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From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Strategic Plan
- Proposal of Planning Solutions Inc.
- File: A-1200-001-18
Recommendation:
Report to
Council
Report Number: LEG 06-19
Date: June 24, 2019
That the Proposal of Planning Solutions Inc. dated June 13, 2019 be received for
information;
2. That the two stage strategic planning process described in the Proposal be endorsed,
inclusive of: (a) A Stage I Workplan which recognizes the City's existing capital projects and
goals; and (b) A Stage II Strategic Plan which will establish a vision and long term goals for
the City, including a vision for the City's future growth areas;
3. That the strategic planning process be inclusive, involving Council, City staff, community
partners, agencies, organizations, residents, businesses, landowners and other
stakeholders; and
4. That the appropriate City of Pickering officials be authorized to take the necessary actions as
indicated in this report.
Executive Summary: On June 13, 2019, Planning Solutions Inc. submitted a Proposal to
assist the City with the preparation of a corporate strategic plan. The Proposal calls for a two-
stage approach. Stage I consists of a Council-driven Workplan which recognizes the City's
existing capital projects and goals. Stage II will consist of a more comprehensive, longer term
Strategic Plan. With the support of the City's Chief Administrative Officer, the Director, Corporate
Services & City Solicitor will accept the Proposal of Planning Solutions Inc. and, together with
Manager, Business Development & Public Affairs, will begin the phase I Workplan, commencing in
July, 2019.
Financial Implications: The attached Proposal will cost the City $29,500 plus HST. Funds are
available in the 2019 Current Budget, Account 2126.3392.0000. Pursuant to the City's Purchasing
Policy PUR-010, the Proposal requires approval by the Director, Corporate Services & City
Solicitor and Manager, Supply & Services.
Discussion: Pursuant to Resolution 76/19 dated April 25, 2019, City Council resolved that:
LEG 06-19
Subject: Strategic Plan
June 24, 2019
Page 2
Council direct City staff through the CAO, to prepare a work plan to enable a review of
the Vision and Mission for the City of Pickering, priorities and mechanisms to validate
priorities that have been met, and report back with a work plan no later than the June
24, 2019 Council meeting; and,
2. That Ward 3 Regional Councillor David Pickles be appointed as the liaison between
the City of Pickering and Durham Region regarding the Durham Region Strategic
Planning Process, and liaise with Karen Wianecki, Director of Practice Planning
Solutions Inc. who has been retained by Durham Region.
Resolution 76/19 was passed on a motion by Councillor Maurice Brenner, seconded by Councillor
McLean.
A Strategic Plan is of great value to any municipality. It is a means for defining values, a vision
and set of goals. It is a way to balance and prioritize our many programs. The process for creating
a strategic plan is as important as the plan itself. It must be based on meaningful input and
consultation with Council, City staff, community partners, organizations/agencies, businesses,
landowners, residents, and other stakeholders.
Pursuant to resolution 76/19, City staff reached out to Karen Wianecki, the principal of Planning
Solutions Inc., a Durham Region based consulting firm with 19 years of experience advising
municipalities in the areas of strategic planning, stakeholder and community engagement,
resource management, land-use planning and multiparty public policy issue resolution. Planning
Solutions Inc. has developed strategic plans for large and small municipalities (including the
Region of Durham, Gravenhurst, Midland and Blue Mountains), and for conservation authorities
(including Central Lake Ontario Conservation Authority, Kawartha Region Conservation Authority
and Lake Simcoe Region Conservation Authority).
On June 13, 2019, Planning Solutions Inc. submitted a Proposal (Attachment No. 1 to this Report)
for a Strategic Plan for the City of Pickering. The proposal calls for a two-stage approach. Stage I
consists of Council driven Workplan which recognizes the City's existing capital projects and
goals. The virtue of the stage I Workplan is that it takes into account the important work already
underway in Pickering. The development of Seaton (currently Canada's largest greenfield
development area), the attraction of industry to the City's Innovation Corridor, the prospect of a
new Federal airport and the creation of a vibrant and entirely new downtown area with a mix of
public and private facilities are all underway, and the stage I Workplan will give these crucial
projects pride of place.
In the longer-term, City staff recognize the importance of a more comprehensive Strategic Plan.
Stage II of the Planning Solutions Inc. Proposal calls for a longer-term Strategic Plan which will
build on the Stage I Workplan. The Strategic Plan will define the City's overall vision and will guide
Council and staff as they work together to set the City's goals for the future. In order for the
Strategic Plan to be meaningful, it will include an element of "strategic programming". In other
words, it will formulate the City's vision, and will also put that vision into action. Stage II of the
Strategic Plan will also include a vision for the City's future growth areas including defining of
boundaries between the Urban and Rural areas and their inter relationships.
CORP0227-07/01 revised
LEG 06-19
Subject: Strategic Plan
June 24, 2019
Page 3
Finally, it is important to note that the Strategic Plan will not be a rigid, fixed program. It is as much
a process as a plan. For the Strategic Plan to be meaningful, Council and staff must revisit it
periodically no less than the commencement of each term of a new Council to assess the degree
of success in implementation, including milestones, and to make any necessary adjustments,
taking into account the ever-changing political, legal and financial landscape in which Pickering
exists.
Attachments:
Strategic Plan Proposal of Planning Solutions Inc. dated June 13, 2019
Prep red By:
..
Paul Bi
Direct r, o orate Services & City Solicitor
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Mark Guinto
Manager, Public Affairs &
Corporate Communications
PB:ks
Recommended for the consideration
of Pickering City Council
Tony Prevedel, P.Eng.
Chief Administrative Officer
CORP0227-07/01 revised
Endorsed By:
Kyle Bentley .
Director, City Development & Chief Building
Official
Stan Karwowski
Director, Finance & Treasurer
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Cit of Pickterin
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Developing a Council-Driven
Workplan & A New Strategic Plan
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Submitted by:
Planning Solutions Inc.
8 Buggey Lane
Ajax, Ontario
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Contents
s.o INTRODUCTION ...........................................................................................................6
i.i Municipalities—AgentsofChange ...........................................................................................6
i.z The Value of Strategic Planning ...............................................................................................6
z.o CONTEXT&BACKGROUND .........................................................................................so
z.1 Strategic Planning: An Overview ..........................................................................................10
z.z The Structure and Organization of a Suggested Strategic Plan ............................................. ss
3.o THE CONSULTANT .....................................................................................................i2
3.i Planning Solutions Inc. —A Company Overview ..................................................................... iz
Karen R. Wianecki, M.PI., MCIP, RPP, Director of Practice ............................................................ iz
3.z Relevant Experience .............................................................................................................. i3
3.3 References ............................................................................................................................. ig
3�4 Project Governance & Responsibilities .................................................................................. ig
4.o METHODOLOGY: STAGE i (WORKPLAN) .....................................................................Zo
4.i Stage i: Council-Driven Workplan ........................................................................................ zo
4.i.i Phase A: Preparation Phase .............................................................................................. zi
4.i.z Phase B: Facilitation ...................................................................................................... zi
4.i.3 Phase C: Articulation ......................................................................................................... zz
5.o METHODOLOGY - STAGE 2: (STRATEGIC PLAN ) ..........................................................22
5.i Phase i: Preliminary Planning .............................................................................................. 24
5.i.i Initial Meeting With Strategic Planning Steering Committee .............................................24
5.z Phase z: Gathering Information ........................................................................................... z5
5.z.1 Background Document Review ............................................................................................. z6
5.2.z KeyTrends&Drivers—Environmental5can ...................................................................27
5.z.3 Gather Comments, Insight & Input .................................................................................... z7
5.3 Phase 3: Creating the Vision ............................................................................................ z9
5•3•1 Engaging Steering Committee, Staff & Council Members ................................................. z9
5�3�2 Second Steering Committee Meeting —Draft Refinement & Evaluation Methodology....... 3i
5.3.3 Draft Plan .......................................................................................................................... 3i
5.3.4 Input to the Draft Plan ....................................................................................................... 3z
5.4 Phase 4: Finalizing the Strategic Plan .................................................................................... 33
5.5 Phase 5: Implementation ..................................................................................... 33
5.5.i Strategic Plan Roll Out ....................................................................................................... 34
5�5�2 Evaluation Metrics Follow Through & Reporting ............................................................ 34
6.o WORK SCHEDULE & BUDGET ......................................................................................35
z
6.i Estimated Project Budget — Stage i(Workplan) ......
6.z Estimated Project Budget—Stage z(Strategic Plan)
6.3 Billing Schedule & Method of Payment ...................
35
36
37
7.o SUMMARY .................................................................................................................38
AppendixA ...........................................................................................................................39
AppendixB ...........................................................................................................................47
AppendixC ............................................................................................................................51
3
June 13, Zolg
Mr. Mark Guinto
Manager, Public Affairs & Corporate Communications
Office ofthe Mayor
City of Pickering
i The Esplanade S
Pickering, Ontario LiV 6K7
Dear Mark:
Subject: Proposal — Work Plan & Strategic Plan Development
With reference to our recenttelephone conversation (08-o4-zoig) and in keeping with your request, I am
pleased to present the attached Proposal for your consideration. I understand the City of Pickering is
embarking on a journey to initially develop a Council-driven Workplan and potentially to consider (over
the longer term) developing a formal Strategic Plan. In my view, I believe you are initially seeking to
develop a Council-driven Workplan (Action Plan) to define the collective priorities of Council forthis term.
A larger and more publically engaging Strategic Plan may be developed to articulate the priorities of your
community members, partners and clients. It is my understanding that you are interested in proceeding
with the workplan first as Stage i and that Stage 2 may be undertaken, depending on direction from
Council. This Proposal has been developed on the basis of this two-phase approach. Stage i focuses on
the development of a Council-driven set of collective priorities and the articulation of these priorities in
the form of a Strategic Workplan. Stage z focuses on the development of a Strategic Plan. It is important
to note that the Council-driven Workplan will form the basis for the tasks and specific actions that will be
included in the Strategic Plan but that this list may be embellished as a result of input from community
members, municipal partners, clients and other interested parties. It is also important to note that the
Strategic Plan in Stage z would include the articulation of a Vision, Mission, Values, Goal and Objective
statements.
The documentation appended herewith provides an outline of my understanding of the project and
offers a suggested methodology in support of the development of the Council-driven Workplan and a
new City of Pickering Strategic Plan.
The timing to think strategically could not be better. Significant change is underway at the provincial
and federal levels and a new era of modernization and transformation is emerging. The development of
a new Durham Region Strategic Plan will allow the City of Pickering to align its Council priorities with
those that are emerging at the regional level. There is much to focus on at the City of Pickering; some
might suggest there is a great deal of excitement but also a number of critical initiatives that must be
properly resourced. The largest residential build-out in Canadian history is taking place in Seaton. The
prospects for a new Toronto East Aerotropolis will garner exponential interest in Pickering from around
the globe. Durham Live will bring with it additional cultural and economic benefits for residents and
visitors alike. And these are only three of the exciting initiatives that are in various stages of
development. The number of high profile initiatives require the alignment of resources (both human and
4
fiscal) and as a result, developing an agreed-upon Strategic Plan is vital to ensure that priorities are
properly resourced and that results are achieved.
Karen Wianecki, Director of Practice with Planning Solutions Inc. is particularly well-suited to work
closely with City of Pickering staff and elected officials during Stage i(Workplan) and Stage �(Strategic
Plan). By way of background, Planning Solutions Inc. is a small Canadian company (based in Ajax,
Ontario) with a nineteen-year history of providing specialized services in the areas of strategic planning,
stakeholder and community engagement, resource management and land use planning, multi-party
public policy issue resolution and effective facilitation.
Planning Solutions Inc. has worked extensively with Municipalities across Ontario on the development of
detailed workplans, Council-driven Strategic Plans and Community-based Strategic Plans. P51 is under
contract to the Region of Durham and is providing support to Durham staff who will be taking the lead
to develop a new Strategic Plan for the Region. Work has just concluded to facilitate a Senior
Management Team as well as a Regional Council Workshop. P51 has also been retained by upper levels
of government as well as municipal partner agencies and private industry. PSI has developed Strategic
Plans for large municipalities and smaller, rural municipalities as well as for many Conservation
Authorities including Central Lake Ontario CA, Kawartha Region CA and Lake Simcoe Region CAto name
a few.
As the owner of Planning Solutions Inc., I do not subscribe to the standard notion of consultation, but
rather believe in the power of collaborative planning and engagement, an approach that I believe sets
my firm apart. Professional fees and services have never been increased in the nineteen years that P51
has been in operation as there is an affirmed commitment to offer top quality service at a highly
competitive price. It is my beliefthatthere arefewfirmswith as much local strategic planning experience
as P51. This breadth of experience will enable PSI to ramp up quickly to meet the City's needs. Please
know that I would be pleased to answer any questions that you or others may have in connection with
this submission and of course, to make any revisions to the proposed approach again as directed by you,
Mark.
Thank you for the opportunity to be considered for such an important initiative. Any questions
concerning the attached may be directed to me at (905) 428-6113•
Regards,
PLANNING SOLUTIONS INC.
��
Karen R. Wianecki, M.PI., MCIP, RPP
Director of Practice
1.0 INTRODUCTION
1.1 Municipalities — Agents of Change
There are many challenges facing Ontario's 444 Municipalities. Economic volatility, demographic shifts
(and in particular an aging demographic), climate uncertainty and the impact of technology and social
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' media on business practice and protocol requires
`'� :- municipalities to be business-minded and laser focused
;.. in securing opportunity and advantage. Citizens are
- "` �; better informed and expectations for exemplary public
':� service (and public services) continue to grow at a time
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�: ��s� L: `'. when fiscal prudence is top of mind. In addition to the
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r; �,�� .,• -� �, � :; economic, demographic, environmental and
`�� ��`� k" ,� „-:b F�;;`: technological challenges, municipalities today are
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�"' `'�'� , ' �� ,�=f focusing on fiscal prudence and the provision notjust of
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` ` �'`w� a��� � �_ �.g value-added service but value innovation which must be
����, f�����rc� `'�'� `� ����� ~ ' top of mind for organizations who wish to remain on the
cusp of leading edge service delivery. The City of
Pickering serves many masters. Developing a Council-driven Work plan first (and potentially a Strategic
Plan to follow) will be critical to delivering on key priorities and ensuring that Council remains laser
focused on the initiatives that matter.
