What is the status of the initiative? On-track Caution Behind schedule

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1 Welcome to the Vaughan Vision strategic initiatives list. The following pages outline all strategic initiatives which were identified as the 2013 priority initiatives in the VV2020 Strategic Plan. Each strategic initiative is categorized based on their completion date and priority. The plan is a 'living document' which is reviewed on a regular basis. For many of the initiatives we have moved beyond planning to execution. The initiatives have been renamed to accurately reflect the progress that has occurred. The 14 Key Strategic Priority Initiatives are at various stages of implementation and completion. They have been categorized based on the progress of the initiative with respect to meeting the identified milestones and moving the project forward. What is the status of the initiative? On-track Caution Behind schedule What is the priority with respect to resource needs and allocations? High additional resources still required Medium some resources still required Low minimal resources still required Ref. Number Strategic Initiative VV 2020 Link Sponsor / Primary Lead Owner / Secondary Lead Support Department or Primary Agency Goal Date Details the specific strategic initiative Identifies the link with the Vaughan Vision 2020 Describes the most senior staff person directly responsible Describes the owner or secondary lead on the initiative Details the support department or primary external agency involved Outlines the date the initiative will be achieved i

2 Table of Contents #1- Implement the Plan to Build a Dynamic Vaughan Metropolitan Centre... 1 #2- Further Evolve Performance Measures and Implement Dashboard... 3 #3- Develop and Implement a Corporate Wide Asset Management System... 5 #4- Continue to Implement Operational/Business Reviews for Program Areas... 7 #5- Finalize City of Vaughan Official Plan (VOP2010) as part of the GMS... 9 #6 - Implement Key Links of the Transportation Master Plan #7 Implement Corporate Information Technology Strategy #8 Review the Corporate Performance Management Process #9 Identify, develop and Implement a leadership development program (internal succession planning) #10 Enable delivery for a hospital in Vaughan #11 Advocate with Government to continue to support the expansion of the GO System and transit #12 Develop and Implement an Integrated Risk Management Strategy #13 Review, redesign and implement a Communication Strategy #14 Develop and Implement a dynamic stakeholder engagement model ii

3 #1- Implement the Plan to Build a Dynamic Vaughan Metropolitan Centre Strategic Theme: Manage Growth & Economic Well-being Progress Status Resource Allocation Priority: Med Progress Status: On Track Completion Date: Q4/15 Primary Lead: Executive Director of the City Manager s Office Secondary Lead: Commissioner of Planning Support Department(s): Vaughan Metropolitan Centre Implementation Team comprised of staff from several departments, staff from Province, TTC, YRRT, Metrolinx, Toronto and Region Conservation Authority, etc. Goal is to achieve subway ready construction sites so development can occur coincident with the delivery of the scheduled planned operation of the Subway in Q Creation and management of Implementation Team and Establishment and Support for VMC Subcommittee of Council 2. Completion of Infrastructure and Planning Studies to set stage for major redevelopment in VMC. Growth related capital costs incorporated into updated development charge by-law Q3/11 Q4/12 Q4 /14 A VMC Implementation Plan Update and Status Report and Presentation to VMC Sub- Committee of Council in April 2014 with a updated plan prepared for Q4/2014. Completion of infrastructure and planning studies to set the stage for redevelopment projects, e.g., Black Creek Optimization Class EA, Open 95 per cent of the projects identified in the Active VMC Project and Public Initiatives list created in 2011 have been completed or are underway. The initiatives were grouped into five levels of priority and focused on bringing structure, policy and studies to completion. A critical path is now being developed to begin the process of identifying next steps to achieve development and growth moving forward from Q2/2014 through 2019 using a Development Facilitator to assist the City in this process. Ongoing- Several infrastructure studies have been initiated and completed including the Black Creek Optimization Study, the Master Environmental Servicing Plan, the Joint Region and City Transportation Study by Q4 12. The Black Creek Renewal Study EA is underway, the VMC Streetscape and Open Space Master Plan is anticipated to be completed in Q4/14. 1

