HomeMy WebLinkAboutLEG 06-23
Pl(KERJNG
Report to
Executive Committee
Report Number: LEG 06-23
Date: December 4, 2023
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: The Corporation of the City of Pickering -Corporate Strategic Plan
-File: A-1200-001-18
Recommendation:
1. That Council endorse 2024-2028 Corporate Strategic Plan, as set out in Attachment 1;
2. That staff be directed to develop an operational plan to establish how the Corporate
Strategic Plan will guide the City’s operations on an ongoing basis;
3. That the work plans for each Department shall be consistent with the operational plan,
and incorporate the actions set out in the Corporate Strategic Plan, with those actions
being reflected in the annual current and capital budgets of the City on an ongoing basis;
4. That staff be directed to report annually to Council on the progress of the Corporate
Strategic Plan; and
5. That appropriate City of Pickering officials be authorized to take the actions necessary to
implement the Recommendations in this Report.
Executive Summary: The purpose of this Report is to present the City’s first Corporate
Strategic Plan (the “Plan”). The Plan consists of these elements:
A. Land Acknowledgement
B. Equity, Diversity and Inclusion (EDI) Commitment
C. Vision for the City of Pickering
D. Corporate Values, Principles & Beliefs
E. Corporate Key & Six (6) Strategic Priorities, 23 areas of Strategic Focus and 88 Actions
The six areas of strategic priority include the Corporate Key, that emphasizes Good
Governance, and the following six specific areas of strategic focus:
Priority 1: Champion Economic Leadership and Innovation
Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community
Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced
Community
Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency
Priority 5: Strengthen Existing & Build New Partnerships
Priority 6: Foster an Engaged & Informed Community
LEG 06-23 December 4, 2023
Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 2
The Corporate Strategic Plan began with a Special Meeting of Council in March 2023 and has
been informed by input from residents, City staff, City Advisory Committees and community
stakeholders throughout the strategic planning process. Extensive community engagement
occurred throughout the development of the Plan. The Plan retains the essence that was
developed by Council in March of this year, but has been enhanced to reflect the insight,
comments and suggestions that came forward from residents, staff, community members and
partners in over seven months of community engagement.
The Plan provides a blueprint and a roadmap for Council and Staff, who will work together to
deliver on the strategic priorities identified in the Plan over this term of Council, and beyond.
The Vision, Values and Priorities identified in the Plan will guide the City’s operations moving
forward.
Subject to Council’s approval of the Plan, staff will prepare an operational plan that defines
measurements of progress and benchmarks of success. On an ongoing basis, the Plan will
guide the work plans for every City Department. Progress on the Corporate Strategic Plan will
be reported to Council and the community annually.
Financial Implications: The 2023 Current Budget provides $38,500.00 plus HST for the
development of the Corporate Strategic Plan. This Budget covered the costs associated with
the creation of the Plan, including the external consultant, advertising and promotion of
engagement opportunities.
The Plan identifies 88 Actions which flow from, and are informed by, the City’s Vision and
Corporate Values. Some of these initiatives are ongoing, and are already included in the City’s
Budget. Some initiatives will not require additional resources and can be advanced without the
allocation of funding or human capital. There are, however, other initiatives that can only be
implemented when additional funding is provided in future budgets.
Once the Plan is approved, the City will operationalize it. Staff will bring forward future projects
to advance strategic priorities for Council’s consideration. These will be brought forward
through staff Reports and the City’s annual budget process. In the event that funding is not
secured and/or resources are not allocated, implementation of certain components of the Plan
may be deferred. The deferral of any of the strategic actions will be communicated in the
annual reporting on the Plan.
Discussion:
A. The Importance of Strategic Planning and Pickering’s Strategic Plan Project:
Strategic Planning is a vital tool used by municipalities to define common goals, a shared
vision and a collective plan of action. It functions as a platform for the allocation of resources
(fiscal and human), and acts as a performance measure, providing an opportunity for members
of the public, City staff and Council to evaluate progress and ensure that there is alignment of
action to thought, and efficient use of resources.
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 3
The development of the City’s first Corporate Strategic Plan was identified as a critical Council
priority following the October 2022 Municipal Election. Earlier efforts to begin the strategic
planning process were put on hold due to the pandemic. From the very beginning, it was
recognized that robust community, staff and partner engagement would be required to ensure
that the collective Council-driven priorities identified at the Special Meeting of Council in March
2023, were broadly supported. The Special Meeting of Council resulted in the identification of
specific strategic priorities and actions.
These Council-driven priorities formed the basis for an early draft of the Corporate Strategic
Plan that was uploaded to the City’s website along with an invitation for City staff, interested
partners and residents to share their thoughts. Staff were empowered to participate in self-
facilitated sessions to share their thoughts, and input from virtually all Departments was
provided. A Community Survey was launched on the ‘Let’s Talk Pickering’ platform and ran
from mid-June until the end of September 2023. Engagement sessions with community
members, business sector representatives, partners and Advisory Committee members were
convened from mid-August until the end of September, and an analysis of the results from the
comprehensive engagement process was undertaken.
In October 2023, a Final Draft Corporate Strategic Plan was developed. At its core are the
priorities identified by Council at its March Special Meeting, however, these priorities were
shaped and further developed by the feedback and suggestions received during the months-
long consultation process. The Final Draft Corporate Strategic Plan was uploaded again to the
City website for additional review and input from interested parties from October 27 to
November 8, 2023. Additional comments were received, reviewed and taken into account.
After some final revisions, the Final Draft Corporate Strategic Plan can now be presented to
the Executive Committee at its December 4, 2023 meeting (see Attachment 1).
B. The Plan Process
The strategic planning process is summarized as follows:
i. Council Workshop – March 2023
ii. Launch of Community Survey at Mayor’s Town Hall – mid-June 2023 -September 30,
2023
iii. Engagement Sessions with community, business, partners, Advisory Committee
members, and City staff – August 15 -September 27, 2023
iv. Analysis of Engagement Results - mid-June 2023 -September 30, 2023
v. Development of Final Draft Corporate Strategic Plan – October 2023
vi. Final Draft Corporate Strategic Plan Uploaded to City website for additional review and
input – October 27, 2023 -November 8, 2023
vii. Review of additional feedback/input -November 9-13, 2023
viii. Development of Final Draft Corporate Strategic Plan – November 14-16, 2023
ix. Presentation of Final Draft Corporate Strategic Plan to Executive Committee on
December 4, 2023 and to Council on December 11, 2023
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 4
C. The Elements of the Plan:
The Corporate Strategic Plan consists of the City’s Vision, Mission, Corporate Values and six
Strategic Priorities, all informed by the Corporate Key. The Key consists of good governance
and customer service excellence, without which the City cannot deliver on its six Strategic
Priorities. The Plan develops and elaborates on the Strategic Priorities by setting out 23 areas
of Strategic Focus and 88 Specific Actions.
i. Previous efforts to articulate a set of corporate values were updated to reflect the
current operating environment and the importance of municipal leadership,
innovation, accessibility, diversity, equity and inclusion. Set out below is an overview
of the Vision, Mission and Values Statements included in the new Corporate
Strategic Plan.
