Strategic Plan 2002-2006 Setting the standard forelectoral process excellence Message From the Chief Election Officer Where Things Stand Today IT GIVES ME GREAT PLEASURE TO PRESENT ELECTIONS ONTARIO’SFIRSTSTRATEGIC PLAN. Our plan for 2002–2006 presents a clear vision for the future and outlines the key strategies or “success factors” that will help us achieve this vision. ELECTIONS ONTARIOis a non-partisan A major concern for Elections Ontario is the The key to the success of any organization is agency of the Legislative Assembly of lack of information technology infrastructure.the quality of its people. We must invest more Preparing for the future was one of the main reasons for creating a Strategic Plan and it is clear that many challenges Ontario which works under the direction For example, one of Elections Ontario’s main heavily in the professional development of our of the Chief Election Officer. Elections responsibilities is to establish and maintain staff and build a team with the required skill lie ahead. The integration of the Commission on Election Finances with the Office of the Chief Election Officer Ontario is responsible for the organization a permanent register of electors known as thesets to deliver quality services. This means and the requirement to maintain a Permanent Register of Electors (PREO) on an ongoing basis have created the and conduct of general elections, by-elections Permanent Register of Electors for Ontario not only supplying training and equipment need to dramatically transform our organization. Today, the fulfillment of our legislative mandate requires the use and referenda in accordance with the (PREO). The current organization has neitherbut also actively engaging staff at all levels of sophisticated and highly technical information management systems, a trend which will likely continue in the future. provisions of the Election Act, Representation the number of staff nor the skills required in the drive for electoral process excellence. Act, 1996 and the Taxpayer Protection Act, to maintain PREO between elections. At the same time, Elections Ontario must continually strive to improve the front-line delivery of election services. 1999. It also holds responsibility for the We must ensure that we have the information The time is now for Elections Ontario To accomplish this goal requires a creative and proactive approach – one that relies on strong partnerships administration of the Election Finances Act, technology tools needed to support the visionto shift from a reactive mode to a more which regulates political contributions, and legislative mandate of the organization. proactive approach to conducting business. and a commitment to finding and implementing the best practices in electoral administration. spending limits and party-candidate To successfully transform our organization, registration and political advertising. The solution to many of our information we need to identify where we want to go and One of the greatest strengths of our Strategic Plan is the extensive input provided by the many stakeholders technology challenges lies in partnerships. how we are going to get there. Our Strategic who have an interest in the electoral process in Ontario. Their comments and ideas have proven to be extremely Today, Elections Ontario is at important Opportunities exist to work with data Plan provides the answers to these critical valuable and I would like to thank them for their participation in this project. crossroads. The electoral practices that providers such as Elections Canada, the questions and sets out a clear direction Elections Ontario has relied on for many Municipal Property Assessment Corporation for change. With a dynamic, dedicated staff and many innovative projects underway, this is truly an exciting time years are no longer adequate to meet the (MPAC) and the Ontario Parcel Alliance needs of today’s modern electorate. To move (OPA) to produce high quality lists of electors to be part of Elections Ontario. We are proud of our achievements, confident in our future and strongly committed forward from this realization requires an and electoral maps. As an organization, to our vision of “Setting the standard for electoral process excellence.” honest and thorough assessment of every we must work harder to maximize these aspect of Elections Ontario’s business. opportunities. We need to share our tools and expertise and work in partnership with these agencies to provide an improved product in the most cost-effective manner. John. L. Hollins Chief Election Officer
STRATGIC PLAN 3 Building a Strategic Plan Phase 1 STRATEGIC PLAN DEVELOPMENT