Capitalizing on change is nothing new for the City of Pickering. With an eye on the future and despite a
shifting political landscape, the City has continued to serve its constituents well. Durham Live, a potential
new Toronto East Aerotropolis, and the epic Seaton development offer only a few of the stellar initiatives
that are continuing to place Pickering at the forefront of innovation and community leadership. At the
same time, however, it is imperative that the City focus on realizing results. Having an affirmed Council-
directed Workplan and Strategic Plan will ensure that top-order priorities are collectively identified and
importantly, that they are properly resourced and managed.
1. 2 The Value of Strategic Planning
The City of Pickering's Workplan and Strategic Plan must consider the way in which the world is
changing. By focusing on these new and continually evolving demands, the City can remain relevant,
nimble, responsive and service-driven. A robust Council-drive Workplan is a necessary first step to
developing an agreed-upon set of critical Council-supported priorities.
Developing a Council-driven Workplan (and a more robust Strategic Plan) will allow the City of Pickering
to:
❖ think about the kind of future it envisions for itself and how this vision fits more broadly with the
emerging vision that is being developed bythe Region of Durham through its collective strategic
planning exercise;
•:� understand the agents of change that will impact the future — demographic changes,
environmental factors, political and socio-cultural, technological and economic factors that will
affect the way the City does business and the kind of business the City provides moving forward;
•:� enable City Council to consider its own collective priorities and to put in place appropriate
strategies to address the �go forward' requirements for success;
0
❖ adopt a strategic and visionary approach to the services currently being offered; and
❖ begin to think about the emerging demands that will put pressure on the municipality, its
staffing and resources.
It will provide an important opportunity forthe City to think about, anticipate and prepare for change. It
will allow the organization to establish broadly supported corporate priorities and it will ensure that
resources are aligned to address these priorities. The development of a Council-driven set of collective
priorities will be the focus for Stage i. This Workplan will act as a platform for the development of a new
Strategic Plan that will include the development of a Vision, Mission, Values, Goals, Objectives and
specific tasks. Once developed, the Council-driven Workplan and the more robust Strategic Plan will
serve as two important communications tools that the City of Pickering can use to articulate its areas of
focus and strategic intent to constituents, clients, community members, partners, other levels of
government and the organized stakeholder community.
Strategic Plans are important documents and equally as important as the Plan itself is the rp ocess of
getting to the Plan. Widely diversified in focus and orientation, Strategic Plans are a reflection of the
organization. Some Strategic Plans are blueprints for change; others offer a reaffirmation of a direction
and a set of objectives that may have a longstanding history. Strategic Plans are as individual as the
organizations that develop them. At a very basic level, Strategic Plans allow organizations like the City
of Pickering to identify a vision, a mission, a mandate and set of goals. Good Strategic Plans however
don't end there. Those that are durable —those that withstand the test of time —translate these visionary
elements into tangible actions that everyone (Council Members, junior and senior staff, residents,
partners, clients and special interest groups) can align with. They put vision to action and they unify and
align constituent interests. Strategic Plansthat are effective become living, evolving documents that are
an integral part of an organization's culture.
Traditional Strategic Plans are roadmaps that describe where an organization is going and how it will get
there. It is the driving visionary document that galvanizes organizations like the City of Pickering by
considering the past, contemplating the present and plan the future.
�
7
Developing a relevant and robust Strategic Plan is all about change —
change in the right direction. A strategic planning framework is
Confirming a New Narrative needed however to allow the City of Pickering to focus on value
& A New Strategic innovation and to create opportunity. All too often, conventional
Imperative for the City of approaches to strategy development have focused on building a
Pickering defensible position; identifying competitors and racing to beat the
competition. A new world of strategic opportunity can be secured by
Build New Muscle following a different strategic logic that enables organizations like the
City to focus on opening up new areas that offer value.
Seamless Collaboration
Intelligence & Agility
Harness Big Data & Analytics
Exploit Long-Term Trends
Use New Tools to Manage
Risks & Near-term
Uncertainty
Develop a Granular
Understanding
of Issues & Opportunities
To take advantage of emerging opportunities and navigate in a more
challenging environment, the City Of Pickering needs to develop new
muscle. The City will consider how it can offer better, more integrated
and more aligned service in a manner that is even more seamless than
present. The organization needs to be intelligent and agile; it needs to
harness big data and analytics and collaborate across the value chain
to drive decision making, enhance performance and manage
complexity.
The City of Pickering can leverage advantage by recognizing the
importance of developing a granular understanding of the world
around it and planning for action that will allow it not simply to
compete, but to excel. The City of Pickering, in positioning itself for
the future, will want to:
Promote & Refine Strategies . understand existing and emerging dynamics and how new trends
to Excel play against those requirements and the potential that exists to
define (and redefine) sources of competitive advantage;
Define New Avenues of . understand the trends thoroughly and how these trends apply to
Competitive Advantage the City of Pickering and to identify new opportunities and develop
(Blue Ocean Thinking) strategies to capitalize on these new opportunities;
• develop a detailed, granular view of customers and demands to
Define the Gaps & identify and tailor strategies accordingly;
Identify the Opportunities . match granular insights with granular operations strategy.
Articulate a Refined &
Crystallized Strategic Plan &
Strategic Strategy
Evaluate Progress
Strategic Planning offers many inherent corporate benefits. Having an
updated Strategic Plan that builds on the past but that is relevant,
reflective and broadly supported is a vital foundation for moving
forward collectively. It will allow the City of Pickering to focus on
doing things right and doing the right things.
It is importantthat City Council have in place a Council-driven Strategic
Report on Results Workplan that defines critical areas of priority. This agreed-upon
Workplan will articulate the broadly supported Council priorities that
will be the focus of effort over the next three years and beyond.
The Council-driven Workplan will be used as the basis for developing a more robust Strategic Plan that
will be driven by Council and informed by the broader Pickering community. This broader Strategic Plan
will provide an affirmed articulation of the City's vision, mission, values, goals and objectives.
0
The purpose of this document is to describe the approach that Planning Solutions Inc. will take to work
in collaboration with staff at the City of Pickering to carry out two distinct tasks:
i. To work with staff to support Council in formulating an agreed-upon Council-driven Workplan
(Stage i); and
z. To work with staff to support Council in developing a more robust Strategic Plan (Stage �).
Important strategic planning context and background follows.
0
2.0 CONTEXT & BACKGROUND
2.1 Strategic Planning: An Overview
All too often, organizations develop strategic documents that lack integration into day to day business
planning. Strategic Plans that lack an accompanying Action Plan frequently fail to achieve their long-
range objectives. Strategic planning therefore must incorporate two elements:
• Strategic Thinking; and
• Strategic Programming.
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Develop a Mirror Image
Strategic Thinking involves capturing information from all sources: it
involves looking from the inside out and from the outside in.
Sometimes referred to as a 36o Degree Review, it involves creating a
mirror image of an organization by building on the insights of City staff
and learning from outsiders who work with the in a variety of capacities.
In other words, it allows the City to not only focus on how it sees itself,
but also how others see the municipality. This requires a SCOP Analysis
— an Analysis of Strengths, Challenges, Opportunities and Pressures.
By combining the insights and learnings from those'on the inside' with
the insights and learnings from those �on the outside', a better
understanding of the issues and the areas of opportunity will emerge.
Taking the vision and strategic priorities and putting them into action is frequently referred to as
Strategic Programming. In other words, putting the vision to action. Most Strategic Plans build from
a standard set of business parameters: experiences or interests, views or opinions, values or beliefs and
a vision emerges from that foundation. Most Strategic Plans produce a vision that includes a set of goals
and a series of strategies. Planning Solutions Inc. believes that Strategic Plans must be taken to the
next level and include an Action Plan that turns the vision into reality. An Action Plan should take the
vision and the corporate goals and objectives and identify what is to be achieved by when. It should
contain a Short (i-z years), Medium (3-5 years) and Long-Term (5 Years and Beyond) Action Plan.
Experiences/I nterests
Views/Opinions �
Vision _ Action
Plan
The City of Pickering will begin with the development of an Action Plan or Council-driven Workplan in
Stage i. This Workplan will be developed collectively and will form the basis for budget considerations
and resource allocations. The Workplan (referenced as an Action Plan above) will form an integral part
of a more robust and comprehensive Strategic Plan that may be developed in Stage �.
io
2.2The Structure and Organization of a Suggested Strategic Plan
In order for any Strategic Plan to have real meaning, it must be:
• Broadly supported.
• Understood.
• Realistic, relevant and practical.
• Proactive and dynamic.
• Robust yet flexible.
• Results oriented.
To achieve these fundamentals, it is vital that the process of developing the Strategic Plan be viewed as
importantly as the Strategic Plan itself. The process should build in a logical and incremental but also in
an evolutionary way. The process should be holistic and integrated. While the components of the City's
Strategic Plan will be subject to specific direction by Council, it could include the following key
components:
VISION (OUR BIG AUDACIOUS GOAL OR BAG)
MISSION & MANDATE (OUR PURPOSE)
GOALS
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Strategic Planning should be supported by a number of important fundamentals:
External
Environmental Partner & Internal 360 Degree
Scanning & Client Interviews Review
Trend Analysis Interviews (SCOP)
(SCOP)
Each of these critical fundamentals will be discussed in more detail in the suggested approach that
follows.
ii
3.0 THE CONSULTANT
3.1 Planning Solutions Inc. — A Company
Overview
Planning Solutions Inc. (PSI) is an Ajax, Ontario based firm offering
strategic planning, stakeholder and community engagement,
public consultation, environmental mediation, resource
management and land use planning, program evaluation, fact
finding and report writing services.
.
Planning Solutions Inc. (PSI) has completed hundreds of �[� �� I�
assi nments successfull on behalf of ublic and rivate sector • �
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clients. PSI has been retained by many municipalities (and �� ������n
municipal partner agencies including Conservation Authorities) to
complete numerous projects and initiatives including key strategic plans. P51 has worked with the Region
of Durham on its Strategic Plan (both the current Plan and the emerging Plan). PSI is currently
committed to facilitating two meetings for the Region (one with Department Heads and a second with
Regional Council) and Karen Wianecki is currently supporting Regional staff who will be moving forward
to develop the new Region of Durham Strategic Plan. Karen has worked with Uxbridge Township and
with Brock Township to develop their current Strategic Plans as well as with Central Lake Ontario
Conservation Authority, Lake Simcoe Region Conservation Authority and Kawartha Region
Conservation Authority. Beyond Durham's borders, Karen has played an integral role in facilitating
Council-driven and Community-based Strategic Plan for the Town of Gravenhurst, Town of Midland,
Town of the Blue Mountains (draft) as well as the Ontario Waterpower Association and upper levels of
government.
Planning Solutions Inc. is recognized for its ability to leverage social capital at the community level and
for producing documents that reflect consensus perspective. P51 operates on the fundamental premise
that a whole team approach to project management is essential and as a result, PSI makes an unwavering
commitment to work hard to not only meet but to exceed the expectations of its clients.
A detailed Company Profile has been included as Appendix A.
Karen R. Wianecki, M.PI., MCIP, RPP, Director of Practice
Karen Wianecki is a professional planner, mediator and facilitator who specializes in community and
stakeholder engagement. Karen holds an Undergraduate Specialist Degree in Geography from the
University of Toronto and a Master's Degree in Urban and Regional Planning from Queen's University at
Kingston. She studied environmental mediation through the Harvard Mediation Project and received
advanced ADR accreditation through the Faculty of Law, University of Windsor and stakeholder
engagement through SFU. Karen is one of three Canadian mediators on the U.S. Institute for
Environmental Conflict Resolution Roster as well as the Native Sub-Roster based in Tucson, Arizona.
Karen spent sixteen years of her career with the Ontario Public Service, working as a professional planner
for the Ministries of Municipal Affairs, Housing and Natural Resources. She held a number of
progressively responsible positions with the OPS, first as a Community Planner and Special Projects
Coordinator, Policy Advisor, Policy Officer, Municipal Plan Input & Review Coordinator, Manager of
Strategic Planning and ADR Program Manager. Karen left the OPS in z000 to establish Planning
iz
Solutions Inc., a professional consulting practice devoted to community, agency and stakeholder
engagement, facilitation, resource management, public policy development and environmental issues
management. Planning Solutions Inc. is located in Ajax, Ontario.
Through herconsulting practice, Karen has had the pleasure ofworking closelywith numerous public and
private sector clients here in Ontario as well as in Western Canada. Karen subscribes to the notion that
process is as important as product. Engaging communities, agencies and stakeholders builds confidence
and creates social capital. Co-creative engagement, properly designed and facilitated, leads to
innovation and learning which in turn can produce results that are truly remarkable.
��
. . �`�-- .
��
Karen has been employed by a variety of public and
private sector clients here in Ontario as well as in Western
Canada. She has worked extensively with Conservation
Authorities, First Nations, government at all levels,
special interest and environmental non-government
organizations, industry and business as well as
communities. Karen subscribes to the notion that none
of us have all of the answers, but all of us have some of
the answers. She believes that collaboration and
partnership leadsto innovation and learning which in turn
can produce results that are truly remarkable.
Project Responsibilities
Karen will be responsible for acting as the primary point of contact for the City of Pickering strategic
planning initiative. Karen will function as the Project Lead and will be responsible for attending all
meetings with City staff and Council during Stage i and for facilitating all meetings with community
members, partners and organized stakeholders during Stage �. Karen will develop the
Survey/Questionnaires to be administered to key informants and will facilitate all focus sessions and staff
workshops. Karen will compile the survey and workshop results and will be responsible for taking the
lead to develop the Strategic Plan understanding that this will be a collaborative effort with City staff and
Council at all stages of plan preparation, development and validation.
