January 11, 2023, at 4:00 PM

Original link

The meeting is called to order at 4:04 PM; it being noted that Councillor S. Hillier was in remote attendance.

1.   Disclosures of Pecuniary Interest

That it BE NOTED that no pecuniary interests were disclosed.

2.   Consent

None.

3.   Scheduled Items

None.

4.   Items for Direction

4.1   Developing the 2023-2027 Strategic Plan: Setting the Vision, Mission, Values, Strategic Areas of Focus, Outcomes and Expected Results

2023-01-11 Staff Report - Developing the 2023-2027 Strat Plan

That, on the recommendation of the City Manager, the following actions be taken with respect to developing the 2023-2027 Strategic Plan:

a)    the report, entitled “Developing the 2023-2027 Strategic Plan: Setting the Vision, Mission, Values, Strategic Areas of Focus, Outcomes, and Expected Results” BE RECEIVED for information; 

b)    the draft Vision, Mission and Values statements, for Council’s Strategic Plan 2023 - 2027 BE CONSIDERED and BE SHARED with the community to seek feedback; and,

c)    the next steps, including consideration of strategic areas of focus, outcomes and expected results, with respect to the work for the 2023 - 2027 Strategic Plan BE REFERRED to a special meeting of the Strategic Priorities and Policy Committee, to be held on Monday, January 23, 2023 at 4:00 PM.

it being noted that the Strategic Priorities and Policy Committee received a presentation from the Director, Strategy and Innovation and communications dated January 6, 2023 from C. Butler and J. Madden, respectively.

Motion Passed

Additional votes:

Moved by S. Trosow

Seconded by P. Cuddy

That an additional Public Participation Meeting related to the development of 2023-2027 Strategic Plan, BE SCHEDULED to be held at the February 7, 2023 meeting of the Strategic Priorities and Policy Committee.

Motion Failed (7 to 8)

Moved by S. Lewis

Seconded by D. Ferreira

That next steps, including consideration of strategic areas of focus, outcomes and expected results, with respect to the work for the 2023 - 2027 Strategic Plan BE REFERRED to a special meeting of the Strategic Priorities and Policy Committee, to be held on Monday, January 23, 2023 at 4:00 PM.

Motion Passed (14 to 0)

Moved by C. Rahman

Seconded by A. Hopkins

That, on the recommendation of the City Manager, the following actions be taken with respect to developing the 2023-2027 Strategic Plan:

a)    the report, entitled “Developing the 2023-2027 Strategic Plan: Setting the Vision, Mission, Values, Strategic Areas of Focus, Outcomes, and Expected Results” BE RECEIVED for information; and,

b)    the draft Vision, Mission and Values statements, for Council’s Strategic Plan 2023 - 2027 BE CONSIDERED and BE SHARED with the community to seek feedback;

it being noted that the Strategic Priorities and Policy Committee received a presentation from the Director, Strategy and Innovation and communications dated January 6, 2023 from C. Butler and J. Madden, respectively.

Motion Passed (14 to 0)

5.   Deferred Matters/Additional Business

None.

6.   Adjournment

Moved by A. Hopkins

Seconded by H. McAlister

That the meeting BE ADJOURNED.

Motion Passed

The meeting adjourned at 8:15 PM.

Full Transcript

Transcript provided by Lillian Skinner’s London Council Archive. Note: This is an automated speech-to-text transcript and may contain errors. Speaker names are not identified.

View full transcript (4 hours, 22 minutes)

Okay, colleagues, I’m gonna call the meeting to order. This is the fifth meeting of the strategic priorities and policy committee meeting dedicated today to the strategic plan, which is a process that we will dig into tonight a little bit and hopefully take it to the next step. But first, I wanna do just a couple of things, including the land acknowledgement. The city of London is situated on the traditional territories of the Anishinaabeg, Haudenosaunee, and Lenny Paywalk, and Adawandran.

We honor and respect the history, languages, and culture of the diverse indigenous people who call this territory home. City of London is currently home to many First Nations, Métis, and Inuit people today. As representatives of the people of London, we are grateful to have the opportunity to work and live in this territory. I also wanna add that the City of London is committed to making every effort to provide alternate formats and communication supports for meetings upon request.

To make a request specific to this meeting, please contact SPPC@london.ca or 519-661-2489 extension, 2425. Are there any disclosures of pecuniary interest? I see none. There are no consent items.

There’s no scheduled items. And so we move right into our items of direction of which we have one. That includes item 4.1. I will note there’s a couple of components of the added agenda that are very important, including the staff presentation that we’ll be going through today.

And I am actually going to just turn it over to our city manager, Lynn Livingston, to kick off our strategic plan process. Oh, and there will be a slide deck too, so you can flip your screens ideally to the other screen. The colleagues will be able to see the slides that are up on the screen that the public will see too. I was probably having a problem with the mic.

Well, good afternoon. And I just want to say how excited I am and my colleagues are small, but mighty team who support the strategic planning process of Ms. Wilcox and Mr. Steinberg, as well as all of SLT, to be with you this afternoon to support you in your development of your strategic plan.

So our role is to try and support you as you work through the component pieces, but truly the plan is yours and we work with your direction and try and turn that around for you at each point. So today, what we’d like to review with you is kind of the overall approach to support the planning process. We shared this with you in December, but we’re going to talk about it again and give a little bit more information around the engagement components in terms of where the community can participate and has already begun to participate in the process. We’ll provide you with an update on some of the very early engagement results we’ve heard since the middle of December, and then it’s time for you folks to dig in in terms of the vision, mission, and values, and we’ve got some small group processes to suggest for you as you undertake that work.

And then we’ll come back and begin the work on the priorities that you would like to set for this council term to direct the work, and then we’ll wrap it up with some next steps. So it is a hefty, if I may say that, agenda. There’s a lot here, and I hope that we’re able to support you in a process that you are comfortable with. So just to kind of go back to the beginning and reiterate some of the things around strategic planning, so essentially what the plan does is identify your shared vision, mission, and strategic areas of focus or priorities that guide your work over the next four years in the work of civic administration that we do to support you in your efforts.

It’s also, and you would have heard me say this back in December, directly tied to the multi-year budget and our technology investment strategy. So not only does it direct the work that we do, it directs the investment of resources, be they financial, people, or technology. So that’s an important connection, and I always like to say on the staff side, if it’s not in the strat plan, it doesn’t show up in the budget. So those are the connections that are important from our perspective.

There are some guiding principles, and our role has been to do some of the background work to provide you with materials that can support you in your deliberations. And some of the principles that we use in preparing those materials for your review and also consideration is that we’re not coming from a blank slate, there is an existing strategic plan, a number of initiatives carry forward past the life of the current strategic plan, but there’s always an ability to improve not only on the process, but how the plan looks, how it feels, what it directs, the right level, all those kinds of things. So we’ve tried to bring that principle of continuous improvement to the materials that we’re providing to you. It’s also important that the city is a complex organization, it is a government, there are over 100 services that are delivered and it also provides policy direction on a number of initiatives across the community in order to achieve council’s vision.

But while it needs to reflect all of that, it also needs to be able to provide specific focus and direction on the priorities that you’re identifying for the next four years so that we’re clear about where the emphasis should be. We have in our preparation and supporting, trying to support your work understood that there are very important principles around equity and inclusion, financial stewardship, sustainability and being able to have information to make informed decisions. So that are some of the principles that have guided the work as we’ve been thinking about this and again, we’re reiterating the direct connection between the plan and the multi-year budget and our technology investment strategy. So this is a picture that is a little bit new to you and I’ll dive into the one that will be familiar to you that you would have seen in December that articulates the steps from now until April, the target of April of having a final plan.

But we wanted to also show you what happens after the plan. So work through, you will develop the plan over the next number of months, aiming for a final plan in April. That then triggers the beginning of the multi-year budget process. In fact, Ms.

Barbone will be bringing a report to you by the end of April that kicks that process off in terms of multi-year budgeting. So immediately moving into that. Staff will then proceed to undertake work based on the direction provided at that particular meeting, undertake the work to begin to develop the multi-year budget which really can be seen as an implementation tool of your strategic plan. It sets the pacing, it identifies the targets of what will be achieved year over year against those strategies that you’re laying out.

While that work is underway, we are also then developing the detailed implementation plan. Under the strategies, there will be many actions that civic administration needs to take to deliver on the strategies that you’ve identified. So we’re doing that in tandem with the multi-year budget because they’re hand in hand. And we will report to you on the implementation plan in November.

And then after that, you get twice a year of report on the progress in terms of, are we doing what we said we would do? Are we doing what you’ve asked us to do in terms of delivery of the strategic plan? That’s the progress piece. And once the multi-year budget is set, which will be, I think in March-ish of next year, once that is set, we then have very clear metrics that we will then be reporting to you out on on a regular basis in terms of the performance of the strategic plan.

So that’s the interrelationship of those components. Strategic plan drives the multi-year budget. We develop an implementation plan. We report out on the progress of delivering on that implementation plan, the strategic plan.

And also we report out on the achievement of the multi-year budget and the performance. Did we meet the metrics that are expected through the strategic plan? So those are the component pieces. And that’s the accountability cycle as well.

Once a plan is set, there’s an accountability to you, to the community that we’re delivering on that, on your behalf. So in terms of getting to a plan, this is what was shared with you back in December, in terms of an approach or a process to support you in the development of that plan. So the first period of time today is for you to begin the setting of the vision, mission, values of that plan. What are the areas of focus or priorities that you would like attention paid over the next four years?

