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TO: |
Mayor and Members of Council |
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FROM: |
John Livey, Chief
Administrative Officer |
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PREPARED BY: |
Marilyn Scott, Manager, Executive Operations |
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DATE OF MEETING: |
April 13, 2004 |
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SUBJECT: |
Council’s Strategic Priorities – 2004 to 2006 |
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RECOMMENDATION:
That the
report on Town of Markham Council’s Strategic Priorities for the 2004 – 2006 Term be received for
information.
PURPOSE:
To highlight the Strategic Priorities of the
Town of Markham’s Council for the 2004 – 2006 term.
BACKGROUND:
In 2003, the Engage 21st Century
Markham strategy was completed. This
strategy outlined a
20-year vision for the Town
of Markham. Through this process Markham redefined its
Community Vision and Corporate Mission and identified seven Corporate Goals.
Markham has always been proud of its
reputation as one of the best communities in Canada to live, work, play and learn. Town staff have consistently
delivered a high quality of service to the community. However, the Town was aware that in order for
Markham to maintain and improve its status as a quality community, the Town’s
community vision needed to be redefined.
The Engage 21st Markham process was instrumental in
redefining the vision statement:
“Markham - the leading
Canadian municipality embracing
technological
innovation, celebrating diversity, characterized
by vibrant and
healthy communities – preserving the past,
building for the
future”.
This vision statement encompasses the essence
of what Markham strives to be, an integrated and diverse community committed to
excellence in the provision of its services.
Aligned with this vision is the Town’s
Corporate Mission which states: “Working
with the Community to provide high quality municipal services that meet, if not
exceed, the expectations of Town residents and
businesses”.
The purpose of the seven Corporate Goals was
to focus the efforts of Council and staff in defining work priorities to
achieve the goals identified for the organization through the vision and
mission statements. The seven Corporate
Goals are Environmental Focus, Fiscal Stewardship, Infrastructure Management,
Managed Growth, Quality Community, Economic Development and Organizational
Excellence.
On January 15 and 16, 2004, the Members of
Council participated in a day and one half retreat. The purpose of the retreat was to provide the
opportunity for the Mayor and Councillors to determine their strategic
priorities for the new term of Council.
The six strategic priorities are:
1.
Addressing Gridlock and
Rapid Transit
2.
Creating a better quality of community
3.
Improving environmental protection and management
4.
Implementation of Markham
Centre Downtown
5.
Safe Streets
6.
Improving standards of
service and service delivery
The identification of strategic priorities is
a process that the Members of Council engage in at the beginning of each new
term of Council. Clearly Council’s strategic priorities will play a large part
in guiding the work effort of staff for the next three years. The strategic
priorities will be addressed within the operating framework provided by the
organization’s six operational priorities for 2004 and in the Commission’s
business plans.
The operational priorities span all
commissions and provide staff with the framework to strategically focus on
business areas that are most critical to the Town. The 2004 operational priorities are:
1.
Performance management
2.
Key Performance indicators
and trends analysis
3.
Staff training
4.
Staff communications
5.
Staff Satisfaction survey
results
6.
Customer satisfaction
surveys
Under the guidance of the Strategy,
Innovation and Partnership Commission, Town staff has been working towards
integrating the annual budget with the business planning process. As a result of this initiative, each of the Town’s
twenty-two business units has developed Business Unit Profiles (BUP). The Business Unit Profiles identify the
services delivered by the unit, and the resources required for service
delivery.
An important component of each Business Unit
Profile is the identification of Key Performance Indicators
(KPI’s). The Key Performance Indicators
will provide the Town with the ability to measure financial performance,
operational excellence and staff and customer satisfaction. At this time, the development of the
Business Unit Profiles is an evolving process in the organization. As the organization becomes more experienced in this
undertaking, the Business Unit Profiles will become a critical component in
tracking the organization’s accomplishments.
Through the identification of their strategic
priorities Council considered two important issues.
The first was the importance of communicating
their strategic priorities to the organization early in the 2004 –2006
term. This provides staff with the
opportunity to develop strategies for these priorities and to include them in
their 2005 business plans in instances where they are not already there.
Secondly, Council is aware that the six strategic priorities do not reflect all the objectives identified in the Commission’s 2004 business plans. An objective identified in a Commission’s business plan, but not stated as one of Council’s strategic priorities is not diminished in its importance. The six strategic priorities reflect specific areas which Council has determined must be dealt with during their term, in order to meet the needs and expectations of the community they serve.
Just as Commissions regularly review their progress with
respect to their business objectives, Council has committed to a mid-term
evaluation of their strategic priorities.
