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