CI Projects

CI Projects

A CI project is a focused effort to identify the root cause of inefficiencies in a process and develop solutions for improvement. Opportunities for CI projects are continually being identified at the City. Each opportunity is assessed according to its potential to provide efficiencies in cost, capacity, and turn-around time. Opportunities with the most potential for improvement become CI projects.

Each project brings together a cross-departmental team of employees who apply CI tools and methods to identify and remove inefficiencies. Several CI projects have been completed across the organization resulting in improvements in processes ranging from building permit approvals to residential waste disposal.

 

CI Projects 2019-2020
 

Project Problem/Opportunity Goal
Commercial development applications The current process for commercial development application processing is perceived to be long. This problem is a priority for the organization with a goal to reduce the time it takes for the development application to be processed as per conversations with the business community and City Business Roundtable. The goal is to reduce the overall turn-around time for permits within the category being reviewed by 30%.
Assessment Completing reassessments on more than 45,000 properties is a time-consuming process which often requires significant overtime to ensure it is completed by the legislative deadline. The current cycle occurs every three years. There is an opportunity to create standard work processes to improve the time it takes to complete an assessment, increase accuracy and thereby also potentially reduce the number of appeals. Improve quality of assessment, reduce rework and reduce overtime.
Asset Management (AM) Map the current AM processes to better understand the practices happening across the organization and the level of cross-departmental coordination that occurs for projects. By understanding and improving these processes, we can reduce capital rework, prepare more accurate budgeting based on lifecycle forecasting, provide more accurate information to risk, and ensure compliance with Provincial and Federal cost-sharing agreements. The AM process will be mapped at the macro level with 2 areas identified for specific improvement – linear assets and city buildings -- resulting in two CI projects. 30% savings in capacity at year-end for reporting, for those who have responsibility for the assets in the planning and budgeting process. Specific savings and improvements will be further identified in the subprojects.
Street Excavation Permits When a citizen or contractor is required to obtain a Street Excavation Permit (SEP), they are sometimes unsure of the process or which permit they require. This may result in the applicant having to make multiple calls to City staff to clarify the process or to provide the proper steps or procedures to obtain the necessary permit. The SEP is not always a "stand alone" permit, it is often related to another City permit such as: Demolition Permit, Water Deferral Permit, or Application to Connect. If the SEP is related to another permit, staff must verify that all other associated permits are in place before the SEP can be issued. This verification process can be time consuming resulting in a delay in issuing the SEP. The SEP process is repeated daily during the construction season and due to the short season, any delays in the permit process can result in delays for construction projects. Improve quality of service to citizens and contractors and increase efficiencies. There is the opportunity to achieve 30% savings in capacity and thereby improve the process flow and reduce the overall time of obtaining a permit.
Work order process for fleet at St. John’s Regional Fire Improve the process for completing work orders when vehicles are out of service, reduce the amount of time mechanical staff use within the process dealing with deficiencies in requests, service record keeping and tracking and improve the report process. Improved quality and safety. 30% reduction in defects and time. Better tracking methods and preventative maintenance program put in place.
Accommodation Tax All accommodation businesses within the City registered under the Tourism Establishment Act are required to collect a 4% accommodation tax (ACC Tax) on all rooms sold and remit it to the City on a quarterly basis. In Q1, 28% of properties required a follow up regarding payment. This increased to 35% in Q2 2018. Currently there is no confirmed process to notify businesses of this tax or to monitor compliance. Expect a 50% decrease in the number of follow-ups required. Potential to increase interest revenue.
 
Improve process to obtain fleet shop supplies City Fleet Services employees each spend approximately 30 minutes or more per day collecting shop supplies and consumables from the parts counter to do their work.  Parts Clerks also spend up to half their day dispensing shop supplies and consumables. The project will review the process to reduce the time spent on securing parts and consumables and increase time on task. Reduce rework by 30% resulting in improved productivity which has the potential to reduce downtime for equipment. Expect some hard cost savings on inventory, space, printing. 
Aquatics staff scheduling Problems with the existing system include the manual steps involved in creating documents, steps and time required to get a shift replaced or swapped, the time consuming and inefficient process to get a daily sick call (or other leave request) covered, and the rework involved in creating and completing the seasonal shift listing process. In 2019, from January till May, there were approximately 450 days/shift changes requested by staff. The turnaround time to process shift schedules, and to communicate and track shift distribution could be reduced significantly. Results may be transferrable to other divisions that manage shift schedules. Rework will be decreased by at least 30%. Capacity savings through reducing staff time to create schedules, reduction of communication challenges, less paperwork. Quality of schedules improved, and communication increased.
Standardization of digital records Improperly digitized files compromise the quality of the City's information and the ability to search and retrieve records. There is currently a lack of consistent processes for born digital and/or digitized records. Quality of the record comes into question when lack of readability due to cropped copies, blurriness or missing pages is discovered.  The implementation of standards/best practices/procedures from the creation of a record at the department level will help prevent rework and help eliminate duplications or missing pages.  Improved quality at the source of the record will reduce the need for re-work and save server space. It is estimated that savings up to 30% in capacity is possible.  Re-work and research time will also reduce by half. Quicker and more thorough searches will provide improved service by making information more easily accessible to requesters.
Tenant move in-move out process The move in and move out process for tenants in non-profit housing is a manual, time-consuming process. This impacts the City's ability to do a full review to meet the legislated timelines for return of damage deposits thereby creating risk for loss of revenue. 30% reduction in re-work and reduction of errors, and hand offs. Quality of work will increase, which will increase quality of service. Minimum 30% improvement in turnaround time to meet legislative requirements.