October 2001 October-November 2001 November 2001 January 2002 ELECTIONS ONTARIO BEGAN ITS STRATEGIC PLANNINGexercise in the fall of 2001 with the approval of a formal strategic planning THE PROCESS Process Approval Stakeholder Consultations Elections Ontario Develop Implementation process. In order to accomplish this in a systematic manner, • Voters Staff Workshops Strategy a five-year planning time frame (2002-2006) was selected. Chief Election Officer (CEO) • Returning Officers Senior Management Team One of the hallmarks of Elections Ontario’s Consultations were carried out using Once the vision for Elections Ontario • Elections Ontario Staff strategic planning process was the extensive a variety of methods, including: surveys was determined, the final step in the process • Members of the participation by stakeholders. The following and questionnaires (voters), one-on-one was to prepare an implementation strategy. Legislative Assembly groups provided input through the interviews (Members of the Legislative Members of the Senior Management Team • Candidates/Political Parties stakeholder consultation process: Assembly, Political Parties), full-day championed critical elements of the Strategic • MPAC(Municipal Property • Voters workshops (Returning Officers, Elections Plan and identified objectives, actions and Assessment Corporation) • Returning Officers Ontario staff) and staff-to-staff meetings measurements of success. Over the next (Elections Canada, MPAC, AMCTO). five years, this planning framework will help • Elections Canada • Elections Ontario Staff The purpose of these consultations was us develop, implement and monitor the • Municipalities (AMCTO) • Members of the Legislative Assembly to identify stakeholder needs and service many initiatives that will assist us in the • Candidates/Political Parties issues and to seek input on a future realization of our vision. • Municipal Property Assessment direction, or “vision”, for Elections Ontario. Phase 2 STRATEGIC PLAN APPROVAL Corporation (MPAC) • Elections Canada March 2002 • Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO) Strategic Plan Approval Chief Election Officer
Phase 3 IMPLEMENTATION
March 2002 – March 2006 Strategic Plan Implementation Chief Election Officer • Senior Management Team • Elections Ontario Staff • Stakeholders
4 STRATGIC PLAN Mission Elections Ontario’s mission is to guarantee the democratic voting rights of Ontario electors, assist in making the finances of political interests transparent and to ensure efficient, cost-effective and non-partisan administration of the electoral process. MISSION THE SCOPE OF ELECTIONS ONTARIO’S business activities is very broad, as outlined below: Returning Officers are appointed for each Permanent Register of Electors (PREO) Education, Training and Information electoral district and are made responsible, Elections Ontario maintains the Permanent Elections Ontario provides outreach programs Electoral Event Administration under the direction of the Chief Election Register of Electors for Ontario (PREO) to inform the general public, schools and Elections Ontario is responsible for the Officer, for the organization and conduct of on an ongoing basis so that it is always other interested parties about the electoral organization and conduct of general elections, the election in that district. Elections Ontario available to produce lists for general process. These programs include the by-elections and referenda in accordance provides centralized training and support elections, by-elections and referenda. preparation of school kits, publications, with the provisions of the Election Act, the and maintains ongoing communication It also shares PREO with Elections Canada web site resources and special reports. Representation Act, 1996 and the Taxpayer with Returning Officers on electoral matters. and Ontario municipalities for electoral Elections Ontario also provides advice Protection Act, 1999. purposes. This has provided many and training to other electoral jurisdictions. Election Finance Administration opportunities for developing new partnerships and alliances in the electoral field. The challenge of administering these events Elections Ontario also holds responsibility Administrative Support lies not only in their cyclical nature but also for the administration of the Election Elections Ontario’s business activities are in the relative uncertainty of electoral dates. Finances Act. In this capacity, it is responsible Legislative Services supported by a core unit of administrative For example, the date for a general election, for regulating political contributions, spending Elections Ontario performs a leadership role services. These services include centralized within the constraints imposed by legislation, limits and party-candidate-constituency in interpreting, reviewing, reporting and procurement, supply management, general may occur anywhere within the government’s association registration. providing information on election legislation financial administration, human resource 5-year mandate. Elections Ontario’s response and procedural issues. Ongoing dialogue management, facilities management and to this challenge is to be able to respond The range of activities includes the registration with MPP’s, political parties and other information management. to any event at any time. of political parties and the processing, auditing stakeholders is a critical part of this role. and compliance monitoring of candidate and political party financial returns. Elections Ontario also responds to candidate, constituency association, party and public inquiries on election finance matters.
