Islands Trust Council regular meeting, May 29, 2023

[0:00:00] Trustee Gedye: First and most important order of business is to acknowledge that we live, play, and work on unceded territory.

[0:00:08] Trustee Gedye: And where I am on Bowen, I think a pronunciation I'm trying to work on this is the Claylam.

[0:00:14] Trustee Gedye: I'm sure I've got that wrong.

[0:00:15] Trustee Gedye: But the Squamish, Musqueam, and Tsleil-Waututh.

[0:00:20] Trustee Gedye: Oh, thank you, Laurie.

[0:00:21] Trustee Gedye: um yes and the entire area has uh what 32 different um indigenous groups anyway it's

[0:00:32] Trustee Gedye: quite rich anyway so we get to enjoy and work and um try to protect and preserve this beautiful area

[0:00:40] Trustee Gedye: and um such is the nature of our work today so um as there are there any new items uh for the agenda

[0:00:51] Trustee Gedye: I wanted to add one towards the end, and I believe it could be covered with 10.2, Reporting Process and Format to Trust Council, as Laurie's put out a call for items for the June Trust Council meeting agenda, if you can think about that for later.

[0:01:13] Voice 3: Any other new items?

[0:01:18] Voice 3: Laura?

[0:01:19] Voice 3: Laura?

[0:01:19] Voice 3: I don't know if it's no, we talked

[0:01:20] Trustee Patrick: about it before,

[0:01:21] Trustee Patrick: just revisiting and making sure we have clarity

[0:01:23] Trustee Patrick: on like just regular governance activities

[0:01:29] Trustee Patrick: of making sure we have clarity

[0:01:31] Trustee Patrick: that do we want to see everything come through us or not?

[0:01:36] Trustee Gedye: Okay, I have that.

[0:01:38] Trustee Gedye: I was hoping that you could help us with that.

[0:01:40] Trustee Gedye: You had an item that you wanted to talk about

[0:01:42] Trustee Gedye: under 7.3 governance committee receipt

[0:01:44] Trustee Gedye: of other committees referrals and prioritization.

[0:01:48] Trustee Gedye: Sure.

[0:01:49] Voice 3: Okay. Anybody else? All right. So approval of the agenda, please. Trustee Stamford,

[0:02:01] Trustee Gedye: the seconder, and Trustee Patrick. Okay. Anybody opposed? All right. That'll carry.

[0:02:09] Trustee Gedye: Anybody here for public comment? Laurie, have you got anybody?

[0:02:16] Trustee Gedye: I see no attendees, Chair Getty.

[0:02:19] Trustee Gedye: All right. Are there any delegations?

[0:02:22] Voice 3: No.

[0:02:23] Trustee Gedye: All right. And I haven't received any

[0:02:26] Voice 3: correspondence. Is anybody else?

[0:02:33] Voice 3: And with

[0:02:34] Trustee Gedye: the admin coordination draft minutes

[0:02:37] Trustee Gedye: of April 17th, 2023, everybody had a chance to read those.

[0:02:41] Trustee Gedye: Any errors, omissions or additions?

[0:02:47] Voice 3: Not seeing any, can I have a mover to approve those?

[0:02:55] Voice 3: Trustee Stamford, seconder?

[0:03:00] Voice 3: Trustee Patrick?

[0:03:01] Voice 3: All those in favor?

[0:03:04] Trustee Gedye: All right, thank you.

[0:03:06] Trustee Gedye: That'll be unanimous.

[0:03:08] Trustee Gedye: 6.2, resolutions without meeting.

[0:03:10] Trustee Gedye: I don't believe there are any.

[0:03:12] Trustee Gedye: there's none on the agenda and nothing's been added and then 6.3 follow-up action list

[0:03:19] Trustee Gedye: so pages 9 10 and 11 i believe it is

[0:03:23] Voice 3: um so

[0:03:28] Trustee Gedye: this one is review the current method of appointment

[0:03:31] Trustee Gedye: and make up of membership of trust council standing committee um we talked about this

[0:03:37] Trustee Gedye: the last meeting um i see that the dates are for june the 27th um so that it's not on today's

[0:03:45] Trustee Gedye: agenda and it was put into the matrix i believe in the uh important but not urgent um so we can

[0:03:54] Trustee Gedye: look at that towards the end as well but it's not on today's agenda um page 10 was um the corporate

[0:04:03] Trustee Gedye: strategic planning for today and that will be discussed in depth and page 11

[0:04:09] Trustee Gedye: the draft question for a legal opinion on informal meetings and the trustee

[0:04:20] Trustee Gedye: Bernardo and staff work on summarizing section 3 some of the legal opinions we

[0:04:25] Trustee Gedye: received and the new edition of the visioning exercise and those were all on

[0:04:32] Trustee Gedye: today's agenda i believe the first two are on the closed agenda because it's legal opinions um

[0:04:41] Trustee Gedye: and then director of legislative services that's the same legal opinion so i think we've got all

[0:04:46] Trustee Gedye: of that covered am

[0:04:50] Voice 3: i missing anything all

[0:04:54] Trustee Gedye: right so then we're on to the uh business work programs

[0:04:57] Trustee Gedye: the draft corporate planning process so um we have members of the financial planning committee here

[0:05:06] Trustee Gedye: And I'm going to, I thought, I think I gave you a heads up on this, Joe, but I'm going to ask that if you can lead us through this and the other members that are with us today that have worked on this and the staff that can help us, if there's anything that needs to be added or emphasized, that would be a big help.

[0:05:27] Trustee Gedye: Has everybody had a chance to read this document?

[0:05:31] Voice 3: Yes.

[0:05:32] Trustee Gedye: Good.

[0:05:32] Trustee Gedye: Okay.

[0:05:34] Trustee Gedye: That'll help.

[0:05:35] Trustee Gedye: All right.

[0:05:35] Trustee Gedye: Right. Can you take us on

[0:05:38] Trustee Gedye: with it for another metaphor?

[0:05:42] Trustee Bernardo: Yes. Well, I'll be happy to help facilitate the discussion about this.

[0:05:49] Trustee Bernardo: I'm really in the hands of the working group in terms of how they want to present their material.

[0:05:58] Trustee Bernardo: I guess from my perspective, you read the memo that they provided.

[0:06:02] Trustee Bernardo: It's pretty straightforward, but there are obviously the things that they're going to want to emphasize and discuss.

[0:06:10] Trustee Bernardo: So I'm going to hand it over to the working group in the hopes that you guys have got a plan here in terms of how you want to present the material.

[0:06:18] Trustee Bernardo: And why don't you introduce it to us? Tell us what you intend or how you intend to explain it to us.

[0:06:25] Trustee Bernardo: And then with that, perhaps do a walk through the document without necessarily having to go through absolutely everything, but just kind of spell it out in crayon for the rest of us, and then talk about next steps, if that works for you.

[0:06:43] Trustee Bernardo: So who's the delegate who's going to address this, speak for the working group, at least in the first instance?

[0:06:49] Trustee Patrick: I believe it's going to be me.

[0:06:53] Trustee Bernardo: Okay, over to you, Trustee Patrick.

[0:06:55] Trustee Bernardo: I

[0:06:55] Trustee Patrick: wanted to start first with acknowledging the working group and that Christina Evans, Mayreed Boland and Julia Mops and Russ Hudson-Piller have been the working group.

[0:07:09] Trustee Patrick: Just a reminder, too, that we sort of focused in on, you know, this is not new stuff.

[0:07:14] Trustee Patrick: We're not creating something that's never been done before in organizations.

[0:07:17] Trustee Patrick: We kind of have been following the District of Saanich has been our primary motivational materials out there.

[0:07:24] Trustee Patrick: and I encourage all of you to go look and read and see their strategic plan. They have a rich

[0:07:29] Trustee Patrick: amount of material on there. You could argue that they're more simplistic than us because

[0:07:35] Trustee Patrick: they're only one corporate body. We are, what, 15, Russ? I don't know. I lose count. Yeah. Oh,

[0:07:40] Trustee Patrick: I got it right.

[0:07:40] Voice 7: Well, I'm with you. I lose count myself.

[0:07:45] Trustee Patrick: However, I'm sure if you ask District of

[0:07:47] Trustee Patrick: Saanich, they'd say with roads and police and a population three times the size of us that they're

[0:07:51] Trustee Patrick: they're more complex. So I don't, I think, I think generally it's a,

[0:07:55] Trustee Patrick: it's a good model to, to, to look at.

[0:07:59] Trustee Patrick: I think where we're still at is sort of, you know,

[0:08:03] Trustee Patrick: I think what's important that we all are on the same page regarding the

[0:08:06] Trustee Patrick: goals. What are we trying to achieve with a corporate planning process?

[0:08:09] Trustee Patrick: And I think this is all a work in progress and this is,

[0:08:13] Trustee Patrick: this is the time we want to be hearing from people as to what those goals

[0:08:17] Trustee Patrick: are that, you know,

[0:08:18] Trustee Patrick: this was built off of the governance committee recommend and the governance

[0:08:22] Trustee Patrick: governance report recommendation um we're trying to develop a corporate process for all of the work

[0:08:27] Trustee Patrick: that we do that trust council is is uh directing the work in a uh with short and long-term plans

[0:08:36] Trustee Patrick: and um you know assuring you know community perspectives we've got the whole collaborative

[0:08:42] Trustee Patrick: perspective of our in cooperation work that we have to do and uh and that really guides the work

[0:08:48] Trustee Patrick: down through department plans and all of this ends up being a way to also achieve

[0:08:55] Trustee Patrick: or to evaluate whether or not we're making the progress that we intended to

[0:08:59] Trustee Patrick: the work that we are intending to do what you have before you is a document

[0:09:04] Trustee Patrick: that is it is very much a the process is really beginning to take shape and I

[0:09:10] Trustee Patrick: must say this is still drafts this is this is when we're here this is the time

[0:09:14] Trustee Patrick: to be getting, like I said, the input. And I'm going to turn over right now to Julia Mobs to

[0:09:20] Trustee Patrick: let her sort of walk through some of this document and we can have probably a Q&A and then sort of

[0:09:28] Trustee Patrick: end up on where do we go next. So over to

[0:09:31] Voice 3: you, Julia. Is Julia here?

[0:09:40] Voice 2: I'm here, yes, struggling

[0:09:41] Voice 2: with technology

[0:09:42] Voice 2: this morning. Thanks, Trustee Patrick. So yeah, as Trustee Patrick alluded to,

[0:09:48] Voice 2: this is very much still a draft process there's lots of points in this document that still warrant

[0:09:54] Voice 2: some in-depth discussion there's I think some points of clarity that need to be made in the

[0:10:00] Voice 2: document to help ensure that there's some common understanding related to certain elements and we

[0:10:07] Voice 2: can discuss that at today's meeting of course and then we'll be rolling that into the document

[0:10:11] Voice 2: moving forward so this document the format looks a little bit different than the initial document

[0:10:17] Voice 2: that the governance committee reviewed so when we met most recently and solidified our understanding

[0:10:23] Voice 2: of what the ask was of the financial planning committee which is a full corporate planning

[0:10:28] Voice 2: process not just the strategic plan it became apparent that a different format was a little

[0:10:34] Voice 2: easier to work with because a corporate plan embodies sort of activities that take place

[0:10:40] Voice 2: annually and activities that take place sort of less regularly at the start of a term so we've

[0:10:46] Voice 2: changed the format hopefully it's fairly easy to follow through if the previous format was easier

[0:10:52] Voice 2: we can absolutely revert back and we're happy to take feedback on that so as we walk through the

[0:10:57] Voice 2: process one of the things that's key to corporate plan and corporate planning process is of course

[0:11:03] Voice 2: to understand the context that an organization is working in so that's become phase one of the

[0:11:09] Voice 2: corporate plan which is to understand the islands trust context so one of the key business tools

[0:11:14] Voice 2: that's available to organizations to understand their context is a SWOT analysis. We've tried to

[0:11:20] Voice 2: outline what a SWOT analysis is in the document. So it's an organization undertaking an exercise

[0:11:26] Voice 2: to understand their strengths and their weaknesses, which are primarily internal factors to an

[0:11:31] Voice 2: organization, and to understand opportunities and threats to the organization and the work they do,

[0:11:35] Voice 2: which are primarily external factors. So we've provided some examples in this document to help

[0:11:40] Voice 2: solidify understanding and there is space on the trust council agenda for June for a SWOT exercise

[0:11:47] Voice 2: to happen with trustees so there will be hopefully this document will help solidify understanding

[0:11:55] Voice 2: in advance of that exercise taking place so once a proper SWOT analysis has been conducted

[0:12:02] Voice 2: and analyzed and understanding of an organization's context is achieved that's when an

[0:12:08] Voice 2: organization can step into the strategic planning. So understand your context, make sure that what

[0:12:15] Voice 2: you have in your strategic plan is achievable and reasonable within your context. And so that's why

[0:12:20] Voice 2: it's an important piece of work to undertake. A strategic plan typically is a plan that's put

[0:12:26] Voice 2: together at the start of a term. So new council would determine what its vision is for the

[0:12:31] Voice 2: organization, which is a long-term vision. It would set an understanding of the mission and

[0:12:37] Voice 2: mandate so in the islands trust context we've been handed a mandate in the islands trust act

[0:12:42] Voice 2: so there is a need however for trustees to actually have a common understanding of what

[0:12:48] Voice 2: that means we have experienced in previous term councils that often there's a different

[0:12:52] Voice 2: understanding of or interpretation of what the mandate actually means so new term council does

[0:12:58] Voice 2: need to get together and come to an understanding of the mandate and what they plan to achieve

[0:13:03] Voice 2: through the mandate determining values is also important because values guide behaviors as we

[0:13:09] Voice 2: work through the process of achieving goals and it also will help trust council be a little bit

[0:13:15] Voice 2: more directed in where they allocate resources so the example that's given in the document is

[0:13:20] Voice 2: if trust council determines that transparency with the public is a value that they hold highly

[0:13:25] Voice 2: they may be more likely to direct resources towards those activities such as live streaming

[0:13:30] Voice 2: and public meetings and posting them on the website if a council doesn't hold that value

[0:13:34] Voice 2: maybe they won't direct financial resources and staff resources towards those activities

[0:13:38] Voice 2: so value setting can be very helpful as well in setting a strategic plan am I going too fast or

[0:13:45] Voice 2: getting into too much detail I don't want to take up too much time I

[0:13:50] Trustee Bernardo: think you should go into as

[0:13:51] Trustee Bernardo: much detail as you think is necessary to explain the concept and what you think are the material

[0:14:00] Trustee Bernardo: real moving parts uh you are speaking a little quickly apologies i

[0:14:05] Voice 2: do that i will slow down

[0:14:06] Trustee Bernardo: but uh i think it's important that the committee get a grasp of the uh the moving parts here

[0:14:12] Trustee Bernardo: i

[0:14:14] Voice 2: did see trustee stanford with her hand raised i can i i

[0:14:18] Voice 2: maybe i should wait till the end but

[0:14:20] Trustee Stamford: i'm just wondering if there's opportunities here to prioritize values like you said either we

[0:14:27] Trustee Stamford: We want to have, we consider public input important or we don't, but I think there's

[0:14:33] Trustee Stamford: maybe a gradation and we can see how that's prioritized against other values.

[0:14:40] Voice 2: Yeah, I think that's a good point.

[0:14:42] Voice 2: And certainly if council wishes to sort of, as you say, prioritize values at this step,

[0:14:48] Voice 2: it probably would help further along in the decision-making process to understand sort

[0:14:54] Voice 2: of when there's competing ideas, which do we want to lean into more than others?

[0:14:57] Voice 2: So, yeah, good point. Prioritization is actually key throughout much of this process here.

[0:15:04] Voice 2: And we can highlight that a little more clearly if it's not there already.

[0:15:09] Voice 2: So step four of the first part of a strategic plan talks about council determining and prioritizing long term goals and objectives.

[0:15:16] Voice 2: So here what's taking place is Trust Council understanding the context they're working in through the SWOT.

[0:15:22] Voice 2: They now have a vision of where they want to get to in the term.

[0:15:25] Voice 2: they've now got some values that they plan to embrace and now comes the time to actually set

[0:15:31] Voice 2: goals for the organization so what are some things that we can achieve throughout the term

[0:15:36] Voice 2: this step from my perspective would be all-encompassing for all of trust council's

[0:15:41] Voice 2: activities so trust council is funding its own initiatives some advocacy and engagement type

[0:15:47] Voice 2: activities also the work of planning so that's the work of local trust committees and the

[0:15:52] Voice 2: the Conservancy work. So Islands Trust Council has control of the funding for all of those pieces

[0:15:58] Voice 2: of work, and therefore they can set goals and objectives that will impact all of those pieces

[0:16:04] Voice 2: of work. So it is all encompassing from an organization's perspective. The goals and

[0:16:09] Voice 2: objectives tend to be longer term. They're not sort of very short-term, one-off goals. They tend

[0:16:14] Voice 2: to be longer term. So Council's setting objectives for the full four-year term, maybe even into five

[0:16:21] Voice 2: years. What we have suggested in the plan is that goals are grouped into themes so oftentimes if

[0:16:30] Voice 2: you're grouping goals into themes it can help you sort of understand where a primary focus is

[0:16:34] Voice 2: landing which can help drive some decision making further on in the plan. So once objectives and

[0:16:41] Voice 2: goals are set of course council will need to put a plan in place. So how do we plan to achieve these

[0:16:48] Voice 2: goals? How do we plan to move forward? And that's where part two of the strategic plan comes into

[0:16:52] Voice 2: to place which is the strategy implementation generally the goal setting part of the strategic

[0:16:58] Voice 2: plan doesn't change much throughout the term there might be situations that arise that warrant a

[0:17:04] Voice 2: revisit but in general because they're longer term goals longer term objectives they don't

[0:17:10] Voice 2: change much throughout a term what is revisited more regularly and might change is part two which

[0:17:16] Voice 2: is the strategy implementation so this is the piece where trust council will determine actions

[0:17:22] Voice 2: that they're going to undertake to achieve their objectives so what are we going to do to actually

[0:17:28] Voice 2: further the goals that we've set for ourselves we need to understand what work we need to undertake

[0:17:32] Voice 2: to move that forward the type of information that council is going to need at this step is still

[0:17:38] Voice 2: something that's in conversation with the working group so what level of detail are trustees going

[0:17:43] Voice 2: to need in order to make decisions at this point i've suggested that maybe we reach out to some

[0:17:50] Voice 2: some Saanich Council members to see what information they receive as part of their

[0:17:54] Voice 2: process. They've been the organization that we've looked to sort of for example setting,

[0:17:58] Voice 2: so they might be a good organization to connect with to find out what level of information is

[0:18:02] Voice 2: received here. Once a set of actions have been determined, they need to be prioritized over a

[0:18:09] Voice 2: timeline. So we need to understand how long each activity is going to take us, when do we plan to

[0:18:16] Voice 2: undertake it so this is where resource allocation really starts to come into play we need to

[0:18:21] Voice 2: understand at this point how many hours we have from a staff perspective um how many of those

[0:18:26] Voice 2: hours are already directed towards operational type work that maybe isn't contemplated in the

[0:18:30] Voice 2: strategic plan and then how are we going to prioritize the various actions over time so if

[0:18:36] Voice 2: something is considered highly important and urgent it probably would be prioritized earlier

[0:18:40] Voice 2: in the timeline versus things that are less urgent could be prioritized later this is where we'll

[0:18:46] Voice 2: start to really see project planning become really important for the organization. So

[0:18:52] Voice 2: stronger project planning to understand timelines of various initiatives. So instead of having a

[0:18:59] Voice 2: project come forward, and we're only talking about the first year of planned work, we would be

[0:19:05] Voice 2: looking at activities in their entirety. So if a project is going to take four years, we would be

[0:19:10] Voice 2: planning out the full four years and putting them into the timeline as appropriate.

[0:19:16] Trustee Bernardo: Julie, if I can interject here, there's a lot here to cover, and I want to make sure people understand how this process works, starting with me.

[0:19:28] Trustee Bernardo: The high-level stuff that you've just talked about before you start, and then you're now starting to talk about project planning,

[0:19:34] Trustee Bernardo: I just want to clarify that my understanding of the process is that's where really there's going to be a lot of necessary input coming from the trustees, that there's going to have to be the high-level stuff, the actual setting of strategic vision, strategic goals.

