOUT WHAT DOES YOUR WORKFORCE LOOK LIKE OVER THE NEXT 5 TO 10 YEARS AND WHAT DOES THAT MAKEUP LOOK LIKE BASED ON AGAIN, WHAT THE CITY AND THE DEMOGRAPHICS ARE THAT YOU'RE SERVING SPECIFICALLY.

SO AGAIN, YOU'RE HEADING DOWN THE PATH OF APPROPRIATE REPRESENTATION.

AND AGAIN, WE'VE KIND OF BUILT IT INTO NOT ONLY THE THEMES, BUT ENSURING THAT THERE'S INITIATIVES ON THE ROADMAP TO BE ABLE TO JUST BOLSTER WHAT'S ALREADY IN PLACE TODAY AND KEEP THAT CONVERSATION SUPPORTED AND MOVING FORWARD FROM A DE&I PERSPECTIVE.

DEPUTY MAYOR ARDEN-SMITH.

THANK YOU, [INAUDIBLE].

SO I HAVE A QUESTION.

I JUST GOT TO PULL IT UP HERE.

THANK YOU SO MUCH FOR THE PRESENTATION.

I THOROUGHLY APPRECIATE IT AND LOOK FORWARD TO THE REPORT THAT WILL COME FORWARD.

MY QUESTION IS, SEEING AS WE ALREADY KNOW WHAT THE STATS ARE WITH CANADIAN EMPLOYMENT AND FOR THE NEXT BIT OF THE FUTURE WILL BE QUITE LOW.

HOW DO WE OPTIMIZE EMPLOYING AND RECRUITING LOCALLY IF WE ALREADY KNOW THAT EMPLOYMENT WILL BE DOWN THROUGHOUT CANADA? AND I MEAN, AS MS. SHEILA BASSI-KELLETT HAS ALREADY INDICATED, IN 2022, EMPLOYMENT RETENTION WAS LOW BECAUSE PEOPLE WANTED TO TRAVEL LIFE CHANGES AND THE DESIRE TO BE

[00:55:07]

HOW DO WE RECRUIT LOCAL AND BE FAVORABLE IN THAT SENSE? I THINK ONE OF THE THINGS THAT WE TALK SPECIFICALLY ABOUT WITH MANY ORGANIZATIONS IS WHEN YOU'RE LOOKING TO RECRUIT AND HIRE LOCALLY, WHAT ARE THE ENTRY LEVEL TYPE POSITIONS? THAT IS, THAT'S A SUCCESSFUL WAY TO BE ABLE TO START ENGAGING A YOUNGER DEMOGRAPHIC OR A YOUNGER GENERATION OF YOUR WORKFORCE.

SO SAY, FOR EXAMPLE, LEVERAGING AND THE I WOULD SAY THE LIFEGUARD POSITION AGAIN, ENTRY LEVEL TYPE ROLE COMING IN, BEING ABLE TO LOOK AT THOSE ENTRY LEVEL TYPE POSITIONS, PROMOTING THOSE WITHIN MORE NONTRADITIONAL PLACES SUCH AS HIGH SCHOOLS AND OTHERS, TO BE ABLE TO AGAIN BUILD THAT ALMOST LIKE A FEEDING POOL AND BEING ABLE TO LEVERAGE AND PROMOTE AND LET INDIVIDUALS KNOW THAT AS YOU'RE WORKING IN ANY AREA OF THE ORGANIZATION, OPPORTUNITIES FOR ADVANCEMENT AND PROMOTION.

SO AGAIN, IT'S LOOKING AT IT'S NOT THERE IS A DEMOGRAPHIC LOCALLY OF A CERTAIN AGE GROUP THAT WE TYPICALLY ALWAYS WILL LOOK AT.

BUT WHAT WE'RE I WOULD STRONGLY ENCOURAGE LOOKING AT THAT NEXT GENERATION OF YOUNGER WORKERS COMING IN TO BE ABLE TO GROOM AND UPSKILL AND TRAIN TO BE ABLE TO TAKE THEM THROUGH A LONGER CAREER PATH WITH THE CITY.

THAT'S JUST ONE TACTIC SPECIFICALLY THOUGH.

RIGHT. SO THERE THERE COULD BE MULTIPLE PARTNERSHIPS.

THERE COULD BE PER CLASSIFICATION EVEN.

RIGHT. DEPENDING ON THE LABOR REQUIREMENT FOR CERTAIN CLASSIFICATION IN THE FUTURE.

THERE'S DIFFERENT WAYS TO BE ABLE TO SLICE AND DICE WHAT THOSE STRATEGIES MIGHT MEAN TO BE ABLE TO MITIGATE THE POTENTIALLY THE LACK OF SKILLED TALENT.

SO AND THEN AGAIN, THERE'S UNION NUANCES AND OTHER THINGS THAT WOULD NEED TO BE TALKED ABOUT AND RECTIFIED SPECIFICALLY WITHIN THE COLLECTIVE AGREEMENTS AS WELL.

SO A PARTNERSHIP WITH WITH THE UNION TO BE ABLE TO UNDERSTAND AND GIVE A NOD TO THE FACT THAT RESOURCES ARE IN SHORT SUPPLY. AND WHAT DOES THAT MEAN IN TERMS OF CREATIVITY TO BUILD THE NEXT FUTURE OF THE WORKFORCE.

SO ALTHOUGH THAT WAS ONE VERY SMALL EXAMPLE, JUST ONE TYPE OF STRATEGY ON THE SPOT, I GUESS, TO CONSIDER.

MUCH APPRECIATED [INAUDIBLE].

ANY FURTHER QUESTIONS FOR THE PRESENTERS OR ADMIN? SEEING NONE.

THANK YOU AGAIN FOR PRESENTING AND FOR THE STRATEGY.

WE LOOK FORWARD TO SEEING THE IMPLEMENTATION PLAN AND FCM IS ALSO HAVING, AS MENTIONED A NUMBER OF TIMES DURING THIS STRUGGLE OF RECRUITING AND RETAINING MUNICIPAL STAFF AND ONE OF THEIR SESSIONS, I KNOW AT THEIR UPCOMING CONFERENCE IN MAY IS GOING TO BE AROUND THIS TOPIC.

SO THANK YOU AGAIN FOR THE PRESENTATION.

THANKS. THANK YOU SO MUCH.

WE APPRECIATE THE OPPORTUNITY TO WORK TOGETHER.

AND MAYBE IF I CAN PROVIDE ONE CLOSING COMMENT THAT AS COUNCIL, I THINK IT'S IMPORTANT THAT YOU EXPECT OR ANTICIPATE THAT THIS IS GOING TO BE AN AREA OF INVESTMENT FOR YOUR ORGANIZATION. WHEN WE TALK ABOUT RETENTION AND ATTRACTION OF PEOPLE AND MAINTAINING YOUR WORKFORCE, YOUR WORKFORCE IS YOUR CHANNEL FOR HOW YOU DELIVER TO YOUR CITIZENS, IS HOW YOUR CITIZENS SEE AND VIEW YOUR ORGANIZATION.

HAVING GREAT PEOPLE MAKES FOR A GREAT, GREAT CORPORATION, A GREAT COMMUNITY.

SO WHETHER IT'S CONSIDERATIONS AROUND WHAT WE'RE DOING STRATEGICALLY IN THE LONGER TERM AROUND SALARY BENEFITS OR SOME OF THESE DIFFERENT INITIATIVES AND STUFF, I'D ENCOURAGE COUNCIL TO KEEP THIS AS AN AREA OF OPPORTUNITY FOR INVESTMENT.

OF COURSE, YOU NEED TO ASK THE PROPER DUE DILIGENCE QUESTIONS ON THAT AND BE CLEAR ABOUT WHAT THE OUTCOMES AND PRIORITIES ARE AND WHAT THE INITIATIVES ARE.

BUT THIS SHOULD BE AN AREA OF POTENTIAL INVESTMENT FOR YOUR ORGANIZATION AS YOU MOVE FORWARD.

SO I JUST WANTED TO CLOSE ON THAT COMMENT, MADAM MAYOR.

THANK YOU. DEFINITELY.

DEFINITELY AGREE. AND THAT WAS ONE OF THE REASONS THE COUNCIL MADE IT A PRIORITY LAST TERM.

AND I'M SURE IT WILL BE ONE OF THE CONSIDERATIONS FOR COUNCIL THIS UPCOMING TERM.

SO NEXT ON THE AGENDA, WE HAVE A MEMORANDUM REGARDING WHETHER TO AUTHORIZE THE MAYOR OR MEMBERS OF COUNCIL TO ATTEND VARIOUS CONFERENCES IN 2023.

[5. A memorandum regarding whether to authorize the Mayor and Members of Council to attend various conferences in 2023.]

HOWEVER, UNTIL THAT'S REVIEWED AND REVISED, WE GO ON OUR CURRENT ONE.

AND SO WE BRING THIS FORWARD ON AN ANNUAL BASIS.

THE RECOMMENDATION IS WITHIN BUDGET.

[01:00:03]

IF THERE'S NO INTEREST IN ATTENDING EITHER OF THOSE, THEN WE'VE GOT A BIT MORE BUDGET TO CONSIDER OTHER CONFERENCES OR MEETINGS. RIGHT NOW THIS LEAVES US WITH ABOUT $800 LEFT.

SO IT'S TRAVEL IS EXPENSIVE AND GROWING.

SO THIS IS ALSO WHY WE TRY TO DO IT AT THE BEGINNING OF THE YEAR SO WE CAN TRY TO MAXIMIZE AND GET SEAT SALES AND EARLY BOOKINGS ON HOTELS AS WELL AS EARLY BIRD DEALS FOR ATTENDANCE LIKE THE REGISTRATION FEES.

SO WITH THAT MS. BASSI-KELLETT DID YOU HAVE ANYTHING FURTHER TO ADD? NO, THANKS VERY MUCH, MADAM CHAIR.

YOU NAILED IT. WE WILL BE COMING BACK WITH THE COUNCIL TRAVEL UPDATE, BUT THIS REALLY LAYS OUT THE PROCESS FOR THE YEAR AHEAD.

THANK YOU. THANK YOU.

OPENING IT UP. DEPUTY MAYOR ARDEN-SMITH.

THANK YOU. SO JUST TO CONFIRM YOU'RE SAYING SO WITH THESE ONES, IT PRETTY MUCH EATS UP OUR BUDGET.

