Backgrounders

Organizational Alignment
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As part of the organizational alignment, departments were consolidated based on service-delivery areas,
new departments were formed and a new Business Support Services Branch was created in each
department. These backgrounders provide an overview of each departments mandate, new
organizational structure and leadership team.
1. Business Support Services Model
2. Office of the City Clerk and Solicitor
3. Community and Social Services
4. Corporate Services
5. Emergency and Protective Services
6. Planning, Infrastructure and Economic Development
7. Public Works and Environmental Services
8. Recreation, Cultural and Facility Services
9. Service Innovation and Performance
10. Transportation Services

Backgrounders
Organizational Alignment
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1. Business Support Services Model

Overview
The Business Support Services (BSS) model was created to provide standardized delivery of key strategic
operational services to all City departments. In the new model, each department will have one
centralized branch with an elevated organizational profile that consolidates specialized business
supports for all its services.
This model is designed to address organizational effectiveness challenges with an emphasis on
minimizing red tape, improving process efficiency, increasing collaboration between departments,
focusing on succession planning and opportunities for staff and maintaining positive relationships with
Council, the public and stakeholders.
The Business Support Services branch has a dual mandate to:
Provide key business knowledge and capacity to support policy, project management and other
administrative functions to General Managers and operational services and branches
Support the City as a whole by working collectively to enhance operations
A uniform BSS model will increase the responsiveness and efficiency of service areas by creating one
point of access into departmental support services. Mayor and Council, stakeholders and the public will
all benefit as information will be more consistent and service levels will be standardized.
Every department has a standard number of positions to form their BSS unit, i.e. 23 positions and a
manager. There are nine job classifications within the BSS model and the number and types of jobs used
are at the discretion of the General Manager and reflect the specific support needs of each department.
Positions, roles, scope of work and structures will be clear and transparent.
Tailoring BSS needs to departments
Inherent to its design, departments have the flexibility to build their BSS structure and assign roles that
best fit the needs of their business and the nature of their operations and programs. As such, the
complement of roles that comprise each BSS group will vary. In some cases, departments with
considerable technical support requirements will have a separate unit of associated technical positions
that will form part of the BSS. Others may have several technical positions embedded in their structure
that will not be parsed off into a separate unit.
Key benefits
Key benefits of this new model include:
Rationalize Business Supports within Departments: Each department will have a standardized
number of positions with defined roles and responsibilities, creating efficiencies and reducing
duplication

Backgrounders
Organizational Alignment
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Strengthened Departmental and Corporate Level Support: Increased flexibility for departments
with respect to the nature of work that can be assigned to the team. Easier and quicker access
to information as leaders will know where to go for specific expertise
Service Responsiveness and Efficiency: Flexibility and agility within the BSS branch as a core
team of diverse skills and competencies to meet business and technical needs. Will create one
point of contact for Mayor and Council, the public, key stakeholders, Shared Services and
departmental coordination
Employee Opportunities: Using a mix of BSS jobs at different levels will provide career
progression and succession planning opportunities for BSS employees. Consistency in the team
structure and required skills and competencies opens up opportunities for staff to work across
the organization and within different departments
Corporate Integration and Standardization: The new model will ensure consistent service levels
and will increase opportunities to leverage best practices across the corporation and streamline
processes while encouraging collaboration and faster decision making

Roles and responsibilities

The roles and responsibilities of business support functions have not changed. In addition, a manager role
has been created to oversee the work of the BSS. The BSS Manager includes the business partner role,
liaising with Corporate Shared Services and functions for the department.
Business Integration Team
The cross-departmental Business Integration Team is comprised of the Business Support Services
managers. They will be responsible for the integration and standardization of support services across the
corporation. This team will meet bi-monthly to discuss issues, find solutions, share approaches, tools
and information to ensure that support services are integrated across departments. The team will create
space for streamlining processes and supports through best practices and shared learning at the
enterprise level.

