Islands Trust Council special meeting, April 6, 2023

[0:00:00] Voice 6: electronic part of it underway and i'll formally start things as soon as you tell me i

[0:00:11] Voice 6: were in a position to do so we are now broadcasting and live streaming chair

[0:00:25] Voice 16: thank you

[0:00:27] Trustee Bernardo (probable): um hello everybody good morning i hope you're all doing well um as a reminder

[0:00:34] Trustee Bernardo (probable): um i just want to let you know this is of course a special meeting of the financial planning

[0:00:38] Trustee Bernardo (probable): committee uh with that has a limited purpose which is to consider what the corporate planning

[0:00:45] Trustee Bernardo (probable): Working Group has developed in terms of moving that initiative forward. So our task today is

[0:00:51] Trustee Bernardo (probable): to consider what is essentially work in progress before it goes to the Governance Committee. But

[0:00:55] Trustee Bernardo (probable): before we get into that, I'd like to acknowledge that we are privileged to live and work in lands

[0:01:04] Trustee Bernardo (probable): and waters that have been the traditional home of Indigenous Peoples since time immemorial.

[0:01:10] Trustee Bernardo (probable): myself today I am in what is known among the Squamish people as like times and

[0:01:18] Trustee Bernardo (probable): what has subsequently been called by some Keats Island and the Squamish

[0:01:25] Trustee Bernardo (probable): people and the other original peoples living around the Salish Sea have always

[0:01:32] Trustee Bernardo (probable): asked the newcomers to recognize the sacredness of these lands and waters

[0:01:39] Trustee Bernardo (probable): which have always been their lands and waters until the newcomers came along and they've asked

[0:01:45] Trustee Bernardo (probable): us from time not from time immemorial but they've asked us for a very long time to recognize that

[0:01:53] Trustee Bernardo (probable): that the dignity and worth of all whose lives are embedded in these lands and waters

[0:02:00] Trustee Bernardo (probable): It's been a long time coming, but our duty is to follow that council and to fulfill it

[0:02:07] Trustee Bernardo (probable): with honour and wisdom.

[0:02:09] Trustee Bernardo (probable): And to do that, we need to work side by side with the nations who were and continue to

[0:02:14] Trustee Bernardo (probable): be the first stewards of what many of us now call the Islands Trust Area.

[0:02:20] Trustee Bernardo (probable): I'd also ask us, before we get underway, just very, very briefly before we get started here,

[0:02:27] Trustee Bernardo (probable): here, to remember that this initiative originated with the governance committee as its top priority

[0:02:36] Trustee Bernardo (probable): after the committee's initial review of the governance report.

[0:02:41] Trustee Bernardo (probable): By its nature, this corporate planning work is work that the FPC needs to be involved

[0:02:48] Trustee Bernardo (probable): in and contribute and be part of.

[0:02:51] Trustee Bernardo (probable): Both committees are at this stage, at the comment and input stage.

[0:02:55] Trustee Bernardo (probable): if and when we actually have finalized the corporate planning process both committees

[0:02:59] Trustee Bernardo (probable): that's when both committees will need to sign off before it goes to trust council

[0:03:04] Trustee Bernardo (probable): our job today is to essentially contribute constructive observations

[0:03:11] Trustee Bernardo (probable): that are intended to accompany this preliminary work when it then goes to the governance committee

[0:03:16] Trustee Bernardo (probable): and it will contribute its own constructive observations both committees are at this stage

[0:03:22] Trustee Bernardo (probable): aren't in are going to be asked to approve anything really but rather to

[0:03:26] Trustee Bernardo (probable): work together and continue the work together to build this process and when

[0:03:34] Trustee Bernardo (probable): it is approximating something close to completion that's when we're really at

[0:03:38] Trustee Bernardo (probable): the approval stage here we're at the we're at the review and contribution

[0:03:42] Trustee Bernardo (probable): stage at this juncture and with that that's the end of my introductory

[0:03:49] Trustee Bernardo (probable): remarks, and I see the agenda has helpfully been put up. I guess, formally speaking, I should have

[0:04:02] Trustee Bernardo (probable): said that we've called this meeting to order. We've done that. I've reviewed the agenda.

[0:04:10] Trustee Bernardo (probable): Has anybody got anything to say that they wish to contribute to the question of the agenda,

[0:04:17] Trustee Bernardo (probable): whether there's anything that they believe should be added to it or any comments about it,

[0:04:21] Trustee Bernardo (probable): or whether I can take the agenda as to proceed with the agenda as drafted

[0:04:30] Voice 6: by consent.

[0:04:32] Voice 6: I see Trustee Peterson has his hand up.

[0:04:39] Voice 8: Yeah, not directly related to the agenda, but a technical question.

[0:04:43] Voice 8: I see the working group file up on the WebDAV site, and I wasn't able to look at it prior to the meeting.

[0:04:55] Voice 8: I just wonder if that's just a technical glitch or is that access restricted on purpose?

[0:05:03] Trustee Bernardo (probable): I don't know the answer to that question.

[0:05:07] Trustee Bernardo (probable): As far as I know, the work product that was generated by the working group is in fact

[0:05:12] Trustee Bernardo (probable): appended to the agenda that's before us.

[0:05:17] Trustee Bernardo (probable): But perhaps I'll hand this over to somebody in the working group to comment on that if

[0:05:22] Trustee Bernardo (probable): they're able to about what's in the specific working group area of web dev.

[0:05:28] Trustee Bernardo (probable): So,

[0:05:29] Voice 6: perhaps Christina, you could address this point.

[0:05:35] Voice 4: Yeah, no, it is appended to the agenda. I can't answer to technical difficulties on WebDAV itself.

[0:05:46] Voice 6: Trustee Peterson, does that answer your question? Trustee Peterson?

[0:05:57] Voice 6: Trustee Patrick has her hand up, sir.

[0:05:59] Trustee Bernardo (probable): Yes, but I was just asking you if that had answered your question.

[0:06:02] Voice 8: Oh, well, it didn't really answer my question.

[0:06:05] Voice 8: uh i was wondering because there's a working group file that i wasn't able to access and

[0:06:09] Voice 8: i see trustee patrick has her hand up maybe she has an answer yes trustee patrick

[0:06:13] Trustee Patrick (probable): the web

[0:06:15] Trustee Patrick (probable): file was set up for the working group and the staff working with the working group so it just

[0:06:20] Trustee Patrick (probable): has examples and things that we were using so that we were sharing information as we created this

[0:06:26] Trustee Patrick (probable): paper okay

[0:06:30] Voice 8: so that the risk the access was limited to the the folks actually doing the work i just

[0:06:35] Voice 8: wondered because i had looked i'd gone to look at it uh previously to to see what was going on but uh

[0:06:42] Voice 8: i understand

[0:06:43] Voice 6: now thank you thank you for that uh are there any further comments about the agenda

[0:06:50] Voice 6: or related items like that i see none

[0:06:55] Trustee Bernardo (probable): we're going to move on to the actual businesses meeting

[0:06:58] Trustee Bernardo (probable): which is the um uh the business of really considering the uh the corporate planning process

[0:07:07] Trustee Bernardo (probable): process. And I believe we're going to lead off with that, if I could see that item, with

[0:07:19] Trustee Bernardo (probable): presentation by the working group of the discussion paper that it's prepared to this stage. And

[0:07:27] Trustee Bernardo (probable): I think we'll follow up after that with, and I think it's best before, probably best to

[0:07:34] Trustee Bernardo (probable): a reserved discussion until after we've also heard from the CAO who has prepared a related

[0:07:41] Trustee Bernardo (probable): briefing note about decision making. And then I think the conversation will be a bit more

[0:07:49] Trustee Bernardo (probable): constructive with both of those pieces in place. And then the committee will have a chance to sort

[0:07:54] Trustee Bernardo (probable): of examine, explore, ask questions. So with that, I'm going to ask Trustee Evans to

[0:07:59] Trustee Bernardo (probable): um uh present the work done to date uh explain it uh and uh explain uh future steps uh over to you

[0:08:12] Trustee Bernardo (probable): trustee evans thank

[0:08:14] Voice 4: you and uh just in advance i'm going to apologize for any background noise

[0:08:18] Voice 4: uh my puppy may decide to get vocal during this so hopefully he'll stay calm and collected um

[0:08:25] Voice 4: So the three of us, myself, Trustee Patrick and Trustee Boland, set out initially exploring other strategic plans from various other municipalities to take a look and see what other municipalities had done and how, if there was anything in there that looked like best practice

[0:08:50] Voice 4: or um like a good example that that we would like to use as a platform to compare our

[0:08:58] Voice 4: current strategic planning process against and the one that we found was um one that we

[0:09:06] Voice 4: that we we'd like the best was the sanich um strategic plan so if we can go down to the next

[0:09:13] Voice 4: page please uh and this and this paper that this discussion paper that we pulled together it really

[0:09:19] Voice 4: is just a discussion paper this isn't meant to be like the final format of a strategic plan it's

[0:09:27] Voice 4: it's just high level still so as you can see there's a few images that we took from this the

[0:09:35] Voice 4: sanage strategic plan as we felt that they were very encompassing of what the process should look

[0:09:46] Voice 4: look like? And we thought that perhaps these types of imagery could be modified to be more

[0:09:53] Voice 4: appropriate to the Islands Trust. We can scroll down just a little bit more. Thank you. So the

[0:10:00] Voice 4: bottom image where it says vision, mission, core values, community themes, goals, and initiatives,

[0:10:05] Voice 4: we've sort of applied as to what we think they should involve from the IT side. So for the vision,

[0:10:17] Voice 4: So, the other, this is the initial gap that we spotted was we don't really have an agreed to vision, mission, and values statements.

[0:10:25] Voice 4: So, there were things that were started to be developed in the past, and they're appended below.

[0:10:33] Voice 4: So, for the vision, there was a vision statement.

[0:10:35] Voice 4: If we can scroll down a little bit more so we can get that in as well.

[0:10:38] Voice 4: Thank you.

[0:10:40] Voice 4: Yeah, well, I guess because it's a little large and it needs to be.

[0:10:45] Voice 4: So, the vision, thanks.

[0:10:47] Voice 4: So the vision statement came from a report from 2017.

[0:10:51] Voice 4: So that's where it started, but it wasn't finished.

[0:10:53] Voice 4: So we need a vision statement.

[0:10:56] Voice 4: The mission, we had a discussion

[0:10:59] Voice 4: and we felt that it should be the mandate

[0:11:01] Voice 4: or it could be a combination of a mission statement

[0:11:04] Voice 4: and the mandate as backup.

[0:11:06] Voice 4: And we don't have agreed to values.

[0:11:09] Voice 4: Where they have community themes, we've put in goals.

[0:11:12] Voice 4: Where they've got goals, we've got projects.

[0:11:14] Voice 4: projects, and where they've got initiatives, we put in milestones. And project seems to be the

[0:11:19] Voice 4: common term used throughout our understanding when things are being worked on. So those are

[0:11:27] Voice 4: the terminology that we've used. If we can keep scrolling down, because I'm going to go through

[0:11:33] Voice 4: this fairly quickly on the understanding that most people may have had a chance to look at this.

[0:11:38] Voice 4: And if they haven't, they can read through it in detail afterwards. So I put in a couple of

[0:11:45] Voice 4: of high-level examples, they're not fully fleshed out,

[0:11:48] Voice 4: but they're just meant as examples.

[0:11:50] Voice 4: So when it comes to the goals,

[0:11:53] Voice 4: we discussed that there shouldn't be any more

[0:11:56] Voice 4: than three to five goals

[0:11:57] Voice 4: that are multi-year and high-level topics.

[0:11:59] Voice 4: These need to be bound and measurable items,

[0:12:03] Voice 4: and they need to be updated yearly as needed.

[0:12:06] Voice 4: So as an example, we put in organizational excellence,

[0:12:09] Voice 4: affordable housing, climate change,

[0:12:11] Voice 4: and environmental stewardship, just as high-level topics.

[0:12:13] Voice 4: The projects are then broken out from those goals, and there shouldn't be more than three projects per year or at any given time, because otherwise it becomes overwhelming.

[0:12:28] Voice 4: That would be too much work. So as an example, underneath organizational excellence, project A, undertake a governance and management review.

[0:12:37] Voice 4: project B, implement a trust council policy analysis, review and amend the top priorities

[0:12:44] Voice 4: for consideration and approval by trust council. And so you just keep going on from there.

[0:12:48] Voice 4: So I'll give you an example of what a project would look like. And then the milestones underneath

[0:12:53] Voice 4: that, there should be a maximum of five key project milestones for the lifetime. And those

[0:13:00] Voice 4: are meant as measuring points. Those are like snakes in the sand so that we can identify

[0:13:07] Voice 4: identify where we are at a given point in time of the lifetime of the project and then underneath

[0:13:13] Voice 4: those key milestones are the smart milestones and those are it's an and I don't know if people are

[0:13:19] Voice 4: familiar with the acronym but smart stands for specific measurable achievable realistic and

[0:13:27] Voice 4: timely and a smart milestone will encompass all of those elements to find what that milestone

[0:13:37] Voice 4: stone actually is. And those are done in three-month blocks so that they can be reviewed

[0:13:47] Voice 4: by Trust Council for a reporting basis to show that we are on task, on budget, etc., or we're

[0:13:55] Voice 4: veering off, or we're going off in a direction that perhaps wasn't intended so that we can get

[0:13:59] Voice 4: back on track. And this will allow us to remain agile and adaptive and responsible for our budget

[0:14:07] Voice 4: it and our staff hours that we're using. And again, there's just a couple of examples of what

[0:14:13] Voice 4: this might look like. So a SMART milestone could be conduct a review of local contractors specializing

[0:14:18] Voice 4: in governance and show comparison about these three qualified contractors with quotes by a date

[0:14:25] Voice 4: and report to trust counsel by a date. Now you'll notice that these items, I'm not saying at this

[0:14:30] Voice 4: level whether they are staff related or trustee related. All that this is at this point at this

[0:14:37] Voice 4: level is a report back to Trust Council that these actions are occurring and that they're

[0:14:44] Voice 4: happening on time and on budget. So now we can start getting into the actual in-depth

[0:14:54] Voice 4: explanation of each of the steps that we've identified in order to have a properly fleshed

[0:15:01] Voice 4: out strategic plan. So if we can get down to the next page. And I'll take questions

[0:15:08] Voice 4: questions at the end because like I'm quite sure that this has raised a lot of questions already

[0:15:11] Voice 4: but I'm hoping that as I go through this some of those answers will will come through naturally

[0:15:18] Voice 4: um so when we were working my way through this with staff they they recommended that we break

[0:15:23] Voice 4: out the steps the seven steps into initial goal setting and then into an implementation phase

[0:15:28] Voice 4: so the step ones to three are goal setting there and the first part of an external analysis or step

[0:15:37] Voice 4: that one is intended to take a look at everything

[0:15:43] Voice 4: that affects how we operate from an external position.

[0:15:49] Voice 4: So that'll include mandates coming down from the government,

[0:15:54] Voice 4: how we're First Nations input,

[0:15:58] Voice 4: previous trust strategy inputs.

[0:16:05] Voice 4: Other municipalities taking a look at them

[0:16:08] Voice 4: for best practices and similar opportunities or areas for improvement is also a really good

[0:16:13] Voice 4: practice. Environmental factors also could tie into this. So these are just examples. It's not

[0:16:18] Voice 4: all encompassing, but it'll give you a good idea as to what types of

[0:16:25] Voice 6: inputs we're going to be

[0:16:26] Voice 6: looking for at this point. Then what

[0:16:31] Voice 4: we've done is we've broken out each of the steps into what

[0:16:36] Voice 4: could potentially be trustee work and what could potentially be staff work. I'm going to scroll

[0:16:41] Voice 4: down just a little bit and then the timeline that we put in is just a placeholder it's just

[0:16:48] Voice 4: it's not there as something that we've discussed it's just a placeholder this is this is up for

[0:16:55] Voice 4: discussion and then the final piece is an output and then we've also got in here what success would

[0:17:02] Voice 4: look like for each of the steps so the initial step would have the external factors coming in

[0:17:10] Voice 4: And the output of that would be an analysis staff report summarizing the political position of our time, the inventory and analysis of existing information that we've got at our hands, the gap analysis or identification of areas that we're lacking in, and prioritizing options or potential work that has to be done in order to close those gaps to make us more effective as a government.

[0:17:41] Voice 6: So if we can scroll down to the second step,

[0:17:46] Voice 4: so that external analysis staff report will be one of the first inputs into step two, which is going to be the internal scan.

[0:17:57] Voice 4: And that'll be our analysis of our staff and their abilities to see if there are any vacancies and unfilled positions that we're going to have to address for the upcoming year.

[0:18:09] Voice 4: and then strategic questions and issues to have a look to see what we as trust council are lacking

[0:18:17] Voice 4: in are there any processes that we're lacking in and and and yes so this is this is sort of more

[0:18:26] Voice 4: organizational looking for for various gaps the the object of this step is to do a SWOT analysis

[0:18:34] Voice 4: which is a strengths weaknesses opportunities and threats analysis and so therefore we're

[0:18:40] Voice 4: identifying areas that are external and internal that are going to have an influence on the

[0:18:46] Voice 4: island's trust and the direction that we should be heading in for this term or for this creation

[0:18:54] Voice 4: of a strategic plan. And again, we've broken it out into elements that we feel could be trustee

[0:19:00] Voice 4: work, elements that could be staff work. Please hold the timeline. And if you can scroll down to

[0:19:07] Voice 4: the bottom for output. So the output of this will be a report of the detailed SWOT analysis results.

[0:19:20] Voice 4: And we should at this point start identifying strategic directions that our Trust Council

[0:19:27] Voice 4: should be focusing on for the upcoming term or for the four-year plan. So I'm just going to

[0:19:33] Voice 4: to quickly ask at this point, do you want me to go through each of the identified trustee work

[0:19:40] Voice 4: and staff work, or have you read it? Just let me know if you want me to slow down or if this is a

[0:19:46] Voice 4: good speed.

[0:19:50] Trustee Bernardo (probable): I'm going to suggest that you slow down and sort of elaborate on the details, because

[0:19:55] Trustee Bernardo (probable): given the size of the FPC, I'm pretty sure there's, and the short timeline that we had here to look

[0:20:02] Trustee Bernardo (probable): at this i'm pretty sure uh even people read it haven't necessarily digested it so please go ahead

[0:20:10] Voice 2: i'm absorbing it which is a good sign thank

[0:20:13] Voice 11: you so

[0:20:15] Voice 4: the trustee work that we've identified for step

[0:20:17] Voice 4: two would be to request the staff to evaluate and recommend methods costs timelines or conducting

[0:20:24] Voice 4: the swat for the islands trust and that will be looking for um input from both the trust

[0:20:31] Voice 4: council level and staffing level. We're also going to have to take a look at the

[0:20:37] Voice 4: questions that came out of step one and identify whether or not they're going to

[0:20:42] Voice 4: have an impact on our strategic direction for the Islands Trust and then

[0:20:45] Voice 4: create a list of what those potential strategic goals could be based on the

[0:20:52] Voice 4: SWOT work that we're currently conducting and the analysis from the

[0:20:56] Voice 4: external factors that came in so things like um if um if there's a mandate that's come down from

[0:21:02] Voice 4: from the government such as first nations reconciliation that will become a priority

[0:21:09] Voice 4: item for a strategic goal so that would go on the list um hearing from our constituents about housing

[0:21:18] Voice 4: that flows up and out of the residence analysis that happened in step one that would also go on

[0:21:25] Voice 4: the list so at this point we're just we're just creating a large list of things that could

[0:21:31] Voice 4: potentially become a goal for the strategic plan the items that we're going to ask staff to do

[0:21:42] Voice 4: is to conduct a facilitation of the swap process we're also going to ask if they could update so

[0:21:49] Voice 4: this would happen on a yearly basis and that's why i said at the beginning of the year provide

[0:21:53] Voice 4: provide an updated org chart that identifies any current or planned vacancies. And that's really

[0:22:00] Voice 4: what we're looking at. So they'll come to us and say, okay, these are the vacancies, these are the

[0:22:04] Voice 4: gaps that we're going to be missing in this upcoming year, because that's going to affect

[0:22:08] Voice 4: how we do our business going forward. Is there anything that's going to really impact us?

[0:22:15] Voice 4: We're not asking them to give us a name by name, you're in this role, you're in that role.

[0:22:20] Voice 4: that is an internal work for them and that'll remain internal with them we're not asking them

[0:22:26] Voice 4: to lift their skirts for that but we will ask them to create a report that that has

[0:22:31] Voice 4: a detailed analysis of all of these pieces of information that are necessary for us to make

[0:22:40] Voice 4: an informed decision so so then the output is that detailed SWOT report and what we're looking

[0:22:50] Voice 4: in there is that it and like i said in the success piece below that it's objective and realistic

[0:22:55] Voice 4: appraisal and understanding the current state of the islands trust as a whole and provides a list

[0:23:01] Voice 4: of potential goals and that potential goals is to move us forward to keep us moving in a positive

[0:23:06] Voice 4: direction that's going to be of benefit to all of our residents be of benefit to our islands

[0:23:13] Voice 4: island's economy, be of benefits to the island's environmental health, all of that stuff needs

[0:23:21] Voice 4: to be kept in there. And the report would have obviously

[0:23:26] Voice 6: the SWAT sort of results. Then

[0:23:34] Voice 6: if we

[0:23:34] Voice 4: can move on to the next item. So those first two steps should happen pretty quickly

[0:23:40] Voice 4: in the year is our recommendation. And they should be done by route each year. And they

[0:23:49] Voice 4: And they shouldn't take, they shouldn't be too time consuming.

[0:23:56] Voice 4: This section, however, would need a lot more time from us.

[0:24:00] Voice 4: And this is the goal setting.

[0:24:02] Voice 4: So this is where we're going to sit down and we're going to take a look at that long list that we've put together in step two.

[0:24:10] Voice 4: We're going to take a look at the SWOT analysis report.

[0:24:14] Voice 4: And we're going to now start involving the financial planning committee.

[0:24:19] Voice 4: and we're going to start involving regional planning committee because

[0:24:24] Voice 4: we're going to have to start looking at budget constraints we're going to start

[0:24:27] Voice 4: looking at what the yearly hours for staffing are going to be so that we

[0:24:34] Voice 4: understand what the bucket is that we can use for that upcoming year as well

[0:24:40] Voice 4: as planning for the next four years so we're going to be looking at the the

[0:24:46] Voice 4: the five-year budget plan and long-term staffing priorities, but we also need to really look at

[0:24:54] Voice 4: what is coming out of the upcoming one-year budget because this is what is going to have a bigger

[0:25:02] Voice 4: impact on steps further down. So the trustee work and the staff work that we're going to be looking

[0:25:09] Voice 4: at at this level is the trustees are going to have to sit down and figure out what the top

[0:25:14] Voice 4: three to five goals are going to be for the upcoming year and for the four-year plan.

[0:25:22] Voice 4: Like I've just said, I think I've actually just discussed this. Yeah,

[0:25:29] Voice 4: I did just say that. So the

[0:25:31] Voice 4: staff work at this point would be to come back to us and say what the yearly cap amount is going to

[0:25:37] Voice 4: be per category. And this is up to them to decide what their category buckets are. So when it comes

[0:25:44] Voice 4: to project work versus LTC work, because they both apply here.

[0:25:51] Voice 4: They're both, they both require, like, if we're going to be updating an OCP plan

[0:25:56] Voice 4: versus, like, I'm using past examples, like a governance review,

[0:26:04] Voice 4: they're sort of like two different buckets of resources that are going to be used.

[0:26:12] Voice 4: So those are the buckets that we're going to need to get from them.

[0:26:17] Voice 6: If we can scroll down a little bit further.

[0:26:21] Voice 4: So this, these goals should be done by the time we

[0:26:26] Voice 4: approve the budget is sort of the timeframe that we're looking at. And the output from this will

[0:26:34] Voice 4: be the three to five goals for the long strategic plan of four years, as well as a potential list

[0:26:44] Voice 4: list of the projects that are going to be associated with each of these goals. So when

[0:26:48] Voice 4: we're coming up with these goals, we're going to be looking at how much work is going to be involved

[0:26:54] Voice 4: in each of these items. So that'll determine whether it's three projects or five projects.

[0:27:00] Voice 4: So if we've got three projects that are going to be very heavy on resources and or budget,

[0:27:06] Voice 4: we can't add in more. We have to be cognizant of how many hours it's going to take.

[0:27:10] Voice 4: and we want to be able to close these projects down in a timely manner so by adding too much

[0:27:16] Voice 4: work into the pot nothing can get accomplished quickly and efficiently if we're going to keep

[0:27:26] Voice 4: overloading people what happens is they don't have enough brain time to sit and really focus

[0:27:32] Voice 4: on a solution or focus their way through the work they're going to be rushed and that creates a poor

[0:27:38] Voice 4: output. So we want to make sure that the work that we're going to be identifying is realistic

[0:27:44] Voice 4: and achievable within a four-year term. Now, there are going to be some goals that could perhaps go

[0:27:50] Voice 4: longer than four years. And that's not uncommon, but it would be better if we could constrain it

[0:27:56] Voice 4: those four years. So if we have an item that's going to be very, very heavy, we have to reduce

[0:28:03] Voice 4: the number of goals that we've got on the go at any given time. And like I said, we're going to

[0:28:08] Voice 4: to be looking at coming up with about five projects for each of these goals. So this is going to be

[0:28:16] Voice 4: part of the discussion at this step. And again, it's a potential list of projects. It's very high

[0:28:23] Voice 4: level at this point, but it's sort of nailing down what the top priorities and directions are going

[0:28:29] Voice 4: to be for this strategic plan that we're going to be

[0:28:32] Voice 6: working on. So if we can go down to the next

[0:28:36] Voice 6: page. Now we're going to start stepping into the implementation stage.

[0:28:45] Voice 4: This is an awful lot

[0:28:46] Voice 4: sort of coming at you at once. And at this point, we're going to start nailing down what those

[0:28:52] Voice 4: projects are going to be for each of the goals that we identified in the previous step. So

[0:28:58] Voice 4: we'll have our goals and we'll have the potential project list from step three. At this point,

[0:29:05] Voice 4: we're going to again bring in the financial planning committee because we're going to have

[0:29:09] Voice 4: have to run a cost benefits analysis as we start identifying what those projects are going to look

[0:29:15] Voice 4: like. So we're going to run it on the high level goal item at this point and see whether or not

[0:29:23] Voice 4: the risk and the cost benefits makes it a worthwhile project to go after. Is it going

[0:29:31] Voice 4: to be something that can be achievable? Do we have a measuring stick that we can measure against?

[0:29:36] Voice 4: gains what are going what are what are our key performance benchmarks going to be for success

[0:29:42] Voice 4: tracking these are all questions that we're going to have to really start looking at and do we have

[0:29:48] Voice 4: the resourcing of staff to achieve the work that has to be done because remember they're the ones

[0:29:52] Voice 4: that are going to be carrying the weight of most of this work so with that

[0:30:00] Voice 4: the trustee work that we're going to and again this is just suggested stuff i'm quite sure that

[0:30:06] Voice 4: this will get shuffled around an awful lot and more things will be added or some things may be

[0:30:10] Voice 4: moot but at this point the trustees are going to have to work with staff to start creating detailed

[0:30:18] Voice 4: business plans for the goals and breaking out what those projects are going to look like

[0:30:27] Voice 4: and at this point they're still like now we're really getting into the nitty-gritty of what the

[0:30:31] Voice 4: projects are going to be for the goals. So we're going to have to make sure that the business plan

[0:30:38] Voice 4: has the outcomes, the timelines, the performance benchmarks, the total resource requirements.

[0:30:46] Voice 4: And within that, we're going to have to break out how we came to that number. So it's not just

[0:30:51] Voice 4: going to be, we need $120,000 for this project. It's going to be, we're going to need X amount

[0:30:57] Voice 4: amount of time from staff, we're going to need this consultant, we're going to need

[0:31:02] Voice 4: this resource, we're going to need this external input, so that it's actually a proper, well

[0:31:12] Voice 4: fleshed out identification of the realistic costs of a project, rather than a round number.

[0:31:23] Voice 4: We're then going to have to confirm that the projects and the key milestones are achievable

[0:31:29] Voice 4: under the current year budget so the the work that we're going to be planning for

[0:31:34] Voice 4: the first part is going to be realistic and also that the life of the project we're going to have

[0:31:42] Voice 4: to take a look at is this going to require a larger budget um for the project than we've

[0:31:50] Voice 4: currently planned in our five-year plan because if it is we're going to have to sell this to our

[0:31:58] Voice 4: constituents for a tax hike, which is not something that we wouldn't do, necessarily.

[0:32:06] Voice 4: But that's a conversation that we should have at this point. You know, what's the appetite

[0:32:10] Voice 4: for an increase for this project, it could be good, or it could be negative. So these

[0:32:16] Voice 4: are these are conversations that are going to have to be had at this point. And what

[0:32:21] Voice 4: it could mean is that rather than having it in a four year project, we might this might

[0:32:26] Voice 4: be a time that we'd say okay this might be a six-year project so we can spread out the cost

[0:32:33] Voice 4: of the project spread out the resource usage of staff so these are the types of conversations or

[0:32:41] Voice 4: it could be this is actually going to be a much shorter project than we originally thought we

[0:32:47] Voice 4: might be able to fit in another goal later on down the road at this point again um like i said we're

[0:32:54] Voice 4: We're going to run the cost benefit and the risk analysis.