SO I'M WONDERING BECAUSE I KNOW BECAUSE IF YOU'RE ALREADY GOING TO SOME OF THESE.

IS IT REALLY ESSENTIAL THAT WE HAVE AN ADDITIONAL COUNCILLOR ATTEND SO THAT WE CAN SAVE SOME OF THE BUDGET FOR POSSIBLE OTHER CONFERENCES? BECAUSE I KNOW WE HAVE THE CMHC OR THE HOMELESSNESS.

YEAH, THAT ONE COMES UP IN THE FALL.

SO WE HAVE A FEW OTHER ONES.

SO I'M WONDERING IF WE CAN RELINQUISH HAVING TWO CANDIDATES GO AND RATHER JUST HAVE ONE.

THAT WAY WE CAN SAVE SOME OF OUR BUDGET FOR SOME POSSIBLE OTHER CONFERENCES THAT I DO KNOW THAT WILL BE COMING LATER.

YEAH, THAT'S DEFINITELY A POSSIBILITY.

I THINK IT'S IMPORTANT THAT WE HAVE AT LEAST, FOR EXAMPLE, MYSELF, ATTEND OR A COUNCILLOR JUST SO THAT WE LIKE AT FCM THEY VOTE ON STUFF AND NWTAC THEY VOTE ON STUFF.

BUT IF COUNCIL WOULD PREFER WE CAN KIND OF DIVIDE AND CONQUER, ATTEND MORE EVENTS BY, SAY, REMOVING THE COUNCILLOR FROM ATTENDING FCM OR REMOVING THE COUNCILLOR FROM ATTENDING NWTAC THAT DOES FREE UP.

THE OTHER THING I WOULD NOTE IS THAT YOU'LL SEE IN THE BREAKDOWN OF THERE'S AN HONORARIUM FOR COUNCIL MEMBERS THAT'S ONLY FOR COUNCILLORS.

I DON'T GET AN HONORARIUM FOR ATTENDING TRAVEL BECAUSE IT'S MY FULL TIME JOB AND YOU'RE TAKING VACATION TO GO TO ATTEND THESE.

SO IF THERE IS AN APPETITE FROM COUNCIL, WE CAN REDUCE IT TO, FOR EXAMPLE, JUST MYSELF ATTENDING FCM AND WE CAN ADD THE HOMELESSNESS ONE THAT WOULD.

IT'S GENERALLY IN WESTERN CANADA.

I DON'T KNOW IF MS. BASSI-KELLETT OR STAFF, BUT IT WOULD PROBABLY WORK OUT IN THE WASH IF WE SUBBED IN AND JUST ADDED THAT TO THE RECOMMENDATION.

ANY THOUGHTS FROM COUNCIL ON REDUCING? COUNCILLOR FEQUET. THANKS.

I AM FULLY IN SUPPORT OF DEPUTY MAYOR ARDEN'S SUGGESTION TO DO MORE WITH LESS, AND I CAN'T WAIT TILL WE SEE A REVISED TRAVEL POLICY SO WE DON'T HAVE TO TALK ABOUT THIS AT GPC.

THANKS. [LAUGHTER] THANK YOU.

COUNCILLOR MCGURK. YEAH.

I ALSO AGREE THAT I LIKE THE IDEA OF BEING OF SOMEONE BEING ABLE TO ATTEND THE CONFERENCE IN THE FALL.

ARE THERE ANY OTHER CONFERENCES THAT WE TYPICALLY ATTEND? IT WAS JUST THAT WAS THE ONLY OTHER ONE.

YEAH.

IT TENDS TO BE THE FCM AND THE NWTAC.

DEPUTY MAYOR ARDEN-SMITH DID GO TO THE HOMELESSNESS CONFERENCE BACK IN 2018.

I THINK IT WAS.

PREVIOUS TERMS, COUNCILLORS HAVE GONE TO THE BUSINESS IMPROVEMENT ASSOCIATION OF BC'S CONFERENCES.

BUT HISTORICALLY WE JUST GO TO FCM AND NWTAC.

OKAY, COOL. I ALSO THINK THAT IT WOULDN'T BE UNREASONABLE TO CONSIDER AXING THE HONORARIUM, AND IF PEOPLE CAN MAKE IT, THEY CAN MAKE IT.

I GUESS I FEEL LIKE THERE COULD BE SOME SORT OF MIDDLE GROUND WHERE IF A COUNCILLOR IS INTERESTED IN ATTENDING A CONFERENCE AND THEY HAVE A REALLY KEEN INTEREST IN IT, THEY COULD HAVE THEIR FLIGHTS AND ACCOMMODATIONS COVERED AND THE HONORARIUM COULD BE REMOVED.

YEAH, AND I'D RECOMMEND THAT'LL BE A DISCUSSION DURING THAT COUNCIL MEMBERS WHEN THEY TRAVEL THEY'LL HAVE TO FILL OUT A FORM TO GET COMPENSATION.

IF YOU'RE NOT INTERESTED IN BEING COMPENSATED FOR THAT, YOU DON'T HAVE TO SELECT THAT AND JUST IT'LL BE REGISTRATION AND ACCOMMODATION, AIRFARE, MEALS AND

[01:05:09]

BUT TO LEAVE IT TO COUNCILLORS DEPENDING ON YOUR SITUATION.

FOLKS IN GENERAL AGREEMENT JUST TO ENSURE WE WOULD REDUCE FCM TO JUST MYSELF AND NWTAC IS JUST MYSELF? OR IS THERE AN INTEREST FROM A COUNCILLOR TO ATTEND THAT ONE? DEPUTY MAYOR ARDEN-SMITH.

I WOULD LIKE TO ATTEND THE NWTAC IF I CAN.

AND SO AND THEN REDUCING FCM TO MYSELF, WE WILL ADD THE HOMELESSNESS CONFERENCE ONE COUNCILLOR TO ATTEND. SEEING NODDING HEADS ON THAT.

COUNCILLOR MCGURK. I'D BE INTERESTED IN ATTENDING THAT ONE.

FOR NOW, WHAT WE'LL DO IS WE'LL JUST ADD AND THEN WE CAN CIRCLE BACK ABOUT WHO ATTENDS THE CONFERENCES.

BUT FROM A BUDGETING PERSPECTIVE, IT SOUNDS LIKE WE WILL REVISE THIS MOTION BEFORE IT COMES TO COUNCIL, WHICH IS MONDAY, JANUARY 23RD.

BUT WE'LL SAY WE'LL ADD ON THAT ONE AND POTENTIALLY SEEING IF THERE'S WE'LL HAVE A BIT OF A REVISED BUDGET AT THAT TIME. SO WE'LL SEE IF THERE'S ANYTHING MORE ANYTHING FURTHER ON THIS ONE.

SEEING NONE.

WE WILL COME BACK WITH A REVISED ONE, A MOTION FOR MONDAY, JANUARY 23RD, WHICH WILL BE JUST FCM, MYSELF NWTAC WILL BE MAYOR AND ONE COUNCILLOR AND AT LEAST ONE COUNCILLOR TO ATTEND THE HOMELESSNESS CONFERENCE, WHICH WE WILL CONFIRM THE LOCATION AND HAVE A BIT MORE OF A REVISED AND TO SEE IF THERE IS THAT POSSIBILITY OF WHETHER IT'S ONE OR TWO COUNCILLORS FOR THAT.

YEAH. SORRY, COUNCILLOR MCLENNAN.

YEAH, JUST A QUICK COMMENT.

I'M NOT SURE IF THERE'S ANY CONFERENCES ABOUT SORT OF MUNICIPALITIES IN TERMS OF LIKE SUSTAINABILITY AND CLIMATE CHANGE ADAPTATION, JUST LOOKING AHEAD TO OUR COMMUNITY [INAUDIBLE] PLAN COMING UP.

LOOKING IF THAT'S A POSSIBILITY THIS YEAR OR NEXT YEAR, JUST YEAH, SOMETHING TO LOOK OUT FOR AS WELL.

THERE IS ONE. IT'S IN A ONE MONTH, SO IT'S ALWAYS A BIT OF A CHALLENGING ONE FROM THAT BUDGETING PERSPECTIVE.

BUT WHAT WE CAN DO IS RECOGNIZING THE, THE INTEREST ON COUNCIL CAN KIND OF CIRCLE BACK IN THE FALL AND DO A BIT OF A PREEMPTIVE APPROVAL FOR THE BUDGET.

BUT THERE IS ALSO ONE IN OCTOBER, THE LIVING CITIES FORUM, IT WELL ITS HISTORICALLY BEEN IN OCTOBER.

BUT WE CAN TAKE A LOOK AT AT SOME POSSIBILITIES, PROBABLY MORE FOR 2024.

ANYTHING FURTHER ON THIS ONE.

SEEING NONE.

NEXT WE HAVE A PRESENTATION REGARDING THE RISK OVERSIGHT MS.

[6. A presentation regarding Risk Oversight.]

ALL RIGHT. THANK YOU VERY MUCH, MADAM CHAIR.

THANK YOU VERY MUCH COUNCIL MEMBERS, HAPPY NEW YEAR.

PLEASURE TO BE UP HERE.

OKAY, SO.

COUNCIL WILL RECALL, ALTHOUGH MY GOODNESS, OVER THE HOLIDAYS IT FEELS LIKE THIS WAS YEARS AGO.

BUT JUST IN DECEMBER, COUNCIL PASSED THE MOTION RELATED TO LOOKING AT A RISK OVERSIGHT UPDATE, LOOKING AT SUCCESSION PLANNING, LOOKING AT 5 TO 10 CORPORATE RISKS, AND LOOKING AT A SUMMARY OF OUR OUTSTANDING CLAIMS. SO VERY HAPPY TODAY TO REALLY LOOK AT THE THREE THEMES THAT COUNCIL HAS RAISED IN THAT MOTION.

SO NUMBER ONE ON THE AGENDA IS THE SUCCESSION PLANNING LENS.

[01:10:03]

THE TALENT MANAGEMENT STRATEGY ITSELF HAD LOOKED AT IDENTIFYING NINE KEY POSITIONS, AND WE REALLY THINK IT'S BROADER THAN THAT WITHIN ADMINISTRATION.

