To

:
From:
RE:
Date:

Council of the Township of Chatsworth and CAO
Ben Cornell CPA, CA, CHRP, Ward & Uptigrove Consulting & Human Resources (W&U)
Organizational Review, Staffing Level Review and Market Study Project
May 11, 2016

Executive Summary
The Township of Chatsworth has contracted Ward &Uptigrove (W&U) to conduct an organizational review,
staffing level review and market study of the administrative and treasury functions of the organization.
The rate payers of Chatsworth have been well-served by a loyal and dedicated staff and Councillors for many
years. We were impressed with the honesty and commitment of Council and Staff throughout this project. We
thank all participants for their time and involvement. While preparing the recommendations in this report we
have considered and incorporated the feedback we received throughout the survey and interview process. All
feedback received has and will be kept confidential.
Our overall findings of the organizational review is that Chatsworth is understaffed and all positions require realignment of duties as a result of the constantly evolving work environment affecting how the work gets done.
W&U has prepared a recommended organization structure for implementation. W&U has prepared an analysis
and recommendations with regard to Chatsworth’s compensation program in light of the market study findings.
This report contains our rationale and corresponding recommendations.
If Chatsworth implements all of our recommendations, the following benefits to the Township would be
realized:
1. Improved staff morale and engagement;
2. Improved alignment and organization of workflows within the administrative and treasury departments:
reducing bottlenecks and uneven distribution of workload;
3. Clear expectations of staff and understanding of how work is distributed;
4. Increased regulatory compliance and improved risk management;
5. Effective staff performance management and increased accountability;

Page 2 of 32

6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.

Stronger, collaborative relationships between staff, Council and management;
Better decision making, with a long-term perspective beyond current term of Council;
Improved customer service;
Increased timeliness of work performed at staff level;
Improved responsiveness of staff;
Improved assignment of the township’s staffing resources;
Sustainability of operations with proper succession planning;
Stronger Council governance;
Stronger staff leadership and followership;
Improved staff skills;
Increase staffing level with no increase in compensation;
Improved efficiency and effectiveness of administration and finance operations;
Improved communication;
Opportunity for additional savings through shared services and other suggestions.

Our recommendations fall into 11 key themes:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Succession Planning;
Organization Structure, Staffing Levels and Assignment of Duties;
Leadership and Followership;
Training, Personal Development and Performance Management;
Risk Management and Regulatory Compliance;
Long-term Strategy and Decision Making;
Administrative Efficiencies and Best Practices;
Staff Compensation;
Cost Savings Opportunities;
Council Governance;
Communications.

With any change comes the need for commitment of time and resources to implement the recommendations.
Our recommendations involve significant change to how work is performed at the Township. Council and
management should be prepared and equipped to make this commitment. If there is no commitment, it is
likely that change will fail and our recommendations will not be implemented with any success and nothing
changes.
Many of the themes and recommendations are interconnected. Implementing one recommendation will assist
with the implementation of others. As a result, we suggest implementing the recommendations in the order as
suggested.

Page 3 of 32

Table of Contents
Executive Summary ....................................................................................................................................................1
Table of Contents .......................................................................................................................................................3
Introduction ................................................................................................................................................................4
General Chatsworth Information ...........................................................................................................................4
Current Context ......................................................................................................................................................5
Project Overview ....................................................................................................................................................7
Deliverables (all contained in this report) ..............................................................................................................8
Project Steps Completed by W&U..........................................................................................................................8
Analysis and Recommendations.............................................................................................................................. 10
A. Succession Planning ........................................................................................................................................ 11
B. Organizational Structure, Staffing Levels and Assignment of Duties .............................................................. 13
C. Leadership and Followership........................................................................................................................... 17
D. Training, Personal Development and Performance Management ................................................................. 19
E. Risk Management and Regulatory Compliance............................................................................................... 21
F. Long Term Strategy and Decision Making ....................................................................................................... 22
G. Administrative Efficiencies and Best Practices ............................................................................................... 23
H. Staff Compensation......................................................................................................................................... 25
I. Cost Savings Opportunities............................................................................................................................... 27
J. Council Governance ......................................................................................................................................... 28
K. Communications .............................................................................................................................................. 29
Conclusion ............................................................................................................................................................... 31
Appendices .............................................................................................................................................................. 32

Page 4 of 32

Introduction
General Chatsworth Information
The Township of Chatsworth was formed in 2000 when the former Township of Holland, Township of Sullivan
and the Village of Chatsworth amalgamated. Situated just south of Owen Sound, the Township of Chatsworth is
in the centre of the scenic Grey County just a short two hour drive from the Greater Toronto Area and other
major cities.
Chatsworth boasts of the beauty of many rivers and streams, rolling hills, forests, scenic falls, rocks, inland lakes
and the Niagara Escarpment. Rural and rustic in nature, it is the home of some of the most photographic and
perfect views of nature. When visiting Chatsworth you will experience an atmosphere that is beautiful, quiet and
peaceful.
With a strong emphasis on farming, Chatsworth is also home to a significant Amish community that brings with
it an opportunity to step back in time.
Visit the small hamlets and communities of Berkeley, Chatsworth, Desboro, Holland Centre, Keady, Massie,
Scone, Walters Falls or Williamsford and experience great community spirit. The communities offer various
different opportunities to enjoy activities such as skating and hockey, baseball, soccer, curling, lawn bowling,
and many different community events. There is always something for everyone. The Township of Chatsworth
offers an abundance of opportunities to get back to nature. Hiking, snowmobiling, cross country skiing, ATVing,
swimming, boating, canoeing, hunting and fishing are all part of the natural retreat that is here just waiting to be
experienced.
The Township provides the following services:











Recreational facilities including three arenas, a curling facility and various community halls;
Fire and Emergency protection;
Policing through the OPP;
Roads and related infrastructure;
Drainage;
Planning;
Source Water Protection and Water;
Waste/Recycling;
Biodigester- through a shared service arrangement with Georgian Bluffs;
Building - through a shared service arrangement with three neighbouring municipalities;
Finance and tax collection;
Administration.

Page 5 of 32

Chatsworth Statistics

2011 Statistics Canada
Population
6,437
Dwellings
2,890
Median Age
45.8

Current Staff Count for the Township:
Permanent Full-Time
16
Permanent Part-Time
3
Seasonal
6
Volunteer Fire
21
Total:
46

Current Context
The points in this section flow from section 1 (External Environment, Strategy and the Future)
of the completed surveys, our interviews, our research and our observations.
Current HR context
Chatsworth is a small rural municipality with limited resources. Chatsworth can’t afford a large administrative
and finance team. In order for this team to provide internal and external services efficiently and effectively the
team must:
 Be willing to wear many hats and perform a wide range of duties;
 Be given clear direction by managers and Council;
 Show strong leadership and followership skills;
 Work closely and collaboratively without conflict and stress;
 Have the skills to perform the duties in their varied job description;
 Be engaged and productive;
 Be held accountable;
 Receive continuous feedback;
 Be recognized as appropriate;
 Communicate within the team openly and transparently;
 Believe they are treated fairly and consistently;
 Have an appropriate workload so they can maintain a proper work life balance.
The effect of turnover is more significant in a smaller municipality like Chatsworth. Recruiting qualified municipal
professionals is a challenge. As a result the ability to attract, motivate, engage and retain staff is more important
at Chatsworth than at a bigger organization.