4 3. Achieve stakeholder buy-in on proposed Vaughan Metropolitan Centre Secondary Plan Q2/14 Completion of modifications to VMC Secondary Plan and Region of York Approval There are 21 OMB appeals of the VMC Secondary Plan. Mediation commenced in Q4/13 and is ongoing. As this is a legal matter, updates are provided by Legal Counsel at closed session meetings from time to time. The next update will be in Q2/ Develop branding strategy for VMC Q2/14 Completion of branding strategy Report and Plan delivered to VMC Sub-committee. COMPLETED. 5. Retaining a Development Facilitator Q2/14 Development of an RFP to retain a Development Facilitator. Retention of a qualified Development Facilitator Issuing and RFP to retain a Development Facilitator to take on an implementation leadership role in helping to attract and leverage investment Will be the primary point of contact for day-to-day activity and will act as a principle point of contact for the landowners to advance the City s interests including optimizing value of planned investments. 6. Facilitating construction of VMC infrastructure and development projects Q4/15 Timely reviews and approvals of development applications in support of VMC private sector and public sector infrastructure projects These efforts are ongoing. Presently the City is working six active development applications (not including the TTC Vaughan Metropolitan Centre Subway Terminal and the VIV/YRT Bus Terminal). Furthermore, two sites are at the stage of Interest having had pre-consultation meetings with City Staff. 2

5 #2- Further Evolve Performance Measures and Implement Dashboard Strategic Theme: Ensure a High Performing Organization Progress Status Resource Allocation Priority: Low Progress Status: On Track Completion Date: Q4/14 Primary Lead: Commissioner of Strategic and Corporate Services Secondary Lead: Senior Manager of Strategic Planning Support Department(s): SMT, All Departments 1. Develop a Corporate wide framework and methodology for formulating strategic measures and reviewing and revising existing operational measures Q1/13 A comprehensive corporate wide approach to performance measurement Discussed at SMT in Q1/13 2. Create a cross functional staff committee and hire external consulting support to scope out system specifications and develop and evaluate an RFP for system software Q4/13 Performance measurement dashboard RFP will be developed and a vendor selected for system implementation Completed cross functional team across City, including all Commissions and at all levels of management. Work with Consultant to define Scope of Specs as well as drafting Strategic Measures. 3. RFP Issued and Consultant retained to develop a Dashboard system. Q3/13 Q1/14 Rollout a Corporate performance measurement dashboard system Consultant retained and system being customized. Anticipated it will be completed Q3/14. 3

6 4. Departmental Meetings and Piloting of the dashboard Q1/14 Pilot testing and refining of the Performance Measures Completed - Organized and facilitated departmental meetings to review performance measures and demo the dashboard system. In Progress organizing focus groups with Public to present and pilot the dashboard. 5. Further refine performance measures and customization of the dashboard system Q2/14 Q3/14 Further discussions with departments to collect performance measurement data. Data required to support some performance measures. 6. Rollout and implementation of Corporate performance measurement dashboard system Q4/14 to Q1/15 Development of a roll-out plan for internal and external presentation of the performance measurement dashboard. Need to develop a system of use unique to each department to ensure continued update of the data and utilization of the dashboard system to facilitate a system of use. 4

7 #3- Develop and Implement a Corporate Wide Asset Management System Strategic Theme: Manage Corporate Assets Progress Status Resource Allocation Priority: High Progress Status: On Track Completion Date: Q4/16 Primary Lead: Commissioner of Engineering & Public Works Secondary Lead: Director Engineering Services Support Department(s): SMT 1. Establish Asset Management Framework Q1/13 RFP to procure consultant Complete- RFP tabled at Council March Undertake gap analysis, comparing current asset performance levels and established asset performance targets. 2. Develop Corporate Asset Management Strategy Q4/13 A comprehensive asset management strategy document Strategy was approved by Council at October 8, Procurement of Asset Management System Q3/14 Acquisition of Asset Management System Software Capital funding for Asset Management System was approved as part of the 2014 Budget Deliberations. $500k was approved in 2013 for the development of the Asset Management Framework $780k was recognized in 2014 for the initial implementation of the corporate asset management system, and $750k was recognized in

8 for the continued implementation of the system Terms of Reference for RFP are currently being developed for tendering in Q3. 4. Implementation of Asset Management System Q4/15 Implementation of Asset Management System Approval of Asset Management Coordinator and Manager Positions. Approved in the 2014 Budget. Currently in the process of filling the positions. 5. Develop Sustainable Financial Plan based on Asset Management System Q4/16 Financial Plan Pending 6