What are the outcomes, the difference that you’re looking to have made, and what are the expected results, the actual change? So that work begins this evening, and I’ll talk a little bit more about our suggested approach to doing that work. And then we’ll move forward till February, where you’ll come back. We’ll make whatever changes you’re directing in terms of those pieces of work.

We’ll turn that back around to you. You have an opportunity to look at that again at the beginning of February, set the vision, mission, and values, kind of final in quotations, ‘cause nothing’s final until you’ve gone through the whole process. Revisit those outcomes and expected results, and we will table strategies for your consideration. What are the actions that can deliver on the priorities that you’ve set?

Much of February is dedicated to community engagement, and I’ll talk in a minute about the details around that. Coming to the end of February, where you’ll have an opportunity to give us direction on what you’d like to see happen around the strategies. Are they the right ones? Should they change?

Are there different ones? But we’ll be providing you with some additional pieces of information to help in that direction setting. One of those pieces is what we call order of magnitude costing. So you’ve set a set of priorities.

You’ve told us the outcomes that you would like to achieve. We try and identify the strategies that can do that, but in order for you to have an information to know, yes, that’s the right strategy, we’re gonna try and ballpark for you what the costs of those strategies are. This is not a precise exercise. I wanna be really clear about that.

It’s order of magnitude, but it gives you a sense. Are we talking 100 million? Are we talking $25? That kind of thing.

Another piece of information to help you in terms of, is that a strategy you would like to have happen over the next four years? We will also be tabling at that meeting the metrics. What are the metrics that will tell us? How will we measure that the strategy is achieving the outcome you wish to achieve?

Are we achieving the expected result you’re looking for? So those are the kinds of things that will be coming back to you at the end of February. Lots of discussion at that meeting around the strategies. Again, there’ll be heavy community engagement during that period, and I’ll go through that in a minute.

And then we’ll come back to PPM, public participation meeting on March 8th. That’s where the kind of final stage of community engagement. Public can have any final additional comment. They’ll see in the evolution as you develop your plan and what it’s starting to look like.

This is an opportunity to provide final comment, and it allows you to make some additional decisions, any changes, final direction, where you’d like us to draft it for you. And then we turn that around to you in terms of a finalized draft plan for the end of March for your consideration as SPPC, with the target of having counsel on April 4th approve the plan. We have, you may recall from my December presentation, put a kind of if needed date for later in April, ‘cause sometimes through this process, things emerge, and we need a few more weeks to be able to address and make sure the plan is exactly how you would like it. So that’s the kind of steps that we are proposing to support you through over the next couple of months.

In terms of the engagement side of that, ‘cause it runs with it, right? And it will be very important for you to hear from the public in many ways, feedback as you are making decisions and providing direction on what this plan should look like. So the engagement process began almost immediately. Very early engagement though, I would say, right?

We had 51 Londoners who took the time over the holidays to provide comments. So already people are beginning to take advantage of the Get Involved site. So there are a couple of ways that folks can participate and provide you with feedback as we work through the planning process. So the Get Involved site, out of every meeting, will be updated based on your direction and the information that, so if tonight you have, let’s say, I don’t know, four vision statements.

We will put those up. The public will be asked to provide comment on them. At our next meeting, we will provide you with the feedback that’s been given by the public so that you can make some decisions about those vision statements and get ideally to one. So that’s one avenue.

And that will begin as soon as this meeting is finished. We’ll turn that work around, get it up and start to get that feedback. And at every meeting of all those meetings I just took you through, we will be providing you with an update on the community feedback that has been received. So the Get Involved site is an important avenue.

The other way, particularly through the February phase, is certainly in the past, this has proven to be a good time for counselors to hold ward meetings, town halls. However you wish to do it, people do it in a variety of ways where the public can come and meet with you in an arena, wherever, to provide input into the strategic plan. And during the February period, most, much of the detail of the plan will be available to the public at that point. Your direction on vision, mission values will be there, your direction on priorities and outcomes and expected results will be there, as well as draft strategies.

So lots of opportunity to get detailed feedback from the public, both through the Get Involved site, but also we are prepared to support you through any kinds of meetings that you would like to have during that period of time. Additionally, we are through the very deep networks and connections that we have from a civic administration perspective with all the organizations that we work with by providing those organizations with information. So they are aware of the opportunity to participate and provide feedback. We’ll be providing a toolkit so that if they wish to hold their own meetings, strat plan, feedback to council session, they can do that.

We’ve already been asked from a number of organizations if we can come and assist, for example, the chambers asked us to come and assist with a session with them. So we are prepared to do all of that in addition to those sessions you may be holding over this month and next month so that we can provide all of the feedback that we’re getting in the multiple avenues to you. Again, that will come at every meeting so that you have that information as you’re providing, making decisions and providing us with direction on how you wish the plan to take shape. And that culminates in the March 8th public participation meeting where, again, you’ll have, folks will have lots of opportunity to provide additional comment and you will be able to take all of that and provide us with whatever direction you wish so that we can draft the plan in the way that you would like to see it.

So those are the kind of, that’s the approach that we’re going to try and support you with over the next couple of months, both from what materials and what happens in your meetings and the direction you provide to us. And the other is through the engagement process and they intersect, again, where we provide you that information at every meeting. Mr. Mayor, should I pause to see if there are any questions about that?

Sure, let’s do that. Any questions so far? Go to Councilor Chosau first and then Councilor Perbal. I’d like to ask through the chair after thanking you for the incredible amount of work that you’ve done on this over the years and now my first worry about this and I want to just put this right out there at the beginning is that when the public sees that there is a public participation meeting after much of this has been set, there’s going to be skepticism and there’s going to be some pushback that you’ve already drafted this and now you’re coming to us after the fact for public participation meeting.

And I actually don’t, and I think it’s a good idea to have these ward meetings, but to have the public participation meeting set here at the outset in March, when we have things like set mission, like at the beginning of February, it just seems backwards to me. And I would like to see more opportunity and I know that there’s the get involved site, but I do think that there should be an interim public participation meeting before anything, anything is set because I would like to have a public participation meeting that maybe didn’t deal with the magnitude costing draft metrics, which I think is much more of a staff function, but I’d like to see an earlier public participation meeting that dealt with the mission values vision and at least the higher level area of focus. I want this to be something that people can bite off in discernible pieces. And I just see on January 11th, we’re already dealing with outcomes and expected results.

And I really think we need to slow this down and be more deliberate about the mission values, vision and areas of focus, ‘cause I think it’s the areas of focus that people are gonna have a lot to say about. Thank you. Through you, your worship. We’re completely in your hands.

We can support an additional PPM, if you wish to have that at the February 7th meeting, have response to, in addition to opportunity through Get Involved and the other, we are completely in your hands on how you wish to do that. So, and we can certainly support it from a staff perspective. Councillor Pribble. Oh, sorry, that’s me.

To the chair to the staff. When I look at a strategic planning pyramid, is this the same one as we used four years ago, or I would imagine it’s the same one? Is this what you’re referring to, Councillor, what I’ve put on the screen? That is the general structure that this is, this structure has been used.

This will now be the third strategic plan that this structure has been, that the plan has been generally built around. Okay, full-up question. The matrix, and I do find all the other steps in the strategic plan and in other materials, the matrix, so they were set up for last four years. So currently they are available to the council or to the public.

That’s me, I apologize. Through the chair, yes, the metrics for the last plan were publicly available, they’re right in the plan, and then the actual, so it describes what the metric is, and then through the multi-bit year budget, we set the targets for the year-over-year achievement of some of those metrics, and then we report out every year through the performance report. So how did we meet on those metrics? So they are publicly available.

Last four-up question. If I look at it, and if I compare it to the other strategic plans, there is one area that I’m kind of missing, and that’s the one that kind of is either some organizations call it the plans of action, some calling the tactics, and those are the exactly steps with kind of the deadlines, responsibility, and steps like that. Is there a particular reason why we don’t have this step in our pyramid? Your worship, the step comes here when we talk about an implementation plan.

So the pyramid gets us to the strategic plan, the direction that’s being set, and then we move to identify those specific actions, timelines, which DCM is accountable for them, and that gets reported out to you in the November report. Do you see anything negative if you were to include it in this pyramid? Because as I said, a lot of most of the many organizations, they certainly do have this step, and I think it helps organizations stay on track, stay focused, and the accountability is increased. And I do believe that for all of us in this room, including the public, this would add kind of our clear vision, and if you are on track or not, do you see anything potentially negative if you were to include this step right in the pyramid?

Through you, your worship, if it helps to articulate what comes next, I’m happy to have the implementation plan as the next step. That is the step. There’s an interrelationship with the multi-year budget, because the target setting exercise that you’ll go through and the pacing will help to determine some of that, but I’m happy to identify that for sure. It’s, they’re a process that flows.

I’m not sure I’m answering your question clearly. It is the next step. Once the council sets the direction you wish us to move in and the strategies you wish us to deliver on, we then identify the actions and the who’s accountable, when it will be done, and that all comes back to you. So we can include either if we call it a plan of action or tactics between strategies and matrix, we can include that step in there.

Yes, sir, we can. I want to be clear about the timing. So the plan, the strategic plan, we are targeting to support you to have that by April. Once that’s done, if that’s the timeline you’re working with, we then move to develop the multi-year budget and the implementation plan.

I’m happy to show both those on this pyramid. Very last, no, I completely understand that, but I’m glad that we can include the tactics between matrix and strategies, and I do understand the timeframe, what you mentioned. But if we add this step in there in the pyramid, then yes, I’m happy with that. I want to be clear that the metrics are the measure, right?