Current Environment

Fiscal Pressure
o A $725,500 (50%) reduction in the annual Ontario Municipal Partner Fund (OMPF) grant over
the last seven years.
 2009 Actual $1,452,000
 2016 Budget $726,500

Page 6 of 32

o

A $511,455 (107%) increase in the annual cost of OPP policing over the last nine years.
 2007 Actual $478,428
 2016 Budget $989,883

o

Download of farm tax rebate
 Chatsworth has lost over $500,000 in revenue due to change in the provincial delivery of
the Ontario farm tax rebate

o

Taxes as a % of Chatsworth revenues
 Chatsworth has had to increase tax levied by 6% to 11% over the last four years. The tax
levied for 2016 was held at less than 1%.


We have analyzed 2014 Chatsworth revenues compared to the comparators at
APPENDIX G. In 2014 61.7% of Chatsworth’s revenues were raised by taxes compared to
the median of the comparators at 48.2%. Taxes raised were less than the median by
$402,294 or 9.1%. Chatsworth’s 2015 tax rate is only 6% higher than the median. Given
this analysis it could be argued that Chatsworth has some room to raise taxes to deliver
needed municipal services.

Continued download of responsibilities from provincial government
Increased regulatory requirements
o Accessibility;
o Harassment and Violence;
o Health and Safety training;
o Open and transparent government;
o Source water protection.
Local rate payers expect the same or increased services while maintaining modest tax increases

The official Grey County plan restricts lot creation and commercial development which hinders
assessment growth and thus Chatsworth’s tax revenue

Pressure from province to partner with neighbouring municipalities to provide shared services

Ageing retiring population which requires different services for urban services such as transit, road
maintenance, and water and sewer facilities.

Exodus of youth from Chatsworth to larger urban areas to find employment

Strengths (stability or potency)
 Dedicated, long serving, knowledgeable staff and Council;
 Good relationship with surrounding municipalities – shared services;
 Good reputation in the community;
 Well maintained road system;
 Chatsworth prides itself on low tax rate increases and very little debt;
 Beautiful area;
 Strong community volunteering.

Page 7 of 32

Weaknesses (vulnerabilities or deficiencies)
 No vision, no strategic plan, no business plan and goals. As a result there is no framework within which
to make effective business decisions;
 Lack of direction from Council to staff;
 Lack of risk management;
 Infrastructure deficit. Insufficient reserves to cover reinvestment in capital assets;
 Council is slow to make decisions;
 Senior staff retiring in near future – no succession plan;
 Ageing water systems;
 Senior population;
 Low and stagnant tax assessment base;
 Understaffed in the office.
o Many tasks not getting done
o Lack of proper backup
o Whirlwind of day to day
Opportunities (chance or favourable circumstance)
 Explore more shared services with neighbouring municipalities;
 Develop values, vision, strategic plan, annual business plan and goals;
 Invest in a records management system to improve document management efficiency and
effectiveness;
 Implement an asset management plan for all Township infrastructure;
 Attract more businesses to grow tax base;
 Promote as tourist destination;
 More public input into decisions;
 Continue to strengthen relationships with neighbouring municipalities;
 Vacant developed lots.
Threats (warning or danger)
 Difficult current fiscal environment (see above under environment) – will get even more challenging in
future;
 Low tax rate;
 No sewer and waste water treatment plant to attract development;
 Gravel pits;
 Lack of funds to invest in infrastructure;
 Cost of policing;
 Ability to attract, engage and retain good staff;
 Pressure to keep tax rate increases low.

Project Overview
W&U was contracted by the Township of Chatsworth (Chatsworth) to complete an organizational review,
staffing level review and workload capacity assessment. In addition a market study of the current seven inside
positions including Administration, Treasury, Accounting and Water Administration was undertaken.
This report does not include any recommendations concerning any of the other functions in the Township
including: facilities, protective services, building services or public works.

Page 8 of 32

This project specifically DID NOT include the following:
 An assessment of the level of service to the public;
 An evaluation of the efficiency and effectiveness of the delivery of all services;
 Updating detailed job descriptions;
 An assessment of the competencies (knowledge, skills, experience, education, training and abilities) of
current staff members compared to their job description and creation of a competency and training gap
analysis;
 Detailed workflow analysis;
 A Statutory Pay Equity review;
 Public input on satisfaction with level of services delivered;
 A detailed review of the adequacy of Human Resources (HR) strategies including for example policies,
performance review program, training programs and health and safety program etc.;
 Implementation of the recommendations.
If in the course of completing the project, we became aware of a major issue that the public and Council should
be made aware of, but not specifically in our mandate, we have included in the report.

Deliverables (all contained in this report)
1. Analysis of the current Administration, Treasury, Accounting and Water Administration organizational
structure and recommendations for improvement;
2. Analysis of the current Administration, Treasury, Accounting and Water Administration staffing levels
and workload capacity and recommendations for improvement;
3. Comparison of current compensation of the Administration, Treasury, Accounting and Water
Administration staff to the Market and resulting recommendations.

Project Steps Completed by W&U
1. Gathered and reviewed all pertinent current Chatsworth data including:
 Organization chart;
 Job descriptions;
 2016 pay bands;
 HR policies;
 Relevant reports;
 Web Site.
2. Met with Council on November 24, 2015 to finalize the project plan and identify 17 potential
comparators. Comparators were chosen based on similar population, households, urban/rural mix and
other criteria;
3. Contacted the 17 potential comparators to obtain their pay bands, organization charts and job
descriptions. 15 comparators participated. See APPENDIX A;

Page 9 of 32

4. Prepared a staff survey with 80 questions and supervised the completion in confidence by the seven
office staff. See APPENDIX B. The survey was organized into the following sections:
1) External Environment, Strategy and the Future
Part A: External Environment
Part B: Strategy and the Future
o Strengths
o Weaknesses
2) Organizational Structure and my job
Part C: My Job
Part D: Overall Structure
Part E: Governance
3) Organizational Effectiveness
Part F: Service Delivery
Part G: Finance
Part H: Decision Making and Change
Part I: Internal culture
Part J: Communication
Part K: Feedback
Part L: Resources
5. Prepared a Council survey with 54 questions and supervised the completion in confidence by the five
Councillors. Same format as above except Councillors did not complete section 2C.
See APPENDIX C;
6. Conducted thorough confidential interviews with six office staff on February 17 and March 8, 2016 to
review completed surveys and ask clarifying follow up questions;
7. Conducted two thorough confidential group interviews with all of Council on February 17 and March 8,
2016 to ask clarifying follow up questions;
8. Prepared in March 2016 a summary comparing Chatsworth hourly job rates to the 15 comparators for
equivalent positions. The median (50th percentile) of the market data was used. Invalid comparisons
were highlighted. See APPENDIX D;
9. Created a current and proposed organization chart in April 2016. See APPENDIXS E and F;
10. Prepared a schedule comparing taxes, total revenues and tax rates to the 15 comparators from Ontario
FIRs. See APPENDIX G;
11. Prepared a schedule comparing Chatsworth total compensation and headcount to the 15 comparators
from Ontario Financial Information Returns (FIRs) and comparators. See APPENDIX H;
12. Analyzed all the above generated information to create this report and recommendations in March and
April 2016;

