2013-2016 Strategic Plan

MPAC's 2013-2016 Strategic Plan was developed during 2012, with input from a broad cross section of stakeholders and formally reviewed and approved by MPAC's Board of Directors, whose members are municipal, taxpayer and provincial representatives

The plan is also guided by the recommendations found in the Ombudsman's Report, Auditor General's Report and the report of the Drummond Commission on the Reform of Ontario's Public Services, which urged public sector agencies to do more with les

MPAC's Strategic Plan contains eight Strategic Outcomes and 18 supporting Strategic Initiatives. It guides everything we do, and is used to set priorities, focus energy and resources, and help employees and stakeholders work towards common goals.

  1. Strategic Outcome: Improved public understanding and trust in MPAC's role.

    • Strategic Initiatives:

      • MPAC is a valued brand recognized for property information, valuation and services.
      • Employees will represent a professional brand through visual identity at the door.
  2. Strategic Outcome: Transformation of stakeholder relationships into true partnerships.

    • Strategic Initiatives:

      • Deliver the 2016 preliminary values for properties to municipalities and taxpayers by the end of 2015.
      • All permit inspections are triggered through third party notification of commencement of use.
      • 100% of severances and new residential construction inventory updates accomplished through third party data supply.
      • By 2016, MPAC will respond to and resolve all outstanding appeals within the four-year assessment cycle.
  3. Strategic Outcome: Shared understanding and commitment to quality and consistency.

    • Strategic Initiatives:

      • By 2016, 100% of available assessment growth is captured within 12 months of commencement of use.
      • 100% of land transfer statements (LTTS/A) will include MPAC's required sales and occupancy information.
  4. Strategic Outcome: Progressive revenue generation and cost-effective service delivery.

    • Strategic Initiatives:

      • Implement an activity-based service delivery model to improve operations and drive performance.
      • Achieve at least $10 million in profits for value-added products.
  5. Strategic Outcome: Innovative, universal, reliable technology to access information.

    • Strategic Initiatives:

      • Top 10 taxpayer interactions with MPAC will be available through a self-service platform for each property type.
      • 100% of field work activities will be completed by employees with an appropriate tool-kit.
      • Top 10 MPAC / Stakeholder business processes will be enabled through integrated B2B services.
  6. Strategic Outcome: Fair, healthy and respectful work environment.

    • Strategic Initiative:

      • At least 3 out of 10 employees will have an alternate work arrangement that improves service delivery, drives down cost and improves work-life balance.
  7. Strategic Outcome: Integrated planning and execution enabled by flexible allocation of funds and staff.

    • Strategic Initiatives:

      • 100% of property inventory at risk will be complete and confirmed.
      • Define and reposition the People Registry line of business.
  8. Strategic Outcome: Professional, accredited and sustainable workforce that attracts, develops and retains top talent.

    • Strategic Initiatives:

      • All core valuation managers and individuals in a designated senior valuation role will hold a required designation by 2016.
      • Defined succession plans and recruitment strategies are implemented for the top 10 property valuation roles at risk in the corporation.

Learn More

2016 Annual Report

April 2014

Note: The applicable law prevails to the extent there is any conflict between this information and the current law. This information is not intended to provide legal advice and should not be relied upon as such.

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