Appendix 1
“Building
Town of
Strategic
framework
2006 – 2010
Date:
Why are we
here?
How did we get
here?
What do we
want from the residents of
Where are we?
Strategic
Areas of Focus
|
Growth Management |
|
|
Transportation/Transit |
|
|
Environment |
|
|
Municipal Services |
|
|
Parks, Recreation, Culture
and Library Master Plan / Public Safety |
|
|
Diversity |
|
Growth Management
Issue
statement:
The Town of
Action Items:
What
can “you” expect from us (target completion dates shown)
|
Growth Management Key
Deliverables |
|
|
“White Paper” on Growth Forecasts and Land Use
Options (Q3 2008) |
Growth Forecasts Evaluation Study (Q2 2008) |
|
Recommended Growth Strategy for Town of |
Agriculture Analysis Study (Q3 2008) |
|
Intensification Analysis Study (Q3 2008) |
Highway 7 Strategy (Q3 2008) |
|
Environmental Policy Review (Q3 2008) |
Financial Strategies (2008/9 options; 2011 OPA) |
|
Employment Lands Strategy (Q4 2008) |
Sustainable Development Standards & Guidelines
(Q2 2009) |
|
Communications Program (initiate Q2 2008; to 2011
OPA) |
Related Engineering Studies (Transportation &
Servicing) (Q4 2009) |
|
Built Form for Intensification Guidelines (Q3 2009) |
New Official Plan (2011) |
|
GROWTH MANAGEMENT |
|
|
Action Item: 1.
Develop a “Made
in Markham Growth Forecast and Land Use Option”, to respond to Provincial
growth initiatives. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Report
on Regional Growth forecasts for ·
Determine
maximum amount of growth that may be accommodated in current intensification
study areas (and any new intensification areas) ·
Complete
Environmental Policy Review and Consolidation (to protect “green print”) ·
Develop
a range of growth options (e.g. intensification options of 40%, 60%...) ·
Analyze
and discuss options with Council and the Public ·
Determine
preferred ratio of intensification and any land requirements for outward
growth ·
Mayor,
Council, senior staff from all commissions, region, outside agencies, public |
|
What are the milestone performance measurements over
the next 4 years? |
·
Reports
and presentations to Council (throughout 2008/2009) ·
“White
Paper” on growth options (by Q3 of 2008) ·
Preferred
option selected by Q2 2009 to form basis of future Official Plan ·
Effective
pubic consultation will be implemented in 2008/09 |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased
Public confidence in Town managing and directing growth ·
“Made
in ·
Enhanced
Environmental protection and management of growth. ·
Potential
for improved infrastructure (both hard and soft) |
|
Identify any potential barriers to success: |
·
Public
resistance to change ·
Resources/workload
and budget approval ·
Resistance
to both intensification and outward expansion options ·
Inter-agency
coordination ·
Political
consensus ·
Multi-level
government policies and coordination |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Leadership ·
Vision ·
Coordination/teamwork ·
Funding ·
Need
for effective public consultation and media campaign |
|
Identify any high level budgetary considerations: |
·
Approve
multi-year budget requests for background studies and resources |
|
Phasing Target |
·
Q3
2008 options; Q2 2009 preferred option |
|
GROWTH MANAGEMENT |
|
|
Action Item: 2. Based on the preferred |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be
involved? |
·
Pursue
the Growth Management Strategy and New Official Plan as a Council Priority ·
Coordinate
with Province and Region ·
Integrate
with other Town initiatives (e.g. Green Print, Parks & Recreation
Masterplan) ·
Involves
Mayor, Council and senior staff from all Commissions |
|
What are the milestone performance measurements over
the next 4 years? |
·
Effective
public consultation will be implemented ·
Corporate
Strategic Plan and Growth Strategy complete by 2009, with supporting implementation
plans (e.g. MTPS update, Green Print, Financial Strategies, Parks &
Recreation Master Plan) ·
New
O.P. available in draft form by end of 2010/ready for adoption 2011. |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased
Public confidence in Town managing and directing growth ·
Made
in ·
Enhanced
Environmental protection and management of growth. ·
Potential
for improved infrastructure (hard and soft) ·
Greater
potential for economic development ·
Live-work
opportunities ·
Strong
assessment base and fiscal balance |
|
Identify any potential barriers to success: |
·
Public
resistance to change ·
Risk
of OMB appeals ·
Negotiating
the “Contract” for senior government funding may be difficult ·
Fiscal
pressures on the Town ·
Inter-agency,
inter-government co-ordination |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Leadership ·
Vision ·
Coordination/teamwork ·
Funding |
|
Identify any
high level budgetary considerations: |
·
Approve
multi-year Budget requests for background study and resources ·
Long
term operating and capital requirements |
|
Phasing Targets |
·
Q2
2009 preferred option Q4 2010 draft OP; 2011 OP adoption |
|
GROWTH MANAGEMENT |
|
|
Action Item: 3. Work with municipal, provincial and federal levels
of government to deliver legislative reform, new fiscal tools and direct
funding to support delivery of |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Identify
levels of service and infrastructure requirements – current OP and future
growth ·
Identify
levels of government to be requested to contribute by service ·
Overtures
need to be lead by the Mayor and Council to negotiate the deal or “contract” with
the other government bodies ·
Involve
AMO ·
Unified
voice from York Region – partnership ·
Unified
voice from targeted municipalities in the GTA ·
Mayor,
Council, senior staff from all commissions, region, outside agencies |
|
What are the milestone performance measurements over
the next 4 years? |
·
Funding
agreements in place ·
Legislative
and fiscal reform ·
·
Senior
government direct infrastructure funding (e.g. transit) ·
Budget
allocations – annually and committed long term (beyond terms of governments) |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Linking
infrastructure to growth ·
Acceptable
and sustainable service levels ·
Funding
certainty ·
Tax
rate stability |
|
Identify any potential barriers to success: |
·
Resistance
from senior governments to long term funding agreements ·
Political
consensus ·
Developing
partnerships ·
Need
for effective media campaign |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Identify
needs – link to growth strategy ·
Council
commitment to take on advocacy role and partnerships ·
Teamwork/partnerships/speaking
with one voice |
|
Identify any high level budgetary considerations: |
·
Support
for studies ·
Need
for long term financial strategy |
|
Phasing Target |
·
Multi-year
coordination and partnerships (commenced in 2007 and to be ongoing) ·
Provincial
Growth |
|
GROWTH MANAGEMENT |
|
|
Action Item:
4. Involve,
educate and engage the public and stakeholders. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Environics
survey of Markham residents Spring/2007 ·
“Click
with ·
Develop
a multi-year communication, education and advocacy program ·
Engage
stakeholders in evaluating options in 2008/09 – apply interactive tools and
creativity ·
Council,
staff, media and communications, other levels of government |
|
What are the milestone performance measurements over
the next 4 years? |
·
Participated
in the PIR “Growth summit” in May 2007,
and citizen surveys 2007 ·
PIR
Growth Summit 2 Q3 2008 (Transit/Infrastructure focus) ·
Seek
ongoing opportunities for municipal provincial dialogue and forums ·
Kick
off communications program concurrent with background studies in 2008 ·
Engage
media coverage on Town plans and strategy |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Informed,
engaged and empowered public ·
Public
input into vision and plan ·
Shared
vision and goals reflected in plans ·
|
|
Identify any potential barriers to success: |
·
Public
resistance to change – reluctance to accept mandated growth or
intensification targets ·
Media
attention has to be garnered and informed ·
Provincial
and other stakeholder engagement |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Leadership
and vision ·
Willingness
to listen and reflect public opinion ·
Pro-active
communication ·
Focus
on big picture and shared vision |
|
Identify any high level budgetary considerations: |
·
Funding
for communications program ·
Sponsoring
events ·
Commitment
of Council and staff time – resources ·
Link
public consultation with related Town programs (e.g. Green Print, Citizen
Surveys) |
|
Phasing Target |
·
Initiate
multi-year communication program in Q2 2008; completion with OP adoption 2011 |
|
GROWTH MANAGEMENT |
|
|
Action Item:
5. Coordinate
the delivery of hard/soft services to match the pace of growth, including
coordination with other agencies and levels of government. |
|
|
What are the high level planning and tactical activities
required in order for this action item to succeed? Who needs to be involved? |
·
Concurrent
with growth options analysis, undertake review of: transportation, servicing,
recreation, fire, library, parks, etc. ·
complete
a Green Print and community sustainability plan ·
undertake
development charge background studies, once growth option approved ·
investigate
land banking opportunities for future
Town requirements ·
Mayor,
Council, senior staff from all
Commissions, Region, outside agencies, public |
|
What are the milestone performance measurements over
the next 4 years? |
·
MTPS
update (by Q4 2009) ·
Master
servicing update (by Q4 2009) ·
Financial
Strategies (2008/9 options; 2011 OPA) ·
Parks
& Rec. Master Plan (2009) ·
Hard
& Soft ·
Draft
land banking strategy (2009) ·
Infrastructure
phasing plan(s), Town Wide and by community, as lands are released for
development (post 2011) |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Linking
infrastructure to growth ·
Logical
and sequential growth ·
Acceptable
and sustainable service levels ·
Funding
requirements projected ·
Complete
communities and neighbourhoods delivered (servicing allocation impact on
development avoided) |
|
Identify any potential barriers to success: |
·
Complexity
of balancing multiple requirements ·
Interagency
and department coordination ·
Land
owner resistance ·
Political
consensus ·
Front-ending
financial requirements ·
DC
Legislation constraints (e.g. 10 year average level of service) ·
Need
to upgrade existing infrastructure (more expensive than new) ·
Potential
appeals to OMB |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Identify
all infrastructure needs – link to
growth strategy ·
Leadership ·
Vision ·
Coordination/teamwork ·
Funding ·
Land
owner consultation on infrastructure & phasing |
|
Identify any high level budgetary considerations: |
·
Approve
multi-year budget requests for background studies and resources ·
Future
multi-year funding requirements to deliver infrastructure ·
Long
term operating and capital requirements ·
Potential
debt to accommodate front-end financing |
|
Phasing Target |
·
Post
2011 adoption of OP/Secondary Plans |
|
GROWTH MANAGEMENT |
|
|
Action Item:
6. Undertake
a fiscal impact analysis of the growth options and develop a financial strategy
to implement the preferred option. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Analyze
financial impact of various growth options ·
Input
selection of preferred option ·
Develop
financial strategy to fund delivery of chosen option ·
Coordinate
(lobby) with Province regarding new and revised financial tools ·
Investigate
new funding sources (eg. new grants and revenue/tax authority) ·
Mayor,
Council, senior staff from all commissions, region, outside agencies |
|
What are the milestone performance measurements over
the next 4 years? |
·
Financial
input into “white paper” on growth options (Q3 2008) ·
Financial
input into preferred option (Q2 2009) ·
Preparation
of draft financial policies for the new O.P. (Q4 2010) ·
New ·
Markham
Centre TIF district identified and feasibility studies complete (2009) ·
Update
reserve studies and cash flow analysis including debt financing if required ·
New
funding sources authorized by province and feds. |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Sound
financial management and planning ·
Multi-year
operating and capital forecasts ·
Good
assessment mix ·
Optimized
funding plan utilizing all funding options
|
|
Identify any potential barriers to success: |
·
Resistance
from senior governments re “contract” and new funding sources ·
Political
consensus ·
Pursue
amendments to DC Act (10% non-growth reduction eliminated and previous 10
year average eliminated, etc.) ·
Developing
partnerships ·
Need
for effective media campaign |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Leadership ·
Vision ·
Coordination
and teamwork ·
Advocacy
and partnerships |
|
Identify any high level budgetary considerations: |
·
Funding
for background studies ·
Commitment
of Council and staff time/ resources |
|
Phasing Target |
·
Input
to 2008 options analysis; input to Q2 2009 preferred option; OP
adoption/financial strategy 2011 |
Transportation/Transit
Issue Statement:
Due to rapid growth the Town and Region and the GTA are experiencing
traffic congestion, infiltration, economic loss, environmental degradation,
noise pollution and reduced quality of life. A more efficient/effective and environmentally
sustainable transportation infrastructure is required, including alternative
modes of transportation in order to protect our neighbourhoods and encourage
economic growth. There is a need to articulate a vision, implementation plan,
funding strategy and partnership framework.