DISCUSSION
Council recognizes how important the efficient transportation of goods, services and people is to the Town. It affects the quality of life when getting around the Town is difficult. As a result of this, addressing gridlock and rapid transit issues are of prime importance to Town staff and the Members of Council.
Gridlock results in losses to productivity
for individuals and businesses, and creates
increased fuel consumption and emission pollutants. In order to deal effectively with gridlock
issues it is essential for urban areas to improve public transportation
systems. This includes improving
municipal and regional transit systems, making public transit more accessible
and improving walking and bike trails.
In June 2002, the Region entered into a public/private partnership with York Rapid Transit with the objective to develop a rapid transit network to serve the long- term needs of the Region. The Town has worked closely with the Region on the implementation of the Quick Start program and will be well served by this network along the Highway 7, Yonge Street and Warden Avenue corridors.
1.
Continue to work with the
Region on the implementation of Quick Start Program and the ultimate rapid
transit system.
2.
Integrate the Rapid Transit
into the planning of
our communities (e.g. Markham Centre).
3.
Advance both the municipal
and regional road program in Markham.
4.
Develop Travel Demand
Management Initiatives ( Markham Centre/Highway
404/Highway 7 area).
5.
Develop a bicycle path
system.
6.
Prepare a communication
package for residents on work being done with respect to Gridlock and Rapid
Transit issues.
7.
Meet with Regional staff to
advise them of the Markham intersections that should have priority under the
Region’s Intersection Improvement Program.
Markham strives for excellence in its
delivery of services and has achieved an enviable record of success. Council is committed to continuing to work
to ensure that Markham is a quality community which includes preserving the
community’s history while balancing the challenges of development.
Quality communities have vital downtowns,
active public parks and recreation areas, well planned and managed growth and
continue to promote life long learning. In a quality community, neighborhoods
are designed to include pedestrian friendly activity centers which serve as
focal points where residents can choose to gather to shop, socialize, learn or
be entertained.
1.
Strive to develop a strong
sense of place in all the communities in Markham, through the development of
community facilities and “walk to” commercial centers as focal points, wherever
possible.
2.
Specifically pursue small
neighbourhood retail focus/community gathering places, in central locations, in
those new communities currently needing such facilities including South
Unionville, Berczy, Legacy, Wismer and Angus Glen.
3.
Shift planning policies to
discourage auto-oriented big-box retail development and encourage pedestrian friendly retail
activity and mixed land uses at community focal points.
4.
Survey the level of
residents’ satisfaction in new development areas including their preference for
pedestrian friendly retail developments.
5.
Assign the Knowledge
Community Task Force with the task of bringing together leaders from the
community including youth and external advisors to assess the current situation
and develop a comprehensive plan. The
plan will include a set of key indicators (benchmarks) and a set of strategies
and prioritized initiatives for approval by Council.
Environmental protection is one of Markham’s
seven corporate goals. The Town is
working hard to protect, restore and enhance Markham’s natural features and
green spaces to ensure the maintenance of a vital and healthy ecosystem. Environmental
policies have been incorporated into the Official Plan and Secondary Plan and
are currently being reviewed, updated and consolidated. Programs dealing with green roof proposals,
waste and water management, pesticide reduction, and erosion control are
examples of initiatives that the Town has undertaken to actively protect the
environment.
In order to coordinate and integrate the
policies and programs developing and underway, the Town will benefit from an
Environmental Management Plan (EMP). The goal of the Environmental Management Plan
is to position the Town as a leader in environmental stewardship and
protection, energy and resource conservation as a means to achieving the Kyoto
Protocol objectives and planning a sustainable community. The Environmental
Management Plan will provide a plan to integrate parallel but related programs
underway and ongoing within the Town.
The Environmental Management Plan will
identify the Town’s most significant environmental issues and make
recommendations around goals, policies, strategies and targets that will
position the Town as a leader in environmental sustainability. Through these efforts, the Town will strive
to achieve and maintain environmental sustainability.
Improved Solid Waste Management is also a
major environmental initiative and the Town needs to continue its leadership by
increasing diversion of waste from landfills.
The Town has been working on 3-stream (recyclable, organics, and
residual) waste management strategy with the Region that can improve diversion
rates from 35% currently to a target of over 60%.
1.
Set dates for the delivery
of status reports on clean air community; Kyoto; promotion and implementation
of Green Roofs; best practices in waste/water management, management and use of
herbicides/pesticides, solutions to light pollution, energy efficiency, demand
side management and renewable energy options.