Vision: A complete, world class city…inclusive, connected, caring and prosperous.
Mission: To provide meaningful municipal services to Pickering’s growing and diverse
community efficiently, effectively and responsibly.
Values: The City of Pickering will be guided in all its actions and interactions by the
following values, principles, and beliefs -referred to as PICKERING:
• Professionalism: We are driven to achieve the highest standards of efficiency and
effectiveness. We are accountable to each other, to the City, and to our community.
• Innovation: We are committed to innovation and creativity in everything we do. We
are guided by the need for continuous improvement and are always discovering new
and better ways of thinking, acting and delivering on our mandate. We use digital
technology to our advantage.
• Collaboration & Engagement: We value a culture that focuses on what can be done,
not what cannot. We empower employees to find creative solutions to address
challenges and we work together. We value the opinion and perspectives of all – all
members of Council, all staff, all community members, and all partners. We are
committed to meaningful engagement and inclusion.
• Knowledge: We value the knowledge and experience of all. We listen to others with
the idea of learning. We use data and information to make better-informed decisions,
answer questions and build public credibility.
• Excellence & Exceptional Service Delivery: We put people first -our community
members, partners and our staff. We offer consistently high quality, equitable
services, programs and infrastructure to our community. We recognize the key to
service excellence is in attracting, developing and retaining a talented cadre of
committed staff. We build and strengthen public trust through transparent decision
making, honest business practices and open communication.
• Resilience: We operate in accordance with the principle of ‘progressive
preparedness.’ We anticipate not what is, but what is coming. We think and act
strategically with our eye to the future and we embrace resiliency in all we do.
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 5
• Inclusion & Respect: We are inclusive and respectful of all. We respect the
differences that make our community distinct from any other place on the planet. We
take action to provide equitable access to opportunity, services and programs.
• Nimble: We are nimble, effective and efficient. We are agile and committed to
continuous improvement.
• Growing Responsibly: We are leaders and innovators in city and community building.
We will manage growth thoughtfully and sustainably, while balancing environmental
stewardship, economic stability, social equity and inclusion, infrastructure support,
cultural preservation, meaningful community engagement and resilience.
ii. Strategic Priorities:
Priority 1: Champion Economic Leadership and Innovation
Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community
Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-
Serviced Community
Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency
Priority 5: Strengthen Existing & Build New Partnerships
Priority 6: Foster an Engaged & Informed Community
It is important to note that the Priorities are not listed in order of importance. They are all
necessary to move Pickering forward as a connected, world-class City.
iii. Corporate Key:
Pickering’s ability to deliver on its Strategic Priorities is enabled by the Corporate Key:
delivering on good governance and customer service excellence. Good governance requires
fiscal prudence, open and transparent decision making and customer-focused program and
service delivery.
iv. Specific Actions/Areas of Strategic Focus:
The Plan sets out 23 areas of Strategic Focus, as well as 88 Specific Actions, all of which have
been informed by the input of Council at its March, 2023 Special Meeting, and also by the input
of the community, City staff and stakeholders. The Actions set out in the Plan represent
specific expressions of the City’s Vision, Mission and Values, and they will position the City to
meet the many challenges that confront it. The Strategic Plan makes note of several key
challenges that the City must anticipate and address, including:
• Managing the growth that is coming
• Anticipating the needs of current and future community members
• Building capacity across services, programs and infrastructure to ensure Pickering is a
world class, complete community
• Advocating for essential services for our community members to ensure a high quality
of life
• Capitalizing on the many assets and attributes that make Pickering so unique
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 6
• Attract new business and employers. Support growth and opportunities for the business
community
• Providing opportunities for youth – the next generation of leaders
• Ensuring staff and citizens are engaged and informed.
Of specific note is perhaps the single biggest challenge that the City will face: rapid and
significant population growth. The City must be in a position to anticipate that growth, deliver
efficient, inclusive, relevant and valuable municipal services and, at the same time, remain
fiscally prudent. The Strategic Plan will help the City meet this challenge.
D. Community, Staff and Stakeholder Engagement:
Engagement of residents, City staff, business representatives, and Advisory Committee
members who live and work in Pickering was identified as a critical foundation for developing
the Plan. A comprehensive Engagement Strategy was developed that promoted a multi-
channel approach focused on reaching a wide range of internal and external stakeholders).
i. How the City reached out:
Set out below is a summary of the different methods used to engage community stakeholders:
• 7 interviews with Mayor and Members of Council
• 9 staff consultations (by Department)
• 3 staff-facilitated live presentations
• 9 community group/advisory committee presentations
• 14 staff-facilitated information pop-ups
• 35 doors knocked on (street team information sharing to local businesses, places of
worship, seniors residences)
• 1250 Survey Responses
• 5,300 Total Project Website Visits
In addition to the survey responses, the Mayor conducted interviews with each Member of
Council. Staff engagement sessions were led by Department Ambassadors. Three staff-
facilitated live presentations were made, nine community group/advisory committee
presentations were held, fourteen staff-facilitated information pop-ups were undertaken and a
street team knocked on doors, and visited local businesses, places of worship and seniors
residents to enhance awareness and promote involvement.
ii. Summary of Input Received:
Participants shared the top 3 characteristics that they considered important in defining the
Pickering of the future. The 3 most widely valued characteristics were:
• A world-class City
• An equitable, diverse, and inclusive community
• A sustainable community.
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 7
These are reflected in the Vision and also in the Strategic Priorities that form the basis for the
new Corporate Strategic Plan.
From the responses of participants, six top Actions that were identified as being of strategic
importance. These were:
i. Economic Growth and Opportunity
ii. Community Safety and Well-Being
iii. Environmental Leadership
iv. Good Governance
v. Infrastructure Investment and Renewal
vi. Strong Community Partnerships.
Those who responded to the community survey and attended the engagement sessions were
solidly aligned in terms of identifying the issues that were top-of-mind when considering the
Pickering of the future. These top-of-mind issues included:
• Access to medical services & health care practitioners
• Balanced approach to budgeting
• Community Safety & Well-being
• Connected, Accessible & Integrated Community
• Create a unique identity
• Economic opportunities for youth (youth employment)
• Ensure City is forward-thinking
• Environmental Innovation
• Infrastructure Investment & Renewal
• Homelessness
• Housing Availability & Supply
• More innovative community engagement
• More opportunities for engagement with Council (informal)
• Partnerships with APBOT, agricultural community, PABRT, youth and academia
• Promote Pride of Place.
All of these issues have been incorporated into the Strategic Plan.