6 STRATGIC PLAN STRATGIC PLAN 7 STAKEHOLDERS Vision Elections Ontario’s vision is to set the standard for electoral process excellence. Stakeholders OUR VISION INCLUDES5 KEY ELEMENTS:
Ontario Elections Ontario has a wide range of stakeholders who have an interest in the electoral process in Ontario. Their concerns are critical to us. 1. Stakeholder Confidence stakeholders have the utmost confidence in the integrity of their electoral process. Electors want to be assured of access to a convenient, simple, open and transparent electoral process. VALUES These values will be the foundation of everything we do.
Candidates and Chief Financial Officers need to be able to identify and contact their potential constituents and have access to the correct 2. Rationalization of the Electoral Process level of campaign spending based on a complete, accurate list of electors and electoral geography products. Elections Ontario strives to reduce IN REALIZING ITS VISION, Elections Ontario will be driven by the following values: duplication and overlap between electoral Political Parties need clear election finance policies and guidelines, regular access to up-to-date elector information and the ability to confirm jurisdictions. Integrity their membership among electors. They also need to ensure that their candidates have full access to an open and unbiased electoral system. We believe that the integrity of the electoral process must be the highest 3. Re-shaped Legislative Framework priority and that the democratic rights of electors must be guaranteed. Returning Officers are professionals and an integral part of Elections Ontario. In order to perform their duties, they need the tools and support, Elections Ontario works with Ontario such as training, staffing and technology, to provide a positive voting experience for electors. legislators to re-shape the legislative Openness, transparency and non-partisanship framework to better serve the interests We believe that the administration of the electoral process Members of the Legislative Assembly need to be assured that the electoral process will be administered in an open, transparent, unbiased of Ontario electors. must be completely open to public scrutiny and characterized and cost-effective manner. by the consistent application of legislation and service standards.
Elections Canada is a partner in the creation and maintenance of the Permanent Register of Electors (PREO) and as such, has an interest in 4. Partnerships and Sharing of Tools sharing information from the National Register of Electors and using information from PREO to maintain the Ontario portion of the National Register. and Expertise Elections Ontario works Flexibility, innovation and cost-effectiveness proactively with other stakeholders and We believe in maintaining a working environment which is flexible enough MPAC (Municipal Property Assessment Corporation) is responsible for preparing the preliminary lists of electors used for municipal jurisdictions to develop and share to respond to changing needs, encourages innovation and strives to deliver and school board elections and is therefore another significant information partner for Elections Ontario. cost-effective, innovative and leading services in a cost-effective manner. edge tools and expertise. OPA (Ontario Parcel Alliance) is an alliance comprised of MPAC, the Government of Ontario and Teranet created to produce standardized Professionalism, teamwork digital parcel mapping for Ontario. This alliance will play a key role as Elections Ontario works to develop consistent, standardized electoral mapping. 5. Setting the Standard in Terms of Key We believe in supporting each other as individuals to achieve personal Benchmarks Elections Ontario’s election excellence, exceptional team work and pride in the delivery of our services. Municipalities (Municipal Clerks) share data, assist in maintaining the Permanent Register of Electors (PREO) and share a number of the same delivery sets the standard in terms of key objectives as Elections Ontario such as the desire to streamline electoral procedures. benchmarks, such as cost per eligible elector, Proactive participation with stakeholders time per elector visit, client satisfaction, We believe in building strong partnerships, and working cooperatively financial reporting and disclosure. with stakeholders to further our vision of electoral process excellence.
