2016 Strategic Planning Process

Transcription

1 Page 1 of Strategic Planning Process Item 9 January 18, 2016 Board of Directors Report: To: From: TCHC: Board of Directors President and Chief Executive Officer (Interim) Date: January 5, 2016 Strategic Plan Priority: All priorities PURPOSE: To share the proposed 2016 strategic planning process with the Board of Directors for information. RECOMMENDATION: It is recommended that the Board of Directors receive the proposed 2016 strategic planning process for information and provide feedback to management. REASONS FOR RECOMMENDATION: Background Introduction The strategic plan will set the direction and priorities that will drive us to deliver better results for tenants, improve how we do business and build a better company. It is an ideal forum for committing to a long-term vision for Toronto Community Housing and garnering the support of tenants, staff, and stakeholders for this vision. Current Status Our last three-year strategic plan, Homeward 2016, closed at the end of With City Shareholder approval, we deferred the strategic planning process by a year. Instead, we developed the 2016 Corporate Goals and Objectives, which are currently before the Board of Directors for review and approval. This was done to ensure that the reviews and assessments being conducted in 2015 were appropriately resourced, and that we were well positioned to align their outcomes with our future strategic direction. We therefore

2 Page 2 of 8 need to develop our next strategic plan throughout 2016, for final approval by the Board of Directors in December Governance The Board of Directors approves the strategic plan and works with the Chief Executive Officer to set strategic direction. Our Shareholder mandates the requirements for a Business Plan through the Shareholder Direction. The 2013 Shareholder Direction requires that we have a four-year business plan that is reviewed and updated annually, as well as a four-year operating budget and ten-year capital pan. Appendix A outlines the Business Plan requirements as presented in the 2013 Shareholder Direction. The proposed approach presented below will meet the requirement for a four-year business plan, while also allowing us to develop a strategic plan that is long-term and visionary. Historical Approach to Strategic Planning In the past, we have brought together our Board of Directors and Executive Leadership Team (ELT), tenants, staff, stakeholders, and the community to generate ideas and priorities for our strategic plan. The overall process is led by Strategic Planning and Stakeholder Relations (SPSR), but involves staff from across the company. The process usually includes consultations with staff, tenants, and stakeholders, as well as a Board and ELT strategy workshop. Every Board Member, executive, and management employee from across the corporation takes a strong leadership role in the process. Proposed Approach The section below provides a high level overview of the proposed approach to the 2016 strategic planning process, including general milestones. Following the January 18 Board meeting and any ensuing discussion on this process, management will develop more detailed plans with confirmed tactics and dates for each step in the process. General Overview Consideration will be given to developing a ten-year strategic plan, which will be implemented through four-year business plans that are reviewed and revised annually as part of the divisional planning process. o A ten-year strategic plan would be long-term and visionary, and will align with the combined expectations of our City Shareholder for meaningful change. o At the same time, the four-year business plans ensure we can adapt at an operational level to our evolving environment, and meet the business planning requirements outlined in the Shareholder Direction.

3 Page 3 of 8 o In the past, our strategic plans have been three-year plans, so this would be a new approach for Toronto Community Housing. Begin the strategic planning process in January 2016 so that it includes the newly appointed Board members, and is informed by the final report of the Mayor s Task Force, the Service Manager Assessment, changes in Ontario s Long Term Affordable Housing Strategy, and possible introduction of a national housing strategy. Hold consultations with staff, tenants, and stakeholders in the spring of 2016 to inform the strategic direction and provide input for consideration at the Board and ELT strategy workshops. Hold two Board and ELT strategy workshops: one in June 2016 to develop the key strategies, and one in October 2016 to review the draft plan. Process and Timelines Phase One: Project plan and environmental scan, January March The first quarter of 2016 will be dedicated to laying the groundwork for the strategic planning process. This includes creating the interdivisional project team that will provide input on the strategic planning process and draft strategies; developing detailed timelines for each step in the process; and developing a consultation and communications plan. From January to March we will also assess the strategic context by developing an environmental scan that summarizes key external and internal environmental factors that should inform decision making. The methodology will involve research, document reviews, and meetings with relevant subject matter experts, and it will explore political, economic, social, technological, and legal considerations. Through this process we will identify significant trends that will become the change drivers for a new strategic plan. This scan will inform consultations and the Board and ELT strategy workshops. Phase Two: Consultations, April May Feedback from tenants, staff, the public, and other stakeholders is an important input for strategic planning. This is why we will ensure we hear from tenants, staff, the public, and other stakeholders early in the process through consultations. Possible forums for consultations include town halls, one-on-one meetings with government and agency officials, surveys, or a stakeholder summit. We will also seize pre-existing opportunities for consultations, such as scheduled all-staff meetings, scheduled meetings with senior managers, and other scheduled consultations with tenants. The specific tactics for the consultations will be confirmed once we finalize a consultation plan in Q1, and will be based on past experience, lessons from other sector organizations, capacity, and strategic objectives.