[0:19:59] Trustee Bernardo: that's really going to require a lot of heavy lifting by the trust council itself a lot of

[0:20:03] Trustee Bernardo: deliberation that is trust council part of it that's not something that can be delivered by

[0:20:07] Trustee Bernardo: either a committee i mean a committee can suggest things but it's not for staff or a small group of

[0:20:13] Trustee Bernardo: trustees to sort of really lead that i mean that's really something that's got to come out of the

[0:20:18] Trustee Bernardo: trust council itself is it not or am i got that wrong no

[0:20:23] Voice 2: i i do see it the same way so part one

[0:20:25] Voice 2: of the strategic plan, which is the direction and the goal setting, that is Trust Council

[0:20:30] Voice 2: driving the exercise. They are the ones that are setting the direction, the goals for the

[0:20:37] Voice 2: organization. And step two of the strategic plan, or part two, which is the strategy implementation

[0:20:42] Voice 2: where we start to look at how are we going to move forward in achieving these goals.

[0:20:49] Voice 2: That's where it's still Trust Council directed exercise, but there will be more involvement

[0:20:54] Voice 2: from staff and therefore possibly also from council committees because they will be providing

[0:21:01] Voice 2: insights into the options that are available for council to to move forward on a goal or objective

[0:21:08] Voice 2: so council sets a goal staff would then step into the process to help out along with council

[0:21:14] Voice 2: committees to say here are several ways that you can achieve that goal and now council needs to

[0:21:19] Voice 2: to make the decision of which of those ways

[0:21:21] Voice 2: do they want to take on.

[0:21:23] Voice 2: So it becomes definitely council driven part one,

[0:21:26] Voice 2: part two is more of a combined exercise,

[0:21:29] Voice 2: but council is still the decision maker.

[0:21:31] Trustee Bernardo: And part one is where the values driven discussion

[0:21:33] Trustee Bernardo: that Trustee Sanford wants to make sure is happening.

[0:21:37] Trustee Bernardo: That's where it happens at that stage.

[0:21:42] Voice 2: Sorry, can you repeat that question?

[0:21:44] Trustee Bernardo: The values question, which Trustee Sanford raised,

[0:21:47] Trustee Bernardo: which is the idea there needs to be prioritization,

[0:21:50] Trustee Bernardo: but discussion and debate about that and they're like it's it's not something that can be imposed

[0:21:54] Trustee Bernardo: from without that that's actually something that happens at stage one of the process

[0:21:58] Trustee Bernardo: within the trust council that's where the values discussion um necessarily has to take place because

[0:22:05] Trustee Bernardo: that sets in a sense the framing for the rest of the stuff that follows that's

[0:22:09] Voice 2: correct now i see

[0:22:11] Trustee Bernardo: we've got some hands up by um what a strange coincidence uh every member of the uh working

[0:22:16] Trustee Bernardo: can uh

[0:22:16] Voice 3: let's start with trustee ballant actually trustee evans was ahead of me if you don't mind

[0:22:27] Voice 3: ed rather okay trustee evans no

[0:22:32] Voice 10: worries i was just going to ask if we could slow down going

[0:22:35] Voice 10: through this that we can allow for people to ask questions on each section um because we were

[0:22:42] Voice 10: going through it rather rapidly and there was a couple of points that i wanted to make really

[0:22:47] Voice 10: really clear in the first phase, which we kind of went over rather quickly. And that is making

[0:22:54] Voice 10: sure that there is a key point in there where we're really looking at the resource allocation

[0:23:03] Voice 10: availability and the financial resource availability, that there is a process that

[0:23:10] Voice 10: goes through to say, we've got this project. Do we have the staff hours? Do we have the budget?

[0:23:16] Voice 10: there's a process for it to flow through before it can go anywhere else but I just wanted to slow

[0:23:21] Voice 10: the slow the discussion down because it's a lot of information for people that haven't been

[0:23:25] Voice 10: as immensely involved as we have been so if we can just go through like a little bit at a time

[0:23:31] Voice 10: see if people have questions see if they understand where we're headed thank

[0:23:36] Trustee Bernardo: you that's a very good

[0:23:37] Trustee Bernardo: suggestion thank you trustee Evans that makes a lot of sense let's do it that way let's let's

[0:23:43] Trustee Bernardo: take each portion of the the outline here and leave room for people to ask questions as as they

[0:23:49] Trustee Bernardo: arise and before we get so if people have from what they've heard so far have any questions or

[0:24:01] Trustee Bernardo: they want an opportunity to have some clarification about something feel free at this juncture to

[0:24:07] Trustee Bernardo: raise your hand to just ask about anything that you've heard so far that you would like some

[0:24:11] Trustee Bernardo: clarification on and we'll address it now and once that's done we'll continue with uh the walkthrough

[0:24:18] Trustee Bernardo: by julia uh in the meantime uh let's hear from trustee bowland thank

[0:24:23] Voice 11: you uh julia i picked up

[0:24:26] Voice 11: on something you said you said um operational activities which are not part of strategic

[0:24:32] Voice 11: planning the impact the intersection um could you expand a little bit on that please uh sure

[0:24:40] Voice 2: Sure. So there are going to be activities that Islands Trust is required to undertake that are

[0:24:46] Voice 2: not part of a strategic plan. So one of the examples I can think of quite easily because

[0:24:51] Voice 2: it's in my world is the audit. So we are required by legislation to undertake financial statement

[0:24:57] Voice 2: audits for the Islands Trust and the Islands Trust Conservancy. It's not a strategic plan

[0:25:01] Voice 2: item. It's an operational thing that happens every year. Of course, staff resources are

[0:25:06] Voice 2: dedicated to that activity. And so we would need to understand that there are those types

[0:25:10] Voice 2: of activities that are taking up staff time and so those resources are not available

[0:25:14] Voice 2: to put towards strategic plan work.

[0:25:20] Voice 11: Okay I just want I just want to be clear that in my world

[0:25:24] Voice 11: you know I agree with you that there will be those kind of activities but a lot of other

[0:25:32] Voice 11: what I would call operational activities are part of our planning because they intersect with

[0:25:41] Voice 11: everything we do. So if we, you know, I don't know, create another DPA or change a bylaw,

[0:25:48] Voice 11: it has an impact on resources. And I don't think we've really understood that intersection

[0:25:54] Voice 11: well in the past. So, you know, when we get requests for new staff positions, it's not easy

[0:26:02] Voice 11: to support or challenge them because we don't really see the whole cake, if you know what I

[0:26:09] Voice 11: So that's my point with respect to operational activities, while acknowledging that there are some standard things that have to happen that we don't necessarily influence.

[0:26:20] Voice 11: They're just sort of baseline service items. Thanks.

[0:26:25] Voice 2: Well, and absolutely, there's definitely an intersection.

[0:26:31] Voice 2: So objectives and goals that are outlined in the strategic plan will have an impact on operating items.

[0:26:38] Voice 2: So the example I gave previously around the audit, you know, the strategic plan is not going to impact that. That's something we have to undertake every year. We may have a strategic plan item that impacts the type of operational work we take on.

[0:26:51] Voice 2: So if we have a goal to become a really modern organization or to have the best skilled staff in the organization, we're going to naturally have operational work that is adjusted to meet those goals.

[0:27:06] Voice 2: So maybe we have to revise our hiring processes or maybe we have to start taking on operational work in a different way to drive some of the strategic initiatives.

[0:27:18] Voice 2: initiatives um so absolutely you're right there's a there's a connection there um i was speaking

[0:27:23] Voice 2: more to the earlier more to the pieces that we have no ability to influence like the audit just

[0:27:29] Trustee Bernardo: to clarify when you say i mean i can understand with the audit i mean that's a statutory requirement

[0:27:35] Trustee Bernardo: and in that sense that's um an operational feature that's non-negotiable and so it's not

[0:27:43] Trustee Bernardo: really part of the strategic plan because it's not something that the trust council has any

[0:27:47] Trustee Bernardo: discretion over and that point is well taken that there's going to be a handful of things

[0:27:53] Trustee Bernardo: that there's simply just no uh there's no wiggle room there's no judgment to be exercised it's

[0:27:58] Trustee Bernardo: simply an order the trust council frankly has to follow because it's been handed down to us

[0:28:03] Trustee Bernardo: by the legislation um so i can understand that part of it but are there other operational things

[0:28:10] Trustee Bernardo: that you're considering that would be not negotiable or is it limited to

[0:28:16] Trustee Bernardo: these obligatory things that are in the legislation i

[0:28:20] Voice 7: think i can help out at some point

[0:28:22] Voice 7: all

[0:28:24] Trustee Bernardo: right since like if we could just clarify this one area since that's the topic and then

[0:28:28] Trustee Bernardo: we'll move on to the other questions uh go ahead uh russ yeah

[0:28:31] Voice 7: so there's many things um you know

[0:28:33] Voice 7: that we have a governance body who who points the direction we have an administration that's

[0:28:39] Voice 7: undertaking a lot of work that's supporting direct governance decision making and is also

[0:28:45] Voice 7: responsible for the operations of the organization lights on we can look at

[0:28:50] Voice 7: all of our leaseholds would be an example those wouldn't necessarily be

[0:28:56] Voice 7: consistent touch points for an elected official I look at information

[0:29:02] Voice 7: technology there might be some strategic directions we look at the broadcasting

[0:29:08] Voice 7: of meetings up until about four years ago we didn't broadcast all of our

[0:29:11] Voice 7: meetings. So strategically, we say, let's do that. But there's 80% of information technologies

[0:29:18] Voice 7: underway. It's an operational piece of work like any other organization. And we wouldn't be having

[0:29:24] Voice 7: touch points on a regular basis associated with all of those. They'd have an ongoing budget,

[0:29:30] Voice 7: that kind of stuff. We look at HR itself. You know, we have a continuous hiring process,

[0:29:37] Voice 7: process training orientation so those would be sort of three things that would be ongoing and

[0:29:42] Voice 7: probably represents half of you know half of the work that's done at an organization like this

[0:29:48] Voice 7: and others are more relatable to the strategic planning process and as has been discussed

[0:29:53] Voice 7: there's an overlap between those two things the administration reacts to the the direction that

[0:30:00] Voice 7: um that the governance body says we want to go here and then we'd amend some of those

[0:30:05] Voice 7: operational procedures but there's a substantial amount um you know uh communicable disease

[0:30:11] Voice 7: planning um is another example that's underway that's a provincial requirement um specified to

[0:30:18] Voice 7: some degree to the islands trust um you know we would undertake and put those those pieces in

[0:30:24] Voice 7: place so there's three or four quick examples of that so

[0:30:27] Trustee Bernardo: if i understand you correctly you're

[0:30:28] Trustee Bernardo: saying there are some separate from statutory requirements there are other uh i guess this is

[0:30:33] Trustee Bernardo: my term here kind of fixed overhead requirements that there's just really not going to be a lot

[0:30:38] Trustee Bernardo: of wiggle room there even though there is actually discretion technically on trust counsel's part

[0:30:44] Trustee Bernardo: uh if that's what you're saying you know i get the point i don't

[0:30:47] Voice 7: i don't know if i'm saying

[0:30:48] Voice 7: exactly that close to that yeah

[0:30:50] Trustee Bernardo: okay uh if i'm what have i got wrong there um

[0:30:55] Voice 7: well i think we

[0:30:58] Voice 7: might want to talk about the role of governance and the role of administration when you say

[0:31:01] Voice 7: there's technically things that um trust council would want to make decisions on i think that's a

[0:31:09] Voice 7: looking at what that is where that line is is probably valuable in this exercise

[0:31:15] Voice 7: um you know how many staff we have at the front or um you know that it has been

[0:31:24] Voice 7: delegated to the organization to maintain those things what kind of training those people have

[0:31:31] Voice 7: if you say if you want to say hey could trust counsel determine all of those things

[0:31:37] Voice 7: which i think the last part of your sentence is i mean yeah probably

[0:31:40] Trustee Bernardo: i want to be very clear about

[0:31:42] Trustee Bernardo: something i'm sorry if i misled you or anybody else about that i'm not suggesting in any way

[0:31:46] Trustee Bernardo: that this process would be some sort of proxy for getting the trust counsel or trustees involved in

[0:31:52] Trustee Bernardo: the actual management of the operation and that's a whole different thing oh

[0:31:55] Voice 7: okay well i thought

[0:31:56] Voice 7: that

[0:31:57] Trustee Bernardo: was your question no the point i was trying to i thought what i thought you were saying is

[0:32:01] Trustee Bernardo: that there's just some overhead aspects of the operation that are like they're within the

[0:32:06] Trustee Bernardo: discretion trust council weighing on yeah but as a practical matter most of the time unless there

[0:32:14] Trustee Bernardo: is a real change in direct organizational direction trust council is not going to put

[0:32:18] Trustee Bernardo: its mind to, for example, you know, should we have an IT department or not? Technically,

[0:32:23] Trustee Bernardo: the trust counsel could say, let's get rid of it, which would be kind of insane. The question is

[0:32:27] Trustee Bernardo: just not going to come up. So like you used a nice line before, which like, we've got some work to do

[0:32:33] Trustee Bernardo: to figure out where the line is here in terms of the things that get discussed with the strategic

[0:32:37] Trustee Bernardo: plan. And I'm sorry, I'm taking up some air time. We're getting into the weeds here. Probably not

[0:32:42] Trustee Bernardo: what we should be doing, but let's move on here. Trustee Patrick.

[0:32:46] Trustee Patrick: Well, I was hoping to help in

[0:32:48] Trustee Patrick: in this area. That's what I was raising

[0:32:50] Trustee Patrick: my hand for. I, again, encourage people to take a look

[0:32:53] Trustee Patrick: at the Saanich, um, uh, uh, strategic plan. They haven't, they don't have this terms up yet. They

[0:32:58] Trustee Patrick: still have last terms, but they have a whole goal under organizational excellence that relates to

[0:33:03] Trustee Patrick: governance. It relates to the systems in place for, you know, service delivery and, um, and also

[0:33:09] Trustee Patrick: about, you know, the, the workplace for employees. I think there's the difference. And I think where

[0:33:14] Trustee Patrick: where historically we've kind of been in full,

[0:33:17] Trustee Patrick: the items that we've had in our strategic planning

[0:33:19] Trustee Patrick: and the process we're involved in

[0:33:20] Trustee Patrick: have been completely in full and control

[0:33:22] Trustee Patrick: of the trust council.

[0:33:23] Trustee Patrick: It's our decisions that we go along.

[0:33:26] Trustee Patrick: I think through the corporate planning process,

[0:33:28] Trustee Patrick: we're going to be moving further.

[0:33:30] Trustee Patrick: There will be things like, okay,

[0:33:32] Trustee Patrick: they need a brand new computer system

[0:33:34] Trustee Patrick: that costs $500,000.

[0:33:38] Trustee Patrick: Of course, the CAO is going to manage that process,

[0:33:41] Trustee Patrick: but we approve the finances that relate to that.

[0:33:43] Trustee Patrick: So there's a relationship versus, you know, making the workplace and being all those, that's completely in the CAO's responsibilities, but he tells us about it.

[0:33:52] Trustee Patrick: So this is expanding sort of our involvement, but not stepping on toes.

[0:33:57] Trustee Patrick: It's highly respectful and links just back to the strategic planning process.

[0:34:04] Trustee Bernardo: You're breaking up. We're getting some of your audios coming in, some of it's breaking out.

[0:34:09] Trustee Patrick: Oh, weird. What did you not hear?

[0:34:13] Trustee Bernardo: Just the very last, probably the last couple of sentences.

[0:34:15] Trustee Bernardo: Oh,

[0:34:15] Trustee Patrick: I just said this does expand sort of what we've traditionally been paying attention to in our strategic plan, but it's not about stepping on toes. It's very much respectful of where the CAO has full responsibility for implementing something, where he may just report something to us versus it's completely in his control.

[0:34:37] Trustee Bernardo: Okay, thank you. Trustee Stanford?

[0:34:40] Trustee Bernardo: Yes,

[0:34:42] Trustee Stamford: another aspect that I've noticed come up over the terms is somewhat related in that provincial government statutes, like we briefly, Russ mentioned it with the chemical disease requirements, but there's other aspects that impact the local trust committees and the trust council, which are, for instance, riparian regulations.

[0:35:04] Trustee Stamford: You know, changed our work program dramatically, took things off the side, as well as greenhouse gas reduction emission requirements.

[0:35:16] Trustee Stamford: That was another project that was imposed on us by the province and switched the strategic plan goals because we had to spend so much time working on them.

[0:35:28] Trustee Stamford: But it was a requirement of the government.

[0:35:30] Trustee Stamford: So those kinds of bigger requirements that come down.

[0:35:36] Trustee Bernardo: Well, I can see there's an advantage of one side advantage of using this process is if we collate and identify all of those requirements that are essentially imposed on us by either by legislation or provincial government edict that, first of all, it helps us as trustees know what we're really dealing with here in terms of what our working context and what kind of flexibility we really do have.

[0:36:00] Trustee Bernardo: But also, when that's roped into something like a strategic plan, a document, that allows our corporate plan to become, in a sense, a tool we can use when we go to the provincial government and say, look, relative to everything else we're doing, your dictates are requiring us to spend X amount of our budget every year on this stuff, and we're not properly funded. Give us more money.

[0:36:21] Trustee Bernardo: yeah

[0:36:22] Trustee Stamford: and it's just it kind of pops into the middle of a of a term plan sometimes right so

[0:36:28] Trustee Stamford: you know that is something that we need to be able to allow the flexibility within the term

[0:36:34] Trustee Stamford: strategic plan or corporate plan knowing that these may come down the pipeline and yes be able

[0:36:40] Trustee Stamford: to respond accordingly right

[0:36:42] Trustee Bernardo: right makes sense chair getting yeah

[0:36:46] Trustee Gedye: i was thinking the same thing

[0:36:47] Trustee Gedye: and um we can develop the direction and goal setting part one um determining values and then

[0:36:55] Trustee Gedye: we get into um determining actions to achieve the objectives we're going to budget it out or

[0:37:01] Trustee Gedye: timeline it out and realize that we don't have enough time or money and we're going to have to

[0:37:06] Trustee Gedye: go back and readjust it seems to me that there's loops in this where we're going to somehow or

[0:37:10] Trustee Gedye: other have it um we can hopefully um establish what we agree on values and the mission state

[0:37:18] Trustee Gedye: i mean the mission is mandated but um prioritize what our values are and then figure out somehow

[0:37:25] Trustee Gedye: or other it it's like a working process in terms of you know do we and i guess the offshoot of that

[0:37:32] Trustee Gedye: is who does that work and how do we set that up as a regular review um is this going to be financial

[0:37:39] Trustee Gedye: planning uh and this working group or is it um going to evolve to executive committee or um you

[0:37:47] Trustee Gedye: know puts and we need to put some thought into that in terms of how we um keep this thing chugging

[0:37:53] Trustee Gedye: along can

[0:37:54] Voice 10: i answer this because this is the the points that i actually want to raise that's

[0:37:59] Trustee Bernardo: convenient go ahead trustee ellen

[0:38:00] Voice 10: segway beautiful um so that so that what you've just raised and

[0:38:07] Voice 10: and what Trustee Stamford just raised,

[0:38:09] Voice 10: that all falls under the SWOT analysis.

[0:38:13] Voice 10: So items that are coming in that are external

[0:38:16] Voice 10: from the government that are being mandated

[0:38:18] Voice 10: was that's part of phase one.

[0:38:20] Voice 10: And phase one can be repeated each year

[0:38:24] Voice 10: so that we can see what has come in

[0:38:26] Voice 10: and had a major impact on our plan.

[0:38:30] Voice 10: So that would be an ongoing piece.

[0:38:33] Voice 10: So that's already definitely in here.

[0:38:35] Voice 10: that's a key first step element that's way up front and like i was saying the um the steps were

[0:38:42] Voice 10: going being we were being taken through them a little swiftly so we kind of glossed over how we

[0:38:47] Voice 10: allocate and look for the capability within our current resource both financially and human

[0:38:56] Voice 10: resources to be able to undertake various projects and if we're lacking then we can go and ask for

[0:39:01] Voice 10: more funding or we take a look at culling back the amount of work that that we're planning on

[0:39:07] Voice 10: and moving it into a future position so that was just very

[0:39:13] Voice 10: pardon me that's

[0:39:15] Voice 3: very helpful thank you

[0:39:16] Voice 3: the

[0:39:17] Voice 10: other thing that I wanted to show if I'm if I'm if I'm permitted I've started creating a few

[0:39:22] Voice 10: diagrams that weren't included in here but I think they're going to be useful for just the concept of

[0:39:27] Voice 10: of what we're talking about.

[0:39:28] Voice 10: Are you okay if I share my screen and show these?

[0:39:35] Trustee Bernardo: I'm going to consult with Chair Getty here

[0:39:37] Trustee Bernardo: about whether or not she, I guess it's, you know,

[0:39:40] Trustee Bernardo: those drawings are technically not part of the agenda,

[0:39:45] Trustee Bernardo: but personally, I don't care.