Backgrounders
Organizational Alignment
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2. Office of the City Clerk and Solicitor

Led by Rick OConnor, City Clerk and Solicitor
Our mandate
The City Clerk and Solicitors Office is responsible for managing the Citys legislative and support services
to Council, providing legal advice and support to the City, information management, protocol services,
intergovernmental relations, French Language Services, the elections office and continued adherence to
all legislative and administrative requirements throughout the municipality, including those related to
accessibility.
Department at a glance
The new Office of the City Clerk and Solicitor has been consolidated into five main service areas
previously offered by 14 groups. The new Legal Services area, headed by a single Deputy City Solicitor,
integrates the services previously offered by Corporate Development and Environmental Law, Litigation
and Labour Relations and Legal Operations and Support Services.
Across the department:
Groups were consolidated to provide better services to staff and the public
Succession-planning was front and centre in the selection of the new management team,
balancing seasoned professionals with newer managers committed to the values of servant
leadership and supported by strength in existing teams
French Language Services Led by: Michle Rochette, Manager
There are no changes to this group. It will continue to provide Translation Services and will work
with departments to ensure that the City delivers to its residents and its staff quality service
with mutual-respect and recognition of both official languages.
Legal Services Led by: David White, Deputy City Solicitor
This branch will now be comprised of five legal practice groups: Corporate and Commercial;
Planning and Development; Civil Litigation; Municipal and Regulatory; and Employment and
Labour, including the prosecutions unit. This structure is intended to facilitate more integration
and knowledge sharing between the formerly separate corporate and litigation functions.
An expanded Legal Operations and Support Services branch will encompass all legal
administrative support positions and functions.
Legislative Services Led by: Tyler Cox, Manager
This new group includes Committee and Council Services, Council Support Services and Mayor
Support Services. Four new groups are also joining this service area: Archives, Information
Management, Accessibility and Elections.
These units are grouped together under one umbrella in an effort to flatten the organization,
establish clear accountability and achieve efficiencies. More opportunities will also exist for
collaboration and information sharing, both internally and cross-departmentally.

Backgrounders
Organizational Alignment
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Policy and Technical Solutions Led by: Kiel Anderson, Manager
All support functions for the department have been centralized in one area with a view to align
and increase collaboration with like functions in the new business support services being
established in all departments.
This group will oversee all business support services, legislative support and policy,
commemorative naming, support for the accountability framework and integrity commissioner,
Municipal Freedom of Information and Protection of Privacy Act (MFIPPA), technical solutions
and print and mail.
Protocol Led by: Cathy Bowles, Manager
The intergovernmental relations function has been integrated into this group. Protocol will be
focused on its upcoming efforts to support the Citys involvement in Canada 150 celebrations in
2017.
Next steps

Stabilize the department and team-build with management and staff

Business continuity remains paramount as the department enters its busy season with support
for the 2017 Budget process and leading Councils mid-term governance review
Refine accountabilities, roles and responsibilities for new positions
Design, implement and manage a transition and workforce adjustment strategy
Develop processes, roles and responsibilities for new Business Support Services operating model
Create a training and development plan for employees

Backgrounders
Organizational Alignment
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3. Community and Social Services Department

Led by Janice Burelle, General Manager
Our mandate
The Community and Social Services Department works in partnership with community agencies to
create a strong social infrastructure of coordinated and responsive programs and services for families
and individuals in need to improve quality of life and promote self-reliance. This includes the provision
of employment and financial assistance, housing and homelessness services, childcare services, longterm care and community funding with a commitment to client and community engagement.
Department at a glance
The Community and Social Services Departments alignment was developed with a renewed focus and
commitment to client service in a culture that promotes relationship building, collaboration, trust and
respect.
Across the department:
The management structure has been flattened and organized by legislated service delivery area,
with each Branch reporting directly to the General Manager
A new Business Support Services Branch has been introduced, which is standardized to each
department across the City
A newly integrated Partner and Stakeholder Initiatives branch will focus on external
relationships
Business Support Services Led by: Natalie Johnston
Comprised of two units that will support and work collaboratively across the department.
Departmental Initiatives unit: includes strategic planning, workforce development and
continuous improvement.
Corporate Initiatives unit: includes issues management, legislative agenda, communications and
performance measurement.
Childrens Services Led by: Micheline McTiernan
Continued implementation of the child care modernization framework.
The transition to the role as Service Manager of an integrated model of child and family
programs (Ontario Early Years Child and Family Centres) by January 2018.
Community and Social Support Centres Led by: Janice Burelle (interim)
Working collaboratively with the province on Human Service Integration, Social Assistance
Reform and supporting the implementation of future key fixes and enhancements within the
Social Assistance Management System (SAMS).