9 #4- Continue to Implement Operational/Business Reviews for Program Areas Strategic Theme: Ensure a High Performing Organization Progress Status Resource Allocation Priority: Low Progress Status: On Track Completion Date: Q4/15 Primary Lead: Commissioner of Strategic and Corporate Services Secondary Lead: Director of Innovation and Continuous Improvement Support Department(s): All City Departments 1. Establish Innovation and Continuous Improvement department and develop a business plan Q2/13 Departmental business plan developed Completed in Establish a strategy and criteria for completing operational reviews in selected City departments Q2/13 A prioritized list of City services to undergo an operational review Completed in Conduct operational reviews in identified areas Q1/14 Completed operational reviews in selected City services Fleet 4. Continue to conduct operational reviews in identified areas Q2/14 Currently completing Solid Waste Winter Control By-Law & Compliance Procurement to Payment 7

10 5. Continued implementation of cycle of operational reviews 2014 To be completed 2015 and ongoing Operational reviews as noted in review framework. Development Planning Human Resources Program Development & Management Green Space Management Softscape Management On-going. 8

11 #5- Finalize City of Vaughan Official Plan (VOP2010) as part of the GMS Strategic Theme: Manage Growth and Economic Well-Being Progress Status Resource Allocation Priority: Med Progress Status: On Track Completion Date: Q4/14 Primary Lead: Commissioner of Planning Secondary Lead: Director of Policy Planning Support Department(s): Economic Development, Parks Development, Engineering, York Region, Toronto Region Conservation Authority, Province 1. Completion of land use plan for Vaughan enterprise zone and employment lands Q3/09 Vaughan Enterprise zone land use plan incorporated into draft official plan Completion of Hwy 427 extension environmental assessment (EA) was completed in Q2/08 - West Vaughan Employment Area Secondary Plans was adopted by Council September 2010, approval by Region pending 2. Develop draft Official Plan Q3/10 Draft Official Plan developed and available Completed- analysis includes; Focused Area Studies, secondary plans, community workshops, policy direction papers, and Council presentation 3. Complete high capacity transit studies Q3/10 Studies completed including: 407 Steeles- Keele to Jane OPA 620, Yonge St, and Vaughan Metropolitan Center Completed studies: 407 Steeles- Keele to Jane OPA 620- completed, Yonge St- Q3/10, Vaughan Metropolitan Center- Q3/10 4. Prepare final Official Plan and Council approval Q3/10 Official Plan finalized and approved by Council Completed- Council approval in Q3/10 9

12 5. Obtain York Region Endorsement of the Official Plan Volume 1 6. Obtain York Region Endorsement of the Official Plan Volume 2 Q3/11 Q3/12 Official Plan finalized and approved by York Region Official Plan finalized and approved by York Region The Majority of Volume 1 OP appeals have been resolved to satisfaction of majority of parties as a result of the Feb decision of OMB. Completed-currently working with the Region to address modifications. Report to Council Q2/11 with Regional approval for Volume 1 of the Official Plan completed Q3/11 Ongoing-Report to Council with Regional approval for Volume 2 of the Official Plan expected Q3/12. Some sections have been endorsed by the Region and OMB Ongoing reporting from Legal and Planning departments to Council and Committee Q1/12 -Q3/14 regarding mediation and resolutions of site specific appeals. 7. Resolution of OMB appeals for the Vaughan Official Plan Q4/14 The appeals of the West Vaughan Employment Area Secondary Plan have been resolved through mediation and endorsed by Council as of Q subject to an Order being issued by the OMB. Mediation for the VMC Secondary Plan is underway. A number of Volume 2 site specific appeals are linked with active development applications currently under review. 10

13 #6 - Implement Key Links of the Transportation Master Plan Strategic Theme: Manage Growth and Economic Well-Being Progress Status Resource Allocation Priority: High Progress Status: On Track Completion Date: Q4/14 Primary Lead: Commissioner of Engineering & Public Works Secondary Lead: Director of Development / Transportation Engineering Support Department(s): Policy Planning Department Complete City Transportation Master Plan (TMP) Support Completion of Stage 1 of the GTA West Corridor EA Study Q4/12 A City Transportation Master Plan GTA West Corridor Q4/12 A Stage 1 of the GTA West Corridor Completed Stage 2 of the EA Study New Corridor Q1/14 Commence Stage 2 of the EA Status/Comments Finalized the City Transportation Master Plan and Action Plan (the next steps to be taken to kick-start implementation of the TMP) that includes reference to road links Ongoing. EA to determine alignment for the entire corridor and its connections will follow MTO's procurement process to be completed Q4/13 Highway 400 Interchange connection(s) as per OPA /15 Identify the preferred location for the interchange connection(s) Commence an EA jointly with the York Region for the full interchange between the GTA West Corridor and Highway