[0:39:46] Trustee Bernardo: It seems to me it's part of this discussion,

[0:39:48] Trustee Bernardo: but I better check with the actual chair of this outfit.

[0:39:52] Trustee Bernardo: Are you okay with that, Chair Getty?

[0:39:55] Trustee Bernardo: Audio.

[0:39:56] Trustee Gedye: I don't have any objections,

[0:39:57] Trustee Gedye: and we'll include them in the minutes.

[0:40:00] Trustee Gedye: It's come up during the discussion.

[0:40:02] Trustee Gedye: So we can't include, we can't predict everything

[0:40:05] Trustee Gedye: that we're going to want to look at ahead of time, I guess,

[0:40:07] Trustee Gedye: but we'll cover it off and make sure people

[0:40:10] Trustee Gedye: have a chance to see it.

[0:40:12] Trustee Gedye: And we're

[0:40:12] Trustee Gedye: not decision-making on this.

[0:40:14] Trustee Gedye: We're just explaining it.

[0:40:17] Trustee Bernardo: Right, go ahead.

[0:40:19] Trustee Bernardo: So go ahead, Trustee Evans,

[0:40:20] Trustee Bernardo: if we can get those things up on the screen,

[0:40:22] Trustee Bernardo: if you think that they're going to be helpful

[0:40:23] Trustee Bernardo: for the committee to understand what's before us,

[0:40:27] Trustee Bernardo: uh by all means uh put them up and as the chair mentioned uh those will then be entered into the

[0:40:33] Trustee Bernardo: minutes as part of the discussion perfect

[0:40:35] Voice 10: yeah so they they had been submitted but they weren't

[0:40:38] Voice 10: included in the in the document in time so

[0:40:43] Voice 3: um

[0:40:47] Voice 10: okay so this picture here just shows um what a

[0:40:54] Voice 10: corporate strategy entails so the strategic plan of a corporate strategy is the center piece

[0:41:02] Voice 10: piece. There are elements that flow into a strategic plan. There are elements that flow

[0:41:06] Voice 10: out of it. But as a totality, this

[0:41:11] Voice 3: is a corporate plan.

[0:41:18] Voice 14: I'll just let you look at that for a minute.

[0:41:25] Voice 3: Does that make sense? It's kind of a trippy

[0:41:28] Trustee Bernardo: image, but it does work. It does convey the

[0:41:33] Trustee Bernardo: totality of what you're trying to talk about. At least it does for me.

[0:41:36] Voice 10: Okay. So I'm just going to,

[0:41:38] Voice 10: like I said, I'm just going to pull up another one here. So this strategic plan will start off

[0:41:51] Voice 10: with your vision, mission, and values. Once you have those in place, then you can flow out your

[0:41:57] Voice 10: goals because it's all heading in the direction that you're aiming in. From the goals, you reach

[0:42:03] Voice 10: your objectives. From your objectives, flow

[0:42:06] Voice 3: out the action. I think we're losing your audio. I'm

[0:42:17] Voice 3: it might be you um trustee bernardo i'm i'm not having issues so i'm not sure

[0:42:22] Voice 3: i'm sorry did did

[0:42:26] Voice 10: i did i freeze uh

[0:42:29] Trustee Bernardo: i thought you may have frozen because i wasn't get getting the

[0:42:31] Trustee Bernardo: audio um okay trustee sanford said she wasn't having a problem so i'm confused now and you'll

[0:42:38] Trustee Bernardo: carry on let's see how it goes okay

[0:42:40] Voice 10: so i'll just go back so the vision is what we aspire to and

[0:42:42] Voice 10: And that could be our policy statement.

[0:42:44] Voice 10: The mission is our trust mandate.

[0:42:47] Voice 10: The values, that's what guides all of our actions and decisions.

[0:42:50] Voice 10: And this can be determined by each trust council, each term.

[0:42:56] Voice 10: The goals, like I said, they flow out of the work that we do.

[0:43:02] Voice 10: And the objectives are what we're trying to achieve.

[0:43:04] Voice 10: And the actions are what we're doing to get there.

[0:43:07] Voice 3: So that's sort of a...

[0:43:13] Voice 3: Well, that's a helpful diagram.

[0:43:14] Voice 3: Thank you.

[0:43:18] Voice 3: Keep talking.

[0:43:19] Voice 3: going does that help clarify yes the

[0:43:25] Voice 10: last one that um oopsie where did i go the last image

[0:43:32] Voice 10: this one's more complex and um this would actually you'll want to you'll want to actually

[0:43:40] Voice 10: read this later once once and this is still in a draft state so i'm just going to move you over a

[0:43:48] Voice 10: bit see if i can pull

[0:43:51] Voice 3: this over um so i'm not going to make you read this but basically this

[0:44:00] Voice 3: is sort of a flow chart of how the process works i think it's

[0:44:07] Trustee Bernardo: very helpful to have diagrams like this

[0:44:09] Trustee Bernardo: because uh the material uh i find it relatively easy to follow but even having said that it's

[0:44:16] Trustee Bernardo: it's still dense there's a lot happening in there i mean there's a lot of different steps

[0:44:20] Trustee Bernardo: and a couple of sentences in the process document you've developed so far

[0:44:26] Trustee Bernardo: carry a lot of significance to them.

[0:44:28] Trustee Bernardo: And a diagram like this helps kind of illustrate, you know, bring it forward.

[0:44:32] Trustee Bernardo: So that's very helpful.

[0:44:33] Trustee Bernardo: So I think it's great that the document eventually is going to have

[0:44:36] Trustee Bernardo: that kind of stuff in it.

[0:44:39] Voice 10: So like I

[0:44:39] Voice 10: said, these are over with staff at the moment.

[0:44:42] Voice 10: These are just draft images right now.

[0:44:46] Voice 10: They haven't been finalized or bedded or anything like that.

[0:44:51] Voice 10: Like I said, these are in the works so that you can see, have a visual context to put to things.

[0:44:59] Voice 10: So I'm going

[0:45:00] Trustee Bernardo: to stop sharing.

[0:45:01] Trustee Bernardo: Well, thank you for that.

[0:45:03] Trustee Bernardo: Unless we have any other further questions from anybody, we could return back to Director Mobbs as she was going to guide us through the rest of the document.

[0:45:17] Voice 2: Happy to do so.

[0:45:18] Voice 2: So we've moved through part one, direction and goal setting, council setting its vision,

[0:45:24] Voice 2: understanding the mandate, determining values, and then setting some goals and objectives for

[0:45:29] Voice 2: itself. We've talked briefly about how objectives or actions will be set to help achieve objectives,

[0:45:36] Voice 2: and then the prioritization of those actions over time. So that takes us to the end of

[0:45:44] Voice 2: strategic planning so the end of part two strategy implementation so we're at the end of page 19 now

[0:45:50] Voice 2: for anyone who's following along in the agenda package the next step in the draft corporate plan

[0:45:57] Voice 2: that that we've put forward is phase three to develop departmental work plans so this is a new

[0:46:03] Voice 2: idea for islands trust this currently is not something that is happening in any significant way

[0:46:08] Voice 2: departmental work plans would be the the key connection between the islands trust strategic

[0:46:16] Voice 2: plan and the annual budget and long-term financial plan so it takes what's set out in the strategic

[0:46:23] Voice 2: plan and is essentially the plan for actioning all of those items so various strategic plan

[0:46:31] Voice 2: items are of course naturally going to land in the realm of various departments and various

[0:46:34] Voice 2: staff at Islands Trust and each department lead would take what's directed to them in a strategic

[0:46:40] Voice 2: plan and develop a departmental work plan that sets out how they are actually going to achieve

[0:46:45] Voice 2: what's handed to them in a strategic plan. So there is a key link here as I said between the

[0:46:50] Voice 2: strategic plan and financial planning because these departmental work plans will have the

[0:46:54] Voice 2: detail that's needed to feed into the annual budget cycle and the longer term financial plan.

[0:47:00] Voice 2: um as i said this isn't something that's happening in a sort of clear or robust way at islands trust

[0:47:05] Voice 2: and i think that's probably been a contributing factor to why the governance review identified

[0:47:11] Voice 2: that a corporate plan is um not strong at islands trust and i think this can go a long way to

[0:47:16] Voice 2: helping us um make that better um so we've it's just a very short um section in the draft plan

[0:47:25] Voice 2: I'm happy to take questions on it.

[0:47:27] Voice 2: There's not much more I need to say

[0:47:29] Voice 2: other than perhaps that departmental work plans

[0:47:31] Voice 2: would be the responsibility of the department director

[0:47:34] Voice 2: and we could have a plan for each different business unit

[0:47:37] Voice 2: of the Islands Trust is how I would see it working out.

[0:47:41] Voice 2: Are there questions on this section?

[0:47:45] Trustee Bernardo: No questions about this, but I do note that,

[0:47:48] Trustee Bernardo: and I'm taking a page out of Trustee Yellen's

[0:47:50] Trustee Bernardo: previous comments, when we went through

[0:47:53] Trustee Bernardo: of the other sections, you mentioned in passing the SWAT analysis aspect of it. I'm not sure if

[0:48:03] Trustee Bernardo: the trustees here need to have that elaborated, but perhaps it might be helpful for you to

[0:48:07] Trustee Bernardo: just go back a step and elaborate just a little bit about how that analysis works. And then,

[0:48:13] Trustee Bernardo: you know, and then we can move on to the phase three part of it, or phase four, sorry.

[0:48:21] Voice 2: So going back and revisiting the SWAT process?

[0:48:24] Trustee Bernardo: Yeah. If you could just explain that a bit more for people, because, you know, as Trustee Evans said, there's a lot here and we're going through it a fair clip.

[0:48:31] Trustee Bernardo: So that

[0:48:31] Trustee Bernardo: seems an important component of this thing. So perhaps you could explain that a bit for us.

[0:48:37] Voice 2: Sure. So, yeah. So I'll go back to phase one of the document, which is understanding the context.

[0:48:43] Voice 2: And again, one of the primary business tools to understand an organization's context is the SWOT.

[0:48:49] Voice 2: So SWOT stands for strength, weakness, opportunities, threats, strengths and weaknesses primarily are factors that are internal to an organization.

[0:48:58] Voice 2: So the examples that we've given in this document example of a strength would be the skill level of staff.

[0:49:04] Voice 2: So if we identify that staff are highly skilled in their respective areas of expertise,

[0:49:09] Voice 2: that means that the information coming to trustees for decision making is going to be of high value or high quality and a value in decision making.

[0:49:16] Voice 2: So that would be an identified strength which of course is internal. An identified weakness might

[0:49:21] Voice 2: be something like chronic high turnover that we see at the Islands Trust. The external factors

[0:49:28] Voice 2: to Islands Trust make up or to any organization make up the opportunity and threat portion of a

[0:49:33] Voice 2: SWOT analysis. So opportunities, the example we've given is where additional grant funding might be

[0:49:40] Voice 2: coming from the provincial or federal governments that we could take advantage of. That's an

[0:49:44] Voice 2: an opportunity. A threat that we've identified as an example is increasing populations and changing

[0:49:50] Voice 2: demographics may create some challenges for Islands Trust to achieve significantly on certain

[0:49:55] Voice 2: aspects of the mandate. So it is important to list out all of the strengths, weaknesses,

[0:50:01] Voice 2: opportunities, and threats that we can come up with for the organization. But the next step,

[0:50:06] Voice 2: and once you've completed actually listing out all of those things, is to take some time to

[0:50:11] Voice 2: actually analyze them. What do they mean for the organization? Simply having a nice list of things

[0:50:16] Voice 2: that impact us is not very useful unless you actually take it a step further and interpret

[0:50:20] Voice 2: that list in your context. So a SWOT analysis matrix is one of the tools that can be useful

[0:50:25] Voice 2: for that and we've got an example of that on page 17. This helps identify relationships between the

[0:50:32] Voice 2: various factors that have been identified in a SWOT analysis. So where have we identified strengths

[0:50:38] Voice 2: strengths in the organization that can be used to offset areas of weakness that we've identified in

[0:50:44] Voice 2: the organization? Are some of our strengths, can we use those strengths to take advantage of

[0:50:50] Voice 2: opportunities? Where we have both a weakness and a threat in a certain area, that might be a place

[0:50:56] Voice 2: where we really want to make sure we've got strong processes and strong policies to help us

[0:51:02] Voice 2: mitigate those threats and eliminate the impact of those weaknesses. So that is a key component

[0:51:09] Voice 2: to a SWOT analysis. It's not just listing out the factors that impact our organization, but actually

[0:51:13] Voice 2: identifying relationships between them and understanding how they impact our context.

[0:51:18] Voice 2: This is something that further on in the plan, you'll note we've identified this document needs

[0:51:25] Voice 2: to be referenced fairly regularly. So if there's a change in our context, if there's new legislation

[0:51:32] Voice 2: that's coming down the pipeline that's going to impact us we need to be revisiting the SWOT

[0:51:36] Voice 2: analysis to understand that I have added into the annual budget and financial plan development part

[0:51:45] Voice 2: of the corporate plan a reference to this document so it makes sense that this that the SWOT analysis

[0:51:51] Voice 2: would be reviewed and revisited on an annual basis so that we can make sure we're incorporating any

[0:51:56] Voice 2: changes and we can just solidify our understanding of the context before we start making annual

[0:52:01] Voice 2: annual budget decisions.

[0:52:02] Voice 2: So I don't know if that helps with what you were asking

[0:52:06] Voice 2: trustee Bernardo, if that's enough detail for you.

[0:52:09] Trustee Bernardo: Thank you for that.

[0:52:10] Trustee Bernardo: I just wanted that elaborated for the benefit

[0:52:12] Trustee Bernardo: of everybody else.

[0:52:13] Trustee Bernardo: Chair Getty.

[0:52:16] Trustee Gedye: Thank you.

[0:52:18] Trustee Gedye: To link it back to the developmental work plans,

[0:52:22] Trustee Gedye: would there be time and opportunity to do a SWOT analysis

[0:52:27] Trustee Gedye: for different departments?

[0:52:28] Trustee Gedye: So I don't know enough about strengths and weaknesses

[0:52:32] Trustee Gedye: services and a lot of the internal stuff in the the trust so to deal with it as a trust council

[0:52:37] Trustee Gedye: level um when there's a whole lot of background that i'm not familiar with or others may not be

[0:52:43] Trustee Gedye: seems to me that we could end up making goals and strategies that are not

[0:52:51] Trustee Gedye: feasible in terms of strengths and weaknesses of different departments

[0:52:55] Trustee Gedye: so is there input from that as well yeah

[0:52:59] Voice 2: so one of the things that is important in the SWAT

[0:53:03] Voice 2: exercise that council will undertake is leaning into staff for their help primarily as it relates

[0:53:09] Voice 2: to the internal factors of the SWAT which is the strengths and weaknesses so staff are going to be

[0:53:15] Voice 2: key contributors to that exercise to understand you know and interpret very you know pieces of

[0:53:21] Voice 2: information that we have so we are going to be as staff going to be more intimately aware of

[0:53:26] Voice 2: internal processes and so we would bring forward that information to trust council to supplement

[0:53:31] Voice 2: we do have a brief mention of that on the top of page 17 we've indicated that staff would help by

[0:53:38] Voice 2: commenting on relevant historical and current resources such as the existing strat plan

[0:53:43] Voice 2: legislative monitoring reports census data results of public surveys that type of thing because

[0:53:47] Voice 2: because you're absolutely right,

[0:53:49] Voice 2: staff are going to have more intimate knowledge

[0:53:51] Voice 2: of those areas.

[0:53:52] Voice 2: As it relates to the departmental plans

[0:53:54] Voice 2: and using SWOT analysis at that point,

[0:53:57] Voice 2: I would think the existing SWOT analysis

[0:54:00] Voice 2: would be used by staff in developing those plans

[0:54:03] Voice 2: because of course the strength and weakness part

[0:54:06] Voice 2: of the SWOT analysis, which is internal,

[0:54:08] Voice 2: we would be highlighting if those weaknesses or strengths

[0:54:12] Voice 2: relate to particular parts of the organization

[0:54:14] Voice 2: and then staff will know you know if it's a trust area services uh strength or weakness they would

[0:54:20] Voice 2: look to that when they're putting toward putting their departmental plan together it sounds like

[0:54:24] Trustee Bernardo: the um the identification of our weaknesses is going to require a fair bit of honesty and kind

[0:54:29] Trustee Bernardo: of a kind of a almost microscopic fine-grained honest examination of what our real capacities

[0:54:36] Trustee Bernardo: are you know and and where our weaknesses are and that could be a difficult discussion but i can see

[0:54:42] Trustee Bernardo: how it could be necessary. Trustee Evans?

[0:54:45] Voice 10: Thank you. Yeah, so for me, when I think about a SWOT

[0:54:51] Voice 10: analysis, it's really taking a snapshot. It's a moment in time where we're taking a look at what

[0:54:58] Voice 10: our world looks like. What does our world look like today? Where do we need to go? How are we

[0:55:05] Voice 10: going to get there? What do we have in our wheelhouse that helps us get there? What are

[0:55:10] Voice 10: are our strengths to get us there? What are our weaknesses that are hindering us? What are

[0:55:15] Voice 10: external factors that are impacting us? So once we actually understand the foundation that we're

[0:55:22] Voice 10: standing on, then we can start making a plan on how to move. If we don't know what we're standing

[0:55:29] Voice 10: on, we can't make an effective plan to get us to go in any direction. You'll just flounder along,

[0:55:38] Voice 10: long, which is not a good position to be in. So if we do a good SWOT analysis, then we've set our

[0:55:48] Voice 10: foundation and we know exactly where we're standing. I hope that helps.

[0:55:54] Trustee Bernardo: Well, it actually

[0:55:55] Trustee Bernardo: does because the image that came to my mind is an analogy with situational awareness, which is kind

[0:56:01] Trustee Bernardo: of a military term that describes really being, you know, as aware as possible about your immediate

[0:56:08] Trustee Bernardo: environment and what you're facing in the immediate environment. It's like getting real

[0:56:13] Trustee Bernardo: in terms of what your perceptions are of where you're at, so you know what the next step is.

[0:56:18] Trustee Bernardo: So it all makes sense.

[0:56:22] Trustee Patrick: Along the same lines here, at Saanich, they begin and open with each

[0:56:33] Trustee Patrick: department comes and does a dog and pony to the council, explains what they're doing,

[0:56:39] Trustee Patrick: where their challenges are, sort of sets that context so that the council is as educated as

[0:56:45] Trustee Patrick: possible about understanding the organization. This is all about being in a much better place

[0:56:50] Trustee Patrick: that when we say we want to do something, we know we have the resources to do it. We're putting our

[0:56:55] Trustee Patrick: resources toward where we all collectively agree is the best benefit. But this is very much a tango

[0:57:02] Trustee Patrick: with staff right

[0:57:03] Trustee Bernardo: trustee samford i

[0:57:06] Trustee Stamford: was just going to uh echo what trustee patrick said that this is

[0:57:11] Trustee Stamford: a staff examination to a certain extent um because there's many different truths and many different

[0:57:18] Trustee Stamford: understandings of where we are at right now and if we can at least start with uh trusting staff

[0:57:25] Trustee Stamford: to be able to um forward an outline and and work from there i think it's a good start point

[0:57:33] Trustee Bernardo: Thank you. I don't see any further questions. Perhaps we could, Director Mobbs, return now to the review.

[0:57:44] Voice 2: Sure. So I'll maybe just confirm there's no further questions on the departmental work plans.

[0:57:50] Voice 2: Again, this is a new idea, so I want to make sure that

[0:57:55] Voice 3: we're not just glossing over it.

[0:58:00] Voice 13: Okay.

[0:58:00] Voice 13: No questions. Okay.

[0:58:02] Voice 2: Phase four of the draft plan is where we start to look at the financial

[0:58:07] Voice 2: resources of the organization and how we're going to fund the plans that are in the strategic plan

[0:58:12] Voice 2: of the organization and the departmental plans of the organization. So first step in the

[0:58:19] Voice 2: contemplated annual budget and financial plan process is to review all of the background

[0:58:25] Voice 2: background documents that have been developed. So this would be a new exercise also for the

[0:58:32] Voice 2: organization. But I do think it has a lot of value to undertake at the start of a budget cycle or

[0:58:40] Voice 2: financial planning cycle. So Trust Council would be reviewing and updating the SWOT analysis from

[0:58:47] Voice 2: phase one, because again, if our context changes, this may change the work we wish to undertake,

[0:58:52] Voice 2: take, which will then have an impact on the financial resources of the organization.