[0:32:57] Voice 4: And the cost benefit could be this is going to have a great environmental impact to our islands and it makes it a really worthwhile project to go after.

[0:33:09] Voice 4: Or it could be this will help fix a portion of the housing issue.

[0:33:17] Voice 4: This is a really worthwhile project to go after.

[0:33:19] Voice 4: so these are sort of it doesn't when I say cost benefits analysis some people may think that it's

[0:33:25] Voice 4: what is the end bottom dollar it's not it's the end benefit to us because we're not we're not in

[0:33:31] Voice 4: that position and the risk analysis could be we can't we can't identify milestones to tell us that

[0:33:39] Voice 4: we can close this project we can't identify what the end benefit is going to be while we understand

[0:33:45] Voice 4: that the concept is really good, but we can't measure it.

[0:33:50] Voice 4: So if we can't measure it

[0:33:52] Voice 4: and we can't say when it's completed,

[0:33:54] Voice 4: is this something worth pursuing?

[0:33:56] Voice 4: Or could this be an endless vortex

[0:33:57] Voice 4: for money and staff resources?

[0:34:01] Voice 4: So these are the types of conversations

[0:34:03] Voice 4: that we're intending to have at this stage.

[0:34:08] Voice 4: The staff work at this point,

[0:34:11] Voice 4: let me scroll down a wee bit,

[0:34:14] Voice 4: is to create the outline of a work plan

[0:34:16] Voice 4: based on the business plans that we're creating.

[0:34:20] Voice 4: And also an initial hourly staff estimate.

[0:34:23] Voice 4: And it's an estimate for the, and I'm going to say in my experience working with, one second, I have to plug my computer in.

[0:34:36] Voice 6: Apologies.

[0:34:37] Voice 6: Let me find the right cord.

[0:34:49] Voice 6: I'm just going to reposition myself over here.

[0:34:59] Voice 6: I'm trying to turn so you don't have the white window behind me.

[0:35:04] Voice 6: Okay, sorry about that.

[0:35:08] Voice 4: Yeah, so the, so my experience working with various companies that did staff hourly estimates as a new thing. It took a minimum of two years to be able to start estimating with anything close to a 10 to 15% accuracy so like I said, I'm going to say that

[0:35:30] Voice 4: like when we start doing these initial hourly estimates

[0:35:33] Voice 4: against the projects are gonna be way off.

[0:35:34] Voice 4: They're gonna be way too high or way too low

[0:35:36] Voice 4: and that's normal.

[0:35:39] Voice 4: But as we keep doing this, we will get better at it.

[0:35:43] Voice 4: So the output from this step

[0:35:46] Voice 4: will be a high level strategic plan that's got our goals

[0:35:51] Voice 4: and the key identified projects

[0:35:53] Voice 4: to achieve within the next four years.

[0:35:56] Voice 4: We're also going to, as part of the work

[0:35:58] Voice 4: that we're going to be doing

[0:35:59] Voice 4: as we're going through the projects

[0:36:00] Voice 4: is identifying the initial key milestones for those projects.

[0:36:04] Voice 4: So those will be identified at this step,

[0:36:06] Voice 4: as well as the timelines and the staff commitments.

[0:36:09] Voice 4: And this is the level of document that will be ready for public release

[0:36:13] Voice 4: when it's time.

[0:36:16] Voice 4: We'll have the cost-benefits analysis and the risk assessment per project.

[0:36:21] Voice 4: And we'll have a budget allocation and confirmed staff hours per project.

[0:36:26] Voice 4: We'll also start working on the work plan document outline,

[0:36:29] Voice 4: which will be refined in the next step.

[0:36:30] Voice 4: So again, I'm just going to reiterate the amount of work that we're planning on here is that there'll be three to five goals with a maximum of three projects per goal and five milestones per project at any given time.

[0:36:45] Voice 4: So that'll be about, what

[0:36:49] Voice 6: did I say that was?

[0:36:53] Voice 6: I had a number, but I can't remember.

[0:36:56] Voice 6: I think, yes, we have like 15 projects.

[0:37:03] Voice 6: Right now on

[0:37:04] Voice 4: our strategic plan, we've got 28.

[0:37:06] Voice 4: 28. And as we've seen, that is way too much. It's way, way too much. So while this may seem small,

[0:37:15] Voice 4: realistically, the amount of time that's required, if we can reduce this, then we can have really

[0:37:21] Voice 4: good work coming out. We can have focused work coming out. And if we're able to work our way

[0:37:28] Voice 4: through this quickly, we can add more in. But if we add too much on in the beginning,

[0:37:33] Voice 4: the quality of work that we get out at the end isn't necessarily the

[0:37:39] Voice 6: level of quality that we

[0:37:42] Voice 6: would desire and that's our fault for overloading

[0:37:50] Voice 4: the amount of work that we're asking staff to do

[0:37:53] Voice 4: so us as trust council we need to dial that back and allow staff to do the best work that they can

[0:38:00] Voice 4: because they want to and they're trying to and we're not giving them the space to do it and that

[0:38:07] Voice 4: That also means that the taxpayers are paying for endless rounds because we're not measuring

[0:38:12] Voice 4: and we're not doing the upfront work

[0:38:17] Voice 6: responsibly as Trust Council.

[0:38:21] Voice 6: So if we can scroll down a little bit further.

[0:38:26] Voice 4: And again, just saying that all of this work has to remain within those budget caps and

[0:38:32] Voice 4: the availability of staff hours.

[0:38:34] Voice 4: So this is going to come up all the time.

[0:38:36] Voice 4: We're going to have many layers where we're going to review against this.

[0:38:42] Voice 4: So step five of the implementation section is to start developing the milestones.

[0:38:48] Voice 4: So here we're going to start getting into the

[0:38:51] Voice 6: smart milestones and looking

[0:38:58] Voice 4: at the activities

[0:38:59] Voice 4: and the how we're going to be measuring success against those activities so that we can sorry my

[0:39:06] Voice 4: dog's starting to sing. We're going to run rerun the cost benefits analysis because at this point

[0:39:12] Voice 4: we're going to start getting into the more detailed information is really going to start

[0:39:15] Voice 4: getting fleshed out and now we're going to have a better handle of what this is actually going to

[0:39:20] Voice 4: cost us both in monetary taxation dollars as well as staff resources again reconfirm that we have

[0:39:30] Voice 4: the staff availability and either extend the timelines or reduce the scope as needed the staff

[0:39:38] Voice 4: work here would be to request that they design and lead a process to guide Trust

[0:39:45] Voice 4: Council in developing the SMART project milestones for the upcoming year. So at

[0:39:51] Voice 4: this point we're now looking at the first year of work and those milestones,

[0:39:56] Voice 4: SMART milestones, should be done in quarterly chunks every three months.

[0:40:01] Voice 4: That we should be able to put a stake in the sand and say we should be here by

[0:40:06] Voice 4: now. We should have this report by now. We should have this answer by now. It doesn't

[0:40:13] Voice 4: have to be a large goal, but it has to be measurable. And we have to make sure that

[0:40:19] Voice 4: as we're going along, so it can be a fairly short report or it could be detailed depending

[0:40:24] Voice 4: on the work that's being done. But the point here is that as trust counsel, we're saying,

[0:40:30] Voice 4: yes, you're we're heading in the right direction. You've understood our direction. You've understood

[0:40:35] Voice 4: understood uh where we were intending this work to go and as we've seen or i've seen in

[0:40:43] Voice 4: in corporate you give a detailed instruction somebody's misread it and they've misinterpreted

[0:40:49] Voice 4: the direction that you've asked them to go in it's nobody's fault it's just how language works

[0:40:53] Voice 4: and they've gone on a different route so it's really good to be able to remain agile and timely

[0:40:59] Voice 4: and bring them back before it's gone on too far because you don't want to bring them back after a

[0:41:04] Voice 4: years worth of work when they feel that they've closed the project you want to redirect them

[0:41:09] Voice 4: and do a small directional change rather than a big directional change that's why we're suggesting

[0:41:16] Voice 4: every three months it's a check-in point okay

[0:41:20] Voice 6: so we can scroll down a little bit further

[0:41:23] Voice 6: so what we're asking of staff here is that

[0:41:33] Voice 4: they confirm that the estimate originally provided is

[0:41:37] Voice 4: still accurate, and if not, readjust it. And we're going to readjust our stuff as well.

[0:41:43] Voice 4: So as we start bringing in the layers of information, as we start breaking down into the details

[0:41:48] Voice 4: of it, we're going to be doing adjustments. And then we'll start updating the strategic

[0:41:54] Voice 4: plan by project with the detailed SMART milestones for the upcoming year. And this is for the

[0:42:00] Voice 4: year that we've just received our budgeted amount for. So we're going to make sure that

[0:42:05] Voice 4: we're going to fit things in within that budget. We're going to fit things in within the available

[0:42:09] Voice 4: hours that we were told that we had in those various buckets for that upcoming year. Then

[0:42:15] Voice 4: that came out of the SWOT analysis at step two, where staff said, these are how many people we've

[0:42:22] Voice 4: got. These are our vacancies. These are our gaps. This is what we can do this year. And then the

[0:42:30] Voice 4: output of this will be the detailed strategic plan that has our three to five goals, our three

[0:42:36] Voice 4: projects per goal, and our five key milestones per project, and the upcoming one year of

[0:42:45] Voice 4: the comprehensive quarterly milestone work.

[0:42:49] Voice 4: And then we'll have a report.

[0:42:51] Voice 4: So once this is rolling, we'll then have a separate report that tells us what the previous

[0:42:58] Voice 4: quarterly milestones, achievements, and benchmarks were, and how they lined up against the budget

[0:43:04] Voice 4: and staff tracking.

[0:43:04] Voice 4: so we can see how we're doing on our estimating okay

[0:43:09] Voice 6: now

[0:43:10] Voice 4: if we scroll down we then get into the

[0:43:13] Voice 4: iterative work which is the ongoing quarterly milestones so each quarter when we get the work

[0:43:24] Voice 4: report from staff we get to take a look at where we are we get to adjust what we need to adjust

[0:43:34] Voice 4: either staff hours, the timeline, if more work was required to get to that milestone than was

[0:43:41] Voice 4: previously anticipated, then we get to make those adjustments as we go through. If it looks like

[0:43:47] Voice 4: we're running into scope creep, as in there are items that are coming in in order for us to

[0:43:53] Voice 4: complete this project, or good to do, or this is a great idea that seems to be creeping into the

[0:43:59] Voice 4: project we have to stop and we have to say um is it necessary what's the impact of the scope creep

[0:44:06] Voice 4: going to be on the end deliverable what's the cost impact on the scope creep both on the budget and

[0:44:13] Voice 4: staff hours and how is this going to affect the overall delivery we need to start really taking

[0:44:20] Voice 4: a look at the impact that this that this that these blowing in and scope creep items have on

[0:44:26] Voice 4: on our end commitments.

[0:44:29] Voice 4: So things that we can do at that point is if necessary,

[0:44:34] Voice 4: we run a cost benefits analysis and risk analysis,

[0:44:39] Voice 4: taking a look to see if we're running over or under budget.

[0:44:43] Voice 4: Is this something that we can fit in?

[0:44:46] Voice 4: If the project is understaffed

[0:44:48] Voice 4: and they're not able to meet the milestones

[0:44:51] Voice 4: because they've got other work that came up,

[0:44:55] Voice 4: then we start to look at rerunning the priority list

[0:44:59] Voice 4: list that we've got on their plate and what we're going to do then or what we should do is take a

[0:45:05] Voice 4: look at the items and say you know what this is now the real priority list this is what we need

[0:45:09] Voice 4: you to focus on and we come to an agreement on that there could also be items where we're taking

[0:45:18] Voice 4: a look at a project and we've redone a cost benefits analysis and we say you know what this

[0:45:23] Voice 4: was a great idea it seemed like it was going to have a good output we're now learning that it's

[0:45:29] Voice 4: a never-ending vortex and the output is going to be small do we stop this project and there are

[0:45:36] Voice 4: times when we should take a look at things and say we need to stop and go back to the planning board

[0:45:41] Voice 4: and figure out

[0:45:42] Voice 6: what we intend to achieve and then for the staff work so the staff are also going to

[0:45:57] Voice 4: be sitting there and saying to us this is achievable or this is not achievable we are going

[0:46:03] Voice 4: to need to hire somebody new or this is absolutely achievable within the hours that we've said

[0:46:11] Voice 4: and we're fine and they're also going to do the staff report on the active projects and the

[0:46:17] Voice 4: milestone activities from each of the quarters so this will keep going on on a quarterly basis

[0:46:22] Voice 4: until the project is finished so the output will be the staff report on the previous quarter

[0:46:30] Voice 4: We'll also have a priority management process based on the updated council and operational

[0:46:38] Voice 4: priorities for the remaining quarters and we'll update the strategic yearly plan as

[0:46:44] Voice 4: needed with the adjusted milestones.

[0:46:50] Voice 6: And then the final step is to close the project.

[0:46:53] Voice 6: In closing the project, we're going to do a lessons learned.

[0:46:59] Voice 4: So what went well, where did we have room for improvement?

[0:47:03] Voice 4: improvement? Was it on, under, over budget? Did we estimate staff hours correctly? And

[0:47:11] Voice 4: if it does close mid-project, we have to give the reasoning why. And the staff report will

[0:47:21] Voice 4: have the total number of hours used against the project, whether they came in on estimate,

[0:47:26] Voice 4: and the total project spend, again, whether it was on, over, whether the performance benchmarks

[0:47:33] Voice 4: marks were met, and that's part of our

[0:47:35] Voice 6: work as well. And then the output of that will be a project

[0:47:41] Voice 6: closure report.

[0:47:46] Voice 4: And those are the steps that we've discussed. And this is sort of, like I said,

[0:47:50] Voice 4: a very high-level document, sort of delivered in a hopefully clear, simple manner. So I'll open it

[0:47:58] Voice 4: up for questions now. I'm sure that there's going to be plenty. Or

[0:48:04] Voice 4: are we going to go to staff?

[0:48:07] Trustee Bernardo (probable): Yes, well, yes, I think it's sufficiently involved here.

[0:48:13] Trustee Bernardo (probable): I actually think the staff contribution will actually, I'm hoping, will help the question and answer process go more efficiently in the sense that it will add a necessary component to what you've just mentioned, Trustee Evans.

[0:48:29] Trustee Bernardo (probable): Evans. But before we hear from the CEO, I want to commend and thank you and the rest of the

[0:48:35] Trustee Bernardo (probable): working group for what can only, I think, be described as a very impressive amount and depth

[0:48:44] Trustee Bernardo (probable): of work that's been completed in quite a short period of time. We've been given a lot to digest.

[0:48:51] Trustee Bernardo (probable): I don't think we're going to be able to digest it all today, but that's okay,

[0:48:54] Trustee Bernardo (probable): Because I think from the high-level review we've just received, we can see that, you know, the outlines here of a fundamental difference from our current planning and budgeting processes.

[0:49:07] Trustee Bernardo (probable): First, this new process that would emerge, it merges strategic planning and budgeting into a single process.

[0:49:16] Trustee Bernardo (probable): It creates a permanent ongoing dialogue between planning and budgeting.

[0:49:21] Trustee Bernardo (probable): I think that's pretty clear. And more than that, if we're following what Christina was saying, you can see that this is fundamentally being driven by the trustees at every stage here.

[0:49:37] Trustee Bernardo (probable): It means deeper engagement and, frankly, more work by trustees in deciding objectives and projects.

[0:49:44] Trustee Bernardo (probable): projects. It also means that we're going to be constraining ourselves. In fact, the only way

[0:49:53] Trustee Bernardo (probable): this type of thing works is if we constrain ourselves to only choosing those projects

[0:49:57] Trustee Bernardo (probable): initiatives that are supportable by existing resources. It's all aimed at creating a balance

[0:50:04] Trustee Bernardo (probable): between the work the Islands Trust does and the resources it has. That has implications for our

[0:50:11] Trustee Bernardo (probable): decision-making processes, which is why we need to now hear from the CEO, who has actually got

[0:50:18] Trustee Bernardo (probable): some important things to say about that. So over to you, Russ. Thank you.

[0:50:23] Voice 4: Sorry, if I can just interrupt. There's one thing that I didn't really touch on here,

[0:50:27] Voice 4: and that was the involvement of the Regional Planning Committee, because they're the ones

[0:50:34] Voice 4: that deal with the big projects. So they're very integral in this as well. And I apologize that I

[0:50:39] Voice 4: I didn't really flesh that out in my discussion here,

[0:50:42] Voice 4: but at each of the steps, they're integral

[0:50:44] Voice 4: because they're looking at the amount of work

[0:50:47] Voice 4: coming up from the LTC, which is really important,

[0:50:51] Voice 4: versus the projects that are being created

[0:50:54] Voice 4: by the Trust Council.

[0:50:57] Voice 4: So they have to, at each step, also be in there

[0:51:00] Voice 4: and say which items are, how much room we've got left.

[0:51:05] Voice 13: Right. Thank you for that.

[0:51:07] Voice 13: C.A.L.?

[0:51:08] Voice 13: okay

[0:51:11] Voice 12: good morning everyone uh what i'm going to speak to right now is not what the um i'm

[0:51:17] Voice 12: offering um no opinions right now on the on the presentation you've had um it's speaking to what

[0:51:23] Voice 12: i would say is a companion consideration associated with the irons trust really developing the ability

[0:51:28] Voice 12: to um control its work um achieve the goals that it has outlined that it wants to achieve over a

[0:51:37] Voice 12: given period of time and with some finite resources and that companion piece and it's

[0:51:42] Voice 12: something that i have discussed with the with the subgroup and that came up in conversation along

[0:51:47] Voice 12: with this is the notion of decision making at the islands trust and i just created a just a briefing

[0:51:54] Voice 12: here with some initial thoughts um you know this is a staff created work uh but i'm hoping that

[0:52:01] Voice 12: But it travels with this document or with whatever process that the Islands Trust eventually adopts for its strategic or corporate planning process.

[0:52:12] Voice 12: Because no matter what process you develop, if we don't have a strong decision-making function, it will challenge success, no matter what the different approaches are.

[0:52:24] Voice 12: So I'm not saying this is comprehensive, but I think it's enough to think about.

[0:52:27] Voice 12: And eventually, if this is taken up by one of the committees or EC or someone, they would say, you know, do some more thinking and work on this.

[0:52:37] Voice 12: So I'll just briefly go over three or four considerations that I think come to play.

[0:52:43] Voice 12: The first is that some sort of decision making framework when we're making a significant decision at the Allens Trust,

[0:52:49] Voice 12: it's generally more than simply a financial decision. That's a very important element.

[0:52:55] Voice 12: element and it's often more important than like one or two people who are interested in this

[0:53:00] Voice 12: project we need to have criteria associated with that relate importance so that when trustees make

[0:53:10] Voice 12: a decision they can see whether this is related to the object is it related to a strategic plan

[0:53:16] Voice 12: consideration is it related to first nations principles that we have to be aware of because

[0:53:20] Voice 12: we're making a decision that's impactful so criteria um that are aligned need to be added

[0:53:27] Voice 12: to the to a decision-making framework at the various committees and trust council in my opinion

[0:53:33] Voice 12: are we undertaking structured decision making getting information

[0:53:38] Voice 12: testing that information looking at the options selecting a best option doing that in a transparent

[0:53:45] Voice 12: manner. We do have policy around how decisions are made and around natural justice. Are we going

[0:53:51] Voice 12: to utilize those or amend our policy? It's a 213. Are we satisfying the hearing impartiality and

[0:53:59] Voice 12: evidence rule as we make these big decisions? You know, when I go out and travel and speak

[0:54:04] Voice 12: with other CAOs, they go, one of the biggest challenges we have is this quarterly decision

[0:54:09] Voice 12: decision-making framework. So we have trust council and let's just work backwards.

[0:54:16] Voice 12: Trustee makes a decision. Prior to that, staff make a report. Prior to that, an agenda was

[0:54:21] Voice 12: created. Prior to that, EC had to approve the agenda. Prior to that, a sponsoring committee

[0:54:26] Voice 12: or a trustee had to come up with something and get some staff advice and initial writing on it.

[0:54:31] Voice 12: It looks like three months, but it's not. Each one of those bodies, there's too many

[0:54:37] Voice 12: decision-making moments or the it's a challenging amount of decision-making moments for the outcome

[0:54:44] Voice 12: at the end of the day so what is the root and sequence of decision making how can we look at

[0:54:49] Voice 12: that and make that more effective and efficient um the distinction between authority and responsibility

[0:54:55] Voice 12: i won't talk about authority because we can all read where authority lies at the islands trust

[0:55:00] Voice 12: However, if everything ends up at Trust Council equally and the debate just starts, we're lacking some of the responsibility for positing an idea to the rest of Trust Council.

[0:55:20] Voice 12: And I would suggest that the committees would be a very strong place to expedite the process and make strong recommendations.

[0:55:30] Voice 12: that way a lot of the work is done before it hits the trust council table um that but trust council

[0:55:39] Voice 12: has to give the committees sort of that responsibility you look through the five ocps

[0:55:44] Voice 12: that are up for you know staff has recommended these five really need work

[0:55:50] Voice 12: one of our committee regional planning committee looks through and says yes based on the criteria

[0:55:55] Voice 12: we've already established to help us make this decision we think these three are the best and

[0:56:01] Voice 12: And maybe the sponsoring LTCs, they speak to that issue as well, and they speak in front of Trust Council.

[0:56:08] Voice 12: But that allows us to make choices between things that are dissimilar but of equal value.

[0:56:14] Voice 12: How do we communicate to Trust Council?

[0:56:16] Voice 12: Staff reporting is just one element.

[0:56:19] Voice 12: But often, for those of you who have been at Trust Council a lot, it's just the staff will do a report perhaps, and then there's a silence, and then we move into motions fairly quickly.

[0:56:29] Voice 12: And I understand that's the right of an elected official, but there are opportunities for champions for initiatives or sponsors of initiatives.

[0:56:38] Voice 12: Perhaps it's the chairs of the various committees, but that is not a role that's been traditionally developed at the Allens Trust.

[0:56:48] Voice 12: It's gone all the way from sort of perfunctory sort of reporting all the way to a single initiative.

[0:56:56] Voice 12: but how do you communicate the importance of something?

[0:56:59] Voice 12: If you've looked at it in a committee for a long time,

[0:57:02] Voice 12: how do you communicate it to someone on Trust Council

[0:57:04] Voice 12: who has no idea about it other than the staff reporting?

[0:57:08] Voice 12: What is the pre-work before we start doing the work

[0:57:13] Voice 12: that we need to identify

[0:57:14] Voice 12: and how much will we invest in that?

[0:57:17] Voice 12: I think is a question that needs to be asked.

[0:57:19] Voice 12: How we make competitive ideas,

[0:57:22] Voice 12: how are competitive ideas presented and communicated?

[0:57:27] Voice 12: I think we all have noticed, certainly I have in the last term, some trustee-sponsored RFDs or decisions made based on citizens coming and speaking to Trust Council, and then within a matter of days or fairly quickly, it's not reverted for staff advice or getting information, but a decision is made, and funds are allocated on a de facto basis to that work.

[0:57:53] Voice 12: I've been in a number of examples of significant projects that have been started that way.

[0:57:59] Voice 12: I think there should be caution, especially because there's so many of you who make decisions

[0:58:03] Voice 12: and so many different committees and limited staff.

[0:58:08] Voice 12: And finally, this item nine really speaks to, this gets evidenced a lot at FPC, but

[0:58:16] Voice 12: But a big decision needs to be set in both the staff reporting, the financial implications, and an actual mechanism to say, okay, now we're going to make a decision.

[0:58:31] Voice 12: And does everyone have the information they need and proceed?

[0:58:36] Voice 12: And it'd be perhaps less by a motion from a particular perspective that starts the conversation and then it goes.

[0:58:44] Voice 12: knows, a structured decision doesn't start off with a specific interest identified and then the

[0:58:49] Voice 12: whole group goes with that interest. It still stays high enough to absorb somebody's commentary

[0:58:54] Voice 12: and work its way through the problem. I think that could be a value for particularly when you

[0:58:59] Voice 12: have 26 decision makers. And I would argue that a structured decision-making process

[0:59:03] Voice 12: ultimately is quicker. And the reason I say that, you'll see this at LTCs quite a bit as well,

[0:59:09] Voice 12: is that a question that's already been determined with no new event happening will get reconsidered

[0:59:18] Voice 12: quite often so there's a rigor associated with well we've we've in our funnel we've made our

[0:59:23] Voice 12: first decision we don't go back and revisit that decision unless there's a fundamental change in

[0:59:28] Voice 12: something new decisions are based on moving forward over time and the once we collectively

[0:59:34] Voice 12: agree and vote we're moving forward um so those are just nine or ten ideas around decision making

[0:59:40] Voice 12: that um i think uh would warrant some reflection and should be um or i would recommend be tagged

[0:59:47] Voice 12: on to um whatever ultimately um process of corporate planning that the trust ends up

[0:59:53] Voice 12: adopting so there's a fast walk through um a companion piece and i'm just hoping that gets

[0:59:59] Voice 12: gets taken up.

[1:00:00] Voice 12: some point by the perhaps the governance committee um or uh executive committee or trust council as

[1:00:06] Voice 12: a whole thanks uh

[1:00:08] Trustee Bernardo (probable): thank you ca for that and uh i think that is your comments uh and your briefing

[1:00:15] Trustee Bernardo (probable): note are um things that need to be taken uh seriously you've called it a companion um

[1:00:26] Trustee Bernardo (probable): I tend to agree, but I'm inclined to use stronger language. It seems to me that you're very much caught and gone to a very strong implication that would follow from adopting a unified planning process, planning and budgeting process.

[1:00:44] Trustee Bernardo (probable): process, if we're going to unify that, if we go in that direction, it's hard to see how it could

[1:00:51] Trustee Bernardo (probable): be implemented unless we adopt ancillary policy changes on how we make decisions to take us in

[1:00:59] Trustee Bernardo (probable): the direction of structured decision-making as you've described it. If we're going to match

[1:01:06] Trustee Bernardo (probable): resources or decisions resources you know it obviously it means it seems to

[1:01:13] Trustee Bernardo (probable): me it means an end to spontaneous spending decisions bubbling up from the

[1:01:16] Trustee Bernardo (probable): floor and as you've just mentioned it also means an end to sort of repeated

[1:01:23] Trustee Bernardo (probable): carping about issues that have already been decided in the past and as also

[1:01:30] Trustee Bernardo (probable): you've mentioned to be efficient at quarterly mean meetings it means that

[1:01:34] Trustee Bernardo (probable): that trust council, there's gonna have to be

[1:01:36] Trustee Bernardo (probable): a certain amount of filtering of decisions

[1:01:37] Trustee Bernardo (probable): by the committees and reliance and trust

[1:01:40] Trustee Bernardo (probable): by the trust council on the work of committees

[1:01:43] Trustee Bernardo (probable): done along those lines.

[1:01:44] Trustee Bernardo (probable): All of which in turn, I think suggest at some point,

[1:01:49] Trustee Bernardo (probable): the development of different guidance

[1:01:51] Trustee Bernardo (probable): to chairs of committees and indeed the chair

[1:01:54] Trustee Bernardo (probable): of the trust council in terms of guiding

[1:02:00] Trustee Bernardo (probable): the decision making process.

[1:02:01] Trustee Bernardo (probable): process uh that's me editorializing as I want to do uh I'm going to stop doing that before I annoy

[1:02:08] Trustee Bernardo (probable): people any further and I'll open the floor to comments uh because uh there's a lot here so

[1:02:14] Trustee Bernardo (probable): please uh

[1:02:15] Voice 6: let's start discussing this trustee Patrick I

[1:02:25] Trustee Patrick (probable): just thought what would be helpful is

[1:02:27] Trustee Patrick (probable): if you go back to page five of the agenda package the picture that we stole from the district of

[1:02:33] Trustee Patrick (probable): sanich that has because some people some questions are what's the strategic plan versus the corporate

[1:02:39] Trustee Patrick (probable): plan and it's the picture that's the circle there up to the upper uh right one there yep that one

[1:02:46] Trustee Patrick (probable): it just shows that this the strategic plan is the center it's the focus and the corporate plan is

[1:02:52] Trustee Patrick (probable): the whole process so it's the you know the inputs that go into it and it's the uh you know the

[1:02:57] Trustee Patrick (probable): fundamental outputs which is your reporting your financial planning and your department planning so

[1:03:02] Trustee Patrick (probable): So I just thought it'd be helped to distinguish that when we,

[1:03:05] Trustee Patrick (probable): because we sometimes use corporate and strategic together in the same

[1:03:09] Trustee Patrick (probable): sentence. It's, it's this picture is,

[1:03:11] Trustee Patrick (probable): I think the demonstrates what we were working on.

[1:03:18] Voice 7: Director Mott.

[1:03:21] Voice 5: Thanks

[1:03:22] Voice 1: chair. I just want to echo what trustee Patrick has said.

[1:03:25] Voice 1: So one of the things that still needs to be worked on in,

[1:03:29] Voice 1: in this process is a tie into what we have here,

[1:03:32] Voice 1: a draft strategic plan to the financials and the five-year financial plan.

[1:03:36] Voice 1: So the corporate plan really is two things.

[1:03:39] Voice 1: It's your strategic plan, which is the starting point

[1:03:42] Voice 1: and it drives everything.

