Organizational development for the public and private sectors

KPMG was requested to analyze the opportunities and challenges confronting western Canadian small and medium businesses in their shift in the new direction of E-business. Supplementing a literature review, we survey 140 SMEs and a number of suppliers, associations and business leaders across the west.  Conclusions indicated a number of ways in which the client could help.

KPMG was requested to prepare a comprehensive review and analysis of gaming in Alberta. In cooperation with the Alberta Gaming and Liquour Commission, KPMG prepared a balanced review of the issues and operations of various forms of gambling in Alberta’s gaming industry.  The report was used to bring balance to a very controversial public debate on VLTs and problem gambling.

Conducted an assessment of the impact of change on work, the workplace and workforce in Alberta.  The report involved identifying the forces and sources of change buffeting work, the workplace and the workforce in Alberta.  An assessment of the impact of these forces was established through interviews with academic, executive, labour, and public sector backgrounds.  Conclusions included the identification of strategies and prioritizing the most important measure and roles for affected stakeholders.  Also addressed, was an assessment of the most effective options for gathering public opinion and formulating public discussion.

Perry Kinkaide delivers Public Service Re-engineering Seminars under contract to the Alberta Government Personnel Administration Office.  The seminar provides structured methodology and framework specifically tailored for the Alberta Government.  He has conducted this seminar for a number of organizations and led a KPMG breakfast seminar recently on re-engineering.

We were asked to facilitate a review of a number of project initiatives put forward by the Transportation Association of Canada. The session involved a review and sorting of all initiatives and facilitating the decision-making process of setting priorities and putting in place an action plan.

KPMG was requested by a consortium of the 13 Western Canadian universities to assess the feasibility of: (1) establishing a technology transfer network from among the universities,  (2) establishing an associated Emerging Technologies Fund.  The study was driven by the increased interest in universities in expediting the commercialization of research/innovations and of strengthening the universities’ relationship with industry.  The study involved conducting an assessment of “best practices” internationally, identifying fund managers with extensive experience in university-based technologies, establishing impediments to success and preparing associated recommendations.  An annotated bibliography was also assembled of relevant publications.  The study complemented additional work undertaken by KPMG in assessing the future of the Western Canadian economy and identifying the competitiveness of North American cities for various forms of industry.

We were engaged by two local governments to facilitate their merger, creating the largest municipality in North America—Wood Buffalo. The merger involved working with a Steering Committee of both parties, identifying principles and objective for the amalgamation, and establishing an organizational infrastructure for identifying and resolving issues and resource management, organization, and establishing associated management processes.  Of particular importance was managing public communications and keeping a keen eye on deadlines and the setting of priorities.  KPMG assumed responsibility as a secretariat and developed an associated handbook for guiding decision-making among staff in the resolution of issues.

Worked directly with the City Commissioner in assessing the City’s Department of Municipal Operations with a view to strengthen its team building, position in the organization for change, and resolving underlying issues in its operation. This engagement included working directly with the Department’s Manager and his Directors’ Team, strengthening their working relationship and coaching them through the implementation of an action plan.  Through a return engagement, we helped fine tune the team with advanced recommendations for completing implementation of the action plan.  A review of organizational options for better coordinating a variety of emergency preparedness services followed including:  Fire, Police, Disaster, Health and Safety Services, and Ambulance Services.

Perry Kinkaide managed a review of the management infrastructure for the City of Edmonton, a municipal government with a budget of over $1 billion and a budgeted staff of 10,000. The review was called for by City Council and proceeded through three phases:  strengthening the City’s Management Team, conducting a review of select departments, and transferring the technology into the organization for carrying on reviews of the remaining departments.  Ongoing consultation was provided throughout all phases of the study.

A comprehensive program review of this municipality’s library was conducted with a view to identifying measures for increasing efficiency and better positioning the library for the future. The project involved the conduct and analysis of a user survey, a close working relationship with senior management of the municipality and a Steering Committee made up of elected officials and the government’s audit committee.

Engaged by the City of Fort Saskatchewan in the design and facilitation of a series of workshops involving City Council and the City’s senior managers in assessing changes the City is facing, deriving directional themes for guiding the City’s initiatives, strengthening the City’s overall leadership, and formulating a strategic plan of action for 1992/93.  The engagement required establishing a close working relationship with managers and Council, and in helping to focus activities for formulating a practical action plan and “buy-in” by staff/Council.

The conduct of a “value-for-money” audit was conducted of the Department of Social Services for the City of Calgary.  Responsibility as a member of the overall project management team was to provide insight into the general issues facing public social services, and to consider current standards and alternative options in service delivery and their implications.  The assignment required an in-depth understanding of the forces and sources of change facing the public sector, a clear understanding of the pros and cons of public versus private service delivery, and general sensitivity to the general issues facing municipal governments in Canada today.