Action
Plan:
1.
Work
in partnership with the Region and other levels of Government, including Metrolinx, GO Transit, Toronto
and various stakeholders to develop a vision, implementation strategy, funding
model and service delivery that establishes an integrated GTA transit system
and road network. We will also need to address road network improvements;
including 400 series highways, local and regional roads.
2.
Develop
Rapid transit options, including but not limited to, Yonge subway extension up
to Highway 7, Viva and/or Go “Centre to
Centre” service, high order transit
corridors within Markham, improved GO service levels and services along
the 407, supported by sufficient local transit service.
3.
Create
policies related to transit oriented development, land use, TDM, live and work
balance, higher density, infrastructure, education, HOV lanes, parking,
cycling, safe-streets and environmentally friendly transportation nodes and
corridors.
What
can “you” expect from us?
|
Transportation and
Transit Key Deliverables |
|
|
All day and weekend GO service to |
Markham Transportation Strategic Plan completed for
input into Region & Metrolinx
Plan |
|
Improvements to parking & platforms at
Unionville, Centennial and Mount Joy GO Stations commencing 2008 |
Bicycle Network/Pathways
and Master Trail Implementation |
|
Rapid Transit and Subway network to be completed in
stages, commencing in 2008 |
Region of York and Town will spend $1.6 billion and $250 million respectively on the Roads
Capital Program over the next 10 years |
|
Implementation of Town-wide Parking Strategy in 2008 |
Approval and
Implementation of Parking
Business Plan and Strategy in 2008 |
|
Intersections Improvement Program |
Safe Streets Strategic Plan Fall 2008 |
|
TRANSPORTATION/TRANSIT |
|
|
Action plan:
1. Work in partnership with the Region and other levels of Government,
including Metrolinx, GO Transit, Toronto and various stakeholders to develop
a vision, implementation strategy, funding model and service delivery that
establishes an integrated GTA transit system and road network. We will also need to address road network
improvements (including employment lands); including 400 series highways,
local and regional roads. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Development
of a “made in ·
Build
coalitions of interest on a project specific basis ·
Council,
staff, stakeholders and public |
|
What are the milestone performance measurements over
the next 4 years? |
·
Strategy
completed in 1 to 2 years (dependent or resources applied) for input in to
Region and Metrolinx plan ·
Begin
implementation in Markham and GTA |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Improved service level for residents & businesses ·
Key
component of defining, managing and directing growth ·
Ensures
|
|
Identify any potential barriers to success: |
·
Time
is of the essence to ensure we are heard (decisions are happening now) ·
Availability
of staff and consultants resources ·
Need for long term planning ·
Lack of implementation funding ·
Interagency coordination and partnerships ·
Public resistance to change ·
TTC/Toronto transportation system integration with York Region ·
External agencies timeframes and commitment to approvals (EA process,
permits, agreements, land acquisition process, urgency) ·
TIF
legislation constraints for funding ·
Conflicting
priorities |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Agreement
on direction ·
Consultant
support, financial resources, staff resources ·
Mayor
and Regional Chair to “champion” |
|
Identify any high level budgetary considerations: |
·
2008
capital budget approved for
Markham Transportation Strategic Plan ·
Other levels of government have to have similar funding in place to
complete similar strategic reviews |
|
Phasing Targets |
·
Approval of Metrolinx transportation plan by
summer 2008 ·
Metrolinx confirmation of subway vs. BRT
technology on ·
Commencement of MSTP by early 2008 and completion
by mid 2009 ·
Completion of Region’s Master Transportation Plan
by end of 2008 ·
Extensive Council/Public input into various
transportation strategies (Metrolinx, Region, |
|
TRANPORTATION/TRANSIT |
|
|
Action Plan: 2. Develop Rapid transit options,
including but not limited to, Yonge subway extension up to Highway 7, Viva and/or Go “Centre to Centre” service,
improved GO service levels and services along the 407, supported by
sufficient local transit service are required. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
The
strategy needs to speak specifically to this item ·
Town needs to participate to ensure ·
Priorities in transit intensification in ·
Input
into various EA’s to be undertaken (ROY, MTO, GO, etc) ·
Communication
program ·
Council,
staff, Metrolinx, TTC, Region, 407,GO
& MTO (special relation with each stakeholder on a project specific
basis) |
|
What are the milestone performance measurements over
the next 4 years? |
·
Yonge
& Highway 7 Rapid Transit ·
Resolution
of BRT versus subway (south of Hwy. 7) options for the Yonge Street Corridor ·
Funding
commitment to ·
Transit
Implementation Plan on Hwy. 7 Corridor ·
407
Transitway implementation and station locations ·
All
day GO service on Unionville line – effective 09/10 |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Better
quality of life ·
Improved
modal split ·
More
efficient use of available funding (e.g. spending dollars once) ·
More
efficient movement of goods & people ·
Reduced emissions and Improved air quality ·
Ability to accommodate high density (Growth Plan) targets |
|
Identify any potential barriers to success: |
·
The
Town is not the Transit provider ·
Funding
·
Implementation
timing – transit concurrent with development ·
For significant gains in
ridership, transit must have a competitive advantage over the car ·
Acceptance
of transit supportive development |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Decisions
on intensification & density ·
Need
for inter-agency cooperation |
|
Identify any high level budgetary considerations: |
·
Multi-billion
dollar funding commitment is required from various levels of government |
|
Phasing Targets |
·
Metrolinx evaluation of AFP for Yonge subway and
other high order transit initiatives by Summer 2008 ·
Implementation of Mayor’s Task Force for Yonge
Subway in early 2008 ·
Commencement of preliminary design and
Environmental Assessment of Yonge Subway in early/mid 2008 ·
Design of Hwy 7 BRT line and commencement of
construction of Yonge to Kennedy route starting late 2008/Spring 2009 ·
Ministry of Transportation Environmental
Assessment for 407 transitway underway ·
GO Transit station/parking upgrades for
Unionville/Markham in 2008/2009 ·
Cornell transit station acquisition and design in
2008 |
|
TRANSPORTATION/TRANSIT |
|
|
Action Plan: 3. Policies related to transit oriented
development land use, TDM, live/work balance, education, HOV lanes, parking,
bicycle network, safe streets and environmentally friendly transportation
modes need to be developed to reduce Single Occupant Vehicle (SOV). Policy must address live/work balance,
higher density, infrastructure, transit nodes and corridors. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Coordination
with Town and Regional Growth Strategies ·
Strategic
alliances with ·
Engage
and educate ·
“contract” with senior levels of government re: service levels and
funding |
|
What are the milestone performance measurements over
the next 4 years? |
·
Official
Plan policies and programs – updated and adopted ·
Public education program underway ·
HOV lanes on regional roads ·
Parking strategy ·
Cycling, Pathways and Multi-use trail Master Plan completed by early
2008 ·
Safe streets in place ·
Development approvals proceeding in nodes and corridors |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Shared
vision ·
Transportation policy framework in place for next decade ·
Contributes to the sustainable plan for future of |
|
Identify any potential barriers to success: |
·
Need for infrastructure capacity
to support intensification ·
Coordination of policy initiatives with other levels of government and
timelines ·
Political/public acceptance of a transit versus car culture ·
Staff resources ·
Funding |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Leadership and vision ·
Leveraging partnerships ·
Continuous attention and review ·
Advocacy and engaging the media to garner support |
|
Identify any high level budgetary considerations: |
·
On-going funding for staff and consultants |
|
Phasing Targets |
·
MSTP policy papers on TDM, parking, cycling by Fall 2008 ·
Continue to implement ·
Implement annual cycling capital program ·
Complete Parking Business Plan by mid 2008 ·
Update policies in Growth Management Strategy 2008/2009 ·
Review mandate of Safe Streets by Fall 2008 |
Environment
Issue
Statement:
Globally, human activity is significantly impacting and altering the
natural environment, affecting our air, land, water and habitat and therefore
impacting
Action Plan:
a. Policies for
protection of our air, land, water, vegetation/habitat, wildlife and all living
species;
b. A comprehensive,
multi-year, multi-lingual education and communication strategy for staff and
the public that involves the community and creates awareness of the Green Print;
c. Work with all
levels of government to endorse and support the sustainability program, and;
d. Develop a
comprehensive Climate Action Plan.
What
can “you” expect from us
|
Environment
Key Deliverables |
|
|
Sustainability Office established |
Community Sustainability Plan that determines the
Towns ecological footprint and initiatives helping to reduce it |
|
Town of |
Annual Report Card on Sustainability initiatives |
|
|
|
|
Tree Planting Initiative |
Town-wide Beautification Policy |
|
Bicycle Network Implementation |
Watercourse Erosion Restoration Plan implemented |
|
Increase diversion rate from 70% to 75% by 2009
(Zero waste by X) |
Develop an Climate Action Plan focused on renewable
energy, including investing in and implementing renewable energy initiatives
in the private and public sector |
|
Communication Strategy for the Green Print |
Financial Funding Strategy and Model |
|
ENVIRONMENT |
|
|
Action Plan: 1. Create a “Green Print” strategy for |
|
|
What are the
high level planning and tactical activities required in order for this action
item to succeed? Who needs to be
involved? |
·
In
keeping with the UN definition of sustainability (“meeting the needs of today
without compromising the needs of future generations”) determine what ·
Develop
a work plan for the Green Print including legislative change (at the
municipal level), community education, consistent Town policies and
procedures. ·
Cross
commission team(s) will be involved, in order to ensure that the strategy is
comprehensive, under the leadership of an over-arching “Office”. ·
Investigate
appropriate international standards e.g. UN Agenda 21. ·
Explore
partnerships with other agencies, including business, other levels of
government, schools, NGO’s, community, civic and faith organizations |
|
What are the
milestone performance measurements over the next 4 years? |
·
Establish
the over-arching Office who will pull together (integrate) all of the
resources and oversee initiatives in various commissions. ·
Build
on the existing Environmental Management Plan, with review by
cross-commission teams, to develop and implement a comprehensive plan. ·
Establish
the Town’s ecological footprint. ·
Gauge
community level of satisfaction and buy-in. ·
Develop
measurable quality of life indicators and set targets (e.g. % of tree
coverage, % greenhouse gas reductions, % waste diversion, modal split) |
|
Identify the
Benefits to the Town and Residents. (What will they look like?) |
·
Improved
quality of life, healthier environment, measurable progression towards goals
(i.e. measure co2 emission reductions and other quality of life indicators
i.e. FCM’s indicators). |
|
Identify any
potential barriers to success: |
·
Financial
implications (funding). Cultural
resistance to change (within and outside our organization). Jurisdictional constraints i.e. waste
disposal is Regional responsibility; no authority to set higher environmental
building standards. |
|
What support is
needed from Council / Staff in order for success to occur? |
·
“Can
Do attitude”/solutions oriented commitment.