It is important to note that there is a solid alignment of thinking with respect to areas of
strategic focus and action among Council, City staff, Advisory Committee Members,
community and partner organizations and representatives of the agricultural and business
sectors. The six Strategic Priorities identified in the Plan reflect the priorities of the community
and the Strategic Actions contained in the Plan reflect the direction the community feels is
needed to ensure that the City of Pickering thrives.
There was significant interest at the community level in the Corporate Strategic Plan.
Feedback regarding the process and the draft Strategic Plan was, for the most part, extremely
positive. Community members, partners, sector representatives and Advisory Committee
members appreciated the opportunity to be engaged and were particularly interested in
learning about the corporate priorities and having an opportunity to shape the Plan. Those who
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 8
participated in the strategic planning process are keen to understand how their input has made
a difference. There was no critical commentary offered during any of the face-to-face
meetings. One of the key messages from the community was that the City of Pickering has the
best of both worlds: densely populated, urbanizing areas to the south, and rural and
agricultural areas to the north. This diversity makes Pickering unique. There is an opportunity
to build on these assets and to do things right – build an integrated, accessible and inclusive
community we are all proud of. There is a need but also a real opportunity to embrace
innovation and ensure that innovation is an integral part of all aspects of the Final Plan. This
input from the community has been incorporated into the Corporate Strategic Plan.
For Council’s reference, the following is a high-level overview of some of the valuable input
received from participants during the seven month consultation process:
Vision:
• Strong support for balanced, responsible growth and concurrence with the City’s desire to
be a ‘complete City.’ With respect to a ‘complete City’, the new City Centre needs to be
accessible…to all.
• Good support for the draft Vision, with some suggestions for the inclusion of additional (and
perhaps more fulsome wording).
Goals:
• Solid alignment with the goal areas. A few suggested tweaks but no major gaps identified.
• Solid support for environmental leadership and a recognition that a complete community
includes integrated green spaces, trails, open spaces, etc.
Actions:
• Solid alignment across the board with the action items identified. Some additions have
been recommended; most comments focused on including more granular
data/information/specifics.
Ongoing Community Engagement:
• Take a more strategic approach to digital engagement (consider when Facebook and
TikTok and Twitter are no longer).
• Advance a more fulsome community engagement approach – one that includes
opportunities for community members to connect with elected officials in an informal way
(other than formal Town Halls).
Community Needs (Planning for the Future):
• Highlight the need to advocate for access to medical practitioners and health care services.
• Anticipate growth that is coming and strategically address changing community needs
(current and future population).
• Collaborate with Durham Region municipalities to offer services to support those in need.
Good Governance:
• More decision making transparency.
• More direct reporting on results to the community.
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 9
• Fiscal prudence: diversify the tax base away from residential taxes.
Economic Growth and Diversification:
• Support small and medium size businesses as well as large.
• Support home based businesses.
• Partner with academic institutions to bring jobs to Pickering and provide opportunities for
youth employment.
• Keep people in Pickering – working, living, coming here to visit and enjoy all that Pickering
has to offer.
Environmental Leadership:
• Emphasize the City’s green spaces – they are part of the fabric of a complete, healthy and
sustainable community.
• Strong support for the City to take an innovative and leading edge approach to
environmental leadership and sustainability.
• Apply green building standards to roads, housing…all aspects of City service and program
delivery.
• Work to recognize and respect First Nations ecological knowledge and expertise (ensure
this is addressed in Partnerships).
Homelessness:
• Homeless is a growing concern across the City and the Region. There is an urgent need for
community leaders to work together to address the issue (wrap around services). Learn
from and work with other municipalities as this is a ‘wicked problem’ that requires a
collaborative approach.
• Not homelessness per se, but transitional housing and issues pertaining to domestic
violence and victims of intimate partner violence. Shelter is needed [reference made to
women but could also include men who are the subject of intimate partner violence…is this
an opportunity for the City of Pickering to be a ‘first’].
• Supportive housing needs to be referenced in the Plan.
• Work with the Region to address the issue of transitional housing.
Housing:
• The issue of housing supply and availability (attainable not affordable) housing was raised
prominently – in the survey, at the Advisory Committee table, and among community
members. There is a need for seniors housing (age in place), transitional housing,
supportive housing and the City needs to consider what it can do (alone and in partnership
with the Region) to advocate for more attainable housing and for a wider range of housing
choices. The long wait list for housing at the Region was referenced on numerous
occasions.
Transportation and Accessibility:
• Key issue raised at virtually all meetings and in the survey is transportation, access and
accessibility.
• Single biggest issue is infrastructure and the lack of transit. This was raised in the survey,
at community meetings and at various Advisory Committee tables. For some, the concern
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Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 10
is a lack of transit availability north of Finch (also raised at the Youth Advisory Committee.)
There is a real need for the City to be strategic and identify not only the current state of the
road system (municipal), but opportunities to maintain and improve the road system to
improve accessibility, mobility and integration across the City. Noted that north/south routes
are good but east/west navigation is problematic.
• The Plan should be revised to make reference to aging infrastructure, the need for better
and more integrated transit and transportation connectivity and accessibility.
• Address the gap in the Plan: no reference to the impacts of climate change on
infrastructure (building resiliency).
Waterfront, Cultural Heritage Assets and Tourism:
• Recognition that the waterfront is a jewel and there are tremendous opportunities to build
on and enhance the assets we have. Make the waterfront a destination.
• Build on tourism features and functions and support the tourist sector.
• Reference cultural heritage as Pickering has the best of both worlds and is unique, given
the rural north and the more urbanized south.
Youth:
• Create opportunities for youth (recreational, programming, leadership and connections with
community leaders). Youth raised a number of innovative suggestions regarding digital
engagement and enhanced transportation.
• A number of suggestions:
Better use of technology that resonates with youth (Discord, TikTok, Instagram)
More opportunities for youth to be environmental leaders (green leaders for green
space clean up, Millennium Square)
More partnerships/connections between youth and Council
Better and more integrated transit options
Ensure green spaces are accessible not only by vehicles but by bikes, walking and
public transit
Address aesthetics (garbage on trails)
Consider opportunities to advance environmental innovation
More services and programs for the growing population
A youth gathering space – work with youth to identify a gathering space that is inclusive
and welcoming – a place for youth to gather safely
Youth Volunteer and Placement opportunities with the City acting as a
conduit/connector
Consider whether the City is doing enough to stay green…is the City providing enough
green space and natural places that are accessible and in balance with the
development that is underway and is coming to the City?
Update and improve the website as it is difficult to navigate
Address pedestrian safety on the Pedestrian Bridge (buffer needed) – falls under
infrastructure investment
Look for ways to improve operational effectiveness and efficiency (i.e. multi-year
parking passes, etc.).
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Partnerships:
• Partners are supportive and extremely interested in working with the City to advance
priorities (Anti-Black Racism Task Force, farming community, business community,
Heritage Advisory Committee, etc.).
