Gravenhurst Implementation Report- Strategic Plan

GRAVENHURST STRATEGIC PLAN - 2015 TO 2020 IMPLEMENTATION PROCESS SEPTEMBER 2016

GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

TABLE OF CONTENTS OVERVIEW

2

KEY FINDINGS

2

IMPLEMENTATION PROCESS

3

Step 1: Discuss and Commit to Successful Approaches to Implementation

3

Step 2: Prioritize Actions over Three Years

4

Step 3: Articulate Quantified Objectives, Timing and Resources

5

Step 4: Communications and Organizational Systems

6

Step 5: Performance Measures and Reporting

7

Step 6: Council Discussion / Approval – Staff Engagement

7

Next Steps

8

GRAVENHURST STRATEGIC PLAN AND ACTIONS – 3 YEAR IMPLEMENTATION

9

Key

9

APPENDIX A – COMMUNICATIONS PLAN TO SUPPORT THE GRAVENHURST STRATEGIC PLAN (INTERNAL AND EXTERNAL COMMUNICATIONS)

15

Internal Communications – Staff Roll Out and Engagement in the Gravenhurst Strategic Plan

15

External Communications Plan To Support the Gravenhurst Strategic Plan (Q3 2016 to Q4 2017)

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TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

OVERVIEW In 2015, the Town of Gravenhurst completed a community-driven Strategic Plan. The Plan will guide key initiatives, decision-making, resource allocation and inform responding tactics over the next 4 years. The Strategic Plan was inclusive of resident input and has been developed to better serve the residents of Gravenhurst in articulating key actions which centre on five goals: o o o o o

Economic and Employment Opportunities A Safer, Healthier and More Environmentally Sustainable Community Partnerships, Connections and Connectivity Cultural Capital; and Providing Better Municipal Services.

These 5 strategic goals with 55 supporting actions are set to realize the vision of:

“Gravenhurst will be ‘The’ Muskoka destination. The most innovative community in Ontario – clean, green, intelligent and sustainable” Council approved the Strategic Plan with direction to staff to undergo the exercise of implementation and in so doing build in a strong measure of accountability. In 2016, an Implementation Process has been developed to ensure that the Strategic Plan is successful in improving the quality of life in Gravenhurst.

This document will outline the process that has been followed to implement the Plan, gain Council approval in principle of actions being addressed each year, keep staff engaged and the community informed of its progress.

KEY FINDINGS The implementation process has unveiled some interesting findings which can become part of the first round of communications that are distributed to the public, stakeholders and staff. o o

Council and Staff are highly engaged in the implementation of the Gravenhurst Strategic Plan and are accountable for its success.

62% or 34 of the 55 approved actions are in already varying stages of implementation.

TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

o o

68% of the approved actions are the direct responsibility of the Town of Gravenhurst. There is specific accountability in accomplishing positive outcomes.

32% of the approved actions allow the municipality to provide influence and / or support. There is no direct accountability but a sincere responsibility to the citizens.

IMPLEMENTATION PROCESS The implementation process outlined six key steps which are shown in the following illustration and described in the text that follows.

Step 1: Discuss and Commit to Successful Approaches to Implementation The implementation of the Gravenhurst Strategic Plan centred on discussions with Council and staff. Four Staff Workshops were held to ensure the successful implementation of the Plan. A preliminary discussion was held with Council at its meeting of June 21st, 2016. A presentation was made by the Consultant – Claire Tucker-Reid of Tucker-Reid & Associates and CAO Glen Davies to offer the implementation process, deliverables and receive guidance from Council with respect to implementing the key actions. Some of the key discussion points centred on: o o o

It was noted that not all actions/tactics are considered equal in standing and not all will be identified as priorities; Budget deliberations will be utilized to prioritize resource allocations (fiscal, physical and human resources); The Senior Management Team will introduce and support a stronger culture of action and accountability within the public service;

TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

o o

All staff will understand the key priorities, will have ownership of the plan and will take pride in contributing to Gravenhurst’s success; and The Corporation will keep the community, staff and stakeholders engaged and aware of priorities, developments and successes.

Why Plans Fail Discussions with senior staff centred on “Why Plans Fail” and how each of these issues could be proactively addressed so that the Gravenhurst Strategic Plan would be dynamic and witness positive results. The implementation work has addressed each of these key issues. The areas where plans most likely will fail are due to: o o o o o o

Lack of ownership of the plan by Council, staff and the community; Lack of continued communications; Actions are not reasonably sequenced and resourced over the life of the plan; No progress reporting through quarterly and annual reporting; Lack of accountability whereby staff are appointed as leads of various initiatives; and Lack of empowerment where staff are encouraged to make decisions and act.