8 STRATGIC PLAN STRATGIC PLAN 9 Evolution of Two Age Groups (Province of Ontario) Issues & Challenges 30 25 65+ 0-14 New voting technologies such as internet, 20 telephone voting and other automated techniques must be fully evaluated to 15 determine the “best fit” for Ontario. ISSUES & CHALLENGES PERCENTAGE THERE ARE SEVERAL STRATEGICissues and challenges that will impact Elections Ontario in the future. Additional legislative amendments may be 10 needed to expand the use of technology and 5 Social and Demographic Trends Shift in Elector Responsibility implement other approaches needed to fulfill 1976 1986 1996 2006 2016 2026 In the future, we will see a relative increase The introduction of the Permanent Register We must also reach out to young people, our legislated mandate. YEARS in the proportion of the population aged of Electors for Ontario (PREO) eliminated 18 years of age, and to new citizens who 65 and over (see chart). We need to be the traditional process of enumeration where have the opportunity to vote for the first time Changes in Electoral Percentage of Voter Turnout (Province of Ontario) sensitive to these demographic trends. individual electors were canvassed at their to ensure that they are fully aware of the Management Practices 80 For example, seniors who spend a large part place of residence. Under the current system, procedures for voting. This should form Electoral management practices have changed part of a comprehensive elector of the year out of the country may want to a notice of registration is mailed out to considerably since the introduction of the 70 take advantage of voting alternatives such individual electors and it is the elector’s communication strategy. Permanent Register of Electors (PREO). as voting by mail, internet or telephone. responsibility to ensure that his or her Greater Reliance on Technology Elector registration is now a continuing In fact, these newer technologies are likely name is included in the list of electors. responsibility, and staff in each of the The Election Statute Law Amendment Act, PERCENTAGE 60 to appeal to a much broader segment of the 1998, reduced the minimum time period to electoral districts play a much more active population as people become more and more This shift in responsibility has created complete the election process from 37 days role in providing information to the public, mobile and spend a greater amount of time the need for more effective communication to a minimum of 28 days. This time period administering declarations and verifying 50 travelling for work or vacation. programs aimed at increasing elector 1934 37 43 45 48 51 55 59 63 67 71 75 77 81 85 87 90 95 1999 has created greater reliance on technology elector identity within the polling place itself. YEAR awareness of PREO and the elector to complete election tasks. These changes have created a need to realign Voter turnout is another trend that must registration system. responsibilities and to inform, instruct, train be monitored. Although voter turnout number of first-time Returning Officers. Stakeholder Relationships Technology is already playing an important and equip electoral district staff differently has remained relatively stable in provincial Since 1999, there has been additional The maintenance of strong stakeholder role in many facets of the election process. than in the past. general elections (see chart), we need Ensuring Full Access turnover and 15 per cent of the Returning relationships will be increasingly important For example, the 1999 General Election to identify strategies to ensure continued and Opportunity to Vote Officer positions are currently vacant. in the future. The identification of common was the first time a digital database was used strong turnout levels. Another significant challenge is ensuring interests and the development of effective to prepare electoral maps, and the first time Election Personnel that all potential electors have full access In between electoral events, we usually see a The recruitment of adequate numbers partnerships are needed to move us closer a worldwide internet site was used for and opportunity to vote. Our procedures significant turnover in personnel. In the 1999 of qualified staff for polling day is also to our vision. the provision of public information and practices must accommodate electors General Election, due to the redistribution becoming progressively difficult. for a provincial election in Ontario. with disabilities. of electoral districts, there was a significant
10 STRATGIC PLAN STRATGIC PLAN 11 STRATEGIC IMPLEMENTATION
The following factors are key to the successful realization of Elections Ontario’s vision: Success Factors
Event Delivery Elections Ontario will stand ready to conduct an electoral event at any time and will continually develop and adopt new processes to improve event delivery.
Maximizing Partnerships Elections Ontario will make maximum use of partnerships to share best practices, reduce electoral costs and minimize the duplication of services.
Service Excellence Elections Ontario will incorporate service excellence in all aspects of the electoral process.
Solid Infrastructure Elections Ontario will have the organization, facilities and information technology required to support day-to-day operations, electoral events, special projects and continuous process improvement.
