Report to: General Committee                                                 Report Date: February 28, 2008

 

 

SUBJECT:                          Click With Markham – Council’s Strategic Areas of Focus

PREPARED BY:               Don Taylor, 5972

                                            Meg West, 3792

 

 

 

RECOMMENDATION:

That the report entitled “Click With Markham – Council’s Strategic Areas of Focus” be received;

 

And that Council approve the six strategic areas of focus: Growth Management, Transportation/Transit, Environment, Municipal Services, Parks, Recreation, Culture & Library Master Plan/Public Safety, and Diversity;

 

And that Council approve the corresponding issue statement, action plans and phasing targets for each of the six strategic areas of focus;

 

And that Staff be authorized and directed to do all things necessary to give effect to this resolution.

 

 

 

PURPOSE:

The purpose of this report is to report out on the results of the Click With Markham program and receive Council approval of the six strategic areas of focus and the proposed issue statement, action plans and phasing targets for each of the six areas.

 

 

BACKGROUND:

In December 2006, the newly elected Council members agreed that mapping out future plans for the Council term was an important priority.  Council members and the senior management team worked together to identify six potential strategic area of focus:

 

  • Growth Management
  • Transportation/Transit
  • Environment
  • Municipal Services
  • Parks, Recreation, Culture, & Library Master Plan/Public Safety
  • Diversity

 

Before Markham committed to specific action plans it was important to verify that the identified strategic areas of focus and the corresponding action plans were consistent with resident and other stakeholder needs.

 

The Town developed Click With Markham – a unique and exciting public engagement program based on an innovative online interactive website, supported by a comprehensive promotional campaign.  It was the largest interactive municipal survey ever done in Ontario. 

 

The program was launched at an event on November 7th   attended by key Town leaders and the media.  Residents and all other Town stakeholders were invited to visit the website and provide their input from November 8th to November 30th, 2007.  A celebration event was held on December 3rd where preliminary results were presented and a draw for program rewards was held.

 

The program consisted of an online website, complete with video introduction by the Mayor, and videos outlining each of the six strategic areas of focus and their proposed action plans.  An online questionnaire for each priority area allowed the public to weigh the importance of each of the strategic areas of focus and express satisfaction or dissatisfaction with how Council is addressing each of the areas through the action plans.  There was also an opportunity for participants to answer open ended questions for each area.  Further, at the end of the questionnaire, participants were able to offer comments about any strategic areas that they felt had been missed.

 

Participants were encouraged to respond online to the questionnaire however the Town also sent out explanatory brochures and the questionnaires to 85,000 households in the Town with the option to reply by mail or by phone.

 

Click With Markham responses were analyzed by Environics Research Group, which presented its findings to General Committee on February 11, 2008.  The Environics findings were taken into account by teams of Councillors and staff, one team for each strategic area, who met between February 12th and February 22nd to consider appropriate revisions to the issue statements and action plans.  The teams also considered a phasing plan for the implementation of the action items.  General Committee met on February 25th to discuss the issue statements, action plans and phasing plans.  The results of those discussions are as set out in the following section of this report.

 

OPTIONS/ DISCUSSION:

The Click With Markham program was a truly innovative new approach to public engagement using a combination of online survey technology and distribution of printed materials to encourage participation.  In total, 5,830 people visited the website and 4,282 people responded to one or more parts of the questionnaire which represents a 5% response rate. 

 

It was one of the largest interactive surveys done in Ontario using an innovative multi-media advanced technology.  The material was made available in 7 languages and a Language Line was also available, that provides interpretation in 142 languages.

 

Growth Management

Growth Management is seen as an important area for focus with 89% of respondents saying it is extremely or very important and 67% think the proposed action plans are excellent or very good.

 

Issue statement:  The Town of Markham is a growing municipality, and that growth is projected to continue.  Province of Ontario and Region of York policies and plans identify Markham as an urban growth community.  There is a need to develop consensus around a “Made in Markham” strategy to manage and direct growth; pace of growth; land use; environmental protection and agriculture; intensification;  housing mix; live work balance; employment lands and economic prosperity; transportation; infrastructure; urban boundary; fiscal impact; quality of life; preservation of built heritage and heritage districts; inter-governmental coordination; and implementation issues; all in the context of an effective public consultation program.

 

Action Plans:

  1. Develop a “Made in Markham Growth Forecast and Land Use Option”, to respond to Provincial growth initiatives.
  2. Based on the preferred Markham option, develop a long term vision and plan for sustainable community growth -  integrating environmental, economic, social, cultural and heritage preservation objectives.
  3. Work with municipal, provincial and federal levels of government to deliver legislative reform, new fiscal tools and direct funding to support delivery of the Markham growth option.
  4. Involve, educate and engage the public and stakeholders.
  5. Coordinate the delivery of hard/soft services to match the pace of growth, including coordination with other agencies and levels of government.
  6. Undertake a fiscal impact analysis of the growth options and develop a financial strategy to implement the preferred option.

 

Refer to Appendix A to review the action plans, the associated detailed work plans and phasing targets for Growth Management.

 

Transportation & Transit

Transportation and Transit is seen as an important area for focus with 89% of respondents saying it is extremely or very important and 54% think the proposed action plans are excellent or very good.

 

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.

 

Refer to Appendix A to review the action plans, the associated detailed work plans and phasing targets for Transportation and Transit.

 

Environment

Environment is seen as an important area for focus with 86% of respondents saying it is extremely or very important and 73% think the proposed action plans are excellent or very good.