Page 10 of 32

13. This report and recommendations were reviewed by the CAO and Council for format, factual accuracy
and terminology.

Analysis and Recommendations
The tone of completed surveys and our interviews with staff and Council was generally negative.
Here is some of the feedback from staff and Council
 Lack of clear direction;
 Resistance to taking direction;
 Lack of staff engagement;
 Missed opportunities for delegation and staff empowerment;
 Staff interference in areas out their roles;
 Wasted time;
 Stress;
 Lack of communication;
 Lack of fairness and consistency in the enforcement of Chatsworth policies;
 Missing professionalism and respect in the workplace;
 Staff not held accountable for their unacceptable behaviour;
 No positive feedback;
 Bullying behaviours;
 Direction is often given without any explanation of the why;
 Need for more teamwork and collaboration;
 Interpersonal conflict;
 Lack of internal and external customer service mentality;
 Lack of trust and respect between Council, senior staff and junior staff;
 Need for improvement in functioning of the senior management team (SMT).
Clearly many of essential ingredients identified above under HR context for the smooth functioning
administrative and finance team at a small municipality are missing.
The completed surveys and interviews suggests that , many decisions and actions by staff and Council are not
based on what is in the best interests and priorities of the taxpayers of Chatsworth.
We have not included actual comments from the completed surveys and interviews as this will break
confidentiality and identify individuals.

Page 11 of 32

Based on the completed survey, our interviews, our research and observations we have identified 11 key themes
as follows:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Succession Planning;
Organizational Structure, Staffing Levels and Assignment of Duties;
Leadership and Followership;
Training, Personal Development and Performance Management;
Risk Management and Regulatory Compliance;
Long Term Strategy and Decision Making;
Administrative Efficiencies and Best Practices;
Staff Compensation;
Cost Saving Opportunities;
Council Governance;
Communications.

The key themes are presented in order of suggested implementation.
For each of the key themes identified in this analysis section, we present our observations, risks and
opportunities, recommendations and implementation steps.

A. Succession Planning
Observations
We understand the current Treasurer is planning to retire in the next few years. We also understand the current
CAO is planning to retire in the near future.
A succession plan for the Treasurer is an urgent priority. We believe how the Treasurer is replaced will have
major implications for the structure and staffing plans of the Treasury department and also for the remaining
administrative positions at Chatsworth. As a result, as outlined below in the recommendations section, we are
advising a succession plan for the Treasurer be the first step to be completed from this report.
Risks and Opportunities
Chatsworth should start working on a succession plan for the Treasurer immediately to ensure continuity is not
lost in the Treasurer’s function.
Based on our impressions and feedback, the current Deputy Treasurer appears to be qualified to take over for
the Treasurer. We would recommend Chatsworth conduct a fair and open competition for the Treasurer’s
replacement, including considering internal candidates.
We are recommending changes to the administrative structure and administrative staffing levels. In order for
these changes to be developed and implemented efficiently the succession plan for the Treasurer position must
be finalized first.

Page 12 of 32

A succession plan for key positions in the Township will give Council and senior staff a comfort level that they
are prepared for staff turnover, both planned and unplanned, when it happens. The earlier a succession
planning exercise is started and completed the better.
The retirement of the current Treasurer and CAO in the next few years is the motivation to undertake a full
succession exercise. In addition to these two positions, Council and the CAO should consider all positions in the
Township not just administrative. This would include a review of current backups and cross training
opportunities.
1. Recommendation: Create a succession plan for the Treasurer position and hire a replacement.
Suggested Implementation Steps of this recommendation:
 Work with the current Treasurer to establish a target retirement date;
 If the current Treasure is willing, establish a working arrangement for her to stay on, part time basis
(paid hourly) past her retirement date to assist at critical times and act as a resource;
 The structure and workload of the Treasury department should be analyzed as part of the review of the
duties and tasks described at Recommendation 4;
 Use the new Treasurer job description resulting from the review of the duties and tasks described below
at Recommendation 4 for the recruitment process;
 The CAO and Council should establish a full recruitment plan outlining how the Township will fill the
Treasurer position. The plan should target filling the position at least two months before the planned
retirement date to allow for a proper transition period;
 Implement the Treasurer plan and hire a replacement.
2. Recommendation: Create a succession plan for the CAO and other positions at Chatsworth.
Suggested Implementation Steps of this recommendation:
 This is a much lower priority as the timeframe is much longer;
 Hire a Deputy Clerk;
 Work with the CAO to establish a target retirement date;
 Three to six months before the target retirement date; establish a committee to work on a Treasury
Department structure and roles review.

Page 13 of 32

B. Organizational Structure, Staffing Levels and Assignment of Duties
Observations
Organizational Structure
The current organizational structure is presented at APPENDIX E.
Five senior managers currently report to the Treasurer/Assistant CAO/Clerk who in turn reports to the CAO. This
is an unusual reporting arrangement unlike most of the 15 comparators. Most of the comparators have the
traditional CAO model where all senior managers report to the CAO.
Three administrative positions currently report to the Deputy Clerk/Treasurer. The Deputy Clerk/Treasurer
duties are mainly treasury/finance. The Administrative Assistant Planning/Building/Roads (Currently Vacant) and
Receptionist don’t have many treasury duties. It would be appropriate for these two positions to report to
another senior manager.
The current Chatsworth office job titles are confusing and don’t represent actual duties performed.
Staffing Levels
The current administrative and treasury headcount, including the vacant administrative assistant planning/roads
and excluding the Water Coordinator is 6.0. We have excluded the Water Coordinator as only three other
municipalities have a comparable position.
We have compared Chatsworth’s headcount of 6.0 to the 15 comparators see APPENDIX H. The median of
comparators is 8.0, Chatsworth has 2.0 less staff on average to perform the similar administrative and treasury
functions.
APPENDIX H shows that Chatsworth’s total expenses and total compensation (includes benefits) for all staff are
considerably less than the median of the 15 comparators; however total compensation as a percentage of total
expenses is very close (.5% more) to the median of the comparators. This indicates that overall Chatsworth’s
total staff compensation is comparable to the 15 comparators.
Most staff report they spend most of their days putting out fires and getting urgent tasks done. Senior staff
report they have too much day-to-day operational duties and are not getting to many important long term
projects and training and personal development. Some staff are not able to take all their vacation entitlement or
time off in lieu. We believe this is partially due to understaffing. Other reasons are explained below.
Understaffing is a dangerous situation for Chatsworth. Many important projects such as asset management, a
complete records management system, automation of Council agendas and minutes, procedural by-laws, and
regulation compliance are not getting done because of lack of time due to workload.
Franklin Covey has a created a chart to illustrate this point see APPENDIX I. In the chart the two axes measure
importance and urgency of work tasks. Staff are always working in a certain quadrant. Quadrant one (Q1) is time
spent on urgent and important tasks. Q1 is unavoidable but with proper staffing and planning can be minimized
and managed. Q 3 (urgent and not important) and Q 4 (not urgent and not important) are quadrants to avoid.