What the actual target is, so the number. So it might say number of, I don’t know, increase in customer satisfaction. That’s the metric. The MYB and the implementation plan will say, we want to see that increase by 2% year over year.

That’s the interrelationship that will happen. So I just want to be clear that that’s how it flows out. And the reason I’m emphasizing the importance of the multi-year budget is because for some of these, the funding direction that you provide determines what actions we take and how fast and what we can achieve year over year. If I go through the one, you know, through the strategic plan that was done last, and all the steps are in here, except there are no matrix.

And it’s a great document, but there’s just one thing is for me, as to be secured, I believe that we are on the right track, to achieve our goals. Those tactics are not in here, and it would make me much more comfortable if we have these tactics here, that these are our steps. So these outcomes and the divisions, they are great. But I think this is the step that we are kind of missing the step by step.

How do we know how to get there? How do we get there? And that’s the thing that I would love to see in this second between the strategies and metrics. It would increase the level of the comfort to us.

And I do understand there are certain things that happen. Look at this pandemic, and we never know. But in a perfect world, these are the steps. These are of area of focus.

This is our vision. This would be accomplished, and that’s all in here. It’s just the steps by steps. How are we going to get there?

Who’s responsibility lies in? Dates, I’m not saying it’s going to be January 11th, 2023, but certain either month, quarter. So we see we are on track, and we have to increase our accountability to ourselves and for the taxpayers of London. I think if I could maybe help— I think all of that exists.

I think the challenge is if you’re just looking at the strategic plan document, which is done in advance of the multi-year budget, and you look at that, you’re going to miss where all of this is reported on the progress reports, which includes the estimated date of completion, the responsibility, the progress. And so maybe, Ms. Livingston, you could outline that piece of the process, because it isn’t just the strategic plan document. It’s also the interim reporting on progress, which has, I think, much of what the councilor is suggesting.

So if you could explain what that document is, where it fits into the process, then I think it might provide some clarity. Thank you, Your Worship. So we had tried to craft this so that we could use an example. And we made this up, so please.

This isn’t anything that we expect or believe would be in your plan. We just made it up for illustrative purposes. So trying to identify what happens after you set the outcome. So an outcome of, we want Londoners to be able to move around the city in a way that meets their needs.

The expected result is you see more options for transportation. The strategy, one strategy, is we would build more infrastructure for walking and cycling. The specific actions of that— so that strategy you see in your strategic plan, if that’s what you want. The implementation plan gets to the tactics you’re raising, Councillor, which is, in this instance, we implement our capital construction program for new sidewalks.

And we report that out to you semiannually through the progress report. So the implementation plan takes every strategy, identifies the actions, the timelines, who’s accountable. And we report out to you, you approve that. And we report out to you twice a year on whether we were delivering on what we said we would do.

That is that side of the house. On the metrics, what are the metrics that let you know that we’ve increased access to transportation options? We’ve put a few examples here. Number of subsidized transit rides.

Number of meters of sidewalk built. The actual numbers, what those will be, are tied to the multi-year budget because the amount of funding available and your pacing, how you would like that to happen year over year, impacts what those specific numbers will be. Once that’s set, we then report out to you annually through a performance report on whether we delivered on whatever, let’s say it’s 500 meters, I don’t know. 500 meters next year on sidewalks built.

We report out to you annually on whether that 500 meters was achieved. So those are the two reports. Progress report, did we achieve the action in the timeline we said we would? Performance, did we achieve the target that was set through the MYB process?

That’s how those processes interrelate. What I would say is if the expectation is that we get as far as the implementation plan in this process, then your strategic, if your strategic plan needs to encompass all of that, we’re gonna have to figure something out because this is the interrelationship with the multi-year budget. So it would take you further, right? So the strategic plan is meant to set that high-level direction, what are the strategies, but we come back to you with the tactical steps.

That is what the implementation plan is, the tactical steps on achieving it. So they’re not, I appreciate the visual separates them, but the process is a continuum. Go ahead, Councillor. And just go, I totally understand and I’m okay, and I totally understand that some of these tactics, they will not be completed potentially by end of the year or it’s a potential work in progress, but I still believe that we should include it in terms of the strategic pyramid because it’s a very crucial step into the strategic process.

And I totally understand that next month or in April, you’re not gonna have all the tactics that they will be completed. But again, by December 31st, we certainly should have the tactics done for following year. And again, it doesn’t have to be that the tactics will be done for all four years, even if it’s for the first year. I think that that’s perfectly acceptable and it’s perfectly acceptable by the public.

But I just think that again, that it should be part of the pyramid and everyone will understand that there will not be deadlines January 1st in next four years or whatever it is. But I do think that this step is a crucial step. This is a step that a lot of organizations consider actually the most important step in that pyramid. And I’m just missing it either the tactics or the plan of action, however we call it.

So we have the clear vision. Yes, that’s our goal. And these are our steps how we are gonna get there. Certain things will happen.

One will, whatever we can do, we replace it with another one. But we can see all of us. Yes, we feel confident. This is our goal.

This is our outcome. And these are our steps how we are gonna get there. And just the only thing is I totally understand with the dates, but to have it including the pyramid, I think it would be a very, very valuable tool for us. Do you have a response?

Go ahead. Mr. Chair, I’m trying to understand if we’re arguing over the same point or actually have a different point. So that’s what I’m trying to listen very hard to understand.

If what you’re asking for a counselor is that in this by April, we provide you with all of the actions that would deliver on the strategies, that’s not possible in this timeframe. There are two reasons for that. One, you’re only just setting the strategies and telling us the direction you wish to move in. And so there’s work that has to be done.

Two, you have not provided the direction on the scope of the multi-year budget and the pacing that you wish to see in terms of tax rates or any of those things over the four-year period, which are very important in terms of trying to develop what are the tactics, what it happens year over year. So I am completely in line with you in terms of absolutely the next step is developing the actions, tactics, that deliver on the strategies. What I’m trying to understand is the expectation from counsel on the timing of that. And maybe if I could try to help interject, I actually hear you talking on the same page.

It’s just, this comes in two different documents and perhaps it would comfort the counsel when you go on London.ca/strategicplan. It outlines our existing strategic plan, but what’s not there is the information that the counselor’s suggesting exists and the current strategic plan, but isn’t maybe in the same spot for people to see. So I think that there’s probably a way where all of these things will exist if we need to modify the pyramid as an example of what comes next we could. But I think perhaps we take a different look at the way we communicate and share this information online.

So on the strategic plan page, we have not just the strategic plan, but then when the implementation plan is done, we add that then when the annual progress reports come rather than have them buried in a committee reports, put them right on that page so that there’s full transparency for people to see. The plan we developed, how we’re tracking it, how we’re progressing in it all in one spot, which sounds to me what is the end goal of what the counselor’s trying to achieve is all of these things together, but also all of it being very easy to read, very accountable, very visually. Two things, yes, I was looking for more transparency and accountability, true. But just to answer the staff’s comment, I already said that I don’t expect that by April.

I’ll be happy that if we have it by the end of the year for the following year. And that’s kind of what I was looking for. I just, I just honestly, and that’s, it’s a great strategic pyramid. It’s fantastic, it really is.

And there’s just this one step that’s kind of missing in it. And I do think, as I said, it’s a very crucial step. We can do it. Sure, we can have other two, three, four, five documents.

We can and to support it, but why not add that level to the pyramid right now and have it there? And our understanding of the council is that, yes, they will and they’ll be completed by April. But if we can always have it by the end of the year for the following year, I think it’s fantastic. Go ahead.

The answer’s yes. We can do that. And you’ll see it in the next slide, Doug. We’ll show you how the pieces fit together and we’ll show it.

I will also say that what you’ll see at the end of the year is the four year implementation plan, not just the single year, just so we’re clear. I’ll add you to the list, Councillor, but I have an ongoing list. I have Councillor, Deputy Mayor Lewis next. Thank you, Your Worship, and through you to colleagues, having been through this once, I really want to emphasize that we are only on the very preliminary draft step tonight, the very first step really.

What we were presented with in December was just the foundation for us to start thinking about this. And tonight we will just start to engage in the very first exercise ourselves. So I would keep in mind that as things go along tonight to make some progress, we probably don’t want to get caught up in the weeds too much. And I did hear Ms.

Livingston indicate in her remarks, staff are available for check-ins with any of us at any point during this process. I would encourage colleagues to take the opportunity to do that if you get hung up on any sort of process piece as this goes along. And it’s not, I certainly don’t want to engage in cross debate or undermine the value in any way of what Councillor Trussa said. But I was smiling when Ms.

Livingston mentioned, we’ll meet you where you are in arenas. And I recall about four years ago Ms. Livingston and her team, this was prior to her time as city manager, but she was leading the strategic plan development at that time and actually was out at our Galarina at an event that I hosted with sheets, with these areas of focus and all of what we see in here tonight and what we’ll be developing over the next few weeks so that people could provide their input to us at that event. I think it’s really important that we, all of us, take the opportunity to engage in, and it’s our responsibility as Councillors, to engage our constituents on this plan as we move forward.

Staff will support us, they will play a role, but I think that it’s really important that we don’t overestimate the value of a PPM where people are standing up in the gallery lined up at a mic. Having been here for four and a half years now, I can tell you that at most PPMs, I know the name of the person at the mic before they’ve even stepped up to the mic. But all of us just completed an engagement process in the last year with literally tens of thousands of Londoners as we knocked on doors, as we talked to them during the election campaign about their priorities. That’s one of the reasons that Ms.