Step 2: Prioritize Actions over Three Years Senior Staff worked to understand the scope and deliverables of each of the 55 actions articulated in the Strategic Plan. Efforts were undertaken to prioritize the actions and map them out over the course of the next four years and beyond. The analysis included these considerations: o o o

Whether each of the actions are within the municipal mandate; What role staff would assume if the mandate rests with a community partner such as Police Services or the District of Muskoka: A ranking of each action based on the following criteria:

TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

PRIORITY

A B C D o o o o

PRIORITY DEFINITION Community Health and Safety Legislative and regulatory Requirements An action that will strongly support future success and sustainability (invest the time and resources now for future benefit) A critical action that will support one or more of the goals in the strategic plan Partially completed Already included in the work of the Departments Important but not critical at this time

A further review was based on the urgency, value and importance of the actions and their contribution to municipal sustainability priorities; The resources that the action required - fiscal, physical and human resources; Whether the action was already being implemented and had momentum; and When the action could be addressed given the existing priorities and staff resources.

As a result of this thorough prioritization process, the strategic actions were mapped out over the course of the next 3 years. These priorities will be reviewed annually to ensure that they are still relevant and meaningful and brought forward to Council during the budget process for consideration.

This fulsome and detailed approach required significant dialogue and Senior Staff are satisfied that the actions can be achieved within the timeframes as articulated in the 3-year implementation horizon.

Step 3: Articulate Quantified Objectives, Timing and Resources Senior Staff have developed a standard form that ensures that each of the key actions being proposed for the first and subsequent years of implementation have been thoughtfully considered and that a logical and consistent approach will be taken to develop and deliver on each key action.

TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

Key elements of the form include: o o o o o o

The most qualified staff lead; The scope and deliverables of the strategic actions as well as performance measures; Whether the work would provide developmental opportunities for staff within the corporation; The process that will be followed to achieve success; Interdepartmental dependencies – identification of another department(s) that will need to be engaged; and The resources that are required to address and complete the key action.

A summary of the Strategic Plan actions will be included in the documents that are produced to accompany the annual budget process for resident engagement and Council consideration.

Step 4: Communications and Organizational Systems Senior Staff have developed and will refine an 18 month Communications Plan (APPENDIX A) that will serve to keep staff, Council and the community well informed of the progress made on the Strategic Plan. The Director of Recreation, Arts, Culture Services & Communications will have the responsibility and accountability to implement and determine the effectiveness of the Communications Plan. One of the elements of the plan is to engage staff on a regular basis in the developments and achievements and to ensure that all staff are engaged and own the outcomes.

Implementation of the Strategic Plan must be engrained in the organizational systems of the Corporation. Senior Staff are committed to ensuring that: o o o o o o o

The respective actions planned for the upcoming year will be discussed by staff and brought forward for Council consideration and approval within the budget approval process; Council will discuss and consider the resources that are required: Staff will be assigned to assist with addressing the various initiatives to enable developmental opportunities; Regular quarterly communications will keep Council, staff and stakeholders informed; Performance Measures will be developed to determine if progress is being made on the key objectives within the Strategic Plan.

The performance of Departments, Staff Leads and staff members will be considered as it relates to the requirements in the Strategic Plan amongst other criteria.

Consider the use of computer software available to track the actions, accomplishments and current status of the Strategic Plan

TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

Step 5: Performance Measures and Reporting Measuring performance of the key objectives will be imperative to the success of the Gravenhurst Strategic Plan. Council, residents and stakeholders must be kept informed as to the progress being made on each of the Plan’s key objectives and actions. The old adage “What Gets Measured Gets Done” is applicable to the implementation of the Gravenhurst Strategic Plan.

There is a significant amount of data that staff accumulate and analyze over the course of their work to deliver on the Departmental mandates. For example, the Fire Chief has multiple years of incident data to determine the cause of various community responses and can provide this information to support the work of the Department as it relates to the safety objectives within the Strategic Plan.

As well, the Recreation, Arts and Culture Department has data to support participation in recreation and culture activities. All of this data and more will become critical to demonstrate that progress is being made year over year.

It was apparent in the Senior Staff discussions that more time would be needed to be clear about what needs to be measured and reported out on and what data exists. It is therefore recommended that the first year (2017) be devoted to measuring the right things and collecting baseline data. Having accurate baseline data is imperative in determining what changes have been achieved as a result of the Strategic Plan objectives and actions.