WE REALLY THINK IT'S IMPORTANT TO BE LOOKING AT DIRECTORS AND MANAGERS TO BE LOOKING AT SOME OF THOSE CRITICAL SERVICE POSITIONS.

WE CERTAINLY HAVE A LOT OF LESSONS LEARNED AFTER COVID OF WHAT WAS REALLY REQUIRED FOR CORE AND ESSENTIAL SERVICES, WHERE WE HAVE STAFF THAT HAVE A LOT OF CORPORATE KNOWLEDGE. I THINK OF SOME OF OUR WATER SEWER TEAM THAT KNOW WHERE I WON'T SAY WHERE THE BODIES ARE BURIED BECAUSE THAT'S CREEPY, BUT THEY KNOW THE HISTORY AND THAT THE ISSUES AROUND THE DIFFERENT PIPES, DIFFERENT INFRASTRUCTURE THAT'S THROUGHOUT THE COMMUNITY REALLY IMPORTANT.

WHEN WE LOOK AT SOME OF THOSE THINGS, WE ALSO LOOK AT SOME OF THE SITUATIONS AND POSITIONS WHERE WE'RE ONE PERSON DEEP, WHERE THERE'S A KNOWLEDGE SET, A SKILL SET THAT SOMEBODY HAS, THAT THEY ARE THE ONE PERSON THAT DELIVERS A CERTAIN PROGRAM.

WE WOULD LIKE TO MAKE SURE THAT WE HAVE A PLAN B SHOULD THAT PERSON DECIDE THAT THEY'RE GOING TO MOVE ON FROM THE CITY, RETIRE, WIN THE LOTTERY, WHATEVER IT IS.

WE ALSO HAVE POSITIONS WHERE THERE IS SIGNIFICANT CORPORATE MEMORY.

AND SO IT'S VERY IMPORTANT FOR US TO BE ABLE TO PLAN TOWARDS THOSE.

I HAD MENTIONED EARLIER IN THE PRESENTATION FROM MNP THAT WE WILL SEE THE RETIREMENT OF OUR MANAGER OF HUMAN RESOURCES.

THERE'S A LOT OF CORPORATE KNOWLEDGE THERE WHEN SOMEONE'S WORKED FOR THE ORGANIZATION FOR 20 YEARS AND THERE'S A VERY CLEAR PROCESS IN PLACE RIGHT NOW TO TRY TO DOCUMENT AS MUCH AS POSSIBLE BEFORE SHE GOES SO THAT TRANSITION CAN HAPPEN TO THE REPLACEMENT MANAGER WHO WILL COME IN.

SO SUCCESSION PLANNING IS REALLY IMPORTANT TO THE ORGANIZATION AND WE APPRECIATE THAT THAT'S BEEN FLAGGED, BUT WE ARE GOING FORWARD WITH THAT FRAMEWORK THAT'S BEEN PROVIDED BY MNP TO LOOK MORE BROADLY IN THE ORGANIZATION.

I'D BE REMISS TO SAY IT'S NOT LIKE WE HAVEN'T BEEN DOING THIS, BUT WE'VE BEEN DOING IT ON A REALLY AD HOC BASIS.

AND I CAN NAME OFF A FEW RECENT POSITIONS THAT WERE STAFFED UP WHERE WE REALLY DID LOOK AT SUCCESSION PLANNING.

I WON'T NAME SPECIFICS BECAUSE THAT GETS INTO A LITTLE BIT OF PERSONAL INFORMATION.

BUT ONE AREA WHERE WE DID THIS QUITE THOROUGHLY WAS WITH AN ORGANIZATIONAL CHANGE THAT HAPPENED IN 2022 WITHIN THE YELLOWKNIFE FIRE DIVISION, WHERE WE CREATED CAPTAINS POSITIONS OUT OF NEW POSITIONS THAT WERE APPROVED IN BUDGET 2022.

AND WE LOOKED VERY CLEARLY AND MADE A VERY CONCERTED EFFORT AROUND ATTRACTING FROM WITHIN TO BE ABLE TO MOVE UP PEOPLE WITH THE SKILL SETS IN THE FIRE DIVISION SO THAT THEY COULD TAKE ON THE MORE ENHANCED ROLES WITHIN THE CAPTAIN JOB DESCRIPTIONS.

SO THAT WAS VERY IMPORTANT TO US TO DO.

SO WHAT WE WILL BE LOOKING AT IS WE PUT TOGETHER THE SUCCESSION PLAN THAT WE'RE GOING TO START TO DEVELOP IN 2023.

WE'RE GOING TO LOOK AT THE WORK THAT MNP DID FOR US BECAUSE WE APPRECIATE THE ROAD MAP IS GOING TO BE REALLY USEFUL TO US.

IDENTIFY AND DEFINE THE POSITIONS.

WE WANT TO LOOK AT WHAT THE SUCCESSION PROCESS LOOKS LIKE.

IT'S GOT TO BE CLEAR AND TRANSPARENT.

IT CAN'T BE A MATTER OF EMPLOYEES AND STAFF AND THE ORGANIZATION THINKING, OH, GREAT, WELL, SHEILA CHOSE HER FAVORITE PERSON.

THAT'S THE ONLY WAY THAT JOE SMITH GOT TO MOVE UP AND OR BE, YOU KNOW, GET TRAINING TOWARDS ASSUMING A KNOWN POSITION.

WE NEED TO BE ABLE TO HAVE MANAGEMENT AND SENIOR MANAGEMENT AND LEADERSHIP IDENTIFY TALENT IN THE ORGANIZATION.

BUT WE NEED STAFF TO BE ABLE TO SAY, YOU KNOW WHAT, I'D REALLY LOVE TO BE ABLE TO DEVELOP AND STAY WITH THE CITY, LEARN NEW THINGS SO I CAN MOVE UP THE LADDER WHEN THOSE OPPORTUNITIES ARISE.

SO IT'S GOT TO BE TWOFOLD AND IT'S GOT TO BE TRANSPARENT.

SO WE WANT TO IDENTIFY THE SUCCESSION CANDIDATES AND THE TALENT POOL.

AGAIN, IDENTIFYING CLIENT OR CANDIDATES, BUT ALSO LOOKING TO CANDIDATES TO SAY, PICK ME, PLEASE, I'D REALLY LIKE TO BE CONSIDERED.

AND THEN WE NEED TO HAVE THOSE PROFESSIONAL DEVELOPMENT PLANS.

SO PLANS THAT CREATE THE COMPETENCIES THAT PEOPLE NEED TO BE CONSIDERED FOR JOBS THAT THEY'RE ASPIRING TO.

LOOKING AT IS THERE SPECIFIC TRAINING? ARE THERE SKILLS YOU NEED TO DEVELOP LIKE? MANAGING THROUGH CHANGE LIKE GOOD COMMUNICATION, THINGS THAT AREN'T NECESSARILY SPECIFIC REQUIREMENTS OF THE JOB ITSELF, BUT ARE THINGS THAT WILL ENABLE YOU THE COMPETENCIES THAT ENABLE YOU TO DO THE JOB WELL.

WE NEED TO LOOK AT HOW THAT GETS DEVELOPED AS WELL.

AND THEN OF COURSE, AS OPPORTUNITIES ARISE, IT'S NOT A MATTER OF ANOINTING.

I'M A FIRM BELIEVER THAT IT'S VERY IMPORTANT THAT WE ARE CREATING OPPORTUNITIES FOR OUR STAFF FROM WITHIN.

BUT YOU ALSO HAVE TO BRING IN A BALANCE OF FRESH BLOOD INTO THE ORGANIZATION AS WELL.

BUT WHERE WE HAVE TALENT AND PEOPLE EXPRESS AN INTEREST, WE REALLY WANT TO DEVELOP THAT AND SEE THAT MOVE FORWARD.

SO WHILE IT'S BEEN DONE AD HOC, WE'RE GOING TO FORMALIZE THIS NOW WITH THE GREAT ADVICE AND SUPPORT WE'VE GOTTEN FROM MNP THROUGH THE TALENT MANAGEMENT STRATEGY.

OK CORPORATE RISK.

SO WE ALL KNOW THIS.

IT'S KIND OF IT'S THE KIND OF THING THAT'S BUILT INTO HUMAN BEINGS.

RISK IS INNATE WITHIN WHAT EVERYTHING THAT WE DO.

COMING TO THIS COUNCIL MEETING TODAY WAS FILLED WITH RISK.

SO WE'RE CONSTANTLY MANAGING RISK IN OUR LIVES, WHETHER OR NOT IT WAS CROSSING THE STREET, DRIVING ON A ROAD THAT HAS, YOU KNOW, SNOW BANKS AND OTHER STUFF, WHATEVER IT IS, WE'RE CONSTANTLY DEALING WITH RISK.

AND SO AS WE'VE BEEN WORKING ON OUR ASSET MANAGEMENT STRATEGY, RISK IS A REALLY IMPORTANT FOUNDATION OF THAT PIECE.

[01:15:04]

WE NEED TO BE ABLE TO IDENTIFY WHAT THOSE ARE AND SO THEY COME TOGETHER.

AND SO ASSET MANAGEMENT IS REALLY THE PLACE WHERE WE'VE BEEN VERY EXPLICIT ABOUT RISK.

WE HAVE SO MUCH WORK THAT WE DO IMPLICITLY AROUND RISK, AND I'LL GET INTO THAT.

BUT IN OUR ASSET MANAGEMENT POLICY, WE DEFINE RISK AS THE CHANCE OF AN EVENT WITH UNWANTED CONSEQUENCES THAT COMES DIRECTLY OUT OF OUR POLICY.

OUR PRINCIPLES AS WELL SPEAK TO RISK MANAGEMENT.

THAT PART OF ASSET MANAGEMENT.

WE NEED TO MANAGE RISK AND MANAGING RISK IT'S A CONSTANTLY IT'S AN ORGANIC PROCESS.

AND WE ALL KNOW ABOUT ORGANIC MATTER AND HOW THAT'S DEALT WITH.

BUT IT TRULY IS ORGANIC BECAUSE WE SHIFT AND FOCUS AND WE NEED TO BE VERY NIMBLE AROUND HOW WE DO THIS.

BUT OUR RISK MANAGEMENT PRINCIPLE IN THE POLICY IS AROUND THE RISKS ASSOCIATED WITH DELIVERING SERVICES WILL BE ASSESSED AND DOCUMENTED.