Livingston and her team engaged in one-on-one meetings with us after the election. So it’s really important to understand that we have a wealth of information that we can bring to this process that our constituents have already given us. And there are opportunities and resources available through Ms. Livingston and Ms.

Wilcox and her team to continue that engagement with our constituents. Very, very few people actually feel comfortable standing up there in front of a microphone, in front of a gallery and the chambers here can be a little bit of an intimidating experience for them. But boy, if you have a meeting at the library with some coffee or at the arena with some coffee or whatever and take the chance to engage with people in smaller groups in one-on-one, you’ll often get a really good sense of where their personal priorities are. People can, in fact, feel intimidated by what the person before them said.

Well, now I don’t want to share my thoughts ‘cause it goes counter to what the person before me just said. So I can’t say this enough. I encourage colleagues to take the opportunity to go out and re-engage with the constituents that you had the chance to knock on doors with over the summer and share this information with them as it rolls forward. I think it’s really important that we have a draft for them to comment on because I don’t think we can actually form a strategic plan by committee of 420,000 people.

I’m not sure that there’s enough hours left in my lifetime to do that and reach a consensus. But together, if we provide that conduit for people to engage, I think that we can really bring back some great information and take advantage of the opportunities that staff are offering to have those board level meetings, you know, use your social media channels to share the get involved. And really, it’s our role to push that engagement through a variety of tools. So please take advantage of that opportunity.

Okay, Councillor Prossal, I have you as wanting to speak again. I would yield to anybody who hasn’t spoken yet. Anybody else? Councillor Ploza, go ahead.

Thank you, Mayor Morgan. Being concise, realizing half of us is new to this process. That as we go through Ms. Livingston’s slide deck tonight, there will be an opportunity to break out in groups and go through these exercises together.

And we’ll do a touch point with each other to see what we’re thinking where we’re at and what concerns we have. And then when we get to break in dinner time, that’s also an opportunity to touch in with each other and see where we’re at and then have that public conversation when we come back, are we good with where we’re at and where to go from there? So I know it’s new, but I must need to hold tight at this time and just go through the slide deck in the process. Realizing as well as we move through this process that it said that if you actually, if you wanna know what a council’s preferences and priorities are, you look at where they spend their money.

And in order to get to that process, we need to go through this evening’s exercise of our strategic plan and finding what our mission, vision and values is and what’s gonna matter to us and how we wanna help shape London in four years is that we’ll set the implementation plan in our multi-year budget that comes up in April. So tonight really is checking in with each other and starting this process off. And it will take as long as it takes being open with each other as we make sure that everyone has a chance to be heard and is comfortable with the process. Thank you, Councillor Hopkins.

Yeah, thank you, Mr. Chair. And I would like to follow up with Councillor Trussell’s question around an extra public participation meeting. And I’d just like to maybe through you, Chair, to staff, just have a further understanding.

I understand we’re going to be all out there speaking with the public. And I really, the council makes a really good point when it comes to, sometimes we do put the public participation meeting right at the very end. And there tends to be a bit of apathy from people that may feel that their comments don’t matter. I’m really pleased to know that there’s lots of opportunities for those comments to come forward to us.

I think that is really what is important, that we really hear from the community. And the reason I really, truly believe in that is that we did not get that in the last municipal election, getting voted turnout. And I think it’s really important that it’s incumbent on each and every one of us that we really engage with the community to understand what the priorities are, what Londoners want to see us do for the city. So how do we make that happen?

I think having the PPM at the end is important because then the public can really see that finalization and make comments. And hopefully we’ll have lots of comments coming in towards the end. The February 7th session was suggested. And I also heard that we may be given as well an opportunity of an update from the Get Involved site.

So I guess my question through you, Mr. Chair, to staff is really having engagement is important. And are we doing everything possible that we can? I think opening up a gallery is not that difficult to do.

But what’s more important is that we get Londoners involved and get the comments back to us to go forward. And the February 7th, I think, is an opportunity to do that. Be it if some moments come here. We’ll be here talking, but really getting the information.

So the question is, will we be given the information from the Get Involved site and getting updates as we go to arenas and as we do our own open houses? You know, it’s just that communication that we need. I think it’s really important. And I agree with Council, so right at the very end, it is important, but it’s also important at the beginning.

But we can do it in many ways. And I think we need as a Council to be informed as well. So if I can have a little bit more information there. Thank you.

Through your worship, I’ll try and be clearer. Our commitment is that at every meeting, so on February 7th, we will provide you with an update on what has been heard through the Get Involved site and any other avenues that we’re aware of. We will do that on February 28th at your February 28th meeting. So our commitment is to bring forward all of the engagement information, whether that’s through the Get Involved site, whether we’re hearing from community organizations that have taken advantage of the toolkit and have submitted their feedback.

We will provide all of that to you. If people have asked for our help in holding some meetings, we will provide that information to you. You will know well what you heard at your ward meetings, but we can try and summarize as we’re supporting you in that, what that information is. So our commitment is to do that at each meeting where you are discussing the strategic plan, so you have that information.

I’ll reiterate, though, we are in your hands. If council wishes to have an additional PPM, I believe we need that direction. Looking to the clerk, we would need that direction tonight to be able to meet the public notification timelines, but if you are looking to have an additional PPM say at the February 7th meeting, that’s great. We’re happy to support it.

We just need to be told that’s what you want to do. I might have some information, but I’ll go back to you first, Councillor Hopkins. I may need that information as well. So I just wanna just follow up.

I think what I heard here tonight, which I’m very pleased, is that we will be given at each meeting updates of what’s is going on in the community and those comments. I think that’s really, really important as we determined, especially the areas of focus. I’m open to a public participation meeting. I can never say no to a public participation meeting ‘cause we want to hear from the community, but I can understand maybe some timelines.

There may be some challenges there, but really pleased to know that we will be getting the continuous updates. Let me provide just a little bit of information for colleagues. So there’s the February 7th meeting, which should mainly, although may not be exclusively, depending on if there’s an urgent, emergent items dedicated to the strategic planning process where we will set the vision, mission values, areas of focus, revisit outcomes, expected results, table draft strategies. Then there’s the February 28th meeting, which may have, and I won’t commit staff to this, but may have items leading out of the summer process that is happening as well.

So that meeting might have a little bit of an additional important item on it that we may want to spend some time with. So February 7 seems like a meeting that could accommodate a PPM very well. We would want to set that notice and direction tonight as a council so that there are, when we have an informal PPM as a council, we need to advertise it with a certain timeframe. If we did that tonight, I believe that that would fit in with the clerk’s timeframes for being able to properly advertise.

That’s what people know to come. The February 28th meeting is really just reviewing the order of magnitude costing draft metrics. And then only a week later, we’re doing an SPPC meeting, which is a public participation meeting. So I might suggest, if council’s considering adding a PPM, February 7th is probably the appropriate place, ‘cause we could hear from the public before we set, finally set the mission vision and values.

The February 28th meeting is really reviewing some information that then flows into a subsequent PPM on March 8th. So there’s probably an opportunity to add one, but probably the February 7th and not the 28th, given the other matters on the agenda. I just wanted to provide that information to help council with this decision-making. But with that, I wanna continue on with the speakers unless I have one more person for you, Councillor Trostau and that’s Councillor McAllister.

Thank you and through the chair and listening to the discussion in terms of the PPM. I do think that that is one opportunity, but I have found in the past that typically is the same folks that we’re hearing from at the PPM. And so I would encourage colleagues to hold those board discussions, because I do find it very valuable, ‘cause especially with the engagement being lower in the last election, I would like to hear from new voices. I do think it’s very important for us to bring all those individual voices from our wards to council, because as Deputy Mayor Lewis said, we are typically hearing the same folks, you know, normally you know who’s in the gallery.

And I do think that there is a need for those new voices to be heard. And if they don’t, for instance, go to the Get Involved site, I do think it’s our responsibility as Councillors to encourage and promote accessible ward options, so people feel like they’re actually heard, thank you. Back to you, Councillor Trostau. Thank you, I’d ask through the chair whether it would be necessary to put forward a motion at some point during this meeting, I don’t know when, but to add a public participation meeting for the seventh, I don’t know if that’s something we’ve agreed to or thinking about or need a motion for, but I’d look to you for leadership on that issue.

That’s one thing. The other thing is in terms of the pyramid, I think there are two things that are missing from the pyramid, and I think that Councillor Pribble tried to address what’s missing from the bottom of the pyramid. And in particular, when you look at this really nice report that was put out about the strategic plan for 2019, you really only get so far in terms of these charts, and the actual bottom part of the chart, you one would have to do additional research to find, and I think that has to be made much more accessible, but this is maybe even a more key point. We’re starting this with the assumption that we have the 2019 strategic plan as sort of a model, certainly we can change it, but what bothers me about this is, when do we get a report that talks about how effective the 2019 to 2023 strategic plan was?

I don’t see that. I don’t see that at all in here. And I think it’s important that strategic plans not be done every few years, and then you sort of do a checkbox, and then you file it. I think that the results of the previous strategic plan has to be sort of put in to the next strategic plan at the beginning, because I just don’t see, I don’t have a lot of confidence.

I don’t have a lot of confidence in that, and when can we get some type of report about the effectiveness of the 2019 plan before we get too far into this process? Well, let me give you some confidence by letting Ms. Livingston answer that question about the updates on the previous strategic plan. Yes, thank you, Your Worship, through you.

