strategic cotw presentation

8/4/2019 Strategic COTW Presentation

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Committee of the Whole met on July 27, 2011 to work on CouncilsStrategic Plan

Today we are bringing back a draft Strategic Plan for your review, aswell as the other action items directed to Administration


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Presentation of draft Strategic Plan 2011-2014

Reporting Progress

3:00 4:00 Other Action Items from July 27 Meeting

Community Survey

City Logo & Brand

g c e ems

Council Values


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What you asked us to do:

Refine the vision statement to be more visionary, future-focused, conciseand dynamic

Report back on suggested priority listing based on comments from Council

Focus on economic prosperity, quality of life, opportunity, inclusiveness,sustainability, neighbourhoods and emphasizing Londons strengths


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What we did:

Defined a new vision based on the concept of opportunities and the

Re-aligned the work that had been done under the previous strategicpriorities to a more concise list with simpler language

Aligned our service-based model to the priorities for clearer linkagesbetween the Strategic Plan, business plans and performance plans

Introduced a new accountability framework that is focused on results eachpriority is stated as a result and supported by composite indicators


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Community Engagement

Good Government

Respect and Integrity

Fiscal Responsibility

Supportive Workplace


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A Strong Economy

A Vibrant and Diverse Community

A Green and Growing City

A Reliable Infrastructure

A Safe City


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Result: A Strong EconomyResult: A Strong Economy

The economy is the engine of a community. It provides jobs, supportsfamilies, encourages innovation, and enables individuals and

. ,diverse, resilient and where the public, private and nonprofit sectors

collaborate to achieve common goals.

Indicators: what would a strong economy in London look like?

IncreasedEconomic Output

More Jobs Strong SectorsIncrease in

Personal Income

GETTING BETTER.Londons GDP dipped in 2008and 2009 but has improved

since 2010 and is forecast tocontinue to improve.

STAYED THE SAME.Londons unemployment rate hita peak of 9.1% in July of 2011,

but is expected to level off overthe next several months.

GETTING WORSE.Goods producing sector hasbeen in a state of decline since

2003 and services producingsector is slowing.

STAYED THE SAME.Personal and family incomecontinue to rise steadily in

London, but are still lower thanCanada and Ontario averages.


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Indicator #1: Economic Output

ons)

DP(2002$milli

Real

-1.5% -4.4% 2.2% 2.8% 2.9% 3.0% 3.1% 2.6%

Source: Conference Board of Canada Metropolitan Outlook, Winter 2011


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Indicator #2: Jobs

)Actual YTD

ploymentRate(

Unem



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Indicator #3: Sector Strength

)

sand

sofJobs(

Thou

Source: Statistics Canada Labour Force Survey


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Indicator #4: Income

apita($)

lInc

omePer

Persona



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Our Strategies:

1. Achieve a stablefinancial position.

2. Promote affordabletaxes.

3. Invest ininfrastructure.

4. Maintain competitiveutility rates.

5. Invest in public6. Establish a focused

7. Build on the industrial 8. Strengthen regionalfacilities.

downtown.

land strategy. cooperation.


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Strategy #1: Achieve a stable financial position.

What have we accomplished?

Reduced debt by more than $500 per household Increased reserves by $200 million over the last 5 years Achieved a AAA credit rating

How does this benefit the citizens of London?

,variation year to year on the tax bill


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Strategy #2: Promote affordable taxes.


, Achieved a 0% tax increase for 2011


,position of households in London


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Strategy #4: Maintain competitive utility rates.


, ,



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Strategy #5: Invest in public facilities.


,the Convention Centre, the Downtown Library, the Western Fair, Stoney Creek YMCA and CommunityCentre, and the new Police Headquarters

Generated significant increase in high density residential development and private sector investment


Public facilities contribute to the overall community vibrancy of London


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Strategy #6: Establish a focused strategy for the downtown.


Improved assessment growth Increased building activity Reduced street level vacancies



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Strategy #8: Strengthen regional cooperation.


business expansion, attraction and investment in Southwestern Ontario through SWEA and FedDev



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How we will report progress to the community:

1. Community report that provides an overview of activities for the past yearand planned work for the year ahead first report for release December2011 to provide an update on Year 1 of Councils term

. ew we s e a a ows c zens o n erac w e s ra eg c p an e erby priority or by service to be launched in January 2012 and updatedregularly throughout the year

3. Priority Report Cards to provide a one-page quantitative assessment ofhow we are doing in each priority area to be released on a regular basisthroughout the year


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Did we hear you?

Any questions? Concerns? Changes?

Can we go forward with finalizing the Strategic Plan design,

finalizing the objectives and measures?


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Report back with proposed budget for undertaking a community survey


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What we did:

We developed a community survey, focused on both satisfaction levels withcurrent services as well as overall citizen satisfaction with livin in London

Many business plans for 2012 already identify survey work as a part of their

upcoming next steps

We have had preliminary discussions with other municipalities who haveundertaken community values research to tell us more about the hopes, dreamsand aspirations of our community

We are exploring potential partnership opportunities with other organizationsand will report back at a later date


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Undertake civic engagement process to update City logo

Brand elements should focus on sustainability, opportunity, health, diversity

and growing


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What we did:

Research how other communities have implemented new logo andrebranding exercises

Preliminary examination, including costs, of what would be required tomp emen a new ogo


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Example from Cambridge, Ontario

Decided to rebrand a tired, 30-year old logo to better align with the Cityso ec ves, econom c eve opmen goa s, an ns c v c pr e

Major undertaking involving surveys, workshops, focus groups, etc. that focusedon redefinin the communit s identit

The logo was one of the last steps in the process after this work had been done


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What else we have learned:

Since the initial media coverage about a potential logo change, there has beena pos ve pu c response a ou our curren ogo, as we as concern expresseabout a potential change

Im lementation of a new lo o is estimated to cost over 800 000


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at you as e us to o:

Package the big ticket items identified as the priority short list as follows, and reportback with financing plans:

1. Downtown Investments: new City Hall, Performing Arts Centre, downtownpresence for UWO

2. London Gateways: bus rapid transit expansion/initiatives, TransportationMaster Plan Veterans Memorial Parkwa lands with servicin VeteransMemorial Parkway / Bradley Avenue interchange, Highway #401 / ColonelTalbot land, overpass

3. Economic Initiatives: Southwest Area Plan, food innovation strategy, digitalmedia

. ,

Community, green bin program, 311


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What we are doing:

Administration is investigating these projects

We have reported to Council on some initiatives already, and others will bereported on over the next several months


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Arrange a facilitated session with Kelly Petrock to focus on defining Councilsva ues, mprove eam n erac on an ec s on ma ng, an exp or ng e ro esand legislative duties of Council members


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What we are doing:

Meeting is scheduled for October 25 from 2-6pm

Administration is working with Kelly Petrock to develop a program that

meets Councils objectives

strategic cotw presentation

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