THESE RISKS ARE PRIORITIZED AND MANAGED THROUGH THE INVESTMENT OF RESOURCES.

SO CLEARLY THIS COMES BACK TO WHAT WE DO DAY IN AND DAY OUT.

SO AGAIN, COMING FROM OUR ASSET MANAGEMENT POLICY AND OUR ASSET MANAGEMENT FRAMEWORK OVERALL, WE HAVE ASSETS TO ENABLE US TO BE ABLE TO PROVIDE SERVICES.

AND HAVING THOSE ASSETS MEANS WE HAVE TO MANAGE THEM.

WE'VE GOT TO PUT RESOURCES TOWARDS MAINTAINING THEM TO MINIMIZE THE RISKS THAT'S INVOLVED.

AND OF COURSE IT COSTS MONEY TO SUPPLY RESOURCES AND MANAGE RISKS.

SO ALL OF THESE THINGS COME TOGETHER.

HONESTLY, I'LL BE TRUE CONFESSIONS.

WHEN WE STARTED DOWN THE PATH OF ASSET MANAGEMENT, I DID NOT THINK THAT THIS WOULD BE WHERE IT WOULD BE GOING TO, WHERE IT'S ENCAPSULATING THIS KIND OF THING.

BUT IT DOES, AND IT IS HUGELY HELPFUL FOR US TO ARTICULATE WHAT RISK LOOKS LIKE IN THE CONTEXT OF THE CITY.

IT'S KIND OF FUNNY, TOO, BECAUSE WHEN WE STARTED THE PROCESS AROUND ASSET MANAGEMENT AND SEEKING AN INVESTMENT IN ASSET MANAGEMENT WITHIN THE STAFF COMPLEMENT WITHIN ADMINISTRATION, THERE WAS A REALLY INTERESTING DISCUSSION THAT COUNCIL HAD AROUND THAT.

AND WITHOUT TELLING TALES OUT OF SCHOOL, THERE WAS A COUNCILLOR AT THE TIME THAT SAID, GEE, DO WE REALLY NEED TO DO THIS? BECAUSE ADMINISTRATION, YOU'RE DOING A GREAT JOB AT KEEPING US OUT OF TROUBLE, RIGHT? LIKE, OH, WE HAVEN'T HAD ANYTHING SUPER HORRIBLE HAPPEN.

SO CLEARLY SOMETHING MUST BE GOING RIGHT AND WE APPRECIATED THE COMPLIMENT.

BUT IT WAS TRULY A OH MY GOD, WE'VE GOTTEN AWAY SCOT FREE SO FAR.

WE'VE SIMPLY BEEN LUCKY AND SO A REALLY IMPORTANT THING TO THINK ABOUT IS THAT MANAGING RISK DOES INVOLVE SPENDING MONEY TO ENSURE NOTHING HAPPENS.

AND THAT CAN BE A REALLY TOUGH THING TO THINK ABOUT BECAUSE SOMETIMES IT'S LIKE, OH, DO WE REALLY NEED TO SPEND THAT MUCH? OR WE SPENT MONEY AND NOTHING HAPPENED.

SEE, WE DIDN'T HAVE TO.

BUT SOMETIMES THE REASON THAT WE SPEND MONEY IS THE FACT THAT WE SPEND MONEY IS THE REASON THAT NOTHING HAPPENS.

SO IT'S A VERY DIFFICULT THING TO SEEK TO CONSTANTLY COME AND ASK COUNCIL WHEN THERE ARE VERY DIFFICULT DECISIONS TO BE MADE FINANCIALLY.

BUT CERTAINLY WHEN IT COMES TO RISK AND MANAGING RISK, THERE WILL BE THINGS WE COME FORWARD AND ASK FOR RESOURCING AROUND BECAUSE IT'S THE RIGHT THING TO DO.

SO A RISK MANAGEMENT FRAMEWORK, THESE AREN'T NECESSARILY ROCKET SCIENCE AND THERE'S NOTHING THAT YOU WOULDN'T DO IN MANAGING RISK IN ANY PART OF YOUR PERSONAL OR PROFESSIONAL LIVES. WE SEEK TO IDENTIFY THE RISKS.

WE SEEK TO PRIORITIZE THEM SOMEHOW.

HOW DO WE QUANTIFY WHICH RISK IS MORE LIKELY OR GOING TO HAVE THE BIGGEST IMPACT ON US IF WE LEAVE IT BE? WHAT DO WE DO TO MITIGATE? HOW DO WE PUT A RISK REDUCTION PLAN IN PLACE? HOW DO WE IMPLEMENT RISK REDUCTION, AND HOW DO WE KEEP THAT CYCLE GOING? BECAUSE THINGS ARE OFTEN SHIFTING.

IT'S AN ORGANIC PROCESS, AGAIN, OF MANAGING RISK.

THIS IS A RISK MATRIX WE USE WHEN WE LOOK AT MANAGING AND QUANTIFYING RISK.

THIS IS SOMETHING THAT'S BEEN PUT TOGETHER AS PART OF OUR ASSET MANAGEMENT FRAMEWORK.

SO WE LOOK AT THE SEVERITY LEVEL, WE LOOK AT WHETHER OR NOT SOMETHING WOULD BE CATASTROPHIC VERSUS LOW AND MINOR.

WE LOOK AT HOW LIKELY IS SOMETHING TO HAPPEN IF IT'S GOING TO BE A HUGE CATASTROPHE.

BUT THE LIKELIHOOD OF THIS HAPPENING IS ONCE EVERY 50 YEARS, YEAH, THAT'S A PRETTY BIG DEAL THAT WE NEED TO PREPARE FOR, BUT IT MAY NOT BE AS SEVERE AS SOMETHING ELSE WHERE WE HAVE A MUCH HIGHER LIKELIHOOD.

SO IT'S A MATRIX THAT HELPS US QUANTIFY AND ASSESS RISKS AGAINST EACH OTHER.

AND WE USE THIS QUITE A BIT INTERNALLY.

SO EXAMPLE, SOMETHING NEAR AND DEAR TO OUR HEARTS.

WE'VE JUST COME THROUGH SNOWMAGEDDON.

WE KNOW THAT AN EXAMPLE OF THIS IS A HEAVY AND SUDDEN SNOWFALL EARLY IN THE SEASON.

WELL IN UP UNTIL PRE 19 MY GOD PRE 2022, REALLY THE SEVERITY OF THIS WAS MINOR, THE LIKELIHOOD WAS RARE AND OUR RISK RATING WAS LOW. BASED ON THE PATTERNS THAT WE SAW ARE WEATHER PATTERNS THERE WAS A PREDICTABILITY TO THIS.

WE HAVE A VERY, VERY COMPETENT AND VERY TALENTED TEAM IN ROADS AND SIDEWALKS THAT MAKES SNOW BALLET HAPPEN, RIGHT? I MEAN, THEY HAVE IT DOWN TO A VERY EFFICIENT PROCESS ON HOW TO DEAL WITH THIS.

WHAT HAPPENED, THOUGH, IS 2022 THREW US A CURVE BALL WITH WEATHER PATTERNS THAT WE HAVEN'T SEEN.

[01:20:03]

THE LIKELIHOOD OF THIS.

WE'RE STILL ON THE FENCE WITH THIS.

RIGHT. WE NEED TO MONITOR THIS.

WE NEED TO BE VERY AGILE IN TERMS OF HOW WE LOOK AT THIS, BECAUSE WE NEED TO SEE IF THAT HAS 2022 BEEN AN ANOMALY? IS THIS THE WAY THAT WE'RE GOING FORWARD? IS THIS A PERMANENT CHANGE THAT WE'RE GOING TO SEE? AND IF SO, THEN OF COURSE WE'RE ADJUSTING HOW WE SEEK TO MITIGATE THE RISK OF SNOW REMOVAL AND MAKING SURE THAT THERE'S SAFE ACCESS THROUGHOUT THE COMMUNITY.

SO, AGAIN, STRATEGIES AND TACTICS TO MANAGE THIS AS AN EVOLVING ISSUE THAT WE'RE LOOKING AT.

WE'RE MONITORING FORECASTING, WE'RE LOOKING AT SEEING WHETHER OR NOT THIS IS AN ONGOING TREND THAT'S TAKING US AWAY FROM HOW THINGS HAVE BEEN DONE TRADITIONALLY.

AND WE LOOK AT PUBLIC WORKS TEAM IS REALLY DOING A LOT OF WORK TO LOOK AT POTENTIAL FOR IMPLEMENTING THRESHOLDS, FOR INCREASED LEVELS OF SERVICE DEPENDING ON THE AMOUNT OF SNOW THAT COMES AT CERTAIN TIMES OF THE YEAR.

SO THAT AGAIN, IS RESPONDING TO CHANGES TO RISK BEING SOMETHING THAT'S VERY FLUID AND FOR US NEEDING TO LOOK AT WHAT THE STRATEGIES ARE, HOW WE MITIGATE AND HOW WE CONTINUE TO MONITOR. SO IN TERMS OF ROLES, AND THIS IS LAID OUT A LITTLE BIT IN THE POLICY, BUT CERTAINLY ADMINISTRATION IS LOOKING AT THIS DAY IN AND DAY OUT.

WE'RE SPENDING A LOT OF THE TIME INTUITIVELY LOOKING AT IDENTIFYING RISKS, WHAT ARE THE CONTROLS, HOW DO WE MANAGE THOSE CONTROLS? THIS IS AN ONGOING THING.

AND AS WE GET MORE INTO IMPLEMENTING AND ROLLING OUT THE ASSET MANAGEMENT FRAMEWORK, WE WILL BE COMING TO YOU MORE WITH RISK AND WITH RISK TOLERANCE TO DETERMINE ACCEPTABLE LEVELS OF CORPORATE RISK.

WHAT ARE YOU WILLING TO DEAL WITH? AND SO ONE OF THE KEY EXAMPLES THAT WE THINK ABOUT IS AROUND THE YKFD AND THE DECISION THAT COUNCIL MADE IN 2000.

I CAN'T REMEMBER 18 OR 19 AROUND THE LEVELS OF SERVICE FOR THE FIRE DIVISION AND THE DECISION MADE TO NOT FIGHT FIRES OUTSIDE OF THE COMMUNITY BOUNDARIES WITH THE EXCEPTION OF PROVIDING THE SUPPORT TO [INAUDIBLE] BECAUSE OF THE MOU THAT WE HAVE IN PLACE BETWEEN YKDFN AND OURSELVES.