[1:03:43] Voice 1: The strategic plan consists of goal setting

[1:03:46] Voice 1: and then a plan to implementation planning.

[1:03:49] Voice 1: And then a fallout of that is your five-year financial plan

[1:03:52] Voice 1: and your detailed one-year annual budget.

[1:03:55] Voice 1: So that piece, as you can see,

[1:03:56] Voice 1: still needs to be worked on here.

[1:03:58] Voice 1: Inside this document, there is some commentary

[1:04:00] Voice 1: around budget driving certain goals and certain projects.

[1:04:04] Voice 1: projects. In the public sector space, things often look a little, well, they do look a little

[1:04:09] Voice 1: bit differently. It's more your plans for service levels, your plans for work that drive your five

[1:04:15] Voice 1: year financial plan and drive your budget. It's an iterative process. Of course, when you, you

[1:04:22] Voice 1: know, if you make a plan and you've got six goals and you've got three projects for each of those

[1:04:26] Voice 1: goals, if that then means you've got a budget of $20 million, you need to revisit your strategic

[1:04:31] Voice 1: strategic plan and your implementation plan. So it's an iterative process, but essentially the

[1:04:35] Voice 1: strategic plan comes first, it feeds into the financial plan, and that piece still needs to

[1:04:40] Voice 1: be contemplated here.

[1:04:42] Trustee Bernardo (probable): And along those lines, if I could follow up with a question for you,

[1:04:49] Trustee Bernardo (probable): it seems to me that bringing together the budgeting together with this, you know, we call it

[1:04:57] Trustee Bernardo (probable): the strategic plan at the center of it, but I wouldn't want people to get the idea that, you

[1:05:03] Trustee Bernardo (probable): know there's a whole bunch of thinking you develop a strategic plan and then it's sitting there like

[1:05:07] Trustee Bernardo (probable): this ten commandments from which everything flows as you've mentioned it's iterative there is a kind

[1:05:12] Trustee Bernardo (probable): of a back and forth as christina was at pains to explain that uh it is iterative in the sense that

[1:05:19] Trustee Bernardo (probable): there's this constant dialogue between strategic thinking and resource constraints that's going

[1:05:26] Trustee Bernardo (probable): going back and forth and the strategies informed

[1:05:30] Trustee Bernardo (probable): by resources and resources are allocated

[1:05:34] Trustee Bernardo (probable): according to strategy to be most cost-effective

[1:05:37] Trustee Bernardo (probable): for strategy, at least that's how I'm understanding it.

[1:05:40] Trustee Bernardo (probable): My question for you, Director Mox is it seems to me

[1:05:44] Trustee Bernardo (probable): that implies that there will have to be changes

[1:05:46] Trustee Bernardo (probable): in the budgeting decision process

[1:05:52] Trustee Bernardo (probable): process that is going to have to be adapted to, in a sense, open itself up to this iterative

[1:05:59] Trustee Bernardo (probable): process? Like what we're doing now, the various stages we have now in terms of budgeting,

[1:06:05] Trustee Bernardo (probable): will have to change. Is that fair? I think it

[1:06:12] Voice 1: is fair. I think when a strategic plan is being

[1:06:17] Voice 1: developed and you've got your implementation plan, there does have to be some understanding

[1:06:22] Voice 1: understanding of sort of high level budgeting that might fall out of that, and then as you, and then attached to that would be a more detailed one year implementation plan that feeds your annual budget.

[1:06:33] Voice 1: And then if you get to the place where your budget setting and you do identify that, you know, you're going to need too many financial resources, you would have to adjust that might mean revisiting your, your projects and your goals within the budget

[1:06:48] Voice 1: budget process itself, there will, as you identify, need to be some changes. I think it's going to be

[1:06:53] Voice 1: a higher level analysis and information that needs to be provided to trustees. But a lot of that

[1:06:59] Voice 1: information might already be built into the strategic plan. So I think some of that information

[1:07:03] Voice 1: might be front loaded.

[1:07:05] Trustee Bernardo (probable): All right. Thank you. I saw before that Trustee Elliott had her hand up,

[1:07:09] Trustee Bernardo (probable): but then she put it down. Do you still want to raise an issue, Trustee Elliott?

[1:07:13] Voice 2: Well, yeah,

[1:07:14] Voice 2: Yeah, I have a lot of questions just because I'm really new to this, but I'll focus on just one for now.

[1:07:21] Voice 2: The difference between a public sector strategic plan and sort of a corporate, let's say, company driven plan where maybe your income or your revenue is fixed or more well known.

[1:07:37] Voice 2: own. So, Director Mobs, you talked about some of the goals in the public sector

[1:07:46] Voice 2: organizationally might be different in terms of service and maybe not tied to budget. So that's

[1:07:51] Voice 2: one question. What's the difference there? And then what does agility mean when our inputs in

[1:08:00] Voice 2: terms of revenue could change? Because like the provincial government suddenly decides to

[1:08:05] Voice 2: to dump a billion dollars into a project that aligns with our strategic plan and suddenly we

[1:08:12] Voice 2: actually have money to access which so I mean it's a reverse of a problem of not having enough

[1:08:19] Voice 2: money but that then throws your projects and goals and milestones out of whack because suddenly

[1:08:25] Voice 2: you're chasing other priorities in the political landscape because you know another level of

[1:08:32] Voice 2: government has made a decision about what's important to them but it happens to align with

[1:08:36] Voice 2: us but not our timelines it throws everything out of whack so anyway lots of questions but

[1:08:40] Voice 2: great work and i'm super enthusiastic to learn how we can make this um work for the islands trust

[1:08:49] Trustee Bernardo (probable): the question is directed at uh director mobs uh but i'm going to let director mobs answer

[1:08:56] Trustee Bernardo (probable): the question but only after we hear from trustee evans because i think it's implicit in some of

[1:09:01] Trustee Bernardo (probable): of the things that she said before that some of the questions that Trustee Elliott raised, I think

[1:09:05] Trustee Bernardo (probable): Trustee Evans can address in addition to whatever else that you wanted to say, Trustee Evans. So

[1:09:10] Trustee Bernardo (probable): let's go with you first, Trustee Evans.

[1:09:13] Voice 4: Thank you. I was just going to say the items that

[1:09:18] Voice 4: Staff MOPS is bringing up are already built into what we've just discussed. So at the beginning

[1:09:24] Voice 4: and the first steps, the first two steps where we're looking at the external and the internal

[1:09:30] Voice 4: analysis that we're looking at and we're going to start developing what those goals are

[1:09:35] Voice 4: we're looking at these those items that are coming from outside we're looking at potential

[1:09:42] Voice 4: projects that could be larger that could have a tax implement implication going forward so

[1:09:49] Voice 4: those are items that feed into our strategic plan and then once we get into the iterative stages

[1:09:56] Voice 4: stages where we're looking at that one year portion where we're looking at those smart goals

[1:10:04] Voice 4: that's where we have to tie it into the budget that's been allocated for that year

[1:10:09] Voice 4: so the items that happen before that will feed into the five-year budget so we'll have to have

[1:10:14] Voice 4: a look at that five-year budget and that's where we're taking a look to see whether or not we're

[1:10:18] Voice 4: going to have to adjust that five-year financial budget and increase it based on some of these

[1:10:24] Voice 4: projects that are going to be needed. Your question, Trustee Elliott, about government

[1:10:31] Voice 4: mandates or money flowing in, those items will have to be dealt with once they land on our

[1:10:37] Voice 4: doorstep. But yes, if they're going to have a major impact on the strategic plan, it's still

[1:10:42] Voice 4: an iterative document and will be adjusted as needed. It's a living document. It's not set in

[1:10:48] Voice 4: stone. That's the whole point of this. It will remain a living document versus, you know, this

[1:10:54] Voice 4: this is it, end of, no changes.

[1:10:57] Voice 4: Does

[1:10:58] Voice 6: that help answer what you were looking for?

[1:11:05] Voice 7: Trustee Mobbs,

[1:11:06] Trustee Bernardo (probable): or sorry, Director Mobbs,

[1:11:08] Trustee Bernardo (probable): the question was originally, in fact, addressed to you,

[1:11:10] Trustee Bernardo (probable): so perhaps you could weigh in on that specific issue

[1:11:13] Trustee Bernardo (probable): of how to manage the much welcomed

[1:11:19] Trustee Bernardo (probable): but remote possibility that a billion dollars

[1:11:23] Trustee Bernardo (probable): will come our way.

[1:11:26] Voice 5: Oh, if a

[1:11:27] Voice 5: billion dollars comes our way, yeah.

[1:11:29] Trustee Bernardo (probable): A chunk of it, a chunk of it, a chunk of it.

[1:11:31] Trustee Bernardo (probable): You know, Trustee Elliott raised, I made a bad joke, I'm sorry, but Trustee Elliott raised an important question, which Trustee Evans did address in part, which is there could be initiatives that become a greater priority because money has suddenly become available or we can anticipate greater resources becoming available in the future.

[1:11:58] Trustee Bernardo (probable): Sure. I understood that question to be, okay, what do we do about that?

[1:12:03] Trustee Bernardo (probable): Trustee Evans has said, well, it's the whole point of this process is to have something that allows us to adapt to that type of thing.

[1:12:10] Trustee Bernardo (probable): Perhaps you could weigh in on how that would specifically perhaps be addressed on the budgetary side.

[1:12:18] Voice 1: Sure. So I guess, firstly, if money is offered to us, we're not required to take it.

[1:12:24] Voice 1: So step one, just understanding that.

[1:12:28] Voice 1: That's

[1:12:28] Trustee Bernardo (probable): heresy. That's heresy. Strike it to the record.

[1:12:31] Voice 1: It's happened in the trust past, which is the reason I bring it up.

[1:12:36] Voice 1: But usually what I'm sort of familiar with with corporate planning strategic plan is the

[1:12:43] Voice 1: goal setting phase of a strategic plan. Those long term goals are set and generally don't change.

[1:12:49] Voice 1: But the second part of the strategic plan, which is the implementation plan, can be revisited.

[1:12:54] Voice 1: so if it if you know dollars are identified uh through a grant for example and the trust um can

[1:13:01] Voice 1: see that those dollars could be useful to undertake a project to help us complete one of the strategic

[1:13:06] Voice 1: plan goals there is opportunity to adjust the the implementation plan or take on a different project

[1:13:11] Voice 1: or amend what's in there um so that second part of the strategic plan the implementation plan is

[1:13:16] Voice 1: more flexible generally than than the longer term goals in the earlier steps um and that would you

[1:13:21] Voice 1: know as trustee evan said it's just something that could be revisited um on a case-by-case

[1:13:25] Voice 1: basis as the need arises thank

[1:13:28] Trustee Bernardo (probable): you i see trustee bowen and the cao uh had their hands up and uh

[1:13:34] Trustee Bernardo (probable): i'm afraid i lost track of who had their hands up first i believe it was trustee boland but i'm not

[1:13:38] Trustee Bernardo (probable): sure no

[1:13:39] Voice 3: it was uh cao had his hand up first thank

[1:13:44] Trustee Bernardo (probable): you for that thank you for that in that uh cao

[1:13:47] Trustee Bernardo (probable): uh

[1:13:48] Voice 12: thanks a couple thoughts or maybe three brief ones i think the question from a trustee elliot

[1:13:55] Voice 12: was the nature of corporate planning in the business world or at least an element of what

[1:14:00] Voice 12: she was asking versus public sector strategic planning and what's the difference and the

[1:14:04] Voice 12: illustration was do we get extra money but there are a lot of differences and there's a lot of

[1:14:09] Voice 12: similarities i think the question might be how is what's being presented relate to a public sector

[1:14:14] Voice 12: sector body as it's doing its strategic planning and is does it have a a natural fit from my

[1:14:19] Voice 12: perspective I think there's a lot in this plan that's got a lot of great strength associated

[1:14:22] Voice 12: with it um we've had discussions where public sector strategic planning has its either its

[1:14:29] Voice 12: vulnerabilities or challenges compared to the corporate space and one is is that there's so

[1:14:34] Voice 12: many decision makers and have so many opportunities to affect the strategic plan so something can

[1:14:44] Voice 12: recycle and you can use a year's worth of work so that's one consideration on public sector planning

[1:14:49] Voice 12: the other point i'd like to make is that we're talking about the budget and strategic planning

[1:14:54] Voice 12: and i'll see if i can describe what i'm trying to say here the strategic plan is two percent of the

[1:15:01] Voice 12: budget the strategic plan is two or three percent of the budget of the islands trust or that's what

[1:15:09] Voice 12: it's traditionally been it's two three four or five hundred thousand dollars in discrete funding

[1:15:15] Voice 12: associated with strategic planning projects so we're that drives a ten million dollar entity

[1:15:21] Voice 12: so some of the discussion we have to have is is strategic planning how does that relate to

[1:15:28] Voice 12: the direction of the rest of the resources of the organization and how is that built in because we

[1:15:34] Voice 12: don't want to be reconsidering everything for the for 300 000 of expenditure what i think's

[1:15:41] Voice 12: happening with this plan is we're taking all of the resources with a given project which in the

[1:15:49] Voice 12: past some were staff resourcing that was not added in and were daylighting some of those resources

[1:15:56] Voice 12: and bringing them to bear but the budget process takes into consideration daily work administrative

[1:16:04] Voice 12: administrative work, a whole bunch of things that aren't the strategic planning process. So I just don't want us to lose that concept as we get our sequencing going. And lastly, just in general here, looking at the plan itself, the back half of it, I've mentioned this to the members of the subcommittee, the staff, like I contributed and worked through with the group, and I appreciate that opportunity. And I think this is a great place to start. The back half of this, we as staff haven't

[1:16:34] Voice 12: looked at how we would implement that or who who does what yet i think that comes later

[1:16:39] Voice 12: um once you get the framework that works for everybody and eventually you would need to send

[1:16:45] Voice 12: it back to us to go how do you really work how does how could this or something like it work

[1:16:51] Voice 12: um and that's and that's probably pending thank you i

[1:16:55] Trustee Bernardo (probable): think those last in particular those last

[1:16:57] Trustee Bernardo (probable): remarks of yours but a ceo or a helpful reminder that um we're not looking at a completed thing

[1:17:03] Trustee Bernardo (probable): thing here that there's plenty of work to be done in order to turn what's been described here is

[1:17:10] Trustee Bernardo (probable): really a direction you know it's an outline of a process filling that out is going to take a lot

[1:17:15] Trustee Bernardo (probable): of work and certainly going to take the involvement of staff to work out the new degree of the details

[1:17:21] Trustee Bernardo (probable): and with respect to that currently strategic plans taking maybe taking two percent I think

[1:17:27] Trustee Bernardo (probable): what we've heard today is a different meaning to the term strategic plan from what's been used

[1:17:33] Trustee Bernardo (probable): before, in which strategic plan will encompass all activities, it'll be 100% of the budget

[1:17:39] Trustee Bernardo (probable): is going to funnel into that. At least that's what I've heard. Trustee Boland.

[1:17:46] Voice 3: Thank you. In fact, I echo what Russ just said and what you just said, Joe. My take on this,

[1:17:55] Voice 3: and my opinion is that the entire budget is planned via this process. So if we separate,

[1:18:02] Voice 3: as we do now, the so-called strategic elements.

[1:18:08] Voice 3: And a lot of that is around OCPs, LUBs,

[1:18:13] Voice 3: and other regulatory building aspects of work that we do.

[1:18:18] Voice 3: That has a huge impact on the operational aspects

[1:18:22] Voice 3: of the Islands Trust.

[1:18:24] Voice 3: And we only see the effect on the operational aspects

[1:18:28] Voice 3: when we are either asked for more staff

[1:18:30] Voice 3: or we see some statistics.

[1:18:33] Voice 3: I think that the strategic plan in the new meaning of the word

[1:18:37] Voice 3: has to include operational aspirations, goals, milestones,

[1:18:43] Voice 3: projects to improve, change,

[1:18:48] Voice 3: recognise operational aspects of the Islands Trust.

[1:18:52] Voice 3: Otherwise, we can't make a good plan.

[1:18:56] Voice 3: We have to have knowledge of the impact of everything

[1:18:59] Voice 3: thing that we do in that kind of machinery, cogwheels are all connected view. That's one

[1:19:06] Voice 3: thing I'd like to say. The other one is that, and indeed, it's really about understanding

[1:19:14] Voice 3: the cost and the benefit in dollars and in aspirational good things that we need to know

[1:19:24] Voice 3: that so that we make a fully informed decision. With respect to RUS's structured decision

[1:19:31] Voice 3: making, I wholeheartedly agree that we could become better at making decisions. But I think

[1:19:38] Voice 3: building a framework that we all buy into, which we all understand, will make those decisions

[1:19:45] Voice 3: easier and decisions will be made more quickly. At the moment, I don't feel that we have

[1:19:54] Voice 3: a really we have a very high level view of strategically where we're going at you know

[1:20:00] Voice 3: preserve and protect and then we get down to the nitty-gritty of an individual um you know action

[1:20:07] Voice 3: or initiative and connecting it back and understanding where it sits in terms of

[1:20:12] Voice 3: priorities isn't easy for anybody so i'm hoping that that will improve but i would just one last

[1:20:18] Voice 3: thing is i really want to emphasize that the operational aspects of the trust i.e the whole

[1:20:25] Voice 3: budget has to be included in this planning process for me anyway thank

[1:20:30] Voice 6: you thank you trustee peterson

[1:20:39] Voice 6: thank you chair uh

[1:20:39] Voice 8: first of all i just like to thank the members of the working group for

[1:20:44] Voice 8: for bringing this to us and and uh really appreciate this as a starting point which

[1:20:49] Voice 8: which of course it's important to remember that this is a starting point.

[1:20:53] Voice 8: Just a couple of notes I made along the way.

[1:20:59] Voice 8: In terms of the province, you know, dropping money on our laps, you know, the flip side

[1:21:06] Voice 8: of that is things like when the province says you will now create an accessibility committee,

[1:21:13] Voice 8: committee, which generates work and financial, there's budgetary impacts on the organization

[1:21:20] Voice 8: or the riparian area regulations that we had come our way a couple of years ago.

[1:21:27] Voice 8: So there's a flip side to that where external considerations from other levels of government

[1:21:32] Voice 8: can actually force our hand to make some budgetary changes.

[1:21:38] Voice 8: So just important to keep in mind that that can also happen.

[1:21:43] Voice 8: um and yeah i i see this is a great start and i see some some challenges um in terms of of getting

[1:21:54] Voice 8: to implementation here there's going to be some some pretty significant changes that i see that

[1:21:59] Voice 8: that are um going to take some time and going to take some uh resources you know and specifically

[1:22:07] Voice 8: typically staffed the staff time estimates um for us to get honed in on that this isn't something

[1:22:15] Voice 8: um you know this is just relatively in just in the last couple of years really that that trust

[1:22:23] Voice 8: Council has been asking staff to provide um estimates or to to do tracking it's relatively

[1:22:31] Voice 8: new so I think we can expect that there's going to be some hiccups along the way and and and there

[1:22:37] Voice 8: will be some expenditure of staff time in terms of like staff time to set up and start tracking and

[1:22:45] Voice 8: and estimate these these times so just more implications and then the final thing is is

[1:22:52] Voice 8: about the structured decision making um i i really appreciate this piece uh i think there's some

[1:23:00] Voice 8: really good points there and again just good not to be a negative nelly but i'm just going to point

[1:23:07] Voice 8: out that that there are some challenges in embracing something like this um

[1:23:13] Voice 8: not to say that there are lots of potential benefits but uh within the within the framework

[1:23:20] Voice 8: of how trust council uh operates and the and and uh past practices and i think i think it was a

[1:23:30] Voice 8: trustee boland that said you know we we need we need all the trustees to sort of agree to embrace

[1:23:37] Voice 8: to embrace a new structured decision-making process

[1:23:46] Voice 8: because we sort of have to,

[1:23:48] Voice 8: and I think Chair Bernardo mentioned,

[1:23:50] Voice 8: maybe some policy work needs to be done around that too,

[1:23:53] Voice 8: because of course, as it stands right now,

[1:23:58] Voice 8: legislatively trustees can bring motions

[1:24:03] Voice 8: without all of that staff analysis,

[1:24:05] Voice 8: without all of that structure that,

[1:24:09] Voice 8: is an admirable uh goal but there's actually um from legislative point of view i'm not sure

[1:24:17] Voice 8: how far we can push that dial so it really does need buy-in and i i think in in aid of that i

[1:24:25] Voice 8: i'd really like to see um uh the cao's briefing on on the stretcher decision making i'd really

[1:24:34] Voice 8: like to see that forwarded to to trustees um a more general uh basis just to start the discussion

[1:24:42] Voice 8: amongst trustees because we absolutely will need buy-in uh across trust council on that thank you

[1:24:51] Voice 7: thank you trustee peterson um

[1:24:53] Trustee Bernardo (probable): your remarks uh remind me of some scenes in old old westerns where

[1:25:00] Trustee Bernardo (probable): sometimes uh folks before they were allowed in the saloon were required to park their guns outside

[1:25:07] Trustee Bernardo (probable): the door to a certain extent that's what we're talking about trustees at trust council meetings

[1:25:12] Trustee Bernardo (probable): they're going to have to park their their spending guns at the door uh in some fashion we're gonna

[1:25:19] Trustee Bernardo (probable): have to figure that out you're right trustee patrick i

[1:25:24] Trustee Patrick (probable): think you know what we haven't talked

[1:25:25] Trustee Patrick (probable): about here and i think what's critically important is training trustee trustee training um uh we did

[1:25:32] Trustee Patrick (probable): find in all of our research that we were looking at there was a university of alberta training

[1:25:36] Trustee Patrick (probable): course for municipal councils in Alberta and it was an excellent document and it's we need to have

[1:25:42] Trustee Patrick (probable): something created that's customized or you know for training trustees what is their role in

[1:25:48] Trustee Patrick (probable): strategic planning because it is an intricate dance of of understanding your roles and

[1:25:55] Trustee Patrick (probable): responsibilities and working closely with staff who are implementing and doing the work and

[1:26:01] Trustee Patrick (probable): And I know there's some language that was in that training that helped sort of understand

[1:26:06] Trustee Patrick (probable): what's in the strategic plan.

[1:26:07] Trustee Patrick (probable): We have our council priorities that belong to council, but there's also council oversight

[1:26:12] Trustee Patrick (probable): and there's expectations with what that is.

[1:26:15] Trustee Patrick (probable): So I think, you know, the training, we can't, and there's a lot of parts and pieces to what

[1:26:21] Trustee Patrick (probable): we do that will require to be rebuilt and done.

[1:26:24] Trustee Patrick (probable): It's not going to happen quickly.

[1:26:25] Trustee Patrick (probable): And I think we have the opportunity to use this term's strategic planning process to

[1:26:31] Trustee Patrick (probable): say if this is important then we're putting resources to rebuilding this process and getting

[1:26:38] Trustee Patrick (probable): ourselves educated and trying doing this new and that's that's what a strategic planning process

[1:26:45] Trustee Patrick (probable): is all about it says this is important and we're going to do it thank

[1:26:51] Voice 6: you trustee like them there

[1:26:59] Voice 6: we go yeah thank you very much chair um

[1:27:02] Trustee Luckham (probable): i'm uh excited by the prospects of this i'm also i'd be

[1:27:08] Trustee Luckham (probable): be honest terrified by the

[1:27:10] Voice 11: how

[1:27:11] Trustee Luckham (probable): we might implement it because um this is certainly an area that we

[1:27:19] Trustee Luckham (probable): need to wade into um the focus here has been about the island's trust and council perhaps

[1:27:30] Trustee Luckham (probable): perhaps, and the organization broadly, my thoughts are confused to some extent after hearing,

[1:27:44] Trustee Luckham (probable): because I had some thoughts coming into this, and now I've heard what others have brought to

[1:27:49] Trustee Luckham (probable): the table here. And one of the keys in all of this, I think, fundamental, and I don't like to

[1:27:58] Trustee Luckham (probable): really use this phrase, but I don't know of another one is, but we have to sell this to

[1:28:03] Trustee Luckham (probable): trustees, individual trustees. We've seen in recent history with the budget creation here and

[1:28:12] Trustee Luckham (probable): indeed in the beginning of this term with new trustees is that we've changed the strategic

[1:28:19] Trustee Luckham (probable): direction to some extent or questioned or altered the strategic direction handed to

[1:28:26] Trustee Luckham (probable): this council by the previous council and so when you start talking about three and five year plans

[1:28:33] Trustee Luckham (probable): there's obviously a difficulty associated with that because we're political we're not so much

[1:28:39] Trustee Luckham (probable): a business uh plan um we're making widgets and um uh and this is how we're gonna do it um the

[1:28:48] Trustee Luckham (probable): political element is significant and can't be ignored um but at the same time i agree completely

[1:28:55] Trustee Luckham (probable): we can't continue to do business the way we have been doing it and continue to ignore that it's

[1:29:00] Trustee Luckham (probable): not working and so that leads me sort of my new two thoughts here is two things one what would

[1:29:08] Trustee Luckham (probable): be really terrific is to in order to help all of us understand this and appreciate the value of it

[1:29:14] Trustee Luckham (probable): is is there a possibility to get somebody from Saanich to come and say hey this is really working

[1:29:21] Trustee Luckham (probable): for us and this is what we've learned by adopting this process. How can we embrace that energy and

[1:29:27] Trustee Luckham (probable): enthusiasm to appreciate the value of this rather than it being potentially a paper exercise from

[1:29:34] Trustee Luckham (probable): the LTCs that are only interested in advancing their OCP amendment and actually don't really

[1:29:40] Trustee Luckham (probable): care about anything else and we've seen that happen where LTCs have gone off in a different

[1:29:45] Trustee Luckham (probable): direction than the Federation is going in order to accomplish things for which individuals were

[1:29:52] Trustee Luckham (probable): elected. The second thing I'd really like to know about, which is fundamental to this, and I'd like

[1:29:58] Trustee Luckham (probable): to, through the chair,

[1:30:00] Trustee Luckham (probable): from the cao and sir what is uh your perspective on this being a hundred percent strategic plan of

[1:30:08] Trustee Luckham (probable): the islands trust because i see that as a much bigger picture and how does that dovetail in it

[1:30:15] Trustee Luckham (probable): because we're talking about how do we process applications um just as at the beginning um so

[1:30:22] Trustee Luckham (probable): i'm interested in that perspective from there but those are my thoughts for now i could say

[1:30:27] Trustee Luckham (probable): lots more i'm not going to thank

[1:30:30] Trustee Bernardo (probable): you um i would just i appreciate your point uh trustee leckham

[1:30:35] Trustee Bernardo (probable): that uh there's definitely you know if we get to it i mean there's a lot of work to be done here

[1:30:40] Trustee Bernardo (probable): but if we get to it there is uh an exercise of persuasion or sell job if you want but i mean

[1:30:48] Trustee Bernardo (probable): simply being transparent and explaining the process to the other trustees but

[1:30:53] Trustee Bernardo (probable): happily we're you know just to make the point we're we're not at the point here where there's

[1:30:57] Trustee Bernardo (probable): anything to sell uh we're we're still uh trying to figure out what the it is trustee graham

[1:31:07] Voice 7: thank you thank you chair bernardo um a

[1:31:10] Voice 17: couple of comments first of all uh

[1:31:12] Voice 17: i think it was mentioned a lot of work accomplished in a very short period of time and

[1:31:16] Voice 17: thank you for this as a starting point for this discussion um and it really feels after hearing

[1:31:23] Voice 17: the ceo's comments about how the strategic plan at the moment encompasses two to five percent of the

[1:31:29] Voice 17: budget, there's a lot of discussion yet to have so that we're all on the same page. Because right

[1:31:35] Voice 17: now, it's obvious that what we're talking about is quite different from what our CEO and the staff

[1:31:44] Voice 17: envision. And that troubles me. But it's not insurmountable. Perhaps it's a measured,

[1:31:51] Voice 17: measured, maybe it's a long-term process of incorporating the entire trust into this process.

[1:32:01] Voice 17: The buy-in is absolutely critical to have all trustees sitting at the table, but having

[1:32:07] Voice 17: said that, knowing trustees, things will pop up.

[1:32:11] Voice 17: We always have the opportunity as a group to encourage those trustees that have a particular

[1:32:17] Voice 17: interest to go to their community and ask their community if they want to fund it, such

[1:32:22] Voice 17: such as the Salt Spring Island tax

[1:32:24] Voice 17: to support their water management.

[1:32:26] Voice 17: So we always have that option

[1:32:27] Voice 17: where it doesn't impact the overall budget.

[1:32:30] Voice 17: It's supported by the specific islands budget.

[1:32:35] Voice 17: I don't really have much more to say.

[1:32:37] Voice 17: This is well beyond my experiential perspective

[1:32:40] Voice 17: as a small business person with five employees.

[1:32:43] Voice 17: Alrighty, I'll just, that's it.

