Thanks for the opportunity to respond to the City Auditors overview.

My responsibility to the audit process is clear. The auditor has made two recommendations in
relation to Administrations corporate organization and the Corporate Culture Office.

To summarize, these are the recommendations:

1. That the Executive Leadership Team address the following as they progress with the
corporate transformation:

Ensuring consistent messaging throughout all levels of the organization to support

a consistent tone at the top.
Reflecting changed expectations of employee behaviour in most relevant
Administrative Directives and Procedures.
Reflecting changed expectations of employee behaviour in Corporate Awards.
Reviewing employee reporting processes to encourage employees to report
issues.
Communicating with employees to manage perceptions around appropriate
consequences for poor behaviour.
Reflecting changed behaviour expectations in performance management
expectations and activities.

Work on this is underway and is articulated in our report.

2. That the Executive Leadership Team decide on an appropriate governance structure for
the Corporate Culture Office. Performance measures should be reviewed once a decision
is made to ensure that they are appropriate, accurate, monitored, and reported regularly.
And that the Corporate Culture Office engage in appropriate outreach to branches.

Again, that work is underway as articulated in our report.

It is important to note that I and the Executive Leadership team have accepted both of these
recommendations without changes.

Briefly, I would like to tell you how we have been working on these recommendations, as
described in our report to Council (Audit Committee).

odern municipal
The organizations transformation model -- which is referred to as our m
corporation -- describes a future state culture aspiration highlighting servant leadership an
d
integration.

This model enables the corporation to build capacity for continuous improvement and drives
alignment across critical management areas, including corporate culture.

So, we have re-shaped the structure, accountabilities, strategic focus, processes, competency,
leadership style and culture of the organization.
In doing so, we wish to:

Be more open, responsive, and flexible.

Evolve constantly in response to our environment.
Foster integration up, down and across the organization.
Expect executive leaders to share accountability for issues, opportunities and challenges.

While the audit was being conducted, introduction of these concepts to the extended leadership
team was in its very early stages.

But as ELT has cascaded the model to Branch Managers and Directors, and as the extended
leadership team evolves towards an organization that is better integrated and based on a servant
leadership culture, the expectation is for all employees to reflect our cultural commitments. These
are:

SAFE: We value and protect the physical, emotional and mental well-being of all
Edmontonians and each other.

HELPFUL: We care about peoples experiences. We work with them and for them to
seize opportunities, solve problems, and deliver outstanding service.

ACCOUNTABLE: We accept responsibility for our actions and decisions, and we are
accountable for results.

INTEGRATED: We get the best results when we align our ideas, knowledge and efforts
in shared purpose.

EXCELLENT: We perform to the highest standard. We passionately pursue innovation

and continuously improve ourselves, our teams and our city.

The work that we have been doing on our cultural commitments continues to be cascaded
throughout the organization. In fact, we have a session on November 30 with over 700
employees, including supervisors.

This work speaks directly to the issue of harassment and discrimination - the obvious subject that
is on our minds today.

In addition, you as a new Council, have been clear that clarity around our processes for people to
raise their concerns is critical for you.

So -- its the audit, your council motion and our work over the past 18 months in response to the
survey, that Id like to speak about next. My entire executive leadership team is here alongside
me as we tackle this issue.

I have six key things that I want to cover in follow-up to the Auditors review and the coverage on
harassment and discrimination:

1. First of all, no one should feel unsafe at work at the City of Edmonton. Clearly some
people do. Harassment and discrimination of any kind are unacceptable.
 We are listening to the people who have come to the media in the last few days, and who
have emailed us directly, and we very much believe their pain.

2. The research that prompted this scrutiny of our culture began many years ago -- the latest
survey was done in late 2016 and was released to Council in 2017 at a corporate level.
Its not new information.

We have been working hard over the last 18 months, to improve the working conditions
for City staff. I can detail for you everything weve been doing, and I could give you a long
list of the improvements, but right now is not the time.

My point to you today is this - we have been -- and we are -- ON IT.

But clearly, we have to accelerate the process of this work. Nothing is more important
than building a culture of respect where everyone can do their best work.

3. The coverage over the past few days proves something very clearly to me. What weve
been doing since these results came to light hasnt been enough. We have to do more.

So, out of respect for everyone who doesnt think our processes - even the proposed new
ones - are good enough, we will bring in an independent external resource to lead the
review process and advise on what an improved disclosure, reporting and follow-up
process should look like in a diverse organization of 13,000 people.

That resource will be in place early in the New Year. Ill report back to Council within six
months of the resource being in place at whatever point we are at.

4. At this point, you may be saying not enough, Ms. Cochrane, not fast enough, Ms.
Cochrane, why should we trust you, Ms. Cochrane? What took you so long, Ms.
Cochrane? Fair point.

We prioritize a myriad of important, big, city-building work every day. In the past 18
months, at your request to me, I have made it the focus of this Administration to better
serve Council and Edmontonians. Clearly, and in hindsight, that focus should have
included better service to our own employees. For that, I take full responsibility. And to the
staff whove come forward in obvious pain -- Im sorry.

5. We need to solidify our partners in this important work. The Executive Leadership Team
will be working alongside the unions and associations to engage with the external
resource. That resource will gather input from staff at all levels and design a reporting,
complaints and dispute resolution process that is contemporary, fair and discreet. People
have to feel safe to voice their concerns and have confidence that the system works.

6. To close, I now want to share some key pieces of data that put this important issue in
further context. Im going to run through a few slides with you. After that, I know youll
have detailed questions which Im prepared to answer -- please direct them to me. The
data that Im about to share is important -- but my commitment to our staff is more so. This
issue is ours to fix.
As City Manager, I am the Citys Chief Culture Officer. How people feel at work is my
responsibility. Our 13,000 employees -- and Edmontonians -- have my commitment that
we will work hard until we get this right.

Thank you