14 Highway 427 Extension to Major Mackenzie Drive Subject to Provincial Budget Highway 427 Extension Implement Highway 427 Extension to Major Mackenzie Drive Status/Comments Ongoing. EA completed in Continue to advocate for early construction. Kirby Road Missing Link Complete the Kirby Road missing link Q2/14 Initiate Class EA Study for Kirby Road Extension between Dufferin Street and Bathurst Street as per Council direction of October 18/11 Identified as 2014 Capital Budget Implement Kirby Road missing link 2021 Kirby Road missing link A Strategy for completing the Langstaff Road missing link Establish and coordinate strategy for completing the Teston Road missing link Q1/13 Langstaff Road Missing Link Define Langstaff missing link need and timing Teston Road Missing Link 2020 A strategy for Teston Road link As per Council direction missing link completion required by 2021 Completed Joint VMC and Surrounding Areas Transportation Study with York Region as per TMP Action Plan. The need and feasibility for the Langstaff Road Extension was identified as a long-term (10-20 years) network improvement. Identified in the YR 10-year Roads Construction program to be completed by

15 #7 Implement Corporate Information Technology Strategy Strategic Theme: Ensure a High Performing Organization Progress Status Resource Allocation Priority: High Progress Status: On Track Completion Date: Q4/13 Primary Lead: Commissioner of Strategic and Corporate Services Secondary Lead: Chief Information Officer Support Department(s): IT Governance Committee, SMT, All City Departments 1. Develop Terms of Reference and Scope for IT Strategy 2. Issue RFP, review submissions and retain consulting support to work with IT Governance Committee to draft the Corporate IT Strategy 3. Present draft Strategy for SMT for review and comment Q2/13 RFP Document Complete Q4/13 Draft Corporate IT Strategy Complete Q4/13 Presentation and input to finalize strategy Complete 4. Present draft Strategy to PKI Q1/14 Presentation and input to finalize strategy Complete 5. Update 2014 ITM work plan to include actionable/resourced items, as per the IT Strategy recommendations 6. Include IT Strategy recommendations in the ITM business and financial plan Q1/14 Updated 2014 ITM work plan Complete Q4/14 Multi-year (2015+) business and financial plans (including ARR s) On-going. 13

16 #8 Review the Corporate Performance Management Process as part of a Quality Work Environment and professional growth and development Strategic Theme: Attract, Retain and Promote Skilled Staff Progress Status Resource Allocation Priority: Medium Progress Status: On Track Completion Date: Q2/15 Primary Lead: Commissioner of Strategic and Corporate Services Secondary Lead: Director of Human Resources Support Department(s): SMT 1. Retain services of consultant to assist City to review, revise and recommend a new process and form(s) to improve the staff appraisal process and feedback and engagement, talent management, career opportunities and incentive pay/benefits 2. Evaluate new staff appraisal process and present options and recommendations to SMT including a strategy/solution for migrating paper based process to e-service. Q1/13 Q2/14 External consultant retained for review. Draft of new form and accompanying guide. Incorporation of Competency Models within new Performance Management program Q1/14 Q3/14 New performance management process recommendations E-based Performance Management process solution recommended New forms drafted with accompanying guide and training materials developed. Competency models have been incorporated. Forms and guide being piloted at SMT and Director level. Evaluating new forms and guidelines. Preparing business requirements for e-based performance management program. RFP and vendor selection by September