Backgrounders
Organizational Alignment
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Housing Services Led by: Shelley VanBuskirk
The continued implementation of Councils Strategic Initiative on the Ten Year Housing and
Homelessness Plan.
Long-Term Care Led by: Vacant
Preparing for and responding to the outcomes of the Ministry of Health and Long Term Care
regulations, by implementing, monitoring and reporting on the necessary corrective actions.
Partnership and Stakeholder Relations Led by: Clara Freire
Partner and stakeholder strategies to build capacity and support collaboration toward a
common and inclusive community agenda consistent with Councils strategic priorities.
Community needs assessments that include client consultation and engagement to support and
inform decision-making related to programs and services.
Community investment plan that is responsive to the needs of our clients and leverages
networks, relationships and connections to advance common community investment goals and
the Citys agenda.
Next steps

Stabilize the department by meeting with staff, providing information and responding to
questions
Identify and address any gaps that may have resulted from the organizational alignment
Refine roles and responsibilities for newly created branches, units and positions and provide
with the required orientation and training
Implement engagement and business improvement strategies
Build on staffs existing commitment to client service by developing a common vision and set of
priorities for the department and branches.

Backgrounders
Organizational Alignment
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4. Corporate Services Department

Led by Marian Simulik, City Treasurer and General Manager
Our mandate
The Corporate Services Department (CSD) manages the supports to the organization, and all its
departments, for the overall needs of the City with an eye on financial sustainability for all
administrative cost drivers.
Department at a glance
In July 2016, many shared services were consolidated to become the new Corporate Services
Department, in order to provide a broad range of services to internal clients. Some of our service areas
also have a dual role in providing service to external clients. Our service areas play critical roles
throughout the corporation and share many commonalities which can help us to become more efficient.
Across the department:
Management layers were reduced with the aim of improving decision-making
Business support resources were consolidated to streamline support for all service areas
Elevating the former branch of Supply to a stand-alone Service Area to increase the prominence
and visibility of procurement and contracting in City work
Business Support Services Led by: Lynne Curle, Manager
The CSD Business Support Services group will support key functions on behalf of the department
to enhance organization effectiveness and service delivery:
o Project Management Office
o Strategic Planning, Legislative Agenda, GM Office Support
o Policies, Audit, Risk, Processes & Procedures
o Information / Communication Management
Corporate Finance Led by: Isabelle Jasmin, Deputy City Treasurer
Align Payroll and Corporate Finance, sharing accountability for financial controls and processing.
The transfer of financial transactional items from Human Resources and the addition of the new
Payroll Pension and Benefits group allows for streamlining of processes.
Improved alignment of functions for budget, planning and reporting.
Corporate Real Estate Office Led by: Gordon MacNair, Director
Assumes role as the Corporate Landlord responsible for providing a corporate and consistent
approach to ensuring space in all facilities is being used efficiently and implementing the
Corporate Accommodations Strategy
Transfer of Corporate Accommodations Section from Public Works Department to continue
implementing a corporate review of space standards and policies
Disposal and development functions were aligned to provide a single service point for disposals
of surplus property and enhance revenue opportunities

