October 9, 1998

STRIKING COMMITTEE:

City Council, at its meeting held on October 1 and 2, 1998, in adopting, as amended, Clause No.2 contained in Report No.18 of The Strategic Policies and Priorities Committee, headed "Developing Council's Strategic Plan", directed that the Striking Committee be advised of Councillor Johnston's interest in being appointed to the Council Reference Group.

for City Clerk

J. A. Abrams/csb

Encl.

c:Chief Administrative Officer

City Clerk

CITY CLERK

Clause embodied in Report No. 18 of the Strategic Policies and Priorities Committee, as adopted by the Council of the City of Toronto at its meeting held on October 1 and 2, 1998.

2

Developing Council's Strategic Plan

(City Council on October 1 and 2, 1998, amended this Clause by adding thereto the following:

"It is further recommended that the Striking Committee be advised of Councillor Johnston's interest in being appointed to the Council Reference Group.")

The Strategic Policies and Priorities Committee recommends the adoption of the report (September 18, 1998) from the Chief Administrative Officer:

The Strategic Policies and Priorities Committee reports having requested the City Clerk to canvass members of Council for their interest in being appointed to the Council Reference Group, and present a list of such members to the Striking Committee for consideration.

The Strategic Policies and Priorities Committee submits the following report (September18,1998) from the Chief Administrative Officer:

Purpose:

A Strategic Plan is Council's collective vision for the new City. It describes Council's leadership role in the community and global priorities for the corporation. Strategic planning is a natural next-step in moving the City out of transition and into a period of city-building. This report seeks approval for the process to develop Council's Strategic Plan for the City of Toronto.

Financial Implications:

There are no financial implications arising from the recommendations in this report.

Recommendations:

It is recommended that City Council:

(1)adopt the strategic planning process outlined in this report;

(2)establish a Council Reference Group to assist in guiding the strategic planning process, reporting to the Strategic Policies and Priorities Committee as required; and

(3)authorize the appropriate City Officials to take the necessary action to give effect thereto.

Reference:

At its meeting of May 13 and 14, 1998, Council adopted the report on the corporate management framework which described a hierarchy of planning within the corporation (strategic plan, multi-year program plans, annual operating plans and budgets, and employee performance development and appraisal). This report included recommendations directing the CAO to report on terms of reference for a strategic planning process, including Council member involvement and coordination with other planning initiatives.

Why is Strategic Planning Important?

All successful enterprises have some form of strategic plan. Strategic planning allows Council to assess what the City is like now and explore what we want the City to be like in the future, how we get there, and how we measure progress in achieving our goals. The Strategic Plan helps Council make decisions on wide-ranging and complex issues. It establishes directions, which can be adjusted over time, that address key questions about the future state of the City, for example:

(a)What are Council's values? Do they reflect those of the community?

(b)How do we maintain these values during times of fiscal restraint?

(c)What makes this a healthy City? Are there areas where quality of life should be enhanced?

(d)What makes this City prosper?

(e)How do we ensure that people who need help receive it?

(f)How do we ensure that diversity is recognized and respected?

(g)How do we ensure meaningful citizen participation in government?

(h)How do we make tradeoffs among competing demands while supporting the City's goals?

In answering such questions it helps to define the role of the corporation, and the requirements of our other partners, in achieving the goals and strategic directions established for the City. A Strategic Plan tells staff what is important to Council. An overall Strategic Plan provides context and direction for the preparation of multi-year program plans and annual operating plans and budgets.

It is timely for Council to develop a Strategic Plan now. As we move through the stages of implementing amalgamation, Council must begin to establish priority directions to guide its decision making. This is a first attempt, not exhaustive and not the final word. Strategic planning is an iterative process, and the plan will be reviewed and renewed during subsequent terms of Council.

How Do We Proceed?

(1)Coordination with Other Planning Initiatives

Major sectoral planning initiatives are also underway which directly relate to Council's Strategic Plan. These include a new official plan, an environmental plan, a social development strategy, and an economic development strategy. The work of these sectoral planning initiatives will be coordinated with Council's Strategic Plan. (Refer to Appendix A for an illustration of key linkages.)

While different members of Council are involved in different initiatives, all Councillors will be involved in the Strategic Plan and will bring to the strategic planning work groups the perspectives of the sectoral initiatives. The expertise and resources built into the sectoral planning initiatives will also be available to the Strategic Plan exercise. For example, the ideas and advice from the sectoral plans will be presented directly to the relevant strategic planning work groups. Staff involved in the sectoral plan initiatives will be included in the staff team to support the development of Council's Strategic Plan.

A common environmental scan exercise is planned to meet the needs of the Strategic Plan as well as the official plan and some of the sectoral plans. Public consultations are being conducted through the task forces and sectoral plan initiatives, and the input they receive will directly inform the strategic planning process.