17 3. Implement the new strategy for staff appraisal processing including staff training and e-based tools/supports. Q4/14 Q4/15 Strategy implementation and training. Implementation of e-based solution. Pending Final forms and training supports to be fully implemented for Management and non-union staff by Dec E-Performance Management tool to be ready by Dec 2014 with implementation in Q1/ Prepare an RFP for a Compensation consultant to review the management by law compensation policy and practices and provide recommendations. 5. Provide recommendations on modifications to the current total compensation package 6. Present linkage between performance management strategy and total compensation package to Council 7. Program Evaluation and adjustments, as required Q2/14 Compensation recommendations for non-union group Q1/15 Report to SMT with recommendations for change Q2/15 Council presentation on revised total compensation package Q4/15 Assess effectiveness and success of the new Performance Management program for non-unionized and management staff. RFP is being finalized Pending Pending 15

18 #9 Identify, develop and Implement a leadership development program (internal succession planning) Strategic Theme: Support the Professional Development of Staff Progress Status Resource Allocation Priority: Medium Progress Status: On Track Completion Date: Q4/15 Primary Lead: Commissioner of Strategic and Corporate Services Secondary Lead: Director of Human Resources Support Department(s): SMT 1. Research key competencies for key positions and establish cross functional team to assist in process Q1/14 Approved list of competencies Core Competencies and Leadership Competencies for SMT and Director positions completed and approved. Functional/Departmental Competencies drafted and to be finalized April 30 th 2. Review benchmark best practices for leadership development / succession planning program. Q2/14 Q3/14 Assessment of best practices and trends in Succession Planning Review initiated in April Develop Succession Planning Framework Q2/14 Q4/14 Define the guiding principles and objectives of the Succession Planning Program. Clarification of what succession planning means for the organization being cognizant of the public sector environment. On-going Succession Planning Framework linked to performance management, competencies and learning & development strategy. 16

19 4. Determine criteria for classifying key positions and determine list of key positions. Q1/15 Approved criteria and list of key positions for Succession Planning program. Pending 5. Develop and implement a Management/Leadership Development Program (Succession Planning program) Q4/15 Management/Leadership Development Program (Succession Planning program). Development of Succession Plans for individual positions within new performance management program. Pending 6. Program Evaluation and adjustments, as required Q4/15 Assess effectiveness and success of the new Management/Leadership Development Program. 17

20 #10 Enable delivery for a hospital in Vaughan Strategic Theme: Promote Community Safety, Health and Wellness Progress Status Resource Allocation Priority: Med Progress Status: On Track Completion Date: Q2/15 Primary Lead: City Manager Secondary Lead: Council, Commissioner of Planning, Commissioner of Legal and Administrative Services Support Department(s): Mackenzie Health 1. Provide support for hospital lands Q2/11 2. Collaborate with York Region to provide financial support for hospital planning Q1/12 City of Vaughan to provides support for hospital lands York Region to provide financial support for hospital planning Completed - City committed 40 acres of land to Mackenzie Health Completed - Supported York Region advancing two thirds of the $32 million required by York Central Hospital for hospital planning. 3. Develop agreements with Mackenzie Health Q4/12 Cooperation Agreement and Land Bridging Agreement Completed - Cooperation Agreement and Land Bridging Agreement 4. Collaborate with Mackenzie Health on stage two of the five stage planning process Q1/13 Stage 2 plan submitted to Ministry of Health and Long Term Care Completed March Complete a technical report on the precinct plan Q4/13 A completed precinct plan tabled at Council for approval Completed November City officials continue support and collaboration with Mackenzie Health Q2/15 City officials to provide ongoing support Ongoing 18

21 #11 Advocate with Government to continue to support the expansion of the GO System and transit. Strategic Theme: Manage growth and economic well-being Progress Status Resource Allocation Priority: High Progress Status: On Track Completion Date: Q2/15 Primary Lead: Commissioner of Engineering and Public Works Secondary Lead: Director of Development / Transportation Engineering Support Department(s): Commissioner of Planning, York Region, GO, CP, CN, Province 1. Incorporate GO,TTC and York Region capital plans into Transportation Master Plan Q4/11 Completion of City's Transportation Master Plan Completed 2. Collaborate with Province and Region on Public/Rapid Transit initiatives 2012 From Metrolinx participated in meetings chaired by the City as a member of the Interagency Vaughan Metropolitan Centre Implementation Team. In 2012 the City provided input and recommendations for the Big Move update. The City also provided detailed technical input into various public/rapid transit initiatives funded by Metrolinx including: Spadina and Yonge subway, York Region Rapid Transit Corporation Hwy 7 BRT projects. Ongoing and as-required. See PKI report from December