Backgrounders
Organizational Alignment
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Fleet Services Led by: Don Dinelle, Director
Structural refinements have occurred to this service area at this time as significant
improvements have occurred over the last few years. The work here will be to maintain gains
and continue to implement improvements.
IT Services Led by: Saad Bashir, Chief Information Officer
Changes in structure will simplify reporting relationships providing management with a direct
line of sight to all ITS functions
Similar components are grouped to encourage increased collaboration
A transparent view of IT improving communication with the rest of the City
Supply Led by: Will McDonald, Chief Procurement Officer
Aligned Accounts Payable work groups to Strategic Sourcing in order to provide a direct line of
accountability and align with Procure-to-Pay sourcing strategy
Consolidated resources responsible for analysis and escalation of accounts payable issues to
better identify and mitigate supply chain and contractual risks
Revenue Led by: Wendy Stephanson, Deputy City Treasurer, Revenue
Provincial Offences Courthouse financial support will be consolidated within Revenue
Consolidating cash accounting with collections and cash handling functions within Revenue
Integration of automated metering infrastructure and meter maintenance groups to improve
integration of water billing, analysis and customer service
Next steps

Stabilize the department and team-build with management and staff

Refine accountabilities, roles and responsibilities for new positions
Develop processes, roles and responsibilities and training for new Business Support Services
operating model
Business process improvement and engagement of client and stakeholder groups

Backgrounders
Organizational Alignment
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5. Emergency and Protective Services Department

Led by Anthony Di Monte, Acting General Manager
Our mandate
The Emergency and Protective Services Department (EPS) is responsible for protecting the health,
property and quality of life in Ottawa through an integrated public safety department.
Department at a glance
As part of the organizational alignment, a minimal change was made to the Emergency and Protective
Services Department to include 2017 Operations and Special Events. As part of the departmental
transition plan, a review of all structures, management teams and administrative functions was
undertaken and efficiencies were achieved. Some key changes to the structure of the department are
highlighted below.
Across the department:
Management has been reduced in the department and a greater focus will be spent on the
growth and development of employees
Across each service area, key operational functions have been grouped together to enhance
effectiveness and service delivery
Operational Support branches have been standardized for areas that are heavily dedicated to
front-line service delivery; more specifically in By-law and Regulatory Services, Ottawa Fire
Services and the Ottawa Paramedic Service. These branches will provide expertise to support
core operations and programs
As improving communications is a key principle to the new organization, the Public Information
Officers will now report directly to the Fire Chief and Paramedic Chief and a dedicated Issues
Management Coordinator will be created in By-law & Regulatory Services
Business Support Services Led by: Ryan Perrault
Business support services positions across the organization have been consolidated and
standardized across every department to encourage collaboration and deliver on a defined set
of business services. The EPS Business Support Services Branch is grouped by combining key
functions to enhance effectiveness and service delivery, such as:
o A Project Management Office
o A Legislative Agenda and Policy Development Unit
o A Corporate Support Services & Workforce Planning Unit
By-law & Regulatory Services Led by: Roger Chapman
Realignment of Licensing Administration to the Operational Support Unit
Addition of a Policy Development Section to the Operational Support Unit
Realignment of Dispatch, Training and Logistics Unit reporting directly to the Branch Manager

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Backgrounders
Organizational Alignment
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Ottawa Fire Services Led by: Gerry Pingitore
Flatten management by removing the Assistant Deputy Chief level and creating two Deputy
Chief positions to broaden portfolios and increase accountability. This will enhance succession
planning and empower future leaders.
Streamline key operational functions as follows: Operations; Rural & Special Operations;
Community Standards & Communications; and Training & Safety.
Ottawa Paramedic Service Led by: Peter Kelly
Combine two Deputy Chief positions in the Paramedic Service and streamline key operational
functions, such as merging:
o Special Operations, Logistics and Training & Development into one unit
o Professional Standards, Scheduling, Emergency Planning and Quality Assurance &
Clinical Programs into one unit the Operational Support Unit
Security & Emergency Management Led by: Pierre Poirier
Technical resources have been consolidated across the branch to ensure coordinated delivery of
operational support and technical services.
2017 Operations & Special Events Led by: Dan Brisebois
Next steps