[1:32:46] Trustee Bernardo (probable): I see Trustee Evans has her hand up

[1:32:49] Trustee Bernardo (probable): and just following up on Trustee Graham's comments

[1:32:51] Trustee Bernardo (probable): and the comments of some other folks in terms of the scope of what the strategic plan would

[1:32:57] Trustee Bernardo (probable): encompass. I hope you'll be able to comment on that because from what I've heard so far,

[1:33:04] Trustee Bernardo (probable): my understanding is at a minimum, this new version of strategic planning, which would be

[1:33:11] Trustee Bernardo (probable): different than the old version, would incorporate into it all LTC initiatives. A strategic plan is

[1:33:19] Trustee Bernardo (probable): no longer of a federation thing it's an island's trust thing and an ocp conceivably could be number

[1:33:30] Trustee Bernardo (probable): one on the project list for the islands trust and be regarded by the islands like trust area x

[1:33:38] Trustee Bernardo (probable): getting that ocp done could be the number one thing for the federation as a whole and that's

[1:33:44] Trustee Bernardo (probable): that's a possibility because the ltc stuff gets roped into the whole planning process at least

[1:33:50] Trustee Bernardo (probable): that's what I'm hearing. Anyhow, if you could comment on that and some of the other things,

[1:33:54] Trustee Bernardo (probable): Trustee Evans, in addition to whatever else you were actually wanting to say. Please go ahead.

[1:33:58] Voice 4: Thanks. Actually, that was one of the things I was going to discuss. So yeah, the concept here

[1:34:06] Voice 4: is that it's not just going to be the major goals, but part of what we're going to be incorporating

[1:34:13] Voice 4: in here is anything that falls under the title of project. We have a lot of ongoing projects.

[1:34:18] Voice 4: There are projects at the LTC level, there are projects within the corporate body itself

[1:34:26] Voice 4: that are ongoing.

[1:34:28] Voice 4: So anything that is using up the budget or staff resources that is outside of the applications,

[1:34:36] Voice 4: that is the backbone of what we're here for, should fall into this process.

[1:34:45] Voice 4: And it may fall into the process itself and not necessarily be highlighted as a distinct project under the strategic plan.

[1:34:55] Voice 4: But it should still fall under the process.

[1:34:58] Voice 4: And that's something that's up for discussion here.

[1:35:01] Voice 4: I don't know exactly how that would fit in or how that would work.

[1:35:06] Voice 4: It's a concept that's been discussed.

[1:35:09] Voice 4: discussed. But again, that's for more people and bigger brainpower to help us work our way through.

[1:35:20] Voice 4: And I've actually forgotten what I was going to speak about. So if I remember, I'll put my hand

[1:35:25] Voice 4: up again.

[1:35:30] Voice 13: CAO. Yeah, I think this is a great question. This is a great question. And this

[1:35:38] Voice 13: is a free forum to have these discussions that's

[1:35:41] Voice 12: why we're having it right so and that is is this

[1:35:45] Voice 12: going to be a totality is this planning process a totality is that what a corporate plan is

[1:35:52] Voice 12: or is it a more robust strategic plan um and i don't you know a process is being offered which

[1:36:00] Voice 12: can be expanded or contracted i'm expecting or some version of it to either one but right now

[1:36:04] Voice 12: three to five projects like i'm doing three to five projects that you don't know about

[1:36:10] Voice 12: that need to happen for us to function. So right now, this isn't a totality, right?

[1:36:17] Voice 12: So addressing that is going to be a great part of this maturing all the way through to

[1:36:26] Voice 12: us, you know, going, this is what we're going to deal with, or we're doing it all. When I look at

[1:36:30] Voice 12: a full corporate planning process, I think of a business, you know, we've had this discussion

[1:36:35] Voice 12: internally business continuity hr um our facilities management you know those those sub pieces

[1:36:44] Voice 12: that each one of the will run out of the three to five pretty quickly

[1:36:48] Voice 12: if we're factoring in that so do we characterize those as um sometimes in the organization there's

[1:36:56] Voice 12: the strategic plan and the corporate plan and the corporate plans all the kind of you know

[1:36:59] Voice 12: to do with the business part I don't know I still think the process is great but how do we marry it

[1:37:06] Voice 12: with all the other things that are going on and so that you have that insight and the day-to-day

[1:37:15] Voice 12: work proceeds thanks well

[1:37:17] Trustee Bernardo (probable): I can actually help answer that question you asked CAO and that

[1:37:23] Trustee Bernardo (probable): emerging from the governance committee the concept was that this would be

[1:37:26] Trustee Bernardo (probable): The concept was to shift how we think about strategy and how we think about budgeting, which is now, in a sense, fractured, to unify it and indeed to make it a totality.

[1:37:44] Trustee Bernardo (probable): So for the stuff that trustees generally don't think a lot about, which is overhead from our perspective, and from your perspective, it's the guts of the operation.

[1:37:59] Trustee Bernardo (probable): That's obviously something that we have to budget for every year.

[1:38:03] Trustee Bernardo (probable): Under this new concept of strategic planning, addressing resource needs at that level becomes a strategic issue.

[1:38:15] Trustee Bernardo (probable): It becomes it becomes roped into that aspect it's not viewed as separate from the implementation of, you know, not to be pejorative but trustee enthusiasms, it's, it's all one thing.

[1:38:29] Trustee Bernardo (probable): And the idea here I think is to identify the importance of all the various things that we do and order our decisions in those priorities.

[1:38:41] Trustee Bernardo (probable): At least that's I think what it is I think that's where we're coming from

[1:38:44] Voice 6: on from the governance side.

[1:38:45] Voice 6: Trustee Boland?

[1:38:51] Voice 6: Thanks. Yeah, I agree with that view. At the moment,

[1:38:56] Voice 3: we address ourselves to a very small

[1:39:01] Voice 3: portion of the budget without understanding the consequences on the other percent of the budget.

[1:39:08] Voice 3: And I think it's important that we take fully informed decisions. And I think those decisions

[1:39:15] Voice 3: decisions will be made more quickly and there'll be better decisions.

[1:39:19] Voice 3: If we look at the total picture.

[1:39:23] Voice 3: And however, the one thing I just wanted to say was following up on what Laura said

[1:39:29] Voice 3: earlier, which was how to implement and I really feel that

[1:39:34] Voice 3: really that implementing this process should be

[1:39:39] Voice 3: the key strategic goal

[1:39:43] Voice 3: for however long it takes you know two years three years and you know we need to put resources time

[1:39:51] Voice 3: energy training everything into this we need to discuss it we need to talk about milestones to

[1:39:58] Voice 3: the implementation of this never mind the milestones of the individual projects we may

[1:40:03] Voice 3: be undertaking i think it would be um it would be guaranteed to fail if we don't put the

[1:40:11] Voice 3: implementation of this process at

[1:40:14] Voice 6: a high level within our strategic plan thank you director mobs

[1:40:22] Voice 5: um thanks chair just to

[1:40:23] Voice 1: comment on some of those operational items and how they might tie in here

[1:40:27] Voice 1: as i see it uh the operational items uh you know such as a business continuity plan or real estate

[1:40:33] Voice 1: planning those sorts of things real estate management are operational plans that can inform

[1:40:39] Voice 1: form the corporate plan which is the strategic plan and the financial plan that falls out of it

[1:40:43] Voice 1: but they're not necessarily built into that process in and of itself it's information that's

[1:40:49] Voice 1: relied on those types of things helps us help us understand things like resource constraints

[1:40:53] Voice 1: for example if we have staff working on operational items there may not be that capacity to work on

[1:40:59] Voice 1: things that are in the strategic plan or the corporate plan you know other examples of

[1:41:04] Voice 1: projects things like the year-end audit you know that's not going to be something that's built into

[1:41:08] Voice 1: the strategic plan or the corporate plan but it's going to inform the plan in the fact that you know

[1:41:13] Voice 1: we've got staff working on those things um and you know legislation of course is also going to

[1:41:18] Voice 1: sort of impact what we can build into the the corporate plan but i see them as separate but

[1:41:24] Voice 1: talking to each other but

[1:41:26] Trustee Bernardo (probable): aren't there i mean you mentioned the audits i mean everything that

[1:41:30] Trustee Bernardo (probable): happens with the audit is non-negotiable it has to happen right so the

[1:41:35] Trustee Bernardo (probable): point that you've made of

[1:41:36] Trustee Bernardo (probable): informing the strategic planning process that's just like something for over

[1:41:41] Trustee Bernardo (probable): which there is simply no discretion the odd thing or the where I see a certain

[1:41:47] Trustee Bernardo (probable): amount of tension here with your comment is that for example hypothetically let's

[1:41:55] Trustee Bernardo (probable): just talk about IT for example you know at one level that's a fixed overhead

[1:42:02] Trustee Bernardo (probable): thing about there are things that have to happen that are not negotiable on the

[1:42:07] Trustee Bernardo (probable): other hand we kind of are edging around negotiating that every time every year when we are allocating

[1:42:14] Trustee Bernardo (probable): money to fund that part of the operation so to the extent that we're allocating um funds that are in

[1:42:23] Trustee Bernardo (probable): a sense discretionary for example there's an identified need say to increase the it budget

[1:42:28] Trustee Bernardo (probable): by 10 percent in order to introduce some new software well that has to work into the strategic

[1:42:35] Trustee Bernardo (probable): plan. So there's a fixed overhead component, for example, the salaries of everybody who's

[1:42:40] Trustee Bernardo (probable): now working in IT. That's not negotiable. But that other sliver is. So that does have to work

[1:42:46] Trustee Bernardo (probable): its way into the strategic planning consideration. And there has to be some sort of advocacy to say,

[1:42:52] Trustee Bernardo (probable): look, if you don't spend this 10% on the IT budget, you can forget about 90% of everything

[1:42:56] Trustee Bernardo (probable): else because the computers will stop working, right? And then that becomes, you know, it doesn't

[1:43:02] Trustee Bernardo (probable): look like a big strategic priority because it's not particularly interesting to everybody else

[1:43:06] Trustee Bernardo (probable): other than the people in it but it becomes an important decision we have to work out and

[1:43:12] Trustee Bernardo (probable): if i can follow up on what the cao was saying is i think that's the kind of decision

[1:43:18] Trustee Bernardo (probable): that has to be advocated for at the committee level like this isn't like squabbling or debating

[1:43:24] Trustee Bernardo (probable): over whether it gets a 10 budget increase that should be a decision that gets made at a

[1:43:31] Trustee Bernardo (probable): committee level or rather a conclusion drawn a committee level that comes with a strong

[1:43:35] Trustee Bernardo (probable): recommendation that look we need this you don't have to re-examine this please trust your committee

[1:43:42] Trustee Bernardo (probable): that you've delegated this to this is something we need there's other things we can discuss this

[1:43:46] Trustee Bernardo (probable): isn't one of them and you know i think that's kind of you know some rough version of that is i think

[1:43:53] Trustee Bernardo (probable): it's more complicated than just saying there's some things that are fixed and other things that

[1:43:57] Trustee Bernardo (probable): or I see you probably you want to respond to that if I may yeah

[1:44:02] Voice 1: yeah so I agree with what you're

[1:44:03] Voice 1: identifying there the pieces I was identifying are the basic operational this is what we do to

[1:44:09] Voice 1: keep the lights on every day sort of work that happens those pieces I think inform this process

[1:44:15] Voice 1: but are separate you know that's why I use the example of the audit because again it's not

[1:44:19] Voice 1: negotiable when we do identify strategic priority and how we implement this strategic priority in

[1:44:26] Voice 1: projects or processes we're going to undertake that piece absolutely is where we might identify

[1:44:32] Voice 1: a need for additional operational type items such as technology and it would be built in

[1:44:37] Voice 1: those are the kind of the discretionary versus non-discretionary well

[1:44:42] Trustee Bernardo (probable): i'm glad you went on

[1:44:42] Trustee Bernardo (probable): your vacation because i anticipate on the next stage of the development of this

[1:44:48] Trustee Bernardo (probable): that type of input is going to be needed in terms of just working out the nuts and bolts

[1:44:52] Trustee Bernardo (probable): of how something like this would work trustee elliott yeah

[1:44:59] Voice 2: thank you chair um so yeah just a

[1:45:02] Voice 2: question on this part of the conversation you talked about trusting the committees to

[1:45:09] Voice 2: you know are you imagining that there'd be like a committee for operations and sort of like

[1:45:14] Voice 2: you know the nuts and bolts of it like i'm a little wary of um handing trustees additional

[1:45:24] Voice 2: responsibilities for operational decisions that are not frankly in our ballywack um that's not

[1:45:30] Voice 2: why i was elected and that's certainly not something i would feel confident or able to

[1:45:35] Voice 2: um offer an opinion on maybe others are but isn't that what staff are for like we have directors we

[1:45:42] Voice 2: have management staff to inform uh how the operation and the business side of the islands

[1:45:49] Voice 2: trust and let's admit it's a land use planning agency and there are business elements so could

[1:45:55] Voice 2: the business elements that are somewhat stable operational um those be left to management and

[1:46:02] Voice 2: staff and in essence we sort of trust that they're reporting out and able to manage that that

[1:46:09] Voice 2: or why am i i'm sensing that there's like a trustees need to be um overseeing everything

[1:46:17] Voice 2: And I'm a little wary of that just because I think it's impossible. And I think right now, 26 directors or decision makers, that is what makes our decision-making process incredibly complicated and overly long and frankly costs a lot of money.

[1:46:35] Voice 2: So having those decision makers on operational things sounds like a nightmare to me, honestly, if

[1:46:44] Trustee Bernardo (probable): that's what we're talking about.

[1:46:46] Trustee Bernardo (probable): well if you're responding to my comments that let me just clarify that right away uh i don't

[1:46:53] Trustee Bernardo (probable): anticipate and i don't think anybody wants including the trustees to have the trustees

[1:46:58] Trustee Bernardo (probable): waiting into the actual management of operations that shouldn't happen and that's not our job and

[1:47:03] Trustee Bernardo (probable): i think that's widely recognized all i was referring to was when we get to the decision

[1:47:10] Trustee Bernardo (probable): making stages for trustees, it's really about being more rigorous at the trust council level

[1:47:18] Trustee Bernardo (probable): so that we actually keep trust council out of, you know, getting preoccupied with the fixed

[1:47:27] Trustee Bernardo (probable): overhead type stuff. And when you do have a decision that's, you know, when staff is bringing

[1:47:36] Trustee Bernardo (probable): forward a decision that's related to an operational concern, let's go back to my hypothetical,

[1:47:42] Trustee Bernardo (probable): hypothetical. They want a 10% increase in the IT budget for something that they consider to be

[1:47:46] Trustee Bernardo (probable): really important. I don't really know how we would work it, but I would like to see a process,

[1:47:51] Trustee Bernardo (probable): and I'm just speaking personally now, where something, and probably FPC, but possibly some

[1:47:58] Trustee Bernardo (probable): other committee, they examine the request, they consider the request, they're persuaded by the

[1:48:04] Trustee Bernardo (probable): the request and that's that that request comes to trust council uh in a sense baked in and that

[1:48:15] Voice 7: the trust that that on on that um type of issue uh

[1:48:22] Trustee Bernardo (probable): it doesn't necessarily go to trust council to

[1:48:26] Trustee Bernardo (probable): start wading into the nitty-gritty of that stuff that the trust council stays more at the at the

[1:48:33] Trustee Bernardo (probable): uh policy strategic level you know and i'm being a little vague here because i actually don't know

[1:48:38] Trustee Bernardo (probable): how it would work out but i'm not talking about trustees wading into the actual management of it

[1:48:45] Trustee Bernardo (probable): it's just really about it actually goes you know frankly ceo explained it better which is it's

[1:48:50] Trustee Bernardo (probable): actually about coming up with the right structured decision making process to in order to implement

[1:48:56] Trustee Bernardo (probable): this type of comprehensive strategic plan not trustees managing stuff that

[1:49:01] Voice 2: i fully agree with

[1:49:03] Voice 2: and thank you for clarifying what you meant by that, Chair. I guess what I'm getting a little

[1:49:08] Voice 2: bit puzzled by is this everything going under a strategic plan, which implies that there's

[1:49:15] Voice 2: that decision making by elected officials, which I believe hold the strategic plan,

[1:49:24] Voice 2: are driving those choices, which then we're making. So wrapping everything, including

[1:49:31] Voice 2: including operations into some kind of strategic plan is a little confusing to me, but I'm not a

[1:49:38] Voice 2: corporate person and I'm new to this process. So I'll just leave my questions for there and just

[1:49:44] Voice 2: say that that's where I think I'm lacking some clarity. So yeah, just leave that.

[1:49:51] Trustee Bernardo (probable): Well, I have to thank you for that because what you've done is you've identified an area that

[1:49:55] Trustee Bernardo (probable): needs to be clarified for i think everybody yeah so thank you for that

[1:49:59] Voice 6: trustee like him yeah i uh

[1:50:10] Trustee Luckham (probable): i um find myself struggling with piecing this puzzle together which is getting more complex

[1:50:19] Trustee Luckham (probable): than i think where we started where we we have this document which had seven steps associated

[1:50:25] Trustee Luckham (probable): with it in order for us to create a strategic planning process. We have to be incredibly

[1:50:35] Trustee Luckham (probable): careful about not micromanaging things. I know from history, there was a day when we used to

[1:50:44] Trustee Luckham (probable): make individual decisions about IT acquisitions, and finally it became obvious that we shouldn't

[1:50:51] Trustee Luckham (probable): do that. They should just have the strategic plan and budget accordingly and allocate funding where

[1:50:59] Trustee Luckham (probable): it's necessary in order to maintain that infrastructure. So yeah, I don't have anything

[1:51:06] Trustee Luckham (probable): more to add at the moment. I'm still digesting what I've heard. And this obviously, this

[1:51:12] Trustee Luckham (probable): conversation will continue.

[1:51:14] Trustee Bernardo (probable): Thank you. Trustee Patrick?

[1:51:17] Trustee Patrick (probable): Yeah, I encourage people to go and look

[1:51:20] Trustee Patrick (probable): look at the District of Saanich's strategic plan.

[1:51:23] Trustee Patrick (probable): Open that up, not just our little diagrams that are here,

[1:51:27] Trustee Patrick (probable): and see the nature of the words that they have in there.

[1:51:32] Trustee Patrick (probable): And I think, Peter, you said earlier,

[1:51:33] Trustee Patrick (probable): maybe we should have somebody come from Saanich and talk to us.

[1:51:37] Trustee Patrick (probable): Exactly.

[1:51:39] Trustee Patrick (probable): It's, you know, I think what we're, you know,

[1:51:42] Trustee Patrick (probable): we're not trying to create something

[1:51:44] Trustee Patrick (probable): that's not already being done at municipalities.

[1:51:46] Trustee Patrick (probable): We are far simpler.

[1:51:48] Trustee Patrick (probable): We're not running swimming pools and sewage systems and water systems.

[1:51:53] Trustee Patrick (probable): So we are actually simpler.

[1:51:56] Trustee Patrick (probable): And you're going to see a strategic plan that does deal with that.

[1:51:59] Trustee Patrick (probable): But it also deals, like for District of Saanich, organizational excellence.

[1:52:04] Trustee Patrick (probable): And maintaining our employees has a lot to do with the trust council supporting the infrastructure that our employees need,

[1:52:14] Trustee Patrick (probable): whether it's buildings that they occupy or computer systems and I think it is like I said

[1:52:20] Trustee Patrick (probable): it's a strategic dance between us and staff and a lot of things do exist in the department or

[1:52:26] Trustee Patrick (probable): operational plans that are that are down in you know embedded into the implementation phase

[1:52:33] Trustee Patrick (probable): but the direction of spend expenditure kind of it comes from these higher higher goals that we

[1:52:39] Trustee Patrick (probable): would have so like I said please go look at the district of Saanich there's or your favorite

[1:52:44] Trustee Patrick (probable): municipality pick one they all have these plans in place and they're all online thank

[1:52:50] Voice 6: you trustee

[1:52:52] Voice 6: Bowman um

[1:52:55] Voice 3: yeah when I talk about looking at the entire budget I'm not proposing to um stand behind

[1:53:03] Voice 3: Stefan and tell him how to process an application or how fast to make sure it's done but we can't

[1:53:11] Voice 3: make decisions in a more general sense if we don't understand the consequences on his workload and

[1:53:18] Voice 3: his staff's workload. And there are also aspects to things that we might think are important that

[1:53:26] Voice 3: we need to understand better. For instance, in my particular, you know, talent or my particular

[1:53:33] Voice 3: I would like to see better sharing of key documents rather than finding key documents via agendas.

[1:53:44] Voice 3: So I've sent that for consideration and just a description of what I'd like to see.

[1:53:51] Voice 3: But to me, so that's perhaps it's a project around expanding the scope of the information management records management that's done right now.

[1:54:03] Voice 3: I'm not proposing to judge that, but at the moment I have no way to land that other than

[1:54:10] Voice 3: by sending it as a polite request that this could be done. So there are some borderline things where

[1:54:19] Voice 3: we ask for things, but we don't understand the consequences. And it would be helpful to have

[1:54:25] Voice 3: have more knowledge so that we can prioritize our asks.

[1:54:31] Voice 3: But I'm not talking about micromanaging

[1:54:33] Voice 3: the operational aspects,

[1:54:35] Voice 3: it's just understanding how the whole thing fits together.

[1:54:39] Voice 3: And when we make requests or make decisions,

[1:54:43] Voice 3: what the impact is on the total picture.

[1:54:46] Voice 3: Okay, thanks.

[1:54:48] Trustee Bernardo (probable): Thank you, Trustee Evans.

[1:54:51] Voice 4: Thanks, I'm just thinking

[1:54:52] Voice 4: as we're listening to this conversation,

[1:54:54] Voice 4: um whether or not we initially separated out so right now this um strategic planning process

[1:55:02] Voice 4: discussion paper has been written around that two to three percent that we're going that we've

[1:55:10] Voice 4: traditionally looked at for our strategic planning process the the three goals projects and milestones

[1:55:16] Voice 4: should this get implement like should something along these lines get implemented and we find

[1:55:21] Voice 4: that it does work well, then perhaps we have the discussion of looking at how to incorporate it

[1:55:27] Voice 4: into the projects that are run at the LTC level and more of the projects that are happening

[1:55:34] Voice 4: with the rest of the $9 million budget. And I'm just like, I can't really break it all out.

[1:55:42] Voice 4: I think it was like, what, $6 million for salaries, something along those lines,

[1:55:49] Voice 4: because that's sort of where we're taking this conversation is like for all of those staff hours

[1:55:54] Voice 4: there's an awful lot of projects going on that that are it's not all um applications there are

[1:56:00] Voice 4: an awful lot of other projects going on behind the scenes so perhaps for this conversation we

[1:56:07] Voice 4: keep it to this the two to three percent for the strategic plan and we can have this type of

[1:56:12] Voice 4: conversation later and see how it marries in. I know right now we have to have a conversation to

[1:56:19] Voice 4: make sure that they are complementary, that they do work together. But rather than trying to solve

[1:56:25] Voice 4: all of the world's issues in one sitting, we can maybe just focus on the one element

[1:56:32] Voice 4: and move that forward. Just a thought.

[1:56:37] Trustee Bernardo (probable): Well, that sounds like an option. And as we develop this

[1:56:41] Trustee Bernardo (probable): thing um that's that's that's uh whether we do that or not i'm inclined to sort of uh see how

[1:56:49] Trustee Bernardo (probable): it works out in terms of how you develop or how the group and how the two committees end up

[1:56:54] Trustee Bernardo (probable): developing this thing going forward as to whether the full meal deal is feasible or not in the short

[1:56:59] Trustee Bernardo (probable): term i don't know but it's definitely a legitimate question that's for sure trustee elia hi thanks

[1:57:07] Voice 2: sorry for so many questions but um that's my background journalism um so another question

[1:57:14] Voice 2: i had is about timeline whether we could explore options for so we talked about a five-year

[1:57:20] Voice 2: financial plan and then we've got the one-year budget budgeting system um and one thing i haven't

[1:57:26] Voice 2: heard brought up was sort of the learning curve of new trustees in the electoral cycle which is

[1:57:32] Voice 2: four years as we know um but whether anyone had considered having a strategic plan that overlaps

[1:57:39] Voice 2: let's say five years so it's put into place um by trustees who've been in office let's say for a

[1:57:47] Voice 2: year or 18 months they've got their feet under them they're still running on last term strategic

[1:57:53] Voice 2: plan and it goes for five years let's say so that the new term comes in and they're still running on

[1:57:58] Voice 2: previous projects priorities and stuff but there's that overlap rather than you restart everything

[1:58:04] Voice 2: with this a sort of four-year marker with a fresh batch of trustees so i don't know if you've already

[1:58:10] Voice 2: taken that into account or thought about that can

[1:58:14] Voice 4: i answer that one go

[1:58:15] Trustee Bernardo (probable): ahead um

[1:58:16] Voice 4: so yes this

[1:58:17] Voice 4: the strategic plan gets revisited every year and amended every year so if uh one of the goals has

[1:58:25] Voice 4: reached its conclusion then a new goal gets brought in so it keeps it keeps moving forward

[1:58:31] Voice 4: it's it's not a four year from stem to stern nothing else changes and at the end of those

[1:58:36] Voice 4: four years you that's when you start the process again each year you're going to take you're going

[1:58:41] Voice 4: to have to do a SWOT analysis you're going to have to do your internal analysis and your external

[1:58:47] Voice 4: factors because they change every year governments can come down and like the accessibility program

[1:58:53] Voice 4: that came down we can't wait four years to start looking at it we have to stop looking at it once

[1:58:59] Voice 4: once it's given to us so these things kind of go on a yearly basis that it gets amended and adjusted

[1:59:07] Voice 4: does any

[1:59:09] Voice 2: other local government do that though like a strategic plan every single year is that

[1:59:14] Voice 2: even possible i'm sorry i'm not challenging the the rationale is great to revisit everything but

[1:59:19] Voice 2: But, A, that sounds like a huge amount of work.

[1:59:23] Voice 2: And is that what a strategic plan is?

[1:59:25] Voice 2: Because I thought those were usually like three to five years out, sort of directed mobs.

[1:59:30] Trustee Bernardo (probable): No, please carry on.

[1:59:33] Trustee Bernardo (probable): Please respond to that, Trustee Evans.

[1:59:36] Voice 4: So, yeah, I mean, a strategic plan, it should be revisited every year.

[1:59:40] Voice 4: You don't put a strategic plan in place and then leave it alone for five years.

[1:59:44] Voice 4: You do revisit it.

[1:59:46] Voice 4: It doesn't mean that once a goal is finished, like if we've got three goals that were expected to take four years and one of them.

