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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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Result: A Strong EconomyResult: A Strong Economy
Indicator #1: Economic Output
ons)
DP(2002$milli
Real
-1.5% -4.4% 2.2% 2.8% 2.9% 3.0% 3.1% 2.6%
Source: Conference Board of Canada Metropolitan Outlook, Winter 2011
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Result: A Strong EconomyResult: A Strong Economy
Indicator #2: Jobs
)Actual YTD
ploymentRate(
Unem
Source: Conference Board of Canada Metropolitan Outlook, Winter 2011
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Result: A Strong EconomyResult: A Strong Economy
Indicator #3: Sector Strength
)
sand
sofJobs(
Thou
Source: Statistics Canada Labour Force Survey
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Result: A Strong EconomyResult: A Strong Economy
Indicator #4: Income
apita($)
lInc
omePer
Persona
Source: Conference Board of Canada Metropolitan Outlook, Winter 2011
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Result: A Strong EconomyResult: A Strong Economy
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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Result: A Strong EconomyResult: A Strong Economy
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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Result: A Strong EconomyResult: A Strong Economy
Strategy #2: Promote affordable taxes.
What have we accomplished?
, Achieved a 0% tax increase for 2011
How does this benefit the citizens of London?
,position of households in London
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Result: A Strong EconomyResult: A Strong Economy
Strategy #4: Maintain competitive utility rates.
What have we accomplished?
, ,
How does this benefit the citizens of London?
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Result: A Strong EconomyResult: A Strong Economy
Strategy #5: Invest in public facilities.
What have we accomplished?
,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
How does this benefit the citizens of London?
Public facilities contribute to the overall community vibrancy of London
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Result: A Strong EconomyResult: A Strong Economy
Strategy #6: Establish a focused strategy for the downtown.
What have we accomplished?
Improved assessment growth Increased building activity Reduced street level vacancies
How does this benefit the citizens of London?
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Result: A Strong EconomyResult: A Strong Economy
Strategy #8: Strengthen regional cooperation.
What have we accomplished?
business expansion, attraction and investment in Southwestern Ontario through SWEA and FedDev
How does this benefit the citizens of London?
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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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What you asked us to do:
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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What you asked us to do:
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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What you asked us to do:
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