3. 2 Relevant Experience
Successful completion ofthe Workplan (Stage i) and Strategic Plan (Stage z) requires a professional with
credentials in the following key areas:
• Experience Developing Strategic Plans Including Strategic Plans for Municipalities
• Knowledge of Issues Facing Municipalities & Municipal Partners in Ontario
• Environmental Scanning & Needs Assessment Experience
• Broader Policy & Planning Experience
• Training & Strategic Plan Orientation
• Facilitation Experience Including Ad Hoc Committee Facilitation
• Experience Developing & Executing Interview Protocols
• Plan Documentation Experience
• Project Administration & Coordination
13
In addition, this initiative requires a professional who is firmly committed to working collaborativelywith
the City of Pickering and a solid reputation for delivering on time and within budget. The following chart
highlights the experience Karen Wianecki has in these critical areas:
Experience Extensive experience developing new Strategic Plans as well as updating
Developing existing Strategic & Business Plans for Municipalities and Partner Agencies,
Strategic Plans including:
Including Strategic . Region of Durham (zoi5 & Current)
Plans for . Township of Brock
Municipalities . Township of Uxbridge (Council Workplan Priorities)
• Town of Gravenhurst
• Town of Midland (Council Workplan Priorities)
• Town of the Blue Mountains (Draft Document)
• Central Lake Ontario Conservation Authority (zoi5)
• Lake Simcoe Region Conservation Authority (�oi5)
• Kawartha Region Conservation Authority (Zoi6)
• Ganaraska Region Conservation Authority (zoz4)
• Nottawasaga Valley Conservation Authority (zoi3)
• Credit Valley Conservation Strategic Plan
• Credit Valley Conservation Foundation Strategic Priorities
• Long Point Region Conservation Authority Strategic Planning Workshop
• Grand River Conservation Authority Strategic Plan
Knowledge of
Issues Facing
Municipalities &
Municipal Partners
in Ontario
Experience working with government organizations and private industry to
develop Strategic Plans, including:
• Ontario Waterpower Association (zoi8)
• Friends ofthe Greenbelt Foundation (zoi7)
• Northern Ontario School of Medicine (zoi3) — Early Engagement Strategy
& Trend Line Analysis
• Ministry ofthe Environment Draft Strategic Plan
• Canadian Dam Association, Strategic Plan & Business Plan Review
• Regional Planning Commissioners of Ontario. Striking the Right Balance:
Building the Relationship & Improving the Relationship to Implement the
Growth Plan. Practical & Pragmatic Implementation — The Issues & The
Opportunities. Draft White Paper. zoi8.
• Regional Municipality of Durham. Affordable and Seniors Housing Task
Force. Report. zo17. Implementation Phase Underway zo18.
• Regional Municipality of Durham. DEDP: Defining Priorities & A
�ollaborative Action Plan. Workshop Facilitation. zoig & zoi6.
• The Friends of the Greenbelt Foundation. Natural Heritage Mapping
Workshop. Facilitation. zo14.
• Oak Ridges Moraine Foundation Board of Directors. Provincial Position on
the zoi5 Provincial Review of the Oak Ridges Moraine Conservation Plan.
Facilitation. zo14.
• City of Burlington. Transportation Master Plan. A Project Undertaken with
Cole Engineering Group Ltd. zoi�.
• Knowledge of the Regional Review currently underway at the Province as
well as additional policy and proqram chanqes and recent announcements
14
Environmental
Scanning & Needs
Assessment
Experience
Broader Policy &
Planning
• Experience working with municipalities, the province and CA's on a range
of resource related issues and planning matters across Ontario, particularly
in the outer GTA (e.g. the go5 and 705 areas).
Experience compiling detailed trend line data and environmental scans:
• Region of Durham (zoig)
• Township of Tiny (zos9)
• Great Lakes Charter Annex Advisory Panel. Environmental Scan & Agents
of Change Across Continental North America.
• Long Point CA, Environmental Scan & Trend Analysis (as part of an Ad Hoc
Committee Workshop of Senior Staff, Board Members working on an
updated Strategic Plan.)
• Nottawasaga Valley Conservation Authority, Environmental Scan
(completed for the Strategic Planning process.)
• Latornell Conference zoii. Guest Speaker. The Last ioo Days: An
Overview of Key Trends & Drivers of Change.
• Kawartha Conservation, Environmental Scan (completed for the Strategic
Planning Process.)
• Grand River Conservation Authority, Environmental Scan. Water
Management Plan Advisory Panel, Inaugural Meeting.
• Grand River Conservation Authority, Strategic Plan Update.
Environmental Scan & Trend Analysis Review.
Experience completing needs assessments and SCOP (Strengths, Challenges,
Opportunities & Pressures) Analyses:
• Region of Durham (zoi9 & zoi5)
• Township of Tiny (Zoig)
• Ganaraska Region Conservation Authority SCOP Analysis completed as
part ofthe Strategic Planning process. (Zoi4)
• Nottawasaga Valley Conservation Authority. Digital SCOP Analysis
completed as part of the Strategic Plan. (zos3)
• Infrastructure Ontario. Muskoka Regional Centre. Early SCOP
Assessment. Zoi3.
• Kawartha Region Conservation Authority, Strategic Plan (SCOP Analysis).
Zoii.
• Northumberland County Domestic Violence Monitoring Committee,
Needs Assessment. �osz
• Kawartha Region Conservation Authority, Watershed Planning &
Regulation Policies Manual — Stakeholder Needs Assessment. zoii.
• Otonabee Region Conservation Authority, Watershed Planning &
Regulation Policies Manual — Stakeholder Needs Assessment. zoii.
• Credit Valley Conservation Authority. Planning Services Enhancement
Project. Comprehensive review of the planning and permitting process.
zo11.
• Grand River Conservation Authority, Strategic Plan, SWOT Analysis
• Credit Valley Conservation Authority, Strategic Plan, SWOT Analysis.
Extensive experience working with community leaders and municipal staff
across Ontario. The following represents a select number of projects
successfully undertaken:
15
-. -. .- - -
• • Town of Gravenhurst, Opportunity Assessment & Optimal Use Study,
Muskoka Regional Centre. (A Study Commissioned by Infrastructure
Ontario).
• Lake Simcoe Region Conservation Authority, Source Protection Planning
for South Georgian Bay-Lake Simcoe Source Protection Region. Municipal
Workshop Facilitation; Facilitating the Policy & Planning Working Group (A
Subcommittee of the Source Protection Committee).
• Township of East Garafraxa, Township Council - Visioning Exercise (zoo8).
• Township of Georgian Bay, Master Plan for Honey Harbour (zozo/zoil).
• Township of Georgian Bay, Master Plan for MacTier (�oio/�oii).
• Township of Georgian Bay, Master Plan for Port Severn (�oio/Zoii).
• Regional Municipality of York, Long Term Water Conservation Strategy .
• Regional Municipality of York, Streetscape Design Staff Workshop (zoii).
• Regional Municipality of York, Operationalizing the Transportation Master
Plan. Staff & Agency Partners Workshop (zoio).
• Regional Municipality of York, South Yonge Street Master Plan.
Stakeholder Engagement Process Design & Workshop Facilitation.
• Town of Ajax, Carruthers Creek Flood Remediation Class EA, Public
Consultation Component & Public Open Houses (�oio/zoii).
• City of Peterborough, Sanitary Sewer Mitigation EA (zoio). Public Open
Houses.
• City of Vaughan, Gallanough Park Flood Remediation Study. Public Open
Houses & Community Design Workshop (Zoog).
Training & Extensive experience developing and delivering Strategic Planning training
Strategic Plan and orientation for numerous municipal clients including:
Orientation • Region of Durham
• Township of Tiny
• Township of Brock
• Town of Midland
• City of Kawartha Lakes
• Town of the Blue Mountains
• Nottawasaga Valley Conservation Authority — Strategic Planning Primer
for NVCA Staff and Board Members.
• Kawartha Region Conservation Authority — Strategic Planning Primer for
KRCA Staff & Board Members
• Grand River Conservation Authority — Introduction to Strategic Planning
(Workshop Module Prepared for CO Board & Senior Staff).
PSI has also delivered stakeholder engagement training to a number of clients
including:
• �anadian Centre for Conflict Management (July zoig)
• Ministry of Aboriginal Affairs, Negotiations & Reconciliation Division.
• Ontario Waterpower Association.
• Ontario Ministry of Natural Resources, Species At Risk Branch.
• Nottawasaga Valley Conservation Authority.
• Ontario Public Service, MNR.
Facilitation Extensive experience facilitating Ad Hoc Committees, Working Groups &
Experience Advisory Panels, including:
i6
Including Ad Hoc
Committees
Experience
Developing &
Executing
Interview Protocols
• Region of Durham Affordable & Seniors' Housing Task Force. zoi7, zo18.
• Ministry of Natural Resources & Forestry, CFSA & ESA. Stakeholder &
Indigenous Partners Workshop. �oi7.
• Ministry of Natural Resources. Endangered Species Act Ministerial Panel.
zoiz/zoi3.
• Parks Canada & Saugeen Ojibway Nation. Facilitation of a Relationship
Agreement for the Management of the Bruce Peninsula National Park.
zo13. (Note — No Agreement Reached)
• Fisheries & Oceans Canada and Saugeen Ojibway Nation. Facilitation of
the'Five on Five' Working Group. (Note — No Agreement Reached)
• South Georgian Bay-Lake Simcoe Source Protection Committee, Policy &
Planning Working Group
• Aboriginal Traditional Knowledge Ad Hoc Committee — Developing a
Statement of Aboriginal Perspective on the Use & Application of Way of
Life Knowledge in Resource Management Decision Making.
• State of Aggregate Resources in Ontario (SAROS) Minister Appointed
Advisory Panel (zoo9).
• Lakes & Rivers Improvement Act Technical Advisory Committee
Facilitation (�006-�009).
• Great Lakes Charter Annex Advisory Panel.
Extensive experience designing interview questionnaires and administering
one-on-one interviews:
• Durham Economic Development Partnership (DEDP) - �019
• Ganaraska Region Conservation Authority Forest Management Plan for
the Ganaraska Forest. �oi6.
• Kawartha Region Conservation Authority. Early Thought Leader
Interviews. Zoi6
• Ganaraska Region Conservation Authority Strategic Plan. Key Informant
Interviews. zos3114�
• Kawartha Region Conservation Authority Strategic Plan. Key Informant
Interviews. Zoii.
• Credit Valley Conservation Authority. Planning Services Enhancement
Project. Key Informant Interviews. Zoii.
• Nottawasaga Valley Conservation Authority, Planning Program Review.
Key Informant Interviews. zozo.
• Saskatchewan Environment. Corporate Policy & Planning Realignment.
Key Informant Interviews. zoo8.
Experience developing and compiling reports (without attribution) using
electronic medium:
• Ganaraska Region Conservation Authority. Key Informant Interviews &
Survey Compilation.
• Nottawasaga Valley Conservation Authority. Key Informant Interviews &
Survey Compilation.
• Infrastructure Ontario. Muskoka Regional Centre. Initial Interviews with
Key Informants. Synopsis of Input Received from the Community. �os3.
• Ontario Waterpower Association, electronic member survey as part of the
Strateqic Planninq preparatory work. zoiz.
1]
Plan
Documentation
Experience
Project
Administration &
Coordination
Extensive experience completing research and producing government Reports
including:
• Environment Canada. Lessons Learned Report on the Lake Superior Zero
Discharge Demonstration Program. An Initiative Completed with the
Minnesota Pollution Control Agency.
• Environment Canada. Toward the Development of a Nearshore
Framework. Phase 1 Report Completed with Baird Engineering & Dr. Larry
Hildebrand.
• Environment Canada. Lessons Learned & Achievements Report. $30
Million Lake Simcoe Clean-Up Fund.
• Interim Assessment of Mediation & Information Services Provided to the
Superior Court of Justice Family Division, Durham Region
• Assessment of Forest Management Plans in Ontario & the Recognition of
Resource Based Tourism Values
• Evaluation of Ontario's Water Resource Management Strategies & Flood
Damages.
• Program Evaluation for Ontario's Land Use Planning Program.
• Experience managing complex projects requiring the development of
Work Plans, Status Reports & Project Monitoring:
• Project Coordination specifications are tailored to meet client needs.
Virtually every project referenced above has required the preparation of a
Work Plan, status reports and regular client meetings.
• P51 has consistently delivered on time and within budget.
• PSI has a stellar reputation for producing top quality products and working
collaboratively with clients to ensure needs are met but expectations are
exceeded.
More detailed information about Karen's credentials and experience may be found in the CV appended
herewith.
m
3 • 3 References
The City of Pickering may wish to connect with the following references:
. . - �-
Durham Region Elaine Baxter-Trahair, PSI was retained by the Region of Durham to facilitate
Strategic Plan CAO or two meetings, one with Department Heads and a
Sandra Austin, Director second with Regional Council.
of Corporate Initiatives
Phone: (go5) 668-77ii
Township of Tiny Mayor George Cornell PSI is currently working with staff and Council to
or develop a new Strategic Plan for the Township of Tiny.
Doug Luker, CAO
Phone: (705) 526-4204
Ontario Paul Norris, President PSI was retained bythe OWAto develop a new Strategic
Waterpower Phone: (705) 743-150o Plan. Karen facilitated a two-day workshop with OWA
Association staff and members of the Board of Directors. A new
Strategic Plan Strategic Plan and a set of corporate priorities were
developed and are being implemented.
Lake Simcoe Mike Walters, CAO PSI was retained by LSRCA to develop its most recent
Region Phone: (go5) 895-iz8i Strategic Plan. PSI was also retained to facilitate the
Conservation policy and planning working group of the South
Authority Georgian Bay-Lake Simcoe Source Protection
Committee. The Working Group was charged with the
responsibility of developing policy options and
recommendations to protect again critical drinking
water threats. P51 has worked extensively with LSRCA
on a number of additional initiatives including the
development of a new governance model for the Lake
Simcoe Environmental Management Strategy.
3• 4 Project Governance & Responsibilities
Karen Wianecki will be responsible for all aspects of this project. She will
,. _ attend all meetings with the City of Pickering and work closely with the Project
• Lead. Karen recommends that the City consider establishing a Strategic Plan
Steering Committee to oversee Stage z of the project. While Karen will take
� direction from the �ity on the governance of the project, it is recommended
'' � that a Steering Committee be created with representation from Council and
• - - _ •
Senior Staff to oversee the development of the Strategic Plan. Karen will work
collaboratively with City staff to develop all strategic plan and meeting
materials as outlined and will attend and make all presentations to
=' Council. Karen will be responsible for ensuring that all deliverables are
met and that the project remains on time and within budget, as outlined
in this submission. It is conceivable that City staff and Council may elect
to deviate from the work schedule and that the change in schedule may impact final deliverables. Karen
Wianecki remains committed to ensuring that there are no project delays as a result of action taken (or
not taken) by P51.
ig
4.0 METHODOLOGY: STAGE 1
�WORKPLAN�
PSI proposes an approach that is logical, iterative, straightforward and in keeping with the requirements
identified through initial discussions with City staff. Throughout the entire project, P51 will work closely
with City staff to promote a whole team approach which will ensure that the Council Workplan and
potentially the updated Strategic Plan are completed to the satisfaction of the City of Pickering. The
methodology for Stage i(Council-driven Workplan) and Stage z(Strategic Plan) follow.
