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July 24, 2000
Part II of City's Strategic Plan Goes to Council
The City of Toronto's Strategic Plan Part II: City Directions report is headed
for the August session of Council after being endorsed without amendment by the
Policy and Finance Committee late last week.

This is Council's first Strategic Plan for the new city. Part II builds on an
earlier report approved by Council at its November 1999 session. Part I of the
Strategic Plan set out Council's collective vision for the city. It also
featured a mission statement about the broad role and purpose of the City
Government and Council's goals for the community - the outcomes important to
quality of life. Part II describes how the City government can contribute to
the achievement of these goals.

CAO Michael Garrett said, "This document is a "living" road map. It should be
revisited in each term of Council, helping both Council and staff adjust the
directional compass of the City."

The Strategic Plan serves as Council's leadership document for City programs
and agencies. It provides a framework for guiding other City planning
initiatives in such key areas as social, economic and environmental

"Quality of life in the city," the report says, "will be supported through a
focus on city liveability, protection of environmental assets, healthy
neighbourhoods, downtown vitality, good use of infrastructure and continued
reinvestment in our city."

Part II contains a series of directions for the City. Some specific directions
  • Enhancing city liveability and appeal by: working with businesses, neighbourhoods and the development community to improve urban design, innovative architecture, public art and heritage.

  • Monitoring quality of life in the city. Each term of Council staff should report on the "state of the city" by establishing social/economic/environmental indicators, informing the public of trends in quality of life and comparing the city to other major cities.

  • Investing in people and job creation. The City should work with other governments, businesses, labour and educators to provide training and retraining that supports entry into the job market.
At the beginning
of 1998 eight task forces were established and each conducted separate
community consultations. Councillors used this input in drafting the Strategic

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