(2)Council Member Participation

The strategic plan reflects Council's collective vision for the City, and must be led by Council. All members of Council should participate in the strategic planning sessions ranging from plenary sessions for a visioning exercise to smaller workshops to develop strategic directions.

The strategic planning timetable is ambitious and will involve all Councillors directly. The scope of the exercise and number of participants require a mechanism for political guidance. The mandate of the Strategic Policies and Priorities Committee (SPPC) includes developing a mission statement and strategic plan for the City. Therefore, it is recommended that 3 or 4 members of Council be designated to serve as a Council Reference Group for the strategic planning process, and that the Council Reference Group report to SPPC as required.

The Council Reference Group will assist in guiding the overall exercise including the design and format for the various strategic planning sessions, assist in integrating goals and strategic directions, and review the preliminary drafts of the Strategic Plan. The Council Reference Group will meet informally to advise staff throughout the process.

(3)Other Inputs

At the staff level, the Chief Administrative Officer will lead a senior management Coordinating Committee for the Strategic Plan. The Coordinating Committee will coordinate the work program, liaise with the Council Reference Group, and provide direction to the Staff Working Group.

A small Staff Working Group will be led by the Corporate Policy and Healthy City Office, and will include representation from various departments to achieve cross-representation with the sectoral planning initiatives, particularly the social, environmental, economic and official plans. The Staff Working Group will conduct research and analysis, provide information and develop options, coordinate the strategic planning sessions, and prepare a consolidated draft plan.

Key senior managers from across the corporation will participate throughout the strategic planning process. Other employees in the various program areas can participate through related program specific exercises. Senior managers will be requested to conduct these exercises in advance of their own participation in the formal strategic planning process. External resources may be employed during the process, if required, to complement internal resources and expertise.

(4)Overview of the Process

The strategic planning process is intended to facilitate visioning and development of strategic directions. This process will explore policy questions affecting the City, identify key result areas where change or improvement is desirable, develop indicators to monitor progress, and ensure that the various planning initiatives for the City are integrated.

The strategic planning process will involve several steps, based on common models for strategic planning. A series of specific activities to implement this process will be designed by staff and discussed with the Council Reference Group, and may include facilitated workshops, presentations, speakers, study tours, circulation of the draft plan, and communication of Council's vision and directions for the City. The steps in the general process are summarized below (refer to Appendix B for a conceptual illustration of the process):

(a)situation analysis

(i)environmental scan and selective research and consultation

(ii)SWOT analysis (strengths, weaknesses, opportunities, threats)

(b)visioning

(i)vision statement

(ii)values

(c)key result areas

(i)defining goals (outcomes)

(ii)defining strategic directions (ways of getting there)

(d)analysis and refinement

(i)integrating goals and strategic directions

(ii)reviewing implementation issues (priorities, measurability, monitoring process)

(e)preparation of draft strategic plan

(f)circulation of draft plan

(g)Council adoption of final strategic plan

(h)communication of Council's Strategic Plan

Once the Strategic Plan is approved, the implementation and monitoring processes outlined in the plan will be designed. This will include implementation strategies, a process for monitoring and reporting on progress, and a process for periodic review and renewal of the plan.

(5)Outputs and Timeframes

The strategic planning timetable covers a 9 month period following Council approval to proceed. Phase one of the process (steps (a) and (b)) would be conducted before the end of 1998. The second phase (steps (c) and (d)) would be conducted during the first quarter of 1999. The target for compiling a draft plan (step (e)) is the end of May 1999.

The Strategic Plan will be presented for Council's approval in June of 1999 (step (g)), subject to the timetable for circulation (step (f)). Communication of Council's vision and strategic directions will occur after final approval of the Strategic Plan by Council. Completing this important process will launch Council's year 2000 financial and program planning activities.

Conclusion:

Council's Strategic Plan is the keystone for all city-building initiatives. The first Council of the new City of Toronto has a unique and historic opportunity to create a collective vision to guide the City as it enters the new millennium.

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The Strategic Policies and Priorities Committee also submits the following communication (September23,1998) from Councillor Jack Layton:

Recommendation 2 of the Report to Committee is for the establishment of a Council Reference Group to assist in guiding the Strategic Plan process, reporting to the Strategic Policies and Priorities Committee as required. I would like to volunteer for this group.

The Report highlights the importance of coordinating with other Planning initiatives, specifically the environmental plan being developed by the Environmental Task Force. As Chair of the Task Force, my membership on the Council Reference Group would help facilitate this coordination.

As well, as Chair of the Council Strategy Committee for People Without Homes and Co-Chair of the Advisory Committee on Homeless and Socially Isolated Persons. I can facilitate coordination with these initiatives and the City's Strategic Plan.

(Copies of Appendix A titled, "Strategic Planning at 2 Levels " and Appendix B, titled "The Strategic Planning Process", referred to in the report, were circulated to all Members of Council with the agenda of the Strategic Policies and Priorities Committee for its meeting of September 24, 1998, and a copies thereof are on file in the office of the City Clerk)