• Reference is made in the draft Plan to building the relationship with First Nations which was
recommended to be enhanced to refer to an acknowledgement of their expertise and the
ability to work in collaboration on issues that are of interest (i.e. ecological knowledge).
The Plan was enhanced to address the points that were shared with staff. With the
contributions of Council, residents, City staff, the business community, Advisory Committee
members and community organizations, the City has developed its first Corporate Strategic
Plan. The Strategic Plan will enable Council and staff to build a bright future for all who live,
work and play in the City of Pickering.
It is essential that the Corporate Strategic Plan has a tangible, meaningful impact on the City’s
ongoing operations. To this end, subject to Council’s endorsement, staff will prepare an
operational plan to coordinate and program the impact of the Strategic Plan on every City
Department. This will ensure that the Values, Vision, Mission and Priorities in the Strategic
Plan are put into action in the work plans for all Departments. Staff will Report to Council
annually on the City’s progress in carrying out the Actions set out in the Corporate Strategic
Plan.
Attachment:
1. City of Pickering Corporate Strategic Plan
Prepared By:
Original Signed By:
Paul Bigioni
Director, Corporate Services & City Solicitor
PB:ks
LEG 06-23 December 4, 2023
Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 12
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
-C40/
PlCKERlNG
, r
Attachment #1 to Report LEG 06-23
CorporateStrategicPlan
2024-2028
1. Land Acknowledgement 4
2. Equity, Diversity & Inclusion (EDI) Commitment 5
3. Introductory Remarks - Mayor‘s Message & CAO‘s Message 6 - 7
4. The Process 8
5. What we Heard 9 - 11
6. How is this Strategic Plan Tailored to Pickering? 12
7. Structure of the Strategic Plan 13
8. Vision 14
9. Mission Statement 14
10. Corporate Values, Principles & Beliefs 15
11. Strategic Priorities: Overview 16
12. The Corporate Key & Six Strategic Priorities 18 - 19
12. 1. Priority 1: Champion Economic Leadership & Innovation 20
12. 2. Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy
Community 21
12. 3. Priority 3: Advance Innovation & Responsible Planning to Support a
Connected, Well-Serviced Community 22
12. 4. Priority 4: Lead & Advocate for Environmental Stewardship,
Innovation & Resiliency 23
12. 5. Priority 5: Strengthen Existing & Build New Partnerships 24
12. 6. Priority 6: Foster an Engaged & Informed Community 25
12. 7. Measure & Progress Reporting 26
Table of Contents
Corporate Strategic Plan
City of Pickering - Corporate Strategic Plan<<<<pg 2
pg 3 >>>>City of Pickering - Corporate Strategic Plan
We acknowledge that the City of Pickering resides
on land within the Treaty and traditional territory
of the Mississaugas of Scugog Island First Nation
and Williams Treaties signatories of the Mississauga
and Chippewa Nations. Pickering is also home to
many Indigenous persons and communities who
represent other diverse, distinct, and autonomous
Indigenous nations. This acknowledgement
reminds us of our responsibilities to our
relationships with the First Peoples of Canada, and
to the ancestral lands on which we learn, share,
work, and live.
Land
Acknowledgement
City of Pickering - Corporate Strategic Plan<<<<pg 4
The City of Pickering is committed to Equity,
Diversity and Inclusion (EDI). EDI is an
achievable outcome when disparities in the
system are addressed. Creating equitable
outcomes requires an intentional approach.
The City of Pickering will be proactive in
addressing EDI in general to address issues
associated with equitable and inclusive access to
services, programs, and infrastructure. The City
will also take steps to address discrimination and
systemic racism to ensure residents have access
to City employment opportunities, programs
and services, and feel welcome in Pickering. The
City of Pickering will also take steps to ensure
that the City is a leader in promoting EDI in the
workplace.
The City’s EDI Strategy will act as a solid
foundation for guiding the City as it conducts its
business as both a municipality and an employer.
Already a leader in EDI through its work with
the Anti-Black Racism Taskforce, the City will
continue to ensure community groups and
organizations including the PAC4Teens Advisory
Committee, the 2SLGBTQI+ Community, the
Pickering Accessibility Advisory Committee, the
Cultural Advisory Committee, the Library‘s Anti-
Black Racism Working Group (ABRWG) and the
Adult 55+ Committee continue to be supported.
Equity, Diversity & Inclusion (EDI)
Commitment
>>>>City of Pickering - Corporate Strategic Plan pg 5
Kevin Ashe
Mayor, City of Pickering
Mayor s Message
I made a promise to Pickering residents when I frst became
Mayor, and that was to serve this great City with integrity
and honour, and collaborate with my colleagues on Council
to realize Pickering’s potential as a truly elite City.
When I describe Pickering as great, I’m not just referring
to who we are now, but also who we are destined to be. In
order to accomplish ambitious goals for Pickering’s future, it
is vital that Council is united in a shared vision and supports
a clear path forward. We fnd ourselves at a crucial juncture
in Pickering’s history, and this plan serves as the blueprint
that maps out how we address and manage the immense
pressures, opportunities, and challenges coming our way.
While this plan originated from extensive discussion and
collaboration between myself and my colleagues on
Council, I must stress that community engagement also lies
at the heart of it, and has helped shape the fundamental
principles that underpin the strategy. By creating space to
receive input from staf, members of the public, businesses,
community groups, and stakeholders, we have identifed
a clear path forward to efectively prioritize our resources,
allocate budgets, and execute on a shared vision that will
have a lasting positive impact on our community.
Let us embrace this Strategic Plan as our shared vision, a roadmap to a bright future and
a testament to our commitment to building a city that we can all be proud of.
‚
City of Pickering - Corporate Strategic Plan<<<<
. . . .
----
pg 6
Marisa Carpino
Chief Administrative Ofcer, City of Pickering
‚CAOs Message
On behalf of City of Pickering staf, I’m excited to share our
frst-ever Corporate Strategic Plan.
This document acts as a dynamic and evolving blueprint for
Pickering’s future.
Pickering is a thriving city thanks to the residents and
businesses that choose to live, work, and invest here. The
unveiling of our Corporate Strategic Plan marks a pivotal
moment in our journey. It is a commitment towards
progression in the midst of unprecedented growth.
Our goal is to ensure that no one is left behind as we lead
the way in environmental and technological innovation,
providing high-quality jobs and exceeding expectations
with our services and programs. We believe in looking at
the bigger picture, considering the connections between
each other, the environment, technology, and service
delivery. Our commitment to action and achieving results is
evident in our Strategic Plan. Rather than predict the future,
our plan shapes it.
This keystone document will guide Council and City
Administration in making decisions regarding programs,
services, and infrastructure, and propelling us into a future
where Pickering‘s potential knows no bounds.