Page 14 of 32

Staff should spend at least 30% of their time in Q2 (not urgent and important). Chatsworth staff spent most of
their time in quadrants 1, 3 and 4 and very little time in quadrant 2 “extraordinary productivity”. Q2 is where the
really valuable long term projects are. If the recommendations contained in this report are implemented staff
will be able to spend more time in Q2.
Capacity
The Water Coordinator and Receptionist/Counter Clerk report they have the capacity to take on more work. The
other five report they are over capacity and need to have their workloads lightened.
Assignment of Duties
The clerking duties are spread among three positions the CAO/Clerk, Treasurer/Assistant CAO/Clerk and the
Deputy Clerk/Treasurer.
Currently many of the seven staff are performing duties, projects and tasks not related to their job titles and
descriptions. This is partially due to lack of staff and partially due to uneven assignment of duties, projects and
tasks and partially due to staff resistance to taking direction. Most positions lack role clarity which is key to
employee engagement and productivity.
Senior staff are generally working at too low levels. They are performing duties, urgent projects and tasks that
should be delegated to support staff. Senior staff should do more managing and less operational tasks. As a
result many more important projects and tasks are being delayed or not being completed.
Some positions are over capacity with too many duties, projects and tasks. Some positions are under capacity
with too few duties and tasks.
Treasury Department
Here are some observations concerning specifically the current Treasury department.
Currently there are three full time staff in the Chatsworth Treasury department the Treasurer/Assistant
CAO/Clerk, Deputy Clerk/Treasurer and Administrative Assistant – Treasury.
The Treasurer/Assistant CAO/Clerk and Deputy Clerk/Treasurer assist with the Clerking duties.
As a result neither is purely a Treasury function.
The Chatsworth Deputy Clerk/Treasurer position is unique. It performs more and higher level Treasury duties
than the other Deputy Treasurers at the 15 comparators. See the Staff Compensation section of this report for
more details. There are various options of how the Treasury department could be restructured including
transferring some of the duties of the Deputy Clerk/Treasurer position to the Treasurer and creating a more
junior Deputy Treasurer position.
The current Administrative Assistant – Treasury wishes to reduce her work week from five days to three.
We believe this can be accommodated within a review and reassignment of duties (as suggested below). Failure
to accommodate this request may lead to the loss of a valuable employee.

Page 15 of 32

Risks and Opportunities
As a result of the above factors, staff are reactive in the performance of their duties not proactive.
This is not a healthy situation. Chatsworth needs senior staff to be leading Council not the reverse as is the
current situation.
If Chatsworth doesn’t revise their structure, increase staffing to appropriate levels and reassign duties, many
important projects will never get done. As a result, potential efficiencies will not be realized. Also many risks
Chatsworth faces will not be properly managed or eliminated. This is an opportunity to improve the efficiency
and effectiveness of administration and risk management.
3. Recommendation: Adopt the proposed organizational structure as presented at APPENDIX F and
increase headcount by .6 FTE.
This proposed organizational structure includes the following changes from the current structure:
 Realign and flatten the reporting structure to have all five senior managers report to the CAO. This will
get Chatsworth back to the traditional CAO model and clarify the reporting lines. The Water Coordinator
is a specialist position and doesn’t logically fit in any department. We have left this position reporting to
the CAO;
 Revise the titles to better reflect roles as presented at APPENDIX F;
 Rename the Administrative Assistant Planning/Building/Roads (Currently Vacant) position, the
“Administrative Assistant - Planning, Roads and SMT Support”. Realign some duties of this position and
have report to the Roads Director with dotted line responsibility to the CAO for planning and support.
SMT is Senior Management Team. Once the detailed review of duties project (discussed below) is
completed fill this position. Filling this position will allow senior staff to work at a higher level;
 Create a new position: Deputy Clerk. Take most of the clerking duties currently performed by the CAO,
Treasurer and Deputy Treasurer and transfer to this newly created position of Deputy Clerk. Once the
detailed review of duties project (discussed below) is completed fill this position. Creating and filling this
position will allow the other three senior staff to focus on their core duties;
 Rename the Receptionist/Counter Clerk position, the “Administrative Assistant – Customer Service,
Clerk and Treasury”. This position appears to have some capacity. We suggest realigning some duties of
this position and have report to the newly created position of Deputy Clerk;
 Move some of the duties of the Administrative Assistant - Treasury to the Administrative Assistant
Customer Service, Clerk and Treasury and reduce the hours of the position from 37.5 hours per week to
22.5 hours per week as requested by the incumbent. This should be formalized in writing before the
start of any recruitment;
 We suggest the future senior management team (SMT) be composed of five positions; CAO, Fire Chef,
Roads Director, Treasurer, and Deputy Clerk.
 As a result of the above realignments the Deputy Treasurer now has just one direct report. This
lightening of direct reports and the hiring of the Deputy Clerk will allow this position to focus on
Treasury and position it to take on some of the duties flowing form the proposed downsizing of the
Administrative Assistant – Treasury to three days per week.
Paying for the increase in headcount
The estimated net annual cost of above the net increase in headcount of .6, in 2016 dollars, is a $44,000 in
annual salary expense. We estimate that the Treasurer succession planning exercise, as discussed above, will
yield Treasury department annual net savings that will come close to offsetting this.

