CHAIR AND MEMBERS FROM: RECOMMENDATION · Council’s Strategic Plan sets a vision and focus for...

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I II I

FROM:

CHAIR AND MEMBERSTO: STRATEGIC PRIORITIES AND POLICY COMMITTEE

MEETING ON FEBRUARY 23, 2015

ISUBJECT:

RECOMMENDATION

ART ZUIDEMACITY MANAGER

COUNCIL’S 2015-201 9 STRATEGIC PLAN

That, on the recommendation of the City Manager, this report summarizing the work accomplished todate on Municipal Council’s draft Strategic Plan for 2015-2019 BE RECEIVED for information.

• Strategic Priorities and Policy Committee (SPPC): December 2 and 18, 2014; January 12, 26, andFebruary 6, 2015

I BACKGROUND ICouncil’s Strategic Plan sets a vision and focus for the next four years and beyond. The Strategic Planalso provides direction for Council’s first multi-year budget for 2016-2019. Council members beganworking together on the Strategic Plan on December 3, 2014.

On February 23, 2015, Council will undertake a review of the entire draft plan. To assist with that review,this report provides the following:

• An overview of the entire draft plan — vision, mission, values, strategic areas of focus, strategies(please note the strategies are revised based on the feedback received at the February 6 SPPCmeeting)

• Summary of the development of the draft vision statement (Appendix A)• Summary of the overarching changes to be considered for all strategies (Appendix B)• Summary of the revised strategies (Appendix C). Based on Council’s input on February 6, 2015,

Administration took the following steps to revise the proposed strategies:• Incorporated overarching themes:

o Innovationo Collaborationo Partnerships;

• Incorporated suggestions and edits from the February 6, 2015 SPPC meeting;

• Collapsed and merged strategies and eliminated duplication; and,

• Re-wrote the strategies using plain language by asking two questions: ‘what are wedoing’ and ‘how are we doing it’. The what question outlines the specific strategy to beundertaken and the how question outlines the specific plans, business cases, documents,and/or activities that support how we will achieve the strategy. The how question alsosupports the assignment of accountability tor each strategy.

PREVIOUS REPORTS PERTINENT TO THIS MATTER


I II IDraft Strategic Plan for the City of London 2015-2019

Vision: Inspired. Innovative. Diverse. Connected.

Mission: At Your Service: An inspired and respected public service partner.

Values: Individual Responsibility, Collective Accountability

Strategic Areas of Focus:

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Leading inPublic Service :

Growing ourEconomy

Vibrant, connected and engaged neighbourhoodsDiverse, inclusive and welcoming communityCaring and compassionate servicesAmazing arts, culture and recreation experiencesHealthy, safe and accessible city

Robust infrastructureConvenient and connected mobility choicesStrong and healthy environmentBeautiful places and spacesResponsible growthEmbraced heritage

Urban regenerationLocal, regional and global innovationStrategic, collaborative partnershipsDiverse employment opportunities

Open, accountable and responsive governmentInnovative and supportive organizational practicesProactive financial managementCollaborative, engaged leadershipExcellent service delivery

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I II I

Strengthening our Community

1. Vibrant, connected and engaged neighbourhoods

Revised Strategy

What are we doing? How are we doing it?

A Support neighbourhood driven activities and decision • London Strengthening Neighbourhoods Strategymaking. 201 5-2020

. Great Near Campus Neighbourhood Strategy

B Fund and partner with the London Public Library to • London Public Library 2014-2017 Strategic Plansupport people and neighbourhoods.

C Work with our partners in Education to help keep • The London Plan — draftneighbourhood schools open and use former school • Neighbourhood School Strategy — newsites effectively.

2. Diverse, inclusive and welcoming community

Revised Strategy

What are we doing? How are we doing it?A Support immigrants and newcomers to be successful as • London & Middlesex Local Immigration Partnership

they settle in our community. Strategic Plan• Conference Board of Canada (resource for

measurement)B Support all Londoners to feel engaged and involved in • Community Diversity and Inclusion Strategy — new

our community. • Compassionate Communities

3. Caring and compassionate services

Revised Strategy

What are we doing? How are we doing it?A Eliminate barriers for individuals facing poverty, mental • London Homeless Prevention and Housing Plan

health and addictions and help them find pathways to be 2010-2024successful. • London Homeless Prevention System

Implementation Plan• Ontario Works Service Plan• Child and Youth Agenda• Age Friendly London• Mental Health and Addictions Strategy - new

B Work with community agencies to help tenants keep their • London Middlesex Housing Corporation Strategyexisting affordable housing and avoid homelessness. • London Homeless Prevention and Housing Plan

2010-2024• London Homeless Prevention System

Implementation Plan• The London Plan — draft

C Reduce and prevent homelessness. • London Homeless Prevention SystemImplementation Plan

• London Homeless Prevention and Housing Plan2010-2024

D Provide social services including Ontario Works in the • Ontario Works Service Plancommunity.