[0:58:56] Voice 2: So having a look at the SWOT analysis, also reviewing progress against the strategic plan

[0:59:01] Voice 2: that's in place will help us understand where we're at in implementation and what resources

[0:59:06] Voice 2: are required to continue the work that's in the plan. And then annual work plans will be updated

[0:59:12] Voice 2: to reflect any changes from the review of both of those things. So the departmental work plans

[0:59:17] Voice 2: will be updated as needed based on that review about

[0:59:22] Trustee Bernardo: the progress reporting um given the tenor

[0:59:27] Trustee Bernardo: of where this is going uh it strikes me that's going to have to be a lot more rigorous than the

[0:59:32] Trustee Bernardo: kind of progress reporting that we have now because from what you've talked about already

[0:59:36] Trustee Bernardo: there's benchmarks and things like that are like a much more granular vision when we adopt a program

[0:59:42] Trustee Bernardo: or a project there's a much more granular vision of what we're adopting at that point so I would

[0:59:48] Trustee Bernardo: think that correspondingly the progress report has to be fairly detailed and that implies quite

[0:59:55] Trustee Bernardo: a bit of rigor but also quite a bit more work on the part of staff so that it's making

[1:00:00] Trustee Bernardo: a progress report that's actually kind of pretty meaty. Have I got that right?

[1:00:05] Voice 2: I would agree with

[1:00:06] Voice 2: that. You know, when progress reporting on specific projects is provided, we'd need to

[1:00:13] Voice 2: understand, you know, are we tracking on our timeline or not? Have we met the milestones that

[1:00:19] Voice 2: we plan to at this point in time or not? Because again, that's going to shift the timing of various

[1:00:24] Voice 2: activities and each activity may have a different dollar value attached to it, which is going to

[1:00:28] Voice 2: impact financials so I would agree there probably is going to be more work for staff in this regard

[1:00:35] Voice 2: you know ultimately we need to make sure that trust council receives the information they need

[1:00:39] Voice 2: to make the decisions that are before them and if that means more information then that's what it

[1:00:43] Voice 2: means well

[1:00:44] Trustee Bernardo: I'm anticipating that I mean that that that specific resource draw is something itself

[1:00:51] Trustee Bernardo: that has to be worked into the plan anticipating that we need to have those staff resources the

[1:00:55] Trustee Bernardo: the time and effort set aside so that they can do their part

[1:00:59] Trustee Bernardo: in this process, which is among other things,

[1:01:03] Trustee Bernardo: really run the process,

[1:01:04] Trustee Bernardo: including doing the progress reporting.

[1:01:07] Voice 3: Trustee Peterson.

[1:01:11] Voice 12: Yeah, thank you for bringing that bit up.

[1:01:14] Voice 12: And I think this is one of those areas again,

[1:01:17] Voice 12: where it's really going to be incumbent on trustees

[1:01:20] Voice 12: to seek their teeth into that kind of reporting

[1:01:23] Voice 12: in a much more in-depth way.

[1:01:27] Voice 12: i'm not sure how at this point but we want to definitely be indicating you know that that's

[1:01:32] Voice 12: going to be really important for trustees to to read understand and and really digest

[1:01:38] Voice 12: when when we do the work so stood out for me thank you trustee evans um

[1:01:46] Voice 10: can i just actually

[1:01:47] Voice 10: favor can you just scroll back up so i can see step one again i had a comment and i've forgotten

[1:01:51] Voice 10: what it was now i've actually forgotten so maybe if you can come back to me if i remember

[1:01:59] Voice 3: But let us know

[1:01:59] Trustee Bernardo: when you remember.

[1:02:02] Voice 3: Chair Getty.

[1:02:05] Trustee Gedye: I'm thinking that it might, if we can streamline this in terms of what the goals and priorities are, it seems to me that that helps staff focus on, you know, those possibly fewer projects so that it's not necessarily going to end up being a whole lot more time.

[1:02:24] Trustee Gedye: I think the transition will be interesting.

[1:02:27] Trustee Gedye: But if we are, you know, prioritizing and have milestones and timelines in place, along with budget, then I think that my impression is that this will help be more efficient so that there's not going to be a lot of time possibly wasted in terms of, I know that when I've got too many things on my desk and I'm sort of going from pillar to post and not being particularly effective on any of them,

[1:02:53] Trustee Gedye: that if I can prioritize it and streamline it,

[1:02:57] Trustee Gedye: that it helps in terms of,

[1:03:00] Trustee Gedye: and I think that's why I work with that matrix outline so much

[1:03:06] Trustee Gedye: in terms of helping me just prioritize and figure things out.

[1:03:10] Trustee Gedye: So I'm not sure that it is necessarily going to require

[1:03:14] Trustee Gedye: a whole lot more extra staff time once it gets up and rolling.

[1:03:17] Trustee Gedye: It'd be my impression at this point.

[1:03:20] Trustee Bernardo: Well, you might be right.

[1:03:21] Trustee Bernardo: If the process works properly, it should actually be,

[1:03:25] Trustee Bernardo: immunize staff to a certain extent from the kind of arbitrary stuff that just keeps coming up

[1:03:29] Trustee Bernardo: because trustees get enthusiastic about something to be blunt. Everybody's

[1:03:33] Trustee Bernardo: good ideas. Yeah. And

[1:03:34] Trustee Bernardo: they can control the workload ought to be more controllable and that can just be worked into

[1:03:38] Trustee Bernardo: the workload. So, yeah. All right.

[1:03:42] Voice 10: Trustee Evans, you

[1:03:43] Trustee Bernardo: still have your hand up. Has your memory

[1:03:44] Trustee Bernardo: improved?

[1:03:45] Voice 10: It has. So one of the items that I wanted to mention with regards to this document

[1:03:51] Voice 10: is we are identifying various companion processes

[1:03:58] Voice 10: that are going to have to come into play here.

[1:04:00] Voice 10: And hopefully we'll be able to get templates

[1:04:03] Voice 10: and reusable items so that staff will have things

[1:04:11] Voice 10: to work off that will, like we said,

[1:04:14] Voice 10: have a rigorous process and help reduce too much

[1:04:22] Voice 10: replay

[1:04:23] Voice 3: on work all right good thank you cao hudson's pillar yes

[1:04:32] Voice 7: hudson pillar it's a tough

[1:04:34] Voice 7: one there's no doubt about it

[1:04:36] Voice 3: sorry about that i

[1:04:37] Voice 7: just love this uh this moment and thinking

[1:04:41] Voice 7: this through and i'll offer you a couple of thoughts um indeed when we get the corporate

[1:04:47] Voice 7: planning process it it itself needs an implementation plan and we're speaking to that

[1:04:54] Voice 7: that right now and an element of that is a mini project there is addressing just what's being

[1:04:59] Voice 7: talked about and that is the enhanced work reporting which will require some work to

[1:05:05] Voice 7: support a different planning process we have to figure out what's the gap between our resources

[1:05:10] Voice 7: now and the resources we have in the future to address that so that it's wonderful that that

[1:05:15] Voice 7: realization is landing for everyone and I give you a couple of thoughts one yes

[1:05:22] Voice 7: discretion around projects ultimately may be fewer better than many mediocre

[1:05:30] Voice 7: is a philosophy worth understanding but also this if we move to a right now when we report

[1:05:36] Voice 7: to trust council we tend to blend administration and governance meaning a director will stand up

[1:05:44] Voice 7: and represent the committee's work trust area services or trust programs committee and the work

[1:05:50] Voice 7: that trust programs committee is doing or the work that a very various committees are doing

[1:05:56] Voice 7: if it was a more departmental process we we'd realign the departments would report out on the

[1:06:04] Voice 7: their departmental work and the committees would have elected officials reporting out to trust

[1:06:09] Voice 7: council on the governance elements associated with the committees as opposed to a more blended

[1:06:14] Voice 7: process. And I think that'll provide some clarity. And I think we'll get some clearer resource

[1:06:25] Voice 7: use descriptions and analysis at the end of it. So that's just a couple little thoughts around

[1:06:31] Voice 7: how we address that gap. Thank you.

[1:06:34] Trustee Bernardo: Well, certainly, I can see if committee chairs

[1:06:39] Trustee Bernardo: and committees are, in fact, in this process required to do the reporting on their side of

[1:06:44] Trustee Bernardo: things i mean that's just an added benefit frankly to uh improve you know there's a lot of talk about

[1:06:51] Trustee Bernardo: accountability but trustee accountability for their own choices and their own decisions

[1:06:56] Trustee Bernardo: like if a committee and the trust council decided to go in a particular direction do a certain thing

[1:07:01] Trustee Bernardo: and it's not working out because it was a bad idea well it's the trustees need to acknowledge

[1:07:06] Trustee Bernardo: it was their bad idea and that's how it happened

[1:07:08] Voice 7: or if it was complete genius

[1:07:11] Voice 7: Well,

[1:07:11] Trustee Bernardo: of course. I mean, we take that for granted. That's how we do things. There's nothing genius.

[1:07:18] Trustee Bernardo: All right. If we could turn to Director Mods, please, if you could pick up the string.

[1:07:26] Voice 2: Sure. So we were just kicking off the budget and long-term financial plan section.

[1:07:31] Voice 2: So step one is reviewing all those background documents, which is something that would be a new step.

[1:07:36] Voice 2: step. Step two would be looking to trust council to set the boundaries for the upcoming budget

[1:07:43] Voice 2: and financial plan. So our current process has trust council setting budget assumptions

[1:07:48] Voice 2: and principles in September. They're drafted by financial planning committee as part of

[1:07:52] Voice 2: their terms of reference and then trust council reviews amends as needed and approves. I think

[1:07:58] Voice 2: there's room to strengthen this process and this is what's outlined in step two. So I

[1:08:03] Voice 2: I think it is important for Trust Council, the political body, to still be setting and approving

[1:08:08] Voice 2: the assumptions and principles that are going to inform the budget, and also perhaps setting some

[1:08:13] Voice 2: guidelines. So an example of a guideline which would be new would be something along the lines

[1:08:20] Voice 2: of restricting cost increases in non-discretionary items. So there are items in the budget that are

[1:08:27] Voice 2: are or that are non-discretionary that we have no control over and trust council could however

[1:08:33] Voice 2: choose to step in and set some guidelines over the discretionary items and that gives staff and

[1:08:38] Voice 2: financial planning committee some guideposts when they are drafting the budget for trust council to

[1:08:43] Voice 2: review every year you know where does trust council want us to land what are the the boundaries that

[1:08:49] Voice 2: we have to work within so that would be a new concept I would also suggest that trust council

[1:08:55] Voice 2: at the same time would be setting and approving assumptions principles and guidelines for the

[1:09:00] Voice 2: future years of the financial plan so currently the assumptions and principles document that

[1:09:06] Voice 2: council approves is only looking at the annual budget for the next fiscal year however our

[1:09:11] Voice 2: financial plan bylaw is a five-year document and so it's important to understand what assumptions

[1:09:18] Voice 2: and guidelines council wants us to weave into the forecasted financial years the suggestion is that

[1:09:24] Voice 2: that this happens early on in the process at the same time

[1:09:27] Voice 2: that those guideposts are set for the annual budget cycle.

[1:09:31] Voice 2: Again, I can pause very briefly

[1:09:33] Voice 2: to see if I see Russ's hand is still up.

[1:09:35] Voice 2: I don't know if that's a question or a comment.

[1:09:38] Voice 2: Nothing, okay.

[1:09:40] Voice 2: So because this is also new, I can pause for questions,

[1:09:43] Voice 2: trying not to blast through like I was previously.

[1:09:47] Trustee Bernardo: No questions.

[1:09:49] Trustee Bernardo: No questions.

[1:09:49] Trustee Bernardo: Although I do, I have to say,

[1:09:51] Trustee Bernardo: I do detect a certain added enthusiasm in your voice

[1:09:54] Trustee Bernardo: at the prospect of injecting a little extra discipline

[1:09:56] Trustee Bernardo: to blend into the budgeting process here.

[1:10:00] Trustee Patrick: That's right, this is my world.

[1:10:03] Trustee Patrick: Trustee Bernardo, if I could just add,

[1:10:04] Trustee Patrick: I mean, this is really critical.

[1:10:06] Trustee Patrick: We've sort of ignored the five-year plan.

[1:10:08] Trustee Patrick: I mean, I don't mean it, we've done it, we pass it,

[1:10:11] Trustee Patrick: but this really is about when we make a decision

[1:10:14] Trustee Patrick: that we know has an effect on a future year

[1:10:18] Trustee Patrick: and makes us be more aware.

[1:10:22] Trustee Patrick: So this is a really good direction.

[1:10:25] Voice 3: Trustee Evans?

[1:10:34] Voice 3: We're not hearing you, Trustee Evans.

[1:10:37] Voice 10: Did I freeze? Sorry. Can you hear me now?

[1:10:40] Voice 3: Yes.

[1:10:41] Voice 10: Okay. One element that I wanted to remind people that throughout this document that's being created here, there's a lot of rechecking in and looking back to our original goalposts and staying within the direction that we've set ourselves,

[1:11:02] Voice 10: within the the whatever we've found our project to so we're not doing a scope creep we're not

[1:11:09] Voice 10: stepping outside of what we had agreed to fund we have we're not we're not layering on um additional

[1:11:15] Voice 10: oh it's just a small piece staff can take this on this would be a great idea because it would help

[1:11:20] Voice 10: with with what we're doing we'll just add this little project on it's going to stop a lot of

[1:11:27] Voice 10: that so that we're going to stick to what we have budgeted and should that little project that's a

[1:11:33] Voice 10: good idea really be a good idea it'll flow through this process it'll have the rigor attached to it

[1:11:39] Voice 10: so we can make sure that we have actual hours and money to take it on and it will be added in

[1:11:49] Voice 10: properly not just thrown on top of the pile like we're currently doing so that we're the trust

[1:11:56] Voice 10: council will be held more responsible for the level of work and the amount of work that we're

[1:12:03] Voice 10: attempting to get staff to do when they don't have the hours to do it all

[1:12:08] Trustee Bernardo: right thank you for that

[1:12:10] Trustee Bernardo: director moms i see we still have a few more pages go through and we do have a certain other things

[1:12:15] Trustee Bernardo: on the agenda we still have time we're fine but uh let's not we don't have to rush it but um

[1:12:21] Trustee Gedye: i'm keeping track of the time thank you so i thought we'd give it a full hour you got another

[1:12:26] Trustee Gedye: another 20 minutes that's

[1:12:28] Trustee Bernardo: terrific thank you so much um director mobs continue um

[1:12:33] Voice 2: okay so we're

[1:12:35] Voice 2: moving on to step three which is uh budget submissions so step 3a talks about uh funding

[1:12:43] Voice 2: requests coming forward from the other legal entities uh in the islands trust so this is the

[1:12:48] Voice 2: islands trust conservancy board and local trust committees so trust council when it's setting its

[1:12:53] Voice 2: strategic plan, of course, is going to be looking at all of the activities that it funds, which

[1:12:58] Voice 2: would include activities associated with planning and conservation. So in the strategic plan work,

[1:13:04] Voice 2: we might see things like LTC official community plans and land use bylaws identified for review

[1:13:13] Voice 2: and amendment as part of the strategic planning process. It's possible that a local trust

[1:13:18] Voice 2: Committee will identify that they would like their OCP to be reviewed or amended and it was not

[1:13:23] Voice 2: identified as something up for amendment in Islands Trust Strategic Plan. So this is a place that

[1:13:29] Voice 2: allows local trust committees and the Conservancy Board to bring forward budget requests to trust

[1:13:34] Voice 2: council for work that might not be contemplated in the term strategic plan. The Islands Trust

[1:13:39] Voice 2: Conservancy Board or the Islands Trust Conservancy and local trust committees are separate legal

[1:13:43] Voice 2: entities, so providing some flexibility for them to bring forward work that they'd like to undertake

[1:13:48] Voice 2: I think is a good step to have. There is, of course, Trust Council holds the discretion for

[1:13:56] Voice 2: funding, so there is room for Trust Council to deny a request. That's always been at Trust

[1:14:02] Voice 2: Council's purview, and that wouldn't change, but having a place for these entities to bring forward

[1:14:09] Voice 2: requests is what's noted in section a i

[1:14:13] Trustee Bernardo: think if i can if i can just jump in here i think

[1:14:16] Trustee Bernardo: when i read the document i don't know if other people have the same impression but

[1:14:19] Trustee Bernardo: well everything i read in this that's the one that jumped out at me as kind of a real question

[1:14:23] Trustee Bernardo: which is and thank you for the clarification you just offered because uh my understanding was that

[1:14:31] Trustee Bernardo: the ltc work um i well frankly the ltc work is actually the heart of what of what the islands

[1:14:38] Trustee Bernardo: trust does land use planning and that that would necessarily be worked into the strategic plan as a

[1:14:46] Trustee Bernardo: as a goal and maybe the prime goal of every strategic plan which is we're going to do

[1:14:51] Trustee Bernardo: ocps and bylaws that deliver on the mission in section three uh i think the document needs to

[1:14:58] Trustee Bernardo: probably clarify that that's happening and and what's being talked about here in step 3a is

[1:15:05] Trustee Bernardo: is supplementary to the initial identification of doing that work as a strategic goal.

[1:15:13] Trustee Bernardo: And I can see how our federal structure creates a real, I mean, I think we need something,

[1:15:18] Trustee Bernardo: I guess, because of our federal structure.

[1:15:19] Trustee Bernardo: Something's going to happen mid-term that's going to lead an LTC to want to revise a bylaw,

[1:15:24] Trustee Bernardo: for example.

[1:15:24] Trustee Bernardo: There needs to be some mechanism that allows us to work that into the strategic planning

[1:15:28] Trustee Bernardo: process.

[1:15:29] Trustee Bernardo: process. I don't know if it's feasible to set aside funding or placeholder language in the

[1:15:36] Trustee Bernardo: strategic plan and its initiatives that anticipates that there will be things coming up during the

[1:15:41] Trustee Bernardo: year. That could be one option. I don't know. But I think that needs to be that kind of the

[1:15:48] Trustee Bernardo: distinction between the strategic plan side of it and the supplementary plan part that's being

[1:15:52] Trustee Bernardo: discussed here. I think that probably needs to be elaborated a bit in the document. Trustee Bowman?

[1:15:57] Trustee Bernardo: Yeah,

[1:15:59] Voice 11: my thoughts on this are that we need a very clearly defined timeline around this with the lead time, because, you know, what I saw last year was, you know, the possibility that each local trust area could raise a property tax to address a big project that was essential to them.

[1:16:24] Voice 11: But the timeline around the strategic plan and theoretically at the strategic plan planning, we should already know about those possibilities that may surface.

[1:16:38] Voice 11: But that means that the local trust committees have to do pre-work quite a long time in advance.

[1:16:46] Voice 11: So we need some sort of, you know, just a high level timeline that indicates the lead time and how those elements of these separate legal entities can actually be ahead of this, what the deadlines are. Thank you.

[1:17:04] Voice 3: Thanks.

[1:17:06] Voice 10: Yeah, I think we need to have, as the working group, a little bit more of a discussion on this particular area,

[1:17:12] Voice 10: because the discussions that we were having sort of flowed around the fact that the local

[1:17:20] Voice 10: trust committees and the Ireland's Trust Conservancy needed to get their business cases

[1:17:25] Voice 10: into the financial planning cycle in time to be included in and understood through the strategic

[1:17:34] Voice 10: planning process. So I think there may be a little bit of more thinking that we can do

[1:17:43] Voice 10: in this area rather than um sort of the language that we have in there right now christine peterson

[1:17:52] Voice 12: yeah thank you and and of course i just want to um remind us that this is what this is our

[1:17:58] Voice 12: interface with the the residents and our constituencies in our local trust committees

[1:18:03] Voice 12: and this is what this is the work that those people our our constituents find like hold the

[1:18:10] Voice 12: most important um so it's really important that that this is in you know thoughtfully incorporated

[1:18:16] Voice 12: into this process and um just while i have the floor do we at this point um julia you'd be the

[1:18:25] Voice 12: best to answer this do we have like an lca uh projects don't we have a projects like contingency

[1:18:33] Voice 12: fund what is that called again i'm missing the name of it uh

[1:18:38] Voice 2: the local trust committee project

[1:18:39] Voice 2: specific reserve fund that's

[1:18:42] Voice 12: it thank you so there that is that's something that i think

[1:18:45] Voice 12: uh uh keeping that as as part of our uh planning may help for when we talked about emerging

[1:18:55] Voice 12: um uh time sensitive issues uh you know specific to lt ltcs so thanks trustee

[1:19:06] Trustee Bernardo: bowman i still i see

[1:19:07] Trustee Bernardo: you still have your hand up is that just

[1:19:08] Voice 3: do you have a question or or an issue or you just leave

[1:19:19] Voice 3: trustee boland you have your hand up uh audio all right thank you uh director

[1:19:29] Trustee Bernardo: mobs over to you again

[1:19:30] Voice 2: uh sure so one of the things i'll just comment on briefly related to this step um is the the concept

[1:19:38] Voice 2: of our special property tax requisitions so if the local trust committee comes forward and there's a

[1:19:44] Voice 2: special project they want to undertake which is not connected with with the overall strategic

[1:19:48] Voice 2: plan or any goals that are within it islands trust council does have the ability to direct that yes

[1:19:55] Voice 2: this project can move forward but it will be funded with a special tax requisition so if

[1:20:00] Voice 2: there's no room in the island trust budget because it's already directed towards strategic plan work

[1:20:05] Voice 2: then council can say this project can move forward and it needs to be funded with special requisition

[1:20:11] Voice 2: We have a really nice special property tax requisition policy that is going to be undertaking some review coming up by the Financial Planning Committee.