Commitment to innovation.
Appropriate governance structure.
Funding. |
|
Identify any
high level budgetary considerations: |
·
Impact
on many existing programs and budgets.
Any additional/redirected funding required would have to be evaluated
in the context of any enhanced service levels. ·
Also
opportunity for funding thorough Environmental Sustainability Fund, other
levels of government and funding agencies. |
|
Phasing Target |
·
Three
phase approach: ·
Civic
engagement commence in Q2 2008 with completion Q4 2008 ·
Web-based
community forum commence in Q2 2008 with completion Q4 2008 ·
documentation
commence in Q3 2008 with completion Q4 2008 |
|
ENVIRONMENT |
|
|
Action Plan:
1. a) Embedded within |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
The
“Green Print” would encompass the following elements: a strategic
environmental plan and “green print” for Markham, including policies for
natural heritage protection; civic engagement, including an education and
communication strategy; a funding strategy and economic considerations; green
policies and processes related to natural heritage, climate change,
buildings, waste management and energy, and; strategies and initiatives for
maintaining a healthy, vibrant and sustainable community. In addition, the Green Print would be long
term, comprehensive, community-driven and action oriented. ·
Understand
ecological footprint for Town of ·
Develop
quality of life indicators determined, including baseline and monitoring. ·
Sustainability
staff lead/project manager and all commissions engaged as a staff team |
|
What are the milestone performance measurements over
the next 4 years? |
·
The
Green Print completed and underway ·
Environmental
Policy Review completed and integrated into the Green Print ·
Celebrate
our Environment calendar prepared which includes implementation initiatives ·
PCP
milestones underway including a Local Action Plan for reducing greenhouse
gases |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Benefits
will include improved communication of green initiatives, a state of the
environment annual report, maps, brochures, events, programs |
|
Identify any potential barriers to success: |
·
Require
a coordinating lead staff or overarching sustainability office |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Dedicated
staff lead and team ·
Council
and senior leadership buy-in and promotion |
|
Identify any high level budgetary considerations: |
·
Will
need resources for Green Print implementation, coordination, communication
over the Council term. Can be phased depending on the cost of the
recommendations. |
|
Phasing Target |
·
Commence in Q2 2008 completion Q4 2008 |
|
ENVIRONMENT |
|
|
Action Plan:
1. b) Develop a multi-year, multi-lingual education and communications
strategy for staff and the public that involves the community and creates
awareness of the Green Print including living with wildlife as part of the
community and conservation initiative with a focus on children. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
The
Green Print will consider all the elements of sustainability through the lens
of civic engagement and intergovernmental relations and will make
recommendations around the best initiatives, plans and strategies to become a
more sustainable community including newsletters, intranet messaging, use of
danboards and e-news ·
The
Green Print will recommend strategies, initiatives for implementation ·
Community
consultation to be undertaken. ·
Other
regulatory agencies and other levels of government to be engaged. ·
Corporate
Communications and the new Green Print Office to coordinate. ·
Staff
has to be the experts and innovators in their fields. ·
Council
to demonstrate vision, commitment, leadership and understanding. ·
Develop
an “envirokidzone” section on the Town web page ·
Develop
programs/message to deliver to schools, camps ·
Establish
a youth-directed green committee that makes recommendations around CSP
implementation and other green initiatives and develops a kidzone newsletter
to communicate these activities ·
Develop
children’s sustainability festivals, marketplaces, movie screenings ·
Work
in cooperation with the school boards and other local schools to establish
partnerships, school gardens, outdoor classrooms, schoolyard naturalization,
eco-schools, etc. to facilitate education, engagement and mobilization of
children |
|
What are the milestone performance measurements over
the next 4 years? |
·
Increased
community awareness (measured). ·
Measure
participation of the community. ·
Measure
consumption in the community (i.e. water, energy, recycling). ·
# of
communication products ·
# of
hits on the kidzone web site ·
# of
initiatives targeted to kids ·
# of
programs/initiatives implemented by the youth subcommittee ·
# of
events, such as movie screenings, festivals, etc. targeted at children ·
# of
school gardens created ·
# of
outdoor classrooms, schoolyard restorations ·
# of
eco-schools established or underway ·
# of
communication products ·
# of
initiatives profiled through communication strategy ·
# of
hits on intranet messaging ·
# of
staff applying for $ under the MESF |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Community
will feel empowered, increased pride in community, increased community
participation, sense of ownership, greater feeling of resilience, economic
benefit from cost savings. ·
Increased
awareness and understanding of sustainability issues among youth and what is
important to youth ·
Engagement
of stakeholders/partners who may not otherwise be involved in
sustainability/youth initiatives ·
Greater
youth/child participation in initiatives, activities, web-based social
marketing ·
Staff
will have a greater understanding of the initiatives underway and will be
able to communicate these initiatives to other staff and the community |
|
Identify any potential barriers to success: |
·
Competing
priorities ·
Delivering
the “right” message the right way ·
Cultural
differences on environmental issues (e.g. immigration from agrarian
communities to urban/suburban communities) ·
Satellite
locations are not as easily engaged ·
External/temporary/part
time staff are not as easily engaged or may not have access to some of the tools
for communication ·
Will
rely on communication cascade to a large extent for this staff community |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Staff
lead/team ·
Council/senior
leadership buy-in ·
“Can
Do attitude”/solutions oriented commitment.
Commitment to innovation.
Appropriate governance structure.
Funding. ·
Staff
lead and team ·
Council/senior
leadership buy-in |
|
Identify any high level budgetary considerations: |
·
Resources
for web development, communication strategy and products tailored to children
and youth, engagement activities such as festivals, marketplaces ·
In
addition to consolidating existing dollars being spent in this area,
additional dollars will be required to consult and communicate on a comprehensive
strategy. ·
Staff
resources to support communication initiatives, products, ongoing innovation |
|
Phasing Target |
·
Commence in Q2 2008 completion Q4 2008 |
|
ENVIRONMENT |
|
|
Action Plan: 1.
c). Work with all levels of government to endorse and support our Green Print
for |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Civic
engagement ·
A
coordinated approach to sustainability ·
Intergovernmental
collaboration |
|
What are the milestone performance measurements over
the next 4 years? |
·
# of
meetings with other levels of government, stakeholders, partners ·
# of
new or enhanced initiatives/plans/partnerships |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Greater
coordination around sustainability agenda ·
Greater
intergovernmental collaboration and coordination |
|
Identify any potential barriers to success: |
·
Competing
priorities among stakeholders ·
Limited
resources from stakeholders, other levels of government |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Staff
lead and team to participate in engagement efforts ·
Advocacy
from Council and senior leaders ·
Council
engagement of other levels of government ·
Civic
engagement and partnership development |
|
Identify any high level budgetary considerations: |
·
Resources
needed for implementation, could be phased over Council term but may include dollars
for acquisition of land, restoration or enhancement activities |
|
Phasing Target |
·
On
going |
|
ENVIRONMENT |
|
|
Action Plan: 1. d) Develop a comprehensive Climate
Action Plan to address energy usage in Markham starting with baseline data,
building on programs such as MECO, MDEI and MEC, investing in renewable
energy options and monitoring success.
The plan needs to include conservation initiatives, alternatives to
energy sources and educating campaigns for public and staff. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Continue
to build on successful initiatives already executed, currently underway or
now under consideration ·
Work
towards enhancing MECO brand and marketing and promoting successes to
Council, Staff at all levels and the public ·
Focus
on renewable energy investment (solar, geothermal, wind, etc.) including
baseline information for the Town (MEC, MDEI) and plans for the future ·
Continue
to work with PowerStream to roll out Conservation Demand Management (CDM)
Programs in line with Ministry of Energy’s Directives and the Ontario Power
Authority’s CDM strategy ·
Continue
work on Partners for Climate Protection Program ( ·
Develop
an Energy Conservation Plan (Bill 21, Energy Conservation Leadership Act,
2006 – regulations pending) ·
Energy
plan integrated into the Community Sustainability Plan |
|
What are the milestone performance measurements over
the next 4 years? |
·
Policies
to enable alternative energy investment for residents and businesses in ·
Energy
generation by municipality ·
Energy
from renewable sources ·
Local
power production ·
# of
energy conservation projects implemented ·
# of
kWh of electricity saved and $ saved in hydro costs ·
# of
m3 of gas saved and $ saved in gas costs ·
# of
m3 of water saved and $ saved in water costs ·
# of
GHG emissions reduced (part of ·
# of
alternative or renewal energy projects implemented ·
# of
education/awareness raising events held for Town Staff ·
# of
education/awareness raising events held for the Public |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Energy
is a significant cost driver for municipalities - having an energy strategy
in place and dedicated resources tasked with implementing energy
improvements, provides an important tool to manage energy expenditures which
translates into more dollars available to provide other services ·
Reducing
energy consumption and costs results in GHG or carbon reductions and leads to
air quality improvements ·
Leadership
in energy conservation positions the Town as a municipal champion and
provides residents with a sense of pride for living in a ‘green’ community ·
Providing
education and awareness to residents will also assist them with reducing
their energy consumption and saving money on their utility costs |
|
Identify any potential barriers to success: |
·
Limited
human resources - the staff time involved from the start of evaluating a
conservation measure to implementing a project/program then measuring and
verifying the savings is very long – more resources and enhanced coordination
across department/Commissions would improve this situation |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Clear
direction on priorities to focus on within energy portfolio ·
Clear
direction on where responsibility lays for certain initiatives – i.e.,
exploring alternative energy sources, developing a Town Policy for Green
Building Standards – should these be MECO, Environmental Leadership, Asset
Management and/or collaborative efforts |
|
Identify any high level budgetary considerations: |
·
investment
in technologies and measures ·
$
available for energy conservation initiatives are there at federal, provincial
and the utility level but time and resources required to research and apply
for these are constrained |
|
Phasing Target |
·
Commence
in 2008 completion in Q4 2009 |
ENVIRONMENT |
|
|
Action Plan: 2. Adopt “Green Building Standard” and “Green
Community Standards” for |
|
|
What are the
high level planning and tactical activities required in order for this action
item to succeed? Who needs to be
involved? |
·
Stakeholder
consultation – we need to have voluntary compliance (i.e. Developers,
Engineers, Architects, and Landscape Architects etc.). ·
Evaluate
existing standards against sustainable criteria ·
Technical
analysis of our design standard to enable us to incorporate sustainable
criteria into our design standards ·
Potential
incentives encourage compliance. ·
Lobby
Provincial and Federal government for additional regulations. ·
Review
objective code for engineers and other design standards. |
|
What are the
milestone performance measurements over the next 4 years? |
·
Adoption
of objective codes for sustainability. ·
See
buildings take on a more sustainable character. |
|
Identify the
Benefits to the Town and Residents. (What will they look like?) |
·
Achieving
goal of sustainability and community pride. ·
Innovation ·
Recognized
as a leader ·
Economic
Development |
|
Identify any
potential barriers to success: |
·
Voluntary
compliance. ·
Cost
associated with the initiatives. ·
Ability
of the municipality to comply for our own buildings and practices (i.e. SWM) ·
Resources
and man power to get things done. |
|
What support is
needed from Council / Staff in order for success to occur? |
·
Commitment ·
Common
agreed to concept ·
Council
to adopt sustainability as a goal and agree to pay for it. |
|
Identify any
high level budgetary considerations: |
·
Depends
on how far we go, new code or how we deliver services (i.e. storm water
management, permeable pavement etc.). ·
Innovative
acceptance, adopt and require that all have a different price tag to deliver. |
|
Phasing Target |
·
·
Green
Community Standards – Commencing Q1 2009, completion Q4 2009 |
|
ENVIRONMENT |
|
|
Action Plan: 3.