E Provide compassionate care for animals. • Open Shelter / Pro-adoption Strategy• Humane Wildlife Conflict Policy• Proactive licensing enforcement blitzes


I II I4. Amazing arts, culture and recreation experiences

Revised Strategy


A Fund and partner with the community to celebrate • Canada’s Sesquicentennial Anniversary ofCanada’s 150th anniversary in 2017. Confederation

B Explore the potential for a multi-use performance • Cultural Prosperity Planvenue(s) in London.

C Invest in new parks and recreation facilities and pursue • Parks and Recreation Strategic Master Plan 2009-innovative models for programs and service delivery. 2015

. The London Plan - draft

D Fund and partner with Museum London, the London Arts • Cultural Prosperity PlanCouncil, the London Heritage Council, Eldon House, the • Museum London Strategic PlanLondon Public Library, and others to strengthen culture in • London Public Library 2014-2017 Strategic PlanLondon.

5. Healthy, safe and accessible city

Revised Strategy


A Fund and partner with the Middlesex London Health Unit • Middlesex London Health Unit Strategic Planto promote and protect the health of our community.

B Support all Londoners to age well and have opportunities • Age Friendly London Action Plan 2013 - 2016to reach their full potential.

C Support the health and well-being of all children, youth, • Child and Youth Agenda 2012 - 2015and families in London.

D Protect, promote, and fund the safety of Londoners • London Police Services 2016-2018 Business Planthrough the work of the London Police Services.

E Promote and support a safe community through the work • London Fire Department Business Planof the London Fire Department by:

• increased public education and prevention• redeployment of resources• introduction of new technology

F Strengthen Emergency Management through: • City of London Emergency Response Plan• Public awareness activities and a public notification • Emergency Social Services Plan

system

• Expanded Emergency Operations Centrecapabilities

• Emergency management practices included as partof city planning

G Improve London’s neighbourhoods through pro-active • By-law Reviewenforcement of updated by-laws. • Multi-agency enforcement partnerships

• Targeted pro-active enforcement blitzesH Invest in programs and infrastructure to make London • City of London Accessibility Plan 2013-2017

more accessible.

Continue to make pedestrian and cycling routes safer. • School Crossing Guard Program• Active and Safe Routes to School

J Help Londoners understand how we provide safe • Thames River Clear Water Revival Projectdrinking water and protect the Thames River. • Source Water Protection Plan

• Drinking Water Annual Report• Drinking Water Quality Management System• The London Plan — draft• Partnership with Conservation Authorities

1. Robust infrastructure


I II IBuilding a Sustainable City

Revised Strategy


A Address and manage the infrastructure gap to maintain • State of the Infrastructure Reportwhat we have now and reduce the tax burden on futuregenerations. This includes everything from roads to parksto buildings.

B Manage and improve water, wastewater, and storm water • Water and Wastewater Business Plansinfrastructure and services.

C Manage and upgrade transportation infrastructure such • Parking Master Planas heritage bridges, railway grade separations, cycling • Parking Lot Upgrade Strategyfacilities, and parking lots. • Heritage Bridge Preservation Strategy

. Transportation Master Plan

. Bicycle Master Plan

D Increase efforts on more resource recovery, long-term • Long-Term Waste Management Plandisposal capacity, and reducing community impacts ofwaste management.

E Fund innovative ways to adapt to Climate Change. • Climate Change Adaptation Strategy• The London Plan — draft• Partnership with the Upper Thames River

Conservation Authority

2. Convenient and connected mobility choices

Revised Strategy

What are we doing? How are we doing it?A Implement and enhance safe transportation mobility • Transportation Master Plan

choices for cyclists, pedestrians, transit users and drivers • Rapid Transit Implementation Strategythrough the provision of complete streets, connected • London Transit Commission Strategic Business Planpathways, and enhanced transit services. • Bicycle Master Plan

• Thames Valley Corridor Plan• The London Plan - draft

B Improve travel to other cities through better transportation • High Speed Rail - newconnectivity. • London’s Downtown Plan

• The London Plan — draftC Improve travel by managing congestion and increasing • Traffic Signal Optimization

roadway safety. • Road Safety Strategy

D Explore a better subsidy model for transit riders so that • Subsidized Transit Business Planmore Londoners can benefit.