Conducted an analysis and proposed a series of recommendations for a Municipal government on impediments and recommended strategies for promoting an effective approach to land sales and economic development. The study involved an analysis of the municipality and its associated committee structure, economic development opportunities, problems in land development, tourism, and general economic development.

KPMG Management Consulting in Edmonton has established an annual survey of the province’s municipalities.  This initiative has served to identify the forces and sources of change buffeting Alberta’s municipalities, the readiness of municipalities to change and to exercise contemporary management methods.  The results of the survey are presented to the Alberta Urban Municipalities Association on an annual basis.

Perry Kinkaide was engaged to help the executive of the Chambers identify threats and opportunities, options and their implications. An action plan was derived for setting new directions for helping the Chamber lead its members through challenges centered on the emergence of e-Business among small businesses.

Consulted on the design and served as key resource person for a Provincial workshop regarding community living versus institutional service alternatives for persons in Saskatchewan with mental retardation. Kinkaide’s extensive background in the design and development of rehabilitation services was drawn on for making a realistic assessment of the threats and opportunities, risks and benefits of community living.  This workshop initiated the provincial association’s launching of a long-range service planning exercise involving extensive participation of local associations.

Feasibility assessment for the development of a major office complex in Yellowknife, NWT— This project involved assessing the market requirements, identification of the most feasible option, and support in identifying the work-steps in managing the overall development of the recommended complex.

Conducted a directional planning exercise and operational review for CN Western Canada involving senior management, staff and user evaluation of Health and Safety Services. Recommendations were derived for better positioning of Health and Safety Services to accommodate a changing rail and transportation environment and associated staff and health and safety issues.

Establish a loan/equity fund for Metis in the communities of west central N.W.T.   This study involved the identification and assessment of business initiatives for loan/equity investment and preparation of “bankable” business plans.

Served as Project Manager for a private investor in reviewing federal government policies governing public financing of Canadian mining and northern development.  The objective of this analysis was to identify options for the public funding of a mining project for the Northwest Territories.

Prepared a socio-economic impact analysis on behalf of a gold mining company regarding the development of Canada’s largest gold mine.  This analysis was prepared in a format for review by Cabinet of the Government of the Northwest Territories and the Canadian federal government from whom joint financing was requested.

KPMG Management Consulting was engaged by the senior management of the Alberta Department of Transportation & Utilities to identify new directions for the Department.  Working closely with the Department’s senior management and culminating in a conference of all departmental managers, we helped identify strategic themes for guiding departmental activities and readying the Department for “steering more and rowing less”.  The conference culminated in the assignment of champions for promoting the directions and preparing the organization for change.

We were engaged to develop a five-year business plan for the provision of public housing for Edmonton’s senior citizens.  This involved the development of a model to project the demand for housing to the year 2000 and presentation of a capital plan to meet this growing need.  We identified the operational requirements for a prototypical 120-bed lodge, projected capital cost and financing requirements and presented pro forma financial statements.

We were engaged to work with the President and senior management of a large Canadian distributor of building materials.  The objective was to assemble a business plan, setting future directions, and identifying the financial and resource implications.  The plan also contained the framework of an action plan and associated responsibilities.

Served as process consultant to Land and Forest Services.  This project involved the design of the directional and strategic planning process, customer satisfaction survey, regional delivery organization, and one of the Services’ major divisions.  The work involved a close working relationship with senior executives in the organization and facilitating of the decision-making process of the organization’s executive committee.

Conducted an assessment of the privatization options for the tree seedlings industry in Alberta.  The department was faced with a decision of whether to further expand its own capability, commit to enhancing the private sector, or some combination of both.  The project involved industry, market, costing and extensive decision analysis.  A number of criteria were established building a decision model that allowed a decision for further guiding the development of Alberta’s tree seedlings industry with a view to enhancing the province’s reforestation efforts.

The project involved the conduct of an operational review and assessment of options—including privatization—for enhancing service and cost savings.  The focus of the review was the Board’s Computing Services Division.  The project required a close working relationship with the most senior managers of the agency and insight into the overall operation of the ALCB.

Perry Kinkaide is frequently called upon to speak to the topic of privatization and specifically the conduct of “make-or-buy?” decisions for identifying the best value service arrangement and the readiness and feasibility of privatizing crown corporations, administrative services of government, and increasing the involvement of the public in the direct purchase of public services.

