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HomeMy WebLinkAboutMarch 20, 2023 - Special CouncilSpecial Council Meeting Agenda March 20, 2023 Hybrid Electronic Meeting The Lake House, 600 Liverpool Rd 11:00 am For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Members of the public may attend the meeting in person, or may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1.Roll Call 2.Disclosure of Interest 3.Matters for Consideration 3.1 Karen Wianecki, Director, Practice Planning Solutions Inc. Re: City of Pickering Strategic Plan - Council Workshop 1 4.Confirmation By-law 5.Adjournment 1 | P a g e 2023 A PSI Publication All Rights Reserved 2/15/2023 Strategic Work Planning & The City of Pickering – Special Meeting of Council STRATEGIC PLANNING PRIMER - 1 - 2 | P a g e City of Pickering Council Strategic Work Planning Workshop Strategic planning is about change. It is a tool used by organizations like the City of Pickering to define the direction the organization will take and the techniques that will be used to get there. A Strategic Plan is a blueprint or a roadmap that leads an organization from where it is now, to where it would like to be in the future. Organizations without a Strategic Plan can lack alignment: An organization with a Strategic Plan that is supported by its members can use it as a Roadmap for the future: ➢Simple versus Complex? Strategic Plans are as individual as the organizations that develop them. Some are very simple and straightforward documents; others are more complex and detailed. The choice is yours. ➢Is There a Standard Format?Strategic Plans vary in format, focus and orientation. Usually they contain a Vision Statement, a Goal (or set of Goals) and a series of Objectives or Strategies. What Is Strategic Planning? What Is A Strategic Plan? Simple versus Complex? Is There a Standard Format? - 2 - 3 | P a g e ➢How Long Do They Take To Develop? Strategic Plans can be developed very quickly, or they can develop over a longer time frame. Some organizations want to put their strategic thinking on paper quickly and do so without the benefit of speaking with others. In most cases, Strategic Plans can be developed in a six month period, allowing for the involvement of clients and partners. Strategic Planning is an excellent tool that allows organizations (and the individuals that are part of an organization) to think collectively about the future. Strategic Planning provides the framework that enables organizations to consider the changes they will be facing together. It allows for collective ownership of key priorities and it provides a vehicle to allow decisions to be made today that will shape the highly probable future. A well-conceived Strategic Plan is an important document. It can: ➢clarify future direction ➢establish priorities ➢promote proactive and forward thinking ➢develop effective strategies and policies that reflect aspirations ➢consider the future consequences of decisions ➢deal with rapidly changing circumstances ➢improve organizational performance ➢align resources (fiscal and human) to areas of corporate priority ➢build teamwork and expertise ➢strengthen external partnerships and increase coordination ➢build relationships The advantages of a relevant, reflective and broadly supported Strategic Plan are many. Be Proactive & Adaptive Strategic Plans enable organizations to move from being reactive to being proactive. Strategic planning enables organizations to constantly learn from the environment and to adapt accordingly. It promotes the building of resiliency. Set Clear Direction Strategic Plans allow organizations to set clear, consistent and up-to-date direction. Strategic Plans also allow organizations to articulate and confirm corporate values. They enable organizations to become mission-driven – aligning the vision and mission with goals and objectives and performance measures. Gain Credibility Strategic Plans allow organizations to develop policies that reflect aspirations and to establish (and refine) program priorities. They enable organizations to become customer-focused and by articulating priorities, they enable organizations to gain credibility and trust as an organization. Why Is Strategic Planning Important? What Are The Benefits of a Strategic Plan? How Long Do They Take To Develop? Be Proactive & Adaptive Set Clear Direction Gain Credibility - 3 - 4 | P a g e Achieve Excellence Strategic Plans allow organizations to identify priorities, to align resources, to strengthen partnerships and to achieve excellence. There are many different ‘models’ that are used in developing Strategic Plans. Most organizations end up selecting a model and modifying it as they develop their own planning process. There are, however, a range of models that may allow you to better understand the range of possibilities. Two of these models are discussed below. ➢ The Basic Model ➢ The Issue Based Model 1. 