>>>>City of Pickering - Corporate Strategic Plan
I
pg 7
Council Workshop
March 2023
Development of Final Draft Strategic Plan
October 2023
Launch of Community Survey at Mayor’s Town Hall
Mid-June 2023 - September 30, 2023
Analysis of Engagement Results
Mid-June 2023 - September 30, 2023
Engagement Sessions with Community, Business, Partners, Advisory Committee Members, and Staff
August 15 – September 27, 2023
Final Draft Strategic Plan Uploaded to City Website for Additional Review & Input by Community, Business, Partners, Advisory Committee Members & Staff
October 27, 2023 - November 8, 2023
Review of Additional Feedback/Input on the Final Draft
November 9 13, 2023
Presentation of Final Corporate Strategic Plan to Executive Committee
(December 4, 2023) & Council (December 11, 2023)
Development of Final Strategic Plan
November 14-16, 2023
Community Strategic Plan Launched
December 2023/January 2024
City of Pickering - Corporate Strategic Plan<<<<
pg 8
The Process
Total Project Website Visits
5.3K
From mid-June to September 30, members of the public had the opportunity to learn about the project and share their feedback.
Survey Responses
1,250
Participation
This Plan has been developed as Pickering’s frst Corporate Strategic Plan. It will be used to guide Council
and City Administration over this term of Council and beyond. It has been informed by extensive input and
feedback from residents, businesses, community groups, partners, and staf. It has also been developed
based on the advice and guidance the City has received from the many Advisory Committees and
volunteers who continue to contribute to civic engagement, including those who serve on the Accessibility
Advisory Committee, Community Safety & Well-Being Advisory Committee, Cultural Advisory Committee,
Durham Agricultural Advisory Committee, Adult 55+ Committee, Heritage Advisory Committee, and
Pickering Anti-Black Racism Taskforce.
To all who took the time to participate, thank you. A snapshot of what we heard collectively is captured
below:
What we heard
>>>>City of Pickering - Corporate Strategic Plan
[~*
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pg 9
Community Engagement
07 interviews with Mayor
and Members of Council
09 staff consultations
(by department)
03 staff-facilitated
live presentations
09 community group/advisory
committee presentations
14 staff-facilitated
information pop-ups
35 doors knocked on (street team
information sharing to local
businesses, places of worship,
seniors residences)
The Vision
A world-class
city
An equitable, diverse,
and inclusive
community
The Vision
Participants shared the top 3 characteristics that they
want to define Pickering as. Top 3
A sustainable
community
City of Pickering - Corporate Strategic Plan<<<<
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pg 10
Top 5's Participants shared the top five actions that they think would support each of the
six Draft Goal Areas best. Per cents represent the participants who strongly or
somewhat agree that the Draft Goal Areas reflect the priorities of the community.
Economic Growth (78% )and Opportunity
Attract and retain quality employment opportunities through new and existingbusinesses of varying sizes and sectors.
Attract post-secondary educationinstitutions to support job creation,research and academia, and grow Pickering’s skilled labour force.
Promote and support local economicdevelopment (including home-basedbusinesses).
Promote and support the agriculturalcommunity.
Promote and support tourism and arts/cultural opportunities, recognizing theyare a driver of economic and social development.
Environmental (77% )Leadership
Preserve,protect, and enhance Pickering’snatural heritage features, including trails, parks and open spaces, urban forests,watercourses, and Pickering’s waterfront.
Demonstrate innovation in green buildingdesign, corporately, and work with thedevelopment community to promote the same principles throughout the city.
Monitor the City’s Waste Managementprogram and incorporate best practices.
Promote active and environmentally-friendly modes of transportation andinfrastructure.
Consider and implement the City’s sustainability objectives when it comes tooverall decision making.
Community Safety (80% )and Well-Being
Advocate for improved access to medicalfacilities and services, as well as healthcare staff.
Identify opportunities to enhance the safety and accessibility of the City’s roads,sidewalks, parks, and open public spaces.
Support and promote local efforts toadvance community safety and well-being.
Promote and support opportunities foraffordable housing.
Promote and support the City’s emergencypreparedness efforts, including the core services of Pickering Fire Services.
Good (74% )Governance
Continue Council’s commitment to transparent and open municipal government.
Ensure fiscal sustainability and competitivelevels of taxation.
Advance digital service delivery and citizenexperience that is accessible, trustworthy, and convenient, and that supportsPickering’s diverse population and growth.
Maintain appropriate staffing levels toensure customer service excellence.
Introduce systems to improve the safetyand security of municipal facilities and assets.
>>>>City of Pickering - Corporate Strategic Plan
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pg 11
Infrastructure Strong
Investment (77% )
Community (72% )and Renewal Partnerships
Provide safe and reliable municipal Promote and support partnerships with infrastructure (roads, sidewalks, bridges, other levels of government onfacilities) through timely and cost-effective opportunities related to economicinvestment of maintenance, rehabilitation development, infrastructure, funding, and replacement activities. and educating and engaging with thecommunity. Invest in and ensure that current and future facilities, parks, and amenities (and Expand opportunities for communityuses and programs provided within) are consultation, engagement, and responsive to the diverse needs of education. Pickering’s growing community. Promote and support an equitable, Expand and upgrade the City’s walking diverse, and inclusive community thatand cycling infrastructure to improve fosters a sense of belonging, walkability and connectivity. empowerment, and respect among all community members.Advance the Integrated Transportation Master Plan to develop a safe and well-Promote and support industry andconnected transportation system that community partnerships.offers inclusive mobility, supports complete and sustainable communities, Support partnerships with keyand facilitates continued economic stakeholders who promote thegrowth. retainment and attraction of businesses to Pickering.Plan, design, and build future infrastructure that is resilient to changingclimate conditions.
Pickering of the future - what’s top of mind
Partnerships with
Infrastructure Community safety & APBOT, agricultural
investment & renewal well-being community, PABRT,
youth, and academia
More opportunitiesConnected, accessible &Housing availability for engagement withintegrated community& supply Council (informal)
Access to medical EconomicBalanced approachservices & health opportunities (youthto budgetingcare practitioners employment)
More innovative EnvironmentalHomelessness community innovation engagement
Promote pride of Ensure City is Create a unique
place forward-thinking identity
City Council works in several critical inter-
related areas, as well as with the Region of
Durham, adjacent municipalities, and other
partners. While there are specifc City-driven
services, programs and infrastructure, there
are other areas of service delivery that are
beyond the scope and mandate of the City
of Pickering.
City Council makes decisions (and City
Administration acts on Council direction)
relating to the funding and management
of the City, while balancing the needs of
its citizens. Balancing the budget at the
City is a legislative imperative. The delivery
of City services however often requires a
collaborative approach that involves not
only the Region (whose mandate includes
housing, Regional roads, etc.) but also
requires the City to advocate for and work
with upper levels of Government. Partners
also play a vital role in ensuring the needs of
citizens are met. All businesses and industry
that drive Pickering’s economy contribute to
the high quality of life that all who live, work
and come to Pickering enjoy.