2.
Prepare for Council approval
the Environmental Management Plan in 2004.
3.
Complete the Environmental
Policy Review and Consolidation by year-end.
4.
Pursue priority sites and
partnerships under the Environmental Land Acquisition Fund Program.
5.
Continue to upgrade our
water resources with policy initiatives (i.e. small stream study) and
watercourse improvements.
6.
Pursue a strategy to
implement the first phase of the 3-stream waste management system in 2004.
Implementation of Markham Centre is entering a new phase. Construction of a number of key projects will begin in 2004 (eg. Remington, Tridel, Enterprise Blvd.) New elements of the vision will now be concrete and visible. It is imperative that the Town continue to pay close attention to the urban design details to ensure that Markham Centre is built in accordance with the approved vision. The Markham Centre Advisory Committee will continue to play an important role in keeping the public engaged and at the table.
1.
Continue with the
implementation phase of Markham Centre
as follows:
·
Approve final central
amenity design (Remington Downtown Plan), following public charette scheduled
for April 3, 2004.
·
Ensure the final amenity
feature can act as a catalyst to draw people to the core of the downtown area.
·
Enactment of Markham Centre
zoning by-law - summer 2004.
·
Completion of Parking and
Financial Strategies by fall 2004.
·
Expedite development
approvals and advance construction of key infrastructure.
5. Safe Streets
One of the challenges facing any urban centre
committed to creating a safe environment and Markham is no exception, is
developing a community that has a mix of uses, a central focal point, walkable
destinations and a well designed and managed transportation system.
Council has stressed that the notion of safe
streets extends beyond traffic issues to include the personal safety of anyone
who lives, works and plays in Markham.
This means that as new communities are designed they must incorporate
elements that make them livable, pedestrian friendly places.
On January 27, 2004, Council endorsed the
creation of a Safe Street Task Force that will recommend a program to target
motorists’ behaviours and reduce excessive speeding in the Town. In June 2004, staff will report back to
Council with draft recommendations for the Markham Safe Streets Task Force.
1.
Report to Council in June
2004 with the draft recommendations of the Safe Streets Task Force.
2.
Approval by Council of the
Final report on Safe Streets in September 2004.
3.
Initiate implementation in
late 2004.
6. Improving
standards of service and service delivery
Markham strives to provide high quality
services to its residents in conjunction with a sound and affordable financial
plan. Council and staff work with a wide
variety of stakeholder groups who help shape everything from the creation of
new communities to the direct service delivery of fire, recreation, parks,
culture, libraries to by-laws, heritage, roads and waste management. Markham delivers a wide variety of services
and all of them have an important role in creating a quality community.
In 2003, staff identified twenty-two core
services and documented Business Unit Profiles (BUP's) for these
activities. These
first generation BUP's provide a snap-shot of objectives and key performance
indicators. The key performance
indicators allow service level analysis and provision to be tracked over a time
horizon. Combined with Markham's
commitment to customer input and satisfaction, the two processes will allow
Council and staff to understand the impact of growth, customer priorities for
services and the potential cost associated with maintaining a service
level.
Service level analysis and costing will allow
the Town to understand the potential cost of growth and the cost of new
initiatives. Customer input will allow
us to align limited resources to priority service areas. It is imperative that service standards are
understood by staff and communicated to Council, stakeholders and Markham
residents.
Understanding existing service levels and
staying close to key stakeholders and the customer-resident base will help
Markham make good decisions with respect to financial investment in
programs. The future will require good
decisions about investing into new infrastructure, updating ageing
infrastructure, investing in "green" programs or putting more
resources into waste diversion. Markham
provides many services - all of them are important in creating a quality
community.
1.
Continue to develop and
document key performance indicators.
Communicate these standards to Council, stakeholders and residents.
2.
Understand the impact and
cost of maintaining a service level due to growth. Communicate this information to senior
management and Council.
3.
Clarify the responsibilities
of municipal and regional staff and communicate this information to clients.
The retreat was a productive undertaking that
provided the Members of Council with an opportunity to discuss their priorities
and engage in a dialogue with the CAO and Commissioners on Corporate
Priorities.
The priorities identified by Council at their
retreat will help to focus the efforts of staff and Council on the delivery of
quality service to the community during the coming term.
The Members of Council agreed that they will
meet mid-term to evaluate their progress on their strategic priorities.
FINANCIAL CONSIDERATIONS:
BUSINESS UNITS CONSULTED
AND AFFECTED:
ATTACHMENTS:
N/A
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Chief
Administrative Officer |
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