1 The “Basic” Model The very ‘basic’ strategic planning process involves five key steps: 1. Identify your purpose (Vision Statement). A Vision statement defines a Big Audacious Goal (BAG). It describes a set of ideals/priorities and paints a picture of the future. It sets out what makes the City of Pickering special and unique. 2. Sometimes strategic plans also include a Mission Statement – a Mission Statement defines the role the organization will play in achieving the vision. Many organizations find a Vision & a Mission Statement duplicative and confusing and prefer a more refined Strategic Plan that contains only a Vision Statement. What do you think? 3. Select goals that support the achievement of the Vision. Goals are general statements about what you need to accomplish to meet your purpose or vision and to address the major issues that are affecting the organization. 4. Identify specific approaches/strategies that must be implemented to reach each goal. 5. Identify specific actions to implement each strategy. 6. Monitor and update the plan. The “Issue Based” Model The Issue Based Model is a Goal-Based Strategic Plan that involves ten steps: 1. 360 Degree Review – SCOT Analysis (Strengths – Challenges – Opportunities – Threats) 2. Strategic Analysis to identify corporate values and prioritize major issues/goals. 3. Develop strategies to address issues/goals. 4. Design/update the vision, mission and values. 5. Establish Action Plans (objectives, resource needs, roles and responsibilities for implementation) 6. Record the Issues, Goals, Strategies, Updated Mission & Vision & Action Plans 7. Develop an Operating Plan 8. Authorize the Budget on an Annual Basis 9. Conduct the organization’s year-one operations 10. Monitor/review/evaluate/update the Strategic Plan. How Are Strategic Plans Developed? Achieve Excellence The "Basic" Model The "Issue Based" Model - 4 - 5 | P a g e To prepare for our initial Strategic Planning dialogue, there are some questions that you may wish to consider. ➢Where are we now? ➢Where do we want to be in the future? ➢How will we get there? ➢How will we measure our progress? Municipal Business Vision Purpose & Values Corporate Assessment Strengths Clients/Partners Challenges Opportunities Effectiveness Continuous Improvement What business are we in? What is our vision of the future? What is our underlying purpose? Why do we do what we do? Where are we going? What are our values – individually and corporately? How well are we performing? What do we do best? What do we do well? Who are our clients and partners? Who do we serve? Who should our target clientele be? What are the challenges we are currently facing? What opportunities exist that we should avoid? What opportunities exist that we should exploit? Are we productive and effective in what we do? How do we know? How can we remain on the leading edge of innovation? How will we operationalize our Strategic Plan? What projects/specific initiatives will we focus on? Some Questions For You To Consider - 5 - 6 | P a g e Common Strategic Planning Terms: An explanation of strategic planning terminology follows… Vision The vision statement is your inspiration. It describes a set of ideals and priorities; it describes a picture of the future; a sense of what makes the City of Pickering special and unique. The vision defines the B-A-G – the organization’s Big Audacious Goal. Because it is audacious, it represents a significant challenge and its achievement will require the City of Pickering to move beyond its comfort zone. It is clear and compelling to everyone. It has a clear finish line that will take time and hard work to accomplish. The goal should stimulate leadership activity, commitment and participation beyond the City’s current leadership. A vision statement must be: realistic, credible, attractive (it must galvanize people to act) and it must describe a future state (not a present condition). VISION STATEMENT – Examples Region of Durham: “A healthy, prosperous community for all.” City of Brock: “A welcoming, vibrant community growing in harmony with our surroundings. Breathe it in.” Township of Gravenhurst Community Strategic Plan Vision Statement: “Gravenhurst will be the Muskoka destination. The most innovative community in Ontario – clean, green, intelligent and sustainable.” Thunder Bay: “One City, Growing Together.” Thunder Bay will foster an inclusive city focused on service excellence and partnerships to provide a high quality of life to our citizens. We embrace and celebrate our diversity as it makes our community a vibrant and dynamic place to grow.” Mission Your Mission is your reason for being. It is why you