[1:20:20] Voice 2: But if anyone's wanting to review that, it's on the Islands Trust website in its current state.

[1:20:28] Trustee Bernardo: Well, just a quick comment there. Cash requirements are one thing. Staff resources are another thing.

[1:20:33] Trustee Bernardo: It's one thing to set aside money, but we have to anticipate that we're actually dealing with staff resources as well.

[1:20:40] Trustee Bernardo: Well, so just, I don't think we want to necessarily encourage, you know, those enthusiastic ideas coming up off the floor and people getting excited and voting on them in one meeting without having worked through the process.

[1:20:53] Trustee Bernardo: Everything's got to go into the funnel, so to speak.

[1:20:56] Trustee Bernardo: Russ, I see you have your hand up.

[1:20:58] Voice 7: I do.

[1:21:00] Voice 7: And this is also, sir, a philosophical or value-based conversation as well.

[1:21:04] Voice 7: I would suggest that half of the LTCs can't afford to undertake long use, long range planning here at the Islands Trust, and that's indeed why we have an organization like the Islands Trust, that there's some federal support for some of the smaller communities that can do it.

[1:21:23] Voice 7: So it's a tool that's a possibility, but it's probably going to be some conversation around what's the sweet spot to get that type of work done.

[1:21:35] Voice 3: Thank you.

[1:21:38] Voice 3: Dr. Mons?

[1:21:40] Voice 2: All right.

[1:21:41] Voice 2: So we'll move on to step three, part B, which is departmental financial plans will be developed.

[1:21:47] Voice 2: So we talked previously about how departmental work plans would be put in place.

[1:21:52] Voice 2: and these departmental work plans will be referenced by the directors to put together

[1:21:57] Voice 2: their departmental financial plan. All of those financial plans will of course be expected to

[1:22:03] Voice 2: conform with the assumptions principles and guidelines that Trust Council has put in place

[1:22:06] Voice 2: and if there's an identified need to step outside of that staff will have to bring forward a business

[1:22:12] Voice 2: case to make their case for why they would like to step outside of that and council would have

[1:22:17] Voice 2: have to give approval or not. The departmental financial plans will include all costs for

[1:22:22] Voice 2: departments. So that would include the operating costs that we talked about previously, as well as

[1:22:28] Voice 2: costs for any of the key strategic items that they, key strategic work that they're undertaking.

[1:22:33] Voice 2: These plans are expected to be fairly detailed. They are going to be key drivers of putting

[1:22:38] Voice 2: together the budget and the financial plan. And they would come forward along with the request

[1:22:44] Voice 2: from the Conservancy Board and LTCs and after which time staff would consolidate all of that

[1:22:49] Voice 2: information into the draft budget which is moving us into step four so I see a hand up so I can

[1:22:57] Voice 2: look to that question before I move on

[1:22:59] Voice 3: yes I trust you like them audio

[1:23:05] Trustee Luckham: yes thank you I'm sorry I was

[1:23:08] Trustee Luckham: a little slow on my mouse earlier it just at the end of that previous conversation just to make

[1:23:15] Trustee Luckham: sure that everybody's aware that the spot the special property tax requisition has to be for

[1:23:22] Trustee Luckham: something that is not part of a core service so um that would be um dramatically different from

[1:23:29] Trustee Luckham: day-to-day business in ltc i i think and so it's not something that we would um necessarily just

[1:23:38] Trustee Luckham: just walk into so just wanted to mention that thank you well

[1:23:44] Trustee Bernardo: actually uh trustee like him raises

[1:23:46] Trustee Bernardo: perhaps inadvertently a very interesting question which is i anticipate there's going to have to be

[1:23:52] Trustee Bernardo: some tweaking adjustment revision of various policies in order to make this whole thing work

[1:23:57] Trustee Bernardo: because we're you know the policies contemplate a certain way of doing business we're working with

[1:24:04] Trustee Bernardo: an idea of having a different way of doing business that has to be enabled by way of

[1:24:09] Trustee Bernardo: of policy at the end of the day.

[1:24:10] Trustee Bernardo: So it may be that the points that Trustee Leckham

[1:24:14] Trustee Bernardo: just brought up may be a prominent one

[1:24:16] Trustee Bernardo: that may require revision, may not, I guess we'll see.

[1:24:19] Trustee Bernardo: Trustee Leckham.

[1:24:20] Trustee Luckham: Yeah, if I might add, if I'm not mistaken,

[1:24:23] Trustee Luckham: I think that's a provincial or legislative requirement

[1:24:27] Trustee Luckham: as a function of the taxation authority.

[1:24:29] Trustee Luckham: And so it's not an internal policy

[1:24:32] Trustee Luckham: that would have to be adjusted.

[1:24:35] Voice 3: That's very helpful to know, thank you.

[1:24:37] Voice 3: Chair Getty.

[1:24:39] Trustee Gedye: um i just wanted to remind people that we're getting up to um our full hour so we're coming

[1:24:45] Trustee Gedye: up to 11 or sorry 10 30. so um i think we've got enough time if we want to continue this but

[1:24:51] Trustee Gedye: um i would caution against too many rabbit holes okay

[1:24:55] Trustee Bernardo: thank you for that let's speed it up uh trust

[1:24:57] Trustee Bernardo: the elements thank

[1:25:00] Voice 10: you i just wanted to uh highlight here that there are a few new elements

[1:25:05] Voice 10: in this stage, bringing in a cost benefit

[1:25:08] Voice 10: and risk analysis of proposed projects,

[1:25:11] Voice 10: as well as the other items that we see on this list here,

[1:25:15] Voice 10: but that would be new.

[1:25:19] Voice 3: Thank you.

[1:25:19] Voice 3: It

[1:25:20] Trustee Bernardo: also looks like a qualitatively different work.

[1:25:25] Trustee Bernardo: Director Mops, if we can go

[1:25:28] Trustee Bernardo: through the balance of this,

[1:25:30] Trustee Bernardo: and then if there's any residual questions,

[1:25:32] Trustee Bernardo: we'll address them and then we'll decide what to do

[1:25:35] Trustee Bernardo: at the end of this.

[1:25:36] Trustee Bernardo: so please carry on uh

[1:25:38] Voice 2: sure so just related to trustee evans comment there um a lot of this

[1:25:42] Voice 2: information actually isn't new for islands trust so when business cases do come forward there are

[1:25:46] Voice 2: sections for um cost benefit analysis and staff resourcing i think what's um maybe is more needed

[1:25:54] Voice 2: is how that information is conveyed in the level of detail that's given in each of those sections

[1:25:59] Voice 2: of the business cases but many of these aspects um the intention is to talk about them in our

[1:26:04] Voice 2: our current cycle, maybe we need to be more robust in how we do that. So after the submissions from

[1:26:10] Voice 2: the Conservancy Board, local trust committees, and departments of the organization, a draft budget

[1:26:15] Voice 2: can be put together. And of course, that draft budget, along with a five-year financial plan,

[1:26:20] Voice 2: which falls out of it, would travel to financial planning committee for review, and then would

[1:26:25] Voice 2: follow what looks like a fairly standard process compared to what we have right now, which is

[1:26:32] Voice 2: financial planning committee taking on the initial oversight of the draft budget before it goes to

[1:26:36] Voice 2: trust council for their input and public feedback and then it's a very iterative process of the

[1:26:41] Voice 2: budget going through financial planning committee several times uh and through trust council before

[1:26:46] Voice 2: it's finally approved in march um so that was just blasting through basically step

[1:26:52] Trustee Bernardo: five

[1:26:53] Voice 2: through nine

[1:26:53] Voice 2: if

[1:26:54] Trustee Bernardo: i can step in here uh that change that you're talking about uh whereas right now fbc is involved

[1:27:02] Trustee Bernardo: all this iterative process back and forth right now the FPC is in a sense driving the values bus

[1:27:09] Trustee Bernardo: the assessment bus the if I understand all this correctly that's already been dealt with at phase

[1:27:16] Trustee Bernardo: one of this thing by trust council in terms of how we've set up our goals and all that kind of stuff

[1:27:21] Trustee Bernardo: and so that that actually gives staff the direction they need to really uh follow the guidelines of

[1:27:29] Trustee Bernardo: trust counsel and eliminate the need for the FPC to do that job. So it's not as if trustees have

[1:27:35] Trustee Bernardo: lost their discretion over that. It's just been moved to earlier in the process and it's being

[1:27:40] Trustee Bernardo: done by trust counsel directly. Staff follows that direction and then delivers something to FPC.

[1:27:47] Trustee Bernardo: I just wanted to clarify that.

[1:27:50] Voice 2: Yeah. And I think what, although the sort of process of FPC reviewing

[1:27:54] Voice 2: things, you know, multiple times and it going to counsel and then back to FPC, while that process

[1:27:58] Voice 2: will remain the same. I agree with you that the earlier process with council will make that

[1:28:04] Voice 2: process a lot easier for financial planning committee. There's going to be documents that

[1:28:07] Voice 2: financial planning committee can lean into to say, you know, we are going to reference the SWOT

[1:28:13] Voice 2: analysis. We are going to reference our really robust strategic plan in making recommendations

[1:28:17] Voice 2: to council on what is in the budget. You know, if we end up in a situation where there's been a lot

[1:28:23] Voice 2: of cost increase because inflation is high and maybe now we're stepping into a tax increase

[1:28:27] Voice 2: looking high and maybe we have to adjust our plans.

[1:28:31] Voice 2: FPC is going to have some documents to reference to support their decisions

[1:28:34] Voice 2: and their recommendations to council.

[1:28:35] Trustee Bernardo: Right. I see Trustee Bowen's got a question,

[1:28:38] Trustee Bernardo: but I'm going to ask that we hold off on all questions until we're near the

[1:28:42] Trustee Bernardo: end here, until we've wrapped this part of it up,

[1:28:44] Trustee Bernardo: and then we'll compendiously deal with people's questions.

[1:28:48] Trustee Bernardo: Director Mops, carry on.

[1:28:51] Voice 2: So, I mean,

[1:28:52] Voice 2: I've very quickly just consolidated step five through nine of the budget

[1:28:57] Voice 2: and longer term financial plan. Of course, that plan goes to the ministry for their ultimate

[1:29:02] Voice 2: approval, and then Trust Council does adopt it before it is implemented in the organization.

[1:29:07] Voice 2: Phase five is where we look at progress monitoring. So we can put in place a plan,

[1:29:13] Voice 2: but if we're not monitoring our progress against a plan, why are we doing it? So this is just very,

[1:29:18] Voice 2: very brief discussion around how this progress monitoring is ongoing. There will be reporting

[1:29:23] Voice 2: reporting back to both committees and trust counsel on how things are going in the strategic plan implementation strategy.

[1:29:30] Voice 2: So that there's just one brief paragraph there at the end of page 22.

[1:29:35] Voice 2: I do think this section needs to be beefed up a little bit.

[1:29:39] Voice 2: It's very important. Having progress monitoring and reporting back to the politicians is very important.

[1:29:46] Voice 2: So I would suggest that, you know, when we are reworking this document, we give more importance to that section.

[1:29:52] Voice 2: um but that's everything that's in the document uh it ends on page 22.

[1:29:57] Trustee Bernardo: well on that last point i think

[1:30:00] Trustee Bernardo: given the tenor of the discussion we've had up to this point, I think the trustees get that

[1:30:05] Trustee Bernardo: the monitoring part of this, of going back to the goals and implementation strategies and doing that

[1:30:13] Trustee Bernardo: comparative exercise is pretty crucial to making this whole thing work. And I think you're right.

[1:30:20] Trustee Bernardo: I think the trustees are going to want to have some sense of how that process works, the nuts

[1:30:27] Trustee Bernardo: and bolts of it because it is pretty crucial now uh

[1:30:30] Trustee Bernardo: thank you for for reviewing the document uh

[1:30:35] Voice 3: do we have any further questions now uh before i i

[1:30:43] Trustee Bernardo: uh happily hand this back over to chair getty

[1:30:46] Trustee Bernardo: i'll just comment that at the fpc uh after fpc received its version of this presentation

[1:30:52] Trustee Bernardo: um and frankly this one's better uh i mean the issue before us was you know

[1:31:00] Trustee Bernardo: working group had been asked to come up with outline it had more or less done so

[1:31:05] Trustee Bernardo: uh it's it's it's improved on it here and fbc basically said well uh as far as we're concerned

[1:31:10] Trustee Bernardo: carry on and go to governance committee and ask them for permission to carry on so i i think

[1:31:18] Trustee Bernardo: that's the question uh before us uh i don't know if that's something that happens by can happen by

[1:31:23] Trustee Bernardo: consent or whether we need a motion but uh that's just a comment i'm going to hand it over well i

[1:31:27] Trustee Bernardo: I see there's a question there from Trustee Evans.

[1:31:29] Trustee Bernardo: After we handle that question,

[1:31:31] Trustee Bernardo: I'm gonna hand the whole thing back over to Chair Getty.

[1:31:33] Trustee Bernardo: Trustee Evans.

[1:31:34] Voice 10: Yeah, it wasn't so much a question.

[1:31:36] Voice 10: It was, it really was, what are the next steps in this?

[1:31:39] Voice 10: What do you need us to do?

[1:31:41] Voice 10: Do you need us to remain a part of it?

[1:31:44] Voice 10: Like, how do we move this forward from,

[1:31:47] Voice 10: like, how do we continue to flesh this concept out?

[1:31:50] Voice 10: And a suggestion that we as the working group have

[1:31:54] Voice 10: is that perhaps we actually put this through

[1:31:56] Voice 10: the process that we're developing and go and actually put a business case together regarding

[1:32:02] Voice 10: the amount of hours that will be required to do this work and any financial implication that

[1:32:10] Voice 10: will be had and bring it forward for approval. But that was, like I said, that was just a

[1:32:14] Voice 10: suggestion. I'll leave it to you.

[1:32:18] Trustee Bernardo: Well, what we have here is the beginnings of a plan

[1:32:21] Trustee Bernardo: in a pretty firm outline, but as has come out in the discussion, there's a lot of content that

[1:32:26] Trustee Bernardo: it has to still be put in so that work still has to be done so before there's a business plan asking

[1:32:32] Trustee Bernardo: that we actually proceed with it i think that has to happen but um anyhow i'm i'm i'm i'm

[1:32:38] Trustee Bernardo: exceeding my jurisdiction here uh back to uh chair getty to uh to run the show all

[1:32:44] Trustee Gedye: right um

[1:32:47] Trustee Gedye: so i was uh not lighting up with a yellow circle around my um can you hear me yeah okay

[1:32:56] Trustee Gedye: um first of

[1:32:58] Trustee Gedye: of all i think that uh congratulations are in order and whoever has put in staff and trustees

[1:33:05] Trustee Gedye: and the the working group um this is a huge amount of work and it was a major part of the

[1:33:12] Trustee Gedye: governance um report and um i think that we owe you a huge debt of gratitude and many many thanks

[1:33:20] Trustee Gedye: um for both your interest and your commitment and um you know if this is the the second draft

[1:33:27] Trustee Gedye: or the working draft that we've got now it's it's excellent so yes we do have to talk about next

[1:33:32] Trustee Gedye: steps but um um you know you've done a huge amount of work for us so this is um this is really

[1:33:38] Trustee Gedye: wonderful um it is um it's a funny interaction between the financial planning committee and the

[1:33:45] Trustee Gedye: governance committee because um you guys have done all of the work and we're i think in a position of

[1:33:51] Trustee Gedye: endorsing it and trying to help figure out what the next steps are. So in the the covering page

[1:33:57] Trustee Gedye: of the briefing notes there were a number of things that a list of things that need continued

[1:34:04] Trustee Gedye: update and inclusion with respect to gathering feedback and putting in some of those charts and

[1:34:14] Trustee Gedye: and things to help people understand some of the images and inclusion of examples.

[1:34:21] Trustee Gedye: We've got some timelines in terms of a June meeting of council and then our next meeting in July

[1:34:28] Trustee Gedye: and then another meeting of council in September.

[1:34:32] Trustee Gedye: So with that timeline in mind, how would you like to work with,

[1:34:39] Trustee Gedye: with get the rest of the trustees involved in this and get some explanation and some feedback

[1:34:46] Trustee Gedye: and the amount of time that that's going to take. So this has been a good full hour and I think we

[1:34:56] Trustee Gedye: need at least that for people that haven't worked on it and had a chance to look at it. Trustee

[1:34:59] Trustee Gedye: Patrick?

[1:35:01] Trustee Patrick: One of the opportunities here is to use the strategic planning process as Trustee Evans

[1:35:07] Trustee Patrick: Evans was referring to is, is Trust Council asking for a corporate plan? Is this a priority of this

[1:35:14] Trustee Patrick: organization? And because there are a lot of pieces, we can keep making this document clearer

[1:35:20] Trustee Patrick: to help guide the conversations, but to implement this and create implementation is going to be a

[1:35:26] Trustee Patrick: lot of work. So it needs, it does need Trust Council to say, yes, this

[1:35:31] Voice 3: is a priority.

[1:35:38] Voice 3: Logistically, is CAO

[1:35:44] Trustee Gedye: Hudson-Pillar, is there time in June?

[1:35:48] Voice 7: Well, thanks, Chair Getty.

[1:35:49] Voice 7: I think there's a few things that I'd offer you in terms of advancing this, and you may want to consider them.

[1:35:55] Voice 7: First, I think that this document should have its final amendments and edits by the working group to get it in to a place where they would hand it off to you in some way.

[1:36:09] Voice 7: so you see that there's some process here um which julia and myself and others would

[1:36:14] Voice 7: assist with but get it to a draft process um that that the governance committee itself sits on it

[1:36:20] Voice 7: you've had a presentation but you come back with you review the document at some point and come

[1:36:24] Voice 7: back with your thoughts on it so it's refined to a level that you think is workable um and

[1:36:31] Voice 7: an update to trust council in the short term as to what's happened i certainly think if you're

[1:36:37] Voice 7: asking you should report out to trust council not the totality of necessarily everything you've got

[1:36:43] Voice 7: here but a substantial indication that the key elements and moving forward and then work towards

[1:36:53] Voice 7: potentially September putting it towards trust council to see whether it's these just suggested

[1:36:59] Voice 7: timelines so that they would start to undertake you know get a full presentation get some

[1:37:06] Voice 7: consideration and see whether you're on the right track for adoption meanwhile you would then task

[1:37:12] Voice 7: staff with what would be an implementation strategy to to incorporate a corporate plan into

[1:37:23] Voice 7: into the full working operations of the islands trust because there is some work to be done

[1:37:28] Voice 7: particularly in the back half of this document if you put this in front of trust council now they

[1:37:32] Voice 7: mind i'll go yes but we don't know you know the feasibility of it yet so there needs to be that

[1:37:38] Voice 7: roadmap or that that analysis um undertaken as well so i'll offer you two or three thoughts there

[1:37:46] Trustee Gedye: justin bernardo russ

[1:37:48] Trustee Bernardo: has articulated the points i wanted to make uh and i think

[1:37:51] Trustee Bernardo: i can't tell you how much it pains me to say this better than i could have

[1:38:00] Trustee Bernardo: guys jesse stamford uh but uh i'm not finished i'm not finished uh it was a plot i just jumped in

[1:38:08] Trustee Bernardo: in terms of what the working group needs i think what the working group needs today from this

[1:38:13] Trustee Bernardo: committee is basically keep at it keep doing what you're doing uh you've got a whole bunch of ideas

[1:38:19] Trustee Bernardo: is you've already articulated in this memo memo basically turn this thing into what you think

[1:38:25] Trustee Bernardo: it needs to be in terms of a real plan uh of of like sketching out what the corporate planning

[1:38:32] Trustee Bernardo: process really looks like russ is quite right uh when this goes before trust uh council uh

[1:38:39] Trustee Bernardo: the pragmatic aspects of it how this thing is going to look like in practice that would be

[1:38:45] Trustee Bernardo: prominent in people's minds and that's the implementation strategy he's talking about

[1:38:48] Trustee Bernardo: uh that's very much something that has to be where staff probably has to take the lead

[1:38:53] Trustee Bernardo: uh in terms of sort of spelling all that out and and those two elements a granular description

[1:39:02] Trustee Bernardo: of what the corporate planning process is and why and all the values that go into it the

[1:39:09] Trustee Bernardo: implementation implementation strategy and that's what the trust council's in asked to approve and

[1:39:14] Trustee Bernardo: And in the interim, we're not close enough to that

[1:39:18] Trustee Bernardo: for June, obviously, but we are for the June meeting.