Page 16 of 32

We understand there are two retirements coming up later this year in the roads department. It may be possible
to not replace one or both of these operators and still maintain maintenance standards. If one of these operator
positions is not replaced it will also help offset the cost of the above net hiring.
Implementing this new organizational structure will move Chatsworth from an administrative headcount of 6.0
to 6.6. This still leaves Chatsworth’s headcount 1.4 less than the median of the 15 comparators at 8.0.
Given the difficult fiscal position that Chatsworth finds itself in, most readers of this report would be surprised at
this recommendation to increase administrative headcount. We are convinced however, that this modest
investment in Chatsworth human resources (HR) of .6 and reshuffling of duties will achieve efficiencies, reduce
risks and allow the other recommendations in this report to be worked on and implemented. We would
estimate that after two to three years this HR investment will pay for itself in improved administrative
efficiencies, risk management, customer service, and decision making.
Suggested Implementation Steps of this recommendation:
 Create a succession plan for the Treasurer position as described above at Recommendation 1 before
starting this recommendation;
 Council discuss and approve in principal the new proposed organizational structure (with headcount
increase incorporated) as presented at APPENDIX F. Amend the organizational chart as appropriate for
Council feedback;
 Complete the detailed review of the duties and tasks as outlined at Recommendation 4 below.
Incorporate any titles and structural changes in new organizational chart as appropriate. Have Council
approve any changes;
 The CAO to implement the title and reporting line changes outlined in the new Council approved
organizational structure;
 The CAO to work with the Administrative Assistant – Treasury to sign a new employment agreement
with a reduction in the work week to three days. The reduction in work week to be effective after the
Administrative Assistant - Planning, Roads and SMT Support and Deputy Clerks are hired, likely in the
autumn of 2016;
 The CAO to recruit for a new Administrative Assistant - Planning, Roads and SMT Support;
 The CAO to recruit for a new Deputy Clerk;
 Implement the reduced hours of the Administrative Assistant – Treasury after these two hires.

Page 17 of 32

4. Recommendation: Conduct a detailed review of the duties and tasks assigned to each of the
administrative positions (including the Water Coordinator) as shown in the Council approved new
organizational structure.
Suggested Implementation Steps of this recommendation:
 The CAO and Council should consider how the Treasurer succession plan at Recommendation 1 affects
the structure and staffing plans of the Treasury department and all administrative positions;
 Council discuss and approve a new proposed organizational structure (with headcount increase
incorporated), as discussed at Recommendation 3, before starting this review;
 Council to approve the parameters of this review;
 Form a working group of all current administrative (including Water Coordinator) staff, led by the CAO,
to conduct this review. CAO to chair. Heavily involving the staff in this project will ensure the
recommendations are accurate and the staff have buy in to implement the results;
 All current administrative staff to complete detailed job analysis questionnaires of what they currently
do and what capacity they have to take on new duties. The Water Coordinator and
Receptionist/Counter Clerk report they have the capacity to take on more work;
 Inventory the current assignment of duties and tasks by completing a detailed current organizational
chart of who does what. This will flow from the completed job analysis questionnaires. Review this with
the working group to ensure accuracy;
 Reassign, with the working group input, the duties and tasks into the new Council approved (with
headcount increase incorporated) detailed organizational structure (chart) to show key duties.
 CAO to ensure properly cross-trained backups for all critical functions in order to cover absences;
 CAO to prepare fresh detailed job descriptions based on new detailed organizational chart for all
administrative positions. Staff will need training with their new duties. The plan for this is described in
the recommendation below.

C. Leadership and Followership
Observations
Leadership is defined as a process of social influence in which a person can enlist the aid and support of others
in the accomplishment of common tasks. An individual or group can lead a team to success. Lack of leadership
leads to unfilled potential.
Followership refers to the role held by team members. Specifically, it is the capacity of an individual to actively
follow a leader. Followership is the reciprocal social process of leadership. Lack of followership leads dissension
and dysfunction.

Page 18 of 32

Based on the feedback from Council and staff (as presented at the start of this section) there is considerable
room for improvement in both leadership and followership at Chatsworth.
Other issues identified in this report contribute to the lack of leadership and followership such as:
 Poor organizational structure;
 Uneven assignment of work;
 Lack of risk management and regulatory compliance;
 Inefficient processes;
 No strategic direction with annual goals;
 Need for more training, mentoring and coaching;
 Lack of positive corrective performance;
 Lack of enforced accountability;
 Issues with Council governance;
 Lack of communication.
If the recommendations presented in this report are implemented, leadership and followership will improve at
Chatsworth. Chatsworth will then be able to enjoy many of benefits outlined in the Executive Summary.
Risks and Opportunities
If lack of leadership and followership is not addressed, Chatsworth will gradually lose their ability to attract,
motivate, engage and retain effective staff.
5. Recommendation: All administrative staff to take leadership and followership training.
As mentioned above, lack of leadership and followership is a major issue at Chatsworth. The entire team taking
this training together will be a team building exercise and should improve leadership and followership skills and
promote more collaboration.
Suggested Implementation Steps of this recommendation:
 CAO to research various options and costs for leadership and followership training. Consider including
key non-administrative staff. Bringing trainers on-site may be the best option to save staff time and
allow most staff to participate. The CAO should consider particular additional personalized leadership
training;
 Leadership training should include time management training;
 CAO prepare and present to Council a training plan with a budget;
 All staff take the training;
 Staff meet after taking the training and discuss what they have learned and how they will change their
behaviour;
 Continue to meet and monitor progress with leadership and followership.

Page 19 of 32

6. Recommendation: All administrative staff and Council to undertake team building training
together.
As mentioned above, lack of leadership and followership is a major issue at Chatsworth. Council and staff taking
team building exercise together should improve leadership and followership skills and promote more
collaboration.
Suggested Implementation Steps of this recommendation:
 CAO to research various options and costs for team building training. Consider including key nonadministrative staff. On-site training may be the best option;
 CAO prepare and present to Council a training plan;
 All staff and Council participate in the training;
 Staff and Council to develop a “what’s best for Chatsworth’s mindset”;
 Staff and Council meet after taking the training and discuss what they have learned and how they will
change how they interact;
 Continue to meet and monitor progress with teamwork.

D. Training, Personal Development and Performance Management
Observations
Many Chatsworth staff need more training, mentoring and coaching to assist with the performance of their
assigned duties, projects and tasks. There are various reasons for this:
 Too heavy workloads resulting in lack of time to take training;
 Senior staff lack the skills to properly mentor and coach. A succession plan would promote this.
 Insufficient training budgets;
 No identification of training gaps. This involves updating job descriptions, assessing current staff
competencies (skills, education, abilities, and experience) and creating a list of training needs;
 No annual individual training plans to reduce the training gaps;
 Council and senior staff have not made training, mentoring and coaching a priority.
Performance Management
 Annual performance reviews are not currently being done due to lack of time;
 Staff aren’t getting continuous corrective feedback;
 Staff aren’t being recognized;
 Annual goals tied to a strategic plan are not being established and progress monitored;
 As a result staff are not being held accountable for the performance of their job duties.