Step 6: Council Discussion / Approval – Staff Engagement Council at an upcoming meeting will receive a report on the implementation of the Strategic Plan and will consider the proposed sequencing of the various actions. Council must be generally supportive of the actions proposed especially those slated for 2017.

These actions will be brought forward in the budget deliberations for that year.

TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

Next Steps NEXT STEPS IN THE IMPLEMENTATION OF GRAVENHURST’S STRATEGIC PLAN 1. Bring the Implementation Summary and respective Council Report forward for Council’s consideration.

2. Implement the Communications Plan 3. Present the Strategic Plan sequencing, Council’s direction and Corporate processes to all staff (one common presentation) o Discuss opportunities for staff engagement. o Articulate the top 5 priorities or “Outcomes that Matter”

TIMING September 2016 Quarterly - from September 2016

October 2016

4. Consider the use of computer software available to track the actions, accomplishments and updated status of the Strategic Plan

October 2016

5. Ensure that the actions in the Strategic Plan are articulated as part of the 2017 - 2020 Budget Plans and discussions.

November 2016

6. Host a Staff Professional Development Session on Performance Measures including but not limited to: o Developing the right measures to support the Strategic Plan; o Collecting baseline data; and o Developing a “Scorecard” to provide meaningful and simplistic reporting.

7. Design the method by which Departments, Staff Leads and Teams will be evaluated based on their performance in addressing the respective actions in the Strategic Plan (amongst other criteria).

TUCKER-REID & ASSOCIATES

January 2017

February 2017

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

GRAVENHURST STRATEGIC IMPLEMENTATION

PLAN

AND

ACTIONS

–

3

YEAR

The following table lists all of the actions housed within the Gravenhurst Strategic Plan and the year that they are recommended for implementation/further action. It must be noted that many of the objectives are already being addressed and if an action is slated for a subsequent year, it may mean that a greater emphasis and investment of resources to elevate the initiative will be placed on that respective action starting in that given year. Current work on initiatives will continue.

Key Chief Administrative Officer (CAO) Clerks and Legislative Services (C&LS) Corporate Services / Finance (CS/F) Fire Services (F&ES) Human Resources (HR) Infrastructure Services (IS) Development Services & Economic Development (DS&ED) Recreation, Arts and Culture Services & Communications (RACS&C) Actions Highlighted in Grey – Denote Actions that are already being addressed ACTIONS TO SUPPORT THE GOALS OF THE GRAVENHURST STRATEGIC PLAN

DEPARTMENT 2017 LEAD

2018

2019

FUTURE YEAR

GOAL 1: BUILD ECONOMIC AND EMPLOYMENT OPPORTUNITIES 1. Committing to the ongoing promotion, implementation and review of the Town of Gravenhurst Economic Development Strategic Plan 2. Continuing to develop and implement a Business Retention & Attraction Strategy 3. Strengthening our existing construction and tourism industries by

TUCKER-REID & ASSOCIATES

DS&ED

x

DS&ED

x

DS&ED

x

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

ACTIONS TO SUPPORT THE GOALS OF THE GRAVENHURST STRATEGIC PLAN

DEPARTMENT 2017 LEAD

2018

2019

FUTURE YEAR

convening meetings with industry partners to explore value-added opportunities 4. Supporting the continued revitalization of our downtown.

5. Lobbying for the expedited redevelopment and optimal use of key Gravenhurst properties.

6. Continuing to identify properties in the Town that are ‘shovel ready’ and available for development and redevelopment.

7. Reviewing municipal best practices to encourage and support private sector investment in Gravenhurst.

8. Working with the District of Muskoka and partners to promote the enhanced use of the Muskoka Airport.

9. Continuing to improve the Town’s website and the use of technology to advance timely and accessible communications.

10. Continuing to support the development of a Welcoming Strategy in conjunction with community partners.

11. Creating an Employment Opportunities Roundtable/Task Force to identify strategies to attract and mentor entrepreneurs, home-based businesses and the creative class.

12. Exploring opportunities to increase the Town’s profile and visibility so that Gravenhurst is known as the Muskoka Destination.

DS&ED

x

DS&ED

x

DS&ED

x

DS&ED

x

DS&ED

x

RACS&C

x

C&LS

x

DS&ED

x

DS&ED

x

GOAL 2: BUILD A SAFER, HEALTHIER AND MORE ENVIRONMENTALLY SUSTAINABLE COMMUNITY 13. Investing in emergency services that protect all residents and support the efforts of emergency services through annual updates and ongoing implementation of the Emergency Management Plan and Master Fire Plan.