[1:39:21] Trustee Bernardo: I think we are in a position to have a governance committee

[1:39:25] Trustee Bernardo: maybe in conjunction with the FPC or just on its own,

[1:39:27] Trustee Bernardo: just to report back to trust council and say,

[1:39:29] Trustee Bernardo: look, this is where we're at.

[1:39:30] Trustee Bernardo: We've had all this progress.

[1:39:31] Trustee Bernardo: That's the direction we're going in.

[1:39:33] Trustee Bernardo: We're going to be back at you

[1:39:34] Trustee Bernardo: with something very concrete next meeting,

[1:39:36] Trustee Bernardo: something along those lines.

[1:39:39] Voice 3: Thank you.

[1:39:41] Trustee Gedye: Trustee Stamford.

[1:39:42] Trustee Stamford: Yeah, so I'm seeing that this will not be ready for implementation for this fiscal year, or for the next one. Basically, we're going to be into the budget process before we actually are looking at this. So meanwhile, we are still working on last term strategic plan. Is that the reality of it?

[1:40:04] Voice 7: Madam Chair?

[1:40:05] Voice 7: Yes.

[1:40:06] Voice 7: I can answer that question.

[1:40:09] Voice 7: Go ahead.

[1:40:10] Voice 7: so uh trustee stanford that's what i've been working on or thinking about for the last two

[1:40:15] Voice 7: months how do we sequence the work of this body with the budget cycle and key projects that need

[1:40:24] Voice 7: and should continue in some way at the allen's trust so what um is suggested and i was going

[1:40:31] Voice 7: to speak to this later on in this meeting i've already talked to executive committee about this

[1:40:35] Voice 7: it would be so if you stick around for later I can give you the I can answer that question but yes

[1:40:41] Voice 7: in June there there should be a discussion around what are the key projects we want to continue

[1:40:46] Voice 7: to direct into the budgetary process as we wait for the corporate planning process to catch up

[1:40:52] Voice 7: but we could still undertake the SWOT analysis to inform everybody how can that be a bad idea

[1:40:59] Voice 7: put some rigor into that there's a session that's been developed for the trust council in June

[1:41:02] Voice 7: to do just that um but then trust council picks the number of projects it wants to move forward

[1:41:09] Voice 7: with into budget that's as short as i can make that answer and

[1:41:13] Trustee Stamford: so then as a follow-up then

[1:41:15] Trustee Stamford: um what is the process for the executive committee um as part of this process how do they fit into

[1:41:23] Trustee Stamford: this or i mean there's obviously members of the executive on on this committee is that enough

[1:41:30] Trustee Stamford: So

[1:41:31] Voice 7: they've, no, I've reported to executive committee, and they're the ones who've made that recommendation already, that we undertake a SWOT analysis in June, that they're supportive of the corporate work, obviously, of the governance committee, and that I provide some reporting to Trust Council describing all of this,

[1:41:51] Voice 7: and that trust council picks some of the projects that are currently in the strategic plan that have

[1:41:57] Voice 7: legs that they wish to carry on with and put into the budget process so ec has sat and indeed later

[1:42:04] Voice 7: on in this conversation they've got a sponsored resolution for you to consider about visioning in

[1:42:10] Voice 7: september as well so it's it's keeping the work of executive committee going and um honoring

[1:42:17] Voice 7: and incorporating the growing work of FPC

[1:42:20] Voice 7: and the Governance Committee around corporate planning.

[1:42:24] Voice 3: Thank you.

[1:42:26] Voice 3: Christy Ball?

[1:42:30] Voice 11: Yeah, I've got a sort of a practical consideration

[1:42:33] Voice 11: in this context.

[1:42:35] Voice 11: So the 6th of June,

[1:42:37] Voice 11: we have to have content for the Trust Council agenda.

[1:42:41] Voice 11: Could I make a suggestion

[1:42:42] Voice 11: that we create some sort of high-level digest

[1:42:49] Voice 11: digest of you know the discussion we've just had around the you know the the actress council will

[1:42:55] Voice 11: present x then there will be y etc etc for the agenda but actually maybe the content in the

[1:43:04] Voice 11: context of this document and or some um diagrams or graphics can be added as a late edition

[1:43:13] Voice 11: otherwise we're going to just go forward with content which we are not really taking time to

[1:43:21] Voice 11: review and edit sufficiently would

[1:43:27] Trustee Gedye: it be possible to have the three graphics that trustee evans

[1:43:31] Trustee Gedye: showed us in terms of just items to speak to and very broad general outline yes

[1:43:41] Voice 11: i mean i think that

[1:43:42] Voice 11: That would be a good idea. But I'm just thinking of, in general, the time squeeze and just, you know, moving stuff along that hasn't been reviewed again when there is an opportunity, given that the meeting is until the end of June.

[1:43:56] Voice 11: So, yeah, I'm not prescribing what should happen. I'm just suggesting that that could be a way to allow us to do some more work without hard coding it into the agenda on the 6th of June. Thanks.

[1:44:10] Voice 11: I think

[1:44:10] Trustee Gedye: that, sorry, I think that Trustee Patrick's idea that we get some sort of an indication, we let Trust Council know that this is happening, we make sure that people are buying into it before we put a whole lot more effort into it.

[1:44:25] Trustee Gedye: and then you know whether or not there's amendments and edits along the way before

[1:44:32] Trustee Gedye: June and having something to present to them but if there's a visual and that gives an outline

[1:44:38] Trustee Gedye: and we are discussing on the June agenda some of the ideas for September a full presentation if

[1:44:46] Trustee Gedye: they endorse this and the visioning exercise to start the phase one and then possibly

[1:44:58] Trustee Gedye: implementation ideas and suggestions in terms of the overlap. So an outline with some visuals

[1:45:07] Trustee Gedye: rules in June for the agenda.

[1:45:11] Voice 11: Sure. And just quickly on what Trustee Stamford said, you know,

[1:45:17] Voice 11: the fact that we are beginning the budget cycle, I think a key document in that and in

[1:45:26] Voice 11: the change that we're embarking on is the budget assumptions and principles.

[1:45:30] Voice 11: principles so we could you know make sure that trust council there could be opportunities to

[1:45:37] Voice 11: put some of the content of the new planning process into the budget assumptions and principle

[1:45:44] Voice 11: document which exists right now and is reviewed as part of each budget cycle we could talk about

[1:45:52] Voice 11: that on wednesday perhaps at financial

[1:45:54] Voice 3: planning all right so

[1:46:01] Voice 7: madam chair are we talking i'm just

[1:46:03] Voice 7: trying to get caught up are we're talking about this at 10 2 as well right the reporting out to

[1:46:08] Voice 7: item 10.2 the

[1:46:09] Voice 13: um

[1:46:10] Voice 7: how to report out to trust council and at that point you'll provide direction

[1:46:15] Voice 7: or the committee will provide direction to us to

[1:46:18] Voice 7: assist all

[1:46:21] Voice 3: right um staff member mobs

[1:46:26] Voice 2: uh thanks jerry i just wanted to comment on trustee bolin's uh reference to the current

[1:46:30] Voice 2: budget cycle and how elements of the corporate plan might be built in so that it's absolutely

[1:46:36] Voice 2: my plan to actually draw from this document for the current budget cycle there is some work that

[1:46:44] Voice 2: financial planning committee will be reviewing at their meeting on Wednesday associated with

[1:46:47] Voice 2: the budget timelines and various pieces that come forward when this conversation has been

[1:46:52] Voice 2: really helpful to understand which pieces of the draft corporate plan are really being embraced

[1:46:58] Voice 2: by the governance committee that are sort of low risk to start implementing and so we will be

[1:47:03] Voice 2: weaving that some of some of that into the current year cycle as we can okay

[1:47:09] Trustee Gedye: so next steps

[1:47:13] Trustee Gedye: allocate some time in june for the trust council meeting and who wants to present that

[1:47:22] Trustee Gedye: outline do we need to discern that now and put it out and get volunteers for later

[1:47:28] Trustee Gedye: trustee Evans I

[1:47:33] Voice 10: would recommend that it would be like maybe a shared presentation with Julia

[1:47:38] Voice 10: with director mobs leading it and having one of us from the working group standing in the

[1:47:45] Voice 10: background to offer any additional clarification but primarily led by director mobs okay

[1:47:52] Voice 3: if she's

[1:47:54] Voice 10: willing so

[1:47:57] Voice 7: i think we do need to start having some so i would suggest that the governance

[1:48:04] Voice 7: committee reports out on its activities and one of those activities is this um and i would think

[1:48:13] Voice 7: you'd need before we're running uh we're putting julia out there to say here's what it is it would

[1:48:17] Voice 7: would be there would need to be the governance committee saying we're endorsing or um describing

[1:48:25] Voice 7: that you know the three or four key points what we've taken a look at the options presented um

[1:48:32] Voice 7: support the process so far and then here's a very broad short because you won't have met again as a

[1:48:39] Voice 7: governance committee and and thought about it more yet or had feedback the governance committee

[1:48:43] Voice 7: itself hasn't done that work but so i don't think you need endorsement from trust council i think

[1:48:48] Voice 7: you need um to really inform them of of where you're at and that you think there's promise

[1:48:54] Voice 7: and whether that's yourself as the chair or some other elected official to do that and then we

[1:48:59] Voice 7: could provide an um an overview for you

[1:49:01] Voice 3: trustee bernardo thank you mute sorry about that uh that

[1:49:13] Trustee Bernardo: what i was saying was i i think that sounds about right i think in the upcoming uh trust council

[1:49:17] Trustee Bernardo: meeting in june it's not incumbent on us to necessarily ask for permission to keep carrying

[1:49:22] Trustee Bernardo: on the work this is a priority governance committee's identified that fpc is behind

[1:49:26] Trustee Bernardo: i think we can just report on work uh to date with the progress uh in you know whatever detail

[1:49:34] Trustee Bernardo: we think is appropriate people have discussed that um and and let trust council know more is coming

[1:49:40] Trustee Bernardo: and you'll be getting to a decision point reasonably soon but this is the the terrain

[1:49:45] Trustee Bernardo: that we're working in and i think in terms of that presentation to supplement what russ said

[1:49:51] Trustee Bernardo: And it's government committees behind it, but also so is the FPC.

[1:49:55] Trustee Bernardo: The FPC, in fact, the working group is comprised of FPC members.

[1:49:59] Trustee Bernardo: And that's really kind of the beating heart of the thing.

[1:50:02] Trustee Bernardo: So I think in terms of what's presented before, you know, Julia and the member of the working group do the presentation, I think it'd be helpful to point out this is work that the governance committee and FPC is working on together.

[1:50:18] Trustee Bernardo: They're both behind it.

[1:50:19] Trustee Bernardo: They're happy with the progress.

[1:50:20] Trustee Bernardo: they like the directions going,

[1:50:23] Trustee Bernardo: they intend to bring it to conclusion in the interim,

[1:50:26] Trustee Bernardo: here's where we're at today.

[1:50:30] Trustee Gedye: Okay, sounds good.

[1:50:32] Trustee Gedye: So I'm going to leave that then

[1:50:34] Trustee Gedye: without any kind of emotion or resolution

[1:50:38] Trustee Gedye: and we'll just, oh, sorry, trust me, Peterson.

[1:50:44] Voice 12: Yeah, thank you.

[1:50:45] Voice 12: Are we basically disposing of the item 10 at this point?

[1:50:54] Voice 12: in terms of trust council are we going to get back into that at all we're

[1:50:58] Trustee Gedye: getting back into it

[1:50:59] Trustee Gedye: we've got a couple of other things okay

[1:51:01] Voice 12: okay

[1:51:04] Trustee Gedye: so um i don't think we need a motion of um endorsing

[1:51:08] Trustee Gedye: this we'll simply be bringing information we'll accept this for information today for this

[1:51:13] Trustee Gedye: committee and we're bringing information to trust council in june as reporting out

[1:51:17] Trustee Gedye: any objections to that plan no

[1:51:23] Voice 7: objections objections uh chair getty but with regards

[1:51:27] Voice 7: to this plan what do you want us to do next for your next meeting do you want us to continue with

[1:51:34] Voice 7: the refinement of this document and bring it back to governance committee in some form for

[1:51:40] Voice 7: it to have discussion or do you not want to talk about that um and you want me to start looking at

[1:51:47] Voice 7: and implement some sort of implementation options.

[1:51:51] Trustee Gedye: I think that's the logical next step,

[1:51:53] Trustee Gedye: but it would be very interesting to hear

[1:51:54] Trustee Gedye: from the other trustees in June.

[1:51:56] Trustee Gedye: And I'm assuming they'll endorse it and encourage it.

[1:52:00] Trustee Gedye: And that's what we're going to be asking them to do.

[1:52:03] Trustee Gedye: And then we can do more work on it,

[1:52:08] Trustee Gedye: polishing and homework and filling in

[1:52:10] Trustee Gedye: and identifying the gaps.

[1:52:12] Trustee Gedye: There's a lot of work between now and September,

[1:52:14] Trustee Gedye: but um yeah we'll get a break see what people think in june all right so can we leave that

[1:52:23] Trustee Gedye: 7.1 thank you very much everybody that's a lot of a lot of really good work um the next one is

[1:52:31] Trustee Gedye: the visioning exercise for the september trust council so executive committee has been busy um

[1:52:39] Trustee Gedye: and deciding uh more work for us to do and i'm not sure where we fit in on this so is who can

[1:52:45] Trustee Gedye: can explain this this was a resolution that was passed by the executive committee and

[1:52:50] Trustee Gedye: may the third and it's um come up on our agenda ross or um i could

[1:53:00] Voice 3: do

[1:53:02] Voice 7: you want to help assist if

[1:53:05] Trustee Gedye: thank you if

[1:53:06] Voice 7: if um really this would be uh members of the

[1:53:09] Voice 7: yo i see trustee peterson's got his hand up and i'm sure chair luckin would have something to

[1:53:13] Voice 7: say about this um so i can either uh speak um first or i can wait till they finish and then

[1:53:19] Voice 7: provide some supplemental okay so um i've uh wrote some reporting to executive committee with regards

[1:53:26] Voice 7: their uh um obligations under policy to um move the strategic planning process um through the

[1:53:34] Voice 7: allen's trust and um they've you know they've been reflecting on that and reflecting on their work

[1:53:39] Voice 7: program. And the art of what we're trying to do here is exactly incorporate this

[1:53:46] Voice 7: corporate planning process into our annual budgeting process and the continuation of

[1:53:52] Voice 7: our strategic plan. And as part of those discussions, the following three things have

[1:53:59] Voice 7: occurred. One, tacit endorsement of this process by EC following your recommendation to engage in

[1:54:08] Voice 7: a SWOT analysis. So there's going to be a session at Trust Council where we practice SWOTing and

[1:54:15] Voice 7: we will work that process through. And from that conversation, later that day or as soon as

[1:54:22] Voice 7: possible, there'll be a report from myself highlighting the key projects that are underway

[1:54:27] Voice 7: at the Islands Trust and then a question to Trust Council as a whole. What do you want to fund for

[1:54:33] Voice 7: the coming year what projects have your interest and uh and where where are your shared values

[1:54:39] Voice 7: we need that for june because that is essentially the start of the budgeting process so fpc meets

[1:54:46] Voice 7: and then by the time we get to september we're starting to have some of these key financial

[1:54:50] Voice 7: documents that we've been discussing so that's the backdrop core to your conversations and

[1:54:59] Voice 7: And included in the governance review itself and the discussions at Trust Council over the small handful of Trust Council meetings we've had is some discussion before we invest in strategic or corporate planning or as a part of it is where's our shared understanding, what is our shared values and what visioning does Trust Council want to undertake to advance its work?

[1:55:22] Voice 7: we just saw from the presentation today that's one of the that's phase two or is it phase one

[1:55:29] Voice 7: but it's early in the process where some of that conversation would occur um executive committee

[1:55:35] Voice 7: discussed it i passed on to them even though they're both in attendance that indeed that's

[1:55:40] Voice 7: a topic for uh this the governance body you're looking at what the mandate of the islands trust

[1:55:46] Voice 7: is but there's some discussion and some summary reporting going around with the object of the

[1:55:50] Voice 7: trust so it would be when would be a good time to schedule or organize a conversation for trust

[1:55:57] Voice 7: council around um the visioning process their thought was that it should be in september

[1:56:03] Voice 7: and that that would uh inform the rest of these processes but then uh that's for them to bring

[1:56:08] Voice 7: to you and and have those conversations and ultimately get to trust council if it's a good

[1:56:12] Voice 7: idea or not thank you madam chair i'll relinquish the floor all right

[1:56:18] Trustee Gedye: that's uh

[1:56:19] Trustee Gedye: sorry trustee

[1:56:20] Trustee Gedye: peterson uh

[1:56:24] Voice 12: thanks chair so uh i think russ has it sort of outlined it um fairly well uh you know

[1:56:32] Voice 12: note that in phase two step one of the document we reviewed today is visioning and uh executive

[1:56:40] Voice 12: uh uh you know sees that that's that's that's a value that's an important part of the process

[1:56:48] Voice 12: and felt that the work of the governance committee

[1:56:52] Voice 12: and the financial planning committee working group,

[1:56:56] Voice 12: the corporate planning working group were essential

[1:56:59] Voice 12: that this motion talks about all three of those groups

[1:57:07] Voice 12: working together to put that visioning exercise together.

[1:57:10] Voice 12: So.

[1:57:14] Voice 3: Thank you, Trustee Bernardo.

[1:57:18] Voice 3: Yeah, I'm having a little trouble

[1:57:20] Trustee Bernardo: discerning

[1:57:22] Trustee Bernardo: exactly what the visioning exercise would be focused on.

[1:57:28] Trustee Bernardo: Is it some larger, you know, values discussion

[1:57:37] Trustee Bernardo: in terms of how we interpret the mandate along those lines?

[1:57:42] Trustee Bernardo: Or is it a visioning exercise that's more granular,

[1:57:45] Trustee Bernardo: that's focused on developing strategic plans

[1:57:50] Trustee Bernardo: slash corporate planning concepts to be worked up

[1:57:53] Trustee Bernardo: and worked into the you know a draft well worked into the strategic plan that we need

[1:57:59] Trustee Bernardo: develop to develop regardless and then also to work into the corporate planning process if we can

[1:58:04] Trustee Bernardo: develop that so is it is it just this high more abstract stuff about what the island

[1:58:11] Trustee Bernardo: stress should be doing or is it more granular and more focused on the financial corporate

[1:58:15] Trustee Bernardo: planning side of it um what i've heard so far sort of dances between the two of them and i'm not

[1:58:21] Trustee Bernardo: I just want to give it an idea about exactly what are we going to be

[1:58:25] Trustee Bernardo: visioning here. Thanks.

[1:58:28] Voice 3: Trustee Patrick.

[1:58:32] Voice 3: This,

[1:58:32] Trustee Patrick: this was when we started our work on the corporate plan,

[1:58:36] Trustee Patrick: this is the very first thing we came to every,

[1:58:39] Trustee Patrick: every strategic planning and corporate planning one-on-one and start with

[1:58:42] Trustee Patrick: your vision. And it's the future state. It is simply,

[1:58:45] Trustee Patrick: what are we working toward? What are these islands in the future?

[1:58:48] Trustee Patrick: Why are we here? And, and it was amazing.

[1:58:52] Trustee Patrick: I did the analysis the trust policy statement doesn't have a vision very few of our OCPs do

[1:58:58] Trustee Patrick: you'll see Saanich uses their OCP and most municipalities say that's our vision and it

[1:59:03] Trustee Patrick: does it starts with a nice clean vision statement Bowen Island has a nice clean vision statement in

[1:59:08] Trustee Patrick: their in their strategic plan as well as their OCP so it can be literally a sentence and we did

[1:59:16] Trustee Patrick: that at the regional planning committee we we had a strategic planning exercise and we we opened

[1:59:22] Trustee Patrick: opened with what's the vision of the island and David Graham's built out that you know vision of

[1:59:27] Trustee Patrick: resilient healthy islands in the future nobody disagreed and on we went it was a pretty quick

[1:59:32] Trustee Patrick: process at the regional planning committee why are we here what are the islands in the future

[1:59:41] Voice 3: trustee Evans I'm

[1:59:44] Voice 10: not sure if I can still partake in this or not but I was just going to state

[1:59:48] Voice 10: similar to what trustee Patrick just stated most of the municipalities will use our OCP

[1:59:53] Voice 10: OCP. As the trust area, we don't have an overarching OCP but we do have the trust

[2:00:00] Voice 10: policy statement so it could be that as a best practice our trust policy statement becomes our

[2:00:06] Voice 10: vision the mandate becomes our mission but it's the values that change term to term based on the

[2:00:14] Voice 10: trustees that are in there so perhaps it's the values that we need to come up with versus

[2:00:19] Voice 10: the vision or the mission because I think those two are already set we just need agreeance that

[2:00:25] Voice 10: that's what they are.