3. Strong and healthy environment


I II I

Revised Strategy


A Implement innovative ways to conserve energy. • Community Energy Action Plan. Corporate Energy Conservation Management Plan. Street Light Energy Plan

. Review other Municipalities and Provincial programsB Reduce fuel use through innovation and research. • Green Fleet Strategy

C Plant more trees and better protect them from invasive • Urban Forest Strategyspecies and other threats. • The London Plan — draft

D Expand support for resident and community driven • Road map 2.0 Road to Increased Resource Recoveryinitiatives that encourage waste reduction and other and Zero Wasteenvironmentally friendly behaviours. • London Environmental Network

• Green Development StrategyE Work together to protect our environment, rivers, and • The London Plan — draft

streams as our city grows. • Thames Valley Corridor Plan

• Source Protection Plan

• Thames River Clear Water Revival Initiative• Pollution Prevention and Control Plan• Environmentally Significant Areas

• Conservation Master Plans• Significant woodlands protection• Partnership with the Upper Thames River

Conservation AuthorityF Use new ways to help residents protect their basements • Basement Flooding Protection Plan

from flooding.

4. Beautiful places and spaces

Revised Strategy

What are we doing? How are we doing it?A Invest in public spaces to be gathering places for more • The London Plan — draft

compact neighbourhoods. • London’s Downtown Plan• Civic Spaces Program

B Support more public art and continue maintaining what • Public Art Strategywe own. • The London Plan — draft

C Create a more attractive city through urban design. • The London Plan — draft• City Wide Urban Design Manual• Urban Design Peer Review Panel• Urban Design Program

D Invest in parks and recreation facilities and amenities. • Parks and Recreation Strategic Master Plan 2009-2015

• The London Plan — draftE Invest in making London’s riverfront beautiful and • Thames Valley Corridor Plan

accessible for all Londoners. • London Community Foundation “Back to the RiverProject”

• The London Plan — draft

5. Responsible growth


I II I

Revised Strategy


A Finalize The London Plan. • The London Plan — draft

B Build new transportation, water, wastewater, and storm • Growth Management Implementation Strategywater infrastructure as London grows. • The London Plan — draft

C Buy property for flood protection purposes. • Floodplain Acquisition Strategy. The London Plan — draft

6. Embraced heritage

Revised Strategy


A Protect and promote London’s Thames Heritage River • Thames Valley Corridor Planstatus. • The London Plan — draft

B Protect and celebrate London’s heritage for current and • Heritage Conservation District Plans - prepare andfuture generations. implement

• Municipally Owned Heritage Properties 10 YearCapital Plan

• Cultural Heritage Landscape Plans — prepare andimplement

• The London Plan — draft

Growing our Economy

1. Diverse and resilient economy

Revised Strategy

What are we doing? How are we doing it?A Work with partners to develop a community economic • Community Economic Roadmap — new

strategy.

B Buy and develop industrial land to bring more jobs to • Industrial Land Development StrategyLondon. • Various Community Improvement Plans

• The London Plan — draftC Strengthen the music industry in London. • London Music Strategy

D Partner with the London Community Foundation on the • London Community Foundation’s “Back to the River“Back to the Rivet Project”. Project”

• London’s Downtown Plan• Thames Valley Corridor Plan

E Support small businesses by improving City processes. • Streamlined Approval Processes• Service London Business

F Fund and partner with the London Economic • Community Economic Roadmap — newDevelopment Corporation, Tourism London, LondonConvention Centre, and other community and regionalpartners to increase economic activity in London.

G Promote culture as a key part of economic growth and • Cultural Prosperity Planquality of life. • The London Plan - draft

2. Urban regeneration


I II I

Revised Strategy


A Invest in London’s downtown as the heart of our city. • London’s Downtown Plan

. Dundas Flexible Street

. Dundas Place Scoping Study

. Forks of the Thames Re-development

• London Community Foundation’s ‘Back to the RiverProject”

. Alleyway Program

• Various infrastructure upgrades

. Downtown management organization — new

B Create new partnerships to build, and support the • Housing Development Corporation Strategybuilding of, new affordable housing. • Regenerating Public Housing Plan

C Use community improvement plans to coordinate City • Various Community Improvement Plansand private investment to meet both local and city-wide • The London Plan — draftpriorities.

D Invest more in heritage restoration, brownfield • Various Community Improvement Plansremediation, urban regeneration, and community • The London Plan — draftimprovement projects.