Part of the materials that were submitted to council for the December 14th meeting included, in addition to the themes of what all of council heard at the doors, the pest analysis, the community profile, there was something, a document called the impact assessment, which is the evaluation of what was achieved through the last strategic plan. In addition to that, the final progress report on the last strategic plan was also provided, which demonstrates what actions were achieved in the timelines, what is still carrying over to future timelines, so both those documents were provided in December. Well, thank you, but I think that has to be cumulative, and I’m not sure that that’s, I think we need to make that a little bit more visible. And yes, we could refer back to a previous meeting, but when I’m thinking about this, I’m not sure the public is satisfied that this has been done.

And I think we’re gonna build more confidence in this year’s strategic plan process, if we spend a little bit more time going back and talking about the last one, a little, a little, a little, a little bit. So with that, I would like to, with the chair’s permission, make a motion that we add a public participation meeting for the seventh, is this an appropriate time? Yes, no, I think we can get that out of the way now. So the Councillor is suggesting that we direct the, whatever the motion will be, clerks direct the clerk to provide notice that there will be a public participation meeting on the February 7th meeting related to the strategic plan.

We’ll get the wording of that in a second. Is there a seconder for doing that? Councillor Cudi seconds. While we get the language up, I’ll ask for any debate or discussion on that direction.

Okay, so the motion in these grad breeds that an additional public participation meeting related to the development of the 2023 to 2027 strategic plan be scheduled to be held at the February 7th, 2023 meeting of the strategic priorities and policy committee moved by Councillor Trostas, seconded by Councillor Cudi. Any further discussion on that? Okay, seeing, oh, yes, discussion. Go ahead, Councillor Frank.

Quick question. Do we know what else is happening on February 7th SPPC? Fine, I know it’s a little bit early. Maybe I missed it through the chair.

I mean, the mayor. The answer will be tentatively, and I’ll let the clerk respond to that. It is our understanding that there’s one report in the hopper for that meeting, but that’s very tentative. Let me add is, okay, go ahead.

Go ahead, Ms. Livingston. Sorry, your worship. I believe I know what the report is.

It is our bringing back to you, Council for consideration, our ability to achieve the provincial target of 47,000 homes in 10 years. I believe that is the report that’s coming back also on the seventh. So that’s potentially also on the agenda. Okay, go ahead, Councillor ramen.

Thank you and through you. I’m learning lots of new information tonight. So I’ve learned that there will be at SPPC this report, which is great. I’m glad to hear that that’s coming back.

And then there will be an additional report on the 28th as well, both of which I think will inform direction quite considerably. And so now I’m thinking through the additional PPM. And I do see the value of engaging. I agree with some of my colleagues who have said that they will be hosting local and more specific meetings.

I do think, and I’m doing one as well. And I do think that there is a path in an avenue to hear from different voices through that process. I hesitate always to not support a PPM, who doesn’t. But I do think that there are adequate opportunities to check in.

And I know based on the phasing of the different items that are coming forward in the reports, I’m also looking at doing another virtual check-in with the ward on top of a face-to-face check-in. So I think that’s how I’m comfortable personally addressing the opportunity to present. I hear my colleagues, I’m starting to become more familiar with some familiar faces as well. And I do think that any time we take the conversation to people, there’s value there as well.

So I think balancing those approaches is important. And I’m not sure that it’s needed on the February 7th as well. Thank you. Councillor Stevenson.

I think Councillor Robbins summed up my thoughts exactly so that’s my thought as well. Councillor Preble. I agree with the last two comments. I think as we were told by the city manager, we have a lot of things on the plate coming up.

And I really do think we can do this work in our own wards and bring it to our committee. So I’m also in support of the last two comments not to do it, not to organize it. Any other comments? Councillor Trossal.

Yes, I’m going to stick by my position that there should be another public participation meeting on the 7th. And if it’s just a few of the same people, it won’t take very long. And I think that we have the opportunity to bring different voices out. And I think the way we bring different voices out is we give people a variety of opportunities to participate on the website in the wards and here.

And there’s something special about coming down to City Hall or about zooming in at a meeting. Now I want to talk about the ward meetings. The ward meetings are very important. I’m not going to argue against that.

But I think what happens at the ward meetings, the other Councillors and other members of the public who are not at the ward meeting are not privy to what happens at that ward meeting. And those ward meetings are not going to be, I don’t think they’re going to be kept in any kind of version as part of the record. So, well, I really want to address the less few speakers through the chair, of course. And say that having this public participation meeting is important because something can be said at the ward meeting that is not part of the record that is not picked up by other Councillors and is not picked up by the other people who are attending parallel ward meetings in other wards.

And yes, the Councillor should be diligent in reporting back the council would set at the ward meeting. But there’s only so much of that we can do. And I would be distressed if we leave here tonight without another public participation meeting. And I would urge my fellow Councillors to support the motion.

Councillor Lewis, our Deputy Mayor Lewis, sorry. Thank you, Your Worship, and through you, I too am not going to be supporting an added public participation meeting. I do, however, think that it’s important to recognize the concern that Councillor Trussa just raised with regard to feedback at a ward level meeting being part of the record. You can absolutely rely on staff to take whether they’re written submissions.

And I’ve had surveys at my ward meeting when people fill them out. And those get brought back to staff. Staff themselves have brought out materials that they have collected the information and brought back that information for. So the results of what happens at the ward meetings, while you, other members of council, may not see the person face to face.

In fact, at some of the ward meetings that I have, I don’t necessarily get the feedback directly because a staff member has collected it, but it goes into the hopper and gets collated into the results that come back. So again, not to engage in cross debate, but I do believe that there are mechanisms involved that allow the ward level meeting feedback to be incorporated into the updates that we get as Ms. Livingston indicated at each step along the way in terms of the engagement process. So I think it’s important just to be clear that there are opportunities for that ward feedback to be available to all councilors.

Any other discussion on the motion to add a PPM, Councillor Hopkins? Yeah, I wasn’t gonna say anything but I just feel I should. Somehow, when we have these conversations, we know there’s many, many opportunities here for public engagement. I think as a council, it is imperative that we be as transparent and accountable to the public and have those opportunities given here in our chambers and I will be supporting the motion.

Okay, any other speakers? No, okay, I’m gonna open the addition of a PPM for voting. Closing the vote, the motion is lost, seven to eight. Councillor, you can actually access the vote in eScribe as well if you go to current item and click result.

It is on the screens of the vote. Okay, so that was a motion in the middle of a discussion. I actually, I’m gonna make a few comments from the chair just on where we are so far. I just wanna add a little bit of emphasis on what was discussed by colleagues, so having gone through the strategic planning process before.

As was mentioned, public participation meeting of which we’ll certainly still be having at least one is one avenue for the public to participate as well as colleagues’ host board meetings as Deputy Mayor Lewis said. Staff are here to support that endeavor. They are here to provide you with materials if you need them. They can provide information.

Staff member for me of the Councillor’s office or the strategic planning team can attend and record information. You make those requests when you set up your meeting and that documentation and that recorded information can be flown sent into the strategic planning process. So it’s not just about going out hosting a meeting and then providing the feedback through yourself to council. There is a way for people to gather information at those meetings and staff are 100% here to support that process and ensure that it flows into the council’s, all members of council can see what occurred at those meetings.

So if you’re looking for support for your award meeting or a meeting you’d like to have, whether it be digital or in person, please reach out to the strategic planning team and let them know and they’ll ensure that you have the supports that you need to run those meetings as well. Councillor Trossab. Is there a mechanism at these remote meetings then as there would be here in council for people to zoom in and have a record of it other than the records that people take by hand at the meeting? So I guess, let me answer that.

The ward meetings, the meetings that the, the Councillors are running are up to the discretion of how that council would want to run. I think Councillor Raman said she might run a digital meeting, other people might run any in person meeting, how you’d like to gather that information or what you’d like to set up. If you want to try to integrate technology, that’s what the Councillor’s office staff is here to do. If you’d like to try to run a hybrid meeting, that obviously requires a little bit of equipment.

So I would suggest investigating that with the support team in the Councillor’s office to see what’s possible, what’s not. I don’t know if Miss Livingston, you have any comments on that? Yes, your worship, certainly the ward meetings or town halls or whatever it is that you’re wishing to undertake are for Councillors to organize and run. If you wish to have staff attend, we are there, we will help you, we will take the notes, we will talk to people, we will do whatever you require, but these are your meetings.

I’m going to go back to Miss Livingston to back to the process. Good to say, I asked you ask if we were any questions. You got a little bit of, you got a little bit of— No, and that’s all good, right? It’s your process, you need to feel comfortable with it and we’re here to support you through that process and also what I would like to offer is, we’ve talked a little bit about some of the accountability documents, the progress report, the performance report, the impact assessment, which actually is a cumulative assessment of what was achieved over the period of the plan.

I’m happy to actually dedicate time at a future SPPC to talk about what each of those are, what they look like, their purpose to see if those are the mechanisms that still work for you in this term of council. I’m also happy, our team is happy to meet with any counselor about those materials that were provided to you in December. So please, we’re here to help you through this process and really, I appreciate and welcome the discussion on what process you want to be going through and what this plan, it’s your plan should look like. So I won’t go any further on the triangle, our pyramid.

I think we got some clear direction with respect to what you’d like to see added to that. I’ve walked you through what kind of how the things interrelate, so I don’t want to spend any more of your valuable time on that. I, given also just the discussion we had, it’s a very good segue for me to turn the mic over to my colleague, Ms. Wilcox, who can provide you with the kind of comments that we’ve heard from the public already at this very early stage through the Get Involved site that was posted after your last meeting in December.