4.1 Stage 1: Council-Driven Workplan
Completing a broadly supported Council-driven Workplan involves a number of critical tasks, including:
❖ Review of the important background material including any staff and/or Council meetings
relating to the identification of strategic priorities.
❖ Identification of key agents of change (Environmental Scan);
❖ Confirmation of critical issues (existing and emerging) and opportunity areas as well as strategic
directions;
❖ Development (by Council) of critical Council-driven priorities.
❖ Articulation of priorities on the basis of short, medium and long-term actions.
The development of a collaborative set of Council-endorsed priorities is a simple and straightforward
task that can likely be completed in one meeting of Council. The following schematic provides an
overview of the proposed methodology for Stage i: development of the Council-driven Workplan.
• Preparation
' . - : � Facilitation
' - • Articulation
The details of Stage 1 are outlined in detail below:
zo
4.1.1 Phase A: Preparation Phase
Planning Solutions Inc. is recommending that an initial meeting be convened with City staff (Project
Lead) to confirm project scope, timeframe and process details. The initial start up meeting will be
scheduled to address the following:
❖ Confirm project scope, workplan, timeframe and deliverables.
❖ Confirm reporting and communications protocols.
❖ Confirm roles and responsibilities of City staff and Consultant.
❖ Identification of key points of contact.
❖ Discuss dates and venues for Council session and any meetings that may need to be convened
with Senior Management Team
❖ Discuss the role of the SMT vis-a-vis the Council session
❖ Discuss any existing or emerging issues that may impact the ability to secure a collective
Council—driven set of priorities.
❖ Discuss any implications for timing (i.e. Regional Review)
The initial meeting will also provide an opportunity for City staff to share any relevant background
documentation and/or material thatthe Consultant should be aware of including any internal documents
that may have been developed to identify areas of strategic priority and focus.
The initial meeting should also afford a candid opportunityto discussthe approach, focus and orientation
forthe Council session and the expectations of City Council forthe session (timing, structure, approach).
In order to properly prepare for a successful session, P51 will develop a Meeting Handbook that will
include a Facilitator's Foreword, Agenda, Background Reading Materials and templates to be completed
in advance of the Council session. See a sample included in Appendix C. Please note that PSI will work
closely with the Project Lead to develop the meeting materials and the Handbook.
P51 will prepare a draft Handbook and Agenda for review by the Project Lead. Revisions will be
incorporated based on direction from City staff. There may be a need for a second face-to-face meeting
to review the meeting materials and Agenda.
If there are specific instructions from Community Leaders, these too will be incorporated into a final
version of the meeting materials (Handbook) which will be distributed well in advance of the Council
session.
Some discussion of the need for and value of an Environmental Scan should also be discussed as well as
any one-on-one conversations that may need to take place (i.e. with the Mayor and/or others on Council).
Deliverables: Second Meetinq with Project Lead to review Draft Handbook Indudinq Aqenda
Environmental Scan (to be determined in discussions with the Project Lead)
Fina! Handbook
4.1.2 Phase B: Facilitation
During the second or facilitation phase, Karen Wianecki will convene a Council session that is positive
and productive, focused and engaging. The intent will be to develop an agreed-upon list of Council-
identified priorities. These priorities will be developed into a Strategic Workplan and will listthe priorities
of Council overthis term.
Deliverables: Facilitation of the Special Meeting of Council.
zi
4.1.3 Phase C: Articulation
Proceedings from the session will be developed by P51 within 48 hours of the conclusion of the Council
session. Proceedings will be shared with the Project Lead in draft and will be finalized to include any
requested revisions. The final Proceedings will be shared with Council as a final draft, subject to any
revisions identified.
Deliverables: Draft & Final Proceedinqs
5.0 METHODOLOGY - STAGE 2:
�STRATEGIC PLAN �
Completing an updated Strategic Plan involves a number of critical tasks, including:
❖ Review of the important background material including any staff and/or Council meetings
relating to the identification of strategic priorities.
❖ Identification of key agents of change (Environmental Scan) and the specific implications forthe
City of Pickering;
❖ Review of municipal partner Strategic Plans including the Pickering Museum Village Strategic
Plan, TRCA Strategic Plan;
❖ Review of key documents that establish strategic direction for the City of Pickering (e.g. Official
Plan; Central Pickering Development Plan, Cultural Strategic Plan, Recreation Parks Master Plan,
etc.)
❖ Development of staff engagement process (e.g. Kitchen Table Dialogue Guides; Focus Sessions;
Survey; others)
❖ Engagement of community partners and key clients (Thought Leader Interviews)
❖ Senior Staff Workshop(s)
❖ Council Workshop(s)
❖ Confirmation of critical Council-identified issues (existing and emerging) and opportunity areas
as well as strategic directions;
❖ Formulation of Vision, Mission, Values, Goals and Objectives/Targets
❖ Engagement of community members to provide input to a draft Rudiments documents.
❖ Validate and confirm Council-driven priorities/tasks.
❖ Develop a Monitoring and Evaluation Plan.
The following schematic provides an overview ofthe proposed methodology:
zz
& Develop
Roadmap
�
A more detailed concept map of the process is outlined below:
(Step i: Discover) Main Global Challenges
Organizational Specifics
Key Informant Input & Insights
Major Global Trends
(Step 2: Share Vision & Develop Roadmap) Vision & Goals
(Blue Ocean Thinking)
Organizational Priorities
Other Strategic Priorities
(Step 3: Plan) Municipal Strategic Objectives
Existing Capacities
— New Opportunities
�apacities to Develop Comparative Advantage
(Step 4: Act) Action Plans
1
Medium T rm Plan
(Step 5: Evaluate) onitoring & Evaluation
23
P51 is proposing an iterative approach that mirrors the five-phase methodology but with some important
embellishments, as outlined below. These embellishments have been incorporated to advance a more
fulsome stakeholder, agency and community engagement process for developing the Strategic Plan that
builds on and honours the need for a broadly supported Strategic Plan but manages input effectively and
creates a meaningful plan for engagement, monitoring and evaluation process at the outset:
����
� II �f'ir,r II I'
Phase 1:
Preliminary
Planning
�;,�� � �
��', �i, ;�',`,
'�"" u�,�:
�� � �
� ;�
Phase 2:
Gathering
Information &
Comments
Phase 3: Creating
the Vision
I/� ���'���
Phase 1:
Preliminary
Planning
I PA�GN'a`r"Ec�c
1{'SCALLF[1 p`�E6
I •DOING' I GS
THINGS.
9� - -
Phase 4: Phase 5:
Finalizing the Implementation of
Strategic Plan the Strategic Plan
11
J
�� r� LANANI
r =rv�,
Phase2: phase3: Phase4: PhaseS:
Gathering Creatingthe Finalizingthe Implementation
Information& Vision StretegicPlan ofthe5trategic
Comments Plan
5.1 Phase 1: Preliminary Planning
Planning Solutions Inc. is recommending that an initial meeting be convened with City staff to confirm
project scope, timeframe and process details. The City may wish to establish a Steering Committee to
guide the development of the Strategic Plan. This approach has been used by other municipalities and
is currently being advanced bythe Region of Durham. Members ofthe Steering Committee could include
key staff (e.g. CAO, Department Heads) and select Members of Council who would work with the
consultant directly to define the process, review key deliverables and offer input and guidance to the
project overall.
If a Steering Committee approach is advanced, PSI recommends a face-to-face or telephone meeting
with the Project Lead to develop draft Terms of Reference for the Steering Committee. The draft Terms
of Reference should be shared in advance of the Steering Committee meeting and open to input and
revision from Steering Committee members. The Terms of Reference should delineate the timeframe,
deliverables, and process for developing the Strategic Plan.
Regular (monthly) meetings of the Steering Committee are recommended. These monthly meetings will
provide a touchstone opportunity for the Steering Committee to meet directly with the Consultant and
may be either face-to-face meetings or arranged via teleconference as determined by the Steering
Committee members.
Deliverable: Steering Committee Terms of Reference
5.1.1 Initial Meeting With Strategic Planning Steering Committee
A start up meeting with the Strategic Planning Steering Committee will be scheduled to address the
following:
❖ Confirm project scope, work plan, timelines and deliverables.
24
❖ Confirm reporting and communications protocols.
❖ Confirm roles and responsibilities ofteam members.
❖ Identification of key points of contact.
❖ Discuss dates and venues for SCOP interviews, workshops and any focus meetings with client
&/or partners (more details follow in Phase z)
❖ Discuss any existing or emerging issues that could have a bearing on the dialogue at the focused
dialogue sessions.
List of Key Contacts (Internal & External)
Planning Solutions Inc. recommends that the Strategic Planning Steering Committee define the list of
key participants forthe SCOP Analysis. The members ofthe Steering Committee may wish to develop a
representative sample of constituents from the following key client and partner groupings:
❖ Community Leaders — Mayor & Members of Council
❖ Municipal Staff — CAO & Department Heads, operational and front-line staff (senior, middle
management and junior staff)
❖ Municipal Partners — AMO, Conservation Authorities, Community Groups, Associations &
Organizations
❖ Federal & Provincial Partners
❖ ENGOs—CELA, Headwaters Institute, Environmental Defence, Alternative Land Use Services
❖ Associations — Ontario Soil & Crop, Carolinian Canada, Ontario Federation of Agriculture,
Association of Municipalities of Ontario
❖ Academia — UOIT, Durham College, etc.
❖ Consultants—Government Relations, Environmental, Engineering
❖ Umbrella Organizations—AMO, BILD
❖ Special interest groups and organizations
Phase i Deliverables & Target Dates:
Meeting with the Steering Committee June
Revised Work Plan June
List of Trusted Advisors for One-on-One July
Interviews
��I�1(�� •�•:. �� ,_��'� LANqjyl
Phase 1: Phase 2: Phase 5:
Phase3: Phase4:
Gathering �reatin g �mplementation
Preliminary gthe Finalizin the ofthe5trate
Planning Information& Vision StrategicPlan plan gl�
Comments
5. 2 Phase 2: Gathering Information
Once the work plan has been revised and the methodology agreed upon, there are some important initial
steps that must be taken to secure `critical intelligence'. There is an abundance of information and
documentation that can be used to inform the City of Pickering Strategic Plan. A review of key
documents is an essential first step in developing a document that is robust, reflective of current and
emerging priorities and is reflective ofthe direction of key partners.
1 All dates are proposed as suggestions only. Final deliverables and target dates will be confirmed by the City of
Pickering.
25
5.2.1 Background Document Review
Related Backaround Documentation
P51 will review Annual Reportsz and business planning priorities as well as background Council meeting
minutes that reflect a strategic focus. PSI will also review key municipal plans and documents that are of
relevance to the Strategic Plan.
Deliverable: PowerPoint Presentation for Council & Staff Session to summarize emerqinq
pressures.
Key Municipal Documents Review
Changes at the micro level are outplaying macro level strategic shifts. Transformative change is
underway atthe provincial level asthe Conservative Government under Premier poug Ford wrestles with
smaller government and the need to ensure policy and programs are aligned with efficiency,
effectiveness and value for money.
Deliverable: Overview of key macro and micro-level trends affecting the City of Pickerinq.
Review of Other Strategic Plans — Strategic Thrusts & Gap Analysis
Lessons can be learned from others and in particular, from other municipal partners and clients including
the Pickering Museum Village (Strategic Plan �oi8-�o�3), Pickering Public Library Strategic Plan (zoig-
zoz3) as well as key strategic documents developed by specific departments (e.g. City of Pickering
Cultural Strategic Plan, City of Pickering Information Technology Strategic Plan). Other partner
Strategic Plans should also be examined to identify critical strategic thrusts and priorities (i.e. Toronto &
Region Conservation Authority, for example).
As mentioned, at the provincial and federal level, considerable strategic rethinking is underway as
Ministries and Departments focus on transformation and modernization. In the private sector, emphasis
is shifting to vested outsourcing, partnerships and collaborative ventures. New methods of harvesting
information and new modes of engaging a broader demographic are emerging daily. These new and
continually emerging models may offer a unique template for the City to consider not only in terms of
the content, but also the format of its new Strategic Plan.
Deliverable: Summary Report of Key strategic thrusts and qap analysis.
Build on Input of Early Thought Leaders
P51 will, with the endorsement of the Steering Committee, secure direct input from a cadre of Trusted
Advisors. The identified Project Lead and/or Steering �ommittee will provide key direction regarding
the list of Trusted Advisors who should be part of an early engagement exercise. These conversations
should explore a number of topical areas including City strengths and areas of priority. It is
recommended that the members of the Steering Committee develop a representative sample of
constituents and that direct one-on-one interviews be convened. This information should be used to
develop a gap analysis —areas of focus not currently being addressed as well as new areas where the City
could (and potentially could) offer value added. The Trusted Advisors should include representatives
from government, business, community, industry and academia. Up to 15 Trusted Advisor interviews
will be conducted.
Deliverable: Summary & Overview of Trusted Advisor Insight
Z With particular emphasis on zos8 Annual Reporting.
z6
5.2.2 Key Trends & Drivers - Environmental Scan
P51 will rely on background documentation, an overview of emerging policy and legislative initiatives as
well as lessons learned from others to conduct an evaluation of keytrends and drivers. This trend analysis
or environmental scan will emphasize the impact of change for municipalities and municipal managers
generally, and for the City of Pickering specifically.
Of particular relevance to the City are changes that are being driven by a series of new political
imperatives. Given the transformation agenda and the ongoing Regional Review, performance and
agility will be key. P51 will rely on some work that has been completed to build an informative
environmental scan that defines key socio-cultural, technological, economic, environmental and political
trends and catalysts of change. PSI will rely on City staff to provide updated demographic data as well
as accurate demographic forecast information for including in the demographic component of the scan.
It is suggested that the environmental scan be used at a staff/staff & Council session to begin the strategic
plan process.