SO WE MADE THE DECISION WE'RE NOT GOING TO GO DOWN THE INGRAM TRAIL, WE'RE NOT GOING TO GO DOWN HIGHWAY 3 ANYMORE TO FIGHT FIRES BECAUSE BY THE TIME WE GET THERE, THE BUILDING IS GOING TO BE DECIMATED.

AND SO THAT WAS A VERY CLEAR DECISION BY COUNCIL THAT SETS THE LEVEL OF SERVICE THAT THEN IMPACTS RISK BECAUSE WE DON'T HAVE THAT SAME RISK OF HAVING FIRE TRUCKS OUT OF TOWN DOWN THE INGRAM TRAIL TO DEAL WITH A BUILDING THAT WE COULDN'T SAVE ANYWAY.

AND MEANWHILE THERE'S A FIRE IN TOWN THAT WE CAN'T DEAL WITH.

SO VERY CLEAR EXAMPLE THERE THE COUNCIL TOOK.

SO WHEN WE GO BACK TO THE 30,000 FOOT LEVEL AND THIS IS JUST TAKEN STRAIGHT FROM KPMG.

IN 2021, THEY LOOKED AT AND DID ANALYSIS ON WHAT ARE THE RISKS FACING MUNICIPALITIES.

AND I DON'T THINK THERE'S ANY SURPRISES HERE FOR ANYONE.

YOU KNOW, NUMBER ONE THAT THEY'RE LOOKING AT IS POST COVID COMING OUT OF COVID IS ECONOMIC STABILITY AND DEVELOPMENT, TRUST AND LEADERSHIP AND POLITICS.

INEQUITABLE IMPACTS OUT OF THE PANDEMIC, CIVIL UNREST, PANIC OR SORRY PANDEMIC, HEALTH RESPONSE, ETC., ETC..

THESE ARE THINGS THAT ARE CERTAINLY NO SURPRISE.

THERE ARE THINGS THAT A LOT OF MUNICIPALITIES ARE DEALING WITH, AND THIS ACTUALLY DOES REALLY ECHO SOME OF THE WORK THAT WE HAD DONE BACK IN 2014.

AND WE'RE CONSTANTLY WORKING ON UPDATING SOME OF THE BIG PICTURE LOOK AT THIS.

BUT WE HAD DONE HAZARD IDENTIFICATION AND RISK ANALYSIS IN 2014 AS PART OF OUR EMERGENCY PLANNING.

AND SO THAT TOTALLY LOOKED AT THINGS LIKE UNREST, CRITICAL INFRASTRUCTURE FAILURE, ENERGY, WATER CONTAMINATION, EARTH MOVEMENT, CLIMATE CHANGE.

THESE ARE THINGS THAT ALL COMMUNITIES ARE THINKING ABOUT IN THE GLOBAL SENSE OF THINGS.

WE'RE NOT OFF THE CHARTS.

WE'RE NOT AN OUTLIER WHEN IT COMES TO WHAT THE RISKS ARE THAT WE SEE.

WE'RE VERY SIMILAR TO OTHER MUNICIPALITIES.

SO WHEN WE DO BRING IT BACK TO NOT JUST LOOKING AT ALL MUNICIPALITIES IN CANADA, BUT LOOKING AT WHAT IS IT WITHIN YELLOWKNIFE THAT WE HAVE, WE HAVE RISKS AND WE HAVE ONGOING MITIGATION ACTION THAT WE'RE CONSTANTLY WORKING WITH AND CONSTANTLY SEEKING TO ADJUST TWEAK AS WE LOOK AT THE RISK MORE SO.

SO CLIMATE CHANGE VERY CLEAR TO US, RIGHT? WATER LEVEL SNOWFALL, SEASONAL CHANGES.

THESE ARE ALL THINGS THAT ARE IMPACTING HOW WE PROVIDE SERVICES AND DEVELOP OUR ASSETS WITHIN THE COMMUNITY.

SO OUR INVESTMENT IN OUR ASSET MANAGEMENT PLANNING IS REALLY IMPORTANT.

CLIMATE ADAPTATION STRATEGIES THAT WE NEED TO DO THAT ARE VERY IMPORTANT FOR US IN TERMS OF HOW WE'RE GOING TO WORK WITHIN THE DIFFERENT WAYS OF ADAPTING TO WHAT CLIMATE LOOKS LIKE. AND CERTAINLY THINGS LIKE THE RENEWAL OF OUR COMMUNITY ENERGY PLAN IS GOING TO BE VERY, VERY IMPORTANT.

FORGIVE ME, IT'S NOT JUST CEP.

IT'S COMMUNITY AND CORPORATE ENERGY PLANNING.

INFRASTRUCTURE. WHAT WE'RE SEEING RIGHT NOW IS LOTS OF RISK AROUND THE COST OF NEW INFRASTRUCTURE AND THE INTEGRITY OF OUR EXISTING INFRASTRUCTURE.

SO, FOR EXAMPLE, WE'RE SEEING CLASS D ESTIMATES COME IN QUITE HIGH FOR SOME OF THE INFRASTRUCTURE COSTS.

NO SURPRISE TO COUNCIL MEMBERS.

I THINK YOU ANTICIPATED THIS, SAW IT COMING.

WE NEED TO BE ABLE TO BE NIMBLE ENOUGH TO BE ABLE TO MANAGE THAT WITHIN THE OVERALL LONG TERM CAPITAL AND FINANCIAL PLANNING THAT WE DO.

SO WE MAY HAVE PLANNED TO DO FIVE PROJECTS WITHIN THE TEN YEAR PLAN.

MAYBE THOSE FIVE PROJECTS ARE GOING TO TAKE US 12 YEARS TO DO NOW BECAUSE OF OUR FISCAL FLOW AND HOW WE'RE GOING TO CASH FLOW, ALL OF THESE THINGS.

[01:25:05]

WE NEED TO MAINTAIN WHAT WE HAVE SO THAT WE CAN EXPAND AND MAXIMIZE THE LONGEVITY OF WHAT THOSE ASSETS ARE THAT ARE DELIVERING SERVICES FOR US.

HUMAN CAPACITY IS HUGE AND THERE'S A LOT THAT WE'RE DEALING WITH THIS NOT JUST WITH OUR OWN STAFF INTERNALLY, BUT WE SEE IT AS WELL WITH OUR PARTNERS AND STAKEHOLDERS LIKE OUR CONTRACTORS, OUR CONSULTANTS.

THEY'RE STRUGGLING TOO RIGHT.

AND SO WHEN WE PUT AN RFP OUT AND SAY, GREAT, SO-AND-SO IS GOING TO DO THIS JOB FOR US, THEY'RE STRUGGLING INTERNALLY TO MAKE SURE THAT THEY'VE GOT THE PEOPLE THAT CAN DELIVER ON WHAT THEY'VE COMMITTED TO DO.

WE SEE THAT HAPPENING.

SO IT'S NOT JUST US.

IT'S COLD COMFORT, BUT IT'S ALSO HAPPENING WITH OUR STAKEHOLDERS AND WITH OUR CONTRACTORS AND CONSULTANTS.

SO THE THINGS WE'RE DOING AROUND THAT, AGAIN, TALENT MANAGEMENT STRATEGY, HOW DO WE MAKE SURE THAT WE ARE A REALLY ATTRACTIVE EMPLOYER? WE LOOK AT SUCCESSION PLANNING, SO WE'VE GOT THAT CONTINUITY BUILT IN AND WE LOOK AT THINGS LIKE OUR CONTRACTS WORKSHOP TO MAKE IT ABUNDANTLY CLEAR TO OUR PARTNERS WHO WE RELY ON HEAVILY FOR CONSULTING WORK, FOR CONTRACTING WORK TO KNOW THESE ARE THE THINGS THAT WE NEED AND WE'RE GOING TO BE LOOKING TO YOU TO BE ABLE TO DELIVER ON.

WE'RE VERY EXPLICIT ON THAT AND WE'RE HELPING OUR STAKEHOLDERS BY HAVING THESE WORKSHOPS THAT LAY IT OUT.

SO IT'S VERY CLEAR WHAT OUR EXPECTATIONS ARE AND NOBODY FEELS LIKE, HEY, I DIDN'T KNOW THAT.

I DIDN'T SEE THAT COMING.

WELL, IF YOU GET INTO A CONTRACTUAL ARRANGEMENT WITH THE CITY, THIS IS WHAT WE'RE LOOKING FOR.

THIS IS WHAT'S BUILT INTO OUR CONTRACTS.

OUR CORE AND ESSENTIAL SERVICE CAPACITY IS REALLY IMPORTANT AS WELL.

AND SO WE SAW THAT ONLY TOO CLEARLY DURING COVID.

WE NEEDED TO MAKE SURE THAT WE COULD STILL PROVIDE DRINKABLE WATER.

GARBAGE WENT AWAY.

POOP AND SEWAGE WENT AWAY AND WE WERE ABLE TO PROVIDE AMBULANCE AND FIRE PROTECTION SERVICES.

THIS WAS CORE WORK FOR US AND WE CONTINUE TO DO THAT THROUGH OUR WORK AROUND BUSINESS CONTINUITY PLANNING AND AGAIN, THINGS LIKE THE TALENT MANAGEMENT STRATEGY, OUR OVERALL WORK PLANNING.

AND A GREAT EXAMPLE OF THIS THAT SPEAKS TO A LOT OF THE RISK AROUND THIS IS THAT IN 2022 WE DID COMPLETE A COMMUNITY RISK ASSESSMENT THAT FOR THE YELLOWKNIFE FIRE DIVISION AND THIS IS A REALLY IMPORTANT DOCUMENT FOR US IN IDENTIFYING WHAT THOSE RISKS ARE, AND THAT'S A GREAT DOCUMENT.

BUT IF YOU REMEMBER THAT PLANNING CIRCLE, THE STEPS THAT WE'RE INVOLVED IN RIGHT NOW ARE LOOKING AT THE RISK REDUCTION PLAN FOR ALL OF THOSE THINGS.

SO THERE'S VARIOUS THINGS IN THERE.

TRAINING OUR RELATIONSHIP WITH NWT 911 A NUMBER OF RISKS WERE IDENTIFIED IN THERE.