This Strategic Plan – a frst for the City
of Pickering – builds on the legacy of
innovation and growth through technology,
coupled with a remarkably high quality
of life and a strong sense of belonging.
The City is growing and is strategically
positioned, situated adjacent to the heart
of Canada’s largest market. In the pages
of this document, you will see a profound
commitment to accessibility, equity
and inclusion. You will read about the
importance of anticipating what is coming
and taking a proactive approach to address
the critical challenges we face. Critical
among these challenges are:
• Managing the growth that is coming
• Anticipating the needs of current and
future community members
• Building capacity across services,
programs and infrastructure to ensure
Pickering is a world class, complete
community
• Advocating for essential services for our
community members to ensure a high
quality of life
• Capitalizing on the many assets and
attributes that make Pickering so unique
• Attracting new business and employers.
Supporting growth and opportunities for
the business community
• Providing opportunities for youth – the
next generation of leaders
• Ensuring staf and citizens are engaged
and informed
The forecasts for future population growth
and future development are high. Pickering
must be in a position to anticipate this
growth, deliver efcient, efective and
inclusive, relevant and valuable municipal
services and, at the same time, remain
fscally prudent as stewards of the public
purse.
To all who took the time to assist with the
development of this Strategic Plan, we hope
you will review this document and see how
your insight and wisdom has helped to
shape this document.
How is this Strategic Plan
Tailored to Pickering?
City of Pickering - Corporate Strategic Plan<<<<pg 12
Vision
Mission
Co
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Pr
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Equity, Diversity and Inclusion
Commitment Statement
Corporate Values
Deliver on Good
Governance Customer
Service Excellence
[Fiscal Prudence, Open &
Transparent Decision Making,
Customer-Focused Program &
Service Delivery]
Priority 1:
Champion Economic
Leadership &
Innovation
Priority 2:
Advocate for an
Inclusive,
Welcoming, Safe &
Healthy Community
Priority 3:
Advance Innovation
& Responsible
Planning to Support
a Connected, Well
Serviced Community
Priority 4:
Lead & Advocate for
Environmental
Stewardship,
Innovation &
Resiliency
Priority 5:
Strengthen Existing
& Build New
Partnerships
Priority 6:
Foster an Engaged &
Informed
Community
1
2
3
4
5
6
THE KEY
Structure of the Strategic Plan
>>>>City of Pickering - Corporate Strategic Plan
pg 13
-
Mission Statement ”The City of Pickering plays an important role as the public face of municipal service and ”
City of Pickering - Corporate Strategic Plan<<<<
pg 14
Vision
The Vision refects a commitment to innovation and leadership.
Pickering:
A complete, world class city…inclusive,
connected, caring, and prosperous.
program delivery. Unlike any other level of government, the City impacts every resident at
every age and stage of their life, every day. The City’s role is limited to providing the services,
programs and infrastructure that fall within its legislative mandate. At the same time, the City
(comprised of Council and Administration) work with partners and support eforts that are
underway at the Region of Durham and upper levels of government to ensure that Pickering’s
citizens enjoy a high quality of life.
To provide meaningful municipal services to Pickering’s
growing and diverse community, efficiently, effectively and
responsibly.
The City of Pickering will be guided in all of our actions and interactions, by the following corporate
values, guiding principles, and core beliefs.
Corporate Values, Principles & Beliefs
Professionalism: We are driven to achieve the highest standards of efciency and
efectiveness. We are accountable to each other, to the City, and to our community.
Excellence & Exceptional Service Delivery: We put people frst - our community
members, partners and our staf. We ofer consistently high quality, equitable services,
programs and infrastructure to our community. We recognize the key to service
excellence is in attracting, developing and retaining a talented cadre of committed staf.
We build and strengthen public trust through transparent decision making, honest
business practices and open communication.
Collaboration & Engagement: We value a culture that focuses on what can be
done, not what cannot. We empower employees to fnd creative solutions to address
challenges and we work together. We value the opinion and perspectives of all –
all members of Council, all staf, all community members, and all partners. We are
committed to meaningful engagement and inclusion.
Inclusion & Respect: We are inclusive and respectful of all. We respect the diferences
that make our community distinct from any other place on the planet. We take action to
provide equitable access to opportunity, services and programs.
Innovation: We are committed to innovation and creativity in everything we do. We
are guided by the need for continuous improvement and are always discovering new
and better ways of thinking, acting and delivering on our mandate. We use digital
technology to our advantage.
Resilience: We operate in accordance with the principle of ‘progressive preparedness.’
We anticipate not what is, but what is coming. We think and act strategically with our eye
to the future and we embrace resiliency in all we do.
Knowledge: We value the knowledge and experience of all. We listen to others with the
idea of learning. We use data and information to make better-informed decisions, answer
questions and build public credibility.
Nimble: We are nimble, efective and efcient. We are agile and committed to
continuous improvement.
Growing Responsibly: We are leaders and innovators in city and community building.
We will manage growth thoughtfully and sustainably, while balancing environmental
stewardship, economic stability, social equity and inclusion, infrastructure support,
cultural preservation, meaningful community engagement and resilience.
>>>>City of Pickering - Corporate Strategic Plan pg 15
Deliver on Good
Governance Customer Service
Excellence
[Fiscal Prudence, Open & Transparent
Decision Making, Customer-Focused
Program & Service Delivery]
Priority 1:
Champion Economic
Leadership and
Innovation
Priority 2:
Advocate for an
Inclusive, Welcoming,
Safe & Healthy
Community
Priority 3:
Advance Innovation &
Responsible Planning to
Support a Connected,
Well Serviced
Community
Priority 4:
Lead & Advocate for
Environmental
Stewardship, Innovation
& Resiliency
Priority 5:
Strengthen Existing &
Build New Partnerships
Priority 6:
Foster an Engaged &
Informed Community
1
2
3
4
5
6
THE KEY
The City of Pickering has identifed six specifc priorities – all of which are
important – that will move the City forward as a connected, world class
City. Central to the achievement of these priority areas is the need for good
governance and a commitment to customer service excellence. Good
governance includes fscal prudence and the stewardship of public funds,
open and transparent decision making, customer-focused program and
service delivery and an acknowledgement that the City must continue to be
an employer of choice.
Strategic Priorities:
Overview
City of Pickering - Corporate Strategic Plan<<<<
pg 16
-
>>>>City of Pickering - Corporate Strategic Plan pg 17
The Corporate Key & Six
Strategic Priorities
The City’s Strategic Plan is built on a solid
foundation of customer service excellence.
Without good governance, it would be
impossible for the City to deliver on the six
strategic priorities* identifed in this Plan.
Good governance (fscal prudence, open
and transparent decision making, customer-
focused programs, services and infrastructure
that are accessible and inclusive of all) is key to
building a complete, world class City.