Create stability for the department and team-build with management and staff
Refine accountabilities, roles and responsibilities for new positions
Develop processes, roles and responsibilities for the new Business Support operating model
Create a training and development plan for employees that may be new roles

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Backgrounders
Organizational Alignment
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6. Planning, Infrastructure and Economic Development Department

Led by John L. Moser, Acting General Manager
Our mandate
The Planning, Infrastructure and Economic Development Department champions the city-building
agenda; plans and delivers growth opportunities and infrastructure, manages City assets and fosters
economic prosperity.
In July 2016, the newly consolidated Planning, Infrastructure and Economic Development Department
was created by merging together Planning and Growth Management with Infrastructure Services and
adding the Economic Development, Markets Management, and Sponsorship and Advertising business
lines.
Department at a glance
Overall, the Planning, Infrastructure and Economic Development Department has been streamlined by
combining similar groups together with the goal of increasing collaboration and efficiency.
Across the department:
Aligned structure will establish consistent standards for service delivery
Flattened management teams
Develop a holistic departmental project management approach by leveraging expert functions
and redefining accountabilities
Business Support Services Led by: Charmaine Forgie
Houses all administrative services including legislative support, project management, audit
requirements and development of an integrated departmental management plan
Economic Development Led by: John Smit
Offer the same business lines of the former Economic Development and Innovation Department
The creation of a high economic impact projects team to navigate major planning development
files through the organization
Centralization of the Research and Forecasting groups to realize data collection and analysis
The addition of the rural affairs functions
Infrastructure Services Led by: Alain Gonthier
Asset Management functions have expanded to include storm water expertise
Design and Construction East and West Branches have been realigned and now include buildings
and parks files from each area
Quality Assurance branch has been created to oversee the high standards of City infrastructure
construction

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Organizational Alignment
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Planning Services Led by: Lee Ann Snedden
New geographically-based development review teams to reflect the growth pressures of the City
Merge all zoning and interpretation functions to improve the zoning amendment process
Natural systems branch now includes environmental policy planners to centralize expertise in
environmental policy
Right of Way Heritage and Urban Design Services Led by: Court Curry
Most extensively consolidated group with the mandate of bringing together the elements of the
public realm
Consolidation of all infrastructure inspection teams
Creation of a new team of heritage and urban design professionals to advance these citybuilding components
Next steps

Stabilize the department and team-build with management and staff

Refine accountabilities, roles and responsibilities for new positions
Develop and streamline processes, define roles and responsibilities for new Business Support
Services operating model
Build on the current culture to ensure that collaboration and excellent client service exists
throughout the department
Creating a training and development plan for employees that may be new to business support
services roles

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Backgrounders
Organizational Alignment
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7. Public Works and Environmental Services Department

Led by Kevin Wylie, General Manager
Our mandate
The Public Works and Environmental Services Department (PWESD) is responsible for ensuring City and
municipal infrastructure is properly operated and maintained. This includes, overseeing drinking water
production and distribution; wastewater collection and treatment; surface water management; solid
waste collection; processing and disposal; roads, parks and forestry maintenance; and, operations and
parking development and operations. PWESD was created to be an exclusively operational department
with a focus on front-line services and client satisfaction.
Department at a glance
In July 2016 the Public Works and Environmental Services departments were consolidated into one
group. The organizational alignment allowed for the creation of a department that is streamlined with a
strong leadership team that has the qualities to be agile in its decision-making and problem-solving.
Across the department:
Operational units have been streamlined and synergies have been created between Public
Works and Environmental Services branches with clearly defined lines of accountability
Consolidation has occurred which will create better support and responsiveness for internal and
external clients
Changes will result in the consistent delivery of information and a more cost-effective service
Business and Technical Support Branch Led by: Catherine Holmes
This group has a dual mandate to deliver business and technical support and provides strategic
advice to the departments General Manager and its operational branches. The team will be the
interface for all shared-services.
Parks, Forestry and Surface Water Services Led by: Laila Gibbons
Consolidation of Parks, Forestry and Surface Water services to provide efficiencies by
restructuring beats, combining contracted services and utilizing expertise, personnel and
equipment to complete projects in a timely manner.
Provides day-to-day operations, maintenance and monitoring of the Citys green spaces,
watercourse and drainage works.
Roads and Parking Services Led by: Luc Gagn
Continues to provide integrated, safe and efficient maintenance of the Citys road, right-of-way
and transportation system network.
Includes the management of parking functions.