Page 20 of 32

Risks and Opportunities
In addition to issues identified above at the organizational structure, staffing levels and assignment of duties
section, Chatsworth needs to make an investment in training, personal development and performance
management in order to enable their staff to be more productive. Staff want and need continuous corrective
feedback. They want to be held accountable for the performance of their duties and behaviour. It requires time
to develop, train, implement and administer a robust performance management program. The modest increase
in staff and reorganization of duties will free up time to manage this worthwhile tool.
7. Recommendation: Create long term (over 3 years) individual training & development plans for all
staff.
Suggested Implementation Steps of this recommendation:
 Once there is a stable work force, the CAO should compare the competencies (work experience, formal
education, training, skills and abilities) of the incumbents to the requirements of the new job
descriptions and create a training gap analysis;
 Ideally this exercise should be done for all staff not just administration;
 Internal and external customer service should be considered for all staff;
 Consider free Ministry courses;
 The CAO can then create customized long term (over 3 years) training for each incumbent;
 CAO to research various options and costs for training;
 Consider low cost training alternatives such as internal work experience, mentoring and coaching;
 CAO prepare and present the training budget to Council for approval;
 Implement the plan over three years;
 Reassess after three years.
8. Recommendation: Review current performance management program and revise to meet
Chatsworth current needs. Implement revised program.
Suggested Implementation Steps of this recommendation:
 Once there is a stable work force, the CAO should review performance management program with staff
and get their ideas for improvement. Consider including key non-administrative staff in this review;
 The management of performance of the CAO should be discussed by Council and CAO and an
appropriate model adopted. An on-line 360 degree review tool should be considered to give the CAO
feedback from Council, senior staff and junior staff;
 A mentor/coach program for the CAO position and other key staff should be considered;
 As part of a new performance management program, performance improvement plans (PIPs) should be
included as an option if needed to hold staff accountable for their behavior and job performance;
 CAO prepare the revised performance management program and present to Council for approval;
 Implement the new performance management program;
 Train the reviewers (supervisors) to ensure they understand the revised program and evaluate staff
fairly and consistently;
 Once the strategic planning exercise is done, create annual individual goals tying into the corporate
business plans and strategies;

Page 21 of 32




Conduct annual formal reviews including progress on goals;
Supervisors to hold staff accountability for the performance of their newly revised job duties;
Give staff continuous corrective feedback;
Meet with staff after a year to see how the new program is working.

E. Risk Management and Regulatory Compliance
Observations
Based on the completed surveys and feedback Chatsworth may be at risk of not fully complying with some
statutory regulations and best practices. The following is a list of those areas that should be reviewed:









Statutory Pay Equity;
Municipal Act;
Financial reporting;
Accessibility for Ontarians with Disabilities Act (AODA);
HR policy manual (current with regulations);
Procedural By-law;
Chatsworth By-laws;
Chatsworth policies;
Other applicable statutes;
Other best practices.

There are many reasons for the possible lack of risk management. We don’t believe staff neglect or ignorance is
one of those reasons. We believe the main reasons are explained in the sections on organizational structure,
staffing levels and assignment of duties and leadership and have to do with lack of staff management time and
misalignment of duties.
The Clerk function at any municipality is critical to statutory compliance. Due to workloads, the clerking duties
are spread among three positions. As a result, the Clerk function at Township doesn’t get the focus and
leadership it needs and regulatory compliance may not be current.
Risks and Opportunities
Risk identification, review and mitigation exercise will give Chatsworth the comfort that they are not exposed to
unnecessary liabilities and ensure they proactively monitor their risks and statutory compliance in the future.
Chatsworth has an opportunity to assign the critical Clerk duties to one position and better position the
Township to ensure this function is properly managed. Adding a Deputy Clerk will free up the CAO/Clerk to
perform this review and ensure ongoing compliance. Adding a Deputy Clerk will also add another professional to
assist with this review.

Page 22 of 32

9. Recommendation: Conduct a risk identification, review and mitigation exercise to ensure
statutory compliance.
Suggested Implementation Steps of this recommendation:
 Implement the recommendations re organizational structure, staffing levels and assignment of duties
before starting this recommendation;
 Council to be involved in setting the parameters of this review;
 Form a working group of the CAO and appropriate senior staff (including the new Deputy Clerk) to
conduct this exercise and report back to Council.

F. Long Term Strategy and Decision Making
Observations
The completed surveys indicate both staff and Council do not have a clear understanding of Chatsworth’s long
term vision, values and plans. Chatsworth doesn’t have a formal strategy plan setting out long term priorities.
There are no annual business plans with goals. This is a problem, as there is no strategic framework for Council
or staff to make major policy and operational decisions within. Staff are uncertain of Council’s direction so it is
difficult for them to set common goals and work collaboratively. Staff are uncertain of Council’s expectations.
Decisions are often made based on a short term concerns and pressures from a vocal few. Tasks and projects are
often mistakenly undertaken and time wasted. Often the “squeaky wheel gets the grease”. A strategy plan and
annual goals would improve the efficiency, effectiveness and excellence in the delivery of services to the public.
A strategy plan and annual goals would allow both Council and staff to make better decisions, properly prioritize
tasks and projects and work as a team towards the long term planned prosperity of Chatsworth.
Risks and Opportunities
If Chatsworth doesn’t create a strategic and business plans to work within, it risks making uninformed and
possibly wrong decisions in short term that will hurt the long term health of the Township, causing
embarrassment for the current and future Councils. This is an opportunity to give clear direction to staff and
improve the efficiency and effectiveness of operations and improvement the delivery of the correct services to
the public. It will also allow Council to manage the vocal few. It will create a more united and focused
Chatsworth team including both Council and staff. It will also allow Chatsworth to focus on what’s best for the
Township and minimize personal agendas.

Page 23 of 32

10. Recommendation: Develop a Long Term Strategic Plan
We recommend Chatsworth conduct a simple planning exercise. Given the current fiscal environment, as
described above in Current Environment, one of the key questions that needs to be answered during this
planning exercise is “What is the right mix of services and tax revenues for Chatsworth in the future?”
Also “Who are we and where do we want to go?”
Suggested Implementation Steps of this recommendation:
 Implement the organizational structure, staffing levels and assignment of duties recommendations
before starting this recommendation;
 Form a working group of Council and senior staff to prepare a strategic plan;
 Get input from all staff;
 Get input from the public;
 Consider hiring an independent facilitator to coordinate the planning process;
 Research how other local municipalities developed strategic plans. What went well? What could be
improved on? How was the public input obtained?
 Once a strategic plan is finalized annual goals should be developed and communicated to all
stakeholders and then monitored to ensure they are achieved.