Important Point of Note: No Priority
Ranking of Priorities
The City of Pickering has identifed six priority
areas. It is important to note that these are not
presented in rank order – they are all important.
Reference to Priority 1, for example, does not
suggest that this is the top order priority. It is
simply one of the six priority areas that have
been identifed as the areas of strategic focus.
Collectively, all six priority areas will – individually
and collectively – move the City of Pickering
forward as a connected, world class City.
Deliver on Good
Governance Customer Service
Excellence
[Fiscal Prudence, Open & Transparent
Decision Making, Customer-Focused
Program & Service Delivery]
THE KEY
City of Pickering - Corporate Strategic Plan<<<<
pg 18
-
Corporate Key: Good Governance/Customer Service Excellence
Strategic Objective: To ofer exemplary service to all community members through a commitment
to fscal prudence, efective and efcient municipal operations, equitable, accessible and inclusive
programs and services, and innovative municipal government leadership.
Strategic Focus Specifc Actions
Be Financially
Sustainable
• Continue to place priority on responsible budget management
• Deliver municipal services, programs and infrastructure to meet the needs of
current and future residents while balancing the impact to taxpayers
• Identify opportunities to diversify revenue sources to reduce reliance on
property taxes
Promote
Organizational
Efciency &
Efectiveness
• Promote service modernization by using technology to advantage (improve
efciency, automate processes, and reduce administrative overhead)
• Undertake a workplace modernization review and needs assessment to
identify opportunities resulting from remote work
• Undertake an evaluation of municipal services, facilities and assets for cyber
and other security and safety risks and implement mitigation measures to
ensure service continuity
• Explore opportunities to implement clean energy and sustainable design
standards at municipal facilities and City infrastructure projects
Provide Exceptional
Customer Service
• Identify opportunities to ensure the City’s workforce is diverse and refective
of the community it serves
• Continue to monitor customer service standards with a view to advancing
continuous improvement
• Ensure City services, programs and infrastructure is equitable, accessible and
inclusive for all community members
Be an Employer of
Choice
• Develop and implement the City’s Equity, Diversity and Inclusion Strategy
• Identify opportunities to enhance internal communications and engagement
across the Corporation
• Advance a comprehensive Human Resource Strategy focusing on employee
recruitment and retention, knowledge transfer and succession planning, skills
building and continuous improvement
• Adopt a strategic approach to internal corporate capacity building to ensure
the City is able to meet the needs of a growing, diverse population
>>>>City of Pickering - Corporate Strategic Plan pg 19
Priority 1: Champion Economic Leadership and Innovation
Strategic Objective: To champion economic leadership and innovation by promoting economic
growth, supporting and retaining existing business and key economic sectors, and attracting high quality
employment opportunities for all.
Strategic Focus Specifc Actions
Champion
job creation
and economic
advantage
• Continue to implement the City’s Economic Development Strategy
• Leverage grant funding to support City-wide connectivity (internet and mobile
service)
• Continue to advance economic opportunities for Pickering in terms of business
attraction, City positioning and business growth
Help business to
succeed and add
innovation and
value
• Support agriculture, clean energy, and sectors that are key drivers of economic
growth and opportunity
• Continue to develop and promote the flm production industry as a key business
sector
• Further develop the clean energy sector, in recognition of the history of nuclear
power in Pickering and the opportunity
• Support businesses (in particular, those owned by equity deserving groups) and
those of all sizes, including home-based businesses
• Encourage and support tourism as an economic driver
• Encourage the arts as an economic driver, an essential part of the fabric of a
complete, world class City
• Ensure City policies support a healthy economy and are consistent with
environmental priorities and responsible growth
Leverage existing
City assets and
attributes
• Capitalize on existing City assets to support economic growth (e.g. waterfront,
cultural heritage, rural and urban areas)
• Advance the City Centre Precinct, ensuring the space is inclusive, accessible and
welcoming for all
• Leverage the City’s geographic location with respect to the economy and quality of
life
Provide meaningful,
high quality
employment and
opportunities for all
Promote and
support youth
employment
• Encourage the growth of the City’s diverse employment base
• Identify opportunities to attract and retain high quality employment opportunities
in Pickering, including employment opportunities for youth
• Provide access to meaningful leadership employment opportunities to refect
Pickering’s diverse community
• Work with youth and partners to develop a central City-wide repository of
employment opportunities for youth
• Collaborate on programs to ensure labour-force readiness
City of Pickering - Corporate Strategic Plan<<<<pg 20
Priority 1: Champion Economic
Leadership and Innovation
Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community
Strategic Objective: To support and advocate for a community that is safe, healthy, accessible, equitable, diverse
and inclusive.
Strategic Focus Specifc Actions
Promote community
safety
• Enhance community safety through direct service and program delivery
• Advance the City’s frst Community Safety & Well-Being Plan
• Continue to support the Region of Durham in its eforts to lead the implementation of the
Region’s Community Safety & Well-Being Plan
• Prioritize safety in the design of municipal infrastructure
• Collaborate with Durham Regional Police Service to promote safer communities
• Promote and support the City’s emergency preparedness eforts, including the core
services of Pickering Fire Services
Improve Quality of
Life
• Advocate for and work with partners to increase access to health care facilities and medical
practitioners
• Support community members with diverse needs, including those who are experiencing
poverty and homelessness
• Support the Region of Durham in its eforts to address homelessness through the Region’s
implementation of the Afordable & Seniors Housing Strategy
• Responsibly advocate for funding from upper levels of government and other partners to
support the needs of community members
Provide equitable
access to municipal
services and
programs
• Implement the City’s Accessibility Plan that focuses on upgrades, renovations, retrofts and
programs/services that break down physical and social barriers to participation
• Provide resources to implement City’s Equity, Diversity and Inclusion Strategy
• Build and enhance relationships with community members to ensure their perspectives are
captured, and diverse needs are refected and addressed
• Work with upper levels of government, the private sector and not-for-proft organizations
to increase the availability and supply of safe, stable and attainable housing (including
transitional housing, supportive housing, housing to allow seniors to age in place, etc.)
• Continue to support the delivery of municipal services, programs and infrastructure to
meet the needs of the current and future population (e.g. Seniors & Persons with Disabilities
Snow Clearing Program, Customer Care, evolving and accessible recreational programs and
park facilities)
• Identify opportunities to enhance services and programs for those 55+
• Work with youth to enhance services and programs, including gathering spaces and places
in the City that are accessible, inclusive, safe and welcoming
Celebrate
community diversity
• Promote Pickering’s unique culture and built heritage
• Implement the City’s Public Art Plan
• Celebrate Pickering’s multi-cultural fabric by supporting and hosting community events
and festivals that celebrate diversity
>>>>City of Pickering - Corporate Strategic Plan pg 21
Priority 2: Advocate for an Inclusive,
Welcoming, Safe & Healthy Community
Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well Serviced
Community
Strategic Objective: To advance innovative and responsible planning to support a connected, well-
serviced community that meets the needs of current and future residents.