Develop and implement a community-wide zero waste strategy. Explore the expansion of |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
·
Develop
a work plan for the Green Print including legislative change (Municipal Act
and Region of York Act implications), business community education,
consistent Town policies and procedures. ·
Cross
commission team(s) will be involved, in order to ensure that the strategy is
comprehensive ·
Explore
partnerships with other departments (Waste Management, Planning, Strategic
Services, Economic Development, Finance, Purchasing, Legal, ·
Plans
to include waste management options at all Town facilities ·
Year
over year targets to achieve zero waste |
|
What are the milestone performance measurements over
the next 4 years? |
Milestones ·
Annual
and year over year targets to achieve zero waste ·
Jurisdiction
and liability issues resolved ·
Budgetary
issues resolved ·
Billing
systems and procedures established ·
Operational
procedures established ·
Mechanisms
to measure and track performance measures established ·
Staffing
increased appropriately to support program Performance Measures ·
Number
of businesses recycling ·
Number
of tonnes recycled and or composted ·
Number
of tonnes disposed ·
Diversion
targets |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Leadership ·
Improved
Environmental Stewardship ·
Increased
recycling and composting and reducing overall dependence on landfill ·
Residents
will have greater waste diversion opportunities while away from home |
|
Identify any potential barriers to success: |
·
Legal
challenge from private waste collection companies and private industry
associations such as Ontario Waste Management Association (OWMA) and Solid
Waste Association of North America (SWANA) ·
Region
of ·
Significant
increases to collection and education costs, and potentially, recycling and
organics processing costs ·
Jurisdiction
issues under Municipal Act ·
Expanded
recycling services- polystyrene, plastic film ·
Business
community resistance to increased waste management costs |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Council
– clear direction ·
Legal
- Legal opinions on jurisdictional and liability issues ·
Purchasing - Changes to Purchasing - Green Procurement Policy ·
Finance
- Tax incentives, service pricing structures, and billing systems and
procedures development ·
Economic
Development – liaise with business community i.e. Markham Board of Trade ·
Waste
Management – operations coordination, development review, Award program to
recognized “Zero Waste” businesses ·
·
Strategic
Services - Explore partnership opportunities ·
Planning
– support of development agreement related issues |
|
Identify any high level budgetary considerations: |
·
Significant
collection cost increase of operating budget if ·
Program
delivery pricing structure required ·
Potential
tax incentives required |
|
Phasing Target |
·
Underway
in 2008 – completion Q42008 |
|
ENVIRONMENT (See Also # 1. f) |
|
|
Action Plan: 4.
Prepare an enhanced Town-wide Beautification Policy. A long term policy to provide clear
direction on recycling efforts, use of pesticides, beautification, litter program,
tree by-law, organic waste, etc. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
The
Green Print will consider all the elements of sustainability through the lens
of civic engagement and intergovernmental relations and will make
recommendations around the best initiatives, plans and strategies to become a
more sustainable community. These may include any or all of the initiatives
under the emerging action item. ·
Policy
to enable three stream waste management infrastructure in all residential and
non-residential buildings |
|
What are the milestone performance measurements over
the next 4 years? |
·
Market
development and growth for waste ·
# of
Education campaigns, tools, initiatives ·
# of
trees protected ·
policy
underway, approved, implemented |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
More
sustainable community, government ·
Greater
accountability |
|
Identify any potential barriers to success: |
·
Market
development ·
Community
uptake ·
Competing
priorities |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Advocacy
from Council and senior leaders ·
Council
engagement of other levels of government ·
Civic
engagement and partnership development |
|
Identify any high level budgetary considerations: |
·
Resources
required for implementation, for example, by-law enforcement, litter clean
up, education efforts in the community |
|
Phasing Target |
·
Initiative
underway completion date Q4 2008 |
|
ENVIRONMENT |
|
|
Action Plan: 5.
Develop alternative ideas and strategies that encourage maintaining a
healthier community including local food promotion and security, bike paths
and trail system, energy conservation. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
The
Green Print will consider all the elements of sustainability through the lens
of civic engagement and intergovernmental relations and will make
recommendations around the best initiatives, plans and strategies to become a
more sustainable community which may include promoting bike paths and trail
systems, establishing farmers markets and community festivals at the civic
centre and other Town facilities as an approach to maintaining a healthier
community ·
Develop
local food promotion and food security initiatives including community
gardens, farmers markets, organic food promotion and other methods of
economic development mutually beneficial to the Town and the agricultural
community |
|
What are the milestone performance measurements over
the next 4 years? |
·
# of
new community gardens ·
at
least one community garden per ward by 2009 ·
at
least two new farmers markets, with one focused particularly on organics, by
2008 ·
at
least one new economic development initiative focused on benefiting and
promoting the agricultural community in each 2008/09/10 ·
# of
new alternative activities/ideas/initiatives implemented ·
# of
participants ·
miles
of pathways/trails |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased
opportunities to participate in and learn about sustainability initiatives in
the town and to develop alternative ideas and strategies ·
Economic
development benefits and opportunities for agricultural community, partners
and stakeholders |
|
Identify any potential barriers to success: |
·
Competing
priorities |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Staff
lead/team ·
Council/senior
leadership buy-in |
|
Identify any high level budgetary considerations: |
·
Resources
for implementing alternative ideas and strategies |
|
Phasing Target |
·
Initiative
underway completion Q4 2008 |
|
ENVIRONMENT |
||
|
Action Plan: 6. Understand the Towns Ecological Footprint. |
||
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Ecological footprint analysis compares human demand on
nature with the biosphere's ability to regenerate resources and provide
services. ·
Understand
and establish the ecological footprint for Town of ·
Council
and the Green Print Team |
|
|
What are the milestone performance measurements over
the next 4 years? |
·
Life Cycle Assessment (LCA) to accurately determine the
current ecological footprint ·
Identification of hot-spots in terms of resource
consumption and associated impacts ·
Optimisation of conservation and resource efficiency ·
Identification of solutions to neutralise the resource consumption that cannot be eliminated by conservation
measures ·
Development
of action plans to reduce ecological footprint of corporation and community |
|
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Ecological footprinting is now widely used around the
globe as an indicator of environmental sustainability. It can be used to
measure and manage the use of resources throughout the economy. It can be
used to explore the sustainability of individual lifestyles, goods and
services, organizations, industry sectors, neighborhoods, cities, regions and
nations
|
|
|
Identify any potential barriers to success: |
·
Require
a coordinating lead staff |
|
|
What support is needed from Council / Staff in order
for success to occur? |
·
Dedicated
staff lead and team ·
Council
and senior leadership buy-in and promotion |
|
|
Identify any high level budgetary considerations: |
·
Will
need resources to establish the ecological footprint and how it can be
included in the Green Print process for implementation, coordination,
communication over the Council term. Can be phased depending on the cost of
the recommendations. |
|
|
Phasing Target |
·
Q3
2008 |
|
ENVIRONMENT |
|
|
Action Plan:
7. Develop a funding strategy/modeling tool to support these
initiatives. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Develop
partnerships with other levels of government, agencies ·
Funding
from Gas Tax ·
Begin
using triple-bottom-line ( ·
Retain
staff lead dedicated to researching, sourcing and applying for funding
opportunities on behalf of the Town. |
|
What are the milestone performance measurements over
the next 4 years? |
·
# of
dollars secured ·
# of
programs sourced ·
# of
applications submitted ·
# of
partnerships established ·
staff
hired ·
Implementation
of ·
Consideration
of budget process through the ·
Consideration
of all initiatives at the Town through the |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
A
funding strategy would provide some flexibility in the budget process,
particularly around implementation of Green Print recommendations. If matching or alternate funding strategies
were available, tax implications could be reduced. ·
Benefits
of |
|
Identify any potential barriers to success: |
·
Lack
of dedicated staff make sourcing funding difficult ·
One-time
funding programs make sustainable implementation and funding a challenge ·
Reluctance
to adopt new methodology for financial framework |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Strategic
advocacy to establish support from other levels of government ·
Coordination
among Council and staff around initiatives would help spread the available
funding around equitably. ·
Desire
for change with the understanding that sustainability is the desired goal for
the organization |
|
Identify any high level budgetary considerations: |
·
May
need matching dollars for funding programs ·
May
need seed dollars ·
Hiring
research staff will require resources (in 2008 budget submission) ·
Potential
costs for financial management tools, training and ongoing education around |
|
Phasing Target |
·
Commenced
in 2008 completion Q4 2008 |
Municipal Services
Issue Statement:
Action Plans:
What can “you” expect from us?