exist and it describes your purpose. Values A small set of timeless, guiding principles that do not require external justification. They have intrinsic value to the organization. Core values are fundamental that they seldom, if ever change. They define the behaviour required in order for the organization to achieve its purpose. Core values can include the following: Openness, Transparency, Respectfulness; Integrity, Honour, Professionalism, Innovation, Accountability, Collaboration, Continuous Learning, Ethical Behaviour, Innovation. Common Strategic Planning Terms: Vision Mission Values - 6 - 7 | P a g e Goals A goal is an outcome-oriented statement that will lead the City of Pickering toward its envisioned future. The goals are not in any order of priority. All of the goals will need to be achieved if the City is to fully realize its strategic vision. Goals are general objectives that explain what you are attempting to achieve. Examples: • Healthy, Safe & Sustainable Communities • A Strong & Prosperous Economy • A Protected Natural Environment • Optimized Cultural & Recreational Assets • Organizational Excellence Strategies/Strategic Actions Strategies define the specific actions that will be taken to attain goals. Unlike goals, strategies are SMART – Specific, Measurable, Achievable, Realistic & Time-Bound. Examples: • Develop an Emergency Response Plan. • Improve/Enhance Internet/Broadband • Develop a Parking Strategy • Improve Visibility through a Signage and Branding/Marketing Strategy • Develop a Community Engagement Strategy My Notes: Goals Strategies/Strategic Actions - 7 - City of Pickering Special Meeting of Council – Meeting Handbook Toward the Development of a Council-Driven Work Plan 3/20/23 - 8 - 1 | Page h, 2023 CONTENTS Agenda .................................................................................................................... 2 The Strategic Planning / Work Planning Framework ............................................... 4 Template #1: Assessing the Business & Competitive Environment ........................ 5 Template #2: Vision, Mission, Values...................................................................... 6 Template #3: Priorities Expressed By Your Constituents ........................................ 7 Template #4: Goals/Outcomes ................................................................................ 8 Template #5: Strategic Action & Priorities ............................................................... 9 Appendix A:Staff List of Accomplishments & Priorities .......................................... 10 - 9 - 2 Agenda Meeting Purpose & Objectives 1.To provide an overview of strategic planning in general as well as key trends that have the potential to impact the City of Pickering. 2.To collectively develop a Vision, Mission, Goals and Objectives. 3.To collectively identify key strategic actions to guide Council over the next four years and beyond. 4.To discuss next steps. Time Agenda Details Lead 11:00 Official Welcome •Key Outcomes •Participant Introductions Mayor Kevin Ashe 11:10 Meeting Structure, Purpose & Key Objectives •Overview of Meeting Materials •Strategic Planning Overview •Comments/Questions Karen Wianecki, Facilitator 11:20 Context Setting – Current Initiatives •Accomplishments and initiatives in various stages of development •Comments/Questions Marissa Carpino, CAO 11:30 One-on-One Interviews (Report Back) •Vision •Values •Strengths •Enhancements •Opportunity Areas •Questions/Comments Karen Wianecki 12:00 Context Setting – The Big Picture •Environmental Scan – Trends & Their Implications for the City of Pickering •What do these trends/drivers of change suggest for the Council-driven Work Plan? [Template #1 – Roundtable Discussion] Karen Wianecki 12:45 Lunch (Provided) 1:30 Vision, Mission & Values for the City of Pickering (Template #2) •What is your Vision for the City of Pickering? •What makes Pickering truly unique? •How can Pickering position itself for success? •What is the City’s reason for being (Mission)? Karen Wianecki - 10 - 3 Time Agenda Details Lead • Do you have specific values that you believe should be driving the Work Plan? 2:15 Listening to & Learning from Others (Template #3) • What are your constituents telling you – About the future of Pickering? About their critical priorities? • What if anything needs to stay the same? • What if anything needs to change? • Are there new areas of opportunity for the City? Karen Wianecki 2:45 Informal Refreshment Break 2:45 Goals/Outcomes (Template #4) • What specific goals/areas of focus must be included in the Work Plan? • What are the critical ‘must do’s?’ Karen Wianecki 3:15 Strategic Actions – Developing Our Play Book…Together (Template #5) • The next four years will be successful if we initiate the following priorities • The next four years will be successful if we complete the following initiatives Karen Wianecki 4:00 Top Order Strategic Work Plan Priorities • In the next 6-12 months, Council musts focus on the following top priorities • In the next 12-24 months, Council must focus on the following top priorities • In the next 24-48 months, Council must focus on the following top priorities I will be most proud of my time on Pickering Council if we deliver on… Karen Wianecki 4:45 Recap & Next Steps Karen Wianecki 4:55 Closing Remarks Mayor Kevin Ashe 5:00 Meeting Concludes - 11 - 4 The Strategic Planning / Work Planning Framework This Council-driven Work Plan is the first stage of the strategic planning process. It will form the platform for decisions Council will make, and staff will implement over this term of Council. This Work Plan will provide clarity about the collective strategic priorities of Pickering Council. It will also serve as a billboard to identify those areas that are top-of- mind for Council for the next four years, and beyond. The Work Plan will form the basis for engaging stakeholders, community members and City staff with respect to the development of the Strategic Plan. This Handbook has been organized to assist you in preparing for the Special Meeting of Council. It is premised on the following framework and is adapted from Peter Richardson’s 2001 work at Queen’s University. There are essentially five steps that we will use to develop a Council-driven Work Plan for the City of Pickering. These include the following: Step 1: Assessing the Business & Competitive Environment Step 2: Sizing Up the Organization Step 3: Putting the Pieces Together Step 4: Defining the Direction…Together Step 5: Take Action •Set the Context Framing •Collect Information & Knowledge Analysis •Consolidate & Refine the Data Synthesis •Do Things Right •Do The Right Things Define Direction •Define ... •What •Who •How •When Shape Action - 12 - 5 Template #1: Assessing the Business & Competitive Environment Your strategic work plan must fit the future environment. There are a number of drivers that will shape your future. These drivers include: political, economic, environmental, socio-cultural, geo-political and technological. From your perspective, what are the major trends that will influence the City of Pickering in the future? Trends/Drivers Details – Trends & Their Potential Impact for the City Demographic Trends Economic Trends Environmental Trends Political/Geo-political Trends Socio-cultural trends? Technological trends? - 13 - 6 Template #2: Vision, Mission, Values Area of Focus Your Thoughts VISION: •What is your vision for the City of Pickering? •What makes Pickering truly unique? •How can Pickering position itself for success? MISSION: •Why does the City of Pickering Council & the Corporation exist? •What purpose do you serve? VALUES: •Are there specific values that should guide the development of the Council-driven Work Plan? •Are there existing documents that offer insight in this regard? - 14 - 7 Template #3: Priorities Expressed By Your Constituents When you campaigned for election/re-election, what did your constituents identify as their critical priorities? What do they expect Council to deliver on in the next four years? What are their short and longer-term priorities? Constituent Comments Details What critical priorities were shared with you by your constituents? What if anything needs to stay the same? What if anything needs to change? Are there new areas of opportunity that your constituents have identified for the City? - 15 - 8 Template #4: Goals/Outcomes What specific goals/areas of focus1 must be included in the Council-driven Work Plan? What are the critical ‘must do’s’? Goals Details 1 A Goal is an outcome-oriented statement that will lead the City toward its desired future. Some examples of goals that could be considered include: Healthy, Safe & Sustainable Communities; Building the Economy, Protecting the Natural Environment, Optimizing Cultural and Recreational Assets. - 16 - 9 Template #5: Strategic Action & Priorities From your perspective, what specific actions does Council need to focus on in the next four years? If the next four years are truly successful, what has Council initiated? What has Council completed? Please indicate top-order priorities with an asterisk. Council has Initiated The Following… Council has Completed the Following… - 17 - 10 Appendix A: Staff List of Accomplishments & Priorities Key Accomplishments City Development Online building permit portal (PRISM) (in collaboration with Corporate Services) Integrated Sustainability Development Standards Kingston Road corridor intensification strategy Enhancing film opportunities (W.F. White Backlot) Community Services Department