Staffing of Organizational Leadership Positions
The Strategic Policies and Priorities Committee recommends the adoption of the report (January 19, 1998) from the Chief Administrative Officer, subject to:
(1) striking out 1.2(2) and inserting in lieu thereof the following:
AThe Chief Administrative Officer engage the appropriate consultant expertise.@; and
(2) striking out 1.2(4) and inserting in lieu thereof the following:
AThat at the conclusion of the review by the Special Committee to Review the Final Report of the Toronto Transition Team of the structure and senior management positions, the total number of >executive= commissioners recommended by this Special Committee, and the nominees for the positions of City Solicitor and Auditor, be reviewed by the Strategic Policies and Priorities Committee and the Strategic Policies and Priorities Committee make recommendations to Council, as soon as possible, on the >executive= commissioners, in conjunction with the Special Committee=s report on the organization structure.@
The Strategic Policies and Priorities Committee submits the following report (January 19, 1998) from the Chief Administrative Officer:
This report will propose a process for the selection of individuals for several key leadership positions for the corporation.
Funding Sources, Financial Implications and Impact Statement:
In order to have an immediate impact on the Strategic Restructuring Initiative, it is imperative that key positions be filled in the new corporation. Leadership must be in place. Roles, responsibilities and accountabilities must be clearly laid out in order to proceed with the amalgamation.
There will be financial implications in terms of the eventual salaries and benefits for those individuals who will be selected for positions. The funding for these positions will be accommodated in the 1998 budgets for the various Departments.
It is recommended that the proposed process for the selection of key leadership positions be adopted.
Under the authority of the City of Toronto Act, 1997, the Toronto Transition Team carried out a process of recruiting and selecting key positions for the (new) City of Toronto. The Transition Team determined those positions that would be required to enable the new City to seamlessly and effectively begin its operations on January 2, 1998. Among those positions were the Chief Administrative Officer, the Chief Financial Officer and Treasurer, the City Clerk, the Fire Chief and the Commissioner of Human Resources.
The Transition Team in its final report recommended an organizational structure to City Council which would be based on services and Departments clustered into four units -- Community and Neighbourhood Services; Urban Development Services; Emergency and Protective Services; and Finance and Corporate Services. The lead position of each of these clusters was named as AExecutive Commissioner@.
A recruitment and selection process was carried out by the Transition Team for these four positions. Subject to the review by the Special Committee to Review the Final Report of the Toronto Transition Team (the AMiller Committee@) of the proposed organizational structure, the by-laws for these individuals will be submitted to Council for ratification.
The Toronto Transition Team also carried out a similar process to select candidates for other key statutory positions for the new City, including an interim Medical Officer of Health, City Solicitor, and City Auditor. Subject to the review by the AMiller Committee@ of the proposed organizational structure, the by-laws for the Solicitor and Auditor will be submitted to Council for ratification. The Board of Health will make a recommendation to Council on the Medical Officer of Health.
1.1 Selection of Candidates for Executive Commissioner, City Solicitor and City Auditor:
The process for recruitment and selection for the positions named above was extensive, thorough, rigorous and inclusive. Key external experts from the relevant field or discipline were recruited to sit on the selection panel. An external consulting/search firm was used to develop position profiles, core competencies and relevant selection criteria. This process ensured that the interview process was aligned with best practices in human resources recruitment and selection.
For further background on the process used by the Transition Team, a confidential report from the external consulting/search firm, Coopers & Lybrand Consulting, is on file in the office of the City Clerk.
1.2 Recruitment and Selection of the Second Level Executive Positions:
The AMiller Committee@ will be reviewing the proposed organizational framework submitted to Council by the Toronto Transition Team in its final report. Should there be additional second level executive positions recommended, the following process for recruitment and selection is proposed:
(1) The competition be restricted to senior management employees from the former seven municipalities (now the new City).
(2) To ensure consistency of approach and results, Coopers & Lybrand be contracted to develop a position profile and core competencies and to assist with the interview process.
(3) An external panel of experts be constituted by the Chief Administrative Officer to perform the screening interviews and present a short-list of candidates for further interviews.
(4) A panel of five members of Council, along with the Chief Administrative Officer, be constituted to interview the short-list of candidates. The panel would include the Mayor, Deputy Mayor, Chair of the relevant Standing Committee, and two other appropriate members.
(5) The name of the recommended candidate be brought forward for ratification by Council.
The process will take a maximum of two months, depending on the schedule for Committee and Council meetings.
1.3 Recruitment and Selection of Level Three Senior Management Positions:
As the by-laws for executive level candidates are ratified, the recruitment and selection process for the level three management positions will be immediately commenced. These again will be restricted to competitions from the current workforce. Depending on the particular service or Department, competitions may also be restricted in terms of responsibility held in the former municipalities. External experts will be used as much as possible to add an additional level of expertise and validation to the interview panel.
The process will be facilitated by the Human Resources Department to ensure fairness and equity for current staff and to provide consistency, rigour and thoroughness in the process.
The only position that will be brought forward to Council for ratification and by-law enactment will be that of the Chief Building Official, since it is the final statutory position. The recommended candidate for all other positions will be approved by the Chief Administrative Officer, in accordance with the by-law for the CAO.
As the level three positions are filled, competitions or direct placement for other positions in the structure will occur in accordance with the Strategic Restructuring Initiative Staffing Strategy.
It is imperative that the organization be stabilized and that the leadership positions be filled as soon as possible. A fair, objective and confidential process has been proposed to fill additional executive positions, if required as a result of the review of the organizational structure, and other senior management (level three) positions.
The recommended processes will allow us to complete the actions and initiatives which will effectively and efficiently amalgamate our services and workforces. They will also facilitate critical decisions which will need to be made in the 1998 budget process.