|
Key
Deliverables |
|
|
Complete service
specific improvements by:
|
Develop a
corporate process / framework for selecting and review how services are
delivered |
|
MUNICIPAL SERVICES |
|
|
Action Plan: 1. Complete
the service specific improvements outlined in 2007, with reports to Council
in 2008 |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Establish
working group to review Winter Maintenance Standards and report to Council on
recommendations ·
Complete
pilots and report to Council in areas of by-law and property Standard
enforcement, littering, garbage collection, and parks standards ·
Will
involve Operations, Waste Management, By-laws and Property Standards, and
Council |
|
What are the milestone performance measurements over
the next 4 years? |
·
2008
o
Report
back to Council on all pilots undertaken in 2007 o
Conclude
completed service specific improvements |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Improvement
in specific service areas that have been identified to be important by
Council members ·
Better
information on service standards, efforts, and costs to allow for more
informed decisions on service levels and their implications ·
Strengthen
awareness and understanding and increase transparency in delivering the
services identified to the residents ·
Clarify
the linkage between service levels and meeting the needs of the residents ·
Value
for tax dollar |
|
Identify any potential barriers to success: |
·
lack
of adequate resources to implement the improvements (staff, equipment, time, and
dollars) ·
lack
of support on the recommended changes needed to achieve improvement ·
competing
priorities within a service area ·
lack
of consensus on standards |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Decisions
on levels of services ·
Adherence
to standards ·
Communicate
results to residents |
|
Identify any high level budgetary considerations: |
·
Potential
for substantial budget increases in the range of $3 to $4M (i.e. driveway windrow snow clearing alone is
+$2M) |
|
Phasing Target |
·
Completed
by end of 2008 |
|
MUNICIPAL SERVICES |
|
|
Action Plan:
2 Review “A Guide to Service Delivery Review for
Municipal Managers” to determine how it can be used to develop a service
review evaluation process for |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Review
document with a view to making our municipal services more responsive to
evolving client needs ·
Review
the process and procedures outlines for alignment to Corporate strategy and
culture ·
Will
involve members of Municipal Services Working Group ·
Additional
team members might be needed |
|
What are the milestone performance measurements over
the next 4 years? |
·
Action
to be started immediately and completed by Q3 2008. ·
This
review will be the basis for Action Plan Item 3. |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Reduce
the amount of trial and error, time, and resources by using a the document
developed by the ·
Reduce
the need for external consultants ·
Process
developed internally is more likely to be successful and relevant |
|
Identify any potential barriers to success: |
·
Document
does not align easily with ·
Resistance
to change ·
Competing
priorities ·
Team
members does not have the skills and/or time to complete review |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Working
Group commitment to undertake the assignment ·
Competing
priorities addressed |
|
Identify any high level budgetary considerations: |
·
None
anticipated |
|
Phasing Target |
·
Complete
by Q3 2008 |
MUNICIPAL SERVICES |
|
|
Action Plan: 3. Develop
an evaluation process so that any specific municipal service can be
systematically reviewed to determine the most appropriate way to provide
it. The process will focus on setting
priorities – making choices – and, where possible, reducing the cost
of delivery while maintaining or improving services and service levels. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Complete
review from Action Item 2. ·
Develop
the new process and create the documentation and guidelines to reflect
Corporate approach to Service Delivery ·
The document could cover topics such as
selection approach for review, accountability, elements of review, reporting
and communication ·
Project
Team will consist of Working Group with other areas brought in for expertise
in specific sections ·
Workshops
will be held with Council to gain input and support |
|
What are the milestone performance measurements over
the next 4 years? |
·
Begin
the Action Item in Q2 2008 ·
Workshops
with Council to provide overview of document in Q4 2008 ·
Final
document delivered to Council for approval in Q1 2009 |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
A
systematic approach that will reassure our residents and Council that key
services are reviewed for efficiency, effectiveness, responsiveness,
sustainability, and quality ·
Increase
consistency in service delivery, encourage innovative practices, and clarify
roles and responsibilities ·
Support
organization’s pursuit of PEP Level III certification with the National
Quality Institute ·
Provide
a consistent service review process that could support the work of the new Auditor
General. |
|
Identify any potential barriers to success: |
·
Lack
of consensus on approach and process ·
Culture
change might not be successful ·
Resistance
to change ·
Analysis
paralysis |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Leadership
support from Council and senior management to embed the corporate process at
all levels ·
Use
the new process to support and/or drive decision-making |
|
Identify any high level budgetary considerations: |
·
None
anticipated but funds for printing or materials might be needed |
|
Phasing Target |
·
Began
Action Item in 2008 and Council Approval of document in Q1 2009 |
Parks, Recreation, Culture and
Library Maser Plan / Public Safety
Issue Statement:
·
Enriching community life and providing for “livable” communities with a
focus on health and wellness and lifelong learning occurs through the timely
provision of parks, recreation, culture and libraries programs and services for
all ages in our community.
As such, there is a need to update our
Master Plan that creates short, medium and long term priorities for the
provision of parks, recreation, culture and library services, for the residents
of the Town of
·
There is a need to ensure a coordinated approach among service
providers, that ensure that community safety is embedded as a priority in all
programs, policies and facility development.
Action Plans:
1.
Update the Master Plan for our parks, recreation, library and cultural
services based on a sustainable financial model.
2.
Review and analyze the demand for indoor and outdoor recreation, library
and cultural programs across the Town.
3.
Ensure our green spaces fit the needs of the local neighbourhoods.
4.
Develop a communication strategy that gets the community involved.
5.
Develop a strategy that meets the cultural needs of our increasing
diverse community.
6.
Develop a community safety plan.
What can “you” expect from us
|
Parks, Recreation,
Culture & Library Master Plan/Public Safety Key Deliverables |
|
|
New P.R.C.L.M.P. completed (Q4-2009) |
Demand analysis plan component for recreation, library & culture programs completed (Q4-2008) |
|
Inventory and gap analysis for greenspaces completed as part of the plan (Q1-2009) |
Communication strategy for the master plan developed (Q1-2009) |
|
Cultural change impacts and analysis completed in the plan (Q2-2009) |
Community safety plan developed (Q3-2010) |
PARKS,
RECREATION (sports, health & wellness), CULTURE & LIBRARY MASTER
PLAN, PUBLIC
SAFETY AND CULTURE |
|
|
Action Plan: 1). Update the Master Plan for our parks,
recreation, library and cultural services based on a sustainable financial
model. |
|
|
What are the
high level planning and tactical activities required in order for this action
item to succeed? Who needs to be
involved? |
·
Identify
funding in 2008 Capital Budget and prepare terms of reference for consulting
assistance to update the Plan. o
Report
to Council for approval of the process to begin in 2008. o
Update
is to include in-depth market research to identify needs (e.g. Surveys, focus
groups) o
Identify
projects and their funding sources including high level time frames o
Ensure
potential projects are included in the DC Soft Services update. o
Plan
to identify strategies for alternative delivery partner ·
General
Public, sport, recreation, youth, older adult and cultural groups and
associations, boards ·
All
three Town Commissions |
|
What are the
milestone performance measurements over the next four years? |
·
An
updated and approved Master Plan. ·
Projects
and initiatives completed in the identified time frames ·
DC
Soft Services update in place with all potential projects and their funding
identified. ·
East
Markham Community Center & Library open to the public and CSIO project
decision determined. ·
Enhanced
quality of life for all residents |
|
Identify the
benefits to the Town and residents? (What will they look like?) |
·
A
comprehensive, well planned package of recreation, parks, culture and library
services are in place, with
service levels maintained or enhanced. |
|
Identify any
potential barriers to success: |
·
Inability
to engage the public to attend focus groups and/or complete market surveys in
sufficient numbers. ·
A
reduction in D.C funding and/or competing priorities for scarce funding
dollars. ·
Lack
of consensus on plan direction from staff and Council ·
Lack
of DC Funds for Culture. |
|
What support is
needed from Council / Staff in order for success to occur? |
·
2008
Capital Budget Approval required from Council to proceed with the project. ·
Team
effort and coordination withal Commission Departments ·
Council
consensus on plan priorities |
|
Identify any
high level
budgetary considerations: |
·
An
approved budget in 2008 to engage a multi disciplinary consultant ·
Support
in Capital and operating budgets, to be determined on an ongoing basis throughout
the term of the
plan. |
|
Phasing Target |
·
Underway
in 2008, working through 2009, and projected completion in Q4 2009. |
|
PARKS,
RECREATION, CULTURE & LIBRARY MASTER PLAN / PUBLIC SAFETY |
|
|
Action Plan: 2) Review and analyze the demand for indoor
and outdoor recreation, libraries and cultural programs across the Town. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Complete
an inventory of resources and an assessment of overall use of our existing
facilities. ·
Identify
gaps/opportunities and demand projections based on future population growth
and demographic analysis. ·
Involvement
required from all departments in all three Town commissions. ·
General
public, community groups and associations, and boards |
|
What are the milestone performance measurements over
the next 4 years? |
·
A
completed and accurate inventory with utilization statistics in place by
product category/classification ·
Gaps
and opportunities are identified and future requirements identified. |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Maximizes
available resources and identifies the best utilization of facilities ·
Ensures
the provision of an appropriate mix of services to match identified needs. ·
Enhanced
quality of life for all residents. |
|
Identify any potential barriers to success: |
·
Potential
inability to displace long term uses in specific facilities/areas identified. |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Administrative
support for analytical piece of this part of the project. ·
GIS
support would be required during the mapping process |
|
Identify any high level budgetary considerations: |
·
Budgetary
requirements are covered within the 2008 Capital budget approval for this
project |
|
Phasing Target |
·
Underway
in 2008 and projected completion of this element of the overall plan in Q4 –
2008. |
|
PARKS,
RECREATION, CULTURE & LIBRARY MASTER PLAN / PUBLIC SAFETY |
|
|
Action Plan: 3)
Ensure our green spaces fit the needs of local neighbourhoods. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Complete
an inventory of parks and open spaces in the Community ·
Identify
any gaps in achieving the standard of a playground within 400 meters of
residential areas. ·
Ensure
focus groups address resident perceptions and comments on the provision of
green spaces in neighbourhoods. ·
Community
and Fire Services Commission and Development Services Commission,
specifically Urban design ·
General
public, ratepayers groups and Youth task force. |
|
What are the milestone performance measurements over
the next 4 years? |
·
Deficiencies
are identified both in terms of potential provision gaps and service provided
within the green spaces. ·
Plans
are put in place to address gaps with time frames. |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Any
deficiencies determined are addressed thereby improving quality life to
residents and the provision of additional passive or active recreational
opportunities to neighbourhoods. |
|
Identify any potential barriers to success: |
·
Inability
to engage the public to attend focus groups and/or survey completion. |
|
What support is needed from Council / Staff in order
for success to occur? |
·
GIS
support through mapping is required to identify location deficiencies ·
Council
involvement/representation during focus group sessions with the public |
|
Identify any high level budgetary considerations: |
·
Budgetary
requirements are covered within the 2008 Capital budget approval for this
project |
|
Phasing Target |
·
Underway
in 2008, analysis through 2009 with expected completion of this piece of the
plan in Q1 2009. |
|
PARKS, RECREATION, CULTURE & LIBRARY MASTER PLAN / PUBLIC SAFETY |
|
|
Action Plan: 4)
Develop a communication strategy that gets the community involved. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Identify
and refine ongoing source documents for key organizations to be involved in
community engagement ·
Develop
a process including time frames/format for obtaining input, as required, to
engage the public ·
Community
