City of Edmonton — Operating Model &

Organizational Transformation

Overview

City Operations is a 5,500‑person department responsible for delivering essential services to 1.2 million residents. The organization needed clearer decision‑making structures, stronger alignment across branches, and a more consistent approach to planning and resource allocation. My role was to design the systems, governance, and operating models that would strengthen organizational performance and support long‑term service delivery.

My Role

I served as Acting Manager and Senior Strategic Planning Analyst, leading enterprise‑level operating model design and organizational alignment initiatives. My work focused on bringing structure to complex environments, improving cross‑functional coordination, and building systems that help leaders make clearer, more accountable decisions.

What I Delivered

Enterprise Operating Model Design

I directed the design of new operating and decision‑making structures for the entire City Operations department. This work clarified how leaders plan, prioritize, and coordinate services across branches, improving alignment and reducing friction in annual planning cycles.

Outcomes‑Aligned Costing Framework

I built the City’s first outcomes‑aligned costing model. The framework was activity‑agnostic and could be applied across all operational services, from snow clearing to transit maintenance. It linked service costs to public‑facing results, helping leaders understand the relationship between investment and impact.

Leadership Alignment & Strategic Facilitation

I designed and facilitated leadership‑level planning sessions that standardized decision‑making across branches. This work enabled earlier, more coordinated planning cycles and strengthened accountability across the department.

Equity‑Centered Organizational Performance

I chaired the Employee and Community Experience Steering Committee and oversaw five equity‑focused subcommittees, including Gender‑Based Analysis Plus and Indigenous Framework teams. This work strengthened inclusive project management, governance, and organizational performance practices.

Impact

  • Strengthened alignment across a 5,500‑person department

  • Introduced the City’s first outcomes‑aligned costing model

  • Improved annual planning cycles through standardized decision‑making structures

  • Advanced equity‑centered governance and organizational performance

  • Enabled clearer, more accountable resource planning across operational services