[2:00:00] Voice 4: gets finished early then you should be able to um sit down and and put in a new goal um so it

[2:00:07] Voice 4: should flow over there should there should like we've had this year it should flow over that we've

[2:00:12] Voice 4: got we've got strategic plans still for four years out you don't wait until it's like okay so at the

[2:00:18] Voice 4: end of this year all of our goals are done and we've got nothing on the plate and we're going

[2:00:23] Voice 4: to have to sit down and start from scratch it's that that shouldn't happen but i could be wrong

[2:00:28] Voice 4: here so i'll let somebody else answer that and i i can see uh staff hudson's fellow was waving

[2:00:32] Voice 4: his hand to answer well

[2:00:35] Trustee Bernardo (probable): i see trust her director mobs had her hand up first so let's go with trustee

[2:00:39] Trustee Bernardo (probable): mobs because i i think she had some comments on this very issue right off the bat and then we'll

[2:00:43] Trustee Bernardo (probable): go to trust to the ceo thank you trustee director mobs i'll

[2:00:48] Voice 1: take the promotion um so i'm going to

[2:00:51] Voice 1: speak to trustee elliott's initial question about the timeline um so i've been a little bit removed

[2:00:57] Voice 1: moved from the work I've been on vacation so I don't know how much was talked about with the

[2:01:01] Voice 1: working group as far as the timeline goes but with the trustee term being a four-year term

[2:01:06] Voice 1: if this plan is for four years there's opportunity you know a first council would set this plan

[2:01:14] Voice 1: probably around a year into term so that would start the four-year rolling cycle which means

[2:01:19] Voice 1: that four years would carry you one year into the next term so you wouldn't have brand new trustees

[2:01:24] Voice 1: who are engaging in this there's no restrictions it could be a four-year plan or a five-year plan

[2:01:30] Voice 1: I think there's flexibility there one of the interesting things is our five-year financial

[2:01:34] Voice 1: plan is five years so if we had a strategic and corporate plan that was four years of course the

[2:01:41] Voice 1: final year is absent of information to inform it so that might be something to consider when

[2:01:48] Voice 1: we're revisiting timelines. I do think a strategic plan is revisited annually, but maybe not to amend

[2:01:57] Voice 1: more for progress. How are we doing against the strategic plan? The implementation phase of the

[2:02:04] Voice 1: strategic plan, I think, can often be amended, again, as if you're in year three and you realize

[2:02:10] Voice 1: implementing a certain project is no longer achievable, or if there's new direction that

[2:02:14] Voice 1: we need to undertake, we may need to shuffle the implementation piece. The goals are generally

[2:02:18] Voice 1: sort of long-term goals like what do we want to achieve for for a term those change less

[2:02:24] Voice 11: from

[2:02:25] Voice 5: my experience yeah

[2:02:28] Voice 13: yeah so uh this

[2:02:33] Voice 12: is great i mean i will point out just in general

[2:02:35] Voice 12: um having done this for many organizations for many years some of these questions are

[2:02:40] Voice 12: really fundamental to the to the process so i'm happy to take any of those questions at any time

[2:02:44] Voice 12: um when you look at a strategic plan it's usually the reflection of the people who got voted in

[2:02:51] Voice 12: like so there's that moment at the start of a term where there's a representation where this

[2:02:56] Voice 12: community said we want this direction we we've hired this leadership this leadership then looks

[2:03:02] Voice 12: at the strategic plan and either does a whole new one takes on half of it and adds new things

[2:03:08] Voice 12: or rolls along with the current process what we've been missing probably is you know we've

[2:03:15] Voice 12: been in our way doing a lot of what you're all describing but instead of you know the plan starts

[2:03:23] Voice 12: and it ends in four years it is an ongoing process and more rigor whether it's a year or 18 months or

[2:03:29] Voice 12: whatever into the process to go this one isn't working this and this new one should come in

[2:03:34] Voice 12: I think that's what we're talking about it's it's not a whole I don't think you could have

[2:03:39] Voice 12: most strategic planning initiatives or projects don't take place in a year so you couldn't have

[2:03:44] Voice 12: a new strategic plan on an annual basis you'd be refreshing it making a critical financial decision

[2:03:50] Voice 12: let's keep going with project a or let's move off of project a that's the part that the trust really

[2:03:56] Voice 12: needs i think um is that temperature taking and then um yeah that it does overflow you're currently

[2:04:04] Voice 12: living with um maybe a good half of the previous strategic plan as you should until you make those

[2:04:11] Voice 12: changes thanks thank

[2:04:14] Trustee Bernardo (probable): you i see by the clock here that we have just passed uh noon so we have a

[2:04:20] Trustee Bernardo (probable): question before us about how we proceed uh with the rest of this meeting uh we can break for lunch

[2:04:25] Trustee Bernardo (probable): and continue the discussion um after lunch uh unless people think that um unless people

[2:04:35] Trustee Bernardo (probable): don't have an appetite for the discussion and and think we ought to move on to the next stage

[2:04:40] Trustee Bernardo (probable): at some point at this meeting we are going to reach an end and we're going to have to figure

[2:04:47] Trustee Bernardo (probable): out what we do at the end i'm anticipating um there being a resolution of some sort

[2:04:55] Trustee Bernardo (probable): that uh to forward this work product to the governance committee for its review and comment

[2:05:02] Trustee Bernardo (probable): uh and probably depending on how the group feels this group feels and probably with the

[2:05:11] Trustee Bernardo (probable): recommendation that this joint initiative continue to be developed by the working group and staff

[2:05:18] Trustee Bernardo (probable): so that they report back by certain date with an implementation proposal of some sort

[2:05:24] Trustee Bernardo (probable): and probably the resolution would include sending along the prominent comments

[2:05:31] Trustee Bernardo (probable): that have emerged from this group what i've heard today so far is and principally this is coming

[2:05:41] Trustee Bernardo (probable): from the ceo's direction but i think it's pretty fundamental here which is this direction

[2:05:51] Trustee Bernardo (probable): requires an examination of the need for policy changes that would be aimed to develop appropriate

[2:05:59] Trustee Bernardo (probable): decision an appropriate decision making structure for a unified planning process

[2:06:05] Trustee Bernardo (probable): because we we do need to have structured decision making that fits with the new with the new

[2:06:11] Trustee Bernardo (probable): approach. So that has to be examined. And I think as part of this, some concrete proposals would

[2:06:18] Trustee Bernardo (probable): have to come out of that. That's one thing I've heard emerging from this meeting. Another one is

[2:06:24] Trustee Bernardo (probable): a very strong need for trustee training to inform trustees that when we're talking about corporate

[2:06:33] Trustee Bernardo (probable): planning here, we're not talking about the type of corporate planning that would be appropriate

[2:06:38] Trustee Bernardo (probable): in the private sector it is public sector corporate planning uh and to have that meaning explained and

[2:06:45] Trustee Bernardo (probable): then as first and then the next stage to explain how our process would work and given the tenor of

[2:06:54] Trustee Bernardo (probable): the questions i've heard it seems to me that another comment we could send along would be

[2:06:59] Trustee Bernardo (probable): whether any implementation proposal would would be in a very summary way identify the the key

[2:07:06] Trustee Bernardo (probable): differences between the current strategic planning process and budgeting process and

[2:07:11] Trustee Bernardo (probable): the new process. So those are three things that I'm hearing that we probably want to

[2:07:17] Trustee Bernardo (probable): tack on as comments if we forward this to Governance Committee. And now that's my thinking

[2:07:24] Trustee Bernardo (probable): at the moment. The question is, do we want to, is that the direction we want to go in

[2:07:28] Trustee Bernardo (probable): or do we want to break for lunch and then come back and continue to discuss this? Trustee

[2:07:33] Trustee Bernardo (probable): Evans?

[2:07:33] Trustee Bernardo (probable): I

[2:07:36] Voice 4: was just going to add one more thing to your list, we need to a major, a major item

[2:07:41] Voice 4: that has to happen before this can be implemented as the vision mission and values has to be

[2:07:47] Voice 4: identified and agree to so that has to be running as a separate concurrent item.

[2:07:54] Trustee Bernardo (probable): Thank you that you're right.

[2:07:56] Trustee Bernardo (probable): That's pretty fundamental that's kind of like the plutonium pellet that runs the whole thing,

[2:08:02] Trustee Bernardo (probable): you know,

[2:08:02] Voice 6: so I'll just make a note of that.

[2:08:12] Voice 6: and that really

[2:08:12] Trustee Bernardo (probable): tosses a hot potato back into the lap of the governance committee

[2:08:17] Trustee Bernardo (probable): that's pretty fundamental trustee luckum um

[2:08:21] Trustee Luckham (probable): yeah let's uh think about this and go for lunch

[2:08:24] Trustee Luckham (probable): um thank you trustee evans for raising the fundamentally important first step as indicated

[2:08:30] Trustee Luckham (probable): in your report thank you trustee elliott um

[2:08:36] Voice 2: i was going to suggest could we add to your list

[2:08:39] Voice 2: of recommendations i mean this is a joint endeavor so i understand you're working with staff

[2:08:45] Voice 2: um i would suggest some clarity around um distinguishing strategic plan initiatives from

[2:08:54] Voice 2: responsibility for operational and maybe some staff reporting on that just because

[2:08:59] Voice 2: that piece is still i don't know if director mobs has already commented on that but maybe a staff

[2:09:05] Voice 2: staff analysis on that part of it could be helpful I'm not sure

[2:09:13] Trustee Bernardo (probable): I understand the request

[2:09:18] Voice 2: I'm asking if director mobs has had the opportunity to contribute to this and so

[2:09:26] Voice 2: before passing along to governance committee I would suggest that um some additional work is

[2:09:32] Voice 2: needed to to look at the implications for for budgeting and administration from the staff

[2:09:38] Voice 2: perspective oh

[2:09:39] Trustee Bernardo (probable): i see so you would ask that if we refer this forward to uh the governance committee

[2:09:44] Trustee Bernardo (probable): that appended to it would be some comments from director mobs about um the prominent budgeting

[2:09:52] Trustee Bernardo (probable): concerns that she would want addressed is that what you're saying i'm

[2:09:56] Voice 2: just asking if that if

[2:09:57] Voice 2: any analysis has been done or this is still i know it's a working document so yeah maybe this

[2:10:02] Voice 2: is a minute i

[2:10:03] Trustee Bernardo (probable): see a c l yeah

[2:10:05] Voice 12: thanks uh uh how i understand this no um you know julia can bring

[2:10:11] Voice 12: um her insights but i'm responsible for providing staff reporting at some point and we'll access

[2:10:17] Voice 12: julia and everybody else in the organization we have not had that so we haven't been directed and

[2:10:22] Voice 12: maybe this isn't the time for that um maybe the governance committee needs to take your advice

[2:10:28] Voice 12: advice whenever it is solidify that discussion because this is their this is their responsibility

[2:10:37] Voice 12: and then they hopefully they would task us at that point with some analysis of something a

[2:10:41] Voice 12: bit farther down the road as opposed to a series of staff endeavors over time certainly if there's

[2:10:48] Voice 12: questions raised that need to be you know that finance financial equities committee is asking

[2:10:54] Voice 12: hey let's make a distinction between this and this if that's recorded we can certainly start putting

[2:10:59] Voice 12: our minds to it but um i'm hoping that there's a a request for staff analysis as a as a whole

[2:11:07] Voice 12: as opposed to incremental pieces okay

[2:11:11] Trustee Bernardo (probable): um when i hearing trustee elliott's um a comment and and

[2:11:17] Trustee Bernardo (probable): the ceo's comment um an idea is emerging in my mind that one of the comments that we might append

[2:11:27] Trustee Bernardo (probable): to this if we forward it to the Governance Committee

[2:11:29] Trustee Bernardo (probable): is to a suggestion or request or whatever

[2:11:34] Trustee Bernardo (probable): that staff's analysis and comments be incorporated

[2:11:44] Trustee Bernardo (probable): into any type of proposal and specifically observations

[2:11:50] Trustee Bernardo (probable): regarding the budgeting process

[2:11:51] Trustee Bernardo (probable): after Governance Committee has had a chance to,

[2:11:55] Trustee Bernardo (probable): that the staff analysis, sorry about bumbling around here,

[2:11:58] Trustee Bernardo (probable): But that the staff analysis be incorporated after the governance committee's had its chance to sort of comment and look at this thing and that the staff analysis be worked into the project.

[2:12:10] Trustee Bernardo (probable): Is that where I'm getting at?

[2:12:11] Trustee Bernardo (probable): Well, I see two thumbs up from the CEO.

[2:12:14] Trustee Bernardo (probable): I'm going to treasure that.

[2:12:15] Trustee Bernardo (probable): Yeah, yeah.

[2:12:17] Voice 12: No, that's great.

[2:12:18] Voice 12: As the governance committee goes, you know, we know this.

[2:12:21] Voice 12: We don't know that.

[2:12:22] Voice 12: Hey, how would staff, what do you think of this plan?

[2:12:25] Voice 12: How would it be implemented?

[2:12:26] Voice 12: then we would respond to that formal request.

[2:12:29] Voice 12: I think that's a great way for everyone to know

[2:12:31] Voice 12: where they are all the way along.

[2:12:32] Voice 12: Right now, you're just discussing an idea formulating

[2:12:35] Voice 12: and working with this initial framework.

[2:12:37] Voice 12: Thanks.

[2:12:41] Trustee Bernardo (probable): Is that going in the direction

[2:12:42] Trustee Bernardo (probable): that you were hoping for Trustee Elliott?

[2:12:44] Trustee Bernardo (probable): Another thumbs up, bravo.

[2:12:47] Trustee Bernardo (probable): Following up on Trustee Leckham's comment

[2:12:49] Trustee Bernardo (probable): and I didn't hear a roar of disapproval.

[2:12:52] Trustee Bernardo (probable): I think people want to go for lunch.

[2:12:55] Trustee Bernardo (probable): I see it's 1213.

[2:12:56] Trustee Bernardo (probable): I'm going to recommend we break for lunch and return at 1 p.m., and we'll resume the

[2:13:01] Trustee Bernardo (probable): discussion then.

[2:13:02] Trustee Bernardo (probable): Thank you.

[2:53:30] Voice 6: hey lori lori how are you there i think

[2:53:57] Voice 13: we're all here okay

[2:53:59] Trustee Bernardo (probable): bravo we're a little late 105

[2:54:02] Trustee Bernardo (probable): due to we're on the record and uh we had to change the zoom room presumably

[2:54:09] Voice 6: that we're in

[2:54:11] Voice 6: let's resume the discussion comments next steps while uh we're all eating

[2:54:23] Trustee Bernardo (probable): lunch i uh i drafted a

[2:54:27] Trustee Bernardo (probable): a motion to move this thing forward,

[2:54:31] Trustee Bernardo (probable): but very much in mind with the idea

[2:54:36] Trustee Bernardo (probable): that we have not finished the discussion.

[2:54:38] Trustee Bernardo (probable): So I'm gonna send that to Lori,

[2:54:41] Trustee Bernardo (probable): but I'm gonna ask her to hold it in reserve

[2:54:42] Trustee Bernardo (probable): until we've exhausted ourselves

[2:54:45] Trustee Bernardo (probable): and we've run out of things to sort of talk about.

[2:54:51] Trustee Bernardo (probable): So come on people, I need somebody to pitch in here.

[2:54:56] Voice 16: Chair, if I might ask,

[2:54:58] Voice 16: it would be best to send it to myself rather than Lori,

[2:55:01] Voice 16: because I don't think Lori is present.

[2:55:06] Trustee Bernardo (probable): Good.

[2:55:06] Voice 6: Thank you for that.

[2:55:07] Voice 6: I'm going to do that.

[2:55:11] Trustee Bernardo (probable): And I see Trustee Patrick has her hand up.

[2:55:15] Trustee Bernardo (probable): Please proceed.

[2:55:17] Trustee Patrick (probable): Well, my thought, there's a couple of things.

[2:55:19] Trustee Patrick (probable): One is we have a strategic planning process

[2:55:21] Trustee Patrick (probable): that's imminent that we need to get going for this term.

[2:55:25] Trustee Patrick (probable): And I think there's probably some value

[2:55:27] Trustee Patrick (probable): in discussing the elements or pieces

[2:55:29] Trustee Patrick (probable): that could be important and that cross-purpose

[2:55:33] Trustee Patrick (probable): for both building a new process

[2:55:35] Trustee Patrick (probable): and getting this one underway

[2:55:36] Trustee Patrick (probable): with sort of the,

[2:55:37] Trustee Patrick (probable): we have an immediate need

[2:55:39] Trustee Patrick (probable): of a June trust council coming up

[2:55:41] Trustee Patrick (probable): and what activities could theoretically

[2:55:44] Trustee Patrick (probable): be prepared and presented

[2:55:47] Trustee Patrick (probable): at that June trust council

[2:55:49] Trustee Patrick (probable): that are relevant

[2:55:50] Trustee Patrick (probable): to the strategic planning process

[2:55:51] Trustee Patrick (probable): that needs to occur for this,

[2:55:54] Trustee Patrick (probable): you know, that needs to get kicked off soon.

[2:55:59] Voice 6: Okay.

[2:56:00] Trustee Patrick (probable): So, you know, I think, for example,

[2:56:02] Trustee Bernardo (probable): the external scan

[2:56:03] Trustee Patrick (probable): or the SWOT analysis

[2:56:04] Trustee Patrick (probable): and getting the vision and mission values assigned to somebody to be working on.

[2:56:11] Trustee Bernardo (probable): Well, you're identifying the difficult task of trying to walk and chew gum at the same time here,

[2:56:16] Trustee Bernardo (probable): which is, you know, we're trying to implement this new thing at the same time that we actually have this other work underway.

[2:56:22] Trustee Bernardo (probable): I think it's an open question as to whether or not we chain ourselves to the pre-existing schedule dictated by policy that we're actually hoping to supersede.

[2:56:37] Trustee Bernardo (probable): so or you know do we defer the strategic planning or do we carry on with it i don't know

[2:56:42] Trustee Bernardo (probable): um but i think you're you've raised an important question here trustee boland uh

[2:56:51] Voice 3: yeah it's the

[2:56:55] Voice 3: yeah the the change management while we are live in the sense that we have to

[2:57:02] Voice 3: to we have to create a budget for next year regardless that budget has to be I'm sure there

[2:57:10] Voice 3: are some deadlines off the top of my head or sort of October to December for trust council in

[2:57:16] Voice 3: December so working back from that regardless of where we go with this implementation of

[2:57:22] Voice 3: a planning process we have to get business cases together and work through the normal cycle

[2:57:31] Voice 3: To some degree, almost as Toby suggested, we are basing our business planning on the previous strategic plan, in the absence of any other plan.

[2:57:44] Voice 3: But it would be good to maybe just say, okay, while we build an implementation plan for this process,

[2:57:53] Voice 3: we revisit the content of, for instance, the templates for the business cases

[2:57:59] Voice 3: or whatever we want to call them, whatever we want people to use

[2:58:03] Voice 3: to construct a request for a budget, a budget request.

[2:58:09] Voice 3: We make that clear.

[2:58:11] Voice 3: We start as early as possible.

[2:58:13] Voice 3: We share the content and what's being created very widely all the time,

[2:58:20] Voice 3: not as a kind of final product in October and there was something else in my head but oh yeah

[2:58:29] Voice 3: we we revisit everything we do we revisit the previous strategic plan as a kind of a

[2:58:39] Voice 3: good practice to see that it's connected I don't see how we can actually not do this

[2:58:46] Voice 3: unless the strategic plan could be very quickly updated and reviewed I don't think that's

[2:58:55] Voice 3: practical but I think to create a budget we have to start fairly soon and we should construct

[2:59:03] Voice 3: something that we can take into the future but that fits budget creation for this year

[2:59:12] Voice 3: I think we can do that thank you

[2:59:19] Trustee Bernardo (probable): uh this is an important point that's come up which is how do we deal with these these things in tandem

[2:59:25] Trustee Bernardo (probable): or if they are in tandem or if one feeds into the other and i think we need to hear from staff on

[2:59:30] Trustee Bernardo (probable): this and i'd like to hear from the ceo first and then from um director mobs uh on how as a

[2:59:39] Trustee Bernardo (probable): practical matter how we can manage this i'm going to call it a transition i'm not sure it is but

[2:59:45] Trustee Bernardo (probable): but that's the best word I can come up with right now.

[2:59:50] Voice 12: Well, you'll be glad to know I'm getting as confused as anyone.

[2:59:55] Voice 12: So why I am slightly confused, and I think that's okay.

[3:00:00] Voice 12: that no one's mentioned executive committee um executive committee has by policy is responsible

[3:00:06] Voice 12: for the strategic plan of the organization i think this body's referring to the governance committee

[3:00:12] Voice 12: um a basic process and then you might be also considering your budgetary function at the same

[3:00:19] Voice 12: time so how all those bodies are relating over the next little while and i know julia is going

[3:00:25] Voice 12: to start sending out emails fairly soon saying start thinking about your projects next year

[3:00:29] Voice 12: everybody and start getting business cases together i think we have to accept that um

[3:00:34] Voice 12: this first year will be there's still vigor in the strategic plan we can review it in june or

[3:00:40] Voice 12: in september to go you know what's the relative health of each one of these pieces should we do

[3:00:46] Voice 12: more or less of it but that's what you'd be working for going forward with i suggest this

[3:00:51] Voice 12: process would be one of your strategic plan items in some way but that you wouldn't have

[3:00:58] Voice 12: a fundamental rethink between now and june of how you do strategic planning i just don't see that as

[3:01:02] Voice 12: being feasible so that's my yeah that's

[3:01:08] Voice 12: my initial remarks i mean we're going to have to do some work

[3:01:10] Voice 12: here over the next six months to to not just do it for this early part of trust council but for

[3:01:16] Voice 12: the next 10 years we want to do this once julia i'm sure we'll bring some specifics dates to bear

[3:01:22] Voice 12: in terms of where we have to get some numbers developed.

[3:01:26] Voice 12: Thanks.

[3:01:28] Voice 12: So

[3:01:29] Voice 1: I agree with the CAO.

[3:01:30] Voice 1: Certainly between now and June,

[3:01:31] Voice 1: there's not a lot of opportunity to revisit everything.

[3:01:34] Voice 1: Trustee Patrick had mentioned getting started

[3:01:36] Voice 1: on new trust council's strategic plan development in June.

[3:01:41] Voice 1: I personally think that makes sense,

[3:01:43] Voice 1: especially the first part.

[3:01:45] Voice 1: So when we're looking at the strategic plan,

[3:01:47] Voice 1: we haven't deviated from what is sort of a standard

[3:01:50] Voice 1: strategic plan when we're looking at things

[3:01:52] Voice 1: like the vision and the mission and the values and the work that goes into setting all of those

[3:01:56] Voice 1: things that's the first part of the goal setting um i mean i think that stuff can start soon and

[3:02:02] Voice 1: probably should if we're going to have good information to inform the current year budget

[3:02:05] Voice 1: process if we've got those things we can build those things into the budget assumptions and

[3:02:10] Voice 1: principles for the coming year which will help guide um the the new budget development i think

[3:02:15] Voice 1: there's an opportunity to dig into the goal setting as well you know vision mission values

[3:02:20] Voice 1: values, some of the longer term goals that this term council wants to focus on. If discussion of

[3:02:26] Voice 1: that starts at the June Trust Council meeting as well, again, that's going to go a long way to help

[3:02:31] Voice 1: inform what types of projects we might bring forward for the coming budget cycle. So if we

[3:02:37] Voice 1: don't have the second part of the strategic plan, which is the implementation plan perfectly laid

[3:02:40] Voice 1: out by June, I think that's absolutely fine. I don't think it's necessary. But the initial part,

[3:02:45] Voice 1: I think yeah the sooner it can get going yeah respectfully

[3:02:50] Voice 12: we're not on the same page there

[3:02:52] Voice 12: between now and June we cannot I know that we cannot have a fundamental strategic planning

[3:02:56] Voice 12: discussion so I'm not

[3:02:58] Voice 12: suggesting between now

[3:02:59] Voice 1: and June but

[3:03:01] Voice 12: or even for June

[3:03:02] Voice 1: yeah

[3:03:03] Voice 12: there's tremendous

[3:03:04] Voice 12: there's a lot of work that would have to go into

[3:03:06] Voice 12: that conversation actually that's not

[3:03:09] Trustee Bernardo (probable): what I heard

[3:03:09] Trustee Bernardo (probable): what i heard

[3:03:10] Trustee Bernardo (probable): what i'm hearing from both of you actually is as a practical matter we need

[3:03:18] Trustee Bernardo (probable): like we've got things to do that have to get done if only for the purposes of developing a budget

[3:03:24] Trustee Bernardo (probable): for the following year we've got a current process we need to follow as long as that

[3:03:30] Trustee Bernardo (probable): current process is in place that's what we're going to have to follow uh and we're going to

[3:03:36] Trustee Bernardo (probable): to develop this other process in tandem but in following and please correct me if i got it wrong

[3:03:41] Trustee Bernardo (probable): but what i'm hearing from both of you is in following the current process the current

[3:03:46] Trustee Bernardo (probable): process can be well informed by the direction we're trying to go with this thing and you know

[3:03:53] Trustee Bernardo (probable): we hope for the best at that end while we're developing the other thing and uh well hopefully

[3:03:57] Trustee Bernardo (probable): we'll be able to bring it together at some other point but what i heard the urgency coming from

[3:04:02] Trustee Bernardo (probable): director mobs was just between now and june we've got to get the mechanics underway that we need to

[3:04:09] Trustee Bernardo (probable): have in place uh ultimately to develop a budget we've got we can't we just can't defer that

[3:04:15] Trustee Bernardo (probable): have i got that right and i'm asking both of you to comment on that

[3:04:22] Voice 12: uh i think you've got it right

[3:04:26] Voice 12: to be honest what's happening here is the governance committee it we're waiting as an

[3:04:32] Voice 12: an organization for the governance committee to have the conversation that you're having right now

[3:04:36] Voice 12: in some form to inform that process go crazy go for it slow down let's let's have some perspective

[3:04:44] Voice 12: here so

[3:04:45] Voice 12: we're waiting for that otherwise in june we would be talking about so julia's right

[3:04:51] Voice 12: last term by june we were talking we were into the strategic planning process it's already behind

[3:04:58] Voice 12: because of the obviousness of the governance report

[3:05:01] Voice 12: and not wanting to roll over the fair interests

[3:05:05] Voice 12: of the governance committee and everyone else

[3:05:07] Voice 12: and to get to improve this.

[3:05:09] Voice 12: So I don't know if that helps,

[3:05:11] Voice 12: but that's the filter by which this has to go forward.

[3:05:16] Trustee Bernardo (probable): Yeah, and I appreciate the comment

[3:05:18] Voice 12: that

[3:05:18] Trustee Bernardo (probable): our discussion here at the FPC level

[3:05:23] Trustee Bernardo (probable): is in a sense limited by our jurisdiction

[3:05:27] Trustee Bernardo (probable): on the financial side,

[3:05:28] Trustee Bernardo (probable): Whereas the larger question of implementing something like this, really, the center of gravity shifts over to the governance committee.

[3:05:37] Trustee Bernardo (probable): And we need to hear from them first.

[3:05:39] Trustee Bernardo (probable): Staff needs to hear from them.

[3:05:41] Trustee Bernardo (probable): And these questions that we're talking about implementation really tie into what's happening over at that end.

[3:05:47] Trustee Bernardo (probable): So that's a fair comment.

[3:05:48] Trustee Bernardo (probable): Director Mobs, anything to add to that?

[3:05:52] Voice 1: I think with, I mean, you know, Trust Council owns the strategic plan.

[3:05:57] Voice 1: So I think there's opportunity for that process to start at the June meeting, you know, the discussion around those types of things, you know, looking at some of the elements that might be required to feed into that, you know, if that's going to take some staff work, we might be limited in that sense.

[3:06:16] Voice 1: But, you know, trustees can talk at the June council meeting to, you know, come to an agreed upon vision, for example, or values.

[3:06:24] Voice 1: values um but you know yeah we do have the the previous strategic plan to lean on um you know

[3:06:30] Voice 1: there might be things in that plan that council doesn't wish to focus on and we could be given

[3:06:34] Voice 1: that direction as well well

[3:06:36] Trustee Bernardo (probable): you know um and i'm really i'm trying hard not to editorialize but

[3:06:40] Trustee Bernardo (probable): what we're actually talking about here is in a sense uh when you're talking about strategic

[3:06:45] Trustee Bernardo (probable): initiatives uh like this and i think trustee boland had actually made this point before

[3:06:52] Trustee Bernardo (probable): This is, in effect, a strategic move that we're doing here with this working group and the idea of moving forward with corporate planning.

[3:06:59] Trustee Bernardo (probable): So it might well be that in discussions and development towards strategic planning this year, it would seem to be a natural point,

[3:07:11] Trustee Bernardo (probable): and this follows from what the CEO was saying, is after the governance committee has weighed in on this,

[3:07:17] Trustee Bernardo (probable): Yes, we may well be having a discussion about how the strategic plan needs to include this activity as a priority, like reforming its own process.

[3:07:29] Trustee Bernardo (probable): Anyhow, Trustee Elliott.

[3:07:34] Voice 2: Thank you, Chair. Yeah, that's kind of the direction my thoughts were going as well.

[3:07:41] Voice 2: You know, you mentioned a transition time or transition year.

[3:07:45] Voice 2: I don't think it's I don't know if this project would be successful if it's rushed, especially if it's a lot of new ideas and a lot of onboarding and education.

[3:07:58] Voice 2: So what if we take, you know, the current strategic plan that we're running on?

[3:08:04] Voice 2: um parse it out what are the pieces that you know are still need to be done get some support from

[3:08:10] Voice 2: trust council on what we want to continue on for the next year and assess whether this

[3:08:17] Voice 2: um new strategic planning corporate plan process has supported trust council and and then that is

[3:08:25] Voice 2: our strategic plan for one year perhaps old strategic plan incorporating this if that if

[3:08:31] Voice 2: it has the support and in addition this was an idea i had earlier and this is just just kind of

[3:08:37] Voice 2: a wacky idea um toss it out whatever um but what about taking one of the one of the strategic

[3:08:46] Voice 2: initiatives that we have running and running it through this process as a workshop um at trust

[3:08:54] Voice 2: council and sort of as a practice thing we see how would this look and feel what what actual projects

[3:09:01] Voice 2: projects would be tied to say protecting fresh water and groundwater sustainability that kind

[3:09:07] Voice 2: of thing so what would be the projects and work through um in this targeted smart goal oriented

[3:09:15] Voice 2: way how that process would look and feel so that we're not talking in the abstract we're talking

[3:09:20] Voice 2: about real projects that exist today and trustees could make maybe a more informed decision about is

[3:09:28] Voice 2: Is this a process that we want to invest a lot of time and energy into shifting towards?

[3:09:34] Trustee Bernardo (probable): Well, that certainly sounds like a helpful mechanism on the training side of things, doing it that way.

[3:09:40] Trustee Bernardo (probable): You know, it does make the hypothetical a lot more concrete when you're looking at something that people are, an activity that people are already familiar with.

[3:09:47] Trustee Bernardo (probable): By all means, that does make a lot of sense.

[3:09:51] Trustee Bernardo (probable): CEO did bring up an important point, though, which is, you know, as the policy currently

[3:09:56] Trustee Bernardo (probable): stands, the executive committee, that's looking at you, Trustee Elliott, is to take the lead

[3:10:05] Trustee Bernardo (probable): on the strategic planning part of this under the current policy, under the current arrangement.

[3:10:12] Trustee Bernardo (probable): So I think, really, in terms of moving this forward, we have to work with, on the strategic

[3:10:16] Trustee Bernardo (probable): planning side of it.

[3:10:17] Trustee Bernardo (probable): But if we're going to work within the existing structure, you know, we've got the FPC working on this thing.

[3:10:23] Trustee Bernardo (probable): We've got the governance committee while we're specifically also looking, I guess, at the executive committee weighing in at that level, at this stage.

[3:10:33] Trustee Bernardo (probable): Trustee Patrick?

[3:10:36] Trustee Patrick (probable): The elements that we're talking about, vision, mission, values, whether you call it an external or environmental scan, it's the same thing used in all the literature.