[2:00:29] Voice 3: Trustee Stamford? Yes, thank you.

[2:00:33] Trustee Stamford: I totally agree. If there's any way

[2:00:37] Trustee Stamford: we can simplify this visioning statement, it should be easy. It should be straightforward.

[2:00:42] Trustee Stamford: But last term, it wasn't. And the term before, it wasn't. It gets bogged down in minutiae,

[2:00:50] Trustee Stamford: and it does get bogged down in interpretation. So if there's a clear way of doing it, and I

[2:00:57] Trustee Stamford: I certainly think Trustee Evans' approach

[2:01:02] Trustee Stamford: can be recommended to get through this

[2:01:06] Trustee Stamford: because it just doesn't need to be as

[2:01:09] Voice 3: fraught as it has been.

[2:01:14] Trustee Gedye: I'd remind people that in the closed meeting,

[2:01:16] Trustee Gedye: we're spending some time going through the legal opinions

[2:01:20] Trustee Gedye: on the Section 3 mandate.

[2:01:22] Trustee Gedye: So that might link into this as well.

[2:01:27] Trustee Gedye: And I have a question for Russ.

[2:01:30] Trustee Gedye: whether or not there's resources available in terms of having people available to help in the

[2:01:35] Trustee Gedye: process.

[2:01:38] Voice 7: Yes, I think what you're doing right now, the referral to you is to start the conversation

[2:01:44] Voice 7: about should this happen? And how should it happen? And what should it be like? And so I think you're

[2:01:52] Voice 7: in the right place, you're deciding whether you want to do this or not. But I would tell you as

[2:01:56] Voice 7: the administrator whether we're doing a corporate planning process or not bothering with that or

[2:02:03] Voice 7: doing anything when a political body comes together for the first time they usually have

[2:02:07] Voice 7: some moment where they sit at the start and go what are we interested what are our shared values

[2:02:12] Voice 7: and um that just makes life easier we did it at the last you know as opposed from visioning and

[2:02:19] Voice 7: coming up with just a you know a summary sentence it's what are we collectively interested in um

[2:02:26] Voice 7: what shared values do we have how do we look forward into the future what are the things

[2:02:30] Voice 7: that matter to us and then you're not held to it you can do it again in the next year or whatever

[2:02:36] Voice 7: but just to have that moment will allow other things to flow through so when you're saying

[2:02:42] Voice 7: is it a very high conceptual discussion or a pragmatic strategic planning discussion um

[2:02:49] Voice 7: it's really up to this body and ec and whether trust council wants to do it or not

[2:02:53] Voice 7: by september so i would ask you the question if you want to do this what would be the subject

[2:02:59] Voice 7: matter should you do it what would be the subject matter that you'd be interested in undertaking

[2:03:05] Voice 7: do you want um you know to have some external assistance instead of having myself or one of

[2:03:11] Voice 7: the staff doing it um and um or not and and that so if you get some uh i would certainly think if

[2:03:21] Voice 7: If you're going to do it in September, you as a governance body would want to tell Trust Council, hey, got a great idea, it's next September, let's do some sort of visioning like this.

[2:03:33] Voice 7: And certainly we can resource it and assist you between June and September if you wish.

[2:03:38] Trustee Gedye: Okay, thanks.

[2:03:39] Trustee Patrick: Trustee Patrick?

[2:03:41] Trustee Patrick: I can't overly emphasize how important a brief vision statement would be.

[2:03:46] Trustee Patrick: and there's a little saying here it says visioning without planning risks being uninspired planning

[2:03:53] Trustee Patrick: without visioning risks being irrelevant good visioning and good planning strengthen each other

[2:03:59] Trustee Patrick: I think you know it gives us that why are we here thing and I think we're already such a

[2:04:04] Trustee Patrick: unique thing that our communities don't really understand what we're doing I think when we have

[2:04:09] Trustee Patrick: that bit well you know that what the islands look like in the state in the future and that that's

[2:04:13] Trustee Patrick: what we're working to i don't think it's going to be as hard i i know that in december 4th 2017

[2:04:20] Trustee Patrick: there's a stack report on how close they got they had some very close statements they got close

[2:04:25] Trustee Patrick: there you know i think it's worth it if we can't agree on what the vision future states of the

[2:04:31] Trustee Patrick: islands look like wow

[2:04:32] Voice 3: what are we doing here trustee peterson uh

[2:04:40] Voice 12: thank you supplementary to

[2:04:41] Voice 12: what trustee patrick just said here i think just maybe a little bit of clarity you know

[2:04:48] Voice 12: in the document we just reviewed there's a clear step determine the vision um seems simple enough

[2:04:56] Voice 12: and and i think what the you know the motion that executive committee has sent here is

[2:05:03] Voice 12: let's work together to determine a visioning exercise to get us to that place so uh to me

[2:05:12] Voice 12: that's uh you know before we start calling it goals or or values or other things i'm just

[2:05:20] Voice 12: going off the the the document that we've just reviewed and it says vision so let's let's go

[2:05:26] Voice 12: with that and and you know executive is saying governance financial planning uh working group

[2:05:34] Voice 12: let's get together on on putting this together uh to put before trust council and hopefully we get

[2:05:39] Voice 12: to you know to a good place with that

[2:05:42] Voice 3: trustee middleton

[2:05:46] Trustee Middleton: thank you um and here's where i cause a disservice to everyone's bowl of conflicts um

[2:05:55] Trustee Middleton: we've not accepted this um this uh corporate plan um we're still talking about it in draft

[2:06:02] Trustee Middleton: so the mandate to immediately go to look at what a vision should be i think is premature

[2:06:09] Trustee Middleton: mature um we're a political body we're going to have differences in values this is the point

[2:06:17] Trustee Middleton: we're not supposed to have the same values we're not elected to have the same values

[2:06:22] Trustee Middleton: so how do we work across different values to um uh better the region I think something that's

[2:06:32] Trustee Middleton: much more important we look at before a vision is um the interpretation of the object of the trust

[2:06:40] Trustee Middleton: I know we're going to talk more specifically in the closed session, but I think what the preliminary material there outlined exactly the kind of discussion we need to have in order to be aligned and moving in a similar direction with different values.

[2:06:53] Trustee Middleton: Some are going to be shared, but that work needs to be done.

[2:06:55] Trustee Middleton: done um I'm not sure that I mean if executive wants to champion uh doing a visioning exercise

[2:07:02] Trustee Middleton: obviously there are going to be benefits from that but I I don't think it's appropriate that

[2:07:07] Trustee Middleton: the the governance committee take that that task on or embrace it or even endorse it to

[2:07:12] Trustee Middleton: be particularly honest um because there is there there's different work to be done to get us on a

[2:07:18] Trustee Middleton: good governance and planning foundation um i like trustee stamford have participated in several

[2:07:25] Trustee Middleton: visioning exercises trustee patrick says it should be simple for us to get to one sentence

[2:07:30] Trustee Middleton: it has not proven to be what will be the case what what what's the circumstance this time that will

[2:07:36] Trustee Middleton: make those multiple days of visioning exercises we've had over the past um eight years somehow

[2:07:43] Trustee Middleton: somehow produce a different result I'm not suggesting you know it's just somehow disingenuous

[2:07:48] Trustee Middleton: to not try for that I'm just saying that it's not been our experience and I think we need to

[2:07:54] Trustee Middleton: approach this differently and I actually think as a governance committee we're on the right track

[2:07:58] Trustee Middleton: uh by actually looking at how we interpret and come to some consensual agreement on the mandate

[2:08:06] Trustee Middleton: so I would I would propose do that work first uh if you know executive for its own edification

[2:08:12] Trustee Middleton: to get guidance, wants to do a visioning workshop,

[2:08:15] Trustee Middleton: you know, by all means,

[2:08:16] Trustee Middleton: but I don't think the governance committee

[2:08:18] Trustee Middleton: should own that work at this point.

[2:08:20] Trustee Middleton: Thank you.

[2:08:22] Voice 3: Trustee Granato?

[2:08:28] Voice 3: Yes, I actually don't think there's any conflict

[2:08:33] Trustee Bernardo: in what Trustee Middleton is saying

[2:08:36] Trustee Bernardo: and what the general drift of the conversation

[2:08:38] Trustee Bernardo: about setting up a visioning exercise.

[2:08:42] Trustee Bernardo: I mean, first of all,

[2:08:43] Trustee Bernardo: a visioning exercise isn't dependent

[2:08:44] Trustee Bernardo: on adopting a finished corporate planning process.

[2:08:50] Trustee Bernardo: As the CAO pointed out, it's something along those lines

[2:08:54] Trustee Bernardo: of at least a discussion about what our values are

[2:08:56] Trustee Bernardo: and an attempt to reach consensus.

[2:08:59] Trustee Bernardo: Kind of makes sense when you've got a new body of elected officials

[2:09:03] Trustee Bernardo: who are tasked with making long-term decisions.

[2:09:08] Trustee Bernardo: The fact that there's been difficulties in getting there in the past

[2:09:12] Trustee Bernardo: past, getting there in the past, is, I think, one of the topics that needs to be discussed at the

[2:09:17] Trustee Bernardo: visioning exercise. Why is that the case? It's not responsible for us as trustees to simply accept

[2:09:26] Trustee Bernardo: that we have different values and leave it at that, because that amounts to accepting the idea

[2:09:33] Trustee Bernardo: that there's going to be permanent conflict and disagreement. Now, there's going to be plenty of

[2:09:39] Trustee Bernardo: disagreement, but it doesn't have to be conflict. And the way a democratic body is supposed to work

[2:09:44] Trustee Bernardo: is you work through the disagreements. Historically, what seems to be happening at trust council is

[2:09:50] Trustee Bernardo: despite a lot of good intentions and inability of people to work through those disagreements

[2:09:55] Trustee Bernardo: and reach consensus, figuring out how to reach consensus is probably the most important thing

[2:10:01] Trustee Bernardo: we can do. That's why this governance committee exists. It's one of the big reasons why the

[2:10:05] Trustee Bernardo: governance report came into existence in the first place. This organization has found itself

[2:10:10] Trustee Bernardo: stuck. Everybody knows they want to be able to get to consensus and go in a common direction

[2:10:16] Trustee Bernardo: to the extent that it's possible, but they don't seem to have the tools to do it. We've been tasked

[2:10:22] Trustee Bernardo: with doing our best to try to find solutions to that. I think the visioning exercise should be

[2:10:28] Trustee Bernardo: be viewed as a component of developing the corporate planning process and at the same time

[2:10:35] Trustee Bernardo: a necessary component of the basic fact that whether you call it a strategic plan or something

[2:10:42] Trustee Bernardo: else the trust council needs to think strategically needs to have that strategic conversation and he

[2:10:48] Trustee Bernardo: needs to start so along those lines i you know i i think the idea of having an outside facilitator

[2:10:54] Trustee Bernardo: to encourage a more constructive discussion might well be helpful it's always very interesting how

[2:11:00] Trustee Bernardo: when you have an outside person who has an expertise and sort of eliciting views and stuff

[2:11:07] Trustee Bernardo: the people who are being asked for their opinions magically end up becoming more respectful more

[2:11:14] Trustee Bernardo: attentive they listen more and i think that could be very helpful but i don't think we should view

[2:11:19] Trustee Bernardo: this visioning exercise is something that locks us into anything. It's an attempt to reach

[2:11:25] Trustee Bernardo: consensus. And we do need to have some kind of common understanding of values. That's what the

[2:11:31] Trustee Bernardo: governance report's been a lot of energy talking about. We can chew gum and walk at the same time.

[2:11:37] Trustee Bernardo: And I think we do need, and my final remark here is we do need to take into account that a visioning

[2:11:43] Trustee Bernardo: exercise in September or whenever we do it is going to be qualitatively different than what's

[2:11:48] Trustee Bernardo: happened in the past for at least two reasons for one thing uh their serious work has been put into

[2:11:54] Trustee Bernardo: a corporate planning process that's going to be an element of discussion and it that changes

[2:12:00] Trustee Bernardo: the topic to some extent about how we think about these things and we will have made some progress

[2:12:05] Trustee Bernardo: in a sec at this committee on a section three interpretation and that will also go into the

[2:12:10] Trustee Bernardo: hopper for the discussion uh i discovered a while ago that um past trustees including trustees on

[2:12:18] Trustee Bernardo: and the executive committee weren't aware

[2:12:21] Trustee Bernardo: that some of these legal opinions even existed.

[2:12:23] Trustee Bernardo: My understanding is only legal opinions

[2:12:25] Trustee Bernardo: didn't form part of a discussion

[2:12:27] Trustee Bernardo: of the previous visioning exercises.

[2:12:29] Trustee Bernardo: Well, they're going to this time round

[2:12:31] Trustee Bernardo: and that will, I'm pretty confident make a big difference.

[2:12:35] Voice 3: Thank you.

[2:12:37] Voice 3: Chair Lockem.

[2:12:39] Voice 3: You know, I

[2:12:40] Trustee Luckham: find that Trustee Bernardo has said

[2:12:45] Trustee Luckham: almost everything that I wanted to touch on.

[2:12:48] Trustee Luckham: And so I agree with him. To add my own voice to it, I think that we are in a different time and

[2:12:56] Trustee Luckham: place now. We have a different selection of trustees. Many questions and many topics have

[2:13:04] Trustee Luckham: discussed since the last visioning exercise. We are indeed looking at the section three items,

[2:13:10] Trustee Luckham: which perhaps lends its perspective to,

[2:13:15] Trustee Luckham: it doesn't have a perspective,

[2:13:16] Trustee Luckham: but can add to potentially creating,

[2:13:21] Trustee Luckham: as Trustee Patrick has said,

[2:13:22] Trustee Luckham: a short pithy statement that is the vision

[2:13:27] Trustee Luckham: of the Islands Trust.

[2:13:29] Trustee Luckham: I'm sorry, my phone is now ringing.

[2:13:31] Trustee Luckham: Anyway, I think there's value in it.

[2:13:34] Trustee Luckham: And I think that executive committee actually,

[2:13:37] Trustee Luckham: if chooses to undertake this,

[2:13:40] Trustee Luckham: session so to speak it would be nice to have the governance committee's endorsement

[2:13:45] Trustee Luckham: that this is a process that that you think um in your work um reflective of the governance study

[2:13:53] Trustee Luckham: and the and the corporate planning process would be a valuable exercise for council to undertake

[2:14:00] Trustee Luckham: thank you trustee

[2:14:03] Trustee Gedye: middleton um if i may before you start um it's 11 12 at this point and we

[2:14:11] Trustee Gedye: We have a closed meeting with two substantial matters

[2:14:14] Trustee Gedye: and one more business item here

[2:14:19] Trustee Gedye: in terms of receipt of other committee referrals.

[2:14:21] Trustee Gedye: So with that in mind.

[2:14:26] Trustee Middleton: Okay, I shall be brief.

[2:14:28] Trustee Middleton: So Trustee Bernardo and Ex Officio Locum pointed out

[2:14:32] Trustee Middleton: what will make this session different.

[2:14:35] Trustee Middleton: And that is the availability of the legal opinions

[2:14:38] Trustee Middleton: in regard to the Trust Act Section 3.

[2:14:41] Trustee Middleton: so my question and this may be to your pleasure chair deferred to the closed session is

[2:14:46] Trustee Middleton: why don't we make those available to the public so that they can understand our thinking

[2:14:51] Trustee Middleton: and our approach in terms of um um in terms of you know exploring the mandate to come up with

[2:14:58] Trustee Middleton: uh using the vernacular a vision that that underscores that i think it's very important

[2:15:03] Trustee Middleton: um the solicitor client privilege in that regard is obviously in no way directed to any individual

[2:15:09] Trustee Middleton: It's an organizational discussion, so I'll leave it to your pleasure, Chair, as to whether or not this is something we should discuss in the in-camera session or as part of that section, but I just wanted to flag that because I heard quite strongly from Trustee Bernardo and Trustee Luckham that those opinions which are now seeing the light of day in some circles of the trust are actually very, very compelling and important when it comes to us understanding and sharing a common purpose in terms of

[2:15:39] Trustee Middleton: tearing out the mandate of the trust. And I would agree with that. And I think just finally,

[2:15:45] Trustee Middleton: tools to reach consensus is the key. But I don't think we can automatically assume that a

[2:15:50] Trustee Middleton: facilitated envisioning workshop is the same thing as giving people decision making and discussion

[2:15:57] Trustee Middleton: powers that lead to consensus. Maybe an element, but we should not be blinded to the fact that

[2:16:05] Trustee Middleton: that those that process won't automatically allow us to start to talk across values to and there's

[2:16:12] Trustee Middleton: again nothing wrong with not having the same values so long as we can arrive at some positional

[2:16:19] Trustee Middleton: spot with our values where we can work together and there's very specific tools that are that are

[2:16:24] Trustee Middleton: out there that that allow that so as trustee minardo pointed out that is the work of the

[2:16:28] Trustee Middleton: governance committee i fully endorse that and i just want to flag that the visioning process may

[2:16:33] Trustee Middleton: be part of that i won't argue that point but it's not the whole way we get to where we know we need

[2:16:39] Trustee Middleton: to go anyway thank you chair

[2:16:42] Voice 3: luckham your hand is still up okay um cao hudson pillar so madam chair

[2:16:53] Voice 7: i you know perfectly frankly uh there's no way there's going to be a wholesome visioning what

[2:17:00] Voice 7: do we believe in conversation unless it's endorsed by the governance committee like the i do not

[2:17:05] Voice 7: think the ec could i would recommend they abandon the idea um right now this body holds um you know

[2:17:14] Voice 7: maybe they want to but i would think that this body's doing this long-range work it's looking at

[2:17:18] Voice 7: part three of the object you're doing the conceptual long-range thinking on behalf of

[2:17:23] Voice 7: the allen's trust being tasked to do that it would need your endorsement to move forward

[2:17:29] Voice 7: whether we get to that point right now i'm not sure but the most terrifying moment of all of

[2:17:35] Voice 7: this would be if you say hey go come up with the questions or the concept around visioning or

[2:17:39] Voice 7: engaging i really think that there should be some work done by this body or ec or somewhere that

[2:17:45] Voice 7: you come up with hey what what do we want to investigate here and then we would assist you

[2:17:50] Voice 7: in doing that and um i certainly think there's some we can get some if there's interest some

[2:17:54] Voice 7: outside consultancy to help us out so thanks great i'm

[2:17:59] Trustee Gedye: going to suggest a motion that the

[2:18:00] Trustee Gedye: governance committee work with the executive committee and the corporate planning working

[2:18:03] Trustee Gedye: working group with a financial planning committee

[2:18:06] Trustee Gedye: to determine a visioning exercise for trustees

[2:18:09] Trustee Gedye: for the September Trust Council

[2:18:11] Trustee Gedye: and request staff assistance to have that matter back

[2:18:19] Trustee Gedye: on our agenda for our July meeting.

[2:18:25] Voice 3: I second the motion.

[2:18:30] Voice 3: CAO, Hudson-Pillar.

[2:18:32] Voice 3: Sounds great.

[2:18:33] Voice 3: I put my hand down.

[2:18:36] Voice 3: All right, can I get a seconder?

[2:18:38] Voice 3: Yep, I'm seconding.