Thank you and through your worship. Just a brief update on what we’ve heard since we’ve launched. So as was noted, we’ve continued to gather input from agencies, boards and commissions of the city and other organizational community partners that we’ve engaged over many months. So that’s continued.

And as the city manager noted, we launched the Get Involved site and this is one tool in the engagement process following the meeting of SPPC in December. Did that across, we advertised that across many channels, billboards, radio ads, socials for instance and provided an ability for you to share that as well. And through this first phase of early engagement, Londoners were asked to weigh in on the vision mission values from the 2019 to 2023 plan and to share that feedback on Get Involved. We received 51 survey responses at that time and over that period, we kind of closed that last Friday so that we could roll that up and bring it back to you for this meeting and recognizing a very busy time for everyone over the holiday season.

So this is a summary of what we received and some of the key themes that were identified based on that feedback. So nearly half of the 51 respondents that completed the survey on Get Involved stated that the 2019 to 2023 vision is still relevant. Of those who did not feel that it was still relevant, some of the key themes that were identified in their feedback were that we should have a more local focus addressing local challenges first, leading locally, nationally rather than globally and more focused on people, that it was missing a focus on anti-racism, equity and inclusion, testing statements related to sustainability and environmental stewardship and that it should be more unique and sort of that feeling that how does it very clearly that it is a vision statement for London? Mission, again, this is based on the 51 respondents, a majority, again, in this case felt that the mission statement was still relevant and that statements from that plan are in your packages and we’ll have those up on the screen when we get to the working sessions.

Of those who did not feel that it was relevant, the key themes included that the notion of being not just responsive but being proactive in our actions, that the city should be a leader and not just a partner, prioritizing evidence-based solutions and ensuring that the way that it’s stated, it’s plain language and that they can feel a connection to the mission statement. Values, 35 respondents felt that the values from the 19 to 2023 plan were relevant and of those who did not feel that way, the key themes or ideas that they felt were missing were values around leadership, sustainability and in particular environmental and fiscal sustainability, equity and also values, again, a similar statement that they need to be inspirational and resonate with Londoners. Lastly, we did receive comments that were beyond the questions that were asked within the surveys, we wanted to include this here and identify and share with you the important themes that were identified around community priorities. So these included housing affordability, homelessness, mental health and addictions, equity and inclusion, community safety and infrastructure and municipal services or how those rolled up.

Other comments we received were some great ones for us and we’re really committed to continuously improving throughout the process to make the links easier to find on Get Involved and have more focused survey questions. So we’ll take that into account as we launch the next round of engagement related to the work from this meeting. And I will turn it back to Ms. Livingston.

Before I do that, I’ll check with the chair and see if there are any questions related to the engagement. Councillor Hopkins. Yeah, thank you and thank you to staff. I really do appreciate these updates from the Get Involved site.

I do have two quick questions and it’s just basically starting from where it says at the end other have more focused survey questions because my questions relate to the first one around the vision needs more focus on people. I’m not exactly sure what that means given that the rest of the information is a little bit clearer, but more focus on people. And the other one is around mission, not just responsive, but be proactive. A little bit more clarification there.

Thank you and through the chair. So I’ll start with the mission question. So the comments were related to that the vision itself and of those responses sort of felt that it was more focused on business. So think of that current statement that it doesn’t feel like it reflects into people and that building a city for people.

And again, related to not just responsive, be proactive in that mission statement from 2019 to 2023, it mentions that we are proactive or a responsive partner. And so that notion of don’t be just be responsive, be proactive in your actions. Any other questions? Mr.

Lehman. I guess I have a comment here and it was raised earlier. The challenge with public participation, information that comes to us from get involved, et cetera. The numbers are so small that what is the confidence that this is the general feel of the community?

It was brought up that Ms. Livingston and her team met with all of us right after the election. After we went door to door, my ward, 9,000 homes talked to thousands of people about what they felt one on one. When we have ways to get involved in city hall, you get a very, very small subsection.

Now I voted in favor of having another PPM on the seventh. More opportunity for more people to speak out. I’m distressed to see that the voice from the community is so small and I caution all of us to put the appropriate weight on the comments that we receive from such a small sample group. We have to weigh that with what we heard at the door, what we’re gonna hear when we engage in our words.

However, all of us are gonna engage, what we hear through PPMs, get involved, what we get from comments through emails and phone conversations. There’s lots of methods that we have to as a council use to get a feel, a feel for what London wants, right? And it just, I just caution us not to get too caught up in like for example, values, 16 people at comments that are now in a document that we’re reading. What does that weight of 16 people carry in our overall city direction?

I’m hoping that the website and get involved in other brings hundreds, hopefully a thousand voices to give us a clear indication of where we go on that. So I just thought those are my thoughts on that. Do you have any comments on that? Thank you and through the chair.

Yes, the council makes a great point around the number of surveys completed in this early phase, but I would just note that it is very early engagement on the plan and around getting some early feedback on the current vision, mission and values to support your discussions this evening. And recognizing an incredibly busy time when we launch that over the holiday period. So absolutely. And just noting that get involved as you noted is one of the tools.

So it’s a tool as we collect and engage with Londoners over and throughout the process. We will have a big push and update the site and promote that survey and provide tools so that whether that’s a community conversation toolkit that a resident could have with a friend, a neighbor, a colleague, an organization could host that conversation, a ward meeting that you might be hosting. So there are many and absolutely we’re striving to hopefully get those numbers up. Councilor Pribble.

I just wanna say that I do agree with Councilman when he said kind of in terms of these numbers, but I don’t honestly think that we’ll get hooked up on those. The reason why is that I think the biggest indicator for all of us was honestly the door knocking because there was the honest one-on-one feedback we received from our residents. Our senior style was very proactive and then right after when we were sworn into our positions they met with us and we talked about him and we gave them the input that we heard at the door. Some of them was implementing, some of them was not or in our proposal.

But one thing is, because we don’t have an opportunity to talk actually about these things because again, due to the municipal governing laws, but I just want to tell you one thing, is that yes, we are taking it from the top to the bottom approach. We are looking at mission values and vision. But on the other hand, if we come up with something great, awesome, excellent, great. But if we feel we are not there, it doesn’t mean that we cannot take the different approach and look at it and take the bottom-up approach.

And potentially, if we are not happy with it or if it’s not coming kind of, that it’s really kind of what we feel is the DNA of City of London, we can look at those first, the goals, the individual points, the goals. And maybe then, they will arise to make our mission vision and values. And again, it doesn’t mean that we can either one, it can work either way. But I just want to say one thing.

When we are attacking now, we’ll go into the groups. If we shouldn’t get frustrated or if it’s not there, they’ll have something. And then, if it’s not going to be totally, we can take the other approach, bottom-up, and that would address the issue or exactly what Councilwoman stated. Thank you, Ms.

Livingston. Through you, Your Worship, I just want to, I guess, affirm that comment, because that’s entirely built into the process. So, yes, you’re going to have a discussion about vision tonight. And maybe you’ll do great work and get one vision statement.

And then you’re going to hear some feedback. And you’re going to take that feedback on February 7th, set a vision statement. And then you’re going to work through the rest of the plan and hear more information. And by the time you’ve worked through your strategies, the March 8th meeting where you’re hearing also additional commentary is the chance to go back and say, when I look at the totality, does that vision statement make sense still?

So, it is that kind of, can’t draw it, but kind of circular iterative process, right? So, you’re taking some steps, but there’s always that opportunity, particularly as you’re finalizing, to make sure it reads the way instead of what you want once you’ve gone through all the component pieces. Yes, I added myself to the speakers list, so I’ll hand the chair over to Councillor Layman for a second. And we’ll go to the mayor.

Thank you. So colleagues, I think we’ve had a good discussion. I know this is, I know we’re still getting into the process and some of the work that we’ll do tonight. And I think this is new for some of us.

This is also, I think for those returning, it’s always new in a strategic planning process. There are new circumstances, there are new mandates, there are new things we heard at the door. And so, what I wanna say is, I think we have to be careful about thinking we’re going to get everything perfect. We’re gonna have public engagement and people are gonna wanna engage in different ways.

For some, they’re very comfortable participating by speaking to council as a whole. Others wanna have a one-on-one discussion with the Councillor. Others wanna write in. Others want to participate in a survey where there’s more anonymity.

All of those are just pieces of information that help us try to drive towards decision-making in a process that we’re all a part of. And I’ll use Councillor Ramen as an example who I used to represent that ward and it’s about 40,000 people. Well, guess what? The people she represents don’t agree on the direction the city should go completely.

And so, we’re going to do the best we possibly can with the inputs that we derive through the process and the engagements from our colleagues around this table to find a general consensus on the direction of the city is gonna go in. And that’s really the process that we’re a part of here. No one is going to be completely happy with every component of the plan that we end up with because Londoners have differences of opinions on the direction we should go. But through, I think, a process, if we can agree that we’re working through a process and we can agree that we will commit to revisiting components of that process where necessary, I think we can start to move through the iterations of the process and start to drive to where we might have some common ground and consensus and where we might need to have some debate and discussion.

I’ll also put this under the lens of, the last time I went through this process and a number of colleagues did, we went through the process, we felt like we landed on something that was very good, that was generally agreed upon, that maybe I was happy with most of and not all of, maybe others felt the same. And then we had a pandemic. And then we had to shift what was prioritized by the city and what we had to do. So even after the strategic plan is done, even after we set the multi-year budget, there is still flexibility in our processes to correct, to course correct, to make adjustments.