22 The City of Vaughan is represented on the Metrolinx Municipal Leaders Working Group through the Commissioner of Planning. The Commissioner regularly apprises senior officials on issues of importance to the City through presentations and submissions. Various presentations provided to Metrolinx In City secondary plan studies including the Concord Go and Maple Go Secondary Plan, Vaughan Healthcare Centre Precinct Plan, have been prepared with input from Metrolinx. In addition, the terms of reference for the New Communities Secondary Plan have reflected input from Metrolinx. Secondary Plan studies for Maple Go, Concord Go Centre, etc Metrolinx is part of the Technical Advisory Committee for the New Communities Secondary Plan and is cooperating with the Region, City and landowners on the planning for the potential Kirby Go/Teston Green station from

23 #12 Develop and Implement an Integrated Risk Management Strategy Strategic Theme: Ensure a High Performing Organization Progress Status Resource Allocation Priority: Med Progress Status: Caution Completion Date: TBC Primary Lead: Commissioner of Legal and Administrative Services Secondary Lead: City Clerk, Director of Internal Audit Support Department(s): SMT, All City departments 1. Build organizational awareness of risk management and risk management principles throughout all departments at the City of Vaughan. This includes training and awareness sessions risk workshop "pilot" projects Risk Management Development/Awareness Sessions Risk Management Pilot workshops Completed and Ongoing - Risk Management awareness and training program developed. Management and training sessions ongoing. Risk Management Awareness Participant Guide has been developed. Some Pilot workshops have been completed. Objectives of the workshop is to: Develop a familiarity of Risk and Risk Management Concepts Learn about Risk Management Categories Learn and apply Tools to identify and Assess Risk, Identify Risk Treatment and Mitigation Strategies Identify Communication Strategies Additional Workshops to be scheduled. 21

24 2. Develop an Overall Risk Management Attitude or Appetite Statement 2015 A workshop discussion with SMT and possibly Council on the amount and type of risk the City is willing to assume when delivering services Pending - Risk Attitude will be a broad statement that recognizes that some risk have to be taken to balance service levels, process support levels and costs to achieve overall strategic and business objectives. Will require Council and SMT approval. 3. Develop an Organizational Risk Management Policy 4. Develop Risk Management Broad Categories and Risk Types Develop Event List 2016 A policy that clearly outlines Risk Management expectations and defining overall responsibilities and accountabilities, including roles and responsibilities. Risk Categories and Types that are tailored specifically for the City of Vaughan Using available research, develop a list of the most significant organizational risks that could affect the City in achieving its strategic and business objectives Policy to be developed and reviewed SMT for Council input and approval. Generic categories for the Municipal Sector have been done. Further discussions required on those most suitable for the City. This may require a workshop with SMT or with SMT and Directors. This will require a workshop and could be done in conjunction with the development of Risk Categories and Types. Some generic research has been done but a specific list for the City needs to be done. Opportunity initiatives could evolve from the event list that could be input for Innovation and Continuous Improvement. 22

25 6. Develop Risk Management Tools to support Strategic/Business Planning. In combination with Performance Measurement Development. Develop Key Risk Indicators or early warning mechanisms to better manage Strategic Risk 7. Develop Risk Management Tools to support Operational Risk Mitigation. In combination with Performance Measurement Development. Develop Key Risk Indicators or early warning mechanisms to better manage Operational Risk A methodology that will support the documentation of and reporting of key risks within the strategic plan and all business plans. A methodology that will allow the ongoing management of day to day or Operational risks. Although the methodology may be the same as the Strategic Risk Assessment, the Operational Risk Assessment will evolve from the Strategic Risk Assessment. Methodology may require the use of Risk Registers, Heat Maps or other tools to better facilitate the documentation of key risks. This may require specific training sessions for select groups of management. Broader level of Management training may be required. Ongoing Risk Management training and awareness sessions combined with risk workshops will help build this capability. 23