Adapting to COVID lockdown and reopening Recreation Complex renovations Pickering Heritage Community Centre design, grant funding and supporting Museum site preparation - conservation building Corporate Services Department Successful conduct of 2022 Municipal Election Facilitated remote and hybrid Council Meetings and staff meetings Design and implementation of Waterfront Permit Parking Program Completion of purchases and sales of Employment Lands to bring jobs to the City Economic Development Collaborative ongoing relationship with Province regarding Employment Lands Economic Development Strategic Plan Engineering Services Department Integrated Transportation Master Plan Asset Management plans for infrastructure Implemented Automated Speed Enforcement program Walnut Lane Extension Class Environmental Assessment Finance Department Implementation of Enterprise Resource Planning Solution (SAP) - 18 - 11 Continuing adherence to Financial Control Policy throughout and after the pandemic Fire Services Completion of new Fire Hall on Zents Drive Implementation of Peer Support Program Education of PTSD and Stress staff training to support staff in need Human Resources Department Implementation of Success Factors (Human Resource module of the City's SAP Enterprise Resource Planning system) Remote Work procedure, including post-COVID Operations Department Opening of NAPA Auto Parts store in Operations Centre garage to supply auto parts required for City operations Corporate Security Specialist added in 2019 Department move to new Operations Centre Energy Management Plan and implementation Enhanced Winter Control Program Parks Asset Management Plan Chestnut Hill Developments Recreation Complex renovation Fire Station #1 design and construction Pickering Museum Village Blacksmith Shop renovation Strategic Priorities for the City Office of the CAO Growth Readiness - the City will experience an exceptional rate of growth in the next few decades. The City must be prepared to accommodate that growth which includes an investment in staff and new municipal infrastructure. Infrastructure Renewal - a strategy to make timely investments in the City's aging infrastructure (Asset Management Plan). Digital Readiness Assessment and Service Modernization Strategy to streamline resources/services and optimize user experience. Invest in technology to meet resident expectations. Invest in Pickering’s Natural Heritage & Cultural Heritage. Commit to Environmental Sustainability. Safety & Security - invest in IT staff and systems to assure network security incorporate security features into all new construction designs; Corporate Security Plan. Invest in Community – Equity, Diversity & Inclusion Strategy, Community Safety & Well- being plan, Community engagement & education, new community spaces. - 19 - 12 Economic Development - implement the Economic Development strategy to maximize economic investment in Pickering, reduce reliance on the residential tax base and delivers jobs here at home for our residents. Financial Health - maintain the financial health of the City by maximizing available revenues sources and leveraging key City assets. City Development Department Alignment of different initiatives with Corporate Strategic Plan Building community relationships in an evolving society Kingston Road Corridor Development Community Services Department Serving a growing, changing community Updating Cultural Plan Review of event infrastructure Need for a comprehensive Facilities Plan Corporate Services Department Managing growth Managing inevitable urbanization Planning for increasing demands on network and information technology infrastructure Economic Development Strategic alignment among all Departments to facilitate economic prosperity Engineering Services Department Infrastructural renewal and reducing the infrastructure funding deficit Corporate efficiencies to enhance delivery of services (includes succession planning, staff development and retention, space planning/needs) Development in the City Centre and the Innovcation Corridor, Cherrywood, Northeast Pickering (Veraine), Planning Precinct (including Kingston Road Corridor) Finance Department Focus on prioritizing service delivery to the majority of residents Focus on core municipal services and infrastructure Fire Services Complete Fire Fighter certifications per new Provincial requirements Expansion of Fire Prevention and Public Education programs - 20 - 13 Human Resources Department Managing growth Operations Department Frenchman's Bay - ongoing maintenance issues Updating Purchasing Policy Hiring and retaining talented staff Operations facilities expansion to service a growing City Space use planning and ability to adapt City offices and facilities to serve a rapidly growing community - 21 -