Strategic Focus Specifc Actions
Promote and
support responsible
planning and
sustainable growth
• Complete the Comprehensive Zoning By-law Review
• Continue to advance the Integrated Sustainable Design Standards that are
currently in place to ensure new development considers and incorporates
sustainability in its design
• Plan and design an increasingly sustainable City by ensuring there is
green infrastructure to support population and economic growth for future
generations
• Identify opportunities to enhance recreational infrastructure and programs to
meet the needs of Pickering’s increasingly diverse and growing population
Promote community
connectivity and
accessibility
• Recognize the importance of afordable and reliable internet connectivity
for social, educational, and political participation and for health care delivery.
Identify opportunities to help bridge the digital divide.
• Make infrastructure decisions and investments to ensure there is adequate
infrastructure to support the growth that is coming to Pickering
• Advance the City‘s Integrated Transportation Master Plan to promote a safe,
integrated and supportive transportation system
• Work with partners to improve public transit options across the City
• Promote walkability and increase opportunities for active transportation
• Continue to identify opportunities to enhance community internet and mobile
connectivity in collaboration with partners
City of Pickering - Corporate Strategic Plan<<<<pg 22
Priority 3: Advance Innovation &
Responsible Planning to Support a
Connected, Well-Serviced Community
Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency
Strategic Objective: To lead environmental innovation and resilience by recognizing the importance of
the natural environment as an integral part of any complete, world class City.
Strategic Focus Specifc Actions
Demonstrate
environmental
leadership and
innovation
• Promote, report and advance Environmental, Social and Governance (ESG)
framework
• Preserve, protect and enhance Pickering’s natural heritage features including
trails, parks and open space, urban forests, watercourses and Pickering’s waterfront
• Explore good practices in other jurisdictions pertaining to innovative city and
community building
• Explore opportunities to position Pickering as a clean energy centre
Build environmental
and infrastructure
resilience through
proactive climate
change mitigation
and adaptation
measures
• Take action and work with partners on climate change mitigation and adaptation
measures
• Identify opportunities to incorporate innovation, sustainability and resilience in
the community design as well as municipal infrastructure (e.g. roads)
• Recognize the important role of agriculture and tree canopy in carbon
sequestration (carbon budgeting)
• Recognize the importance of internet connectivity and digital infrastructure in
contributing to climate change mitigation
>>>>City of Pickering - Corporate Strategic Plan pg 23
Priority 4: Lead & Advocate for
Environmental Stewardship, Innovation
& Resiliency
Priority 5: Strengthen Existing & Build New Partnerships
Strategic Objective: To build stronger partnerships by promoting collaboration across the corporation
and with community members and organizations.
Strategic Focus Specifc Actions
Address community
needs through
collaboration and
partnerships
• Advocate for funding to address community needs from upper levels of
government and partners
• Work more closely with members of the business community and with
APBOT in particular
• Work more closely with Advisory Committees, including the Anti-Black
Racism Taskforce, the Heritage Advisory Committee and the PAC4Teens
Activity Council to advance City priorities collaboratively
Act as a community
connector and
community builder
through partnerships
and collaboration
• Take the lead to connect sector representatives, community groups, and
organizations (i.e. support urban agriculture, connect farming community and
development industry to address issues pertaining to topsoil for example)
• Partner with youth to identify additional opportunities for partnership with
the City and community leaders
Accelerate Pickering’s
economy through
partnerships and
collaboration
• Collaborate with others to attract and retain the talent that Pickering’s
economy and business require now and into the future
• Leverage the City’s role in Durham Region by supporting the work of the
Durham Economic Development partnership
• Leverage partnerships with academic, health care and environmental
institutions and organizations, the business community and the Ajax-
Pickering Board of Trade
Build Relationships • Identify opportunities to build relationships with community members,
stakeholders, Advisory Committee Members and upper levels of government
including Indigenous Government
City of Pickering - Corporate Strategic Plan<<<<pg 24
Priority 5: Strengthen Existing & Build
New Partnerships
Priority 6: Foster an Engaged & Informed Community
Strategic Objective: To build stronger partnerships by promoting collaboration across the
corporation and with community members and organizations.
Strategic Focus Specifc Actions
Make information
and services readily
accessible and
available to all
community members
• Identify opportunities to enhance digital platforms including social media
platforms to share information, provide updates and gather feedback
• Promote and support a range of engagement methodologies to address the
needs of all community members
• Continue to monitor trends and emerging technologies to ensure the City
is engaging with community members in ways that are meaningful and
relevant
• Explore opportunities to make the planning process more readily
understandable by interested community members
• Develop and implement a digital strategy to improve the delivery of City
services to the community
Promote Transparent
Decision Making and
Report on Results
• Continue to measure and report on engagement progress
• Identify opportunities for elected ofcials to meet more regularly, and more
informally with community members
Promote civic
education and pride
• Identify opportunities to increase community understanding of municipal
government
• Provide enhanced opportunities for community members to become more
actively involved in City government (e.g. youth)
>>>>City of Pickering - Corporate Strategic Plan pg 25
Priority 6: Foster an Engaged &
Informed Community
Measurement & Progress
Reporting
The City of Pickering is committed to the ongoing and successful
implementation of the goals and strategic actions identifed in this
Strategic Plan. The City is also committed to ensuring its citizens are kept
informed of the results, as they are achieved. The following activities will
be undertaken to measure progress, and to report
on success:
Create linkages between the Strategic Plan and Staf Reports:
Reports to Council will be revised to include a reference to the
Strategic Plan. All initiatives proceeding to Council for decision
will be required to identify how they align with the Goals and
Priorities included in the Plan.
Create linkages between the Strategic Vision and the City’s
Budget: The budget process will outline how decisions can
support the Strategic Plan, particularly as it pertains to the
capital budget.
Annual reporting to Council and the community. A Progress
Report will be prepared by staf on an annual basis for Council
to identify any changes to the goals, priority areas and strategic
actions, as well as a progress update on the initiatives identifed
in the Plan. This Progress Report will be available to interested
members of the public as a matter of public record.
Municipal Website Update. The City‘s “Let‘s Talk Pickering“
platform will act as a central repository for all information
relating to the Corporate Strategic Plan. Staf Reports and
Annual Reporting, as well as the date for Annual Strategic Plan
Review Meetings and Outcomes will be included. This page can
be found at LetsTalkPickering.ca/StrategicPlan.
<<<<City of Pickering - Corporate Strategic Plan
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pg 26
>>>>City of Pickering - Corporate Strategic Plan pg 27
Corporate StrategicPlan
2024-2028
City of Pickering
One The Esplanade
Pickering, ON L1V 6K7