Perry Kinkaide has addressed a number of other public and private sector organizations regarding privatization, contracting-out, and our changing future.

These organizations have included:

Canadian Cities Personnel Officers
Public Health Unit Association of Alberta
Saskatchewan Association for Community Living
Canadian Society of Association Executives
Family & Community Supports Services Association
Canadian Public Works Association
Western Canadian Cities Personnel Officers
Alberta Urban Municipalities Association
Edmonton Chamber of Commerce
Institute of Public Administration Council
Western Forum of 4-H Councils
Alberta Association of Rehabilitation Centres
Alberta Psychologists Association
Alberta Association of Social Workers

Kinkaide completed a comprehensive review of Home Care services and their delivery. The objective was to assess and identify the “best value” service alternative(s) for the delivery of each of Home Care’s services considering in-house, contracting-out, and expanding personal and voluntary service options.  Cost, quality, and good will were factors used in the assessment.

Assembled a consortia of expertise and general management talent for conducting a review of the policies and practices of the Government of the Northwest Territories in Forest Fire Management. The review required a detailed assessment of the role of people, mechanized equipment, information technology, facilities, and alternate sources of supply in the interests of positioning policies and practices for future and identifying cost savings of approximately $1.0 million in pre-suppression funding.

The outcome of the study introduced the concept of the community forestry program, advancing the cause of the geographic information system, fine-tuning the match of mechanized equipment and manpower, and fine-tuning detection, operations and support systems.

The project was in anticipation of significant social impact of a recently announced pulp mill in the community. As Consultant and Project Manager, Perry Kinkaide guided the efforts of a Steering Committee, involved in establishing the mandates and served as consultant directly to various sub-committees, and is ultimately responsible for a final plan for the community’s social, health, education, housing, recreation and associated service sectors.

Deregulation and restructuring of the electric utility industry in Alberta was pending.  Edmonton Power sought our assistance in helping to formulate a sales and marketing plan that would increase the company’s competitiveness in the face of restructuring and projected increases in competition.  We formulated a team for the balance of project management, customer service, sales/marketing and energy industry acumen.  Under tight timelines, and working with staff throughout the organization, a plan and associated communications support for achieving senior management and Board approval was formulated.  Follow-on assignments included assembly of a sales/pricing strategy and associated executive summary documents.

The Alberta Government concluded it would no longer be involved in the provision of energy efficiency services. This called for the closure of the program and the distribution of associated assets.  We were engaged to assist Alberta Energy in managing the closure, and distribution of the assets in a matter that would help preserve service but in a privatized form.  Working with a steering committee, we prepared a prospectus of the services and assets associated with operating the program, assisted in the orderly transfer of assets, and guided the formation of a new company able to assume function at no cost to government.  A critical aspect of this assignment was managing communications, employer expectations, and a political environment.  The transfer was successfully executed.

Faced with increasing competition, the telecommunications industry and specifically the Financial Services Department of SaskTel required the assistance of a facilitator.  Our role was to help the management team of the Finance Division prepare its business plan for making the transition from a transaction intensive division to one committed to financial advisory services for the company.  We worked with the Department’s senior management in conducting staff retreats and formulating a revised mission, set of goals and new directions, formulating and executing an action plan.  The application of this computer based decision support (“Resolver”) was exceptionally effective in identifying and resolving conflict and helping to focus activities in keeping with the Department’s ultimate objectives.

Deteriorating revenues prompted a request from Powertech and its parent company, BC Hydro, for the conduct of a strategic assessment of Powertech and its situation.  As Project Manager, conducted extensive interviews with senior managers of BC Hydro and Powertech Laboratories, the design and conduct of a buyers’ survey, and evaluation of strategic options.  Our assessment and recommendations were presented to the Corporate Management Committee of BC Hydro containing representation from Powertech.  This engagement required a rapid assessment of the situation and a thorough and convincing review of alternatives and the feasibility of their implementation and success.

Project manager for a major assignment for re-allocating responsibility and resources for the conduct of computer services within a major gas transmission company in Alberta. This involved a very close working relationship with a Steering Committee, the conduct of numerous, highly sensitive interviews at the most senior levels of the organization, assessing organizational options and re-allocating resources.  The project concluded with design of a framework for implementation sensitive to employee issues and phasing in the re-assignment of functions and resources in two major geographic locations in the province.

Served as process consultant to western Canada’s largest telecommunications company.  This project involved the design of the directional and strategic planning process and facilitated the decision making process of the organization’s Executive Committee.  This work involved a very close working relationship with senior executives of the organization and senior staff in the Policy and Planning Branch.