4 Page 4 of 8 The findings from the consultation will be added to the environmental scan and considered during the ELT and Board strategy workshops. Once we narrow in on the strategic themes, we will have more targeted consultations as required based on these strategic themes. As such, while the bulk of the consultations will be held in April and May, we will be in conversation with relevant groups as required throughout the year. Phase Three: Develop strategies and write the plan, June September Once the environmental scan and consultations are complete, we will hold an ELT and Board strategy workshop. This has already been scheduled for June 13 th, and the time has been held in Board Members calendars. We will use this day to identify major issues and develop the strategic themes of the next strategic plan, leading to overall direction from the Board and ELT. We will consult with our Shareholder by sharing the draft strategic themes with the City Manager s Office following the ELT and Board strategy workshop. In July, once Board Members and ELT identify the strategic themes at the strategy workshop, Public Affairs will distill these to draft strategy statements and objectives, which the ELT will review and approve to the extent they are consistent with Board approved strategic themes. Throughout July and August, SPSR will work with strategy owners (i.e.: divisions) to write detailed multi-year business plans and create performance measures and targets for the strategies and objectives. At the same time, SPSR and Finance will work with divisions to develop divisional plans, the drafts of which will then be used as planning documents and a basis for budget formulation for Finance will prepare a budget principles document to establish expectations and agreement with the Board of Directors in formulating a budget for This is to ensure there are no material deviations between management and the Board. In September, we will integrate the business plans and targets with the draft strategic plan where appropriate. Phase Four: Feedback, reviews, and approvals, October By October, we will have a draft strategic plan which we will share back with key stakeholders who participated in the consultations for any additional feedback or to fill in any specific gaps. We will also have a half-day ELT and Board strategy workshop, scheduled for October 21 st, which we will use to review and finalize the draft plan, review design concepts, and discuss the 2017 budget and 10 year financial outlook. The strategic plan will be the basis of the 2017 budget and 10 year financial outlook. We will bring a final strategic plan, 2017 budget, and ten-year financial plan for Board review and approval to the December 8 board meeting (through the Building, Investment, Finance, and Audit Committee for the budget items). Printing will begin in the last two weeks of 2016, and distribution and implementation start in 2017.

5 Page 5 of 8 Key Considerations Strategic Context There are a number of possible changes in the political and regulatory landscape that can be opportunities for long-term planning and which will inform the next strategic plan. These will be outlined in the environmental scan (see Proposed Approach section, above) and presented during the Board and ELT strategy workshops, but are noted below, in italics, along with other important environmental considerations: Provincial review of Ontario s Long Term Affordable Housing Strategy available late January 2016 Mayor s Task Force Final Report available January 2016 Service Manager Assessment 2015 Resident Survey findings Demographic Assessment Enterprise Risk Management Framework 2014 Employee Engagement Survey findings ReSet pilots Stakeholder Communications Mapping our stakeholders will help us decide early in the process how to communicate with our broad range of audiences, and will inform our consultation plan. A detailed communications plan will ensure we determine what information we will provide to which stakeholders, what information stakeholders will provide to us, and when. It will also help us determine who will lead the various communication and consultation relationships. Implementation A strong implementation strategy is key to ensuring that the Strategic Plan has meaning for staff and tenants. Implementation begins by effectively communicating the strategic plan to all relevant stakeholders. This will be achieved by showcasing our plan on multiple platforms, to be determined in consultation with the ELT, Strategic Communications, tenants, and possibly an external consultant. Annual budgeting, divisional planning, performance reporting, and performance management will be aligned to the strategic plan. IMPLICATIONS AND RISKS: Developing a strategic plan is not only a requirement of our Shareholder, it will also set long-term directions for the company and is an accountability tool against which the Board, the Shareholder, tenants, and members of the public can assess our performance. It will help us communicate our vision to employees, stakeholders, our Shareholder, and tenants. Clear performance measures, combined with a robust communications plan and annual budgeting and business planning, will help to ensure we are successful in implementing the plan and achieving our strategic objectives.

6 Page 6 of 8 SIGNATURE: Greg Spearn Greg Spearn President and Chief Executive Officer (Interim) ATTACHMENT: 1. Attachment A Business Plan requirements outlined in 2013 Shareholder Direction STAFF CONTACT: Hugh Lawson, Director, Strategic Planning and Stakeholder Relations Hugh.lawson@torontohousing.ca

7 Page 7 of 8 ATTACHMENT A - Business Plan requirements of 2013 Shareholder Direction Each Business Plan will be a four year business plan that is reviewed and updated annually and includes: (a) long term business strategies and objectives and strategic goals but not including detailed activity plans for the period covered by the Business Plan; (b) key issues and challenges facing TCH; (c) strategies to be implemented to resolve key issues facing TCH; (d) a four year operating budget and a 10 year capital plan with a long range outlook beyond the plan horizon, with explanatory notes and assumptions; (e) financial and service targets and performance measures based on benchmarks set out in regulations pursuant to the HSA or established in the Operating Agreement or Business Plan; (f) strategies to address material enterprise risks; (g) service level targets and changes; (h) performance indicators; (i) environmental and energy efficiency targets; (j) major initiatives to be undertaken by TCH in the medium and long term, and, (k) other matters as may be required by the Shareholder In the context of the Business Plan, TCH will identify the issues and directions of TCH in the management of its housing portfolio, including any proposals to convert to cooperative housing corporations or implement other forms of self-management TCH will submit its Business Plan to the Shareholder annually at a date specified by the City to permit due consideration and inclusion in the City's financial planning process TCH will provide the draft Business Plan to the City Manager so that a report may be prepared for consideration by Council in order that the City may provide comment to the Board on the draft Business Plan, including its financial targets and major initiatives, to ensure strategic alignment with City goals and objectives. Such comments will be reflected in the

8 preparation of detailed action plans approved by the Board. The spending estimates, including separate capital and operating budget requirements, included in the Business Plan, will form the basis of the TCH component of the budget requirement to be included in the Shelter, Support and Housing Division budget estimates for social housing programs. Page 8 of 8