14. Strengthening relationships with key community partners to address the risk factors of crime and explore opportunities to increase resident safety.

TUCKER-REID & ASSOCIATES

F&ES

F&ES

x

x

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

ACTIONS TO SUPPORT THE GOALS OF THE GRAVENHURST STRATEGIC PLAN 15. Increasing the range of affordable and attainable housing options by working with the District of Muskoka and the development industry.

16. Strengthening services for those living at or below the poverty line by working with partners.

17. Continuing to commit to environmental sustainability by greening our municipal operations and leading by example.

18. Identifying opportunities to create better movement of people and linkages between the three commercial districts in Gravenhurst – the south-end business area, the Wharf and the downtown.

19. Investing in walking, hiking and biking trails through the development and implementation of a Parks and Trails Master Plan.

20. Working with partners to protect water quality and to advance environmental sustainability practices.

21. Assessing, implementing and monitoring energy conservation programs and policies that reduce our carbon footprint.

22. Working with the District of Muskoka to encourage waste reduction and waste diversion.

23. Working with District partners to identify opportunities to improve public transportation within the Town and beyond.

24. Developing and implementing an Age-Friendly Active Transportation Strategy to improve community accessibility and walk-ability.

25. Providing leadership in promoting accessible and inclusive recreational services for all.

26. Working with partners including Public Health, District Social Service staff and others to enhance the quality of life for seniors by researching, developing, implementing and evaluating best practices associated with age in place services.

TUCKER-REID & ASSOCIATES

DEPARTMENT 2017 LEAD DS&ED

2018

x

IS

x

DS&ED

x

IS

x

DS&ED / IS

x

x

x

IS

x

IS

x

DS&ED RACS&C

RACS&C

FUTURE YEAR

x

RACS&C

IS

2019

x x

x

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

ACTIONS TO SUPPORT THE GOALS OF THE GRAVENHURST STRATEGIC PLAN

DEPARTMENT 2017 LEAD

2018

2019

FUTURE YEAR

GOAL 3: BUILD OUR PARTNERSHIPS, CONNECTIONS AND CONNECTIVITY 27. Implementing wayfinding and signage improvements for both residents and visitors. Investing in roads, bridges and other municipal infrastructure by allocating resources to implement the Capital Plan.

28. Supporting Community Hubs to encourage social interaction and community engagement among all community members by supporting the implementation of key strategic partner initiatives.

29. Building civic pride through pro-active community engagement of citizens and business by implementing strong community development practices 30. Increasing Town staff presence at community events.

31. Identifying opportunities to support community volunteer engagement and recognition.

32. Promoting Gravenhurst as a leading-edge, technologically advanced and ‘intelligent’ community.

33. Relentlessly pursuing the best information and communications technology available to support the growth of home based businesses, e-commerce, telecommuting and effective municipal services.

IS

x

RACS&C

x

C&LS HR

x x

C&LS

x

DS&ED

DS&ED

34. Supporting and participating in the Intelligent Communities Forum.

DS&ED

35. Working with our partners to expand fiber-optic services.

DS&ED

x

x x x

GOAL 4: BUILD OUR CULTURAL CAPITAL 36. Working with partners to make existing cultural and heritage features stronger and more attractive to visitors and residents.

RACS&C

x

37. Strengthening cultural connections and networks regionally.

RACS&C

x

TUCKER-REID & ASSOCIATES

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

ACTIONS TO SUPPORT THE GOALS OF THE GRAVENHURST STRATEGIC PLAN 38. Committing to the ongoing promotion, implementation and review of the Municipal Cultural Plan and Town of Gravenhurst Opera House Strategic Business Plan.

39. Continuing to support the work of the Cultural Roundtable by identifying opportunities to make Gravenhurst even more welcoming, inclusive and culturally vibrant.

40. Developing policies to support the protection of cultural heritage features and public art.

DEPARTMENT 2017 LEAD RACS&C

x

RACS&C

x

2018

RACS&C

2019

FUTURE YEAR

x

GOAL 5: PROVIDE BETTER MUNICIPAL SERVICES 41. Developing and implementing a Customer Service Standard including Customer Service Satisfaction Surveys completed by all community members who obtain services from the Town of Gravenhurst.

42. Committing to the ongoing review of existing municipal procedures and practices to identify opportunities for process improvements.

43. Working collaboratively with stakeholders to find mutually satisfactory solutions that are beneficial for all.

44. Updating and making an accessible and user-friendly Municipal Services Directory available.

45. Developing a Comprehensive Human Resources Management Plan to address the human resources needs of the organization including recruitment and retention, succession planning, staff training and development, compensation and performance measurement.