MITIGATING ACTIONS ARE IN PLACE AND THAT WE'RE DEVELOPING THOSE SO THAT WE'RE NOT JUST PUTTING A WHOLE BUNCH OF RISKS OUT THERE AND REALLY ALARMING THE COMMUNITY WITHOUT EVERYBODY KNOWING THERE ARE PLANS IN PLACE TO BE ABLE TO ADDRESS THOSE.

SUPPLY CHAIN CONTINUES TO BE A BIG THING FOR US.

WE'RE SEEING THAT WITH A NUMBER OF SUPPLIES.

SO, FOR EXAMPLE, THE PROJECT TO REPLACE THE UNDERGROUND INFRASTRUCTURE ON 50TH STREET AND REPAVE THAT CAN BE COMPLETED IN 2022 BECAUSE WE COULDN'T GET THE PIPE.

SO THAT GETS PUT OVER TO 2023.

WE SEE THAT ACROSS A NUMBER OF DIFFERENT PROJECTS AND THINGS THAT WE'RE WORKING ON.

A RISK AROUND OUR FINANCIAL STABILITY.

THAT CONTINUES TO BE SOMETHING THAT'S REALLY CRITICAL THAT WE MANAGE CLOSELY.

AND DURING COVID, WE WERE SUPER PARANOID AROUND THAT AND WE REALLY, REALLY WORKED WITHIN AN OVERALL SET OF PRINCIPLES THAT COUNCIL LAID OUT FOR US AROUND BUDGETING AND RESOURCE MANAGEMENT DURING COVID TO BE FISCALLY PRUDENT.

AND SO JUST BECAUSE COVID'S GONE, WE'RE NOT A BUNCH OF DRUNKEN SAILORS THAT ARE GOING TO WOO HOO, LET'S SPEND LIKE CRAZY.

WE'RE STILL MANAGING THAT.

WE GO WITHIN THE BUDGET POLICY.

WE LOOK AT CORPORATE FISCAL OVERSIGHT TO MAKE SURE CHECKS AND BALANCES ARE THERE.

AND AGAIN, THAT LONG TERM CAPITAL PLANNING IS SO IMPORTANT FOR US TO DO.

CYBERSECURITY. I MEAN, THIS BECOMES SUPER IMPORTANT FOR US.

AND WE'VE HAD A COUPLE OF MINOR EXAMPLES HIT US WITHIN THE CITY.

BUT I THINK IT'S REALLY INTERESTING THAT INSTITUTE ON MUNICIPAL FINANCE AND GOVERNANCE, IMFG OUT OF TORONTO, SPENT A WHOLE BUNCH OF TIME ON THIS IN 2022 SAYING THAT THIS IS A KEY AREA OF RISK FOR MUNICIPALITIES.

SO WHILE IT MIGHT BE TIRESOME AND WHEN MY EMAIL, THE HELPDESK THING COMES UP THAT SAYS I'VE GOT TO DO MY CORPORATE SECURITY TRAINING, AND I'M LIKE, OH GOD, I DON'T WANT TO.

LIKE THIS IS IMPORTANT STUFF TO DO.

WE'RE DOING MANDATORY TRAINING FOR OUR OWN STAFF.

YOU SEE SOME OF THE FILTERS THAT ARE COMING IN, SOME OF THE THINGS WE CAN AND CANNOT DO WITH TRANSFERRING INFORMATION FROM YOUR PERSONAL SCHEDULES TO CITY SCHEDULES.

THERE ARE SOME OF THESE BLOCKS AND FIREWALLS THAT WE PUT IN PLACE TO REALLY PROTECT THE INTEGRITY OF WHAT IT IS THAT THE CITY CYBER SYSTEM HAS.

IT'S VERY, VERY IMPORTANT FOR US TO BE ABLE TO DO.

AND THEN EVERY DAY THERE ARE OPERATIONAL RISKS.

AND THIS COMES IT'S EVERYTHING FROM THE CHECKLISTS THAT OUR FACILITY MAINTAINERS DO WHEN THEY'RE AT THE MULTIPLEX OR THE FIELD HOUSE, THEY GO THROUGH DAILY CHECKS TO MAKE SURE YEAH WE'VE DONE THAT YEAH WE'VE CHECKED THIS LOCK.

YEAH, WE'VE CHECKED THIS PIECE OF THE FLOORING.

THESE ARE THINGS THAT ARE BUILT IN THROUGHOUT THE ORGANIZATION THAT EVERYONE IS TAKING PART IN.

AND PART OF THAT IS A GREAT INCENTIVE THAT FRANKLY, WE WERE GIVEN THROUGH OUR INSURANCE PROGRAM THAT BASICALLY GIVES US A LITTLE FINANCIAL REWARD IF WE'RE IMPLEMENTING A LOT OF THESE THINGS.

SO WE'VE TAKEN IT TO THE MAX.

WE IMPLEMENT A LOT OF THE POLICIES AND THE TOOLS THAT THEY RECOMMEND SO THAT WE ARE ABLE TO, FOR ONE THING, MAKE SURE THAT WE'RE MINIMIZING RISK.

[01:30:03]

SO THAT'S A BIG PART OF HELPING US MANAGE OUR RISK OVERALL.

AND THEN THE THIRD PART OF THE MOTION I'LL JUST WIND DOWN FROM THE CORPORATE RISK WAS AROUND LEGAL CLAIMS. SO LIKE ANY ORGANIZATION AND CERTAINLY A LOT OF MUNICIPALITIES FACE THIS, WE'RE NOT UNCOMMON ON THIS.

CLAIMS ARE MADE AGAINST US REGULARLY AND SO SOME ARE COVERED BY INSURANCE THROUGH NORCIX SOME ARE NOT.

SO THE ONES THAT ARE COVERED THROUGH INSURANCE, TYPICALLY THERE'S A SMALL DEDUCTIBLE.

THESE THEN WE SAY TO OUR INSURER, GREAT, CAN YOU TAKE THIS FOR US? DOES THIS COVER OR DO WE FIT IN THE CRITERIA FOR COVERAGE? THEY'LL SAY YES OR NO.

THEY TAKE IT AWAY.

THEY'VE GOT A LEGAL FIRM THAT DEALS WITH IT.

EITHER THEIR INSURANCE ADJUSTER OR THEIR LEGAL COUNSEL TAKES WITH IT, RUNS WITH IT, AND THEN THE FEES ABOVE WHAT OUR DEDUCTIBLE ARE, ARE COVERED THROUGH THE INSURANCE.

THEN THERE ARE SOME THAT ARE NOT COVERED BY INSURANCE, AND THESE ARE OFTEN MANAGED BY THE OFFICE OF THE CITY SOLICITOR.

SO INSURED ARE THINGS LIKE SLIP AND FALLS.

RIGHT? THOSE ARE. OH, I SLIPPED ON A CITY SIDEWALK.

THEY'RE PRETTY COMMON.

MUNICIPALITIES GET THESE QUITE OFTEN THAT'S INSURED.

SOMETHING THAT'S NOT INSURED IS I HAD A CONTRACT WITH YOU AND SOMETHING WENT SIDEWAYS WITH THE CONTRACT CITY SO NOW WE'RE GOING TO ENGAGE IN LEGAL ACTION.

SO THOSE ARE THE KINDS OF LEGAL CLAIMS THAT HAPPEN.

AND YEAH, OKAY.

I WILL WRAP IT UP ON THAT AND SEE IF THERE ARE ANY QUESTIONS OR COMMENTS ANY COUNCIL MEMBER MAY HAVE.

THANK YOU VERY MUCH.

THANK YOU. OPENING IT UP TO QUESTIONS COMMENTS FROM COUNCIL.

COUNCILLOR FEQUET.

COUNCILLOR WARBURTON. THANK YOU, MADAM CHAIR.

THANK YOU FOR THE PRESENTATION.

SO WE TALK ABOUT, LIKE, EVALUATING RISK.

DO WE HAVE A PROCESS OR KIND OF A WAY OF LOOKING AT RISK FROM LIKE A DATA OR KIND OF SO IT'S NOT AN EMOTIONAL DECISION BECAUSE OFTEN JUST PERCEIVED RISK VERSUS ACTUAL RISK? YEAH. BIG PART OF OUR ASSET MANAGEMENT JOURNEY, BUT MS. BASSI-KELLETT.

100% BECAUSE RIGHT NOW IT'S BEEN INTUITIVE.

SO, YOU KNOW. I WALK TO WORK EVERY DAY.

I WALK UP THE HILL FROM OLD TOWN.

OH, THAT ROAD. OH, MY GOODNESS.

RIGHT. IT'S A BIT OF A ROLLER COASTER.

I SEE THAT EVERY DAY.

IS THAT SOMETHING THAT DROP EVERYTHING? WE MUST DEAL WITH THIS RIGHT NOW VERSUS OTHER PUBLIC WORKS AND ASSET ISSUES THAT WE HAVE GOING ON? SO YOU'RE ABSOLUTELY RIGHT.

WE CAN'T HAVE THAT. JUST ANECDOTALLY, WE SEE SOMETHING.

SO LET'S PLAY WHAC-A-MOLE.

NO, WE NEED TO HAVE SOME RIGOR AROUND IT.

AND THAT'S EXACTLY WHAT WE'RE DOING WITH THE RISK REGISTRY THAT WE HAVE A FRAMEWORK SET UP FOR RIGHT NOW AND THAT WE'RE IN THE PROCESS OF SEEKING TO IDENTIFY THE RISKS AS WE WORK WITH OUR ASSETS.

SO, AGAIN, WE WANT TO MAXIMIZE THE LIFESPAN OF ASSETS.

THE ROAD EXAMPLE, AGAIN, WE'RE PRETTY PLEASED WITH HOW LONG THAT'S LASTED, BUT THERE'S AN UNDERGROUND RIVER UNDER THAT ROAD.

SO SOONER OR LATER THAT'S GOING TO COME BACK TO US THAT WE'RE GOING TO NEED TO DEAL WITH THAT.

SO AGAIN, TRYING TO PUT THAT RIGOR AND TO HAVE THINGS THAT THERE IS A PROCESS AND THAT THERE IS A WAY OF QUANTIFYING THE RISKS SO THAT WE CAN DEAL WITH THE MITIGATION FACTORS IS VERY IMPORTANT PART OF THAT ASSET MANAGEMENT FRAMEWORK.