 

Issue Statement: Globally, human activity is significantly impacting and altering the natural environment, affecting our air, land, water and habitat globally and therefore impacting Markham’s quality of life. There is an urgent need for a coordinated and comprehensive strategy to enable us to continue to be a leader in environmental sustainability, and to continue to advance innovation in our built and natural environments.

 

Action Plans:

1.            Create a “Green Print” strategy for Markham that protects our environment and includes:

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.       Working with all levels of government to endorse and support the sustainability program, and;

d.      Develop a comprehensive Climate Action Plan.

2.            Adopt a “Green Building Standards” and “Green Community Standards”.

3.            Develop and implement a community-wide zero waste strategy.

4.            Prepare an enhanced Town-wide Beautification Policy.

5.            Develop alternative ideas and strategies that encourage maintaining a healthier community.

6.            Establish the Town’s ecological footprint.

7.            Develop a financial funding strategy and modeling tool to support these initiatives.

 

Refer to Appendix A to review the action plans, the associated detailed work plans and phasing targets for Environment.

 

Municipal Services

Municipal Services is seen as an important area for focus with 78% of respondents saying it is extremely or very important and 70% think the proposed action plans are excellent or very good.

 

Issue Statement: Markham residents demand quality services that are cost-effective, consistent, and responsive.  Optimizing service delivery requires setting priorities and making choices.  There is currently no systematic method for reviewing and evaluating competing demands on municipal resources and ensuring the most effective and economical priorities are set.

 

Action Plans:

  1. Complete the service specific improvements outlined in 2007, with reports to Council in 2008.
  1. 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 Markham.
  2. 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.  The process will cover topics such as selection approach for review, accountability, elements of review, reporting and communication.

 

Refer to Appendix A to review the action plans, the associated detailed work plans and phasing targets for Municipal Services.

 

Parks, Recreation, Culture and Library Master Plan / Public Safety

Parks, Recreation, Culture and Library Master Plan / Public Safety is seen as an important area for focus with 76% of respondents saying it is extremely or very important and 69% think the proposed action plans are excellent or very good.

 

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 Markham.  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 increasingly diverse community.

6.            Develop a community safety plan.

 

Refer to Appendix A to review the action plans, the associated detailed work plans and phasing targets for Parks, Recreation, Culture & Library Master Plan / Public Safety.

 

Diversity

Diversity is seen as an important area for focus with 53% of respondents saying it is extremely or very important and 64% think the proposed action plans are excellent or very good.

 

Issue Statement: Markham is home to individuals representing a wide range of human experiences, including; stages of life, abilities, and ethno-cultural backgrounds.  There is a need to develop a clear strategy and policies to strengthen the Town’s ability to promote inclusiveness and to provide programs and services in a manner that responds to the diverse needs of Markham residents.

 

Action Plans:

1.       Vision and Strategy

Develop a vision statement, strategy and comprehensive work plan that will move the corporation 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 Career Bridge.

d.      An effective internal communications plan

e.       A program to measure our success

 

2.       Increased Civic Engagement and Participation

      Reach out to Markham’s various communities to hear the diverse voices, increase engagement and increase participation in Town activities and initiatives. Specific activities could include the holding of regular focus group consultations. Seize opportunities to foster a welcoming environment at all Town locations such as the Civic Centre, Community Centres and Cultural venues, in a manner that is consistent with a “doors wide open” philosophy.

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 Markham residents.

4.   Board and Committee Development

      Create opportunities for the Town’s boards and committees to reflect the voices and faces of Markham through outreach and training efforts.  Further, introduce a Seniors Committee and review the respective mandates of the Race Relations Committee, the Markham Advisory Committee on Accessibility and the Mayor’s Youth Task Force.   

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, Georgetown University, National Center for Cultural Competence

 

Refer to Appendix A to review the action plans, the associated detailed work plans and phasing targets for Diversity.

 

Other Areas

The questionnaire asked if there were any priority areas the Town might have overlooked.  Six additional focus areas were suggested.

 

  • financial accountability,
  • improved education and schools,
  • lower taxes,
  • increased economic/business development,
  • increased employment opportunities and local job creation, and
  • improved health care and hospital services

 

Conclusions

Overall, results from the Click With Markham survey shows that residents’ opinions and priorities align broadly with the strategic areas identified by Council and Senior Staff.  The strongest resident priorities and expectations are to address transportation and growth related issues – these are the two areas rated as being of the highest importance to the public relative to the long term future actions.  There is also strong public priority on environmental actions. 

 

Municipal services and related areas (parks, recreation, culture, library) are considered important, but not as pressing for most residents. Diversity is given the lowest priority of six strategic areas but is still considered a priority for residents.

 

 

FINANCIAL CONSIDERATIONS AND TEMPLATE: (external link)

Budget requirements needed to implement the action plans will be considered in the normal budget approval process.

 

 

ENVIRONMENTAL CONSIDERATIONS:

Environment is one of the six strategic areas of focus

 

 

ACCESSIBILITY CONSIDERATIONS:

Diversity is one of the six strategic areas of focus

 

 

BUSINESS UNITS CONSULTED AND AFFECTED:

All business units participated in the development of the six strategic areas of focus and the corresponding action plans.

 

 

RECOMMENDED

                            BY:    ________________________          ________________________

                                      Don Taylor                                         John Livey

 

 

ATTACHMENTS:

Appendix 1 – Building Markham’s Future Together – Town of Markham Strategic Framework 2006-2010 dated March 3, 2008