Deliverable: Updated Environmental Scan Report hiqhlighting existinq and emerqing key issues
affectinq municipalities in qeneral and the City of Pickerinq in particular.
5.2.3 Gather Comments, Insight & Input
In order for the Strategic Plan to resonate with Council members and staff (as well as the broader
Pickering community), there is a need for early buy-in. Opportunity must be provided for the views of
Council members and staff to be an integral part ofthe Strategic Plan's development. Meaningful input
from the broader community will be essential. In addition to building on the views of community
members, staff and Council, it is vital that the new Strategic Plan engage the views of clients and
partners. Part of any successful strategic planning exercise, is a focused SCOP3 (Strengths, Challenges,
Opportunities, Pressures) Analysis. The ability to complete a SCOP Analysis focusing on internal
strengths and weaknesses and external threats and opportunities, will allow the City to build a'mirror
image' and a plan that has collective buy in. It will also enable the City to understand where its partners
and clients are going strategically and to capitalize on opportunities for better alliance with others.
5•2•3•1 Community Engagement: An Ongoing Commitment
It will be important to ensure that members of the public have an opportunity to provide their input to
the Strategic Plan. A range of inethodologies is recommended to ensure that the City provides equitable
access for all interested parties to share their insight. P51 recommends that engagement occur
throughout the entire strategic planning process. It is recommended that an Initial Community
Newsletter be developed to launch the project and that an FAQ document be prepared and uploaded to
the City's website. Regular Community Newsletters should provide updates to interested community
membersthroughoutthe process. Members ofthe Steering Committee should be engaged in discussing
the options and opportunities for community engagement. It is recommended that a community
engagement strategy be developed with the Steering Committee and that this strategy be used as the
basis for moving forward from a communications and marketing perspective. There may be value in
convening a Public Input & Listening Session and there may also be value in focusing on more innovative
approaches that would see City staff convene Pop-Up events that are aligned with festivals and
community gatherings that are already proposed.
3 Sometimes referred to as a SWOT Analysis — Strengths, Weaknesses, Opportunities & Threats. P51 prefers the
SCOP analogy with its emphasis on Strengths, Challenges, Opportunities and Pressures.
z7
Ranqe of Methodologies (Web; Workshops & Interviews)
Strategic planning offers an opportunity to engage but also to educate others in the role and mandate of
an organization. While targeted input can be obtained from the `organized public', it is extremely
challenging to secure input from the public at large. The Town of Gravenhurst in developing its
Community-based Strategic Plan encouraged small group input through the development of Kitchen
Table Dialogue Guides that invited members of the public to convene their own conversations and to
offer input into the process. The Region of Durham in developing its current Strategic Plan convened
Pop-Up Events at local Festivals and Community events — staff and consulting team members went to
where residents were already gathering. Postcards were developed to allow for quick and easy resident
input and in addition, the Region of Durham also took advantage of Drop Boxes that were located
throughout the Region to allow for input from residents across the Region. In other cases, Essex Region
CA recently completed its new Strategic Plan. Part of ERCA's early strategic planning work was to upload
a SCOP survey to the website and secure public input through electronic means. CLOCA in carrying out
the development of its first formal Strategic Plan also engaged input from the broader public by using an
electronic survey. Uptake of the CLOCA survey was particularly high given that CLOCA offered prizes
(free parking passes) to those who took the time to share their views. These approaches may offer an
interesting range of options for the City to consider. The process must be tailored to meet the specific
needs and objectives of the City of Pickering. P51 will offer advice but will take direction from the
Steering Committee and Project Lead.
Standard Questions
P51 will (with input from the Steering Committee), develop a standard list of questions targeting key
strengths, challenges/issues and areas of opportunity. In the interest of time and process efficiency, it
may be advisable to conduct some of the SCOP sessions collectively (e.g. one session with staff; one
session with Council, etc.) Key partners should be interviewed by telephone individuals and in
confidence. The details of the SCOP assessment will be discussed with the Strategic Planning Steering
Committee.
Deliverable: Key Informants Interview List and Surveys for Partners and Clients.
Development of Community Engaqement Strategy
o Project Launch (Community Newsletter & FAQ)
o Development of Kitchen Table Dialogue Guides
o Potential Application of a'Train the Trainer' methodology to invite
participation by staff at a series of targeted focus group sessions across
departments (inter-departmental)
o Identification of Pop-Up Event Schedule
Phase 2 Deliverables & Tarpet Dates:
Background Documentation Review
Other Strategic Plan Reviews
Environment Scan & Trend Analysis
Environmental Scan Draft
Community Engagement Strategy - Determine Range of
Methodologies for Engagement
Frequently Asked Questions & Community Newsletter (Project
Launch). Please Note: Regular communications to the community
should be carried out at key milestone dates (e.g. to announce
upcoming Community Meetings & Listening Sessions; to release a
draft Plan; to provide an update on progress and to advise when the
Plan is aoina to Council)
June
June
June
June - Ju
June
June
m
�
.'� s� '� � � � !+N AN
P�:;��) i ��I
Phasel: Pharet: phase3: Phase4: PhaseS:
Gathering �reatin the Finalizin the Implementati
Preliminary ��formation& g g onofthe
Planning Vision StrategicPlan Strate Plan
Comments b��
5• 3 Phase 3: Creating the Vision
5.3.1 Engaging Steering Committee, Staff & Council Members
Sharing the Draft Environmental Scan
The Environmental Scan will provide an important platform forthe identification of initial priorities. City
staff and management, Steering Committee and Council should be provided with an opportunity to
review the Environmental Scan and identify a list of City of Pickering priorities. The Environmental Scan,
in addition to offering insight about existing and emerging trends should also define the current
operating environment as well as any opportunity areas for the City. Intelligence from the review of
existing municipal and partner Strategic Plans may offer additional insight into these areas of priority.
PSI may use a Blue Ocean Strategy approach to defining new areas of opportunity, based on direction
and concurrence from the Steering Committee.
Blue Ocean Strategy — Developing a Strategy Canvas4
Increasingly, organizations are reconsidering their strategic planning processes and are moving
toward the development of Strategies ratherthan Plans. There are a number of new and innovative
approaches emerging in the field of strategic planning including the development of an approach by
Mauborgne and Kim that enable organizations to create uncontested market space by developing a
Strategy Canvass. In brief, Blue Ocean Strategy provides a methodology for organizations to
consider new value creation using six specific paths:
Path 1: Look across alternative industries. Who are the alternative providers of service?
Path z: Look across strategic groups within industry. What strategic groups exist within the municipal
landscape?
Path 3: Redefine client base. What is the �client chain' and how would the City unlock new value if the
client base shifted?
Path 4: Look across to complementary service offerings. What is the context in which City services are
being used?
Path 5: Rethink the functional-emotional orientation of the municipal landscape. What is the
functional/emotional appeal of City services? What opportunities exists for the City to enhance
functionality and emotional appeal?
Path 6: Participate in shaping external trends over time. What key trends and drivers can the City
influence ratherthan adaptto?
4 The City of Pickering is commencing its Strategic Planning process by developing a Council-driven Workplan. It is
likely that the articulation of Council-directed priorities may be sufficiently detailed that a strategy map may not be
required. It has been included here simply as an option for the City to consider.
zg
PSI will work with the Steering Committee to structure individual workshops that allow participants
to assess `what is' as well as `what could be' and to collectively develop a Strategy Canvas.
Engaqing Staff & Council
As noted, the development of a Strategic Plan for the City of Pickering must involve those who will have
responsibility for its implementation. It must act as a catalyst for collective action as it is the key strategic
document that will offer a collective framework for action. Sessions with management and staff should
be convened early in the process. A session with ?Council is also in order although the work developed
in Stage 1(Workplan) will offer an established focus for the development of a fulsome list of corporate
priorities and projects. A decision should be made by the Steering Committee as to whether a separate
staff and Council session should be held or whether a joint Staff/Council session would be more
beneficial.
PSI recommendsthatthis be used only as a baseline and that additional facilitated sessions be convened
with key stakeholders. PSI believes that a robust process of developing the Strategic Plan be established
at the outset and that a process of engagement be designed with the Steering Committee to create buy
in and early support. PSI also believes that input must be managed effectively. A product must be
produced in an efficient and effective timeframe so that results can be realized in this term of Council.
PSI recommends several facilitation sessions as follows:
• City Senior Management Team
• City Council
The purpose of the initial sessions will be to carry out a facilitated SCOP assessment, to collectively
assess the achievements and areas for improvement. The purpose of each session will be to build
a Strategy Canvas. Each of the sessions will use a Workbook approach to allow participants to
share individual perspectives about strategy and areas of opportunity. PSI has extensive
experience in developing Strategic Planning Workbooks and relies on an approach that has been
fine-tuned by the Queen's School of Management that enable participants to walk through the
strategic plan in a logical, sequential manner.
A separate workshop for partners should also be held. Again, working with the Steering Committee, P51
will discuss the benefits of a session to engage: other government partners as well as the business
community and engaged/interested community members. To this end, it is recommended that a series
of focused workshops be convened on a sector specific basis as follows:
❖ Government Partners (Other Regional Municipalities; Regulatory Partners, First Nations.)
❖ Industry Partners (Boards of Trade, Development Industry; etc.)
❖ Community Partners (Environmental Partners; Social Service Agencies, ENGOs; etc.)
Focused stakeholder workshops should be structured to emphasize two-way information sharing. In
addition to profiling the work and mandate of the City, these sessions can be used to review current
corporate direction and to validate priorities. Building partnerships and focusing on collaborative
outcomes will allow the City to explore how it could advance the strategic priorities of its partners and,
atthe same time, allow the Cityto explore how others might assist in advancing its own critical priorities.
PSI will develop the meeting agenda and any supplementary materials and will, within 48 hours of the
conclusion of the session, produce proceedings that will be shared with the members of the Steering
Committee.
A sample booklet developed for the NVCA has been included in Appendix C.
�
Deliverable: Staff Workshop, Council Workshop, Community Pop-Up or Listening Sessions,
Stakeholder Workshop (Government, Industry, Community). Strategy Canvas. The
Strateqy Canvass will outline the rudiments of the Draft Strategic Plan.
Timing: To be determined with the Steerinq Committee. Likely Fall Zoi9.
5.3.2 Second Steering Committee Meeting - Early Draft Refinement & Evaluation
Methodology
A second meeting of the Steering Committee is recommended to allow for further refinements to be
made to the early draft and to allow forthe development of an Evaluation Methodology.
Evaluation Stratepy:
Effective plans are those that are regularly monitored and evaluated. All too often, Plans are developed
with no specific measures or marks of success. At the outset, it is important to develop measurements of
success so that once crafted, there are measures by which the Plan can be regularly monitored to
determine whether key priorities are being advanced. The consulting team will work with the Steering
Committee to develop specific measurements of success. It is recommended that an Evaluation
Framework be developed. Usually, an evaluation framework includes three specific measurement
indicators:
➢ Process Indicators
➢ Substance Indicators; and
➢ Relationship Indicators
Process Indicators focus on the process itself. ey way of example, it may include indicators to identify
whether all the right people were targeted and involved (partners, clients, community leaders, special
interest groups, etc.) Substance indicators focus on the outcomes — were we successful in building a broad
base of support for the updated Strategic Plan. Finally, Relational lndicators emphasize relationships — is
there an improvement in the relationships between the City and its partners/clients. It is recommended that
an evaluation framework and a monitoring methodology be developed and linked back to the key strategic
objectives.
Develop Measurement Indicators & Evaluation Framework
P51 will work with the Steering Committee to define measurement indicators and will incorporate the defined
indicators into an evaluation framework and monitoring methodology.
The second Steering Committee workshop should focus on the refinement of the early draft and focus
on the Evaluation Framework.
Deliverable: Evaluation Framework & Benchmarks of Success.
Timinq: Fal! Zozg.
5.3.3 Draft Plan
Input from the SCOP analysis, Environmental Scan, Staff, Council, community and stakeholder
workshops as well as the Thought Leader interviews and surveys will be used to develop an initial early
draft ofthe Strategic Plan. The early draft will be tabled first with the Steering Committee and once the
Steering Committee is satisfied with its contents, it will be shared more broadly with City staff and
31
members of Council. P51 recommends that Council approval be secured before the early draft is shared
with any external partners or clients.
Deliverable: Draft Plan presented to Steerinq Committee for initial review.
Timing: Fall2oig.
5.3.4 Input to the Draft Plan
A second set of workshops to allow for further refinement of the Strategic Plan is recommended. Ajoint
staff/Council meeting is recommended to discuss key issues and any additional areas of opportunity that
may not have been identified at the outset. The early draft could be used as a platform for securing
additional input and guidance from key stakeholders.
Deliverable: Draft Plan input from Steering Committee, staff, Council and key partners.
Timinq: To be determined by the Steerinq Committee. Likely late Fall �oig.
Broader Engaqement
Members of the public have maintained a high degree of interest in the delivery of services at the
municipal level. A better educated and more engaged public (and a more active organized stakeholder
base) necessitate some consideration of the need for and value of engaging the broader resident
community. It is recommended that the issue of broader public engagement be considered by the
members of the Steering Committee. At the very least, the City may wish to consider providing an
electronic opportunity for public commentary and input by providing space on its website to engage
interested members ofthe public and to provide an ongoing update aboutthe strategic planning process.
P51 will work with members of the Steering Committee to determine the value of a web-presence and
the opportunity to solicit input from the public.
Deliverable: Web-based input and comment forms.
Potential Follow Up Community Listeninq Session
Timinq: Late fall Zoi9.
Phase 3 Deliverables & Tarqet Dates:
� . . �
I Early First Draft October - November �
Council Approval to Release Early Draft November
Public Opportunity for Review November
Stakeholder Workshops September— October
Second Council and Staff Workshop November
Second Draft Plan December
Circulation of Second Draft with Request for Comments from December - January
Staff, Council & Key Partners, Clients
32
�•
������ r K
Phas� c:
Phase 1: Gathering
Preliminar Informatio
y Planning n &
Comments
5• 4 Phase 4: Finalizing the Strategic Plan
�f
Phase 3:
Creating
the Vision
� r
�� LAN'QIJI
Phase4: pho_—�Gs
Finalizing Implement
the ation of
Strategic the
Plan Strategic
Plan
Further refinements should be made to the draft Strategic Plan to reflect additional comments submitted
by members of the Steering Committee, staff and management, Council Members and key partners and
clients. A second draft of the Strategic Plan will be prepared and additional revisions made to the
document.