COUNCILLOR FEQUET. THANK YOU, MADAM CHAIR, AND THANKS FOR THE PRESENTATION, SHEILA.

SO JUST TO CONFIRM, DO WE HAVE A RISK REGISTRY CURRENTLY OR WE'RE IN THE PROCESS OF BUILDING IT? MS. BASSI-KELLETT.

THANK YOU FOR THE QUESTION. WE'RE IN THE PROCESS OF BUILDING IT, SO WE HAVE OUR ASSET MANAGEMENT FRAMEWORK THAT WAS PUT TOGETHER.

WE HAVE A COUPLE OF GAPS IN STAFF THAT WE'RE DRIVING THIS WORK FOR US.

SO WE ARE WE'VE SLOWED DOWN A LITTLE BIT, BUT THIS WORK CONTINUES BECAUSE WE SEE THE IMPORTANCE OF IT AND WE DO WANT TO GET THIS DOCUMENTED.

SO RIGHT NOW WE NEED TO WE'VE STARTED DOING A LOT OF WORK ON THE ASSET REGISTRY ITSELF.

THE RISK REGISTRY AND THE SERVICE REGISTRY ARE COMING.

THANK YOU. THANKS.

YEAH, I NOTICED THE EIGHT RISKS THAT WERE IN THAT TABLE THAT YOU HAD PUT TOGETHER IN THAT PRESENTATION.

AND I GUESS A COUPLE OF THOUGHTS, I GUESS, TO SHARE.

ONE IS A QUESTION ABOUT WHEN IS THE APPROPRIATE TIME TO GIVE FEEDBACK OR, YOU KNOW, FROM COUNCIL'S PERSPECTIVE OR LEVEL LIKE THAT WOULD BE HELPFUL AT THE STAFF LEVEL. AND THE REASON I'M ASKING THAT QUESTION IS BECAUSE I RECOGNIZE OUR STRATEGIC PLANNING SESSION IS COMING UP IN FEBRUARY AND SIMILAR TO ASSET MANAGEMENT, RISK OVERSIGHT NEEDS TO BE EMBEDDED IN EVERYTHING WE DO.

BECAUSE PART OF DETERMINING A STRATEGY IS DECIDING WHAT TO DO AND WHAT NOT TO DO.

AND PART OF THAT EVALUATION AS A TEAM IS UNDERSTANDING THE RISKS ASSOCIATED WITH THIS OR THAT OR THAT OPTION OR NOT DOING THAT.

SO WHAT I GUESS I'M SUGGESTING OR ASKING IS IT WOULD BE REALLY AWESOME EVEN IF THE RISK REGISTRY WASN'T DONE, BECAUSE I RECOGNIZE THAT'S A BIG PROCESS TO AT LEAST HAVE A LIST OF THE ACTUAL RISKS THAT ADMINISTRATION BELIEVES ARE THE BIG ONES AND HAVE AN OPPORTUNITY FOR

[01:35:03]

SO I GUESS THAT WAS THE NEXT THING THAT I HAD.

SO I DON'T KNOW IF YOU HAD ANY THOUGHTS OR IF THAT WORKS TIMELINE WISE OR IF THERE'S ANYTHING YOU CAN MAYBE COMMENT ON THAT? ARE YOU LOOKING FOR MORE DETAILED RISKS THAN THIS OR BECAUSE THAT THE MORE DETAILED RISKS WILL BE THROUGH THE RISK REGISTRY AND THE WORK'S STILL UNDERWAY SO IT WON'T BE READY BY THE TIME WE GET TO THE STRATEGIC PLANNING? YEAH, I GUESS. I MEAN, I HAVE SOME THOUGHTS OR QUESTIONS ABOUT THAT COLUMN OF RISKS THERE ON THE LEFT, LIKE, FOR EXAMPLE, OPERATIONAL RISK IS, IN MY EXPERIENCE, A CATEGORY OF RISK.

WHAT'S THE ACTUAL EVENT YOU'RE TRYING TO, YOU KNOW, TALK ABOUT HAPPENING OR THE UNWANTED SITUATION.

SO THAT'S WHY I WAS JUST I WAS CURIOUS LIKE, WHAT'S THE BEST TIME TO PROVIDE FEEDBACK? OR MAYBE WE CAN RECEIVE THIS PRESENTATION AND PROVIDE JUST THOUGHTS IN WRITING TO STAFF OR WHAT WOULD BE MOST HELPFUL? HOW CAN WE SHARE OUR THOUGHTS WITH YOU IN A USEFUL WAY? MS. BASSI-KELLETT.

THANK YOU VERY MUCH. WELL, WE ABSOLUTELY WELCOME ANY THOUGHTS OR COMMENTS THAT COUNCIL MEMBERS HAVE ON THE RISKS THAT YOU SEE.

THERE'S A LOT GOING ON AT ANY GIVEN POINT IN TIME.

SO OPERATIONAL RISKS ARE A HUGE CATEGORY OF LOTS OF ONGOING OPERATIONAL TYPE THINGS, WHETHER OR NOT IT'S OUR WORK IN STAFF SAFETY, WHETHER OR NOT IT IS THE ONGOING MONITORING AND CHECKLISTS THAT ARE AT EVERY FACILITY EVERY DAY, WHETHER OR NOT IT'S THE TOOLBOX TALKS OR THE START OF EVERY SHIFT THAT PEOPLE TAKE ON.

THESE ARE ALWAYS GOING ON IN TERMS OF THE RISKS AROUND WHAT THE WORK IS THAT WE'RE DOING.

THE RISKS TO SOME OF THE ASSETS THAT WE HAVE.

WE'RE DOCUMENTING THAT INFORMATION.

SO WE REALLY LOOK FORWARD IF THERE'S ANY THOUGHTS YOU HAVE AROUND RISK AND WHAT YOU SEE AS BEING IMPORTANT RISK OVERSIGHT FROM A MUNICIPAL PERSPECTIVE AND WHAT WE AT THE CITY NEED TO BE THINKING ABOUT, WE'RE ALWAYS REALLY, REALLY HAPPY TO HEAR THAT FROM YOU.

SO PLEASE SEND ANYTHING THAT YOU WOULD LIKE TO HAVE FURTHER CONSIDERATION OF TO ME.

BUT I THINK THE ONE THING WOULD BE THAT WE ARE AT THE START OF THE JOURNEY, AND SO IT IS THE HIGH LEVEL RIGHT NOW.

AND THEN AT THE ONCE, THE RISK REGISTRY, I GUESS IS IN A DRAFT FORM, PERHAPS THAT WOULD BE THE TIME THAT STAFF CAN PROVIDE AN OVERVIEW TO COUNCIL AND COUNCIL CAN KIND OF WEIGH, YES OR NO THE CONSEQUENCE OR THE LIKELIHOOD IN OUR VIEW IS I GUESS VALIDATE THAT? WOULD THAT BE SOMETHING? MS. BASSI-KELLETT. THANKS VERY MUCH, MADAM CHAIR.

YEAH, ABSOLUTELY. I MEAN, WE ARE THE ASSET MANAGEMENT FRAMEWORK IS MASSIVE AND THERE IS A TON OF WORK THAT GOES ALONG WITH THIS.

AND SO WE HAVE THESE FRAMEWORKS THAT WE'RE SETTING UP.

THEY'RE NOT POPULATED, THEY'RE NOT DRIVEN YET.

THEY ARE ANECDOTAL AT THIS POINT.

AND I THINK YOU WANT MORE THAN ANECDOTAL, RIGHT? SO THAT'S DEFINITELY WHAT WE SEE AS BEING VERY IMPORTANT IS THE TIME TO CRAFT THESE, PUT THEM TOGETHER USING A VERY QUANTIFIABLE LENS TO BE ABLE TO ASSESS AND IDENTIFY.

THANK YOU. SURE.

YEAH. JUST TO FOLLOW UP ON THAT ONE BEFORE MY LAST QUESTION.

YEAH, JUST I THINK AS FAR AS RECOGNIZING THAT THE RISK REGISTRY IS OFTEN A PROCESS, AND THE FIRST STEP IN DEVELOPING IT IS IDENTIFYING THE RISKS AS FAR AS STAFF CAN GET JUST ON THAT PARTICULAR ELEMENT OF THE RISK REGISTRY.

WELL THE FURTHER YOU GET, THE MUCH MORE IT'LL HELP US IN FEBRUARY.

I GUESS I WAS JUST TRYING TO MAKE SURE THAT WE CONNECTED THOSE DOTS.

MY LAST QUESTION WAS JUST KIND OF JUMPING UP TO THE TOPIC OF SUCCESSION PLANNING.

I MEAN, THAT PRESENTATION THAT WORKED THAT MNP DID WITH YOUR TEAM, THAT'S LIKE THAT'S TOP NOTCH.

THAT'S AWESOME. I'M REALLY HAPPY TO SEE THAT.

AND MOST ORGANIZATIONS ARE NOT THAT MATURE IN THEIR SUCCESSION PLANNING FRAMEWORK.

AND I'M REALLY HAPPY THAT ALL THIS WORK WILL BE HAPPENING.

I WANTED TO CLARIFY THAT THE INTENT OF THAT ELEMENT OF THE MOTION AT THE BEGINNING WAS ACTUALLY NOT ABOUT KIND OF GENERAL SUCCESSION PLANNING FRAMEWORK, WHICH OBVIOUSLY WE ARE.

WE'RE WORKING ON A VERY ROBUST FRAMEWORK.

IT WAS ACTUALLY JUST THE SPECIFIC ELEMENT OF EMERGENCY SUCCESSION PLANNING.

SO A DIFFERENT ELEMENT OF IF SHEILA GETS HIT BY A BUS TOMORROW HOW DO WE WHAT DO WE DO? AND I THINK, YOU KNOW, UNFORTUNATELY, EMERGENCY SUCCESSION PLANNING, IN MY EXPERIENCE, IS ONE OF THOSE THINGS THAT YOU NEVER REALLY GET TO NO MATTER HOW MUCH YOU TALK ABOUT IT UNTIL IT'S TOO LATE.

AND I'VE BEEN PART OF ORGANIZATIONS WHERE, YOU KNOW, WE WORKED ON THAT LITTLE EXERCISE, THAT GREEN LIGHT YELLOW, RED LIGHT EXERCISE, THAT'S VERY SIMPLE AND QUICK.