input required from leaders on the best ways to communicate to their groups. ·
Community
and Corporate Services Commission (Corporate Communications) need to be
involved |
|
What are the milestone performance measurements over
the next 4 years? |
·
A
database in place that is updated annually ·
Community
consultation piece with leaders completed so that vehicle is in place to get
to the organization ·
Decision
making process includes community involvement in the reporting to Council for
decisions |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Resident
involvement and engagement ensures buy-in by residents in decisions making
process ·
Decisions
are well vetted before implementation ensuring all angles are examined |
|
Identify any potential barriers to success: |
·
Polarized
views from specific groups ·
Lack
of interest in certain projects by the public resulting in poor meeting
turnout ·
Can
slow decision making down, resulting in further barriers to success because
of slow implementation ·
Gaps
in our data that can result in missing appropriate groups that need to be
heard |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Council
involvement in meetings organized, important for residents to attend ·
Information
·
Strong
commitment from staff involved to ensure inclusion of as many groups as
possible to organized sessions |
|
Identify any high level budgetary considerations: |
·
Budgetary
requirements are covered within the 2008 Capital budget approval for this
project |
|
Phasing Target |
·
Underway
in 2008 and expected completion of this segment of the project in Q1-2009 |
PARKS,
RECREATION (sports, health & wellness), CULTURE & LIBRARY MASTER
PLAN, PUBLIC
SAFETY AND CULTURE |
|
|
Action Plan: 5) Develop a strategy that meets the cultural
needs of our increasingly diverse community. |
|
|
What are the
high level planning and tactical activities required in order for this action
item to succeed? Who needs to be
involved? |
·
Capture
and review cultural changes in the community for the next 5 years ·
Identify
the impacts of cultural change on the Town’s services and facility delivery
system ·
Community
input to identify where gaps are in programs and delivery o
Involvement
by all divisions in Community and Fire Services, Council and the community is
required. |
|
What are the
milestone performance measurements over the next four years? |
·
Review
of cultural changes is completed ·
Action
plans articulated and acted upon as identified and required to effect changes
in program development, new construction and facility renovations. |
|
What are the
milestone performance measurements over the next four years? |
·
Parks,
recreation, culture and library programs and services remain comprehensive,
responsive and relevant to the needs of all citizens of the community. |
|
Identify any
potential barriers to success: |
·
Availability
of data in a timely fashion ·
Developing
consensus on the strategies ·
Lack
of infrastructure flexibility and public expectations higher than available
finances. |
|
What support is
needed from Council / Staff in order for success to occur? |
·
Open
minded and creative approaches needed from all staff involved ·
Agreement
and buy in on non traditional approaches and program development by Council
and staff |
|
Identify any
high level
budgetary considerations: |
·
Budgetary
requirements are covered within the 2008 Capital Budget approved for the
project. |
|
Phasing Target |
·
Underway
in 2008 and expected completion in Q2 2009. |
PARKS,
RECREATION (sports, health & wellness), CULTURE & LIBRARY MASTER
PLAN, PUBLIC SAFETY AND CULTURE |
|
|
Action Plan: 6).Develop a community safety plan |
|
|
What are the
high level planning and tactical activities required in order for this action
item to succeed? Who needs to be
involved? |
·
Develop
the terms of reference to develop a community safety plan with consulting
assistance. ·
Identification
of all stakeholders ·
Form
an internal staff steering committee ·
All
three Markham Commissions, York Region, Police, Social Service Agencies,
School Boards |
|
What are the
milestone performance measurements over the next four years? |
·
Community
Safety Plan completed ·
Sponsors
identified to drive recommendations contained in the plan ·
Programs
and actions identified are implemented on an ongoing basis |
|
Identify the
benefits to the Town and residents? (What will they look like?) |
·
Enhanced
quality of life for ·
Improved
public confidence. |
|
Identify any
potential barriers to success: |
·
Inability
to gain maximum interagency coordination and cooperation. ·
Gaining
consensus on priorities and directions with stakeholders ·
Changing public habits |
|
What support is
needed from Council / Staff in order for success to occur? |
·
Willingness
by all agencies to see this focus as high on their agendas ·
Leadership
from identified stakeholders |
|
Identify any
high level
budgetary considerations: |
·
Financial
support in the 2009 Capital Budget required of approximately $100,000. |
|
Phasing Target |
·
Underway
in 2009 Q2 and completed in 2010 Q3 |
Diversity
What is the
issue?
What needs to
be addressed?
1. Vision and Strategy
Develop a vision statement, strategy and comprehensive work plan that
will move the organization towards an increased level of “Diversity competence”. (Diversity competent organizations understand,
respect and embrace difference. Through community involvement they develop
services and programs which are appropriate and relevant to the diverse groups
within the community. They participate in continuous self-assessment, expand
their knowledge of issues related to inclusion and adapt their service models
to respond to those needs. Such organizations consult with relevant individuals
and groups and are committed to creating inclusive work environments.)** The
work plan will include the following elements:
a) Mandatory training for
all Town staff to achieve individual diversity competence.
b) Inclusive Human Resource
practices with a particular focus on recruitment
c) Opportunities for staff to
mentor diverse individuals in the area of career development through expanded
participation in various Mentorship/Partnership programs such as Career Edge, Ability Edge and
d) An effective internal communications
plan
e) A program to measure our
success
2. Increased Civic Engagement and
Participation
Reach out to
3. Strengthened Community Partnerships
Through community
partnerships and collaboration, build a greater understanding of the diverse
make-up of the community. This increased understanding will assist in ensuring
that Town services and programs align with the various needs of
4. Board and Committee Development
Create opportunities for the
Town’s boards and committees to reflect the voices and faces of
5. Accessible Communication and Services
Identify opportunities to provide
services to as many of our residents as possible, in as many ways as possible
through the use of multilingual services, TTY/TDD (teletypewriter/telephone
devices for the deaf) devices, Braille, wheelchair accessibility and other
appropriate communication mechanisms.
Volunteer partnerships will be explored as a means to increase the
accessibility of our services.
6. Share the Town’s Efforts
with Residents
Develop an effective communications plan that will
increase Town wide awareness of the strategy, the work plan and the outcomes,
and will further foster both the feeling and the experience of inclusion across
the community.
** Adapted from Cross 1989,
DIVERSITY |
|
|
Emerging Action Item 1: Develop
a vision statement, strategy and comprehensive work plan that will move the
organization towards an increased level of “Cultural Competence”. (Culturally
competent organizations understand, respect and embrace cultural differences.
Through community involvement they develop services and programs which are
appropriate and relevant to the diverse groups within the community. They
participate in continuous self-assessment, expand their cultural knowledge
and adapt their service models to accommodate needs. Such organizations consult
with relevant individuals and groups and are committed to hiring culturally
competent employees. )** The work
plan will include the following elements: a) Inclusive Human Resource practices with a
particular focus on recruitment b) Mandatory training for all Town staff to
achieve individual cultural competence c) Opportunities to mentor new immigrants in
the area of career development through continued participation in the d) An effective program to measure our success e) An effective communications plan |
|
|
What
are the high level planning and tactical activities required in order for
this action item to succeed? Who
needs to be involved? |
·
Community and professional engagement ·
Broad communication ·
Identification of Champions ·
Internal training and heightened awareness ·
Links to other corporate business strategies – NQI/ PEP (so as not
seen as a stand alone strategy) ·
Development of policies and good practices ·
Define relevant KPI’s (internal and external) ·
Cross section of community stakeholders ·
Cross Commission staff teams, ·
|
|
What
are the milestone performance measurements over the next 4 years? |
·
Implementation of the cultural
diversity plan ·
Increased ethno-cultural representation in Town staff ·
Enhanced media/advertising practices, in an effort to reach a broader
audience ·
Establishment of relevant community partnership(s) ·
Training for all staff completed ·
Questions related to diversity integrated into surveys ·
Weave diversity, where appropriate, into existing business practice –
NQI/PEP journey |
|
Identify
the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased civic engagement by community members ·
The broadening and/or refining of services for all residents ·
Strong support from the community for Town actions ·
Town staff gain a deeper understanding and respect for cultural
diversity |
|
Identify
any potential barriers to success: |
·
Communication challenges ·
Resources ·
Competing priorities |
|
What
support is needed from Council/Staff in order for success to occur? |
·
Clear direction from Council ·
Clear vision and plan ·
Adequate resources ·
Commitment – identifying champion/leader/ad hoc committee |
|
Identify
any high level budgetary considerations? |
·
Broad, multi-faceted communication ·
Program start-up costs ·
Ongoing internal resources ·
Staff Training ·
Translation and Interpretation Services |
DIVERSITY |
|
|
Emerging Action Item 2: Reach out to |
|
|
What
are the high level planning and tactical activities required in order for
this action item to succeed? Who
needs to be involved? |
·
A multi-faceted, comprehensive communications strategy, including an
electronic means of getting messages out ·
Seek out relevant partnership
opportunities ·
Establish a more coordinated approach for partnering with
communities, rather than disconnected individual activities. ·
Review current slate of Town events to establish and highlight a more
co-ordinated approach. ·
Development of a Town wide “Signature Event”. May include considering
the expansion of the “Many Faces of Markham” event or the “Milliken Mills
Children’s Festival” or may consider the introduction of a “Diversity
Festival”. ·
Provide an updated status report on “ Town wide “Diversity
Initiatives” in the form of speaking notes to allow for consistent messaging ·
Cross section of community stakeholders( Ratepayer Associations) ·
Cross Commission staff teams, ·
Corporate Communications, Strategic Services, |
|
What
are the milestone performance measurements over the next 4 years? |
·
Implementation of a documented strategy with various components and
deliverables ·
Implementation of communications strategy ·
Development of one “Signature Event” ·
Increased community pride in participation and representation |
|
Identify
the Benefits to the Town and Residents.
(What will they look like?) |
·
An increased understanding of and respect for cultural differences
and stronger inter-cultural relationships throughout the Town which
ultimately builds a more harmonious community |
|
Identify
any potential barriers to success: |
·
Perception of inequity amongst cultural groups, in one group, or
within different organizations ·
Resources ·
Communication challenges ·
Competing priorities |
|
What
support is needed from Council/Staff in order for success to occur? |
·
Clear direction from Council ·
Clear vision and plan ·
Adequate resources ·
Commitment – identification of champion/leader/ad hoc committee |
|
Identify
any high level budgetary considerations? |
·
Enhanced Media Practices - Broad communication ·
Program start-up costs ·
Ongoing internal resources ·
Staff Training ·
Translation and Interpretation Service |
DIVERSITY |
|
|
Emerging Action Item 3: Through community partnerships and
collaboration, build a greater understanding of the diverse make-up of the
community. This increased understanding will assist in ensuring that Town
services and programs align with the various needs of |
|
|
What
are the high level planning and tactical activities required in order for
this action item to succeed? Who
needs to be involved? |
·
Review of our long-term strategies and “Master Plans” through a
diversity lens ·
Build a regular consultation framework into the early stages of
planning processes to inform and validate planning. ·
Identify and analyze with increase precision census data and other
relevant data trends to better understand the Town’s context ·
Focused Customer Service training for staff with a view to providing
“Good” service delivery to all residents, specifically the aging, the
disabled, youth and those who communicate in languages other than English ·
Cross section of community stakeholders ·
Cross commission Staff Teams ·
Economic Development/Planning Policy team ·
|
|
What
are the milestone performance measurements over the next 4 years? |
·
Ongoing demographic data analysis ·
Implementation of enhanced
customer service training program ·
Establishment of Seniors Committee |
|
Identify
the Benefits to the Town and Residents.