The final draft Strategic Plan should be shared with the Steering Committee and any revisions discussed
and collectively agreed upon by the Steering Committee members. Once the Steering Committee is
satisfied with the Plan it should be presented to Council. Once endorsed, copies of the Strategic Plan
should be uploaded to the City's website and hard copies or a weblink and associated News Release
should be forwarded to municipal partners, environmental organizations, industry and business sector
representatives as well as upper levels of government. It may also be advisable for the City to engage
the services of a desktop publishing firm to provide additional visual formatting before the document is
finalized. Please note, this proposal does not include desktop publishing. PSI will forward an electronic
copy of all material to the City of Pickering using MicroSoft Word. Presentations will be produced using
PowerPoint.
The Steering Committee may wish to examine the need for and value of ongoing engagement (i.e. the
creation of a Community Round Table or Advisory Panel, for example). From an implementation
perspective, partners may have an important role to play and continued engagement may be important
to achieving a number of plan objectives.
Phase 4 Deliverables & Target Dates:
Draft z Strategic Plan
Sharing Draft Strategic Directions & Actions with Others
Review of aartner comments
Steering Committee Meeting to Review Partner Input
Steering Committee Endorsement of Final Draft Strategic
Directions & Actions and Recommendation to Table Plan with
Council for approval
Presentation of the Final Strategic Plan to the City of Pickering
Council
��A
II� "�� 1
Phase 1: Phase 2:
Preliminary Gathering
Planning Information
& Comments
Januar�
Februar
Februar
March
March
April
�I ..'^'Y ��� AN.ANI I
�'ii �-s N:�
Phase3: Phase4: PhaseS:
Creatingthe Finalizingthe Implementati
Vision StrategicPlan onofthe
Strategic Plan
5• 5 Phase 5: Implementation
Some organizations are of the view that once the Strategic Plan has been developed, the work is done.
P51 is of the view that the work is only beginning. Effective communications and roll out of the Strategic
Plan is critical, as is ongoing evaluation and reporting on progress.
33
5.5.1 Strategic Plan Roll Out
P51 will work with the Project Lead (and affiliated staff in Communications and the Mayor's Office) to
develop a News Release announcing the approval of the new Strategic Plan.
5.5.2 Evaluation Metrics Follow Through & Reporting
PSI will also work with the Project Lead to follow through on the Evaluation Framework reporting. P51,
as part of its commitment, would also be pleased to work with the Project Lead to build internal
organizational capacityto carry out ongoing environmental scanning byworking closelywith an assigned
point of contact to develop the environmental scan and to share methodologies for preparation of same.
This capacity building effort will be part of P51's commitment to the City of Pickering and will be included
in the estimated project cost as outlined below.
De(iverables:
34
G.O WORK SCHEDULE & BUDGET
The work schedule and project budget are outlined below. Karen Wianecki is prepared to complete the
Strategic Plan in accordance with the timeframe defined by Council. The proposed target timeframes
are offered only as an initial point of reference. It is also important to note that PSI is also prepared to
take any extra time deemed necessary by the Steering Committee and/or Council to ensure the process
is valuable for all and that any additional consultation and/or engagement of stakeholders is needed.
6.1 Estimated Project Budget — Stage 1(Workplan)
Phase A: Preparation
Inaugural Meeting with Project Lead
Background Review
Development of Meeting Handbook (Draft & Final)
Second Meeting with Project Lead
Environmental Scan
Phase B: Facilitation
Special Meeting of Council
Phase C: Articulation
Proceedings (Draft & Final)
Project Total
3
�5
z
i
•5
N/A
i
i
i
2
6
�3,000.00
$500.00
�i,000.00
$i,000.00
�500.00
Included
�i,000.00
�s,000.00
�i,000.00
�Z,000.00
$6,000.00
6.2Estimated Project Budget — Stage 2(Strategic Plan)
Estimated Project Costs reflect the level of effort outlined in this submission.
Task �
�ble Person Total Cost
Stage 1: Preliminary Planning
4.1 Steering Committee Terms of Reference
Lf.1.1 Meeting with Steering Committee
Revised Work Plan
List of Key Informants
Stage z: Gathering Information
4.z.1 Background Document Review
• Municipal Documents
• Municipal Partner pocuments
• Other Relevant Strategic Plans
4.z.2 Environmental Scan
4.z.3 Gathering Comments, Insights & Input
• Key Informant Interviews with Trusted Advisors
• Range of Methodologies for Community
Engagement—Community Engagement Strategy
• FAQ & Community Newsletters (up to 3)
• Public Information & Listening Sessions (z)
Stage 3: Creating the Vision
4•3•1 Sharing the Environmental Scan
Blue Ocean Strategy
Engaging Staff, Council & Stakeholders
4•3•2 Second Steering Committee Meeting & Evaluation
Framework Development
4•3•3 Development of Draft Plan
4•3•4 Input to the Draft Plan — Review & Incorporation of
Comments
Stage 4: Finalizing the Strategic Plan
4•4•1 Revision #2 Draft Plan & Sharing the Draft Plan with
Others
Review Partner Comments
4•4•2 Steering Committee Meeting to Review Comments &
Prepare Final Draft (Via Teleconference)
4•2•3 Steering Committee Endorsement to Forward Plan to
Council
4•4•4 Final Draft to Council
4•4•5 Presentation of Final Draft Plan to Pickering City
Council
Stage 5: Implementation
4•5•1 Evaluation Framework Roll Out
4•5•2 Evaluation Framework Follow Through & Reporting
Total Commitment
P51 has assumed that workshops will be convened in the Pickering area.
2•5
i
1.5
N/A
N/A
ii
3
A
$z,5oo.00
$i,000.00
$1� 500.00
Included
Included
�is,000.00
$3,000.00
�z,000.00
$6,000.00
8•5 $8,500.00
3 $3,000.00
1•5 $1,500.00
z �z,000.00
2 �Z,000.00
5•5 $5�500.00
3 $3,000.00
.5 $500.00
N/A Included
.5 $500.00
i.5 �i,5oo.00
z
i
i
29•5
$z,000.00
�i,000.00
$i,000.00
��9,500.00
36
6.3 Billing Schedule & Method of Payment
While the payment schedule may be negotiated to coincide with the City's business planning cycle, the
following payment schedule is suggested:
• zo% of the total contract amount due and payable upon execution of the contract;
• 5o%ofthe total contract amount due and payable upon development ofthe Draft Strategic Plan;
• Final 3o%ofthe total contract amount due and payable upon completion ofthe Strategic Plan.
37
].O SUMMARY
PSI has the resources and the time to meet all ofthe deliverables and the timing identified and will work
closely with the City of Pickering to ensure the process and the product exceed the expectations ofthose
involved. In summary, there are several key areas that we believe our submission will offer value-added:
• Ensuring there is an agreed-upon Terms of Reference for the Steering Committee;
• A robust set of workshops and engagement opportunities not only for City staff and Council, but
also for City partners and clients as well as community members;
• An assessment of strategic thrusts of current municipal partner Strategic Plans;
• An approach that emphasizes the development of a Strategy and notjust a Plan;
• The use of Blue Ocean Strategy to emphasize new areas of value added;
• Additional resources committed to roll out of the Strategic Plan including the application of
evaluation criteria and benchmarks of success as well as a reporting framework; and
• A knowledge transfer component to build capacity within the City for environmental scanning
and trend line analysis.
Any questions concerning this submission may be directed to the undersigned. I thank you for the
opportunity to be considered.
All of which is respectfully submitted,
��C
Karen R. Wianecki, M.PI., MCIP, RPP
Director of Practice
Planning Solutions Inc.
�
Appendix A
Company Profile — Planning Solutions Inc.
Planning
Karen Wianecki, M.PI., MCIP, RPP
EDUCATION
MASTER OF URBAN AND REGIONAL PLANNING
Queen's University, Kingston, Ontario 1985
HONOURS BACHELOR OF ARTS (SPECIALIST) DEGREE, GEOGRAPHY
University of Toronto, Scarborough, Ontario 1981
SO I��I � l'`�/ Can�ad anl�l st t teFof Pla�nners, Full Member
Ontario Professional Planners Institute, Full Member
Ontario Bar Association, ADR Sector Member
Ontario Waterpower Association, Member
National Association for Dialogue & Deliberation
National Roster & Native Sub-Roster, U.S. Institute for Environmental Conflict Resolution, Tucson Arizona, Roster
Mediator
Reviewer, Professional Standards Board for the Planning Profession in Canada
PROFESSIONAL EXPERIENCE
DIRECTOR OF PRACTICE, Planning Solutions Inc.
Founder and Director of Practice of Planning Solutions Inc., a professional consulting firm specializing in multi-party
stakeholder engagement and conflict resolution, complex project management and resource-based planning.
Services offered and clients are outlined below:
Environmental Mediation & Adjudication: Specializin� in Multi-Partv, Public Policv Dispute Resolution
• Fisheries & Oceans Canada. Developing a New Business Agreement with the Saugeen Ojibway Nation.
2012.
• Mediation Centre of Southeastern Ontario. Skills Building: Alternative Dispute Resolution in the Municipal,
Planning & Resource Management Sphere. April 2018.
• Ministry of Natural Resources. Crown Forest Sustainability Act & Endangered Species Act. Multi-Party
Stakeholder Engagement & Issues Resolution. 2017.
• Ministry of Natural Resources & Canadian Boreal Forest Agreement. Abitibi River Forest. Options to
Address the Caribou Conservation Plan. 2012.
• Ministry of Natural Resources — Low Water Response Workshop. Mediation, Negotiation & Issues
Management: A Primer. 2009.
• Ministry of Natural Resources. Great Lakes Charter Annex Advisory Panel. Multi-Party Facilitation. 2008.
http://cela.ca/uploads/f8e04c51a8e04041f6f7faa046b03a7c/584 Rethinkinq Annex.pdf
• Ontario Energy Board. Enbridge Gas Settlement Conference. September — October 2018.
• Ontario Energy Board. IESO/Smart Metering Settlement Conference. January 2018.
• Ontario Energy Board. Union & EPCOR Settlement Conference. 2017.
• Ontario Energy Board. Enbridge 2018 Cost of Service Application. Settlement Conference. 2017.
• Ontario Energy Board. Rideau St. Lawrence Distribution Cost of Service Application. Settlement Conference.
2017.
• Ontario Energy Board. TransCanada Settlement Conference. 2016/2017.
• Ontario Energy Board. Northern Ontario Wires. Settlement Conference. 2017.
• Ontario Energy Board. Wasaga Distribution Settlement Conference Facilitation & Fact Finding. 2015.
• Ontario Energy Board. North Bay Hydro Settlement Conference Facilitation. 2014.
• Ontario Energy Board. St. Thomas Energy Inc. Cost of Service Application. Settlement Conference
Facilitation. 2014
40
• Ontario Energy Board. Union Gas 2011 Earnings Sharing & Disposition of Deferral Accounts and Other
Balances Settlement Conference. 2012.
• Parks Canada. Developing a Business/Governance Agreement with the Saugeen Ojibway Nation. 2012,
2013.
• Saskatchewan Forest Service. Co-Mediator with Frank Handy, SFH Group — Multi-Party Stakeholder & First
Nation Issue in North-Central Saskatchewan. 2008
• Staff Support to the Ontario Forest Industry & Resource-Based Tourism Sector, Resource Stewardship
Agreements Memorandum of Understanding.
• Victim Offender Reconciliation Program. Community Mediator.
Public Consultation & Stakeholder Engagement: Applyin� Systems Thinkin� to Stakeholder En�a�ement
Stakeholder & Community Engagement - Strategy Development & Training
• Federation of Ontario Cottagers Association. 2016 Fall Seminar. Guest Presentation: Effective Collaboration
& Engagement for Lake Associations. 2016.
• Infrastructure Ontario. "A Plan for Meaningful Engagement: Harnessing the Power of Collective Wisdom."
2016.
• Ganaraska Region Conservation Authority. Community & Stakeholder Engagement component of the
Ganaraska Forest Management Plan. 2016/17.
• Ontario Waterpower Association. Community Engagement Toolkit. 2016.
• Ministry of Natural Resources & Forestry. Conservation Authorities Act Review. Municipal & Stakeholder
Engagement Sessions. 2016. (A Collaboration with LURA Consulting).
• Northern Ontario School of Medicine. Stakeholder Engagement Strategy. 2014.
• Environment Canada. Toward A Nearshore Framework for the Canadian Portion of the Great Lakes.
Stakeholder Engagement Strategy. 2013.
• City of Toronto. Moore Park Ravine Private Property Owners Engagement Project. 2013/2014.
• Infrastructure Ontario. Muskoka Regional Centre Opportunity Study. Community Engagement Strategy.
2013.
• Ministry of Aboriginal Affairs. Negotiations & Reconciliation Division. October 2011.
• Ontario Waterpower Association. May 2011.
• Ontario Ministry of Natural Resources, Species at Risk Branch. April 2011.
• Nottawasaga Valley Conservation Authority. 2010.
• Ontario Public Service. Stakeholder Engagement Training Workshop. 2009.
Federal Government:
• Environment Canada. Lake Superior Zero Discharge Demonstration Program: Lessons Learned &
Achievements Report. 2015/16.
• Environment Canada. Advancing a Canadian Nearshore Framework for the Great Lakes. A Collaborative
Initiative with Baird & Associates and Dr. Larry Hildebrand, 2013/2014.
• Environment Canada. Development of a Project Charter & Project Plan for an Integrated Nearshore
Assessment & Management Framework. 2012/2013.
• Fisheries & Oceans Canada. Aligning & Harmonizing Federal & Provincial EA Regulatory Policy, Procedures
& Process. Inter-Agency & Intergovernmental Workshop. January 2012.
Provincial Government:
• EcoHealth Ontario. Greenspace & EcoHealth Policy Toolkit. 2016-2017.
• Infrastructure Ontario. Muskoka Regional Centre. Opportunities Assessment & Optimal Use Study.
Community Engagement and Outreach. MHBC Planning Lead. 2013/2014.
• Hydro One. Clarington Transformer Station. Community Consultation & Public Information Centre. 2012.