Stakeholder Involvement Elections Ontario will have the credibility to foster agreement on continually evolving electoral standards and to facilitate necessary legislative change in consultation with key stakeholders.
Successful implementation of Election Ontario’s Strategic Plan will be framed around these five (5) success factors. Each success factor has its own key objectives, action plan and measurements of success. Maximizing PartnershipsElections Ontario will make maximum use of partnerships to share best practices, reduce electoral costs and minimize theation duplic of services Action Plan Overview Objective Measurement of Success THE SUCCESS FACTORS Service Excellence Elections Ontario will incorporate service excellence in all aspects of the electoral processr Seek to develop common products and services • Identify common products and services and potential for rationalization • Number of potential partners identified Action Plan Overview Event DeliveryElections Ontario will stand ready to conduct an electoral event at any time and will continually develop and adopt new sesproces to improve event delivery that will reduce electoral costs to Elections Ontario and potential partners • Identify best practices that could be shared amongst partners • Best practices identified Objective Measurement of Success Action Plan Overview • Determine priorities for partnerships • Partners’ needs clearly identified Objective Measurement of Success Promote service • Secure executive sponsorship of service excellence • SET team established with Chief Election Officer • Identify and promote the benefits of cooperative efforts to potential partners • Number of partnerships formalized excellence in • Establish organization-wide Service Excellence Team (SET) and Assistant Chief Election Officer as sponsors Assure continuous event • Develop ERP (Event Readiness Plan) to assure readiness to conduct an electoral event within • ERP established – March 31, 2002 • Reduced election costs the electoral process readiness capability to champion and monitor service excellence initiatives • Service Excellence standards proposed a 28 day period, any time an election, by-election or referendum is announced • Staff and resources assembled and Build collaborative relationships based on acceptance • Foster accountability for higher standards of service delivery • • Develop and implement Communication Plan to keep Returning Officers and other ERP available when needed • Negotiate and formalize service delivery partnerships • Partnering initiatives approved and implemented Accountability systems implemented participants apprised of ERP status and requirements of supplier/customer interdependencies (eg. recognition of enhanced performance) • Regular communication with ERP participants • Develop a strategy for ongoing communication • Communication strategy put in place • Establish process for regular ERP review • Regular ERP review • Develop formal opportunities for input (eg. forums, working groups, advisory groups) • Number of opportunities for input provided Establish measurable • Develop measurable standards for each core service • Core services and measurable elements identified • service excellence Assure uniform service • • Standards and procedures set and communicated Surveys to measure partners’ satisfaction with process delivery excellence across Establish consistent standards and procedures for service delivery standards for core • Ensure staff and Returning Officers understand their levels • Service standards chosen services of accountability for achieving service standards all electoral districts • Provide comprehensive training and centralized election support to Returning Officers • Performance targets set, eg. cost per elector, Undertake joint planning and coordination • Measureables and evaluation process set processing time per elector of project timelines • Share information on project planning goals and timelines and coordinate to minimize overlap • Project goals and timelines coordinated between partners • Set performance targets and evaluate and report on performance following each electoral event • Develop process for evaluation against stakeholder • Consistent service delivery • Clearly identify roles of each partner • Partners' roles clearly identified expectations • Review and revise processes where necessary • Stakeholder satisfaction surveys • Define legal framework for the partnership to operate Proactively source/ • Continuous management of partnership arrangements Undertake proactive • communication and • Proactively communicate to inform and educate stakeholders • Comprehensive communication plan targeted develop new opportunities Engage Returning Officers in continuous improvement initiatives for electoral events • Participation of Returning Officers Explore further opportunities to improve delivery to improve election outreach about Elections Ontario’s services to specific stakeholder groups • Pilot new procedures and processes • Number of new initiatives piloted of the electoral process through effective partnerships • Identify the business units within Elections Ontario where partnerships are most critical • Partnerships and stakeholders clearly identified delivery in Ontario for each business unit • Expand opportunities for stakeholders to access Elections • Expanded service access points • Evaluate emerging voting technologies and implement where appropriate • Formalize partnerships within the business unit operations Ontario’s services, through measures • • Create a culture which rewards success in developing partnerships within the organization Competencies and responsibilities for building partnerships are such as internet, e-mail and specialized call centres eg. through the performance management process built into job descriptions and performance management process Ensure that services Solid InfrastructureElections Ontario will have the organization, facilities andinformation technology requiredto support day-to-day operations, meet or exceed • Measure service levels through feedback • Regular measurement and evaluation of services expectations electoral events, special projects and continuous process improvement (eg. surveys, focus groups) • Intervention to correct service level deficiencies of designated Action Plan Overview Stakeholder InvolvementElections Ontario will have the credibility to foster agreement on continually evolving electoral standards and to facilitateecessary n legislative change stakeholders and • Where service levels do not meet expectations, Objective Measurement of Success clients correct service levels, change administrative processes Action Plan Overview or initiate legislative change Objective Measurement of Success Define the infrastructure • Identify the organizational structure, assets, facilities and information technology • Organizational structure confirmed required to operate effective required to support day-to-day operations, electoral events and special projects Continually strive • Infrastructure requirements for core services identified Secure stakeholder commitment • Create Political Advisory Committee with all-party representation to provide input on service excellence standards • Political Advisory Committee and PREO Advisory Committee established elections and events to service excellence standards to enhance • Constantly research best practices in other jurisdictions • Continuous inventory and analysis of best practices • Create PREO (Permanent Register of Electors for Ontario) Advisory Committee incorporating principal business partners • Internal and external commitment to service excellence standards performance Plan and implement the (MPAC and Elections Canada) to develop service excellence initiatives • Identify new processes which could be of benefit to Elections • Approval of new policies • Implement organizational structure • Funding approved • Publication of service excellence commitment Ontario in service delivery required infrastructure • Communicate service excellence commitment to all stakeholders • Highly trained staff • Establish a process to prioritize, approve and resource infrastructure requirements • Documented process for infrastructure planning • Encourage and reward innovation and analysis • Recognition of employee performance and innovation • Establish an infrastructure requirement analysis component as part of this process Secure stakeholder commitment to • • Acceptance of concept of provincial association of election professionals • Sponsor professional development • Positions staffed Sponsor the formation of a provincial association of election professionals as a forum for improving processes • Revised legislation, where appropriate • Obtain required funding rationalization of electoral services and functional efficiency across electoral jurisdictions to improve election delivery • Regular meetings, forums with other electoral jurisdictions • Continuously review legislative framework for changes • Develop strategic alliances with other electoral jurisdictions or amendments which could lead to improved Proactively identify, evaluate performance against standards and implement emerging • Establish qualitative and productivity measurement standards and tools to evaluate • Infrastructure capacity monitoring opportunities to improve existing infrastructure and new opportunities • Regular reports to Senior Management Team Keep legislation current with evolving • Undertake regular policy and legislative reviews • Internal resources devoted to legislative review infrastructure • Monitor environment for innovation and best practices for improvement on opportunities for improvement technology and electoral practices • Seek input from Political Advisory and PREO committees • Policy and legislative initiatives developed and presented • Develop plans to conduct special or pilot projects to evaluate new opportunities • Review results of special or pilot projects • Establish formal reporting framework to bring forward legislative initiatives • Implement new opportunities, based on results, where feasible • Action plans to implement results STRATGIC PLAN 13 The Road STRATEGIC PLANBuilding Blocks for Success 2002Event Ready FORWARD... 