(What will they look like?) |
·
Increase civic engagement ·
The broadening or refining of services to all residents ·
Increase satisfaction and use of our services and facilities by a
broader population ·
Strong support from residents for Town actions ·
Staff
gains a deeper understanding and respect for all forms of diversity |
|
Identify
any potential barriers to success: |
·
Adequate resources ·
Uneven commitment |
|
What
support is needed from Council/Staff in order for success to occur? |
·
Clear direction from Council ·
Clear vision and plan ·
Adequate resources ·
Detailed and on-going demographic analysis ·
Commitment – identification of champion/leader/ad hoc committee ·
Staff training |
|
Identify
any high level budgetary considerations? |
·
Program start –up costs ·
Ongoing internal resources ·
Staff Training |
|
DIVERSITY |
|
|
Emerging Action Item 4:
Increase the diverse
composition of the Town’s boards and committees through outreach and training
efforts. And further, increase the profiles of the Race Relations committee and the Accessibility committee by reviewing
their respective mandates. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be
involved? |
·
Broad communication of the diversity vision to current board and
committee members ·
Identification of current board/committee members that will take on
the role champion/change agent ·
Focus groups with community stakeholders and current board/committee
members ·
Review of the board/committee system with a view to improving its
overall effectiveness ·
Specific mandate review of the Race Relations and the Accessibility
committees ·
All Town boards and committees ·
Cross section of community stakeholders ·
Staff from the business units who are responsible for working with
particular boards/committees ·
Clerks, Corporate Communications and |
|
What are the milestone performance measurements over
the next 4 years? |
·
Current board and committee members are oriented to the diversity
vision ·
Annual training is provided for those interested in volunteering on a
board or committee, including opportunities to observe meetings. ·
Increased ethno-cultural representation on Town boards and committees ·
The establishment of a seniors committee ·
Communication strategy is developed to inform Town residents of the
project status/outcomes ·
Strengthened partnerships with organizations that have similar
mandates (i.e. The Maytree Foundation). |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Broader perspective and experience is brought to the various boards
and committees and ·
Increased opportunities for the Town to hear “ all relevant voices” ·
Increase civic engagement ·
Town programs and services are increasingly responsive to resident
needs ·
Community partnerships are created and strengthened |
|
Identify any potential barriers to success: |
·
Communication strategies are not sufficiently broad ·
Limited volunteer participation ·
Limited number of mentors available to new committee/board members ·
No current formal mechanisms for the collection of self-identification
information ·
Competing priorities ·
Resources |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Clear direction from Council ·
Commitment from committee/board members to the diversity vision ·
Participation in focus groups/surveys ·
Champions to communicate the diversity vision to boards/committees and
the public ·
Support for the integration of new board/committee members |
|
Identify any high level budgetary considerations: |
·
Broad communication strategy ·
Training costs ·
On-going internal resources ·
On-going “event” costs |
|
DIVERSITY |
|
|
Emerging Action Item 5: Examine
opportunities to provide multilingual services, both verbal and written
through a variety of delivery mechanisms that could include
volunteer/community partnerships, third party vendors and internal staff
resources. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Identify
the language needs of Town residents through a set of reliable
sources/surveys that could include the Canadian census, regional social
planning data, Ward Councillor perspectives and community feedback ·
Define
the elements of multi-lingual services ·
Develop
a mechanism and a set of criteria to determine when, how, at what level and
what type of multi-lingual service the Town may offer (guidelines, protocols
etc.). ·
Establish
volunteer partnerships, which increase the Town’s ability to provide
multi-lingual services in a customer friendly and cost effective manner. ·
Corporate
Communication business unit ·
Communication
committee of Council ·
Cross
Commission team ·
Community
Stakeholders ·
Organizations
with similar objectives (York Region, York Region School Board, York Regional
Police and the City of |
|
What are the milestone performance measurements over
the next 4 years? |
·
Knowledge
of resident needs ·
Development
of a policy framework ·
Well
defined program objectives ·
The
establishment of the requisite program infrastructure which includes tracking
and measurement mechanisms ·
Have
entered into at least one effective volunteer/community partnership |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased
civic engagement ·
Town
staff gain an understating of and respect for cultural/language differences ·
Expanded
levels of service ·
Town
is regarded as a leader in this area |
|
Identify any potential barriers to success: |
·
Resources ·
Competing
priorities ·
Our
efforts at broadening services are seen as “not sufficiently inclusive” ·
Limited
number of volunteers |
|
Identify any high level budgetary considerations: |
·
Translation
and interpretation services ·
Ongoing
internal resources ·
Training
costs |
|
DIVERSITY |
|
|
Emerging
Action Item 6: Develop a high profile/prominent marketing
plan that will increase Town wide awareness of the strategy, the work plan
and the outcomes and will further foster both the feeling and the experience
of inclusion across the community |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Corporate
Communications/ communications professional to develop plan ·
Consultation
with community stakeholders ·
Link
to other business strategies ·
Development
of support policies and practices ·
Community
Stakeholders ·
Cross
Commission staff team ·
Corporate
Communications business unit |
|
What are the milestone performance measurements over
the next 4 years? |
·
Development
and implementation of a comprehensive communication and marketing strategy ·
Input
to and validation of the strategy from community stakeholders ·
Training
for Town council and staff ·
Diversity
message weaved throughout Town communications and publications as appropriate |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased awareness and understanding of diversity vision ·
Increased civic engagement ·
Strong support from the community for Town actions |
|
Identify any potential barriers to success: |
·
Competing
priorities ·
Resources |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Clear
Council direction ·
Clear
vision regarding key messages ·
Champions
to communicate key messages ·
Communications/media
training re: key messages |
|
Identify any high level budgetary considerations: |
·
Engagement
of professional to develop marketing plan ·
Communications/media
training for champions ·
Costs
of broader communication and marketing tools ·
On-going
resources in support of the marketing plan |
Diversity-
What have we done so far?
·
Contact
Centre customer service provided in five additional languages – Cantonese,
Mandarin, Greek, Italian and French
·
Consultant
hired to assist with the development and implementation of the Diversity
project plan
·
Staff
participation in York Regional Police’s places of worship tour
·
Broader
recruitment strategies, including the ability to assess internally acquired
credentials
·
Establishment
of staff prayer/meditation room
·
The
performance of civil marriage ceremonies in Cantonese and Mandarin languages
·
·
Commitment
to Career Bridge and Mentorship/Partnership programs
·
·
Newcomers
Website launched January 2007 by Markham Public Libraries
·
Increased
circulation of employment opportunities to ethno-cultural media
·
Coordinated
two outreach sessions in partnership with Maytree Foundation and York Region in
an effort to educate Town residents on the value of participating on a Town
board and/or committee
·
Member
of York Region Inclusivity Action Plan, with a York Region charter launch in
June 2006 and funding support from Citizenship and Immigration for IAP
activities (112K)
·
Establishment
of an internal staff advisory body to identify and implement business unit
specific solutions that align with the overall diversity vision.
·
Mark
of Excellence/Town E-news communication to Town staff regarding “cultural
competence”
What
can “you” expect from us?
|
Diversity Key
Deliverables |
|
|
Diversity Strategy framework has been established
and implemented |
Career development mentoring is available for new
immigrants in various professional categories |
|
Community board/committee training sessions have
been held, including the opportunity to observe meetings |
Continued participation/leadership in the York
Region Inclusivity Action Plan partnerships in order to establish a “Circle
of Champions”, and |
|
Committees and Board composition are more diverse |
Community surveys are regularly conducted and focus
groups regularly held so the Town can hear how its programs and services can
become more responsive to the diverse needs of the community. |
|
Establishment of a seniors committee |
Increased accessibility to the Town through a
multi-lingual communication strategy. |
|
Development of a
Town wide “signature” event |
Staff are trained and able to provide customer
service in a manner that demonstrates cultural competence. |
Diversity
What is the
issue?
Action Plans:
4. Vision and Strategy
Develop a vision statement, strategy and comprehensive work plan that
will move the organization towards an increased level of “Diversity competence”. (Diversity competent organizations understand,
respect and embrace difference. Through community involvement they develop
services and programs which are appropriate and relevant to the diverse groups
within the community. They participate in continuous self-assessment, expand
their knowledge of issues related to inclusion and adapt their service models
to respond to those needs. Such organizations consult with relevant individuals
and groups and are committed to creating inclusive work environments.)** The
work plan will include the following elements:
a) Mandatory training for
all Town staff to achieve individual diversity competence.
b) Inclusive Human Resource
practices with a particular focus on recruitment
c) Opportunities for staff to
mentor diverse individuals in the area of career development through expanded
participation in various Mentorship/Partnership programs such as Career Edge, Ability Edge and
d) An effective internal communications
plan
e) A program to measure our
success
5. Increased Civic Engagement and
Participation
Reach out to
6. Strengthened Community Partnerships
Through community
partnerships and collaboration, share a greater understanding of the diverse
make-up of the community. This increased understanding will not only assist in ensuring that the Town’s
services and programs align with the various needs of
4. Board and Committee Development
Create opportunities for the
Town’s boards and committees to reflect the voices and faces of
5. Accessible Communication and Services
Identify opportunities to increasingly
provide accessible services and barrier-free engagement to as many of our
constituents as possible, in so far as practicable. This would include the
physical environment, customer service, and enhanced communication methods
through the use of multilingual services and assistive communication
technologies (i.e. TTY/TDD teletypewriter/telephone devices for the deaf).
Volunteer partnerships will be explored to assist in accomplishing this.
6. Share the Town’s Efforts
with Residents
Develop an effective external communications plan that
will increase awareness of the Diversity strategy across
** Adapted from Cross 1989,
What
can “you” expect from us?
|
Diversity Key
Deliverables |
|
|
Diversity Strategy framework has been established
and implemented |
Career development mentoring is available for new
immigrants in various professional categories |
|
Community board/committee training sessions have
been held, including the opportunity to observe meetings |
Continued participation/leadership in the York
Region Inclusivity Action Plan partnerships in order to establish a “Circle
of Champions”, and |
|
Committees and Board composition are more diverse |
Community surveys are regularly conducted and focus
groups regularly held so the Town can hear how its programs and services can
become more responsive to the diverse needs of the community. |
|
Establishment of a seniors committee |
Increased accessibility to the Town through a
multi-lingual communication strategy. |
|
Development of a
Town wide “signature” event |
Staff are trained and able to provide customer
service in a manner that demonstrates cultural competence. |
DIVERSITY |
|
|
Action Plan 1: Develop
a vision statement, strategy and comprehensive work plan that will move the
organization towards an increased level of “Cultural Competence”. (Culturally
competent organizations understand, respect and embrace cultural differences.
