Strategic Plan 2010 - 2015

Strategic Plan 2010 - 2015
http://www.toronto.ca/city_clerk/pdf/strategic_plan.pdf
analysis results
Strengths Weaknesses
 Recognized as national leader in
key business areas
 Emerging sense of team and shared
purpose
 Openness to adopting new roles
and responsibilities
 Operate reactively rather than
proactively to change
 Planning is short term
 Division seen as six disconnected
units
 Lack of general management skills,
more focus on specialized skills
Opportunities Threats
 Adapt business processes to new
technologies
 Develop overall flexibility and
adaptability in City Clerk's Office
competencies
 Expectation to provide more
information in faster, more
accessible ways
 Limited financial resources-need to
ensure proper investment in IT,
need to work closely with other
divisions
 Strategies to manage/mitigate risks
of vulnerable staff positions, i.e.
high effort and high knowledge
 Respecting work/life balance
 Cynicism among the public about
the value of government generally
 Lack of appreciation and
understanding within the City
regarding the role of the City Clerk's
Office and of government
 The City Clerk's Office bears stress
to conduct election – it needs to be
viewed as a corporate not divisional
project
 Changing legislative requirements
present major service challenges
and organizational impacts
 The City is being presented as a
service organization – the role of
government is diminished as a
result
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The final report on the SWOT discussions included notes about potential
components for a vision and strategic directions for the City Clerk's Office.
Consultation and discussion with and among the CCO extended management team
followed.
January 2009
Initial business unit
engagement
The initial vision components developed by the CCO
Directors were presented at an extended management
team workshop in January 2009.
Management teams were asked to discuss the early
concepts, identify gaps and most importantly, begin the
process of translating these early concepts into clear,
compelling vision and strategic direction statements.
February –
May 2009
Consultation on draft
statements
Business unit input was compiled and reviewed by several
divisional focus groups and a writing team.
The extended management team discussed the draft
vision, mission and strategic directions at a workshop in
May 2009.
September-
November 2009
Finalization and
testing
Wording for the vision, mission and strategic directions
was finalized in September 2009 and presented first to the
CCO Directors then to business unit management teams.
Business unit management teams were asked to conduct
their own sessions to translate each strategic direction into
potential work plan priorities. A summary of unit input was
presented at the EMT workshop in November 2009.
2010
Lead-in to full
strategic plan launch
Business unit management teams were encouraged to
hold follow-up discussions about how they could take
personal ownership and action to support the strategic
directions.
The 2010 work plan template was structured to
demonstrate how projects and initiatives would advance
the new strategic directions.
Full launch of the strategic plan to all CCO staff was
planned for the first quarter of 2010.
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Vision, mission, strategic directions and goals
In September 2009, the division's vision, mission, strategic directions and goals
were finalized to help focus divisional efforts on addressing the areas identified in
the SWOT analysis and on meeting future challenges.
This plan set out the CCO's strategic priorities for 2010-2015, helping the team plan
beyond the "day-to-day" to anticipate and prepare for the future.
We envision a city in which all are fully engaged in an open
and accessible local government
Our mission is to build public trust and confidence in local government
Our strategic directions and goals
We strengthen democracy
Goals:
 Make government understandable
 Create meaningful opportunities for participation in government
 Educate the public and City staff about democracy and government
 Simplify and strengthen democratic processes
We improve openness and integrity of government
Goals:
 Lead the organization to a more open culture
 Make people, processes and information easily accessible
 Educate and guide corporate partners in information management
We foster leadership
Goals:
 Build awareness and understanding of our dynamic city and its
communities
 Anticipate changing needs and expectations
 Support continuous improvement, engagement and accountability
 Forge partnerships and collaborative approaches
We adapt and innovate
Goals:
 Build our confidence and capacity to be flexible, challenge ourselves and
try new things
 Promote a positive, safe and healthy work environment
 Learn, support each other, share knowledge and experiences
 Plan, measure and communicate progress
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With the completion of the vision and strategic directions and goals, the
management team focused on developing its key strategies.
The strategic directions provide long term direction and guidance for new initiatives,
and also integrate and reinforce many initiatives already underway.
In 2010, per the term planning model, the City Clerk's Office will focus its activities
on the legislative and democratic infrastructure. In addition, the following key
strategies will be developed and implemented over the next five years (2010-2015).
Strategic
Direction Strategies
Strengthen
democracy
1. Develop and implement a Council transition strategy focusing
on three aspects and utilizing new web-based technology:
 New Council corporate orientation
 Council office transitions
 City Clerk's Office service orientation
2. Explore and use new technologies to enhance public
participation options including Web 2.0 developments and a
public appointments database.
3. Form an integrated City Clerk's Office public education and
outreach project team to develop and implement innovative,
integrated CCO communications and outreach strategies to
focus on diverse population.
4. Deliver an Election Leadership Program with broad
participation from divisions across the City to train ward
managers and assistant ward managers for the election.
5. Develop and implement a Continuity of Government plan in
collaboration with partner divisions.
Improve
openness and
integrity of
government
1. Continue to lead open data and information management
strategies, including launch of the TMMIS public version and
access to information projects.
2. Continue and expand pro-active disclosure of Councillor
expenses including travel and donations.
3. Establish and document division-wide policies and procedures
and establish a process whereby these are widely available to
all staff within the division and the City.
4. Develop streamlined web pages for the City Clerk's Office and
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its services on both the internet and intranet.
5. Expand proactive disclosure plans throughout the City and
ensure that the City Clerk's Office leads by example.
6. Lead corporate information management strategy.
Strategic
Direction Strategies
Foster
leadership
1. Develop and implement collaborative learning partnerships
with other divisions, community organizations and other levels
of government.
2. Establish a City Clerk's Office management leadership
competency checklist and a City Clerk's Office leadership
program to ensure staff are trained accordingly.
3. Create a City Clerk's Office Management Trainee program
which includes job rotation in different business areas over a
period of time.
4. Expand the City Clerk's Office learning program, which
includes formal learning, mentoring, peer mentoring, webinar,
website and other informal learning opportunities.
5. Report on and measure staff learning opportunities with a
commitment to increase staff learning by 5% each year.
6. Develop and excel in welcoming new staff to the City Clerk's
Office with a comprehensive orientation package both in
person and on-line.
7. Increase CCO participation in cross-divisional teams.
8. Increase use of project teams to achieve specific project goals
within the City Clerk's Office.
Adapt and
innovate
1. Include coaching as a core competency for City Clerk's Office
management team.
2. Implement short-term job assignments for staff to be
seconded for short periods to try out different responsibilities.
3. Implement a City Clerk's Office health and safety plan that
focuses on training, information sharing and prevention.
4. Develop and enhance staff engagement strategies. Conduct a
staff survey to collect baseline information, and develop
opportunities for staff to provide input and suggestions.
5. Continue City Clerk's Office monthly newsletters and other
regular e-mail updates on progresses and special projects.
6. Introduce a City Clerk's Office web book for staff collaboration
and comments.
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Strategic planning – A continuous process
The CCO Strategic Plan is a dynamic, living document, guiding us to our future
vision through its strategic directions and actions.
The new term of Council beginning in December 2010 will impact the strategic plan,
and a review will be done after the new term of Council begins.
The diagram below shows the ongoing review cycle for the division Strategic Plan.
The process timing is approximate, and provides for ongoing review, and an annual
opportunity to assess and change as required at both divisional and unit levels