G. Administrative Efficiencies and Best Practices
Observations
Based on the completed surveys and our research, Chatsworth is not realizing many potential administrative
efficiencies and isn’t following best practices. The following is a list of efficiency improvement best practice
projects that we are aware of that should be considered:










Review of Human Resources (HR) Strategies (HR policies, procedures and programs) for compliance with
employment laws and best practices;
o Does staff have all the resources (including IT) they need to be productive?
o Is the HR policy manual current with regulations and best practices?
o Consider an HR audit to determine where Chatsworth is currently.
Records Management;
Performance Management;
Payroll processing;
Currently the Council process of agenda package and minutes is not automated. Most other
municipalities have this in place;
Asset Management including replacement and maintenance plans;
Customer Service;
Accounts Payable process;
Document procedures;
Cross training;
Flex time for staff. Ensure adequate coverage for customer service;

Page 24 of 32




Accounting and other software;
Process to post payments is time consuming. Fix has not been implemented yet;
Technology. For example: geographical information systems (GIS);
Review of functionality and layout of the current physical working environment. Space looks cramped.
Staff are easily distracted while working. Lack of privacy. Current physical working environment is
affecting productivity;

The reasons for this lack of achievement of operational efficiencies are many. We believe the main reasons are
explained in the sections on organizational structure, staffing levels and assignment of duties and leadership.
Risks and Opportunities
The above mentioned operational efficiencies, once implemented, will lead to cost savings in the future, more
engaged staff as they operate at a higher level, more informed decisions and easier access to organized
information.
11. Recommendation: Implement selected administrative efficiency improvements.
Suggested Implementation Steps of this recommendation:
 Implement the recommendations re organizational structure, staffing levels and assignment of duties
before starting this recommendation;
 CAO to review the above list of administrative efficiency improvement projects and any other ideas with
staff. Estimate the cost, time lines and other appropriate details of each possible project. Create a list of
these possible projects and details in order of priority;
 CAO to present the draft list to Council and establish which projects to proceed with;
 CAO to prepare a final Council approved list with time lines and share with staff;
 CAO to form a staff working group for the particular project as appropriate to implement the first
project (highest priority);
 Prepare a detailed action plan for the first project with assigned tasks and a deadline;
 Once the first project is completed, report back to Council of results and start next project;
 Work through the approved list of administrative efficiency improvements projects until all are
completed;
 Adjust the order and add or subtract projects as circumstance dictate.

Page 25 of 32

H. Staff Compensation
Observations
Staff are generally content with their pay and benefits.
Pay Freeze
We understand the staff pays have been frozen at the 2015 levels. In effect the pay grids will need to increase by
6.25% before any staff at job rate (top of grid) receive a pay increase. This was necessary as part of a change to
37.5 hour work week from 40 hours. Assuming a 2% annual increase this will not happen until 2019. Staff at less
than job rate can still receive a step movement which is an approximate 3% pay increase.
Staff was not happy with how the 2015 pay freeze was communicated.
Normally we would be concerned about a pay freeze as this will hurt Chatsworth’s ability to attract, motivate,
engage and retain good staff. However as is explained below, the market check performed by Ward &Uptigrove
shows some positions are overpaid compared to the median of the market.
Market Check
We compared the Chatsworth hourly job rate to the equivalent positions of the median (50th percentile) of the
15 comparators. Not all Chatsworth staff are at the job rate. This market check is summarized at APPENDIX D.
The number of valid comparators discovered is shown by position.



The Water Service Coordinator is a unique position;
Only three of the 15 comparators had an equivalent position;
We normally suggest at least eight comparators to make the comparison statistically valid;
As a result this comparison should be used cautiously.

The market check shows the Chatsworth Deputy Clerk/Treasurer position is overpaid compared to the median of
the market by 24.2%. The Chatsworth Deputy Clerk/Treasurer position is unique. It performs more and higher
level Treasury duties than the other Deputy Treasurers at the 15 comparators. As a result this comparison
should be used carefully.
Similarly, the market check shows the Chatsworth Admin Assistant Planning is overpaid compared to the median
of the market by 15.0%. Most of the comparators don’t have planning duties in their job description. As result
this comparison is misleading. As a result this comparison should be used carefully.
The one Chatsworth position that is clearly underpaid is the CAO. The 2016 median of the market is $118,321.
The Chatsworth job rate for CAO is $102,590. This position paid approximately 15% below market.

Page 26 of 32

Pay Bands
Currently there are separate pay bands for the inside staff including the Roads Superintendent and all outside
workers. The inside staff pay bands are based on the Hamilton/McRae job evaluation system and have seven
steps. The outside staff pay bands did follow County of Grey CUPE pay scale. In order to achieve proper
statutory and internal pay equity Chatsworth should consider combining these two pay bands.
Statutory Pay Equity
We understand statutory (under Ontario Pay Equity Act) pay equity was last formally reviewed in 2001.
Statutory pay equity should be reviewed regularly, when significant pay equity events occur.
Risks and Opportunities
The Township may not have complied with the Ontario Pay Equity Act. Combining the two pay bands will
facilitate internal pay equity and fairness.
Taking the CAO position out of the Chatsworth pay bands, and creating a separate pay grid, will allow Council
more flexible to manage the pay of this position. This is not a statutory pay equity problem as the CAO is
considered an outlier and can be ignored.
12. Recommendation: Remove the CAO from the Chatsworth Pay Grid and implement a CAO
employment agreement and salary review.
This will allow Council to have some flexibility with the current CAO and when recruiting a CAO in the future.
Suggested Implementation Steps of this recommendation:
 We can assist Council with this recommendation by providing a draft CAO employment agreement.
13. Recommendation: Conduct a job evaluation, pay administration and pay equity review as at
January 1, 2017. Combine the inside and outside pay grids.
Suggested Implementation Steps of this recommendation:
 Hire a consultant to assist;
 Review current job evaluation system to ensure it is meeting the needs of the Chatsworth. If not it will
be necessary to purchase a new system from a consultant;
 Combine the pay grids of the inside and outside workers. This will need to be done for the statutory pay
equity review;
 Evaluate all Chatsworth jobs using Chatsworth’s new job evaluation system;
 Rework the 2017 unified pay bands using the new job scores;
 Review the new 2017 pay bands for compliance with the Ontario Pay Equity Act;
 Present to Council for approval;
 Implement new 2017 pay bands effective January 1, 2017.

Page 27 of 32

I. Cost Savings Opportunities
Observations
During the course of this project we become aware of many potential saving ideas. The following is a list:

Two Public Works operators are scheduled to retire this year. Consider not replacing one or both if the
public works department can operate as efficiently without them and still meet minimum maintenance
standards.

Chatsworth currently has three arenas. That is more than most municipalities, the size of Chatsworth,
have. The cost to run the three arenas in the 2016 budget is a net $236,485. If one arena were closed
significant annual savings could be realized. We understand the Township is currently considering hiring
a recreation consultant to review the Township arenas.

The province is currently encouraging all municipalities, particularly small rural municipalities, to
consider shared services with neighbouring municipalities. Chatsworth has entered into a shared service
arrangement with three neighbours for building services and bylaw enforcement. Other possible shared
services include:
o Recreation (facilities and programs);
o Fire protection (partially shared currently);
o Garbage and recycling;
o Tourism;
o Weed inspection;
o Landfills;
o Planning;
o Animal control;
o Public Works;
o Payroll Processing and other administrative and finance functions;
o Grass cutting;
o Custodial;
o Human Resources.


Chatsworth could consider outsourcing non-essential services such as Marriage licences;
Chatsworth has a fully qualified Water Co-ordinator. She is underutilized. As discovered with the market
check, few other municipalities have this resource. Given the expected new source water protection
regulations on July 1, 2016 Chatsworth could consider offering this service to neighbouring
municipalities.

Given Chatsworth small size, rural nature and fiscal challenges, full amalgamation with neighbouring
municipalities should be considered.