Through community involvement they develop services and programs which are
appropriate and relevant to the diverse groups within the community. They
participate in continuous self-assessment, expand their cultural knowledge and
adapt their service models to accommodate needs. Such organizations consult
with relevant individuals and groups and are committed to hiring culturally
competent employees. )** The work
plan will include the following elements: a) Inclusive Human Resource practices with a
particular focus on recruitment b) Mandatory training for all Town staff to
achieve individual cultural competence c) Opportunities to mentor new immigrants in
the area of career development through continued participation in the d) An effective program to measure our success e) An effective communications plan |
|
|
What
are the high level planning and tactical activities required in order for
this action item to succeed? Who
needs to be involved? |
·
Community and professional engagement ·
Broad communication ·
Identification of Champions ·
Internal training and heightened awareness ·
Links to other corporate business strategies – NQI/ PEP (so as not
seen as a stand alone strategy) ·
Development of policies and good practices ·
Define relevant KPI’s (internal and external) ·
Cross section of community stakeholders ·
Cross Commission staff teams, ·
|
|
What
are the milestone performance measurements over the next 4 years? |
·
Implementation of the cultural
diversity plan ·
Increased ethno-cultural representation in Town staff ·
Enhanced media/advertising practices, in an effort to reach a broader
audience ·
Establishment of relevant community partnership(s) ·
Training for all staff completed ·
Questions related to diversity integrated into surveys ·
Weave diversity, where appropriate, into existing business practice –
NQI/PEP journey |
|
Identify
the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased civic engagement by community members ·
The broadening and/or refining of services for all residents ·
Strong support from the community for Town actions ·
Town staff gain a deeper understanding and respect for cultural
diversity |
|
Identify
any potential barriers to success: |
·
Communication challenges ·
Resources ·
Competing priorities |
|
What
support is needed from Council/Staff in order for success to occur? |
·
Clear direction from Council ·
Clear vision and plan ·
Adequate resources ·
Commitment – identifying champion/leader/ad hoc committee |
|
Identify
any high level budgetary considerations? |
·
Broad, multi-faceted communication ·
Program start-up costs ·
Ongoing internal resources ·
Staff Training ·
Translation and Interpretation Services |
|
Phasing
Target |
·
Initiation underway in 2007 -
Projected Completion 2010 |
DIVERSITY |
|
|
Action Plan 2: Reach out to |
|
|
What
are the high level planning and tactical activities required in order for
this action item to succeed? Who
needs to be involved? |
·
A multi-faceted, comprehensive communications strategy, including an
electronic means of getting messages out ·
Seek out relevant partnership
opportunities ·
Establish a more coordinated approach for partnering with
communities, rather than disconnected individual activities. ·
Review current slate of Town events to establish and highlight a more
co-ordinated approach. ·
Development of a Town wide “Signature Event”. May include considering
the expansion of the “Many Faces of Markham” event or the “Milliken Mills
Children’s Festival” or may consider the introduction of a “Diversity
Festival”. ·
Provide an updated status report on “ Town wide “Diversity
Initiatives” in the form of speaking notes to allow for consistent messaging ·
Cross section of community stakeholders( Ratepayer Associations) ·
Cross Commission staff teams, ·
Corporate Communications, Strategic Services, |
|
What
are the milestone performance measurements over the next 4 years? |
·
Implementation of a documented strategy with various components and
deliverables ·
Implementation of communications strategy ·
Development of one “Signature Event” ·
Increased community pride in participation and representation |
|
Identify
the Benefits to the Town and Residents.
(What will they look like?) |
·
An increased understanding of and respect for cultural differences
and stronger inter-cultural relationships throughout the Town which
ultimately builds a more harmonious community |
|
Identify
any potential barriers to success: |
·
Perception of inequity amongst cultural groups, in one group, or
within different organizations ·
Resources ·
Communication challenges ·
Competing priorities |
|
What
support is needed from Council/Staff in order for success to occur? |
·
Clear direction from Council ·
Clear vision and plan ·
Adequate resources ·
Commitment – identification of champion/leader/ad hoc committee |
|
Identify
any high level budgetary considerations? |
·
Enhanced Media Practices - Broad communication ·
Program start-up costs ·
Ongoing internal resources ·
Staff Training ·
Translation and Interpretation Service |
|
Phasing
Targets |
·
Initiation underway in 2008 -
Projected Completion 2010 |
DIVERSITY |
|
|
Action Plan 3: Through community partnerships and
collaboration, share a greater
understanding of the diverse make-up of the community. This increased
understanding will not only assist in
ensuring that the Town’s services and
programs align with the various needs of |
|
|
What
are the high level planning and tactical activities required in order for
this action item to succeed? Who
needs to be involved? |
·
Review of our long-term strategies and “Master Plans” through a
diversity lens ·
With a view to increasing unity, build a regular consultation
framework into the early stages of the planning processes to inform and
validate planning ·
Identify and analyze with increased precision census data and other
relevant data trends to better understand the Town’s context ·
Focused Customer Service training for staff with a view to providing
“Good” service delivery to all residents, specifically the aging, the
disabled, youth and those who communicate in languages other than English ·
Cross section of community stakeholders ·
Cross commission Staff Teams ·
Economic Development/Planning Policy team ·
|
|
What
are the milestone performance measurements over the next 4 years? |
·
Ongoing demographic data analysis ·
Implementation of enhanced
customer service training program ·
Establishment of Seniors Committee |
|
Identify
the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased civic engagement ·
The broadening or refining of services to all residents ·
Increase satisfaction and use of our services and facilities by a
broader population ·
Strong support from residents for Town actions ·
Staff
gains a deeper understanding and respect for all forms of diversity |
|
Identify
any potential barriers to success: |
·
Adequate resources ·
Uneven commitment |
|
What
support is needed from Council/Staff in order for success to occur? |
·
Clear direction from Council ·
Clear vision and plan ·
Adequate resources ·
Detailed and on-going demographic analysis ·
Commitment – identification of champion/leader/ad hoc committee ·
Staff training |
|
Identify
any high level budgetary considerations? |
·
Program start –up costs ·
Ongoing internal resources ·
Staff Training |
|
Phasing
Target |
·
Initiation underway in 2009 -
Projected Completion 2011 |
|
DIVERSITY |
|
|
Action Plan 4:
Increase the diverse
composition of the Town’s boards and committees through outreach and training
efforts. And further, increase the profiles of the Race Relations committee and the Accessibility committee by reviewing
their respective mandates. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be
involved? |
·
Broad communication of the diversity vision to current board and
committee members ·
Identification of current board/committee members that will take on
the role champion/change agent ·
Focus groups with community stakeholders and current board/committee
members ·
Review of the board/committee system with a view to improving its
overall effectiveness ·
Specific mandate review of the Race Relations and the Accessibility
committees ·
All Town boards and committees ·
Cross section of community stakeholders ·
Staff from the business units who are responsible for working with
particular boards/committees ·
Clerks, Corporate Communications and |
|
What are the milestone performance measurements over
the next 4 years? |
·
Current board and committee members are oriented to the diversity
vision ·
Annual training is provided for those interested in volunteering on a
board or committee, including opportunities to observe meetings. ·
Increased ethno-cultural representation on Town boards and committees ·
The establishment of a seniors committee ·
Communication strategy is developed to inform Town residents of the
project status/outcomes ·
Strengthened partnerships with organizations that have similar
mandates (i.e. The Maytree Foundation). |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Broader perspective and experience is brought to the various boards
and committees and ·
Increased opportunities for the Town to hear “ all relevant voices” ·
Increase civic engagement ·
Town programs and services are increasingly responsive to resident
needs ·
Community partnerships are created and strengthened |
|
Identify any potential barriers to success: |
·
Communication strategies are not sufficiently broad ·
Limited volunteer participation ·
Limited number of mentors available to new committee/board members ·
No current formal mechanisms for the collection of self-identification
information ·
Competing priorities ·
Resources |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Clear direction from Council ·
Commitment from committee/board members to the diversity vision ·
Participation in focus groups/surveys ·
Champions to communicate the diversity vision to boards/committees and
the public ·
Support for the integration of new board/committee members |
|
Identify any high level budgetary considerations: |
·
Broad communication strategy ·
Training costs ·
On-going internal resources ·
On-going “event” costs |
|
Phasing Target |
·
Initiation underway in 2007 -
Projected Completion 2009 |
|
DIVERSITY |
|
|
Action Plan 5: Examine
opportunities to provide multilingual services, both verbal and written
through a variety of delivery mechanisms that could include
volunteer/community partnerships, third party vendors and internal staff
resources. |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Identify
the language needs of Town residents through a set of reliable
sources/surveys that could include the Canadian census, regional social
planning data, Ward Councillor perspectives and community feedback ·
Define
the elements of multi-lingual services ·
Develop
a mechanism and a set of criteria to determine when, how, at what level and
what type of multi-lingual service the Town may offer (guidelines, protocols
etc.). ·
Establish
volunteer partnerships, which increase the Town’s ability to provide
multi-lingual services in a customer friendly and cost effective manner. ·
Corporate
Communication business unit ·
Communication
committee of Council ·
Cross
Commission team ·
Community
Stakeholders ·
Organizations
with similar objectives (York Region, York Region School Board, York Regional
Police and the City of |
|
What are the milestone performance measurements over
the next 4 years? |
·
Knowledge
of resident needs ·
Development
of a policy framework ·
Well
defined program objectives ·
The
establishment of the requisite program infrastructure which includes tracking
and measurement mechanisms ·
Have
entered into at least one effective volunteer/community partnership |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased
civic engagement ·
Town
staff gain an understating of and respect for cultural/language differences ·
Expanded
levels of service ·
Town
is regarded as a leader in this area |
|
Identify any potential barriers to success: |
·
Resources ·
Competing
priorities ·
Our
efforts at broadening services are seen as “not sufficiently inclusive” ·
Limited
number of volunteers |
|
Identify any high level budgetary considerations: |
·
Translation
and interpretation services ·
Ongoing
internal resources ·
Training
costs |
|
Phasing Target |
·
Initiation in 2009 - Projected
Completion 2011 |
|
DIVERSITY |
|
|
Action
Plan 6: Develop a high profile/prominent marketing
plan that will increase Town wide awareness of the strategy, the work plan
and the outcomes and will further foster both the feeling and the experience
of inclusion across the community |
|
|
What are the high level planning and tactical
activities required in order for this action item to succeed? Who needs to be involved? |
·
Corporate
Communications/ communications professional to develop plan ·
Consultation
with community stakeholders ·
Link
to other business strategies ·
Development
of support policies and practices ·
Community
Stakeholders ·
Cross
Commission staff team ·
Corporate
Communications business unit |
|
What are the milestone performance measurements over
the next 4 years? |
·
Development
and implementation of a comprehensive communication and marketing strategy ·
Input
to and validation of the strategy from community stakeholders ·
Training
for Town council and staff ·
Diversity
message weaved throughout Town communications and publications as appropriate |
|
Identify the Benefits to the Town and Residents.
(What will they look like?) |
·
Increased awareness and understanding of diversity vision ·
Increased civic engagement ·
Strong support from the community for Town actions |
|
Identify any potential barriers to success: |
·
Competing
priorities ·
Resources |
|
What support is needed from Council / Staff in order
for success to occur? |
·
Clear
Council direction ·
Clear
vision regarding key messages ·
Champions
to communicate key messages ·
Communications/media
training re: key messages |
|
Identify any high level budgetary considerations: |
·
Engagement
of professional to develop marketing plan ·
Communications/media
training for champions ·
Costs
of broader communication and marketing tools ·
On-going
resources in support of the marketing plan |
|
Phasing Target |
·
Initiation underway in 2008 -
Projected Completion 2009 |