3. Local, regional and global innovation

Revised Strategy


A Use new and emerging technology to improve quality of • Smart Cities Strategylife and grow London’s economy. • Fibre Optic — Last Mile Program

. Municipal best practices

B Lead the development of new ways to resource • Partnerships with Budweiser Gardens, Covent Gardenrecovery, energy recovery, and utility and resource Market, and London Hydrooptimization with our local and regional partners to keep • Community Energy Action Planour operating costs low and assist businesses with • London Waste to Resources Innovation Centrecommercialization to help grow London’s economy. • International Water Excellence Centre

4. Strategic, collaborative partnerships

Revised Strategy

What are we doing? How are we doing it?A Support the Western Fair District as an entertainment, • Western Fair District Strategic Plan 2011-2018

sport, and agricultural economic driver for London. • Western Fair I City 4pad Joint Venture and Queen’sPark Master Plan

B Work better together for economic growth: health and • Community Economic Roadmap - newmedical sectors, education and research sectors, • Various Community Improvement PlansLondon Economic Development Corporation, London • London Medical Innovation and CommercializationHydro, London International Airport, Tourism London, NetworkLondon Convention Centre, Covent Garden Market,London Chamber of Commerce, BusinessImprovement Areas, and other key stakeholders.

C Work with our municipal neighbours to create stronger • London Economic Development Corporation’s Industryindustry clusters and raise our international profile and Focus Areas:attractiveness. o Food Processing o Life Sciences

o Manufacturing o Digital Creative

5. Diverse employment opportunities


I II I

Revised Strategy


A Improve workforce recruitment, development, and • London Economic Development Corporation

retention by working with local and regional partners. Workforce Development

B Improve delivery and coordination of employment • Ontario Works Service Plan

services through partnerships with communityorganizations, funders, and employers.

C Remove barriers to employment through the • City of London Internship Program

expansion of the City of London Internship Program.

D Attract and retain newcomers, including international • Immigration Strategy - new

students, foreign trained professionals, generationalimmigrants, etc to strengthen London’s workiorce.

Leading in Public Service

1. Open, accountable and responsive government

Revised Strategy


A Improve community engagement. Make the public a • Community Engagement Policy — social media,

partner who has access to our information and helps online surveys, open data, videos, e-newsletters,

make decisions with Council. working with local media

• Communications Protocol

B Implement Plain Language writing in all City • Plain Language Policy - new

documents, reports, agendas, websites, signs, andnotifications.

C Improve the City of London website so people can find • Mobile Friendly Website

what they want, when they want it, and how they want • Multiple Language Availabilityit. • Citizen Dashboard

D Update the City’s granting process to non-profit • Strategic Funding Framework — revisedorganizations.

2. Innovative and supportive organizational practices

Revised Strategy


A Operate as a values based organization. • Corporate Values and Behaviours — all actions arebased on respect, integrity, trust, pride and standingtogether

B Use innovative and best practices in all organizational • Recruitment, retention, and succession planningand management activities. • Learning and development

• Performance development and recognition

• Project management

• Health and safety

• Employee engagement and communication• Workplace Diversity and Inclusion• Employee wellness

• Employee innovation programs

• Employee transportation

C Enhance corporate and community safety by • Corporate Security Strategic Plan — revisedpreparing for and responding to security risks and • Emergency Management Strategic Planemergency events. • City of London Corporate Emergency Response and

Business Continuity Program

3. Proactive financial management


t]I I

Revised Strategy


A Make sure that finances are well-planned to keep Strategic Financial Plan:

costs as low as possible and look to limit the burden • Strategic Plan for the City of London 2015-2019on current and future rate payers. • multi-year budget development and approval

• alignment of resources with strategy

• review of competitive tax rates• measure the results• proactive system audits (reduce water and sewer

billing losses)

Explore new revenue streams:

• review of competitive tax rates

• non tax sources• other levels of government• social financing

Undertake operating and financing reviews to examineother means of financing for:

• transportation• solid waste

B Make sure that financial issues are not created and Strategic Financial Plan:pushed to the future, creating problems for future • review Council approved financial policiesgenerations. • require business cases before adding new services

or projects and before dropping services• ongoing service reviews• long-term investment strategy• debt management strategy• continue to implement pay as you go approach to

funding Life Cycle Renewal capital projects• reserve fund strategy• focus on financial sustainability, operational

flexibility, effectiveness and efficiencies in contractnegotiations and renewals

C Create, explore, and implement new technologies or • Enhance technical capabilities for infrastructuretechnology improvements to assist in the services (water, wastewater and transportation)management of: • Computerized Maintenance Management System

• corporate assets Implementation Strategy• financial and reporting systems• billing systems


I II I4. Collaborative, engaged leadership

— Revised Strategy


A Continue to build strong working relationships • Strategic Plan for the City of London 201 5-2019between City Council, Civic Administration, the City’s • Performance Plansagencies, boards and commissions, and communitypartners.