Project Manager on an assignment to assess the value of ETCOM in Calgary to ED TEL. The study involved a survey of ETCOM’s market in Calgary and its suppliers as well as interviews of ETCOM’s staff and interviews with senior management of ED TEL.  The study required a keen sense of the interconnect business environment, an understanding of changes underway in the telecommunications industry, and a thorough and thoughtful analysis of the overall situation for both ED TEL and ETCOM.  The project concluded with an assessment of options, a recommendation and a framework for implementation.

Conducted a project for the City of Edmonton to examine the most appropriate organizational relationship between the City and ED TEL. In conducting the assignment, we examined the financial implications of a number of organizational options—City department, special status, agency or board, subsidiary corporation.  The financial calculation, together with a qualitative assessment of the impact of each of the organizational options, provided a clear cut indication of the preferred strategy.  A presentation to City Council, and a detailed report, gave Council a strong indication of an implementation plan.

Project Manager and principal consultant to Edmonton Telephones assessing the impact on the telco’s image and identity and sales revenue of establishing an exclusive telephone linkage and bill for its residential customers. The project also involved an assessment of various bill payment/selection options.  The project required a clear understanding of the changes underway within the telco environment and the implications of establishing Edmonton Telephones as a subsidiary corporation.  A predictive model was designed that allowed a testing of the sensitivities of various marketing and sales decisions for the company’s telephone service/sales representatives.

A number of transportation and tourism projects had been identified, none of which were being taken up by the private sector. The purpose of our assignment was to identify what role government could play in moving these transportation projects forward.  We identified parallels, other jurisdictions in which government had played a successful role in making similar projects happen.  Based upon these parallels, we developed a process, and an evaluation mechanism, that allowed for ongoing assessment of the proper role for government as new projects came along.

KPMG was requested by the Alberta Hotel Association, the Alberta Liquor Store Association and the Alberta Liquor Control Board to review the operation of the Central Order Desk and to prepare a business plan that would allow the operation of the Desk to be transferred to a joint venture company. The business plan required an environmental scan of the forces and sources of change in the industry and assembly of an operational and financial plan.  We worked against a tight timeframe, and were required to work closely with senior executives within the industry and at various levels of government.

We were requested by the Alberta Hotel Association, the Alberta Liquor Store Association, and the Alberta Liquor Control Board, to review the operation of the Central Order Desk and to prepare a business plan that would allow the operation of the Desk to be transferred to a joint venture company. The business plan required an environmental scan of the forces and sources of change in the industry, assembling an operational plan and a financial plan.  We worked—against a tight time frame, required working closely with senior executives within the industry and at various levels of government.

Served as overall Project Manager for an assignment involving a review of future direction for the MacDonald Island Parks Society involved in providing a number of recreational services through an array of complex and well developed facilities. The assignment followed upon a challenge to the Society for it to be privatized by the municipal council.

Assisted our Taiwan KPMG Peat Marwick office on an accommodation grading study for the Taiwan Tourism Bureau. The assignment included a comparison of accommodation grading criteria, rules and regulations from all over the world.  Played a major role in collection of accommodation grading information from North America, the Mediterranean and Israel.

Assisted another management consulting firm on a major study in which we assembled the major features of hotel grading systems in North America: Alberta, Nova Scotia and Ontario, constituting the basis for the Canadian system presently in design, Mobil, the AAA, and one other grading system.

Conducted a review of Alberta’s hotel/motel industry for Alberta Tourism and the Alberta Hotel Association. The study involved an assessment of the industry’s financial health, staffing and manpower issues, marketing and market competitiveness, and the impact of government policies.  An industry-wide survey, extensive interviews and focus groups with owners/operators, and a close working relationship with a Steering Committee with representatives from the industry was called for.  This comprehensive review culminated in the assembly of a series of recommendations for guiding industry adjustments in government policy into the next century.

Assisted the Alberta Hotel Association in assessing the feasibility of introducing an accommodations grading system to the province of Alberta.  This involved a close working relationship with an Advisory Committee of representative interests, reviewed grading systems in operation in Ontario and Atlantic Canada, and made recommendations on modifications appropriate for the successful implementation of a 5-star accommodations grading system into the province of Alberta.

Served as Project Manager of a province-wide survey of the present knowledge of Albertans regarding their tourist-hospitality industry and attitudes regarding hospitality and consumer service. In association with Canadian Facts, telephone surveys were conducted of the general public, front line staff, owner-operators, and special interest groups.  The results are to be used for the design of programs for enhancing the knowledge of Albertans regarding Alberta’s tourist-hospitality industry and for promoting positive attitudes regarding hospitality and customer service.  The results will also serve as a benchmark for evaluating the impact of these programs in future.