[3:10:50] Trustee Patrick (probable): um a SWOT analysis and getting to your goals is the basic basic elements of the beginnings of a

[3:10:58] Trustee Patrick (probable): strategic plan in every research every item that you look at I think you know we can yes the EC

[3:11:05] Trustee Patrick (probable): has right now under policy the responsibility or not policy or whatever it is the terms of

[3:11:10] Trustee Patrick (probable): reference that the the strategic plan sits under them financial planning committee has the budget

[3:11:15] Trustee Patrick (probable): and we know time is of the essence we can either say yes let's wait wait wait wait wait there's a

[3:11:20] Trustee Patrick (probable): a big question of process but i think this committee could recommend that we should have

[3:11:23] Trustee Patrick (probable): an objective for june to try to get to whether you call them the goals the themes or the focus areas

[3:11:30] Trustee Patrick (probable): you know we can argue over semantics but that should be an objective for the june meeting is

[3:11:37] Trustee Patrick (probable): to try to get to that you know to those themes for our goals for the um for the term to get this

[3:11:44] Trustee Patrick (probable): process kicked off for this budget season just

[3:11:47] Trustee Bernardo (probable): to be clear so i understand what you're saying here

[3:11:49] Trustee Bernardo (probable): Are you saying that in effect, as the executive committee picks up the mantle of working on the strategic plan for this year, we want it to adopt this or the SWOT and SMART techniques that they consciously bring that on board within the existing structure, but they're going to bring on that approach?

[3:12:20] Trustee Bernardo (probable): Is that what you're saying?

[3:12:21] Trustee Patrick (probable): I'm less saying that we have to say what the approach is. I think we should encourage the basic structure of a strategic plan be followed to at least, you know, to get to the, you know, to start to funnel the process down to setting the goals, the big goals, or the focus area or the theme, you know, find a word that works with our mind.

[3:12:42] Trustee Patrick (probable): mind so this isn't the the smart you know this is what you're doing this is the bucket the big

[3:12:48] Trustee Patrick (probable): the titles of the buckets um we should be able to get to that by june how

[3:12:54] Trustee Bernardo (probable): do we do that though

[3:12:54] Trustee Bernardo (probable): as a practical matter how would you how would you

[3:12:57] Trustee Patrick (probable): it's either a facilitated session on on working

[3:13:01] Trustee Patrick (probable): through that but

[3:13:05] Trustee Bernardo (probable): it's exactly committee that has to be doing it isn't it but

[3:13:08] Trustee Patrick (probable): i think could

[3:13:09] Trustee Patrick (probable): could this committee say we would we would like to aim to try to get the focus area set by june

[3:13:13] Trustee Patrick (probable): How EC gets there is their choice.

[3:13:19] Voice 7: Okay, that's a question.

[3:13:21] Voice 6: I hope people can answer it.

[3:13:23] Voice 6: Trustee Leckham, sound please.

[3:13:31] Voice 6: I'm more confused than I was before.

[3:13:36] Trustee Luckham (probable): You know, this is definitely somewhere

[3:13:38] Trustee Luckham (probable): where we need to be going.

[3:13:39] Trustee Luckham (probable): This is a fantastic conversation we're having,

[3:13:41] Trustee Luckham (probable): but I can't help but think that we're succumbing

[3:13:47] Trustee Luckham (probable): to pressures to do something and to change the course of the ship, which is fair enough.

[3:13:56] Trustee Luckham (probable): But I think that there's still a lot more conversation to have to come to grips with

[3:14:01] Trustee Luckham (probable): understanding where we're at. And in fact, I just keep coming back to page three of our document

[3:14:08] Trustee Luckham (probable): from the working group there that framed this, vision, mission, values. And of course,

[3:14:14] Trustee Luckham (probable): because what's critical in that, associated with that, is a process. And we're not at either of

[3:14:23] Trustee Luckham (probable): those things at these times. And then I'll just say, we're talking about three things in this

[3:14:30] Trustee Luckham (probable): conversation we're having right now. Strategic plan for this year, creating a budget for next

[3:14:39] Trustee Luckham (probable): next year, and a strategic plan for the following year. Those are three discrete elements, which I

[3:14:45] Trustee Luckham (probable): think we concurred earlier on, generally, with the governance review, that these processes needed to

[3:14:53] Trustee Luckham (probable): happen in parallel. And at some point, indeed, there's some crossover and transition and looking

[3:15:00] Trustee Luckham (probable): at everything we do through this new lens. But I'm concerned about pushing this too fast

[3:15:08] Trustee Luckham (probable): um because of a perceived pressure to do something different right now um where

[3:15:15] Trustee Luckham (probable): the process we've had sure maybe not great but it served us well at this point well

[3:15:22] Trustee Bernardo (probable): we are in

[3:15:22] Trustee Bernardo (probable): a problem solving mode right now so i wouldn't get too anxious about uh people rushing into the

[3:15:28] Trustee Bernardo (probable): breach without knowing what they're doing i think we're everybody shares the sentiment that we want

[3:15:33] Trustee Bernardo (probable): to proceed in a responsible way and we don't want to go around pulling on triggers before we know

[3:15:38] Trustee Bernardo (probable): know what the heck we're shooting at.

[3:15:40] Trustee Bernardo (probable): C.A.L.?

[3:15:42] Voice 12: Well, Mr. Chair, I just heard the potential for this committee to come up with a resolution

[3:15:47] Voice 12: that goes around the Governance Committee and tells the Executive Committee what to

[3:15:51] Voice 12: do with strategic planning.

[3:15:53] Voice 12: I think you're going to speak with whatever you want.

[3:15:58] Voice 12: It's the corporate planning process you were asked for some input to and a recommendation

[3:16:06] Voice 12: for the work that's being done by the subgroup.

[3:16:09] Voice 12: is it healthy enough to go to governance committee for its consideration um the only thing i'm

[3:16:15] Voice 12: starting to concern would be too strong a word it would be doing too many different actions

[3:16:22] Voice 12: on the same topic reporting to too many different bodies um for instance i would then need to report

[3:16:30] Voice 12: back or we'd have to do work on an fpc basis before the governance committee so it's it's

[3:16:34] Voice 12: we have the potential if we ask too many things in outside of an order to how many two

[3:16:42] Voice 12: disconnected answers i don't know if i said that right well

[3:16:47] Trustee Bernardo (probable): i i i if i may i'd like to explore that

[3:16:51] Trustee Bernardo (probable): a little bit because i want to be clear about what you're saying because um it does intersect

[3:16:58] Trustee Bernardo (probable): with what trustee luckham was saying which is what i'm hearing you say and please correct me

[3:17:04] Trustee Bernardo (probable): if i'm wrong which is in a sense we've got to mind our place here at the fbc which is like what

[3:17:08] Trustee Bernardo (probable): we've gotten into now is the discussion about how to execute this thing and we're kind of getting a

[3:17:14] Trustee Bernardo (probable): little ahead of ourselves here because we've got to hear from governance committee about whether

[3:17:18] Trustee Bernardo (probable): there's going to be anything to execute from their perspective which at the end of the day is you

[3:17:23] Trustee Bernardo (probable): know none of this is going to happen unless the governance committee recommends it to trust

[3:17:28] Trustee Bernardo (probable): council because it's it's it's one of those things that's on the governance committee's agenda which

[3:17:34] Trustee Bernardo (probable): which is reforming things to make them more effective.

[3:17:36] Trustee Bernardo (probable): And now we are verging into this discussion

[3:17:39] Trustee Bernardo (probable): about how to execute the implementation

[3:17:40] Trustee Bernardo (probable): before we've gotten the green light on that side of it.

[3:17:46] Trustee Bernardo (probable): So that's an important point.

[3:17:48] Trustee Bernardo (probable): That's fair enough.

[3:17:49] Voice 12: Yeah, and the key one as a supplement,

[3:17:52] Voice 12: you said it much better than I did.

[3:17:55] Voice 12: Is this trust council ready for a vision discussion

[3:17:58] Voice 12: and a discussion around the mandate of the Islands Trust?

[3:18:02] Voice 12: How would that be handled if that's the right thing

[3:18:04] Voice 12: to start this process with I don't have that answer I've lived through a couple versions of

[3:18:08] Voice 12: that conversation one of them which took two years so I think that needs to be if if that's

[3:18:15] Voice 12: the start that needs to be well thought out um and that's if I was a governance committee I would

[3:18:21] Voice 12: tell them that well

[3:18:23] Trustee Bernardo (probable): I'm going to take a page out of your book uh CEO and uh happily uh point out

[3:18:29] Trustee Bernardo (probable): out that it's open for us on the FPC side and the working group to identify the need for it

[3:18:36] Trustee Bernardo (probable): for a proper distillation of what our values are so it can go into the corporate planning

[3:18:44] Trustee Bernardo (probable): process but it's not for us to develop it here it's more like a question we can send over

[3:18:50] Trustee Bernardo (probable): to governance committee and identify and in fact that's what trustee Evans had pointed out before

[3:18:55] Trustee Bernardo (probable): which is whatever we send over to governance committee we need to flag that that's a thing

[3:19:00] Trustee Bernardo (probable): that's got to get done and that discussion which you've identified is uh not necessarily an easy

[3:19:07] Trustee Bernardo (probable): one uh happily gets to take place over there and not here uh trustee bowman hi

[3:19:14] Voice 3: um i think that you

[3:19:18] Voice 3: know in the presentation i think it was made clear that there is this goal setting phase versus the

[3:19:26] Voice 3: implementation phase now arguably the implementation phase could be used to implement

[3:19:34] Voice 3: the last strategic plan goals the whole nine yards we don't you know that that is a kind of

[3:19:41] Voice 3: an abstract concept an abstract thing that has to be implemented a process within the islands trust

[3:19:47] Voice 3: So what I would suggest is that we, I'm just asking if it's possible, if in the creation of the new budget, we could all work on a business case, plan, budget request, whatever we want to call it, for the implementation of that planning, project management part of the entire process.

[3:20:15] Voice 3: process. So that's the, you know, from step, I don't know, three, four onwards, which is the

[3:20:22] Voice 3: nuts and bolts of how do we manage the content. The bit that goes before that is the setting of

[3:20:29] Voice 3: the vision and the creation of the goals. And that can be done in parallel at a different time,

[3:20:38] Voice 3: you know, starting in June to come up with a vision and working forward. And, you know,

[3:20:45] Voice 3: So it doesn't have to be done before you begin to create the implementation plan for the planning process.

[3:20:55] Voice 3: So, you know, we could collectively work on a budget request for the implementation plan of that extra work effectively,

[3:21:06] Voice 3: which is the implementation of the planning and project management part of this entire process.

[3:21:12] Voice 3: And I think we need to, when we're talking, we need to think about, so the strategic plan as it currently exists, I mean, many of those goals are still there, many of the projects are still there.

[3:21:28] Voice 3: so you know what we would be balancing then really is a priority of implementing this

[3:21:35] Voice 3: project management process against the priorities of the ongoing projects and goals that came from

[3:21:46] Voice 3: the previous strategic plan and then at the same time we start to work on a new strategic plan

[3:21:53] Voice 3: And anyway, that's my six foot's breadth.

[3:21:57] Trustee Bernardo (probable): Well, given the fact that we do actually do have an existing process that we have to work with, I go back to the CEO's comment, which is really that before we can talk or do anything, including coming up with proposals and business cases for implementation, there has to be, we have to hear from the governance committee.

[3:22:23] Trustee Bernardo (probable): committee. And then after we've heard from them, maybe something like that becomes plausible.

[3:22:30] Trustee Bernardo (probable): In the meantime, we still have the strategic planning process has to get underway. And I'm

[3:22:35] Trustee Bernardo (probable): just thinking just as a sheer matter of practicality, maybe because it's for executive

[3:22:41] Trustee Bernardo (probable): committee to take the lead on this under the current system, that perhaps executive committee

[3:22:45] Trustee Bernardo (probable): could just simply invite the working group to explain what the goal setting part of this thing

[3:22:52] Trustee Bernardo (probable): looks like so the executive committee with the working group can consider whether it makes sense

[3:22:57] Trustee Bernardo (probable): to incorporate some elements of the proposed goal setting mechanism into this year's you know

[3:23:05] Trustee Bernardo (probable): banging away at trying to develop a strategic plan this year uh you know because there's there's a lot

[3:23:13] Trustee Bernardo (probable): of semi-technical talk here about how goal setting should work but where we're at right now is for

[3:23:20] Trustee Bernardo (probable): for strategic planning purposes,

[3:23:21] Trustee Bernardo (probable): that falls in the bailiwick of the executive committee.

[3:23:24] Trustee Bernardo (probable): So anticipating that we might well implement

[3:23:29] Trustee Bernardo (probable): something like this in the future,

[3:23:30] Trustee Bernardo (probable): it seems to me as a practical thing,

[3:23:32] Trustee Bernardo (probable): just for the informality of the executive committee,

[3:23:35] Trustee Bernardo (probable): just talking with the working group

[3:23:39] Trustee Bernardo (probable): to further elaborate in the smaller group,

[3:23:42] Trustee Bernardo (probable): how some of this goal setting might work for this year.

[3:23:46] Trustee Bernardo (probable): That's just a thought.

[3:23:47] Trustee Bernardo (probable): Trustee Evans.

[3:23:47] Trustee Bernardo (probable): Thank

[3:23:48] Voice 4: you. I was just going to ask if I could put another request into the Governance Committee,

[3:23:56] Voice 4: and that would be that, seeing as though it is a normal practice to run a SWOT analysis

[3:24:05] Voice 4: for a strategic plan, if that could be done this year as part of our strategic planning

[3:24:13] Voice 4: planning process, just that internal, external analysis prior to setting any new goals for

[3:24:22] Voice 4: the year.

[3:24:22] Voice 4: And hopefully, part of that would obviously include this work that we're discussing right

[3:24:28] Voice 4: now.

[3:24:30] Voice 4: Just because that is a normal best practice to do rather than, and maybe my question is

[3:24:39] Voice 4: to um to staff or to chair luckham is a is a swot analysis a common practice here through the

[3:24:47] Voice 4: islands trust uh today um

[3:24:53] Trustee Bernardo (probable): before um i think probably uh ceo is probably best suited to answer

[3:24:59] Trustee Bernardo (probable): that one uh but before we get there um trustee evans i'm not sure you know i like the direction

[3:25:06] Trustee Bernardo (probable): you're going with that it kind of makes sense to me because it's kind of kind of consistent with

[3:25:10] Trustee Bernardo (probable): what i was rattling on about just a few minutes ago but i'm just whether or not that request

[3:25:14] Trustee Bernardo (probable): should actually just go to the executive committee and just say look can we just do this swat thing

[3:25:20] Trustee Bernardo (probable): this year you know and it's for the executive committee to work it out you know how much they

[3:25:26] Trustee Bernardo (probable): want to swallow of that thing and because you know if it goes to the governance committee really all

[3:25:32] Trustee Bernardo (probable): we're asking for at the end of the day is for the governance committee to ask the executive committee

[3:25:36] Trustee Bernardo (probable): to do it because governance committee doesn't have authority over the current strategic planning

[3:25:40] Trustee Bernardo (probable): process the executive committee does so i'm figuring why not just go straight to the go

[3:25:45] Trustee Bernardo (probable): straight to the people who are actually going to do the work so i

[3:25:48] Voice 4: mean i guess i guess as the

[3:25:49] Voice 4: working committee we could do that but it should flood because we've been we've been charged with

[3:25:54] Voice 4: this project through the governance committee i think that request should go through the

[3:25:58] Voice 4: governance committee and follow proper channels fair point

[3:26:01] Voice 4: it wouldn't be it wouldn't be a

[3:26:03] Voice 4: financial planning committee request that executive committee do a SWOT analysis that's not enough

[3:26:10] Voice 6: Okay, I can see that trustee Graham, just

[3:26:17] Voice 17: casting my mind back to the uncomfortable conversations we had at FPC when we first started this process of looking at the budget and and that's where I think that's where my, that's where I started getting interested in looking at a system that was much more much easier to follow.

[3:26:34] Voice 17: follow. Had we had this particular plan put out by the subcommittee, it might have been easier

[3:26:43] Voice 17: for the FPC, even though we were, most of us were new members to Trust Council, to have done our

[3:26:48] Voice 17: work. I didn't hear any strong complaints or criticisms or suggestions after Trustee Evans

[3:26:55] Voice 17: went through the whole thing. I think it makes sense to forward it to the Governance Committee.

[3:26:59] Voice 17: They really, it's their responsibility to incorporate a corporate plan into the work

[3:27:04] Voice 17: that they're doing i don't really think we can we could look at vision statements and this type

[3:27:08] Voice 17: of thing without a completed policy statement um a lot of that flows through that particular

[3:27:13] Voice 17: document or is supported by that document and so what i'm really saying is let's slow down

[3:27:20] Voice 17: let's let's do this work carefully uh calmly and not expect uh instant results we we've got three

[3:27:28] Voice 17: and a half years left maybe three and three quarter years left let's try and capture this

[3:27:33] Voice 17: this new way of looking at things, at least by the end of our term. And let's just relax,

[3:27:38] Voice 17: enjoy the process a bit more, and just keep

[3:27:42] Voice 6: moving forward. Thank you.

[3:27:48] Voice 6: Trustee Patrick?

[3:27:50] Trustee Patrick (probable): I just wanted to be very clear. I was not recommending an end run to any committee

[3:27:54] Trustee Patrick (probable): whatsoever. And thank you, Trustee Graham, for referencing. I did, as I was a latecomer to

[3:28:00] Trustee Patrick (probable): getting appointed to this committee, I did watch those first couple of meetings as this committee

[3:28:05] Trustee Patrick (probable): struggle through the budget. I think the words like painful, miserable, I could think of a few

[3:28:10] Trustee Patrick (probable): others that would have come to my mind as I watched you suffering through that impossible task.

[3:28:18] Trustee Patrick (probable): Trust Council sets the strategic plan. The Executive Committee is just in charge of the

[3:28:25] Trustee Patrick (probable): process and shepherding the process through. So let's make sure we're clear. So the Executive

[3:28:31] Trustee Patrick (probable): executive committee would not be doing a SWOT analysis. It would be trust council. So I think

[3:28:36] Trustee Patrick (probable): the timing is of the essence in that we've got, you know, we're going to have this committee back

[3:28:41] Trustee Patrick (probable): in the fall, pulling our hair out, just like you did a year before. And I think our objective is

[3:28:49] Trustee Patrick (probable): to avoid that. So that's all I'm saying is we have the opportunity to be a little pushy here.

[3:28:55] Trustee Patrick (probable): And, you know, we could take the time. And I'm not saying bypass the process. The idea of creating

[3:29:01] Trustee Patrick (probable): a new corporate plan process does need to go carefully, slowly, and be rebuilt, you know,

[3:29:07] Trustee Patrick (probable): as it needs to be in the decisions that will happen. I'm saying for this strategic planning

[3:29:12] Trustee Patrick (probable): process, the opportunity is to recognize some of these fundamental elements that, like I said, are

[3:29:21] Trustee Patrick (probable): clear in the processes of how you do a strategic plan. I tested it. I wandered around the streets

[3:29:28] Trustee Patrick (probable): going, what's the first thing you do when you do a strategic plan? And I wait, everyone's been

[3:29:32] Trustee Patrick (probable): trained. They go, vision. They all say it. You know, so these are elements. And I think we have

[3:29:40] Trustee Patrick (probable): an opportunity to kick off the process in June. And I think this committee could just say, let's

[3:29:45] Trustee Patrick (probable): kick this off with some of these elements being followed and attempt to get to beginning that

[3:29:52] Trustee Patrick (probable): focusing process, just beginning it. It's not going to be setting the process in stone. We're

[3:29:57] Trustee Patrick (probable): We're just trying to get this process a little better this year.

[3:30:01] Trustee Bernardo (probable): Well, fortunately, Trustee Patrick, you're on the Governance Committee, so you're going to have an opportunity there to advocate the heck out of the idea that we want a value statement and we want it PDQ.

[3:30:14] Trustee Bernardo (probable): And let's see if that works.

[3:30:16] Trustee Bernardo (probable): Trustee Luckham.

[3:30:18] Trustee Luckham (probable): Well, thanks for that tip.

[3:30:22] Trustee Luckham (probable): I just want to ask us all just to step out of this room for a moment, actually, and step back into the FPC world.

[3:30:28] Trustee Luckham (probable): Because, you know, essentially, we've gone together, we've gone through a process of developing a budget, and indeed, there were lots of difficulties.

[3:30:39] Trustee Luckham (probable): And I honestly don't think it's unreasonable for FPC to suggest to anybody it wants to, but executive committee and council, that in entering into the next budget cycle, that some different considerations be applied to the business case development and the process.

[3:31:00] Trustee Luckham (probable): And I think that's completely within the purview of the financial planning committee to say, we want to do this better. And we've thought about these things and we would like you to consider these things in that. And then this work that we're talking about here in this room will continue on until we get to some more concrete direction.

[3:31:20] Trustee Luckham (probable): Thank you for that.

[3:31:23] Trustee Bernardo (probable): I see I have two more speakers who have their hands up

[3:31:25] Trustee Bernardo (probable): and we're going to hear from them next.

[3:31:27] Trustee Bernardo (probable): But before I do that,

[3:31:28] Trustee Bernardo (probable): my instinct is after we hear from Trustee Peterson

[3:31:35] Trustee Bernardo (probable): and the CAO,

[3:31:38] Trustee Bernardo (probable): I'm going to ask Mr. Barlow to put up

[3:31:42] Trustee Bernardo (probable): the draft motion I put together,

[3:31:44] Trustee Bernardo (probable): not because I'm particular,

[3:31:47] Trustee Bernardo (probable): I want to put it up more for a discussion document,

[3:31:51] Trustee Bernardo (probable): have people look at it and think about it. I'm not necessarily, you know, pushing hard for it,

[3:31:57] Trustee Bernardo (probable): but it seems to me like a natural first step. I've tried to incorporate in it the thrust of

[3:32:04] Trustee Bernardo (probable): people's concerns and their issues, including Trustee Evans' most recent comment. I just

[3:32:10] Trustee Bernardo (probable): worked it into a revised version I sent to Mr. Bartle. So let's hear from Trustee Peterson and

[3:32:15] Trustee Bernardo (probable): the cao and then let's put that draft up on the screen uh as a discussion item uh and uh we'll see

[3:32:24] Trustee Bernardo (probable): see whether or not that can be productive uh trustee peterson please go ahead uh thank you

[3:32:31] Voice 8: chair i just want to say it's been a great discussion today um really appreciating all

[3:32:37] Voice 8: the all the points of view and um what occurs to me and it has i'm just going to be reiterating

[3:32:45] Voice 8: what a couple people have said is that um we're acting on a referral from governance committee um

[3:32:54] Voice 8: we should be considering how we want to uh basically reply to that from governance committee

[3:33:02] Voice 8: uh i know there are three members of this committee who sit on governance committee as well

[3:33:06] Voice 8: um and to that end i i have sent a motion to uh robert barlow but uh chair i understand you've

[3:33:14] Voice 8: got a motion coming up so maybe we can look at your uh the my proposed motion i don't know what's

[3:33:20] Voice 8: in yours so maybe they're substantially similar uh but if not uh i have got a motion prepared uh

[3:33:27] Voice 8: in terms of uh our response to governance committee so i'll just put that on hold

[3:33:33] Trustee Bernardo (probable): thank you for that and i think the strategy i'm going to take uh is um we'll put mine up first

[3:33:40] Trustee Bernardo (probable): so for a discussion thing and then if you think it's inadequate or there's something missing

[3:33:45] Trustee Bernardo (probable): by all means you can fire away and like it's not a motion what it is is just words up on a screen

[3:33:53] Trustee Bernardo (probable): and we can work on it together to develop what we think is appropriate CAO I

[3:34:01] Voice 13: just like to thank

[3:34:02] Voice 13: everybody I'm going to

[3:34:03] Voice 12: excuse myself this is the the time I had allotted for for this discussion

[3:34:08] Voice 12: I'm going to go get the executive committee agenda out in the next hour or so.

[3:34:13] Voice 12: So I wish you well, and you certainly have Julia here and the rest of the staff to assist you.

[3:34:18] Voice 12: So thanks so much.

[3:34:19] Trustee Bernardo (probable): And thank you for your contribution.

[3:34:23] Voice 13: Mr. Barlow.

[3:34:26] Voice 16: Thank you, Chair.

[3:34:27] Voice 16: There must be some issue.

[3:34:29] Voice 16: The document that you sent to me only contains one word.

[3:34:34] Voice 16: So I'd recommend that you send it again.

[3:34:37] Voice 16: gained and just put the recommendation in the chat or just in the body of the email message

[3:34:44] Voice 16: and i do have trustee peterson's ready as well is

[3:34:49] Voice 3: it yes or no the one word that's the that's

[3:34:51] Voice 3: the word

[3:34:52] Voice 16: is that okay

[3:34:54] Voice 6: what do i have run um

[3:35:00] Trustee Bernardo (probable): i'm gonna ask that we just pause here for several

[3:35:05] Trustee Bernardo (probable): minutes while I try to get this document to mr. Barlow so if anybody wants to

[3:35:13] Trustee Bernardo (probable): take the floor and hold it for a while I'm good with that

[3:35:18] Voice 8: chair can we just

[3:35:20] Voice 8: take up five minutes while you're doing this and five minutes so it's reasonable

[3:35:27] Trustee Bernardo (probable): it's 146 let's recess until 150

[3:35:30] Voice 6: thank you I see it's 151 mr. Barlow do you

[3:40:39] Voice 6: have the text i sent you you should the committee should see that text on the screen now right i'll

[3:40:56] Voice 6: have to make it smaller because it's quite substantial sorry about that could you drop

[3:41:05] Voice 6: it in the chat would that make it easier as well just so we could see oh no it's fine right

[3:41:17] Voice 6: yeah there's some doubling

[3:41:20] Trustee Bernardo (probable): up of the boilerplate text there probably could delete after it was

[3:41:24] Trustee Bernardo (probable): was moved and seconded the

[3:41:26] Voice 6: that finance yeah you see it should i read that out so people just

[3:41:35] Voice 6: can follow it or or they just want

[3:41:39] Trustee Bernardo (probable): to read it if

[3:41:42] Voice 6: you could read it out that'd be great

[3:41:43] Voice 4: thank

[3:41:44] Trustee Bernardo (probable): you that the financial planning committee working group and staff report to the governance

[3:41:49] Trustee Bernardo (probable): committee on their work done to date in developing a corporate planning process

[3:41:55] Trustee Bernardo (probable): uh the fpc's recommendation that this joint initiative with the governance committee

[3:42:00] Trustee Bernardo (probable): committee continue to be developed by the working group and staff. The FPC's recommendation

[3:42:07] Trustee Bernardo (probable): that the executive committee be asked to follow the SWOT analysis process in developing this

[3:42:11] Trustee Bernardo (probable): year's strategic plan for submission to Trust Council. The FPC's request that the continuing

[3:42:16] Trustee Bernardo (probable): work on the initiative, after receipt of the governance committee's comments on the work

[3:42:20] Trustee Bernardo (probable): done to date, include staff's analysis of the potential operational implications of

[3:42:24] Trustee Bernardo (probable): instituting a comprehensive corporate planning process, and, in particular, specifically

[3:42:28] Trustee Bernardo (probable): specifically addresses budgeting. Identify the key differences between the current strategic

[3:42:34] Trustee Bernardo (probable): planning and budgeting process and the corporate planning process under development. Identify such

[3:42:38] Trustee Bernardo (probable): policy changes as may be required to institute a trustee decision-making structure appropriate

[3:42:42] Trustee Bernardo (probable): for a corporate planning process that unites strategic and budgetary planning

[3:42:46] Trustee Bernardo (probable): and include a proposal for trustee training. The FPC's request that the governance committee

[3:42:56] Trustee Bernardo (probable): develop a draft mission or value statement in keeping with the trust mandate and the fpc's

[3:43:01] Trustee Bernardo (probable): recommendation that the working group and staff present fpc and gc with an implementation proposal

[3:43:07] Trustee Bernardo (probable): by datex the way i've structured this is it's just this long shopping list of things that we want

[3:43:14] Trustee Bernardo (probable): to bring to the attention of governance committee and to think about so the preamble says you know

[3:43:19] Trustee Bernardo (probable): that the working group and staff report to the government's committee and then

[3:43:24] Trustee Bernardo (probable): on

[3:43:25] Voice 6: all that stuff that goes on below trustee yates sound thank you

[3:43:36] Voice 10: chair bernardo just a

[3:43:38] Voice 10: really quick question on the bullet that talks about um trustee training are are we proposing

[3:43:44] Voice 10: something that is different from the training that began in november and is sort of ongoing

[3:43:51] Voice 10: uh via webinars and and some meetings or it you know do more than that or less than that or

[3:43:58] Voice 10: different than that?

[3:44:01] Trustee Bernardo (probable): I was following up on the comments that were being made during the

[3:44:05] Trustee Bernardo (probable): discussion today, principally from Trustee Patrick, who I see her hand is up. My understanding of it,

[3:44:11] Trustee Bernardo (probable): and she'll elaborate more on what she meant, but I understood it to be a specific training

[3:44:19] Trustee Bernardo (probable): on the corporate planning process in general, and then how we would be implementing that here.

[3:44:27] Trustee Bernardo (probable): Over to you, Trustee Patrick, to further elaborate or correct me as required.

[3:44:32] Trustee Patrick (probable): Exactly.

[3:44:33] Trustee Patrick (probable): It would be to do some training on the trustee's role in strategic planning.

[3:44:40] Trustee Patrick (probable): There's lots of good material that's available and could be customized for the Islands Trust.

[3:44:47] Trustee Patrick (probable): The other comment I was going to say is in your one, two, third bullet,

[3:44:52] Trustee Patrick (probable): FPC recommendation that the executive be asked to follow the SWOT analysis.