• Ontario Ministry of Natural Resources:
41
o Non-Forestry Roads Decommissioning — Process Facilitation. 2015.
o Shoreline Strategy Municipal Guide. 2014.
o Lake Simcoe Stewardship Network. Facilitation. 2013, 2014.
o Endangered Species Act Minister's Advisory Panel. Facilitation. 2013.
o Provincial Stakeholder Consultations — Polar Bear & Lake Sturgeon. February — March 2012.
o Biodiversity & Climate Change —A Series of MNR Workshops. March —April 2012.
o Climate Change Vulnerability Assessment & Adaptation Options for the Northeast Clay Belt.
January 2012.
o Stakeholder Consultation — Habitat Regulations for 7 Species (Bent Spike-rush; Common Five-
lined Skink, Eastern Foxsnake (Carolinian & Georgian Bay populations), Gray Ratsnake
(Carolinian & Frontenac Axis population) & Rapids Clubtail. January 2012.
o Bobolink Working Group —Action Planning Session. December 2011.
o Proposed Habitat Regulations & Development Guidance Document. Workshop Facilitation
with the Development Industry. March 2011.
o Stakeholder Consultations. Caribou Conservation Plan. & Habitat Regulations. 2008, 2009.
2011.
o State of the Aggregate Resource in Ontario, Advisory Committee & Technical Expert Panels.
2009.
o Species At Risk Program Advisory Committee Inaugural Meeting. 2008.
o Lakes & Rivers Improvement Act Technical Advisory Committee Facilitation. 2006 — 2009.
o Great Lakes Charter Annex Advisory Panel Facilitation.
o Great Lakes Charter Annex Intra-Basin Transfer Facilitation.
o Renewable Energy Education Advisory Committee.
• Saskatchewan Industry & Resources. Intergovernmental Working Group on Mining Efficiency &
Effectiveness.
First Nations: Respectin� Abori�inal Wav of Life
• Regional Municipality of Durham. Staff Day. Guest Speaker: Aboriginal People & Ontario Municipalities.
Building the Relationship Through Engagement: An Opportunity in the Making. 2018.
• Northeast Superior Regional Chiefs' Forum. Comprehensive, Collaborative and Co-Creative Community
Planning. 2013.
• Eagle's Earth Cree & Ojibway Historical Centre, Hearst, Ontario. Economic Opportunities Study. First
Nations Engagement & Facilitation. Undertaken with Malone Given Parsons. 2009.
• Facilitated the Aboriginal Traditional Knowledge Focus Group for the Ontario Ministry of Natural Resources
designed to develop a Statement of Aboriginal Perspectives on the Use & Application of Way of Life
Knowledge in Resource Management Decision Making.
• Facilitated the Aboriginal Traditional Knowledge Focus Group responsible for providing direction and
guidance to Ontario Parks on the updated Provincial Parks & Protected Areas Planning Manual.
Municipal & Regional Government: Creatin� a Sense of Ownership - En�a�in� Communities & Community
Members.
• Regional Planning Commissioners of Ontario. Striking the Right Balance: Building the Relationship &
Improving the Relationship to Implement the Growth Plan. Practical & Pragmatic Implementation — The
Issues & The Opportunities. Draft White Paper. 2018.
• Regional Municipality of Durham. Affordable and Seniors Housing Task Force. Report. 2017.
Implementation Phase Underway 2018.
• Regional Municipality of Durham. DEDP: Defining Priorities & A Collaborative Action Plan. Workshop
Facilitation. 2016.
• The Friends of the Greenbelt Foundation. Natural Heritage Mapping Workshop. Facilitation. 2014.
• Oak Ridges Moraine Foundation Board of Directors. Provincial Position on the 2015 Provincial Review of
the Oak Ridges Moraine Conservation Plan. Facilitation. 2014.
• City of Burlington. Transportation Master Plan. A Project Undertaken with Cole Engineering Group Ltd.
2012.
• Ajax, Carruthers Creek Flood Mitigation Study (Class EA). Community Consultation. A Project Undertaken
with Cole Engineering Group Ltd. 2010, 2011.
42
• Peterborough, Sanitary Sewer EA Mitigation. Stakeholder Consultation. A Project Undertaken with Cole
Engineering Group Ltd. 2010, 2011.
• Regional Municipality of York:
o Woodland Cover Workshop. 2014.
o Transportation Services Division. Operationalizing the Transportation Master Plan. Staff
Workshop. 2011.
o Transportation Services Division, Lands & Natural Heritage. Stakeholder Workshop to
Advance the Greening Strategy. October 2011.
o Transportation Services Division. Context Sensitive Solutions. Internal Staff Workshop.
October 2011.
o Transportation Services Division. South Yonge Street Corridor Master Plan. Undertaken with
The EDA Collaborative Inc. 2011.
• Township of Georgian Bay:
o Honey Harbour Master Plan — Civic Engagement Process Design & Facilitation. Undertaken
with The EDA Collaborative Inc. 2010, 2011.
o MacTier Master Plan — Civic Engagement Process Design & Facilitation. Undertaken with The
EDA Collaborative Inc. 2010, 2011.
o Port Severn Master Plan — Civic Engagement Process Design & Facilitation. Undertaken with
The EDA Collaborative Inc. and J.H. Stevens Planning Consultants. 2008, 2009.
• Muskoka Lakes Golf & Country Club Facilitation. 2014.
• Township of East Garafraxa. Visioning Exercise. 2008.
• City of Hamilton. Windermere Basin Design Charrette. Undertaken with Cole Engineering. 2008.
• Town of Whitby. Toward a Heritage Designation for powntown Whitby. 2013.
Industry: Buildin� Effective Partnerships
• Ontario Waterpower Association
o Strategic Planning Workshop. 2018
o Community Engagement in Small Hydropower Projects: A Toolkit for Waterpower Developers
and Their Agents. 2017.
o Harnessing Collective Wisdom and Preparing for the Next Era of Strategic Opportunity.
Strategic Planning Support Document. 2015.
o Best Management Practices Guide. Facilitation - Provincial Workshops. 2013.
o Waterpower Summit: Bilateral Meeting of Industry & Government: Advancing Hydroelectric
Power in Ontario. 2008.
o Developing an Industry, Government & First Nations Hydropower Community of Practice.
Inaugural Meeting. 2008.
• Canadian Dam Association. Strategic Plan & Business Plan Review. 2007.
Conservation Authorities: Promotin� Productive Dialo�ue
• Central Lake Ontario Conservation Authority. Conservation Lands Master Plan. Municipal Recreation &
Land Needs Assessment, Stakeholder & Community Engagement Design & Facilitation. 2018. (Ongoing)
• Central Lake Ontario Conservation Authority & Municipality of Clarington. Port Darlington Shoreline Study.
Municipal & Stakeholder Engagement. 2018. (Ongoing)
• Conservation Ontario. Source Protection Planning Implementation Workshop Facilitation. March 2014.
• Conservation Ontario. Aligning for Excellence. Governance Options & Opportunities Project. 2013.
• Conservation Halton. Fisheries Management Plan — Community Advisory Committee Inaugural Workshop.
Design & Facilitation. 2011.
• Credit Valley Conservation:
o Sustainable Funding Project. 2011, 2012.
o Planning Policy Customer Service Enhancement Project. 2011.
o Towards A Natural Heritage System. Focused Dialogues With Stakeholders and Watershed
Residents. 2009.
o Development Review Policies Update. 2008, 2009.
o Strategic Plan Review. 2008.
o Black Creek Subwatershed Study. Inaugural Advisory Committee Meeting. 2008.
43
• Lake Simcoe Region Conservation Authority:
• Source Water Protection Municipal Partners Workshop. 2012.
• Source Water Protection for the South Georgian Bay Lake Simcoe Source Protection Region.
Facilitation of the Policy & Planning Working Group. 2009, 2010, 2011, 2012.
• Lake Simcoe Environmental Management Strategy (LSEMS) Governance Model. Facilitation
of the LSEMS Working Group and Steering Committee. A Partnership between the LSRCA,
MNR and MOE. 2007.
• South Georgian Bay Lake Simcoe Source Protection Region. Facilitation of Planning Working Group.
Commenced: September 2009.
Resource Management & Municipal Planning: Balancin� the Interests of Uses & Users
• Ganaraska Region Conservation Authority. Ganaraska Forest Management Plan. Municipal, Public &
Stakeholder Engagement. 2017.
• Ausable Bayfield Conservation Authority. Updated Shoreline Management Plan. A collaborative venture
with Aqua Solutions 5 Inc. & Dr. Robin Davidson-Arnott.
• City of Toronto. Moore Park Ravine - Private Ravine Property Owners Engagement Project. Developing
Resource Materials & Engaging the Community. 2013/2014.
• Environment Canada. Lessons Learned Report on the Zero Discharge Demonstration Project. PSI is working
with EC & the US Michigan Pollution Control Agency to Complete Key Informant Interviews & Review the
Final Report. 2014.
• Grand River Conservation Authority. Water Management Plan. Steering Committee Facilitation. 2009.
• Kawartha Region Conservation Authority. Watershed Planning & Regulation Policies. 2010. 2011.
• Otonabee Region Conservation Authority. Watershed Planning & Regulation Policies Update. 2012.
• Ministry of the Environment:
o Lake Simcoe Priority Stormwater Management Works. Lake Simcoe Protection Plan Workshop.
2011.
o Lake Simcoe Climate Change Adaptation Strategy. Facilitation of Science Panel Meeting &
Production of Report Used to inform the EBR Posting Submitted by MOE. 2011.
• Ministry of Natural Resources:
o Development of the Alternative Dispute Resolution Process for Resource Stewardship Agreements
Associated With Forest Management Planning in Ontario.
o MNR Negotiating Team Member, Extraction of Aggregate Below the Water Table on Prime
Agricultural Lands (Position Negotiated with the Ministry of Agriculture & Food).
o Municipal Plan Input & Review Coordinator.
o Coordinated MNR Response to Ontario Hydro Demand/Supply Plan Hearings.
• Township of Georgian Bay:
o Master Plan, MacTier. A Joint Venture with The EDA Collaborative. 2011.
o Master Plan, Honey Harbour. 2011.
o Master Plan. Port Severn. A Joint Venture with The EDA Collaborative. A Joint Venture with The
EDA Collaborative. 2009/2010.
• York Region. South Yonge Street Corridor Master Plan. Completed with the EDA Collaborative Inc.
Fact Finding & Program Evaluation: Doin� Thin�s Ri�ht & Doin� the Ri�ht Thin�s.
• Credit Valley Conservation. Planning Program — Customer Service Enhancement Initiative. 2011.
• Durham Family Court Clinic. Program Evaluation. Interim Assessment of the Mediation & Information
Services Provided to the Superior Court of Justice (Family Division), Durham Region.
• Environment Canada. Lessons Learned & Achievements Report of the $30 Million Lake Simcoe Clean Up
Fund. 2011.
• Ministry of Municipal Affairs & Housing. Program Evaluation Plan for Ontario's Land Use Planning Program.
2009.
o Ministry of Natural Resources. Program Evaluation. Evaluation of Ontario's Water Resource Management
Strategies & Flood Damages.
o Ministry of Natural Resources. Assessment of Forest Management Plans in Ontario & the Recognition of
Resource Based Tourism Values
• Nottawasaga Valley Conservation Authority — Planning Program Review. 2010.
44
• Saskatchewan Environment. Corporate Policy & Planning Realignment. 2008.
Report Writing: Providin� Clarity & Guidance
• Ministry of Natural Resources & Forestry. Conservation Authorities Act Review. 2016.
• Association for Conflict Resolution. Co-Writer. The Native Dispute Resolution Network: A Bridge
Between Native Peoples, Agencies and Other Interests in Environmental Conflicts. 2008.
• CEATI Technology Review Report. Prepared for CEA Technologies Inc. Hydropower Full Environmental
Cost Accounting. Undertaken with MOBEC Engineering & P. Norris. 2007.
• CEATI Report. Hydroelectric Generation Water Resource Management Roadmap. Undertaken with
MOBEC Engineering & P. Norris. 2006.
• Environment Canada. Lessons Learned & Achievements Report for the Lake Simcoe Clean-Up Fund.
Spring 2011.
• Ontario Waterpower Association. Renew. "Splendid Isolation Is Out...Collaboration Is In." October
2008.
• Saskatchewan Environment Forest Service. Provincial Standards for Road Construction & Stream
Crossings. 2008. Undertaken with Water's Edge, Merin Forest Management & FRI Ecological Services
• Editor, Lakes & Rivers Technical Guidelines Update. 2006-2009.
Strategic Planning: Embarkin� On The Path of Progress
• Conservation Authority University. Guest Presentation: Introduction to Strategic Planning. 2016 & 2017.
• Severn Sound Environmental Association. Strategic Plan. Staff & Board Workshop. 2017.
• Central Lake Ontario Conservation Authority Strategic Plan. 2015.
• City of Kawartha Lakes Strategic Plan. 2016.
• Regional Municipality of Durham. Strategic Plan. (A collaborative venture with Lura Consulting.) 2015/16.
• Township of Uxbridge Strategic Plan. 2015.
• Town of Gravenhurst Strategic Plan. 2014.
• Township of Tiny Strategic Plan. 2014/15.
• Town of The Blue Mountains Strategic Plan. An initiative led by MHBC Planning. 2014/15.
• Northern Ontario School of Medicine. Updated Strategic Plan for 2015-2020. A Collaborative Effort with
JD & Associates. 2014.
• Canadian Dam Association. Strategic Plan & Business Plan Review. 2006.
• Centre for Excellence in Mining Innovation. Developing a Strategic Research & Development Framework
for Sustainable Mines and Sustainable Mining.
• Conservation Ontario:
• The Future of Water & Watershed Management. Effective Positioning of Ontario Conservation Authorities.
2012.
o Strategic Visioning Workshop. 2009.
• Credit Valley Conservation Agency. Strategic Plan Review. 2007.
• Grand River Conservation Authority. Strategic Plan Review. 2008.
• Kawartha Region Conservation Authority. Strategic Plan Update. 2011.
• Lac La Ronge Indian Band Strategic Plan. 2006.
• Long Point Region Conservation Authority. Strategic Planning Retreat. September 2009.
• Ministry of the Environment. Draft Strategic Plan, 2008/09.
• Ministry of Municipal Affairs & Housing. Enhancing the Planning Services Delivery System from a Strategic
vantage point.