Risks and Opportunities
Exploring and potentially implementing some the above cost saving ideas will result in cost savings and allow the
Township to lower tax increases, improve services to the public and make needed capital improvements.

Page 28 of 32

14. Recommendation: Implement selected cost saving opportunities.
Suggested Implementation Steps of this recommendation:
 Implement the recommendations re organizational structure, staffing levels and assignment of duties
before starting this recommendation;
 CAO to review the above list of cost saving ideas and any other ideas with staff. Estimate the cost, time
lines and other appropriate details of each possible project. Create a list of these possible projects and
details in order of priority;
 CAO to present the draft list to Council and establish which cost savings projects to proceed with;
 CAO to prepare a final Council approved list with time lines and share with staff;
 CAO to form a staff working group for the particular cost savings project as appropriate to implement
the first project (highest priority);
 Prepare a detailed action plan for the first cost savings project with assigned tasks and a deadline;
 Once the first project is completed, report back to Council of results and start next project;
 Work through the approved list of cost savings projects until all are completed;
 It may be necessary to adjust the order and add or subtract projects as circumstance dictate.

J. Council Governance
Observations
The current Council is hard working and dedicated.
Based on feedback, at times Council is guilty of micromanaging the affairs of Chatsworth and getting involved in
matters that are in the realm of the CAO’s scope of duties. Also at times, Council makes decisions on matters
that are more appropriately delegated to the CAO.
At times Council has direct contact with staff on personnel matters that should be handled through the CAO.
This undermines the authority of the CAO role and encourages staff to contact Councillors for satisfaction rather
than deal with their boss or the CAO. This also puts the CAO in a difficult position when trying to keep staff
accountable. It also wastes Council and staff time.
Council in turn is legitimately frustrated with the CAO’s and senior staff’s lack of ability to advise and get projects
done properly and on time for decision making. As a result Council is reactive not proactive. Senior staff doesn’t
manage their time well. This leads to some of the micromanaging and direct staff contact mentioned above. We
believe the main reasons for this inability are explained in the sections on organizational structure, staffing
levels and assignment of duties and leadership above.
Currently the CAO/Clerk and Treasurer attend most Council meetings. Is it necessary for both to attend?

Page 29 of 32

Council currently meets three times per month. Many other neighbouring Councils only meet twice per month.
If the Council were to reduce their meetings to twice per month, the CAO estimates senior staff could save ten
hours of staff time to prepare agendas, circulate and finalize minutes. That’s 120 hours per year. This doesn’t
include the time saved from not attending the meeting as this time could possibly be added to the remaining
two meetings. To do this Council would need to be more concise and precise in their discussions and support the
Mayor as a tough chairman of meetings. The saved time could be better used to complete some of the projects
mentioned above which senior staff are currently not getting to.
Currently the Council process of agenda package and minutes is not automated. Most other municipalities have
this in place.
Risks and Opportunities
The successful implementation of the first five recommendations as described below will help solve some of the
issues identified in this section. Council and senior staff would both benefit from team building training.
Chatsworth does not currently have a Code of Conduct for Council. Consideration should be given to created
and implementing a Code.
Council should consider moving to two meetings per month to reduce staff time.
The CAO is Council’s only employee. Council needs to route all requests of staff through the CAO.
15. Recommendation: Council should consider moving to two meetings per month.
Suggested Implementation Steps of this recommendation:
 CAO to research various samples of meeting practices from similar municipalities in Ontario;
 CAO to work with Council to customize a meeting routine that meets Council needs and minimizes staff
and Council time;
 Amend current procedural by-law for the new Council routine;
 Implement and monitor.
16. Recommendation: Council should consider implementing a code of conduct.
The completed surveys and interviews indicate there are incidents of behaviour by Councillors that is
inconsistent with a respectful workplace. The creation of a code of conduct will clearly set out what is
acceptable behaviour and what is not.
Suggested Implementation Steps of this recommendation:
 CAO to research various samples of Council code of conducts from similar municipalities in Ontario;
 CAO to work with Council to customize a code for Chatsworth Council;
 Pass a bylaw the new Council code of conduct;
 Implement and monitor.

K. Communications

Page 30 of 32

All completed surveys touched on the lack of communication at Chatsworth. There is a need to improve
communications at all levels of the organization. This is due to many of the factors discussed above under the
various themes. In particular communication needs to improve:


Between the Council and senior staff particularly the CAO;
Between senior staff and junior staff;
To the public through the website and other means.

Risks and Opportunities
Improved communications at Chatsworth will improve staff engagement and the public perception of the job
staff and Council are doing.
17. Recommendation: Review how communication can be improved at Chatsworth
Suggested Implementation Steps of this recommendation:
 CAO to meet with Council and senior staff and ask for feedback on how communication between Council
and senior staff can be improved;
 CAO to create a plan. Present to Council for approval. Implement plan;
 Review the functioning of the Senior Management Team (SMT);
o Who is on it? What is the mandate of the SMT? How often does it meet?
 CAO to meet with all staff and ask for feedback on how staff communication can be improved;
o More staff meetings?
o More staff input into decisions?
o More social events?
 CAO to create a staff communication plan. Present to Council for approval. Implement plan;
 CAO to research and create a plan to improve communications with the public. Consider social media;
Present to Council for approval. Implement plan.

Page 31 of 32

Conclusion
We recommend Council accept this report and meet with the CAO to decide which recommendations to
proceed with. Many of the themes and recommendations are interconnected. Implementing one
recommendation will assist with the implementation of others. As a result, we suggest implementing the
recommendations in the order presented. The CAO and the staff should then prepare an implementation plan
with assigned responsibilities and deadlines. Staff involvement in the implementation is critical to ensure their
input and buy-in. Council should then approve this action plan and monitor implementation.
If Chatsworth implements all of our recommendations, the following benefits to the Township would be
realized:
1. Improved staff morale and engagement;
2. Improved alignment and organization of workflows within the administrative and treasury departments:
reducing bottlenecks and uneven distribution of workload;
3. Clear expectations of staff and understanding of how work is distributed;
4. Increased regulatory compliance and improved risk management;
5. Effective staff performance management and increased accountability;
6. Stronger, collaborative relationships between staff, Council and management;
7. Better decision making, with a long-term perspective beyond current term of Council;
8. Improved customer service;
9. Increased timeliness of work performed at staff level;
10. Improved responsiveness of staff;
11. Improved assignment of the township’s staffing resources;
12. Sustainability of operations with proper succession planning;
13. Stronger Council governance;
14. Stronger staff leadership and followership;
15. Improved staff skills;
16. Increase staffing level with no increase in compensation;
17. Improved efficiency and effectiveness of administration and finance operations;
18. Improved communication;
19. Opportunity for additional savings through shared services and other suggestions.

Ward & Uptigrove would be pleased to provide a quote to assist with the implementation of any of these
recommendations.

Master your semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master your semester with Scribd & The New York Times

Cancel anytime.