COS Financial Plan 2018 - 2022

ORGANIZATIONAL OBJECTIVES

Drawing from the corporate sustainability actions outlined in the original Sustainability Charter and aligned with the City’s Values and the eight themes of the new Charter, the following are City of Surrey’s corporate sustainability objectives and strategies for the next five years:

OBJECTIVE

STRATEGY

1 Strengthen the Sustainability Office, as a catalyst for sustainability within the City and the community.

Embed the Sustainability Office into each City department on a rotating basis, every two years.

By the end of 2016, all City departments will identify 2017 work plan objectives tied to the updated Charter outcomes and strategic directions. Departments will identify how they will deliver on outcomes, and how related departmental priorities can be leveraged to advance Charter goals. In 2016, update the City Dashboard to reflect the new Charter themes and indicators, and connect with the City’s ISO 37120 certification (sustainable development of cities); link this monitoring effort to data-driven decision making initiatives. Complete a follow up sustainability survey with all staff in 2017, exploring further training and educational needs and opportunities related to sustainability. Continue to support the Emerging Leaders Program and other employee learning and development efforts.

2 Continue to embed sustainability into City corporate operations, and the work plans of all departments.

3 Continue to monitor and report on progress through the City’s Dashboard, and ensure transparency and accountability including through the City’s Open Data, ISO 37120 certification, and Smart Surrey initiatives. Foster a culture of learning, with a broad range of diverse learning opportunities available and accessible to meet the needs of all staff. Promote staff development and corporate structures that support the physical and emotional health and well-being of individuals and contribute to a healthy and productive work environment. 6 Celebrate the cultural diversity of Surrey’s workforce, and work to educate all staff of the backgrounds and needs of diverse cultural groups. 4 5

Continue to support the employee development and wellness, including employee mental health and wellness.

Continue to deliver staff inclusion training. Follow up on recommendations from the Truth &Reconciliation Commission aimed at building better local government relationships with First Nations people (e.g., staff training needs).

the future lives here.

2018-2022 Financial Plan

- 45 -