This project involved the conduct of a user satisfaction survey, an overall administrative assessment of the services operation, the identification and evaluation of alternate multi-agency reservation services. This project involved coordinating efforts of several independent agencies while maintaining a reporting relationship through a project Steering Committee.

KPMG was called upon by the Communicable Disease Control Branch of Alberta Health to assist in the preparation of a transition plan for initiating and completing the transfer of Communicable Disease Control services from the department to Regional Health Authorities.  This involved working with a steering committee, designing planning sessions, the assembly of a written action plan and advising on appropriate communications necessary for the coordinated execution of initiatives.

Developed a medication program for residents of Alberta’s lodging system that promotes the self-care and independence of residents.  The system was to ensure the safety of residents in terms of their taking their own medication and that monitored the effects of the medications on residents’ general health and well-being.  The project consisted of several phases including the design and selection of an appropriate medication model, development of standards and implementation and concluding with an evaluation of the Medication Assistance Program.  A close working relationship was called for a with a Steering Committee representing multiple interests.  (This pilot program has since been recommended for provincial implementation.)

Served as Project Manager for resolving problems associated with the management of accommodation for public health units in Alberta. This project involved the establishment of space standards, service access standards, adjustments to the budgeting and administrative support available to the health units, and finally the design of an implementation plan.  The engagement required a close working relationship with two departments of government that are being merged, the government central agency responsible for public service accommodation, and a number of health units in the province.

Served as Project Manager for building an accommodations plan for several public health units including:  Mountview, Southeastern Alberta, and the Stony Plain —Lac Ste. Anne health units.  These projects involved working closely with each unit’s Executive Director and Board, the identification of issues—present and future—affecting the demand for service, and assessing the space and site requirements of the health unit for delivering public health services into the near future.  The outcome of each project was an accommodations plan that evaluated and recommended strategic options including an implementation plan.

Perry Kinkaide was consultant to the Premier’s Commission on Future Health Care for Albertans. The engagement required a close working relationship with all members of the Commission and its staff and a good understanding of health care:  issues—current and future—policies, and systems in Alberta.

This project involved the identification of changes affecting the territories and the demand for Social Services and assessing their implications on the organization of the Department, its programs, and approach to service delivery. The outcome of the project is a series of recommendations and a plan for their implementation.  The project involved a close working relationship with staff, and senior government officials both within the Department and elsewhere in government.

Conducted an operational review of two medical boarding homes serving clientele from remote northern and native communities. The study took into account a review of operations, costs and current operating and lease agreements for the two homes.

Served as Project Manager for the completion of an operational review of the Division of Finance and Administration of the Department of Social Services for the Government of the Northwest Territories. The project involved the identification of operational and organizational issues, the identification of the underlying problems, and proposing resolutions and an implementation plan.  The Division supports the management of services that are decentralized across the Territories.  The project required a keen sensitivity to staff in an organization that has undergone considerable change, increasing demand for its services, and expansion of its responsibilities.

Conducted a review of the accountability of public agencies of health and education in the Northwest Territories. This project was under the guidance of a Steering Committee chaired by the Secretariat of the Financial Management Board, NWT.

The project involved extensive interviewing across the Northwest Territories of Board members and senior management of public agencies as well as senior managers within the Government of the Northwest Territories.  It required a keen understanding of change prevailing in the Northwest Territories, a grasp of the prevailing policies and general direction of government policy in the territories, an understanding of programs and policies effected and associated with the Transfer Policy and policies of affirmative action, and the capacity to express clearly issues and derive recommendations at a level that will fit the diversity of public agencies in the Northwest Territories.

Perry Kinkaide served as project manager to the Alberta government’s Ministry Responsible for Seniors contributing to the development of an overall policy framework for guiding Alberta in the provision of services and benefits for older Albertans into the next century. The assignment has involved a close working relationship with the Ministry’s senior management, conduct of study sessions, public forums across the province, and the integration of briefings, surveys and issue papers into a final policy document for public distribution at a conference in October, 1992.

Undertook a review of the reporting relationship of the Northwest Territories Housing Corporation to the Government. This involved working with a Steering Committee and evaluating the options of re-establishing housing as a department or further strengthening the corporation’s independence from government.

For the Department of Renewable Resources, we analyzed all aspects of their operations.  The department was in need of a strategy and new direction to take them to the year 2000.  We identified and analyzed the key external influences on their mandate.  We looked at their management processes and resource allocations, identifying strengths and weaknesses.  We conducted a job satisfaction survey and workload analyses to identify areas where management should focus human resource efforts.