IT JUST SO IT'S A WAY TO COMMUNICATE WHAT THE IMMEDIATE PLAN IS.

SO THAT'S JUST A SMALL PIECE, AND I'M ACTUALLY SUPER HAPPY.

I WASN'T FAMILIAR WITH EVERYTHING THE TALENT MANAGEMENT STRATEGY WORK ENTAILED, SO I'M REALLY HAPPY TO SEE THAT IT'S ACTUALLY THE FULL SUCCESSION PLANNING FRAMEWORK THAT WILL REALLY HELP THE CITY.

BUT JUST TO CLARIFY, YEAH, THAT ELEMENT THAT I STILL THINK IS IMPORTANT FOR COUNCIL TO RECEIVE IS JUST THE EMERGENCY SUCCESSION PLANNING PIECE IN CAMERA OF COURSE,

[01:40:07]

MS. BASSI-KELLETT.

THANK YOU VERY MUCH FOR THAT AND I PREFER THAT I WOULD WIN A LOTTERY AND NOT BE HIT BY A BUS.

SO THANK YOU. THANK YOU FOR SWITCHING THAT ONE AROUND.

AND SO WHAT I CAN SAY IS WHAT WE FOUND REALLY INTERESTING.

IF YOU CAN FIND ANY SILVER LINING TO WHAT HAPPENED AROUND COVID WAS WE WERE WE DID A LOT OF WORK IN FEBRUARY AND MARCH OF 2020 THAT THEN WAS, OF COURSE, EVOLVING AND CONSTANTLY EVOLVING AND ORGANIC AROUND OUR BUSINESS CONTINUITY.

AND A BIG PART OF THAT WAS, OKAY, WHO'S HERE, WHO'S ALIVE, WHO'S NOT BEDRIDDEN WITH COVID TOTALLY WIPED OUT AND GONE FROM THE SCENE.

AND THAT WAS A REALLY GREAT TIME FOR US TO BE ABLE TO PLAN OUT AND LOOK AT THE COMPETENCY OF THE ORGANIZATION OVERALL.

AND I'M VERY PROUD TO SAY THAT THERE'S A LOT OF WE'RE TO QUOTE WHO I DON'T EVEN KNOW WHO SAID THIS EARLIER, BUT WE ARE A MATURE ORGANIZATION.

THERE IS BENCH STRENGTH HERE.

SO WHEN I DO WIN THAT LOTTERY, WHICH I NOW THINK YOU'VE SHED SOME PIXIE DUST ON ME, THAT WILL INCREASE THAT, EXCEPT I DON'T BUY LOTTERY TICKETS, SO THAT'S A RUB, THAT THERE IS THERE IS BENCH STRENGTH.

AND SO I THINK THAT'S A REALLY IMPORTANT PART OF THIS.

I KNOW THAT THERE'S AN INTEREST IN SEEING THIS.

SO CERTAINLY THERE'S BUT REST ASSURED THAT THERE IS A CONTINUITY PLAN IN THE LEADERSHIP CADRE WITHIN THE CITY ITSELF.

THANK YOU. COUNCILLOR MCLENNAN.

THANKS. I THINK JUST TRYING TO GET AT WHAT COUNCILLOR FEQUET WAS TALKING ABOUT THERE IN TERMS OF FEB AND STRAT PLANNING, WOULD IT BE REASONABLE TO JUST SORT OF GET LIKE A FEW VERY IMMEDIATE SHORT TERM RISKS THAT ADMINISTRATION WOULD LIKE US TO REALLY KEEP IN MIND WHEN WE'RE THINKING ABOUT THE STRATEGIC PLANNING GOING FORWARD? IS THAT SOMETHING THAT WOULD BE HELPFUL AND MAYBE LIKE TAKE A VERY SHORT AMOUNT OF TIME AND JUST SOMETHING FOR US TO MORE SPECIFIC THAT WE CAN KEEP IN MIND? I THINK THE ONE THING WE WON'T BE DIVING INTO THE WEEDS FOR STRATEGIC PLANNING.

SO I THINK JUST UNDERSTANDING THE CONCEPT THAT WE'RE AT THE START OF THE ASSET MANAGEMENT JOURNEY.

SOME GOOD WORK STARTED LAST TERM, BUT HOPE THE COUNCIL SEES THIS AS A PRIORITY TO CONTINUE IN THE NEXT TERM.

AND SO HAVING A STRATEGIC PRIORITY OF CONTINUING THE ASSET MANAGEMENT JOURNEY SO THAT WE CAN HAVE THIS RISK REGISTRY SO THAT IN FUTURE YEARS WE CAN KIND OF DIVE INTO SOMETHING A BIT MORE DETAILED AND NOT HAVE THE OVERARCHING THEMES.

BUT MS. BASSI-KELLETT, ANY FURTHER COMMENTS ON THAT? THANKS VERY MUCH FOR THAT AND I REALLY APPRECIATE WHERE YOU'RE COMING FROM.

THE CONUNDRUM WOULD BE I COULD NAME OFF FIVE OR SIX SHORT TERM KINDS OF RISKS AND IT MIGHT BE IT'S GOING TO BE MY ANECDOTAL OH I WALKED UP THE HILL THIS MORNING AND LOOK AT THE ROLLER COASTER AND I DON'T THINK THAT'S NECESSARILY HELPFUL FOR COUNCIL.

WE WANT TO MAKE SURE THAT WE'RE GIVING YOU THE MOST EVIDENCE BASED AND THE MOST RIGOR POSSIBLE.

SO THESE ARE KIND OF CLASSIC.

THEY'RE KIND OF CLASSIC MUNICIPAL RISKS, THEY'RE RISKS THAT WE CERTAINLY HAVE DIRECT EXPERIENCE WITH AND THAT WE'RE TAKING DIRECT ACTION TO MITIGATE AT THIS POINT IN TIME.

WE REALLY LOOK FORWARD IF THERE'S OTHER THINGS OUT THERE THAT YOU THINK, HEY, DID YOU GUYS THINK ABOUT WHAT ABOUT IF YOU HAVE SOME OF THOSE SUGGESTIONS TO MAKE, WE'RE REALLY HAPPY TO LOOK AT THOSE MORE CLOSELY, RESPOND TO THEM, TALK ABOUT THEM WITHIN OUR CONTEXT, WITHIN ADMINISTRATION.

BUT IT'S A PROCESS THAT IS DEVELOPING AN ONGOING AT THIS POINT.

SO I WOULDN'T WANT TO GIVE SHORT SHRIFT TO SOME OF THE OTHER BIG ISSUES OUT THERE BY THROWING YOU A HANDFUL OF THINGS THAT MAY BE TIMELY IN FEBRUARY, BUT MAY NOT BE THE BEST INTEREST ONGOING FOR FOUR OR MORE YEARS.

YEAH, THAT TOTALLY MAKES SENSE.

AND IT MAKES SENSE TO DEVELOP THE WHOLE POLICY AND EVIDENCE BASED.

YEAH, SO THAT MAKES SENSE.

THANKS. AND I THINK THIS IS YOU KNOW WHAT WE HAVE IN THE JOURNEY.

AND I THINK IMPORTANT FROM THAT STRATEGIC PLANNING PERSPECTIVE TO KEEP IN MIND THAT THE COSTS AND INFRASTRUCTURE IS GOING TO BE A CHALLENGE IN THE NEXT TERM UNLESS SUPPLY CHAIN AND INFLATION AND ALL THAT STUFF CAN GET UNDER WRAPS IN THE NEXT MONTH.

AND, YOU KNOW, THE HUMAN CAPACITY THAT WE'RE HEARING, IT'S THE GREAT TSUNAMI HAS HIT.

AND SO IT'S MORE PEOPLE ARE EXITING THE WORKFORCE THAN ENTERING THE WORKFORCE.

SO THAT WAR ON TALENT IS, AS THE CONSULTANT JUST USED.

SO I THINK IF WE KEEP OUR FOCUS AT THE STRATEGIC LEVEL, AT THESE THESE BIG THINGS, THAT WOULD BE GOOD.

BUT I DO LOOK FORWARD TO THE RISK REGISTRY BECAUSE I LOVE THAT LEVEL OF DETAIL AND THOSE FIVE BY FIVES AND IT'S GOOD TO HEAR THAT WE ARE YOU KNOW, EVEN WITH SNOWMAGEDDON THAT JUST HAPPENED ALREADY HAVE UPDATED OUR RISK ANALYSIS ON THAT PERSPECTIVE.

ANYTHING FURTHER ON THE RISK UPDATE.

SEEING NONE. THANKS AGAIN TO STAFF FOR DRAFTING THAT.

WE HAVE EXCEEDED OUR 90 MINUTE MARK.

SO LET'S TAKE A QUICK TEN MINUTE BREAK AND THEN WE WILL MOVE IN CAMERA FOR THREE ITEMS.

[01:45:04]

AND I'LL RECONVENE OUR MEETING.

[IN CAMERA]

MOVED BY DEPUTY MAYOR ARDEN-SMITH, SECONDED BY COUNCILLOR FEQUET.

ANYBODY OPPOSED? SEEING NONE. WE CAN MOVE IN CAMERA.

AND BUSINESS ARISING FROM IN CAMERA.

[10. Business arising from In Camera Session.]

WE WILL APPOINT PATRICK WRIGGLESWORTH FOR A TERM STARTING JANUARY 10TH, 2023, AND WE WILL APPOINT LAURA [INAUDIBLE] FOR A TERM THAT BEGINS FEBRUARY 23RD, 2023.

AND WE WILL ALSO APPOINT THREE MEMBERS TO THE GRANT REVIEW COMMITTEE.

WE HAVE LYDIA [INAUDIBLE], CATHERINE MCDONALD AND MICHAEL MARTIN, WHO WILL HAVE TERMS BEGINNING JANUARY 10TH, 2023.

WITH THAT, IF I CAN GET A MOTION TO ADJOURN.

MOVED BY DEPUTY MAYOR ARDEN-SMITH, SECONDED BY COUNCILLOR MCLENNAN.

ANYBODY OPPOSED? SEEING NONE. WE'LL SEE EVERYBODY BACK HERE AT 7:00 P.M..

* This transcript was compiled from uncorrected Closed Captioning.