Agenda Item # Page # 1

RECOMMENDATION
I
That, on the recommendation of the Chief Administrative Officer, the following report on Council’s
Strategic Plan BE RECEIVED for information.

!I PREVIOUS REPORTS PERTINENT TO THIS MAlTER

-
Effectiveness, Economy, Efficiency Shifting into High Gear, Presentation to Committee of the
I
Whole, December 7,2010
Improving Organizational Performance, Presentation to Committee of the Whole, April 5, 2011.

II BACKGROUND U
The City of London’s Council Strategic Plan provides a foundation which brings direction and
focus to the Corporation. It defines Council and the community’s vision, mission and values.
The following report provides background information and a summary of the current state of
Council’s Strategic Plan, with focus on the key components of a strategic plan: vision statement,
Council values, mission statement and strategic priorities.

VISION STATEMENT
A vision statement should be a brief and inspiring Statement that collectively defines the
community’s hopes, dreams and aspirations for the current and future state of our community.
Vision statements should be timeless - providing guidance both now and in the future; they
should be inspirational- motivating, energizing and empowering all stakeholders; and they
should be clear, with simple, unambiguous terms that are easily understood and defined.

Adopted as a result of the Vision ‘96 process, Council’s current vision statement is:

We are a caring, responsive community committed to the health and well-being of all
Londoners. The actions we take will be socially, environmentally and fiscally responsible
so that our quality of life is enhanced and sustained for future generations. Our people,
heritage, diverse economy, strategic location, land and resources are our strengths.

MISSION STATEMENT
The mission statement further expands on the vision statement and describes what the
Corporation intends to ’do’ and ‘be’ in the future. It is a clear and concise statement that
describes the central purpose of the organization and is aligned and focused on Council’s
commitment to the community as described in the vision statement.

The current proposed mission for the Corporation is:

AT YOUR SERVICE
...a respected and inspired public service partner
In achieving this mission, the Corporation will provide valued services, will be responsive to
change and committed to solving problems and will have an insatiable curiosity and desire to
learn.

COUNCIL VALUES
Council’s values are a set of principles that guide how Council will achieve its vision and
mission. They provide a foundation for current and long-term business principles and guide
behaviour, procedures, business decisions and relationships.
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Articulated in the 2007-2010 Council Strategic Plan, Council's decision-making is guided by the
following four principles:

Citizen Enaaaement
Fostering an environment that invites and encourages citizen participation and engagement.

ODen and Accountable Government

Being accessible to citizens, listening to their needs and reporting regularly on progress.

ResDect and lntearity

Respecting the diversity of the community, treating people fairly and with dignity and integrity.

Fiscal ResDonsibility
Investing wisely to achieve the Community's Strategic Prioritieswhile maintaininga healthy
financial position.

STRATEGIC PRIORITIES
Strategic priorities are typically set at the beginning of each Council term. They are
representative of Council and Administration's shared agenda and articulate a series of long-
range goals for the organization and are, in turn, directly linked and reflective of the vision,
mission and values. Each priority is defined by a Community Aspiration and Council Leadership
Goal statements. These priorities provide focus, helping to determine where expertise,
resources and energies should be allocated to meet the needs and aspirations of the
community.

Each strategic priority is further defined by a series of strategic objectives or strategies. These
statements are specific and measurable and denote actions that will be undertaken during the
term of Council in pursuit of the vision and priorities.

Key success measures are linked to each strategic objective and represent the yardstick by
which performance is and will be measured. These measures track continuous improvement
and can help assess whether or not intended results are being achieved.

The current Council Strategic Plan includes 9 strategic priorities -each defined by a Community
Aspiration, Council Leadership Goal statement, strategic objectives and measures (see
Attachment A).

Creative, Diverse and Innovative City

Community Vitality
Economic Prosperity
Environmental Leadership
Financial Stability
InfrastructureRenewal and Expansion
Good Government (new)
Managed and Balanced Growth
Progressive Transportation

CONCLUSIONS
A Strategic Plan expresses the hopes, dreams and aspirations of Londoners and ensures that
the Corporation has a focused organizational strategy. It sets out specific priorities to work
towards during each Council term and measures to gauge success.

SUBMITTED BY: I RE-COMMENDED BY:

Specialist. Business Planning

I
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ATTACHMENT A

:restive, Diverse Number of new immigrants in I

k Innovative City London as a % of the population
Overall population diversity
4 city that values its Net migration per 1,000 persons
:ulture and 25-44 year old retention rate per
fiversty 1,000 persons
Graduates retained (Western.
3ur goal is to Fanshawe)
jtrengthen and -
Downtown residential arowth
Sustain London’s
listinct cultural
dentity, economy
distinct neighbourhoods lOccupancy Rates)
Downtown vacancy rates
Incentive Program funding (total
1
and diversity value) to encourage retention of

Proportion of building permits

designed and liveable issued for City-owned buildings
that have been designed by a
registeredarchitect
Total kms of trails per 1,000

Preserve, develop and sustain

London’s cultural economy Cultural sector jobs as a % of

2ornrnunity Vitality Support individuals and families in

need with access to social support
4 caring, engaged & and affordable housing
nclusive community

3ur goal is to assure families with incomes below the

he health, safety and
well-being of Strengthen all of London’s Parkland available per resident
ndividuals and families Teighbourhoods #of Ireaulated) childcare spaces
while promoting vibrant per i,060 children
and inclusive % of neiahbourhoods with a
ieighbourhoods Community or Neighbourhood