[3:44:57] Trustee Patrick (probable): I would, I would say the high, either the, I don't know if hierarchy is the right word, but, you know, attempt to follow the, you know, to include, it's not just the SWOT analysis, it's the external scan, you know, there should be an attempt to do the vision mission values.

[3:45:17] Trustee Patrick (probable): I mean, the mission exists, so that's our object, but we should attempt to have that conversation.

[3:45:22] Trustee Patrick (probable): I know Russ said it took two years last time, but if this trust council can't wrap its head

[3:45:29] Trustee Patrick (probable): around a sentence of a vision, then we have a bigger problem.

[3:45:37] Trustee Patrick (probable): I think we should try to do the normal strategic plan elements.

[3:45:41] Trustee Patrick (probable): This isn't about a corporate planning process, but we should attempt to get the hierarchy

[3:45:45] Trustee Patrick (probable): of activities done that relate to any strategic planning process, which is the vision, mission,

[3:45:55] Trustee Patrick (probable): values, external scan, and SWOT. And it sounds like a lot, but they all interrelate. And we did

[3:46:04] Trustee Patrick (probable): have in the last term, when we did sit down, we kind of did that conversation about what the

[3:46:11] Trustee Patrick (probable): trustees brought to the table from their political pressures that they're seeing in their communities.

[3:46:16] Trustee Patrick (probable): um i think it could be a facilitated process june is a light schedule i know ec is considering it

[3:46:22] Trustee Patrick (probable): next week what they're going to put into that process but um and i think we should also that

[3:46:27] Trustee Patrick (probable): third bullet indicate that it should be kicked off in june okay

[3:46:33] Trustee Bernardo (probable): there's a lot there um but when

[3:46:36] Trustee Bernardo (probable): you're talking about um a values or mission statement um as a practical matter i understand

[3:46:44] Trustee Bernardo (probable): what you're saying the executive committee ideal would be work ideally be working with something

[3:46:48] Trustee Bernardo (probable): like that as it's developing or helping in its part to help develop this your strategic plan

[3:46:54] Trustee Bernardo (probable): but that's also something that's within the mandate of the governance committee and it seems

[3:46:58] Trustee Bernardo (probable): to me that the governance committee has to have its kind of lick at that first so it can actually

[3:47:04] Trustee Bernardo (probable): have a proposal or an idea or something that executive committee could work with

[3:47:10] Trustee Bernardo (probable): um the fact that it's that type of thing has had such a troubled history suggests to me that

[3:47:17] Trustee Bernardo (probable): uh it's prudent i mean it really is within what the governance committee supposed to be coming

[3:47:23] Trustee Bernardo (probable): up with you go back to the governance review i mean it was a it was a prominent part of the

[3:47:27] Trustee Bernardo (probable): report that that you know islands trust has just not developed a clear interpretation of the trust

[3:47:35] Trustee Bernardo (probable): mandate for itself ever since the beginning it's not an easy thing and there's been ad hoc

[3:47:42] Trustee Bernardo (probable): attempts in the past i guess but it seems to me that you want we want governance committee to

[3:47:49] Trustee Bernardo (probable): have a look at that and then whatever it comes up with would be something executive committee

[3:47:54] Trustee Bernardo (probable): could work with i don't know if that would that answer your would how

[3:47:58] Trustee Patrick (probable): do you feel

[3:47:59] Trustee Bernardo (probable): about that i i

[3:47:59] Trustee Patrick (probable): won't argue that that's fine maybe so maybe just in that third bullet just that should probably be

[3:48:04] Trustee Patrick (probable): to ask them to follow the external scan SWOT analysis process

[3:48:10] Trustee Patrick (probable): in developing the goals for this year's strategic plan.

[3:48:20] Voice 6: Okay.

[3:48:22] Trustee Patrick (probable): Rewarding that bullet a little bit to expand it beyond SWOT analysis.

[3:48:26] Trustee Bernardo (probable): Okay.

[3:48:26] Trustee Bernardo (probable): I'm going to ask you, Trustee Patrick, to send Mr. Barlow language,

[3:48:33] Trustee Bernardo (probable): language, revise the language of that third bullet. So it's to your liking and it is as

[3:48:38] Trustee Bernardo (probable): comprehensive as you'd like it to be. And I would ask that Mr. Barlow, as he's fiddling with the

[3:48:44] Trustee Bernardo (probable): document, take the fifth bullet, the one that says the FPC's request, the GC develop a draft

[3:48:51] Trustee Bernardo (probable): submission value statement, et cetera. Move that bullet to

[3:48:55] Voice 6: the top. Make it the first thing.

[3:48:57] Voice 6: thing. No, not that one. No, the fifth one, not the fourth one. There you go. Yeah, make that the

[3:49:11] Voice 6: first bullet.

[3:49:15] Voice 7: And while the

[3:49:16] Trustee Bernardo (probable): editing is going on, Trustee Evans?

[3:49:19] Voice 4: Just a quick clarification.

[3:49:22] Voice 4: I noticed that this, has this been moved or is this just up here for discussion? Because it's

[3:49:27] Voice 4: highlighted as moved. If it's been

[3:49:29] Trustee Bernardo (probable): moved, I was

[3:49:30] Voice 4: wondering if it

[3:49:30] Trustee Bernardo (probable): should be set for discussion.

[3:49:32] Trustee Bernardo (probable): No, this is just a discussion document. And if it turns into a resolution, I guess

[3:49:36] Trustee Bernardo (probable): the moved language will become uncontroversial.

[3:49:40] Trustee Bernardo (probable): I don't think we have to worry about it right now.

[3:49:41] Trustee Bernardo (probable): No, this is up here for us to sort of cobble away

[3:49:44] Trustee Bernardo (probable): and work at so that we get a consensus view

[3:49:48] Trustee Bernardo (probable): of what we should do with the work done to date.

[3:49:51] Trustee Bernardo (probable): And that was my first crack at it,

[3:49:53] Trustee Bernardo (probable): but it's open to the floor for people to work on it.

[3:49:55] Voice 4: Okay, so then in that case,

[3:49:57] Voice 4: can I request that Staff Marlowe add in

[3:50:03] Voice 4: the fourth sub-bullet where it says

[3:50:05] Voice 4: include a proposal for trustee training,

[3:50:09] Voice 4: change it to include a proposal for trustee training

[3:50:13] Voice 4: on the corporate, what was it called?

[3:50:20] Voice 4: Corporate strategy process.

[3:50:23] Trustee Bernardo (probable): I think we've been calling it,

[3:50:24] Trustee Bernardo (probable): well, I've been calling it the corporate planning process.

[3:50:26] Voice 4: Okay, planning process.

[3:50:28] Voice 4: Just so that there's clarity

[3:50:30] Voice 4: on what training we're requesting here.

[3:50:32] Voice 6: Understood, understood.

[3:50:34] Voice 6: Trustee Boland.

[3:50:35] Voice 6: Hi.

[3:50:40] Voice 3: Yeah, I think it's important that we, again, distinguish between the earlier part of the entire process, which is indeed a corporate planning process, which is effectively developing the strategy, the goals, starting with the vision mission and the rest, which is nuts and bolts.

[3:51:01] Voice 3: and the reason I'm saying and I support Laura's view that we should start as quickly as possible

[3:51:08] Voice 3: because during the last trust council that became a huge issue I hope it won't be an issue this time

[3:51:16] Voice 3: but if it is an issue and we get stuck then it's better to have that happen sooner than later so

[3:51:23] Voice 3: that it can be um addressed um you know it may be that we reach an impasse again i you know i don't

[3:51:32] Voice 3: i hope that we can reach uh you know good agreement but i would support um trustee patrick

[3:51:41] Voice 3: laura's view that we should begin that in june because we should really grapple with that before

[3:51:48] Voice 3: before we, you know, before too long, because the last, as far as I know, the last strategic plan

[3:51:55] Voice 3: wasn't approved for about, I don't know, 18 months after the trustees took their seats.

[3:52:02] Voice 3: So I think we should confront that as soon as possible in case we need outside help.

[3:52:07] Voice 3: Okay, thanks.

[3:52:09] Trustee Bernardo (probable): Fair enough. But as I mentioned before, it's really,

[3:52:14] Trustee Bernardo (probable): That's why I structured it this way, which is that's really something in terms of prodding

[3:52:20] Trustee Bernardo (probable): the process along and prodding the organization to make that happen.

[3:52:24] Trustee Bernardo (probable): Governance Committee is the committee with the stick.

[3:52:30] Trustee Bernardo (probable): I tried to channel that sentiment into this, so it ends up at the Governance Committee

[3:52:36] Trustee Bernardo (probable): And at that stage, Trustee Patrick and others can advocate that sense of urgency that you're talking about.

[3:52:43] Voice 3: But I just want to reiterate, we can carry on with trying to describe at least an implementation plan.

[3:52:53] Voice 3: I'm not saying exactly when. Obviously, people have to buy in.

[3:52:56] Voice 3: But the two are not, they don't have to happen sequentially because the nuts and bolts of the planning process can be applied to whatever content comes out of the front end, you know, the arrival at the goals.

[3:53:16] Voice 3: But we don't have to wait for the goals to be agreed before we begin to work on implementing a corporate planning process.

[3:53:26] Voice 3: That's just the point I want to make as well. Thank you.

[3:53:29] Trustee Bernardo (probable): I understand. Thank you. Do we have any further comments?

[3:53:35] Voice 6: I stuck it in the chat, the bullet.

[3:53:40] Voice 6: Okay. I'll leave that to Mr. Barlow to deal with.

[3:53:54] Trustee Bernardo (probable): I

[3:53:55] Voice 6: guess it would be the fourth bullet now sorry it replaces the fourth bullet right can we talk

[3:54:08] Voice 6: about your your extra bullet now trustee Patrick just a word

[3:54:22] Trustee Bernardo (probable): for Mr. Barlow I think what trustee

[3:54:23] Trustee Bernardo (probable): Patrick wants is just that bullet four what is now bullet four to be rewritten so that it reads

[3:54:31] Trustee Bernardo (probable): along the lines that she has in the chat thing it's the language is mostly the same she's just

[3:54:36] Trustee Bernardo (probable): tweaked it with additions right

[3:54:39] Voice 16: and i just wasn't sure if the committee was happy with that change

[3:54:42] Voice 16: i wanted to keep both in case but i can replace them instead of just having or okay well

[3:54:48] Trustee Bernardo (probable): just

[3:54:49] Trustee Bernardo (probable): just put in with trustee patrick put it this way it's not the committee's document it's mine and

[3:54:54] Trustee Bernardo (probable): i've opened the door to anybody do what they want with it so just uh make the changes as trustee um

[3:55:00] Trustee Bernardo (probable): patrick requested and um if people don't like it well they can take their hammers and tongs to it

[3:55:05] Trustee Bernardo (probable): it and mess with it i see trustee bowen has her hand up again but i'm gonna skip her for a moment

[3:55:12] Trustee Bernardo (probable): and let trustee elliott to go first

[3:55:13] Voice 3: sorry i haven't taken my hand down apologies okay all

[3:55:17] Trustee Bernardo (probable): right trustee elliott over to you

[3:55:18] Voice 2: um i i wonder if the i think the success and failure of this

[3:55:27] Voice 2: probably depends on explaining things really well of course um but where i see the potential

[3:55:34] Voice 2: for fracture for this this council in particular is actually identifying high level goals before

[3:55:41] Voice 2: there is broad acceptance that we want to go in this direction because and maybe i'm reading

[3:55:50] Voice 2: things wrong but um i don't think there's consensus on i don't think there's enough

[3:55:56] Voice 2: consensus on what the high level goals of the islands trust should be and i think this could

[3:56:03] Voice 2: could take us in a direction of like sort of you risk losing the whole process because

[3:56:14] Voice 2: if trust council can't come together around these high level goals i don't know i

[3:56:19] Trustee Bernardo (probable): hear what you're

[3:56:20] Trustee Bernardo (probable): saying trustee elliott but it's you know uh the the drama that's gone on over these years in terms

[3:56:27] Trustee Bernardo (probable): of trying to get the trust policy statement in place i think you know is exhibit a in terms of

[3:56:35] Trustee Bernardo (probable): the point that you're trying to make, it's impossible to argue that identifying those

[3:56:43] Trustee Bernardo (probable): goals and high-level goals and all that stuff has been a source of controversy in the past,

[3:56:50] Trustee Bernardo (probable): and it's likely to be a source of controversy in the future. We can't prejudge it. I think,

[3:56:55] Trustee Bernardo (probable): and I stand to be corrected on this, the discussion I've heard today suggests that

[3:56:59] Trustee Bernardo (probable): But as part of this process, we have to revisit the discussion, not anticipate the outcome of it.

[3:57:08] Trustee Bernardo (probable): We have to have the discussion.

[3:57:13] Voice 2: But without a good process, and what we don't have yet is an agreed upon process, we're going to struggle to have a discussion about something that is potentially contentious and a process that's not well understood.

[3:57:29] Voice 2: There

[3:57:30] Trustee Bernardo (probable): is. Well, you're right. There is no process other than the fact that last term, a governance committee was constituted to look into these very things and developing those goals, mission statement, a proper interpretation of Section 3 of the Act is clearly was discussed in the governance review report.

[3:57:55] Trustee Bernardo (probable): it was it's prominent in the minds of the people in the governance committee

[3:57:59] Trustee Bernardo (probable): that it's urgently required the process that you're talking about remains to be

[3:58:05] Trustee Bernardo (probable): developed but we have taken steps to develop it by forming this governance

[3:58:13] Trustee Bernardo (probable): committee that's going to try to cobble together a direction so that we can sort

[3:58:16] Trustee Bernardo (probable): of work that out what this draft is contemplating is urging basically

[3:58:24] Trustee Bernardo (probable): the governance committee get started on that um and you know get it underway in terms of having

[3:58:33] Trustee Bernardo (probable): the discussion and attempting to draft something like get started what happens with the product of

[3:58:40] Trustee Bernardo (probable): the governance committee i don't know it'll depend on the governance committee but we you know

[3:58:45] Trustee Bernardo (probable): every journey starts with one step you know that kind of routine so anyhow especially patrick all

[3:58:51] Trustee Patrick (probable): All right.

[3:58:52] Trustee Patrick (probable): Well, just to

[3:58:53] Trustee Patrick (probable): calm any of Toby's fears,

[3:58:57] Trustee Patrick (probable): I know Russ isn't here to defend himself,

[3:59:00] Trustee Patrick (probable): but he referred to an existing process

[3:59:01] Trustee Patrick (probable): and he referred to the executive committee

[3:59:03] Trustee Patrick (probable): having control of that process.

[3:59:04] Trustee Patrick (probable): So Toby, this is not replacing it

[3:59:11] Trustee Patrick (probable): with the process you just heard us talk about earlier today.

[3:59:14] Trustee Patrick (probable): This is about what's going to happen

[3:59:17] Trustee Patrick (probable): to get this strategic plan kicked off for this year.

[3:59:20] Trustee Patrick (probable): But

[3:59:20] Voice 2: I also heard the CAO say that that needs to be a facilitated discussion and that we're not ready for that or somehow that June Trust Council is too soon. I thought I heard him say that, that we're not prepared to embark on even a high level discussion of strategic planning.

[3:59:38] Voice 2: So that's why I'm flagging this as this is moving into the work, but where do we have the capacity for the work?

[3:59:46] Voice 2: Is June the right time or is June the time to talk about the process and get people on board for that?

[3:59:52] Voice 2: I don't want this to be derailed and I want this to have every chance of success.

[3:59:58] Voice 2: That's why I'm

[4:00:00] Voice 2: I think confusing form with content or trying to do both might derail the whole process is what

[4:00:09] Voice 2: I'm cautioning. I

[4:00:10] Trustee Patrick (probable): hear that. I think this is just a recommendation and those are conversations that

[4:00:14] Trustee Patrick (probable): should

[4:00:14] Voice 6: be had. Director Mobbs, before

[4:00:28] Trustee Bernardo (probable): we get to you, Director Mobbs, I'm going to ask

[4:00:32] Trustee Bernardo (probable): Mr. Barlow to take the document off the screen for the time being. I don't know about the rest

[4:00:38] Trustee Bernardo (probable): of you but i'm finding it distracting to see all this stuff jumping around so we'll just wait to

[4:00:43] Trustee Bernardo (probable): see a finished product and then we'll get back to it uh director mobs um

[4:00:48] Voice 1: thanks chair so executive

[4:00:50] Voice 1: committee when they're setting the agendas for trust council i think we'll be looking at what's

[4:00:54] Voice 1: feasible what's not you know do we have time for discussion so i think a lot of those concerns are

[4:00:59] Voice 1: going to be addressed with executive anyway a request can certainly be made um to consider this

[4:01:04] Voice 1: and it looks like that's happening. I do think, Trustee Elliott, when you're looking at the

[4:01:09] Voice 1: corporate planning process that we're undertaking versus the process of having discussions around an

[4:01:16] Voice 1: element that's in there, for example goal setting, the corporate planning process we're undertaking

[4:01:21] Voice 1: right now in my view is a little bit more high level in terms of it looks at what we're going

[4:01:28] Voice 1: to do, when we're going to do it, and the inputs and the outputs, the goals of each step.

[4:01:34] Voice 1: The actual discussions that happen fall more into what our CAO had brought forward earlier, which is the structure of decision-making.

[4:01:43] Voice 1: You know, what sort of how Trust Council is going to come to a decision to agree upon what is a value or what is a goal that they want to undertake.

[4:01:53] Voice 1: So I think your concerns might be sort of better aligned with sort of the document he was looking at versus the high-level corporate planning process we're undertaking or looking at right now.

[4:02:03] Voice 1: Right.

[4:02:06] Trustee Bernardo (probable): You know, and thank you for making that point because, you know, as I mentioned before, it's implicit that there would have to be policy changes in terms of our decision-making process, you know,

[4:02:20] Trustee Bernardo (probable): should we undertake such a dramatic change in how we develop strategy and budgeting.

[4:02:25] Trustee Bernardo (probable): you know it's like we've got a model right now for making decisions it's predicated

[4:02:29] Trustee Bernardo (probable): on the current process you change that process dramatically well you know your policies are out

[4:02:36] Trustee Bernardo (probable): of whack you get to sort of adjust them and again that's another one of these uh iterative things

[4:02:40] Trustee Bernardo (probable): where you got to go back and forth and your point's well taken trustee elliott that's that

[4:02:45] Trustee Bernardo (probable): remains to be developed nobody's that's not lost on anybody trustee

[4:02:50] Voice 6: peterson yeah thank you chair

[4:02:55] Voice 6: Chair, I'm

[4:02:56] Voice 8: wondering if we want to do some more tinkering

[4:03:00] Voice 8: with this proposed motion

[4:03:02] Voice 8: and consider getting it on the floor.

[4:03:07] Voice 8: Let's ask Mr. Barlow a

[4:03:08] Voice 8: couple of other actions

[4:03:11] Voice 8: that I think we might also want to consider

[4:03:14] Voice 8: after we've dealt with this.

[4:03:17] Voice 8: Sure, let

[4:03:18] Trustee Bernardo (probable): me just jump off from that right away,

[4:03:19] Trustee Bernardo (probable): Trustee Peterson asked Mr. Barlow whether or not

[4:03:21] Trustee Bernardo (probable): he's got the editing that he's been asked to do

[4:03:25] Trustee Bernardo (probable): whether that's done yet and if so can we put please put the document up on the screen i believe

[4:03:34] Voice 16: that's this is the current state of what the committee wanted here i'll try to put it in in

[4:03:41] Voice 16: one screen so you can see it all i may have missed something right

[4:03:47] Trustee Bernardo (probable): now we're seeing your email screen

[4:03:49] Voice 6: i beg your pardon is that showing correct no it isn't we see it now robert you do good thank you

[4:04:15] Voice 6: Robert,

[4:04:16] Voice 3: we lost the detail of the trustee training, the type of trustee training that was, it was an edit provided by Christina, I think, or Laura.

[4:04:29] Voice 3: It

[4:04:30] Voice 4: was include a proposal for trustee training on the corporate planning process.

[4:04:38] Voice 16: Oh, is this in the chat somewhere?

[4:04:42] Voice 4: No, it dropped off when you were making your edits.

[4:04:46] Voice 4: so previously we had it in there so it said include a

[4:04:50] Voice 4: proposal for trustee training where

[4:04:52] Voice 16: where which where would you like that to be it's a sub

[4:04:56] Voice 4: bullet and

[4:04:59] Voice 16: what would you like it to be

[4:05:02] Voice 4: it's on the fourth sub bullet it should it should read include a proposal for trustee training on

[4:05:08] Voice 4: corporate on

[4:05:09] Voice 6: the corporate planning process thank you now let's just see if that's all

[4:05:21] Voice 6: got everything I

[4:05:22] Trustee Bernardo (probable): had in mind. I've got one comment, which is on the very first bullet,

[4:05:29] Trustee Bernardo (probable): please delete the and at the end of that phrase. And I believe that and probably needs to go

[4:05:38] Trustee Bernardo (probable): at the end of the second to last bullet. No, forget it. Just put a period at the end of,

[4:05:46] Trustee Bernardo (probable): well, no, put a semicolon

[4:05:52] Voice 6: at the end of process in the last sub-bullet,

[4:05:54] Voice 6: put an and there and the other sub bullet above delete the end at the end of that all right let's

[4:06:11] Voice 6: see what this looks like what's happening here we're just going to take a moment to read it

[4:06:28] Voice 6: robert if you could keep it still yeah there's something hang on this doesn't look right sorry

[4:06:51] Voice 6: give me a second yeah um after the fourth bullet we need another bullet no after the fourth bullet

[4:07:17] Voice 6: it okay after it says june's tc meeting semicolon new paragraph and i

[4:07:33] Trustee Bernardo (probable): think what it should say there

[4:07:36] Trustee Bernardo (probable): is the fpc's request that the continuing work

[4:07:40] Voice 6: on the initiative colon and fpc should have an

[4:07:58] Voice 6: apostrophe s at the end of it and it should be the fpc's request that the continuing work on the

[4:08:10] Voice 6: initiative okay i

[4:08:23] Trustee Bernardo (probable): think that i think that captures everything subject to what other people got to say

[4:08:27] Trustee Bernardo (probable): about that um i would ask people to comment on the very last bullet because it contemplates

[4:08:36] Trustee Bernardo (probable): kind of a hard or hardish deadline by which we actually have a proposal um for fpc and

[4:08:46] Trustee Bernardo (probable): governance committee to consider sending on to trust council about reforming the planning process

[4:08:53] Trustee Bernardo (probable): I thought of the need of having a deadline in order to just get this thing produced, but I don't really have a realistic sense of when that deadline would be appropriate.

[4:09:04] Trustee Bernardo (probable): So I'm going to leave that for people to think about. But in the meantime, I see we have comments and I'm going to leave.

[4:09:10] Trustee Bernardo (probable): I would like committee members to read this and consider whether it covers what needs to be covered.

[4:09:19] Trustee Bernardo (probable): uh and in the meantime perhaps we could hear from um trustee luckham thank you

[4:09:26] Trustee Luckham (probable): maria thank you uh chair um yeah i agree there's some i would maybe not include that last bullet

[4:09:34] Trustee Luckham (probable): just to answer your question and um ostensibly uh uh the reason i would say that about that item

[4:09:41] Trustee Luckham (probable): is that um it's getting ahead of implementing a proposal of which there is not at this time

[4:09:49] Trustee Luckham (probable): I would say a clear proposal and then follow and I'm just looking for where that is on the

[4:09:54] Trustee Luckham (probable): education piece is that in this motion but I'll just speak to the education piece again about

[4:10:03] Trustee Luckham (probable): providing training or information with respect to a process that is as yet undeveloped and so

[4:10:11] Trustee Luckham (probable): how do you do that I certainly can see value and maybe that's what happens in June is

[4:10:19] Trustee Luckham (probable): is talk, you know, actually talking about some,

[4:10:24] Trustee Luckham (probable): maybe a revised version of the proposal

[4:10:27] Trustee Luckham (probable): that comes from the working group

[4:10:30] Trustee Luckham (probable): that just talks about a corporate planning process

[4:10:34] Trustee Luckham (probable): versus a strategic planning process,

[4:10:37] Trustee Luckham (probable): certainly using the Saanich process as an example,

[4:10:43] Trustee Luckham (probable): maybe having a speaker speak to that,

[4:10:45] Trustee Luckham (probable): because I think we need to get people's heads wrapped around this very complex conversation

[4:10:51] Trustee Luckham (probable): that we've had here today and indeed it's kind of uh it goes it's a mobius loop really right

[4:10:58] Trustee Luckham (probable): or chicken and the egg whatever you want to call it but it's interesting that the structured

[4:11:02] Trustee Luckham (probable): decision making briefing from the CAO would obviously apply to the conversation we're having

[4:11:08] Trustee Luckham (probable): today um in order to figure out what those little micro steps are to get to where it is that we're

[4:11:14] Trustee Luckham (probable): so uh interested in getting to so i'm sorry i don't have any solution a conclusive remark

[4:11:20] Trustee Luckham (probable): there but just those are my thoughts about how to make this a reality because i think what we

[4:11:26] Trustee Luckham (probable): want to see is all of council moving in in a similar direction or at least providing us some

[4:11:33] Trustee Luckham (probable): feedback and helping us craft uh creating some direction and a recommendation

[4:11:39] Trustee Luckham (probable): recommendation going forward. And it does strike me, I'll just last remark, it does strike me that

[4:11:46] Trustee Luckham (probable): I think there's maybe an opportunity here for a joint governance committee FPC meeting.

[4:11:53] Trustee Luckham (probable): We're kind of doing this in our own little silo, and then I'm actually dreading repeating the same

[4:11:57] Trustee Luckham (probable): conversation at governance committee. Then

[4:12:00] Voice 6: don't. Then don't. Well, okay. I mean,

[4:12:07] Voice 6: I mean, I can

[4:12:10] Trustee Bernardo (probable): tell you right off the bat,

[4:12:11] Trustee Bernardo (probable): I'm not in favor of having a joint committee meeting

[4:12:14] Trustee Bernardo (probable): because let's face it,

[4:12:16] Trustee Bernardo (probable): FPC is pretty much half the trustees already.

[4:12:19] Trustee Bernardo (probable): And I don't see how we're going to have

[4:12:21] Trustee Bernardo (probable): a productive discussion.

[4:12:23] Trustee Bernardo (probable): Governance committee is in a weird way,

[4:12:26] Trustee Bernardo (probable): has a very wide mandate, but also a very narrow one.

[4:12:30] Trustee Bernardo (probable): It's pretty focused at the moment.

[4:12:34] Trustee Bernardo (probable): We're wandering around

[4:12:35] Trustee Bernardo (probable): in all sorts of different issues here

[4:12:36] Trustee Bernardo (probable): that I'm not sure governance committee

[4:12:40] Trustee Bernardo (probable): would be helpful to them.

[4:12:42] Trustee Luckham (probable): You're absolutely right about that.

[4:12:44] Trustee Luckham (probable): And

[4:12:45] Trustee Bernardo (probable): I'm not quite prepared to give up

[4:12:48] Trustee Bernardo (probable): on that last sentence yet.

[4:12:50] Trustee Bernardo (probable): And I'm going to remind you all, of course,

[4:12:52] Trustee Bernardo (probable): that the thrust of this whole motion is to say,

[4:12:56] Trustee Bernardo (probable): look, this is what we're thinking about,

[4:12:58] Trustee Bernardo (probable): basically, over at FPC.

[4:12:59] Trustee Bernardo (probable): Over to you, governance committee.

[4:13:01] Trustee Bernardo (probable): You started this.

[4:13:03] Trustee Bernardo (probable): This is what we're thinking.

[4:13:04] Trustee Bernardo (probable): came and again there's nothing final about this this is all work in progress so uh trustee peterson

[4:13:13] Voice 7: yeah thank you chair um just on the last bullet here um you know uh i don't know that it's

[4:13:24] Voice 7: appropriate for us to uh

[4:13:28] Voice 8: to put a date in um at this point i i actually think that you know

[4:13:35] Voice 8: governance committee might have uh we're sort of presupposing what governance committees

[4:13:41] Voice 8: immediate priorities might be i know you and i both sit on it i know laura sits on it

[4:13:46] Voice 8: but there are other members of governance committee so i'd prefer that we don't specify a

[4:13:50] Voice 8: date um may i suggest something

[4:13:55] Trustee Bernardo (probable): just to address that concern may i do

[4:14:00] Trustee Bernardo (probable): that what if we just say

[4:14:02] Trustee Bernardo (probable): that the working group and staff that the FPC recommends that the working group and staff

[4:14:07] Trustee Bernardo (probable): present FPC and GC with an implementation by a date certain and then that passes the buck over

[4:14:17] Trustee Bernardo (probable): to the governance committee about what date they want to do if they want to do it all we're saying

[4:14:22] Trustee Bernardo (probable): is fair enough that

[4:14:23] Voice 8: addresses it that addresses it and then it's in governance committees of

[4:14:29] Voice 8: of court to decide on that question.

[4:14:31] Voice 8: And bearing in

[4:14:32] Trustee Bernardo (probable): mind, it's open to the governance committee

[4:14:36] Trustee Bernardo (probable): to accept and reject any of these recommendations, right?

[4:14:41] Trustee Bernardo (probable): So, okay, let's

[4:14:42] Voice 11: go with an

[4:14:42] Trustee Bernardo (probable): implementation proposal

[4:14:43] Voice 6: by a date certain.