The outcome of the study was to be a Direction 2000 outline, based on our analysis of the environment and the department, and identification of what would be required to reach its objectives over the next decade. The operational plan made recommendations for improving management processes and building on the existing capabilities of the department.

Re-engaged six years later in the face of budget deficits to identify cost reduction measures.

The Department, including its Corrections, Policing and Motor Vehicles Divisions, was adopting a more integrated budget planning cycle. For launching the planning cycle, they were seeking an environmental scan of the forces and sources of change that may impact the Department’s mission, programs or service principles.  We were asked to prepare an environmental scan, and facilitate a workshop of the Department’s senior managers leading to the preparation of “goal statements” on how the Department should respond to these changes.

The Alberta Forest Service —facing sustained fiscal restraint and committed to the decentralization of further decision making to its managers, requested our assistance in the development and design of a new budgeting process.  We worked closely with the senior managers of the Service in guiding development of the revised approach.

We conducted an operational review for Financial and Management Services of the Department of Education. We applied the resource-process model and assessed the forces and sources of change buffeting the various functions and services of the unit.  We further reviewed workloads in the interest of enhancing overall operational efficiency and assessing the impact of a recent re-organization.

Undertook a complete inventory of the transportation assets and liabilities of each of the 54 communities in the territories. We identified transportation projects that would deal with the deficiencies.  We identified systems as well—for example, with airports, we identified the volumes currently being processed, projected future volumes, determined the likely type of aircraft to be using the system, and designed system needs accordingly.

We calculated the capital and operating costs of each of the transportation projects, and identified both tangible and intangible benefits that would accrue to each community and the territories as a whole.  We then developed a screening methodology to determine which projects should be included in the 20-year plan.  Finally, we developed a year-by-year project plan for the first 20 years of the strategy, highlighting individual projects that should be undertaken in the short term, as well as “mega projects” that would need to be undertaken over the 40-year horizon of the strategy.

The strategy was accepted by the Department of Transportation, and the Minister, and is currently the subject of discussions and negotiations between the territorial and the federal government.

Completed an operational review of the Division of Professional Standards and Services for Alberta’s Department of Consumer and Corporate Affairs. This project involved a review of the Division’s operations with managers of the Division and senior managers of the Department.  It also involved the review of the Division’s recent history, plans, and an environmental scan of changes expected to effect Alberta’s consumers and businesses.

The concluding report identified strengths, weaknesses, opportunities and threats, and  organizational adjustments required in keeping with the Division’s changing mandate.  The report was used as the basis for initiating a revitalization of the Division.

The Deputy Minister of Consumer and Corporate Affairs wanted an operational review and directional plan for Alberta’s Corporate Registry. We reviewed the ongoing operation of the Registry and in addition, identified forces of change expected to affect the Registry’s future operation.  We reviewed various options working with the Corporate Registrar, the Assistant Deputy Minister of Professional Standards and Services and the Deputy Minister in formalizing a directional plan and adjustments to the ongoing operation to support the plan.

Conducted a project for Alberta Advanced Education defining the mandate, goals and organizational structure for a new Policy and Planning Division of the Department.

Served as project manager for developing strategic options and planning for the impact of changing values, social, technological and economic forces on the supply and demand for Alberta social services.

Managed the development of a five-year plan for a District Office of Alberta Social Services. This office is in an area of rapid economic development though historically, economically depressed.  The project involved working through three stages: an operational review of the District Office itself, coordinating input from community and government agencies in the district, and involving native representatives from more remote sectors of the district.

As a project team member, Perry Kinkaide visited with communities in Northern Alberta to assess the impact and satisfaction of communities using Lakeland Family and Community Services Society. This required a familiarity with government, programs of community health, and services supporting the family and community in Alberta.

Project manager for assembling of long-term strategic direction for the Department of Social Services & Community Health for the Government of Alberta.

The project dealt with implications of the welfare “safety net”, the feasibility of contracting out social services, and the changing roles of the public, voluntary and commercial sectors.

As Assistant Deputy Minister, Finance and Administration, coordinated downsizing, designed a performance pay compensation plan, standards and measures of productivity, introduced the Electronic Data Processing Plan, and implemented measures of fiscal restraint.

As Director of Corporate Development, developed an environmental scanning capability and assessed the implications of privatization and funding reform on the mandate of the Department of Social Service.  Developed a contingency plan in the event of significant funding cutbacks.  Participated as the government’s representative on the Stanford Research Institute’s Canadian Issues Group, and served as Project Leader to the Federal Government’s Task Force on Contracting-out/Privatization of Government Services.