Total number of library uses per

capita
Increase the health and well-being % of children readv to learn in
3f all Londoners Grade 1
% of population participatingin
City of London recreaion
programs
- 1
Jrovide a safe city YOof Londoners who feel safe in
their neighbourhood
% of 911 calls answered in 3

Police response: average time

from call to arrival of officer on

Fire response: time from dispatch

to scene
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Environmental Encourage sustainable
Leadership ransportation choices
A healthy and
sustainable
environment
Our goal is to protect
our natural heritage
and environment
'romote and implement energy
:onsetvation, energy efficiency anc
.enewable energy opportunities
lesign and implement water
:onsetvation and water efficiency
neasures
ncrease the use of recycling and
mmposting
'rotect existing natural areas and
Natersheds, and encourage
iaturalization of urban landscapes
I City's wastewater treatment
lesign and promote sustainable
and green development
ipportunities
Encourage and/or implement
mmmunity partnerships
-ead by example in municipal
iperations
Economic Increase assessment growth
Prosperity through enhanced land strategy
A resilient, diversified
and inclusive Increase workforce through job
economy growth and retention of Western
and Fanshawe students
Our goal is to Enhance London's Transportation
accelerate and Gateway
sustain the growth of
a strong and vibrant
economy and to
foster private sector
investment in the city
4
Number of conventional transit
transportation modes
Enerav use Der Derson
(gigajoules)' '
Greenhouse gas emissions per
Derson (tonnes)
1
Water use per person (litres)
Average operating cost for water
distribution (per litre)
Household solid waste generated
per person (kilograms)
% of waste stream diverted from
landfill
Hectares of maintained and
natural parkland (per 100,000 I
population)
YOof London dedicated to
parkland
% BOD removed through the
plants
% of wastewater estimated to
have bypassed treatment
% of agricultural land preserved
% of infill v. greenfield residential
development
Housing mix (% low, medium
and high density)
Number of partnership outreach
campaigns implemented
Number of community or
business groups engaged in
partnership activities
Avera e building energy use (MJ
9
p e r m floor space)
Average building water use (litres
per employee)
Total corporate greenhouse gas
emissions (tonnes per employee) I
Non-residential assessment growth
Maximizing city assets
% non-residential buildina Dermits
I .
issued
Number of jobs added to CMA
Graduates retained
Total value of investments made
along 401 and Veteran's Memorial
Parkway corridors
% increase in air cargo activity
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% of facade imDrovement funds

by clustering commercial and
creative industries in the
downtown core # o f new residential units in

(advanced manufacturing, life Total value of investment to key

sciences, agri-food processing, sectors
renewable technologies,
information technology and digital
r media)

Financial Stability

Realizing a
prosperous financial
future

Our goal is to achieve

and sustain a healthy
financial position for
The Corporation of
the City of London
 Agenda Item # Page # 6

Good Government Improve and standardize customer

service methods service
A n open, transparent, % of customer service
and responsible transactions meeting service
municipal government standards
that engages the Establish better ways to engage Establishment of a Community
community in local citizens in local government Engagement Strategy to support
decision making a range of consultation models
Development of long range
Our goal is to be corporate plans that engage
accountable to the citizens and meet community
community; plan for, needs
and respond to Conduct effective municipal % of eligible electors voting
existing and future elections
needs of the Number of election inquiries and
community; and to be complaints
accessible to the Strategically use technology to Implement the system to
public improve access to information and broadcast, record and provide a
services public record of all votes and
matters before Committees and
Council
Website usage per citizen
Enhance the understanding of local Align the governance and
government in the community oraanizational structure to the
C~+S services
# Londoners who have access to
a City of London educational
program

Infrastructure
Renewal and
Expansion and sewer system

Investing in safe,
reliable, efficient and
environmentally
responsible
infrastructure

Our goal is to construct

and maintain a modem
and progressive
infrastructure that
meets the needs of a
growing community
 henda Item # Page# 7

Create the conditions to attract Supply of vacant land well-suited for I

Balanced Growth investment to London development:
Residential
Implementing a Industrial/CommerciaI
strategic approach Cost of land development
to facilitate growth % Planning Applications meeting
that meets
everyone's needs
municipalities
Our goal is to
facilitate, plan and Manage the costs of growth from % of arowth that is infill or
manage growth for an economic, environmental and iitenGfication
the greatest long- social perspective Hectares of Open Space within Urban
term economic, Growth Boundary
environmental and % change in leaf cover
social benefit to Urban development occurring outside
the community the Urban Growth Boundary (hectares)
% growth in debt associated with
growth-related infrastructure projects
Return on investment relative to
Municipal investment in growth-related
projects
% of subdivision arowth that meets
LED-ND silver rating
% of new construction that is affordable
housing

Progressive Strive to provide all residents Transit service hours per capita
Transportation with safe; affordable and (conventionaland specialized)
efficient transportation options Bike lanes installed (km)
Planning and
building an Sidewalks constructed (km)
efficient and Total kms trails per 1,000 persons
effective
transportation Integrate land use and % of population within Urban Growth
network that transportation planning to Boundary serviced by public
creates a encourage more sustainable transportation (450 metre buffer)
sustainable lifestyles % Transit modal share
relationship Develop and maintain a Transit cost per ride (conventional and
between where dependable, accessible and specialized)
you live and where affordable public transit service Transit rides Der revenue service hour
you work (conventionaiand specialized)
Invest strategically and seek
Our goal is to innovative funding sources and
provide affordable partnerships to ensure a more
alternatives for balanced and sustainable
accessible, transportation system
convenient and
safe transportation
* report on both operating and capital $