[4:14:56] Voice 6: Okay,

[4:14:57] Voice 8: and given that chair, I would say at this point,

[4:15:01] Voice 8: I'm content to move this forward

[4:15:05] Voice 8: when the rest of the committee is.

[4:15:08] Trustee Bernardo (probable): trustee bullen do you have any comments uh

[4:15:11] Voice 3: yeah two things number one is um just in terms of

[4:15:15] Voice 3: dates and thinking ahead a little bit um there's a governance committee meeting on april the 17th

[4:15:22] Voice 3: and again on may the 29th and the next financial planning meeting would be may the 31st

[4:15:29] Voice 3: so you could go to the governance committee on the 17th and they may make some extra requests

[4:15:37] Voice 3: which could be returned on may the 29th and then the financial planning committee meeting

[4:15:43] Voice 3: meets almost immediately on the 31st so that gives us an opportunity to reflect on what happens next

[4:15:51] Voice 3: i just thought it's useful to have that calendar and the second thing is i would really like

[4:15:57] Voice 3: somebody ideally you to read the motion because i think um it doesn't there are a couple of things

[4:16:05] Voice 3: I wonder, are they repetitive?

[4:16:08] Voice 3: But if somebody read it, it might come across more clearly.

[4:16:12] Voice 3: Thanks.

[4:16:14] Trustee Bernardo (probable): Okay, let's walk through this.

[4:16:16] Trustee Bernardo (probable): I don't think it's repetitive, but I could be wrong.

[4:16:19] Trustee Bernardo (probable): That the Financial Planning Committee,

[4:16:21] Trustee Bernardo (probable): Working Group and staff report to the Governance Committee,

[4:16:28] Trustee Bernardo (probable): colon, the FPC's request.

[4:16:31] Trustee Bernardo (probable): I think we need an apostrophe and S after that.

[4:16:37] Voice 7: the fpc's request that the gc

[4:16:40] Trustee Bernardo (probable): develop a draft missionary value statement in keeping with the

[4:16:43] Trustee Bernardo (probable): trust mandate on their work done to date in developing a corporate plan uh whoops sorry

[4:16:51] Trustee Bernardo (probable): uh that has to change also on the working

[4:16:54] Voice 6: group and staff's work done today in the second bullet

[4:17:03] Voice 6: on remove there in the second bullet and replace it with the working group and staffs

[4:17:13] Voice 6: okay so uh

[4:17:22] Trustee Bernardo (probable): it now reads on the working group and staff's work done to date developing a

[4:17:26] Trustee Bernardo (probable): corporate planning process and uh the report would also include the fpc's recommendation

[4:17:35] Trustee Bernardo (probable): that this joint initiative with the gc continue to be developed by the working group and staff

[4:17:41] Trustee Bernardo (probable): the fpc's recommendation that the we

[4:17:44] Voice 6: should spell it out the executive committee

[4:17:45] Voice 6: be asked to include an external scan and SWOT analysis into this year's strategic planning process

[4:18:07] Voice 6: and aim to identify high-level goals for the June Trust Council meeting.

[4:18:23] Voice 6: Remove the apostrophe and S off June.

[4:18:29] Voice 6: Delete TC.

[4:18:32] Voice 6: Insert Trust Council.

[4:18:38] Voice 6: No, after, before meeting.

[4:18:41] Voice 6: For the June Trust Council meeting.

[4:18:47] Voice 6: Trust Council.

[4:18:53] Voice 6: Great, thank you.

[4:18:55] Trustee Bernardo (probable): let's see and report to the governance committee the fpc's request the continuing work on the

[4:19:01] Trustee Bernardo (probable): initiative after receipt of the governance gc's comments on the work done to date include staff's

[4:19:09] Trustee Bernardo (probable): analysis of the potential operational implications of instituting a comprehensive corporate planning

[4:19:13] Trustee Bernardo (probable): process and in particular specifically uh whoops

[4:19:19] Voice 6: that doesn't read right bear with me sorry uh the

[4:19:35] Voice 6: When it says instituting a comprehensive planning process,

[4:19:41] Voice 6: replace the word and with that.

[4:19:47] Voice 6: Yes?

[4:19:50] Voice 3: Should the after receipt of the GC's comment on the work done

[4:19:54] Voice 3: continue on from on the initiative

[4:19:57] Voice 3: and then the bullets start at include staff's analysis,

[4:20:04] Voice 3: identify the key differences, identify policy changes?

[4:20:07] Trustee Bernardo (probable): Yeah, that's good. That's a good point. Thank you. Yeah. So the language that's right now says after receipt of the GC's comments and the work done to date, all that text should go before the

[4:20:18] Voice 6: colon in the line above.

[4:20:19] Voice 6: above. The FPC's

[4:20:36] Trustee Bernardo (probable): request that they continue work on the initiative after receipt of the

[4:20:38] Trustee Bernardo (probable): GC's comments on the work done today include staff's analysis of the potential operational

[4:20:44] Trustee Bernardo (probable): implications of instituting a comprehensive planning process that, in particular, specifically

[4:20:48] Trustee Bernardo (probable): addresses budgeting, identify the key differences between the current strategic planning and

[4:20:55] Trustee Bernardo (probable): budgeting processes and the corporate planning process under development, identify such policy

[4:20:59] Trustee Bernardo (probable): changes as may be required to institute a trustee decision-making structure appropriate

[4:21:04] Trustee Bernardo (probable): corporate planning process that unites strategic and budgetary planning, include a proposal

[4:21:09] Trustee Bernardo (probable): for trustee training on the corporate planning process, and the FPC's recommendation that

[4:21:14] Trustee Bernardo (probable): the working group and staff present FPC and GC with an implementation proposal by a date

[4:21:18] Trustee Bernardo (probable): certain. Sorry for the bumpy ride, but it was an opportunity to tighten things up here.

[4:21:27] Trustee Bernardo (probable): I think that captures everything. I do not see any repetition in there. I see that Chair

[4:21:34] Trustee Bernardo (probable): Lackham's got his hand up,

[4:21:35] Trustee Bernardo (probable): but I'm not sure if

[4:21:35] Voice 6: that's just a leftover or a comment.

[4:21:44] Voice 6: Chair Lackham or Trustee Lackham?

[4:21:46] Voice 6: That's leftover.

[4:21:47] Trustee Bernardo (probable): Okay, thank you.

[4:21:48] Trustee Bernardo (probable): Thank you.

[4:21:48] Trustee Bernardo (probable): Director Mobbs?

[4:21:51] Voice 1: I'd like to clarify bullet one, two, three, four.

[4:21:54] Voice 1: Bullet five, the first sub-bullet there,

[4:21:58] Voice 1: is that saying that only after governance committee

[4:22:00] Voice 1: provides its comments on the work to date

[4:22:04] Voice 1: that the working group will continue to progress

[4:22:06] Voice 1: in how it's going to tie to the budget?

[4:22:08] Voice 1: it I'm trying to understand what that's trying to say there yes

[4:22:13] Trustee Bernardo (probable): well my understanding of it is

[4:22:15] Trustee Bernardo (probable): I mean the way this whole thing started which has emerged from governance committee that

[4:22:19] Trustee Bernardo (probable): you know this is something that the corporate planning process is something needs to be done

[4:22:24] Trustee Bernardo (probable): FPC is the natural body to sort of take the lead on it over to FPC we set up the working committee

[4:22:29] Trustee Bernardo (probable): But where Governance Committee left it was asking that the FPC report back on April 17th with whatever it's come up with.

[4:22:42] Trustee Bernardo (probable): Well, that's where we're at right now. We have a work product courtesy of the working group and staff.

[4:22:47] Trustee Bernardo (probable): So the idea is, OK, next stop is April 17th.

[4:22:51] Trustee Bernardo (probable): Governance Committee gets gets to hear what's been done and also gets the benefit of our comments on it.

[4:22:59] Trustee Bernardo (probable): And so after all that happens, after FPC and GC have weighed in on it, the continuing work, and this follows on what the CEO was talking about before, that the next step, the next stages include staff's analysis of operational issues and the rest of it.

[4:23:17] Trustee Bernardo (probable): Does that help?

[4:23:19] Voice 1: So it's just seeking for a governance committee to agree that we'll continue to work out the next steps?

[4:23:25] Trustee Bernardo (probable): Basically, yeah.

[4:23:26] Voice 5: Okay.

[4:23:27] Voice 5: And

[4:23:29] Trustee Bernardo (probable): that the next steps, and it's just being clear to the governance committee that the FPC wants to see staff's analysis in there.

[4:23:40] Voice 6: Understood. Thanks.

[4:23:41] Voice 6: Okay, great. Anything else? Anybody else wants to say anything?

[4:23:48] Trustee Bernardo (probable): I'm going to push this past the finish line. I'm

[4:23:51] Voice 6: getting tired. Is it too bold to ask somebody to make a motion?

[4:24:00] Voice 6: I'll make a motion.

[4:24:02] Voice 6: All right.

[4:24:04] Voice 3: Do I have to read it again, or can we consider it read?

[4:24:08] Trustee Bernardo (probable): let's consider it red shall we is that possible

[4:24:11] Voice 6: procedurally i'm

[4:24:14] Trustee Bernardo (probable): saying it is

[4:24:15] Voice 6: happy to second

[4:24:18] Trustee Bernardo (probable): trustee graham has seconded there you go we now have a motion before the floor do we have any

[4:24:26] Voice 6: further discussion on this motion i see none

[4:24:33] Trustee Bernardo (probable): i'm going to put it up for a vote please with a show

[4:24:36] Trustee Bernardo (probable): of hands please those in favor please raise your hands and leave your hands up

[4:24:42] Voice 6: so that mr barlow

[4:24:43] Voice 6: has a chance to add up the numbers.

[4:24:46] Voice 6: So, Chair, are you wanting me to report on

[4:25:03] Voice 16: the vote?

[4:25:04] Trustee Bernardo (probable): Yes, please.

[4:25:06] Voice 16: All 10 members present voted in favour.

[4:25:12] Trustee Bernardo (probable): That sounds like, to me, the motion has passed.

[4:25:17] Voice 6: That takes care of that.

[4:25:19] Voice 6: Could we have the agenda up, please?

[4:25:26] Voice 6: We've taken care of the business that

[4:25:27] Trustee Bernardo (probable): was on the schedule.

[4:25:30] Trustee Bernardo (probable): Our next meeting is scheduled for May 31st,

[4:25:32] Trustee Bernardo (probable): as was mentioned before.

[4:25:35] Trustee Bernardo (probable): before we do that does anybody have anything else they'd like to raise and whoops please lower your

[4:25:42] Trustee Bernardo (probable): hands by the way does anybody else have any comments or business they would like to raise

[4:25:48] Trustee Bernardo (probable): before we adjourn the meeting and we send this business off to the governance committee trustee

[4:25:55] Trustee Bernardo (probable): peterson yeah

[4:25:58] Voice 8: thank you chair um i just wondered if we wanted to consider uh sending the piece

[4:26:06] Voice 8: around, pardon me, around requesting the EC be requested to include the external scan

[4:26:17] Voice 8: and the SWOT analysis directly to EC at this point, or do we want to wait on that?

[4:26:24] Voice 8: I'm just cognizant of EC's schedule leading up to June, and I think if we want it to be

[4:26:30] Voice 8: uh received well at ec that i think the sooner we get it to them the better that's my thought

[4:26:36] Trustee Bernardo (probable): well you know i'm mindful of the comments i've heard before which is let's be respectful of the

[4:26:44] Trustee Bernardo (probable): process which is we've got a limited remit here at the financial planning committee side in terms

[4:26:49] Trustee Bernardo (probable): of our contribution to this uh formally speaking it really you know whatever suggestion direction

[4:26:55] Trustee Bernardo (probable): direction comment urging out of this process it really ought to be coming from governance

[4:27:01] Trustee Bernardo (probable): committee having said that I'm sensitive to the fact that over at the executive committee you're

[4:27:05] Trustee Bernardo (probable): you're you know you've got time to be considered I'm gonna you know uh do the unusual thing for

[4:27:13] Trustee Bernardo (probable): the island's trust to make a common sense suggestion here which is you know I don't

[4:27:17] Trustee Bernardo (probable): think we've got to get our shirt in a knot about this you're on the executive committee trustee

[4:27:22] Trustee Bernardo (probable): elliott is uh so is you know trustee maude and trustee luckham you know what's happening

[4:27:30] Trustee Bernardo (probable): you know what's going on you know where we're coming from at the fbc side you can work with

[4:27:35] Trustee Bernardo (probable): this now if you want you don't need us at the fbc to tell you that or governance committee to tell

[4:27:43] Trustee Bernardo (probable): you to do that you've got your own discretion over there if you think it's worthwhile picking

[4:27:48] Trustee Bernardo (probable): up you all know about it it's not really for FPC at this stage to make that

[4:27:53] Trustee Bernardo (probable): recommendation to you that's really going to be the Governance Committee

[4:27:58] Trustee Bernardo (probable): again okay fair

[4:28:00] Voice 8: enough and I have one more point just

[4:28:04] Trustee Bernardo (probable): a moment just a moment

[4:28:06] Trustee Bernardo (probable): trustee Boland trustee Peterson had not finished yet please proceed okay

[4:28:11] Trustee Bernardo (probable): thank

[4:28:12] Voice 8: you I just had one more comment that we could either do by resolution or

[4:28:19] Voice 8: we could just consider ourselves but i thought it might be uh useful for um members of this committee

[4:28:27] Voice 8: to consider sending their thoughts about this discussion to governance committee for

[4:28:33] Voice 8: consideration uh i had prepared a motion that included that but rather than making a motion

[4:28:40] Voice 8: maybe just something to think about um i think we've all put our minds quite a bit on this today

[4:28:47] Voice 8: And I think if we were all able to consider, you know, a short set of comments, that might be helpful for Governance Committee.

[4:28:59] Voice 8: Trustee

[4:29:00] Trustee Bernardo (probable): Peterson, I thought that's what we just did with this resolution that we just passed, which is those are the thoughts of the committee.

[4:29:06] Trustee Bernardo (probable): I mean, that's where we've landed in terms of how we deal.

[4:29:09] Trustee Bernardo (probable): Do you mean individuals?

[4:29:12] Voice 7: Yes.

[4:29:15] Voice 7: I'm uncertain about that.

[4:29:19] Voice 7: is

[4:29:19] Trustee Bernardo (probable): that appropriate for individuals and after committees made a decision for individuals to

[4:29:23] Trustee Bernardo (probable): sort of throw in you know peanut gallery comments from the side i mean we've made a kind of a we've

[4:29:29] Trustee Bernardo (probable): deliberated on it this is where we stand i mean i don't know what the answer to that question is

[4:29:35] Trustee Bernardo (probable): is i'm

[4:29:38] Voice 8: not attached to that i was just thinking in terms of uh in terms of giving the governance

[4:29:44] Voice 8: committee as much benefit of our discussion today as possible i mean the motion is that we just

[4:29:52] Voice 8: passed is is uh well i

[4:29:55] Voice 6: think we can

[4:29:56] Trustee Bernardo (probable): take i i think we can take it as given that any trust

[4:30:00] Trustee Bernardo (probable): is free to send in whatever comments they want.

[4:30:02] Trustee Bernardo (probable): Would that work?

[4:30:03] Trustee Bernardo (probable): Fair enough.

[4:30:06] Voice 8: I wanted to raise it so that if trustees

[4:30:10] Voice 8: that aren't on the governance committee

[4:30:12] Voice 8: and who aren't on the working group

[4:30:15] Voice 8: wanted to forward that to the governance committee,

[4:30:18] Voice 6: which meets next week, that might be of aid.

[4:30:25] Trustee Bernardo (probable): I have to say, the more I think about it,

[4:30:27] Trustee Bernardo (probable): the less comfortable I get with that

[4:30:29] Trustee Bernardo (probable): because the fact of the matter is we've come together

[4:30:31] Trustee Bernardo (probable): as a committee to make some,

[4:30:33] Trustee Bernardo (probable): um to deliberate and make some recommendations um now you're talking about individuals in a sense

[4:30:42] Trustee Bernardo (probable): in a and i know this is not what you meant but the substance of it is it has a feel of

[4:30:48] Trustee Bernardo (probable): circumventing the decision of the what's not even a decision but circumventing the deliberations and

[4:30:54] Trustee Bernardo (probable): the landing place where we got to as a committee and just so i can explain why i'm particularly

[4:30:59] Trustee Bernardo (probable): sensitive about this I was acutely sensitive about that after we wrapped up

[4:31:05] Trustee Bernardo (probable): the budget which is once the committee had decided that this was the budget we

[4:31:11] Trustee Bernardo (probable): were going to bring forward I personally didn't consider it was open to anybody

[4:31:15] Trustee Bernardo (probable): on the FPC to then basically kind of back away or elaborate or just

[4:31:22] Trustee Bernardo (probable): complicate things by adding to what the committee you know it's like once a

[4:31:26] Trustee Bernardo (probable): committee's made a decision I think committee members are obligated to stand

[4:31:29] Trustee Bernardo (probable): behind it uh i could wrong about that but i

[4:31:34] Voice 8: i get what i would get we're saying chair and and uh

[4:31:38] Voice 8: i that's not actually where i was coming from uh i was thinking more in terms of practical

[4:31:45] Voice 8: considerations that occurred to me today that i've made notes of that as a member of the

[4:31:50] Voice 8: governance committee i'll certainly be bringing up there but there's every chance that there's

[4:31:55] Voice 8: other people that have practical considerations they've made note of that might be useful to

[4:32:00] Voice 8: the governance committee and their deliberations i'm not suggesting you know opposing the direction

[4:32:06] Voice 8: of the committee or anything like that just notes that that might be of aid in this process

[4:32:11] Voice 8: certainly wasn't uh uh trying to circumvent the process here just to give the governance

[4:32:18] Voice 8: committee the benefit of our as much of our thinking uh in those details that might be

[4:32:25] Voice 8: useful so you know that's obviously every member of this committee can write the governance

[4:32:30] Voice 8: committee all they want it's just the thought trying

[4:32:34] Trustee Bernardo (probable): to

[4:32:35] Voice 8: disrupt the process i

[4:32:36] Trustee Bernardo (probable): appreciate the

[4:32:37] Trustee Bernardo (probable): clarification trustee peterson and i think the way i'd like to leave it is to leave it to the

[4:32:41] Trustee Bernardo (probable): judgment of the individual members of this committee to send on whatever comments that

[4:32:45] Trustee Bernardo (probable): they think is are appropriate um with the um proviso that um it's incumbent on members of

[4:32:56] Trustee Bernardo (probable): the committee um to um support decisions of the committee you know and i

[4:33:04] Voice 8: i i absolutely agree with

[4:33:06] Voice 8: that principle thank you chair and and i certainly wouldn't want to suggest anything to the contrary

[4:33:13] Voice 8: contrary, just in support of facilitating the further decisions of the Governance Committee

[4:33:20] Voice 8: was absolutely

[4:33:22] Trustee Bernardo (probable): my thrust there. Thank you. I think we've landed in the right place. Thank you for

[4:33:25] Trustee Bernardo (probable): that contribution. Trustee Boland?

[4:33:29] Voice 3: Yeah, I'm thinking it would be really helpful. It is a

[4:33:34] Voice 3: tight turnaround, a tight timing. Perhaps we could ask staff to provide, first of all, I would really

[4:33:42] Voice 3: like the text of the motion we just carried because it's it it would bear reading and

[4:33:49] Voice 3: rereading and considering as part of a kind of working paper and secondly I don't know if the

[4:33:55] Voice 3: minutes of this meeting would I don't know what that content might be but that might be a way of

[4:34:03] Voice 3: sharing it with the governance committee in a fairly quick way but yeah I would really

[4:34:09] Voice 3: primarily for myself I'd like the text of the motion sent to me please that would be great

[4:34:15] Voice 3: thank you

[4:34:16] Trustee Bernardo (probable): following on trustee Boland's request I would ask Mr Barlow that you circulate the text

[4:34:22] Trustee Bernardo (probable): of the motion as passed to all the members of the FPC

[4:34:25] Voice 6: please trustee Evans thank you I was just

[4:34:34] Voice 4: going to let you know that a few of us lost power I've rejoined the meeting via my phone so I just

[4:34:40] Voice 4: thought you might want to check attendees because i don't know who else fell off there but i believe

[4:34:44] Voice 4: laura patrick was one as well oh

[4:34:46] Trustee Bernardo (probable): boy okay uh i see trustee patrick is here perfect

[4:34:51] Voice 6: thank you for

[4:34:53] Trustee Bernardo (probable): that trustee luckham yeah

[4:34:57] Trustee Luckham (probable): thank you chair um i don't recall where this original notion came from

[4:35:02] Trustee Luckham (probable): now and that the conversation has happened in between but you know uh one sure we're all getting

[4:35:08] Trustee Luckham (probable): getting tired. And indeed, the meeting is dragged on for a bit here, but we were scheduled till

[4:35:13] Trustee Luckham (probable): three o'clock. I don't think that there's any, I think it's reasonable, actually, to forward

[4:35:25] Trustee Luckham (probable): your recommendation to Executive Committee, so that it gets on the public agenda at Executive

[4:35:33] Trustee Luckham (probable): committee at some point in time. And it isn't just the executive committee chair repecking the ideas

[4:35:40] Trustee Luckham (probable): that happened at the FPC and advancing them according to their own whim, which quite honestly,

[4:35:47] Trustee Luckham (probable): often we are criticized for scheming up things and taking on initiatives of our own interest.

[4:35:53] Trustee Luckham (probable): And so it's helpful for recommendations from committees to come to executive committee,

[4:35:58] Trustee Luckham (probable): and then we can support those

[4:36:00] Trustee Luckham (probable): and the public knows where they came from and the like.

[4:36:03] Trustee Luckham (probable): So I would suggest that that notion of advancing it

[4:36:07] Trustee Luckham (probable): to executive committee is a good idea.

[4:36:12] Trustee Bernardo (probable): Well, I don't know what to do, I'll be honest,

[4:36:14] Trustee Bernardo (probable): because I'd heard a contrary view,

[4:36:16] Trustee Bernardo (probable): which I have some sympathy,

[4:36:19] Trustee Bernardo (probable): which is that we need to be mindful

[4:36:24] Trustee Bernardo (probable): of observing the proper roles of each of the committees here

[4:36:30] Trustee Bernardo (probable): and to be respectful of the role of the governance committee

[4:36:33] Trustee Bernardo (probable): This is a joint effort, and as I believe it was Trustee Evans made the point, which is we've got our role, Governance Committee, which initiated that has its role.

[4:36:43] Trustee Bernardo (probable): Executive Committee is currently responsible for leading the strategic planning process, and properly speaking, what should emerge out of this discussion and this process, and the purpose of this meeting was limited to this business here about the corporate planning.

[4:37:03] Trustee Bernardo (probable): probably speaking it's it's for it is for governance committee to make that decision

[4:37:07] Trustee Bernardo (probable): and as i mentioned before i don't see the practical difference everybody in the executive

[4:37:11] Trustee Bernardo (probable): committee is sitting in this meeting what do we accomplish by just mailing it over to

[4:37:16] Trustee Bernardo (probable): to a different heading if this stuff is relevant and useful to the executive committee today

[4:37:23] Trustee Bernardo (probable): in terms of strategic planning then work with it i mean it's like what am i missing here

[4:37:31] Trustee Bernardo (probable): so

[4:37:32] Trustee Luckham (probable): if i might chair yep

[4:37:34] Trustee Bernardo (probable): with

[4:37:36] Trustee Luckham (probable): uh using your uh example there of that if this is something that

[4:37:42] Trustee Luckham (probable): is is relevant to the work of any of the committees of council then indeed run with it and i think

[4:37:49] Trustee Luckham (probable): that as i suggested earlier that if um in the discussions at any place um that it is apparent

[4:37:56] Trustee Luckham (probable): to the financial planning committee in this case and not i'm not trying to tell you what to do i'm

[4:38:01] Trustee Luckham (probable): just sharing my thoughts that if you think that there's a better process for developing the budget

[4:38:06] Trustee Luckham (probable): and a SWOT analysis particularly is of value then as was indicated that the sooner we get

[4:38:13] Trustee Luckham (probable): on to that the better and the next executive committee meeting package is being prepared as

[4:38:17] Trustee Luckham (probable): we speak and I'm I don't believe that the executive committee I believe the executive

[4:38:23] Trustee Luckham (probable): committee will meet prior to the governance committee and so that opportunity to advance

[4:38:29] Trustee Luckham (probable): advance that idea. I

[4:38:30] Trustee Bernardo (probable): have a suggestion, Trustee Luckham, I have a suggestion.

[4:38:35] Trustee Bernardo (probable): And unlike Solomon, I don't propose to cut the baby in two. I am going to suggest that

[4:38:40] Trustee Bernardo (probable): the previous request that Mr. Barlow forward the resolution to each of the members of the

[4:38:49] Trustee Bernardo (probable): Financial Planning Committee, that we supplement that, that the resolution be forwarded to the

[4:38:55] Trustee Bernardo (probable): the chairs of every standing committee,

[4:38:59] Trustee Bernardo (probable): and also to the chair of the executive committee

[4:39:01] Trustee Bernardo (probable): for their information.

[4:39:05] Trustee Bernardo (probable): And I think that will achieve whatever that was supposed,

[4:39:09] Trustee Bernardo (probable): getting that thing in front of the executive committee

[4:39:12] Trustee Bernardo (probable): is supposed to achieve.

[4:39:13] Trustee Bernardo (probable): How does that work?

[4:39:16] Trustee Luckham (probable): That's-

[4:39:17] Trustee Luckham (probable): I'm not gonna split hairs,

[4:39:18] Trustee Luckham (probable): but the executive committee is a body

[4:39:20] Trustee Luckham (probable): of which I'm a member.

[4:39:23] Trustee Bernardo (probable): Okay, then I'm gonna ask Mr. Barlow

[4:39:25] Trustee Bernardo (probable): to forward the resolution to every member of the FPC

[4:39:29] Trustee Bernardo (probable): and to send it also to,

[4:39:32] Trustee Bernardo (probable): uh for their information to the chairs of every standing committee and also to every member of

[4:39:39] Trustee Bernardo (probable): executive committee which will have the effect of some people getting this document twice but

[4:39:44] Trustee Bernardo (probable): that seems to be where we're at and let's not uh as you can tell i'm starting to get a little

[4:39:51] Trustee Bernardo (probable): frayed at the edges here it's been a long day thank you

[4:39:54] Trustee Bernardo (probable): i really don't want to spend any more

[4:39:55] Trustee Bernardo (probable): time talking about this. Thank

[4:39:57] Trustee Luckham (probable): you. Appreciate the effort. Thank you.

[4:40:00] Trustee Bernardo (probable): Thank you. And thank you

[4:40:02] Trustee Bernardo (probable): for your patience in bearing with my crabbiness as the day goes on. Director Mops. Thanks, Chair.

[4:40:12] Voice 1: I think what you've done is fine. There's nothing wrong with it. But you did have a question around

[4:40:16] Voice 1: what's the difference if it's sort of formally sent over. I think the difference is a formal

[4:40:23] Voice 1: resolution forces an item into the public agenda of the committee that is the receiving it at the

[4:40:28] Voice 1: other end if something is emailed to the chair of trust programs committee for example it may not

[4:40:33] Voice 1: land on trust programs committee agenda certainly this resolution will land on fpc's public agenda

[4:40:39] Voice 1: in a follow-up action list and now also governance committee because it's specifically for them

[4:40:43] Voice 1: but in my mind that's the difference thanks

[4:40:46] Trustee Bernardo (probable): for that for that clarification and it does take us

[4:40:49] Trustee Bernardo (probable): back to if we're going to be very formal about it uh it does take us back to the the fact that

[4:40:57] Trustee Bernardo (probable): given the nature of this protect the fact that this is a joint effort between the two committees

[4:41:02] Trustee Bernardo (probable): it's actually i i'm increasingly convinced it's not convinced it's not within the jurisdiction of

[4:41:08] Trustee Bernardo (probable): this committee to make that formal step it actually belongs with governance committee

[4:41:13] Trustee Bernardo (probable): so thank you but i appreciate the clarification uh i see uh trustee luckham you have your hand

[4:41:20] Trustee Bernardo (probable): up again or

[4:41:20] Voice 6: is that just um hello i'm a slow learner okay you

[4:41:30] Trustee Bernardo (probable): and me both um unless anybody

[4:41:33] Trustee Bernardo (probable): has any new business uh to propose or any other issues they want to address i think we're very

[4:41:40] Trustee Bernardo (probable): yeah i think we're concluded with today's work uh unless i'm corrected by somebody thank you

[4:41:48] Trustee Bernardo (probable): everybody for your contribution i think it was a very productive meeting and i think it was

[4:41:52] Trustee Bernardo (probable): particularly constructive in terms of airing out um some pretty complicated uh and difficult issues

[4:42:02] Trustee Bernardo (probable): uh in a pretty um pretty professional way i think we should be pretty pretty pleased

[4:42:08] Trustee Bernardo (probable): about today's meeting uh and uh thank you everybody uh the meeting's adjourned uh

[4:42:14] Trustee Bernardo (probable): until we meet again on Wednesday, May 31st.

[4:42:19] Voice 2: Good work, everybody.

[4:42:20] Voice 2: Thank you, Chair. Thank you, Chair.