As Edmonton Regional Director, was the senior director for a team of six regional directors which reviewed the Department’s programs, revised its organizational structure, and subsequently decentralized the authority and staff of service delivery.

As Edmonton Regional Coordinator of Rehabilitation Services, Perry Kinkaide managed the development of voluntary community agencies for the handicapped, and the provision of case management and residential-treatment services.

Prepared strategic direction for assessing the value of further involving financial institutions in the administration of social services’ programs of financial assistance.

Conducted an operational review for Alberta Social Services and Community Health leading to the reorganization of administrative support functions, development of standards, revised resource allocations, and functional relationships.

For Alberta Social Services and Community Health, revised all administrative policies, conducted a staffing review of headquarters and functional re-organization of office space to accommodate decentralized resource management.

This was first initiated as a pilot project through the Canadian Imperial Bank of Commerce. The program’s application was initially taken by a clerk at the bank for a fee paid by Alberta Social Services and Community Health.  This aspect of the program was later dropped, though electronic funds deposit of the Pension Program remains.

KPMG served as project manager involving the arrangement of supplementary private sector funding of a public sector study on the readiness of western Canada’s SMEs for e-Business. The final report and recommendations was based on a survey and consultation with SME companies in various industry sectors throughout the western Provinces.  The final report was presented with the Secretary of State at roundtables throughout western Canada.

Served as facilitator engaged by Calder-Bateman to identify issues and recommendations for enhancing enterprise and innovation in western Canada: Winnipeg, Saskatoon, Regina, Calgary and Yellowknife.

Served as facilitator engaged by Calder-Bateman to identify issues and recommendations contributing to the Policy of the ICET Alliance submitted to government and its membership for guiding the development of the ICT industry in Alberta.

KPMG served as project manager in facilitating eight meetings scheduled by Chrysler Canada with its dealers at six locations across Canada. At these meetings, Chrysler received responses to questions on how to mutually address several initiatives during 1997.  Kinkaide acted as Team Leader at each site, conducting pre-facilitation orientation sessions, acting as lead facilitator, and preparing a summary of  regional responses received.

KPMG was asked to design and facilitate the establishment of a strategic plan with the Boys and Girls Club of Calgary.  The assignment required a close working relationship with the Executive Director and the Board and a consultation/communication process with Board, staff and the Calgary community.  The resulting strategic plan has guided the subsequent implementation of a series of action plans.

Facilitated the strategic planning seminar for launching the company’s 1994-96 strategic planning.  Worked closely with the Business Analysis Group in gaining an understanding of the company’s situation, designed the seminar and select learning prompts, and designed small group exercises.  Facilitation required a good understanding of the business systems model of the organization and flexibility in helping senior managers both understand the forces and sources of change in the organization’s environment, the implications of change on individual behaviour, and how to focus personal and corporate efforts in achieving a discernible difference in the organization’s operation for 1994-96.

On behalf of the City’s FCSS Director, assisted the St. Albert Senior Citizens Club in conducting a self-evaluation. This involved guiding the Club in all phases of the evaluation including working out a workplan, monitoring progress in carrying out the workplan, identifying issues and proposing how best to achieve resolution, and organization resources to carry out resolutions.  The project also included the conduct of a public awareness and membership satisfaction survey that helped guide the assembly of strategic direction for the Club.  The final report became the basis of the evaluation called for by the Community Recreation Board—the funding body for the Club.

Completed a two-day workshop for an organization committed to developing the world’s best regional science and technology award. The workshop involved a review of the organization’s “vision” and circumstances constituting their forces and sources of change.  By identifying impediments to success and what might be done to overcome them, the organization was prepared to craft strategic direction and identify associated action for continuing progress.  At the conclusion of the workshop, proceedings were assembled constituting the basis of the organization’s strategic plan.

This newly formed body requested our assistance in facilitating the assembly of an action plan for guiding the organization through its first five years of operation: for building its membership, establishing its member benefits and services, and facilitating the transition of services and resources from Edmonton’s Economic Development Authority.

The Alberta Pharmaceutical Association required a facilitator adept at addressing change management for staff in its provincial office.  The engagement involved conducting a job satisfaction survey for employees in preparation for a retreat to address managing change, team building and that concluded in the assembly of a workplan for resolving current office issues.

Working directly with the Corporate Planning Committee of Greyhound, we designed a strategic planning approach using the format of a retreat for assisting the company in identifying the threats and opportunities in their environment and for deriving a business plan for addressing business issues. The workshop was undertaken against the background of “team building” with consideration for the construction of a communications plan for rolling out initiatives derived from an associated action plan.