46. Updating a Municipal Asset Management Plan to document current state of municipal infrastructure (parks, etc.).

47. Completing capital investment plans to address aging infrastructure and growing demand.

48. Developing and implementing a financial management tracking

TUCKER-REID & ASSOCIATES

HR

x

HR

x

C&LS

x

RACS&C

x

HR

x

CS/F

x

CS/F

x

CS/F

x

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

ACTIONS TO SUPPORT THE GOALS OF THE GRAVENHURST STRATEGIC PLAN system to report on financial accountability and progress on key initiatives.

49. Creating ‘Team Gravenhurst’ to promote a whole team approach to municipal service excellence.

50. Continuing to identify opportunities to improve internal communications.

51. Continuing to identify opportunities for operational efficiencies and effectiveness improvements.

52. Controlling costs and managing the Corporation responsibly, professionally and in a fiscally prudent manner.

53. Monitoring the implementation of the Strategic Plan and reporting outcomes.

54. Upholding the strategic priorities in the Strategic Plan by ensuring that all Staff Reports to Council demonstrate how the Strategic Plan is being advanced and supported.

55. Ensuring municipal operations are carried out in accordance with all applicable legislation, policies and practices but continue to reflect emerging municipal management best practices.

TOTAL ACTIONS PER PERIOD

TUCKER-REID & ASSOCIATES

DEPARTMENT 2017 LEAD

2018

HR RACS&C

2019

FUTURE YEAR

x x

HR

x

CS/F

x

CS/F

x

C&LS

x

CAO

x 27

13

11

4

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

APPENDIX A – COMMUNICATIONS PLAN TO SUPPORT THE GRAVENHURST STRATEGIC PLAN (INTERNAL AND EXTERNAL COMMUNICATIONS) Internal Communications – Staff Roll Out and Engagement in the Gravenhurst Strategic Plan STRATEGY

Update on implementation Status and 2017 Priorities

THEME Overview of the Strategic Plan 5 Goals 9 Objectives 55 actions Sequencing of Actions How staff can become engaged

AUDIENCE

Council “All” staff

TIMING

Q3 - 2016 Q4 - 2016

Establish Performance Tracking Mechanisms

Outcomes that Matter Performance Measures and Outcomes Review of staff engagement opportunities

“All” staff

Q1 - 2017

Provide Annual Mid-Year Update

Accomplishments and results

Council “All” staff

Q3 - 2017

“All” staff

Q3 - 2017

Council “All” staff

Q4 - 2017 Q1 - 2018

Review status of annual priorities Report year end results and present 2018 priorities

Analyze outcomes of 2016 priority actions Re-consider viability of projected 2017 actions Summary of outcomes on all prioritized actions What was achieved What was missed and why Confirm benchmarks

TUCKER-REID & ASSOCIATES

COMMUNICATION MECHANISMS Council Presentation Staff Presentations Power Point Intranet SMT workshops All staff Workshops Corporate Business Practices (Budget Planning & Reporting Templates, Performance Management systems) Council Report & Presentation Staff meetings Intranet SMT workshops Staff planning session(s) Council Presentation Staff meetings Intranet

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GRAVENHURST STRATEGIC PLAN – 2015 TO 2020 IMPLEMENTATION PROCESS

External Communications Plan to Support the Gravenhurst Strategic Plan (Q3 2016 to Q4 2017) STRATEGY

Update on implementation Status and 2017 Priorities

Provide Annual Mid-Year Update Report year end results and present 2018 priorities

KEY MESSAGES / THEME o Council and staff highly engaged in the implementation of the Gravenhurst Strategic Plan. o 62% or 34 of the 55 approved actions are in varying stages of implementation o Prioritized Actions for 2017 o 68% of the approved actions are the direct responsibility of the Town of Gravenhurst. There is specific accountability to accomplish positive outcomes. o The Town is committed to developing an effective tracking system to share updates on the progress with the community. o 34% of the approved actions allow the municipality to provide influence and / or support. There is no direct accountability but a sincere responsibility to the citizens.

Accomplishments and results Progress on a sampling of actions – possibly one or two goals Summary of outcomes on all prioritized actions

TUCKER-REID & ASSOCIATES

AUDIENCE

TIMING

COMMUNICATION MECHANISMS

General Public Key Stakeholders

Q4 - 2016

Press release Portal on the Town’s Website Social media

Other levels of Government

As above

Q3 - 2017

As above

Q4 - 2017

Press Release Portal on Town’s Website Social media Press Release Portal on Town’s Website Social media

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