2006 The Next Strategic Plan Priorities THE SUCCESSFUL IMPLEMENTATIONof Elections Ontario’s • Assure continuous event readiness 2004 Optimize Election Delivery in Ontario Strategic Plan will be built around the following key elements: • Promote Service Excellence (SE) Priorities • Annual review of Strategic Plan and 2005 Looking to The Future • Establish measurable SE standards • Assure continuous event readiness strategic initiatives to monitor progress Priorities • Secure stakeholder commitment High Degree of Stakeholder Participation and review priorities • Secure stakeholder commitment to SE standards and rationalization • Continue to assure uniform service delivery • Assure continuous event readiness and involvement in Strategic Plan Elections Ontario will not work in isolation in its drive excellence across all electoral districts Milestones • Identify common products and services and potential partnerships • Continue to assure uniform service delivery • Prepare new Strategic Plan for electoral process excellence. Stakeholder involvement • Event Readiness Plan (ERP) – • Build collaborative relationships with stakeholders • Continue to ensure that services meet excellence across all electoral districts Milestones and strong partnerships will be an integral part of the or exceed stakeholder expectations continuous review • Define infrastructure requirements to run effective electoral events • Continue to ensure that services meet • Event Readiness Plan (ERP) – implementation process. • Continually review legislation • Continuous review of performance or exceed stakeholder expectations continuous review • Annual review of Strategic Plan and strategic initiatives to monitor to keep current with technology against SE standards progress and review priorities • Implement new opportunities for • New initiatives to optimize election and electoral practices • Investigation and implementation rationalization, improved service delivery delivery in Ontario Standards, Objectives and Accountability Milestones • Proactively seek new opportunities for of best practices and enhanced infrastructure Elections Ontario will work with stakeholders to establish clear, • Completion of Event Readiness Plan (ERP) – March 31, 2002 • Strategic Plan process approved rationalization, improved service delivery • Regular infrastructure capacity measurable Service Excellence (SE) standards. • Establish Strategic Plan (SP) process and implemented • Service Excellence (SE) standards established and supported and enhanced infrastructure monitoring and improvement Key objectives have been identified for each service by stakeholders • Undertake comprehensive review • Engagement of Stakeholders • Ensure confirmation of stakeholder interest • Expanded service delivery partnerships of Strategic Plan initiatives and in Strategic Plan Process component. Accountability will be assured through continuous • Organizational structure and funding for core infrastructure secured evaluate achievements • Draft Strategic Plan – early 2006 review of performance against standards. • Implementation Plan developed
Strategic Priorities – 2003 Design and Build to Estab lished Standards The “Building Blocks for Success” Milestones Priorities • Ensure that all services meet or exceed stakeholder expectations • Implement required infrastructure • Event Readiness Plan (ERP) – continuous review Strategic priorities and milestones have been identified • Assure continuous event readiness • • • Report on performance against SE standards following for each year of the Strategic Plan. These are the Implement comprehensive communication/outreach strategy Annual review of Strategic Plan and strategic initiatives • Assure uniform Service Excellence (SE) in election delivery to monitor progress and review priorities each electoral event and for other services “Building Blocks for Success”. • Formalize service delivery partnerships to reduce costs across all electoral districts and improve service • Core infrastructure in place • Service Delivery partnerships formalized
14 STRATGIC PLAN STRATGIC PLAN 15 Quotes from Strategic Plan stakeholder consultations
“With our demonstrated excellence “We will be proactive in developing “We are committed to investing in managing and conducting election alliances with other stakeholders… in continuous learning for staff.” events, Elections Ontario will be all with the goal of enhancing the sought out by others to assist electoral process.” and provide advice on election event issues.”
WE’D LIKEYour TO input HEAR is FROMimportant YOU… to us.
If you have any comments or questions about the Strategic Plan, or Elections Ontario in general, please contact us at:
Elections Ontario Toll Free, FAX: (416) 326-6200 Chief Election Officer throughout North America E-Mail: 51 Rolark Drive 1-800-677-VOTE (8683) [email protected] Toronto, Ontario Toll Free, throughout Ontario M1R 3B1 1-888-ONT-VOTE (668-8683) Website: www.electionsontario.on.ca Toronto Local Area (416) 326-6300 TTY 1-888-292-2312 Ontario only