Conducted a team building workshop for the Lands, Revenues and Trusts Division of Indian and Northern Affairs. A large part of this workshop dealt with employee job satisfaction, the results of a job satisfaction survey, effective decision making in groups, communicating effectively and options for resolving conflict.

We were asked to assist the Institute’s Board in a review and updating of its mission and objectives formulating the basis of the organization’s strategic plan.

This Crown corporation has both a commercial and public mandate and as such, was seeking assistance through the conduct of a workshop for crafting a vision statement. The end result of a series of interviews and a full-day workshop was the derivation of an overarching theme, an assembly of a foundation of values and direction for guiding the organization’s activities and development.

The Edmonton International Airport, prior to becoming part of a Regional Authority, sought our help in anticipate of the move leading to significant implications for the managers and operational staff of the airport. Transport Canada wanted to prepare their staff for change and asked KPMG Management Consulting for assistance through a two-day seminar designed to facilitate:

• Managing and adjusting to change.
• Identifying the forces and sources of change affecting the airport and its employees.
• Strengthening the team of staff that were expected to continue to operate the airport.
• Initiating the assembly of an action plan for addressing transition issues.

Conducted a team building workshop held in Kananaskis for the Finance and Administration Division of Indian and Northern Affairs. A large part of this workshop dealt with employee job satisfaction, the results of a job satisfaction survey, effective decision making in groups, communicating effectively and options for resolving conflict.  Repeated the workshop one year later to assess the former workshop’s input on job satisfaction.

Two of western Canada’s largest architectural firms were considering a merger and requested assistance in assessing the viability of the arrangement and in helping the two firms develop a workplan and subsequently, a business plan. Perry organized and facilitated a retreat at a mountain resort at which we helped the Partners come to an agreement, map-out an action plan for implementation with guiding principles, and established a framework for a business plan.

The assignment required a close working relationship with the President, personal interviews with the company’s Vice Presidents in preparation for a planning retreat. The exercise culminated in the assembly of a mission statement and associated goals, a strategic plan for guiding the company through the year 2000, and a number of short term recommendations for better integrating—”team work”—into divisions of the company.

Conducted a three-day retreat at Margaret Lake on team building for the Northwestern Health and Social Services Board.  The objective of the retreat was to draft a board mission statement and derive associated goals and objectives for 1990/91.  They wanted the retreat to be undertaken in such a manner that facilitates team building as well.

Conducted a job satisfaction and team building workshop for the Nipissing Band of Ojibways (38 employees and 8 Chiefs in Council). Staffing had almost tripled in the last few years, and with it the need for a more formal management of the Band’s operations.  As well as experiencing rapid growth, a new Band Council was recently elected and the Band Chief believed that “team building for a change” would be timely.

Design and conduct of training sessions for building high performance teams for Esso Resources Canada Limited.

Designed a team building workshop for improving client service coordination of the Southeastern Alberta Health Unit including programs of Family & Community Support Services, the Victorian Order of Nurses, local and regional hospitals, and the Health Unit itself.

Workshops and retreats for a variety of public and private sector organizations.

Committed to strategic planning and simultaneous team building including:

• The Edmonton Regional Airports Authority—Senior Management
• Alberta Used Oil Association—Board of Directors
• University of Alberta Board of Governors
• Council of Chief Executive Officers—Edmonton
• The City of Edmonton—City Managers
• Northwood Pulp and Timber Ltd.—senior management
• Powertech and B.C. Hydro—senior management
• The Dial Corporation—senior management
• ISM:  Alberta—senior management
• Greyhound Canada—Corporate Planning Committee
• TELUS Corporation—senior management team
• Alberta Transportation and Utilities—Executive Committee
• Alberta Environmental Protection—Executive Committee
• Alberta Solicitor General—senior management
• Alberta Hotel Association—Board and senior management
• Edmonton Regional Airport Authority—senior management
• Alberta Public Administration Office—Alberta’s executives and senior managers

Perry Kinkaide has coordinated the conduct of various workshops and planning exercises for community service agencies.  This has included:

• Sponsor and manager of Passages 2000, a workshop and conference series for planning Alberta’s community rehabilitation services through the year 2000 and manager, designing and conducting manpower planning workshops in the design of Alberta’s rehabilitation practitioners’ series for persons with mental retardation for Alberta Advanced Education.
• Planning accommodation, community based vocational programs, resources for the dependent handicapped, and behavioural services for Alberta Social Services.
• Participation in workshops, seminars and conferences across Canada associated with community service development in fields of: agriculture, education, e-learning, employment preparation, health care, manpower planning, municipal services, rehabilitation, social services, special education, recreation, strategic planning, tourism and transportation.