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Organizational Alignment
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Solid Waste Services Led by: Marilyn Journeaux
This group is now responsible for all sanitation services provided in the City.
On-street litter removal, waste collection in parks, biosolids management, graffiti management
and solid waste services have been consolidated to leverage significant expertise into one
branch so the similar groups are able to focus on improving service levels and complaint
resolution. This change will improve operational and financial efficiencies and opportunities to
expand programs such as recycling in public spaces and parks.
Technology and Engineering Support and Innovation Led by: Quentin Lvesque
Created to provide technical, innovation and engineering services, expertise and support
tailored to the operational lines of business and services provided by the department.
Assists the department to evolve and change the way they do business and leverage technology
to drive the organization forward.
Water Services Led by: Tammy Rose
Drinking Water Services and Wastewater Services have been consolidated into one group which
now aligns similar operational and maintenance organizations with legislative responsibility and
accountability.
This group is dedicated to the treatment and distribution of a sustainable supply of high-quality
drinking water and is committed to protecting the environment by collecting and treating
wastewater for the health and prosperity of Ottawa.
Next steps

Stabilize department, team-build with management and staff and maintain business continuity
Refine accountabilities, roles and responsibilities for new positions
Design, implement and manage a transition and workforce adjustment strategy
Develop processes, roles and responsibilities for new Business Support Services operating model
Create a training and development plan for employees

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Backgrounders
Organizational Alignment
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8. Recreation, Cultural and Facility Services Department

Led by Dan Chenier, General Manager
Our mandate
The Recreation, Cultural and Facility Services Department (RCFS) improves Ottawas quality of life,
cultural identity, vibrancy, economic well-being and improved health by delivering high-quality
recreation, cultural, sports and heritage programming and services in well maintained facilities, and
works collaborative with community partners towards achieving these goals.
Department at a glance
In July 2016, RCFS expanded to include Buildings and Facilities Management and the planning of new
parks related to growth and new development.
The move from eight branches to five promotes collaboration, broadens service delivery and moves
decision-making closer to the front-line. Business support functions such as research, policy
development and project management will be centralized so they can be shared across all branches
based on our changing strategic and operational priorities.
Across the department:
Increased collaboration within the department and with the community will enhance and
strengthen our ability to deliver on our mandate in a growing and changing City
Aligned organizational structure will establish consistent standards for service delivery
The integration of buildings operations and maintenance means that when cultural, recreation
and specialized programming is delivered at the community level, all the resources required to
create a positive client experience are integral parts of one team
Aquatic, Specialized and City Wide Programs Led by: Kim Sczygie (interim)
Merges Aquatics Venues and Services and City Wide Recreation Programming.
This branch brings together aquatics programming with other programs that are specialized by
their location or facilities, delivery method or seasonal nature. This branch will work closely with
Public Works and Environmental Services Parks branch.
Business and Technical Support Services Led by: Tracey McGarry
Merges Strategic Initiatives and Partnerships with Business Marketing and HR Planning.
This branch includes the newly structured Business and Strategic Support unit which will house
the departments research and project management positions.
Community Recreation and Cultural Programs Led by: Linda Tremblay
Merges Cultural and Heritage Services Branch front-line service delivery components and
Community Recreation Programs.
This change will enable consistent service delivery and programming, and a unified approach to
working with community partners. Centralized Allocations Unit is included in this branch.