B Maximize openness and transparency in Council • Public Notice Policydecision making. • Accountability and Transparency Policy

. Council Procedure By-law

. Civic Administration By-law

. Audit Processes

. Citizen Engagement

C Review Council’s governance structure. • Governance Working Group. Governance Review Policy - new

D Engage an Integrity Commissioner to ensure • Request for Proposalscontinued compliance with Council’s Code ofConduct.

5. Excellent service delivery

Revised Strategy


A Continue to effectively and efficiently deliver nearly • Targeted Service Review100 services that Londoners rely on every day. • Targeted Lean Projects

. Targeted Value for Money Audits

. Targeted Zero Based Budgeting

B Deliver great customer experiences to residents, • Service London Implementation Planbusinesses, and visitors: • At Your Service: A respected and inspired public

. innovative service delivery models service partner.

. improved access through web, phone, and in • IT Strategic Plan

person • Business Plans

• innovative technology • Smart Cities Strategy• Computerized Maintenance Management System

C Make strategic decisions about our long-term space • Master Accommodation Plan — newneeds and service delivery locations.

D Keep looking for new opportunities to share services • Strategic Plan for the City of London 2015-2019and supports between the City of London and its • Business Plansagencies, boards, and commissions.

Next Steps

February 26, 2015

At this meeting, SPPC will undertake a final review of the draft plan including the design and layout.

Match 10, 2015

At this meeting, the intent is that Council will make final decisions regarding their 2015 —2019 StrategicPlan.

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I II I

I CONCLUSION IThe Strategic Plan gives direction for Council’s multi-year budget, which will require critical decisionsabout resources and timing. The Strategic Plan and multi-year budget then drive the business plans ofindividual services and of the City’s agencies, boards and commissions.

PREPARED AND SUBMITTED BY: PREPARED AND SUBMITTED BY:

CH EKATE GRAHAM

MANAGER, COMMUNITY DEVELOPMENT &MANAGER, CORPORATE INITIATIVES

FUNDING

RECOMMENDED BY: RECO

J/:DEDBY:

LYNNE LMNGSTUF’EART ZUIDEMA

MANAGING DIRECTOR, NEIGHBOURHOOD,CITY MANAGER

CHILDREN & FIRE SERVICES

cc. Senior Leadership TeamStrategic Thinkers Table


I II IAppendix A

Process to Develop the Vision Statement (December 18, 2014 SPPC meeting)

At the request of the Strategic Priorities and Policy Committee (SPPC), staff proposed 7 draft

statements based on public input and what Councillors heard at the door

1. Strongly rooted, diversely connected, dynamically growing.

2. A vibrant, innovative, connected city: locally and globally

3. London: prosperous, innovative, connected, and exceptional.

4. London: connected, thriving, leading.

5. London: confident, caring, connected.

6. London: where you want to be.

7. London — driven by talent, committed to innovation.

• In small groups, SPPC reviewed each statement, public feedback and their own feedback andprovided input on the above proposed statements:

o How do we incorporate connected — graphically?

o (We are) strongly rooted, diversely connected, dynamically growing.

o (We are) driven by talent (community), committed to innovation, (rooted incommunity).

o London, a community driven by innovation.

o Connected. Innovative. Dynamic.

o Inspired/Driven. Innovative. Diverse. Connected.

o Thriving. Leading. Connected.

• As an entire group, SPPC worked on two possible statements — see below (a and b). Afterdiscussion, SPPC agreed upon one draft statement (b) with a recommendation to re-visit theproposed vision statement later during the strategic planning process:

a) Inspired by community. Powered by talent. Committed to innovation.

b) Inspired. Innovative. Diverse. Connected.


I II IAppendix B

SPPC February 6, 2015 Input re Overarching Changes to Strategies

• Willingness for innovation

• Best practices

• Partnerships

• Collaboration (partners, residents, citizens, each other)

• Plain language

• Strategic areas of focus — and the sub areas — need this detail and clarity

• Move to action, get things done - accountability, get things done with focus

• Pick one or two big picture directions — move, do, focus direction

• Use the 4 vision words as a filter when looking at strategies

• Role of region

• Quality of life as a lens

• London Plan

• Staff to look for duplication and opportunities to collaborate/merge strategies

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CHAIR AND MEMBERS FROM: RECOMMENDATION · Council’s Strategic Plan sets a vision and focus for...

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