• Ministry of Natural Resources. Species At Risk Strategic Visioning & Priority Setting Workshop. 2010.
• Nottawasaga Valley Conservation Authority. Strategic Plan Review. 2013.
• Northumberland County Domestic Violence Monitoring Committee. Critical Priority Setting & Governance
Model Development. 2012.
• Nottawasaga Valley Conservation Authority. Strategic Plan. 2012.
• Ontario Waterpower Association. Strategic Plan Update. 2018.
• Ontario Waterpower Association. Strengths, Challenges, Opportunities & Pressures Analysis Using
Electronic Survey Data. March 2012.
45
1999 — 2002 PROJECT COORDINATOR - Alternative Dispute Resolution Program, Forest Management Branch,
Ministry of Natural Resources
1997 —1999 POLICY ADVISOR - Lands & Waters Policy Branch, Ministry of Natural Resources, Toronto
1994-1995 A/MANAGER, STRATEGIC PLANNING - Corporate Policy & Planning Branch, Ministry of Natural
Resources, Toronto
1990 —1994 POLICY OFFICER - Corporate Policy & Planning Branch, Ministry of Natural Resources, Toronto
1987 —1990 PROGRAM COORDINATOR - Plan Input & Review Program, Ministry of Natural Resources, Toronto
1987 POLICY ADVISOR - Ontario Buildings Branch, Ministry of Housing, Toronto
1986 —1987 PROJECT PLANNER - Plans Administration Branch, Ministry of Municipal Affairs, Toronto
1983 —1986 COMMUNITY PLANNER - Plans Administration Branch, Ministry of Municipal Affairs, Toronto
46
Appendix B
Karen R. Wianecki, M.PI., MCIP, RPP
Director of Practice, Planning Solutions Inc.
CV & Biographical Sketch
47
��,
Karen R. Wianecki, M.PI., MCIP, RPP Director of
Practice, Planning Solutions Inc.
Biographical Sketch
Karen Wianecki is a professional planner, mediator and facilitator who specializes in
community and stakeholder engagement. Karen holds an undergraduate specialist degree
in Geography from the University of Toronto and a master's in Urban & Regional Planning
from Queen's University. She studied environmental mediation through the Harvard
Mediation Project and received Advanced ADR accreditation through the Faculty of Law,
University of Windsor. Karen is one of three Canadian mediators on the U.S. Institute for
Environmental Conflict Resolution Roster as well as the Native Sub- Roster based in Tucson,
Arizona and is a Settlement Conference Facilitator for the Ontario Energy Board. In
addition, Karen is one of the founding members of the Canadian Centre for Conflict
Management (CCCM).
Karen spent sixteen years of her career with the Ontario Public Service, working for the
Ministries of Municipal Affairs, Housing and Natural Resources as a planner and policy
advisor, Cabinet Committee coordinator, Manager of Strategic Planning and Coordinator
of Ontario's first environmental dispute resolution program where she oversaw the work
of 21 mediators and 8 arbitrators, Province wide. Karen left the OPS in 2000 to establish
Planning Solutions Inc., a professional consulting practice devoted to community and
stakeholder engagement, facilitation, public policy development and environmental issues
management.
Through her consulting practice, Karen has had the pleasure of working closely with
numerous public and private sector clients here in Ontario as well as in Western Canada.
worked extensively with Aboriginal organizations and communities, Federal, Provincial and
Municipal governments, special interest and environmental non-government
organizations, industry, and business as well as with residents on a range of contentious
issues. Karen subscribes to the notion that process is as important as product. Engaging
governments at all levels, industry and communities builds trust and creates social capital.
Co- creative engagement, properly designed and facilitated, leads to innovation and
learning which in turn can produce results that are truly remarkable.
:
Planning Solutions Inc. Company Profile
�� � Company History:
, \ Established in 2000, Planning Solutions is a Canadian consulting firm owned
and operated by Karen Wianecki, M.PI., MCIP, RPP. Planning Solutions offers
a number of services, including:
Planning
Sol utions=
Clients & Partners:
Conservation Aufhorities:
• Stakeholder & Community Engagement
• Public Consultation
• Environmental Settlement-Based Mediation
• Resource Management & Land Use Planning
• Program Evaluation
• Fact Finding & Report Writing
• Strategic Planning
• Ausable Bayfield Conservation Authority
• Conservation Ontario
• Conservation Halton
• Central Lake Ontario Conservation Authority
• Credit Valley Conservation Agency
• Credit Valley Conservation Foundation
• Ganaraska Region Conservation Authority
• Grand River Conservation Authority
• Kawartha Region Conservation Authority
• Lake Simcoe Region Conservation Authority
• Long Point Region Conservation Authority
• Nottawasaga Valley Conservation Authority
• Otonabee Region Conservation Authority
• Severn Sound Environmental Association (SSEA)
• Toronto and Region Conservation Authority
Government: Federal & Provincial
• Environment Canada
• Fisheries and Oceans Canada
• Hydro One
• Infrastructure Ontario
• Mining and Lands Commissioner of Ontario
• Ministry of the Attorney General, Dispute Resolution Office
• Ministry of the Environment, Deputy Minister's Office
• Ministry of Labour, Employment Standards Branch
• Ministry of Municipal Affairs and Housing
• Ministry of Natural Resources, Aboriginal Affairs Unit
• Ministry of Natural Resources, Aggregate & Petroleum Resources Unit
• Ministry of Natural Resources, Assistant Deputy Minister's Office
• Ministry of Natural Resources, Ecological Land Acquisition Program
• Ministry of Natural Resources, Renewable Energy Section
• Ministry of Natural Resources, Water Management Section
• Ministry of Natural Resources, Forest Management Branch
• Ministry of Natural Resources, Lands, Natural Heritage & Protected Spaces Branch
• Ministry of Natural Resources, Species At Risk Branch
• Ministry of Energy, Conservation & Strategic Policy Branch
• Ministry of Environment, Deputy Minister's Office
• Ministry of Environment, Environmental Assessment & Approvals Branch
• Ministry of Northern Development and Mines
• Ontario Energy Board
49
• Ontario Parks & Ontario Parks Board of Directors
• Parks Canada
• Saskatchewan Environment, Deputy Minister's Office
• Saskatchewan Environment Forest Service
• Saskatchewan Industry & Resources
• Saskatchewan Watershed Authority
Government: Aboriginal
• Chiefs of Ontario
• Constance Lake First Nation
• Grand Council Treaty #3
• Lac La Ronge Indian Band
• Metis Nation of Ontario
• Nishnawbe-Aski Nation (NAN)
• Northeast Superior Regional Chiefs Forum
• Union of Ontario Indians
• Wabun Tribal Council
Government: Regional & Local
• City of Burlington
• City of Hamilton
• City of Kawartha Lakes
• City of Markham
• City of Vaughan
• Long Range Planners of Ontario (LORAPON)
• Regional Municipality of Durham
• Regional Municipality of York
• Regional Planning Commissioners of Ontario (RPCO)
• Town of Ajax
• Town of Midland
• Town of the Blue Mountains
• Township of Brock
• Township of East Garafraxa
• Township of Essa
• Township of Georgian Bay
• Township of Tiny
• Township of Uxbridge
Private Industry:
• Aqua Solutions 5 Inc.
• Baird Engineering
• Canadian Dam Association
• Canadian Electrical Association (CEATI Inc.)
• Cole Engineering Group Ltd.
• EDA Collaborative Inc.
• Lura Consulting
• MHBC Planning
• MOBEC Engineering
• Ontario Mining Association
• Ontario Waterpower Association
• Parsons Brinckerhoff Halsall
• Water's Edge Environmental Solutions Team Ltd.
Formore information about the services offered by Planning Solutions Inc., and for client testimonials, p/ease visit our website: www. e-
plannin psolutions. ca
�
Appendix C
Meeting Handbook
51
Appendix C
NVCA Strate ic Plannin Workbook
g g
Date & Location to be Confirmed
Planning Solutions Inc.
Karen R. Wianecki, M.PI., MCIP, RPP - Director of Practice, Planning Solutions Inc.
THE NVCA WORKING SESSION - WORKBOOK
This Workbook has been organized to assistyou to complete a strategic analysis of the Nottawasaga Valley Conservation
Authority. It is premised on the following framework and is adapted from Peter Richardson's 2001 work at Queen's University.
•Set the Context
•Collect Information &
Knowledge
•Consolidate & Refine
the Data
•DoThings Right
•Do The Right Things
� �
There are essentially six steps that we will use to develop a Strategic Work Plan for the NVCA:
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
��
•Define ...
•What
•Who
•How
•When
53
STEP 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 and the
future of government generally. These drivers are: political, economic, environmental, socio-cultural, geo-political and
technological.
From your perspective, what are the major trends that will influence the NVCA in the future?
Political trends?
Economic trends?
Socio-cultural trends?
Technological trends?
Geo-political trends?
What factors do you believe will allow NVCA to create value?
Are these likely to change over the next three years? If so how?
54
Are there opportunities for the NVCA to capitalize on any of the following areas of competitive advantage? If so, how?
Innovation?
Speed/Timing?
Partnerships & Alliances
With Others?
Information/Technology?
Learning Capabilities?
What Does This Mean For the Way the Nottawasaga Valley Conservation Authority Will Do Business In the Future?
55
STEP 2: SIZING UP THE ORGANIZATION
1. What is the purpose of the NVCA?
2. What are the core skills that create our core competencies?
3. How does NVCA create value?
4. Do we market our services? Do we need to market our services? Are the methods we are using appropriate given the
future trends?
5. What are our values?
• Toward our partners?
• Toward our clients?
• Toward one another?
56
STEP 3: PUTTING THE PIECES TOGETHER
What are the three major opportunities facing the NVCA?
What are the three major threats that we face collectively?
What are our three major strengths?
4. What are our three major weaknesses?
57
Make It Or Break It?
What are your five most important `make or break' challenges and opportunities?
Lots of things are important but only those things that are Make-It or Break-it...that can lead to true success or absolute disaster
are strategy.
Strengths
Weaknesses
,
What are our five major make-or break challenges?
Challenge #1
Challenge #2
Challenge #3
Challenge #4
Challenge #5
�
STEP 4: DEFINING THE DIRECTION...TOGETHER
Time Frame = 3 Years
Our Purpose. What will we do as an Organization over the next 3 years to move toward achieving our vision?
Our Unique Identity. What makes us unique and differentiates us from others?
3. Our Values & Our Beliefs. What are the values and beliefs that we will use to build our future organization?
4. How Others Can Benefit...What is in it for our partners, our clients, our stakeholders?
59
What are our Corporate Objectives?
Objectives must be SMART...specific, measurable, achievable, realistic and timebound.
What are the top five objectives that the NVCA should be focusing on?
Ob
1.
2.
3
4.
5.
Key Organizational Objectives
Details
What are the measures that we should be focusing on that will allow us to determine whether we have been successful in
achieving our objectives?
Measures
The Balanced Scorecard
Details
STEP 5: TAKING ACTION & ACTION PLANNING
In this section of the Workbook, you will think about your strategic objectives and the development of action plans.
Strategic Objective = a Make or Break issue that creates long term competitive advantage for the NVCA.
Strategic Thrust = Key initiatives, typically requiring 12 months or more to achieve
Action Plan - Short term tactical deliverables required to putstrategic thrusts into effect - usually with a 90-120 day window
61
Objective #1:
Strategic Thrust #1:
Action Plan:
What (specific objective & deliverables)
How?
Who?
Who Else?
By When?
Budget?
6z
Objective #2:
Strategic Thrust #2:
Action Plan:
What (specific objective & deliverables)
How?
Who?
Who Else?
By When?
Budget?
63
Objective #3:
Strategic Thrust #3:
Action Plan:
What (specific objective & deliverables)
How?
Who?
Who Else?
By When?
Budget?
64
Objective #4:
Strategic Thrust #4:
Action Plan:
What (specific objective & deliverables)
How?
Who?
Who Else?
By When?
Budget?
65
Objective #5:
Strategic Thrust #5:
Action Plan:
What (specific objective & deliverables)
How?
Who?
Who Else?
By When?
Budget?
GROUND TRUTH OUR STRATEGIC WORK PLAN PRIORITIES...
"10 Point Strategy Assessment"
1. Will our strategic priorities deliver on our vision?
2. Are our objectives 'make or break'?
3. Does our work plan create unique positioning for us?
4. Does our work plan and do our strategic priorities reflect an innovative approach?
5. Does this work plan fully leverage our resources?
6. Is our work plan grounded in solid action?
7. Is our work plan compatible with our corporate culture?
8. Is our work plan understood and supported by our partners and our stakeholders?
9. Is our work plan capable to taking us where we want to go?
10. Are we collectively committed to this work plan?
3
GROUND TRUTH OUR STRATEGIC WORK PLAN PRIORITIES...
"10 Point Process Assessment"
1. Is the process understood by all?
2. Is this work planning process clearly distinct from our operational planning?
3. Does the process include an assessment of our macro environment?
4. Is there an appropriate level and blend of formal and informal activity?
5. Is there an opportunity for us to regularly assess where we are in achieving our corporate strategic work planning
priorities?
6. Is the process promoting efficiencies and effectiveness or inhibiting efficiency and effectiveness?
7. Does the process focus on make or break issues and areas of opportunity?
8. Will our time spent result in dividends to all of us?
9. Is this a relevant, useful and living work plan that has meaning for all of us?
.:
GROUND TRUTH OUR STRATEGIC WORK PLAN PRIORITIES...
"10 Point Implementation Assessment"
1. Is there a sense of shared purpose and collective priority?
2. Are there a limited number of key strategic priorities (e.g. five)
3. Is there a commitment to advance this work plan at all levels - in other words, do we have champions at the staff,
President, Board and Member level?
4. Are sufficient resources allocated to allow us to achieve these objectives?
5. Are champions identified for each strategic priority?
6. Have we identified others who will offer support and assistance?
7. Have we thought about potential barriers to implementation?
8. Is there follow up and accountability?
9. How will we recognize success?
10. How will we report on and share our success?
.•
IMMEDIATE FOLLOW UP (WITHIN ONE MONTH)
Issue the Strategic Agenda & Action Plan.
Communicate the strategies to all NVCA members, partners and clients.
Implement immediate actions.
Agree to revisit the work plan in six months.
70