26 #13 Review, redesign and implement a Communication Strategy Strategic Theme: Ensure a High Performing Organization Progress Status Resource Allocation Priority: Medium Progress Status: On Track Completion Date: Q3/13 Primary Lead: Executive Director City Manager s Office Secondary Lead: Director of Corporate Communications Support Department(s): All City departments 1. Created an RFP and hired an external consultant to develop an internal communications strategy 2. Developed an internal communications strategy Q4/11 Q2/12 3. Completed implementation of new strategy Q3/13 Hire an external consultant to develop an internal communications strategy Internal Communications to focus on Management "Toolkit" Development of Communications strategy that encompass internal and external communications Completed Completed Training delivered to all Management Staff (April 2012) Completed - Strategy approved by Council in Oct Implement the Corporate Communications strategy to promote two-way communications between the City and its stakeholders by encouraging community engagement and enhancing the channels of communication. 1. Leverage existing social media channels and launch new social media channels, including a blog Q1/14 Track increase in social media users and launch a corporate blog Completed 2. Re-evaluate the Annual Report format and distribution Q1/14 Print and web version of the Momentum Report Completed 24

27 3. Employ a variety of methods to engage residents in two-way online dialogue Q1/14 Expanded use of social media live tweets from events Completed 4. Develop a Vaughan Mobile App that can be used as an effective communications tool Q2/14 Software application for mobile devices with content management system Corp Comm will test the application on a variety of mobile platforms before launching public version 5. Develop an internal communications campaign to promote the new communications vision Q2/14 Launch and promote Jostle social intranet platform Jostle launched in Jan and ongoing campaign to engage City staff 6. Align common strategic messaging by providing consistent key messages, templates and tools Q2/14 Corporate key messages and corporate branding campaign 7. Use plain language standards in City-wide information. Q3/14 Corporate style book with plain language standards and accessibility terminology 8. Develop a channel strategy that clearly outlines preferred City communications channels/formats for different audiences Q3/14 Report will include a process for determining most effective communications vehicles for each project 9. Develop a multicultural communications strategy to better reach our diverse community Q4/14 Strategy will assess all available communications channels 25

28 10. Improve the corporate website, including enhancing the homepage, using more videos and exploring new online applications. Q4/14 Website redesign including multi-media features to be completed as joint project with ITM department 11. Develop a comprehensive advertising strategy Q4/14 Strategy will include corporate rollout and identify any policy requirements 12. Enhance the new Vaughan mobile app by adding new functionality and features Q4/14 Improved software application and integration with other e- communications 26

29 #14 Develop and Implement a dynamic stakeholder engagement model to ensure citizen focused communication activities for City Initiatives Strategic Theme: Ensure a High Performing Organization Progress Status Resource Allocation Priority: Medium Progress Status: Caution Completion Date: Q3/13 Primary Lead: Executive Director City Manager s Office Secondary Lead: Director of Corporate Communications Support Department(s): Commissioner of Strategic and Corporate Services, Senior Manager of Strategic Planning 1. Present a strategic approach on improving civic engagement and public consultation Q4/09 Draft strategy on civic engagement and public consultation Evaluation/ Comments Completed- presentation to November 16, 2009 Strategic Planning Committee. Staff working committee created to develop public engagement initiatives through use of social media 2. Develop a social media policy and communication strategy Q1/12 Social media policy to guide staff management of social media sites Completed- Approved by Council February 21, Staff working committee with representation from various City departments collaborated on developing the policy 3. Evaluate and assess social media use by citizens and City departments Q1/13 Social media assessment to include an update on various social media sites within the City Completed - Social Media Staff Working Committee formed Jan and tasked with assessing departmental requirements 4. Develop a Corporate Communications Strategy Q2/13 Corporate Communications Strategy to contain action plan on public engagement Completed - Strategy approved by Council in Oct

30 5. Implement the Corporate Communications Strategy Q3/13 Action plans for each strategic focus area to be outlined in strategy document Evaluation/ Comments Completed implementation of strategy began with Oct Council approval of strategy that encompasses initiatives related to some engagement 6. Further review engagement requirements and best practice models Q3/14 Review engagement requirements. Identification of best practice models Will assess models including IAP2 s model for civic engagement 7. Present and discuss a dynamic stakeholder engagement model Q4/14 Q1/15 Preparation of a draft engagement model for discussion with SMT and council. Pending 8. Implement the stakeholder engagement model Q2/15 Implementation of the Stakeholder Engagement Model and communication with staff. Once approved, the models, techniques and tools will be provided to departments along with information related to their role, purpose, value and when to use each. 28