[2:18:41] Voice 3: all right and any more discussion and i think um oh sorry trustee

[2:18:51] Trustee Gedye: middleton yes

[2:18:53] Trustee Middleton: just one question

[2:18:54] Trustee Middleton: i

[2:18:54] Trustee Gedye: think the ryzen report from the closed meeting will help with your um comments earlier about

[2:19:00] Trustee Gedye: section three and um disclosure of a lot of the uh solicitor client material i'm hoping but you had

[2:19:09] Trustee Gedye: more

[2:19:09] Trustee Middleton: things yeah in regard this motion is the intent uh i didn't catch it quite from the wording

[2:19:14] Trustee Middleton: is the intent to come up with a plan that will be presented for endorsement in July

[2:19:20] Trustee Middleton: or is this endorsement now of having a a visioning session at the September Trust Council

[2:19:29] Trustee Middleton: I

[2:19:30] Trustee Gedye: think both so that at least fundamentally that we agree that we need to have some sort of a

[2:19:37] Trustee Gedye: an exercise in terms of um understanding our um the mandate in particular and that um we work on

[2:19:46] Trustee Gedye: it between now and july in terms of what it's going to look like whether or not we need to

[2:19:49] Trustee Gedye: have a facilitator and um what it is specifically we're going to be um focusing on so that it's more

[2:19:56] Trustee Gedye: high level as opposed to um minutiae and um or granular i think was the word that

[2:20:04] Trustee Gedye: trustee bernardo used before and um be able to present to the trust council uh why we think this

[2:20:12] Trustee Gedye: is um helpful at this point in terms of all of this long-range planning that was my intention

[2:20:22] Voice 3: trustee peterson i

[2:20:25] Voice 12: want to speak in favor of the motion uh noting that our next uh meeting of

[2:20:31] Voice 12: governance committee is not till the 31st of july um i think this gives staff uh direction and

[2:20:37] Voice 12: And we can hopefully have that wrapped up at our next meeting and get going on this.

[2:20:47] Trustee Gedye: Trustee Middleton, is your hand still up?

[2:20:49] Trustee Middleton: Yes, I'm just seeking clarification again on that.

[2:20:53] Trustee Middleton: Thank you for your comments, Chair.

[2:20:54] Trustee Middleton: So would it be fair to say that between now and July, the work will be done that allows us to make a decision that possibly the visioning statement is actually work on focusing with council on the mandate and its meaning and our interpretations, the object specifically,

[2:21:19] Trustee Middleton: specifically, as opposed to what we would more generically call visioning, which is where you

[2:21:26] Trustee Middleton: would have the consultant and you would come up with a vision statement. Is it possible that that

[2:21:30] Trustee Middleton: workshop might actually be focused on the mandate and the objective versus having its intent be

[2:21:37] Trustee Middleton: focusing on a mission statement, so to speak?

[2:21:41] Trustee Gedye: I think that that is, personally, I think that

[2:21:45] Trustee Gedye: that that is the um the question of what it is that's going to be discussed so partly after we

[2:21:51] Trustee Gedye: get through our closed meeting and between now and july in terms of whatever information that we share

[2:21:58] Trustee Gedye: we can narrow that down and be more precise and that i hope would give enough time for if there's

[2:22:04] Trustee Gedye: going to be a facilitator what the discussion is going to be in september and sorting that all out

[2:22:10] Trustee Gedye: So I don't know that I want to bind us now and tie it down. I think that there's room for, certainly the mandate is something that we've been working on already, and that might springboard us into something, if we can agree on that and have a better understanding in terms of what the legal opinions have been, and that can help us move the discussion.

[2:22:42] Trustee Middleton: um thank you thank you chair now that's helpful and i not not to be obstreperous but i i'm i like

[2:22:47] Trustee Middleton: the idea of discussing the mandate perhaps in a session i'm not so crazy about the visioning but

[2:22:52] Trustee Middleton: i'm willing to keep an open mind for our discussion then and uh and i appreciate the

[2:22:57] Trustee Middleton: clarification okay

[2:23:00] Voice 3: any other discussion call the vote all those in favor any opposed motion carries

[2:23:17] Trustee Gedye: all right 7.3 governance committee receipt of other committee referrals and prioritizations

[2:23:22] Trustee Gedye: um trustee patrick you had sent an email with reference of this now um i'm not sure if um

[2:23:32] Trustee Gedye: trustee bolin trustee evans um staff member um mobs if um you want to stay with us but um you're

[2:23:42] Trustee Gedye: more than welcome to

[2:23:43] Voice 7: can we release julia from uh this meeting please uh chair getty she has

[2:23:49] Voice 7: other things to do and she was focused on the corporate planning

[2:23:52] Voice 7: process so i i promised her

[2:23:54] Voice 7: that she would uh be relieved at

[2:23:56] Trustee Gedye: some point all right any objections thank you very much julia

[2:24:02] Trustee Gedye: take care all

[2:24:04] Voice 3: right um governance committee receipt

[2:24:09] Trustee Gedye: of other commit um referrals again it's

[2:24:15] Trustee Patrick: me that's raising this issue i'm i you know i think the what we just had this conversation

[2:24:19] Trustee Patrick: about visioning is that you know i guess that one we could say is related because of the corporate

[2:24:24] Trustee Patrick: planning that's in our um bailiwick but i know like i've raised concerns with there's a you know

[2:24:31] Trustee Patrick: we have 100 policies maybe we have 300 policies i don't know we have a lot of policies in this

[2:24:35] Trustee Patrick: organization so through all of our committee and normal work we're going to come across

[2:24:40] Trustee Patrick: policies that need to be updated um and i'll use the code of conduct as an example it has a section

[2:24:46] Trustee Patrick: i think needs to be updated and i've raised that to chair luckham um and through an ec matter

[2:24:51] Trustee Patrick: um do we want to have all of these come back you know to this committee um if it's if it's

[2:25:00] Trustee Patrick: regarding um you know updates to policies or should committees just do their regular work

[2:25:08] Voice 3: and make proposals like they always did i understood

[2:25:16] Trustee Gedye: that um with the uh recording of

[2:25:20] Trustee Gedye: the negative votes and um there was another one i can't remember what the earlier referral was

[2:25:26] Trustee Gedye: that we would accept all referrals and discuss if something came up discuss whether or not it

[2:25:33] Trustee Gedye: was going to fit within our um urgent and important and spend some time um talking about it and

[2:25:40] Trustee Gedye: whether or not we would move it up on an agenda um depending on when we had time so we've been

[2:25:46] Trustee Gedye: been swamped and um working hard on the first three priorities and we've just had a subsection

[2:25:53] Trustee Gedye: of that in terms of the the visioning with respect to the mandate and um you know i think that it's

[2:26:00] Trustee Gedye: i think it's a valid point and i think it might be something that we would want to look at but

[2:26:05] Trustee Gedye: we won't be able to determine that until we actually hear what it is so i take the position

[2:26:11] Trustee Gedye: that we should be wide open and then decide

[2:26:18] Trustee Gedye: whether or not we've got the time and the energy

[2:26:20] Trustee Gedye: to actually put into it and golf it back.

[2:26:24] Trustee Gedye: Trustee Peterson.

[2:26:28] Voice 12: Thank you, Chair.

[2:26:29] Voice 12: Yeah, I tend to agree with you when it comes

[2:26:32] Voice 12: to other bodies referring things to the Governance Committee

[2:26:37] Voice 12: that's not something we can reject.

[2:26:39] Voice 12: How we take up referrals and whether we decide

[2:26:44] Voice 12: to make that a priority or whether we respond um you know we don't have the capacity i think that's

[2:26:51] Voice 12: a an item by item individual um uh case to be made at each time trustee

[2:27:00] Voice 3: bernardo yeah i favor

[2:27:03] Voice 3: kind of maximum

[2:27:03] Trustee Bernardo: flexibility on this sort of thing i as trustee peterson pointed out i don't think

[2:27:07] Trustee Bernardo: it's open for us to sort of hold our hand up and say tell trustees no we're not going to hear you

[2:27:13] Trustee Bernardo: you think you've got a governance issue we disagree go away I think we have to hear people

[2:27:18] Trustee Bernardo: out if they come to us and they have an issue they think it's a governance issue whether we

[2:27:24] Trustee Bernardo: take it up in in that context I think it's incumbent on us to provide them with a fairly

[2:27:29] Trustee Bernardo: prompt response as to whether we take it up or not and we may well not take it up and say look

[2:27:35] Trustee Bernardo: we see why you want to do this but we're focused on big structural stuff this isn't it though there

[2:27:43] Trustee Bernardo: there may be a need to do it. And I think we should make clear and the executive committee

[2:27:46] Trustee Bernardo: should make clear to trustees that they're free to approach the executive committee or governance

[2:27:52] Trustee Bernardo: committee. It's up to them. If they think something is a big structural issue and they

[2:27:56] Trustee Bernardo: should be given notice ahead of time, unless it's big and structural, we're not likely to pick it

[2:28:00] Trustee Bernardo: up. But by all means, send us what you've got to say. We'll look at it. And if we don't think

[2:28:06] Trustee Bernardo: it's a structural issue, we'll send it to the executive committee for their consideration.

[2:28:10] Trustee Bernardo: or you can just go if you don't think it's that big a deal you go to the executive committee you

[2:28:14] Trustee Bernardo: you have an option here you get to pick and if the executive committee ends up with something

[2:28:18] Trustee Bernardo: on its hands that it to it it looks like it's a big structural issue then they can exercise some

[2:28:24] Trustee Bernardo: common sense and they can throw it over in our direction let's make it as easy as possible for

[2:28:28] Trustee Bernardo: trustees to get their concerns addressed and between executive committee and ourselves stick

[2:28:35] Trustee Bernardo: to handle the issues so they end up in the right place.

[2:28:38] Trustee Bernardo: There are plenty of things in the policies

[2:28:39] Trustee Bernardo: that can be treated, I think,

[2:28:41] Trustee Bernardo: as discrete housekeeping issues

[2:28:43] Trustee Bernardo: that could make the operation run better.

[2:28:46] Trustee Bernardo: That doesn't need any particular special values

[2:28:49] Trustee Bernardo: driven governance committee stuff to get into.

[2:28:52] Trustee Bernardo: They could just be a very practical,

[2:28:53] Trustee Bernardo: simple, straightforward thing.

[2:28:55] Trustee Bernardo: So I'm kind of in favor of that kind of flexibility.

[2:29:00] Trustee Gedye: Trustee Middleton.

[2:29:03] Trustee Middleton: Thank you, Chair.

[2:29:04] Trustee Middleton: I agree with yourself and the previous speakers,

[2:29:06] Trustee Middleton: But when we drafted the terms of reference for the committee last term, we focused fairly heavily on review of an analysis of the inter of the recommendations in the governance report as sort of the main priority, or as Trustee Bernardo said, so that these larger structural issues, but it was always the intent, I think that the governance committee would morph into what a governance committee does in other other

[2:29:35] Trustee Middleton: corporate environments municipalities and that is takes on day-to-day matters of policy and or

[2:29:41] Trustee Middleton: ethical matters and uh you know govern or code of conduct that type of thing

[2:29:46] Trustee Middleton: and so i think being open to hearing as you've suggested is is wise and but the issue is of course

[2:29:54] Trustee Middleton: uh uh capacity and so obviously while we're tied up in

[2:30:00] Trustee Middleton: the larger structural issues um we are unlikely to perhaps have the capacity to deal with some

[2:30:05] Trustee Middleton: of the things that as the governance committee evolves it will down the road be able to and

[2:30:10] Trustee Middleton: so i i i support yours uh and the previous speakers open interpretation that you laid out

[2:30:17] Trustee Middleton: thank you see

[2:30:20] Trustee Gedye: hudson pillar well

[2:30:21] Voice 7: madam chair uh we're in a particular time where governance is

[2:30:24] Voice 7: the focus of this organization uh that wasn't the case 10 5 7 years ago and it won't be the

[2:30:30] Voice 7: case three seven nine years into the future this is an opportunity i'm just wondering as a a tool

[2:30:37] Voice 7: would there be value in just creating just like our fuel a repository of referrals or governance

[2:30:43] Voice 7: issues or questions that come up that we would list they don't have to be action necessarily

[2:30:48] Voice 7: but you get to see the whole thing and every now and then a couple ideas will link up and there'll

[2:30:54] Voice 7: will be one solution to two problems. So we would just refer governance things, we'd list them in

[2:31:01] Voice 7: some table, and then you could tap into those as you pick up council committees. Hey, here's a

[2:31:07] Voice 7: problem here, let's pull it over and work with it in the governance committee. So it could be just

[2:31:11] Voice 7: a simple administrative piece to assist you organize your thinking as you move into the future.

[2:31:19] Voice 3: Thank you. Trustee Peterson? I'll defer to Trustee Middleton and he has his

[2:31:25] Voice 12: hand up first.

[2:31:28] Trustee Middleton: oh sorry i left my hand up inadvertently i i go ahead trustee peterson at the chair's pleasure

[2:31:33] Trustee Middleton: thank you

[2:31:34] Voice 12: okay um yeah uh thank you uh trustee bernardo and uh ceo hudson pillar um

[2:31:45] Voice 12: because i i think i won't belabor it but as uh as uh the cao said there may be a time when we've

[2:31:53] Voice 12: You know, if this committee is doing its job in a diligent and effective manner, there may be a time when we don't have as many big items on our work program.

[2:32:05] Voice 12: If we get a corporate planning process in place that's, you know, effective and works well, if we can deal with some of the other things on our matrix.

[2:32:18] Voice 12: I see in terms of long-term business of this committee, perhaps well beyond this term, that indeed the governance committee's function will be a little bit different and perhaps have more capacity to deal with items bubbling up from other trust bodies at that point.

[2:32:41] Voice 12: So I think it's good to have that long-term perspective of what might happen down the road.

[2:32:47] Voice 12: And I absolutely support the CAO's concept of whether it's a list or a projects list or however we keep record of items that come up to the governance committee that we may not have the capacity to deal with at this time, but may get to that capacity down the road and just to have a reference to some of those issues so that they don't get lost.

[2:33:15] Voice 12: all

[2:33:18] Trustee Gedye: right any further discussion i don't think there's a motion or an action item um any uh

[2:33:26] Trustee Gedye: follow-up that anybody wants to suggest all right

[2:33:33] Trustee Gedye: so then it's for information

[2:33:35] Trustee Gedye: if

[2:33:36] Voice 12: i if i could chair i would say that the the the follow-up would be perhaps to uh

[2:33:46] Voice 12: request that staff

[2:33:48] Voice 12: suggest some method

[2:33:49] Voice 12: of

[2:33:52] Voice 12: capturing

[2:33:54] Voice 12: items sent to the

[2:33:55] Voice 12: governance committee that we may not have capacity

[2:33:58] Voice 12: to deal with at this point, but so that

[2:33:59] Voice 12: they have a home.

[2:34:05] Voice 3: Okay.

[2:34:07] Trustee Gedye: Can I leave it with you,

[2:34:08] Trustee Gedye: CAO Hudson-Piller, and

[2:34:10] Trustee Gedye: maybe come up with

[2:34:11] Trustee Gedye: a process or a suggestion

[2:34:14] Trustee Gedye: at our next meeting, and

[2:34:16] Trustee Gedye: july informally okay um item eight on the agenda and nine new and other business

[2:34:27] Trustee Gedye: any suggestions any ideas okay nothing listed on the agenda um item 10 work program review of the

[2:34:39] Trustee Gedye: program that's our matrix which is the very last page of the um page 23 of the agenda

[2:34:45] Trustee Gedye: and reporting process and format to Trust Council.

[2:34:50] Trustee Gedye: So Trust Council is not used to this format.

[2:34:53] Trustee Gedye: And there was some discussion at the last meeting

[2:34:56] Trustee Gedye: in terms of whether or not we would be explaining it

[2:34:59] Trustee Gedye: to the Trust Council in terms of rather than the list

[2:35:05] Trustee Gedye: that is on another page in our agenda

[2:35:08] Trustee Gedye: to have it displayed in terms of urgency and importance

[2:35:13] Trustee Gedye: and how we were going to be slotting things into our matrix and that's where for instance on the

[2:35:20] Trustee Gedye: bottom left hand corner the recording of negative votes went so is there anything that anybody can

[2:35:30] Trustee Gedye: think of that needs to be added to the matrix at this point I thought under strategic corporate

[2:35:37] Trustee Gedye: planning process we would add just a subsection there in terms of the visioning sorry trustee

[2:35:52] Voice 3: Bernardo yes before we

[2:35:54] Trustee Bernardo: do that shouldn't we go through that process that we just agreed to which

[2:35:58] Trustee Bernardo: is figure out the visioning is going to be about before we identify it as a priority like we've

[2:36:07] Trustee Bernardo: kind of roughly sketched out that we have this idea that visioning could be useful and that we

[2:36:15] Trustee Bernardo: kind of endorse it but where we're standing right now is we're waiting until July before we actually

[2:36:23] Trustee Bernardo: have a our own clear sense of what visioning actually will be all right so

[2:36:29] Trustee Bernardo: then where

[2:36:30] Trustee Gedye: would

[2:36:31] Trustee Gedye: you if we're putting it in here where would you put it on the lower right urgent but lower priority

[2:36:37] Trustee Bernardo: well i i guess my problem is it's like i i guess i don't think that absolutely everything we do

[2:36:42] Trustee Bernardo: needs to go into the matrix it's not a project it's not an objective it's just a it's a it's

[2:36:49] Trustee Bernardo: a tactic reminder it's a thing that we're doing on the way to achieving some of these objectives

[2:36:53] Trustee Bernardo: you know it's like you know what color pen are you going to use you're going to put that in there

[2:36:58] Trustee Bernardo: i mean i don't think we need to do it you know trustee

[2:37:01] Trustee Gedye: peterson yeah

[2:37:03] Voice 12: i agree i don't think it

[2:37:04] Voice 12: needs to be uh identified it is it is uh you know it's in the uh that the draft uh

[2:37:12] Voice 12: corporate plan process already so i don't think we need to pull it out and identify it separately

[2:37:18] Trustee Gedye: all right so um ca hudson pillar what were you thinking of in terms of reporting out to

[2:37:24] Trustee Gedye: trust council

[2:37:25] Voice 7: um madam chair i think you should give them an update which you've already discussed

[2:37:30] Voice 7: around the corporate planning process i think you should tell them um about a couple of the

[2:37:37] Voice 7: thoughts you're thinking um i think you should probably describe your urgent and high priority

[2:37:42] Voice 7: items um and i think this could be um other than the we might put a minor presentation together

[2:37:49] Voice 7: just for the three or four outlines around the corporate planning process but i've heard that

[2:37:53] Voice 7: hey we don't have to really dial deep we just want general um update to trust council make sure that's

[2:37:59] Voice 7: going in the right direction um so i think it's that i think it's 15 minutes to half an hour

[2:38:05] Voice 7: um there's lots um that uh trust council's interested that the governance committee's

[2:38:10] Voice 7: undertaking so i'd say it's those two or three things and then finally with regards this i want

[2:38:17] Voice 7: i'm hoping for your endorsement around what i previously or tell me now that to have the

[2:38:23] Voice 7: swat to have a report um that's outlining our current strategic items and um that you're doing

[2:38:30] Voice 7: the corporate planning process and there may be a visioning process in the future i think you

[2:38:34] Voice 7: should mention that that that sounds okay to you and um that you would update trust council in that

[2:38:43] Voice 7: fashion and we would we would assist you if there's something specific you want us to do

[2:38:49] Voice 7: i would assist you in preparing any of those notes otherwise you can

[2:38:54] Voice 7: anybody

[2:38:57] Voice 3: else all right so i'm sorry trustee peterson yeah

[2:39:07] Voice 12: i just think uh uh it's you know

[2:39:10] Voice 12: it's important for committees to to report out to council and um and and i'd agree with the

[2:39:18] Voice 12: what the cao said and perhaps uh it might be worthy of putting a short one sentencer uh

[2:39:28] Voice 12: you know about what we just discussed around uh referrals and just realistic assessment of capacity

[2:39:34] Voice 12: okay

[2:39:37] Voice 7: so you could do a brief written document or i could um assist with that um if you want

[2:39:44] Voice 7: to me to help and put it into one form or another okay um or any of that okay all

[2:39:49] Trustee Gedye: right so then i

[2:39:52] Trustee Gedye: move on to the next item on the agenda the next meeting is scheduled for july the 31st to be held

[2:39:57] Trustee Gedye: electronically and then i would like a motion to move into a closed meeting i'm

[2:40:06] Trustee Patrick: happy to make that

[2:40:07] Trustee Patrick: motion i move that the governance committee close this meeting to the public subject section 91

[2:40:12] Trustee Patrick: one i of the community charter in order to consider matters uh related to the receipt

[2:40:19] Trustee Patrick: of advice that is subject to solicitor client privilege and that staff be invited to remain

[2:40:23] Trustee Patrick: in the meeting thank you seconder

[2:40:26] Voice 3: i second that it's kate okay

[2:40:29] Trustee Gedye: thank you and um all of

[2:40:31] Trustee Gedye: all in favor thank you that looks unanimous and um let's take a short bathroom break while

[2:40:41] Trustee Gedye: um laurie shuts down the whatever so

[2:40:48] Voice 3: five minutes okay i'm gonna press all the magic

[2:43:18] Voice 3: buttons and stop everything thank

[2:43:20] Trustee Gedye: you and uh russ is just coming back i'm trying to get the

[2:43:25] Trustee Gedye: closed agenda there it is nope