But I think we can get hung up at the start of this process on wanting to try to get it as perfect as possible. But I think if you let the process unfold and we make a commitment to each other, to revisit and engage and do the best we can, I think you’ll be surprised at how fast we can drive to the things that we agree on and the things that we have to have some more debate on. So I know that we’ve had a good discussion. I know that we can be here as long as we’d like to be.

But I think if we can soon move into some of that engagement with each other process, where we’re gonna be able to have those discussions and quickly realize where we have some things in common, where we don’t, where we like the mission and vision and values and where we think there needs to be changes, I think you’ll see that through that iterative process, that’s what might come out of it. And I can tell you the last council didn’t come up with one vision statement to put out to the public. I think we came up with three. And we put that out for public feedback.

And then when we got that back, we kind of combined them together and found something that we generally agreed up on at the end of the day. So just recognize for those who are going through this for the first time, it’s not a smooth process. It’s not something that we’re going to magically come up with a great solution and everybody’s gonna nod. If we do, I’d be very happy about that.

But I think it’s an iterative process. And I think we’re doing very well. And I think if you just let us play through a little bit more of the evening, you’ll see kind of how we can find those consensus points and where we can have more discussion. So with that, well, Councilor Layman has the chair, so.

I’ll pass the chair back to the mayor with nobody on the speaker’s list. I’ll go back to Ms. Livingston. Thank you, Your Worship.

And if there are no further comments or questions on the community engagement part, I will then ask you to dive right into the work. So what we’re proposing the approach for this evening for the remainder of the time we’re here together, which is however long you wish it to be, is that we start first with a discussion of vision and that it’s in small groups. And we’re suggesting about 30 minutes for that discussion in your small groups. Then we would come back here from each group.

You would provide some direction on where you’re comfortable getting to this evening, whether you want to work on getting to a single statement or you want to leave it with wherever it is. So we’ll take that, whatever your direction is. Then move into a similar process for the emission and values a little bit more time, because there’s a couple of things being discussed there. And again, again, hearing back from you.

Depending on where we’re at in the evening, the chair may wish to call a break at some point. And then we would move into a whole of group discussion around the strategic areas of focus, see whether those are resonating and workable for a construct to begin to discuss the outcomes and expected results. So that’s the suggested approach for this evening. Okay, and if colleagues would allow me to, if we would like to go with that approach and we’ve done this before as a council, and I think it worked well, here’s how the small groups would work.

We’d break essentially into three small groups. I think we could just kind of divide it as one to five, six to nine, and then 10 to 15. There’s three whiteboards. You can work around those whiteboards.

You can put things up on them. For the media, this is an open public meeting. So the media is welcome to go around to those groups. This is nothing here is closed session.

We’ll kind of keep a microphone on here and there from time to time. You’ll hear a little bit of the discussion. Obviously you can’t have all of them on at once, but the media is welcome to circulate around to the groups. For Councilor Hillier, I know your remote.

Councilor Palosa has offered to FaceTime you and put a small version of you on her phone to participate in your group. So you’ll probably have to log off on this and I’ll let you connect with her. She’ll help you out with that. I know you’ve been discussing that.

And so we’ll do that. We’ll spend about a half an hour. I’ve asked Councilor Palosa and Councilor Lewis just to help identify in the groups that we’ve divided a note taker, someone to record on the boards. And it’s really kind of a free flowing process of those groups to kind of work through what the city manager has described and come back with your feedback to the overall group.

Is there anything you’d like to add or did I get it all? Your worship, you identified that there’ll be three groups and I guess I would just encourage that we try and have Councilor self-select for the groups and go but try and have it even, like not 10 people in one group and two in another group. So try and divide it up. And I’m also happy to kind of announce the 15 minutes that people wanted to move between the groups.

And then we would probably encourage you for the second group work that maybe if you felt like mixing it up, if you wanted to work with different people for the second, just so there’s a variety of opinions. But really, it’s in your hands. Go to the group you wanna go to and we’ll work with what’s coming back. I think that’s a better idea.

I was just afraid that if I went over to the board by myself there, no one would wanna be in my group. So I thought, so we’ll do it the way the city manager suggested. Well, kind of the three of us will stand by board. You can join the group that you want to, but try to make them relatively balanced.

Councilor Trossal, before we start, you have a question. Through the chair, I just wanna understand since this is a public meeting and since we have people watching this remotely, I presume people out there watching this, I presume there’s some, how do they follow this discussion? I’m gonna let the clerk describe the reporting out process. Thank you through the chair and I will defer to a certain degree to the city manager on this.

But each of these groups will report out on their discussions and some of their findings or conclusions and motions will be made based on what comes back from these groups. And as I said, it’s very difficult, obviously, now that we have remote meetings for someone to tune and remotely to the group with their choice. But as I said, we can casually turn on a microphone, kind of, and rotate them through the group so people can listen into some of the group discussions in those areas. And the media will be welcome to, of course, go anywhere they’d like within the groups as those discussions occur.

That’s about the best we can do. We’ve done it in the past. The clerks feel comfortable with this process, but that’s how we’re gonna approach it. Mr.

Mayor, and I think the clerk could confirm that we’re also still streaming through this process. So the community can see visually what we’re doing, and then there’s a reporting out of the kind of conversations. Okay, is there any further questions on this? Then what we’ll do is, I think, sorry, go ahead, Ms.

Livingston. If I could just tee it up, please. You’re ready to work, so I’ll talk really fast. I just wanna refresh Council’s understanding that the purpose of a vision statement, I know all of you will know this, but this is your aspirational statement that’s focused on the direction that will be set for the life of the plan.

And we’re just providing you with the current vision statement. You can toss it out. You can modify it, whatever it is that you wish to do. And we’re proposing, again, three groups, four to five each.

Have at it, and then we’ll have the reporting back out, and we’ll work to support you to get to a place for this evening. Okay, so we’ll start the process by breaking into groups. There are three whiteboards. That’s where you can gather for your group.

Oh, perfect. Even back to you. (indistinct chatter) So this is sort of our aspirational [indistinct] and we’re kind of facilitating, does anybody else want to take notice? (indistinct chatter) I mean, I am happy to write to you, so that’s great.

(indistinct chatter) It’s right there. (indistinct chatter) Oh, that’s kind of hard. So they’re moving to that. So let’s put the old one up just so we got it.

(indistinct chatter) (indistinct chatter) (indistinct chatter) (indistinct chatter) I have a ton of ideas here that are real down. (indistinct chatter) (indistinct chatter) (indistinct chatter) Oh, just a bunch. (indistinct chatter) So while Sean is writing, you can go with, I was trying to go kind of for the sentence statements or do I do kind of keywords? I will try to put some keywords.

(indistinct chatter) Well, I had like, I did kind of try to write a sentence and I was able to start it. And then I have all the points like, (indistinct chatter) All right, be nice. (indistinct chatter) So I said London, for a city, a leader in, and then, I don’t know. (indistinct chatter) I, but I didn’t think it was an idea.

(indistinct chatter) (indistinct chatter) (indistinct chatter) So yeah, I did write a sentence to some of the top and some of the ones that I picked. So it’s London, and I probably don’t like all of them. (indistinct chatter) No, that’s, but you know what? (indistinct chatter) This is actually kind of how one of the last type two is.

Everybody kind of put their words and ideas up, and then we boil it down to something that we could make an actual statement. No, that’s way to be. (indistinct chatter) All right, here we go. London, for a city, connected leader in government.

(indistinct chatter) (indistinct chatter) (indistinct chatter) I said a connected leader, but I was trying to get back into the unit without saying until. I put an order on it. It’s racial. No, it’s racial.

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I don’t want to be sure. I don’t want to be sure. I don’t want to be sure. I don’t know how we want to proceed, but I do feel like the second set of value statements needs to be a little bit more formatted to match the other two approaches that the other groups took.

This one’s a little bit more challenging to boil down into something that we can send out to the public. If people would prefer to see value set to be crafted into a one coherent paragraph, I think having three sentences is a reasonable mix, but I would put them all out there and I would just have a note saying, if you feel that these need to be formatted in a different way, please, please tell us because what I like about value set one and set three is that the words are that it’s comprehensive, the words are there, but we can come up with the word list and then talk about how to craft it into a sentence. But what I think that the first three parts of this in terms of the values, the mission and the vision to the to the extent that they could be presented to the public in the same narrative format that is either just words or sentences or paragraphs would make it more readable and understandable, because I always feel that when you’re just getting words, bulleted words, that’s more in the nature of a draft. That’s a privilege.

I’ll just add to it. I think the value set to it’s absolutely correct and that’s kind of, let’s say, potentially our vision, our and goal, our days. I don’t see it. The three sentences as being set values.

What this is for. Do I think they are very valuable. They are very valid. Absolutely.

In terms of the values and affordable, prosperous, inclusive and healthy city for Londoners. It’s a goal. It’s a vision. I don’t see that as a set of values.

Other comments. Okay. So we have a bit of a difference opinion of opinion on how to proceed with this. So there’s, I guess there’s two ways to approach it.

We could, we could take a break and allow the group that came up with value set to try to rework it. We could someone could put forward the suggestion that we just move forward with with certain value sets or even all of them. We could make a decision. Ms.

Livingston. Mr. Chair, I don’t know if it’s helpful, but if, if Council wished the draft material to go as is, we could add in a question to seek input on format, which, which to find easier to read, which do you, that’s easy to do. Okay.

There’s a good suggestion for a compromise approach. So I see everybody nodding to that. So I think that sounds good because it gets at what we’re, what we’re looking to accomplish ourselves. So that means we have generally agreed on what we will put out for public consultation and feedback on all three of those components.