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Organizational Alignment
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Facilities Operations Services Led by: Leo Morissette
This newly created branch transfers the operations of buildings from the former Parks, Buildings
and Grounds Branch of Public Works. This branch will operate and maintain all City facilities and
City-managed buildings. This includes, police, fire, libraries, City Hall and other administrative
buildings and long-term care facilities. Parks and grounds maintenance will remain with the
Public Works and Environmental Services Department.
The Branch will be made up of three geographic areas and a specialized technical unit.
Recreation Planning and Facility Development Led by: Kevin Wherry
The Park Planning team previously located in Planning and Growth Management Department
and responsible for the planning of new parks will be integrated into this branch. This move will
consolidate all recreation planning under one group and allow for a more comprehensive
approach to park planning and renewal.
Next steps

Stabilize the department and team-build with management and staff

Refine accountabilities, roles and scope of responsibilities for newly created positions
Identify and address gaps, duplications, required refinements
Develop processes, roles and responsibilities for new Business Support Services operating model
Create a training and development plan for employees that may be new to business support
services roles
Establish new emergency, after hours and on-call protocols for the department

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Organizational Alignment
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9. Service Innovation and Performance Department

Led by Donna Gray, General Manager
Our mandate
The Service Innovation and Performance Department (SIPD) serves a dual mandate. The first is to deliver
all public front-line information and requests for services through the Citys various channels, on behalf
of all departments. The second is to provide the internal knowledge, resources and expertise to improve
the Citys organizational effectiveness. Through innovation, SIPD is focused on continually improving the
public and business functions of the organization for Council, stakeholders and the public.
Department at a glance
In July 2016, the Service Innovation and Performance Department was created and includes Corporate
Communications, Corporate Planning and Business Services, Human Resources and ServiceOttawa.
Through feedback raised through staff engagement sessions, Councillor consultations and public
comments, SIPD has been strategically organized to focus on improving organizational effectiveness.
Services have been grouped to improve innovation, promote talent and succession-planning, reduce
administrative burdens and enhance public communications.
Across the department:
The structure was designed to support the departmental mandate by aligning functions within
service areas to facilitate collaboration, streamline processes and ensure employees have direct
access to the appropriate level decision-makers to do their work efficiently and effectively
The department has been organized to coordinate the strategy, roadmap and plans to do the
work more effectively now and in the future
Human Resources Led by: Marianne Phillips, Director
With a focus on talent recruitment and management, this group will be a centre of expertise
providing a one-stop shop for the Citys Human Resource needs. It will focus on advancing HR
practices through innovation and digital technology, streamlining transactions, leadership
development and ensuring the integrity of HR data.
Employees will have enhanced access to HR support through the HR Service Centre and
departments will have enhanced support through dedicated HR strategists.
Public Information and Media Relations Led by: Andrea Lanthier-Seymour, Director
This group, formerly known as Corporate Communications, will focus on modernizing public
information, enhancing media relations and outreach and supporting Council and departments
with legislative and policy communications efforts.
It will increase dialogue and engagement with the public by leveraging ottawa.ca, digital
technologies and new media.

