OLDS — An action plan regarding a report on how to help town staff operate more effectively and efficiently is expected to come to council in just over a month.
That action plan is in response to a 125-page report provided to council by Transitional Solutions Inc.
It was hired in late August to not only examine how the town functions and how that could be improved, but also to look at findings from previous reports – all with a view to “constraints the town may be facing,” a memo written by chief administrative officer Brent Williams says.
TSI Inc.’s report contains 78 recommendations.
A motion passed by council calls on Williams to bring the action plan forward to council within 45 days of council’s Jan. 23 meeting.
Williams told council that after the report has been shared with town staff, plans are to post it on the town website.
There’s not enough space to go into all 78 recommendations in the TSI report, but there are some that stand out.
For example, No. 77 calls on the town to consider “implementing a general phase-in of incrementally increased mill rates that will provide the town with more funding to provide services.”
No. 78 suggests that the town consider “increasing the non-residential property tax mill rate at a faster rate over the next five years. The current non-residential property tax rate is significantly lower than other peer municipalities.”
No. 6 suggests that town councillors “refrain from meeting with staff members to hear their personal complaints.”
No. 57 says a vacant planner position should be filled “as soon as possible.”
No. 63 suggests that “key performance measurements be developed for reporting on the number of roadway collisions and that this information be shared with the operations department and protective services.”
Several recommendations concern the Olds Fire Department.
No. 64 calls on the town to consider “adding capacity to the Fire Chief role by either: a) hiring a stand-alone fire chief or, b) adding a second full-time deputy fire chief.”
No. 65 suggests that the town look at “increasing the full-time, stand-alone fire officer/firefighter group.”
And No. 66 suggests that the town consider options to cut down on the number of times that paid on-call firefighting staff are called out.
“Not surprisingly, and as is usually the case with these reviews, TSI found that the town's overall operational capacity and functioning are sufficient to provide rudimentary service in the area,” Williams’ memo says.
“Also of note is that services are being delivered by dedicated and well-intentioned employees in a fashion that meets the community's needs.
“However, the review uncovered areas of concern that need attention to ensure the town’s services are relevant and delivered effectively and efficiently.
“Moreover, TSI identified areas of opportunity that exist in core spaces, such as employee training and development, building relationships and improving trust, and boosting communication and program initiatives with a desire to improve services to the community.”