The clerks have like a draft resolution on that. So is it ready to go? Okay. So if you, I don’t know who’s on what screen, but if you flip back to your, your eScribe screen, I’m going to ask the clerk to put it up.

And then I will ask for a mover and a secondary because I’d like people to see it first so they can see how it’s worded and the clerk’s going to make a comment about it. Thank you through the chair, you, you will note in part be it references the attached attached draft vision, mission and values statements. So that will be an attachment of what you have just discussed and it will not form a part of this resolution, but will be attached to the report. So you can see that the clerks are basically adding this in as so part A of the direction that part of the direction will set today is to receive the information that has been gathered for us in the agenda.

Part B, which we’ve just worked on now is that the attached draft mission vision value statements for councils strategic plan 2023 to 2027 be considered and shared with the community to seek feedback. So that’s essentially the process will go through and the attachment will be as we’ve just agreed. We’re not done working today but that’s how the current kind of work and motion that we’ll be making at the appropriate time is looking like now I just wanted people to see that we don’t need to move it now because we’ve still got meeting left and I’ll talk about that in a sec. But does anybody have any concerns about that?

Councilor Hopkins. No, no concerns, Mr. Chair, but I would like to get a copy of this. I know it will go probably through the minutes, but as soon as it does go out, if we could get a copy just for our own information.

If we have community meetings in the next week or two, it’d be good to have. Yes, and I think I want Ms. Livingston to provide a little bit of information about this. We will not be waiting for this to go to council to put it out for feedback.

I think this is basically a committee that’s working through a process and we’re seeking feedback. So this can go out very soon to the public. So maybe you could talk about the timeline that we could get it up and shared with with counselors for their own feedback and input sessions. Yes, your worship, the intention would be to put up this material by Thursday.

So it’ll be on get involved. It’s today Wednesday by the 13. What’s today? Oh, by Friday.

Sorry, I mixed my days up. I apologize. Normally, we were meeting on a Tuesday. So we will get it up by the end of the week, if not before.

We can also send to you through the clerk this material so that you have it and are able to use it if you’re having discussions with people. Other questions or concerns with how we’re heading on that. Okay, then let me, let me ask colleagues for your advice on how you’d like to proceed. It’s eight o’clock now.

I’m always conscious that the later a meeting goes, maybe the more drained and less focused you get where we’re on the verge of potentially injuring what is a very substantive and important section of our strategic planning work with the strategic areas of focus. So there are two options before us one press forward with strategic areas of focus tonight. The other option is we have a date available to us on January 23 where we could have another SPPC meeting devoted towards working through the strategic areas of focus. What that would mean is the work in the motion we passed today would be going out for public consultation on the timeframe that the city manager mentioned.

We need on January 23 to work through the strategic areas of focus and the other components. The outcomes. Teagic areas of focus outcomes and expected results. Yes, strategic areas of focus outcomes and expected results.

The same process would apply at the time that we finished that work on the 23rd. We would endeavor to put it up as soon as possible for consultation on the website the same way we’d be doing with today. Of those results of the public feedback would flow into our February 7 session where we would be able to take all of the feedback from the work today all the feedback from the work of January 23 and put it to the February 7 meeting. The only caveat and that is that all of the work that we’ve done today would be there as we would want to gather as much public feedback as possible.

We would bring that would that be on the added agenda. Yeah, so it would be on the added agenda for the February 7 meeting. So that’s the other option to us is we could push some of this work to a subsequent independent meeting. I look for your thoughts on that.

We’re happy to push through today. Everybody here is prepared to do that. But I’m also conscious that people may want to take a step back and refocus on the next section. My question from some counselors.

What time on the 23rd would a person be looking at just as people have different availabilities? Generally, like a 4pm start. If people are not available that day, like we can continue working today. I just wanted to provide an alternate option given the next section is likely to be fairly comprehensive as we work through it.

Councilor Lehman. I think we’ve been here for 4 hours and we’ve been grinding through some pretty high level stuff. For me personally, it would give me time to digest kind of where we’re at, which drives the next level. So for those reasons, I would be in favor of pushing this to that subsequent meeting.

Councilor Frank. I also would be in favor of pushing it to the 23rd. Sorry, I missed that. Councilor Frank.

I was someone else. I also be in favor of pushing it to 23rd for those reasons. Okay, my apologies. Others who want to comment on this.

Councilor. I’m in favor of pushing it to the 23rd. However, I wouldn’t mind spending a finite amount of time, no more than half hour 45 minutes, just roughly throwing out some very rough parameters about what we’re looking for. And some possible suggestions of goals, not outcomes, just the high level goals.

I wouldn’t mind talking about that a little bit, but I do think we need to push that to another meeting to make any decisions. Yeah, and one of the options we could do with that meeting is start the meeting off in the same format that we started these meetings off with with breaking into small groups, sharing some pool setting, some general discussion about this and then coming back to the group as a whole. Certainly, we could design a process that would allow for for some of that smaller group dialogue leading into a larger discussion, rather than working through all of the components of the strategic areas of focus with 15 people all talking at once. So, if colleagues are open to that approach, we could certainly go that route.

Deputy Mayor Lewis. Thank you, Mr chair. I, I think actually starting out with a little bit of a high level as Councilor trust I was suggested on the 23rd is not a bad idea. I’m also in favor of pushing it out.

First of all, because I think the next area is going to take a lot of time and thought and breaking it up, starting it tonight and then breaking out a given time and then returning to that process because I don’t think we would finish tonight. To be quite honest, I think we would end up carrying on on the 23rd anyway. And if we can deal with it as a more comprehensive focused meeting, I think that’s best for everybody’s thought process. I also think this is probably the area where we will have the most debate about which priorities and goals are the highest for different individuals.

So, given the hour already, I think that’s the best way forward. The feedback on that seems like most people are in agreement, Councillor Farrow. Yeah, I just agree with everything I said, just to just to digest of what we just did tonight and how much work and mental work and mental energy that we’re going to have to put in for the next step. It’s a lot.

So, I would like to push it back to 23rd as well at 4pm because that hopefully that works with everybody else, but I have a couple meetings that day. So, 23rd to 4, hopefully that’s okay. Thanks. Another way to do this is anybody object to going that way.

Doesn’t seem like anybody does. So, what we’re going to do is we’re going to craft a separate motion to refer that piece to to that particular meeting. And the clerk’s doing that up as we speak. That’ll give us time to put out the notices and the public notices for it.

So, just give us a second to craft that and then we’ll be dealing with the two components of tonight’s work as separate motions. So, the first motion that you see on the screen and then there’ll be a subsequent motion. To schedule the next meeting and push the remaining components of the agenda from today on to that. Okay, colleagues, we have the additional motion to refer the items, which we’ll deal with first and then we’ll do the motion related to the work we did today second.

So, that additional motion is now up on the screen if you refresh. It says that next steps, including the consideration of strategic areas of focus outcome and expected results with respect to the work for the 2023 to 2027 strategic plan you referred to a special meeting of the strategic priorities and policy committee to be held Monday, January 23, 2023 at 4pm. As a remover for that, Deputy Mayor Lewis, seconded by Councilor Ferrera. Anybody have discussion on that particular motion.

Okay, we’ll open that for voting. Closing the vote, the motions passed 14 to 0. The next motion that we have to deal with is the more comprehensive motion related to the work tonight. And that is that on the recommendation of the city manager, the following actions be taken with respect to developing the 2023 to 2027 strategic plan A, the report entitled developing the 2023 to 2027 strategic plan, setting the vision mission value strategic areas of focus outcome and expected results, be received for information, and be the attached draft version, mission, sorry, attached draft vision, mission and value statements for Council strategic plan 2023 to 2027 be considered and be shared with the community to seek feedback.

It being noted that the SPPC received a presentation from the director strategy and innovation and communications date of January 6, 2023 from C Butler and J Madden respect respectively. I need a mover for that motion. Councilor ramen, seconded by Councilor Hopkins. Any discussion on that motion.

Councilor ramen. Thank you and through you chair. I just wanted to note that I’m appreciative for the communications that were shared from both C Butler and J Madden. And I just wanted to pay particular attention to the communications that’s being received on from from the public related to accessibility.

And I know for me that’s something that I’m looking forward to discussing at length when we talk about our focus areas. Thank you. Okay, thank you for those comments other comments on the motion before us seeing none. I’ll open that for voting closing the vote.

The motions passed 14 to 0. Okay, before I move on, I just want to say a couple of notes of thanks. First, I want to thank our staff and the strategic plan team who’s been doing the work behind the scenes to assist Council and development of our strategic plan. And of course, all the staff areas that help support that process.

I also want to thank the members of the public who participated so far in the process and encourage them to continue to do so as you’ve heard today. It’s certainly a priority for members of Council to get public feedback on these matters as we work through this strategic plan process and into the multi year budget process. Finally, I want to make a special thanks to those Councillors who took some time to wordsmith for us today. I think that really helped speed things along and got us to to a couple of vision statements that we can put out to the public that will allow us to expedite the process rather than having a group of 15 try to wordsmith them ourselves.

I think each of you did a very good job of trying to capture the spirit of the different groups. So thank you for that work. With that, I’ll ask if there’s any other additional business. I know there are no deferred matters.

Okay, seeing no additional business, we have a German to look for a motion to adjourn moved by Councillor Hopkins, seconded by Councillor McAllister. All those in favor by hand? That motion’s carried. We are adjourned.

Thanks for your work today.