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Organizational Alignment
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ServiceOttawa Led by: Nancy Greenfield, Director
ServiceOttawa leads the delivery of client-focused front-line services on behalf of City
departments through the web, phone, email and counter channels. As a subject-matter expert
in the area of front-line service delivery, ServiceOttawa works in partnership with departments
to leverage technologies and streamline processes to ensure services are easily accessible,
simple to use and designed with the client in mind.
ServiceOttawa will now operate including the Provincial Offences Act Unit within our counters
branch.
Service Transformation Led by: vacant, Director
This new consolidated and enhanced service area combines and streamlines the functions of
Digital Strategy, Organization Effectiveness, Service Improvement and Service Transformation.
It utilizes data analytics to inform strategic planning and assist decision making, develops a
service improvement strategy targeting high-impact business process reviews of greatest value
to the client experience, supports departments to implement service improvements through
digital technologies and innovative solutions and provides tools and talent to support
departments as part of the Citys organizational effectiveness strategy.
Business Support Services Led by: Sarah Taylor, Manager
This new service area will manage the departmental strategic plan, policies and procedures with
a focus on working collectively to enhance the effective operation of the City. It will provide a
streamlined approach to corporate requirements to increase effectiveness across the
department.
Next steps
Continue to support the organization through the stabilization period as the transition lead
Solidify new ways of connecting with partners in other departments, with Council, with
stakeholders and with the public
Stabilize the department and team build with management and staff
Design and implement new, streamlined tools and processes for use across the City
Creating a training and development plan for employees that may be new to business support
services roles
Begin to implement the Digital Services Strategy

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Organizational Alignment
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10. Transportation Services Department

Led by John Manconi, General Manager
Our mandate
The Transportation Services Department brings together all services related to the mobility of the City
under one organizational structure that will encourage transportation integration, leverage the many
talented staff that are in the various areas, provide outstanding customer services and also create a
great environment for staff to learn and grow. Together we will provide excellent transportation
planning, implementation, operations and delivery of all modes of transportation.
Department at a glance
In July 2016, the Transportation Services Department was created by bringing together Transit Services
(OC Transpo), the Rail Implementation Office, Stage 2 Project Office, Transportation Planning and Traffic
Services.
Every service and project delivered by the department impacts how people commute whether by bus,
train, car, bicycle, walking or a combination of all of these. We are a large organization dealing with
major transformation, a workforce reporting to five standing committees and are involved with many
stakeholders providing services that are highly visible and complex.
Transit Operations Led by: Troy Charter, Director
No significant changes to this area
Branchs mandate continues to manage the day-to-day delivery of OC Transpos transit service,
including bus rapid transit, Para Transpo and the O-Train
Transit Customer Systems and Planning Led by: Pat Scrimgeour, Director
No significant changes to this area
Branchs mandate continues to focus on providing excellent customer service and create a
complete and efficient transit system design
O-Train Construction Led by: Steve Cripps, Director
Formerly named the Rail Implementation Office
Branchs mandate continues to focus on the successful construction of the O-Train system
O-Train Planning Led by: Chris Swail, Director
Formerly named the Stage 2 Project Office
Branchs mandate continues to focus on the planning of the future O-Train system

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Backgrounders
Organizational Alignment
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Safety, Compliance, Training and Development Led by: Jim Hopkins, Chief Safety Officer
No significant changes
Branchs mandate continues to be to work collaboratively with all divisions of OC Transpo as we
strive to achieve our annual safety goals
Traffic Services Led by: Phil Landry, Director
No significant changes to this area
Branchs mandate continues to focus on the provision of integrated, safe and efficient
management of the Citys transportation system network
Transportation Planning Led by: Vivi Chi, Manager
The branch's mandate has now expanded to include the integration of the Development Review
Services Transportation Engineering Services Unit
This brings together all transportation planning matters into one area and enhances and
simplifies interactions with stakeholders that depend on seamless integrated transportation
planning of all modes
Collectively, the branch will continue to focus on developing strategic transportation plans for
pedestrians, cyclists, transit and motor-vehicles.
Transportation Services Department Strategic Services Led by: Jocelyne Begin, Manager and Strategic
Advisor to the General Manager
A newly created branch that will coordinate all departmental business planning, manage
significant high-profile projects and consolidate several key functions for the department
including issues management, stakeholder relations, communications, project management and
business support
This branch will include staff that previously worked in operational units in various branches and
will now work together to provide support services to the other seven branches and will also
ensure that the General Manager has the necessary support to strategically guide the
department
Next steps:
Stabilize the department and team-build with management and staff while ensuring business
continuity
Work with staff by answering questions, clarifying issues and providing direction as we move
forward with our many exciting and transformative projects

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