At IndEco we recognize the complexity of integrating new perspectives, and responses to a changing environment into an existing organizational structure. We employ a unique strategic planning approach to help your organization plan where it wants to go, and how to move forward. We have been successful in large, complex organizations as well as in small- and medium-sized enterprises.
Our unique approach
We offer you strategic planning tools that are:
- participative – we identify key stakeholders and champions within your organization and involve them throughout the project
- coordinated – we think comprehensively and see problems as systems
- results oriented – we focus on the end, but design practical means for moving towards it
- continuous – we update, extend, correct as go
- phased – we suggest what practical steps can be taken over different time frames
- quick – we can move from project concept to completion in just a few months
- targeted – we consider your strengths, as well as the potential opportunities and ‘threats’ you may encounter and focus efforts on key priorities
- integrated – we help to integrate external and internal business aspects into plans and make a seamless fit with your existing structures and operating practices
- team building – our processes build enthusiasm and buy-in
Benefits of our approach
Our strategic planning tools are a cost effective and rapid mechanism to get to the root of your organization’s changing goals and needs, and reveal how to achieve them. Our unique, step-by-step approach helps to:
- generate enthusiasm;
- stimulate communication;
- initiate cross-departmental cooperation;
- build a common vision; and
- identify practical steps that lead to results.
What we do
Most importantly, we work with you in a collaborative and effective process. There are three main components to our approach:
- training – we provide training to you and your staff, so that participants in the planning session have a common knowledge base on the relevant issues;
- interviews – we interview key staff in order to generate ideas and opportunities for discussion and to help focus the planning session;
- facilitated planning session – we help you identify the ‘gap’ between where you want to be (preferred state) and where you are now (present state). We help prioritize needs, based on explicit decision criteria, to bridge this ‘gap’ and develop a phased action plan of the necessary steps, taking into account staffing and other resource needs as well as overall direction and priorities of the organization.
Strategic planning is a fundamental tool that can be applied to a wide range of issues and projects. In recent projects, we have used strategic planning for: developing municipal sustainability and energy plans, designing environmental health and safety information management systems, developing management systems, creating business strategies, and developing web-based communication tools.
Some recent projects
The City of Barrie energy plan – provides a basis for the City to move forward on implementing improvements to its facilities and operations that reduce energy (and water) use, reduce costs associated with these utilities, and reduce the environmental effects of the City’s activities, including greenhouse gas emissions leading to climate change. Our approach to this involves: assembling information on the present state, and existing plans and commitments, arranging an interdepartmental strategic planning session that reviews the present state, and develops a preferred state, as well as generating a list of action items, and refining and building on the initial plan from the strategic planning session to include further specification and refinement of actions and their ratings, and to development and identify other key plan components, including resource requirements and monitoring and verification needs. (The project was undertaken in partnership with an energy auditing company.)
Strategies for customer energy efficiency programs – for multiple local distribution utilities were developed to assist the utilities in meeting their regulator-imposed targets for customer energy efficiency and demand reduction between 2011 and 2014.
TLC, Care to Conserve – for the University Health Network involved the design, delivery, and management of a comprehensive energy strategy (energy efficiency, demand response, district energy, renewables) that included employee engagement, social marketing, energy audits and retrofits, retro-commissioning and operator training, the preparation of comprehensive energy management plans for each of the 3 hospitals, and extensive monitoring and evaluation of savings and behavioural change.
Water for Tomorrow in York Region – involves the development and delivery of a suite of water conservation program strategies for residential and commercial customers. The strategies are developed using IndEco’s strategic planning process. The strategic plans will be updated each year of the 3 year program.
A district wide energy plan for MaRS – for the Toronto Discovery District involved a group planning process comprised of representatives from each of twelve buildings, MaRS staff, City of Toronto staff and staff from EnWave to develop the preferred and present states, and then to identify, rate and sequence priorities for action.
A strategic energy plan for York Region – undertaken as a sub-consultant to Direct Energy, involved the development of an energy plan for the Regional government’s facilities. The plan drew on the input and involvement of staff from across departments.
Capacity building for climate change in Cuba – for the Canadian International Development Agency and the University of Toronto, in collaboration with the Cuban Institute of Meteorology. We developed a program to provide training for managers in the Cuban Ministry of Basic Industry, which is responsible for electricity generation, cement and other primary industries. Participants learned about the science and policy around climate change, evaluated how these issues impacted on their responsibilities, and developed strategies for addressing these issues using the IndEco strategic planning process.
A Sustainable Energy Business Plan – for the Energy Efficiency Office of the City of Toronto developed a plan for building on the Office’s considerable success in delivering energy-efficiency programs, often through partnerships. The plan reviewed existing and proposed programs, and evaluated them against their ability to meet longer term goals, while being feasible within existing resource constraints, and set out priorities for action over a staged time sequence.
The City of Toronto’s Environmental Management System (EMS) – An Implementation Strategy – for the Environmental Services Division, developed an implementation strategy for the City of Toronto’s EMS which included the preparation of a strategic plan detailing a prioritized set of recommendations and actions for the next three years.
Canadian Pacific Railway’s (CPR) Environmental Information Systems Planning Session – With Thermo RETEC RPM (now ENSR, part of AECOM), developed the environmental information system strategy for CPR. Work resulted in a strategic plan involving a phased sequence of activities to address both the management and information system needs over the short- to medium-term in order to improve environmental performance and contribute to CPR profitability.
Moving the Economy’s MTE On-line – for MTE’s project team, developed and implemented a strategic planning process with internal and external stakeholders to identify the goals, objectives and design of the MTE web page. Work resulted in detailed recommendations to make the web page an effective tool for the promotion of sustainable transportation in Toronto and globally.
Strategy to Promote Refillables and Reuse in Ontario – for Citizen’s Network on Waste Management, developed a strategy to promote refillables in Ontario, through a series of facilitated multi-stakeholder strategic planning sessions. Initial signatories to the strategy included a total of 15 municipalities, business and environmental groups. Based on further work to broaden support, over 200 municipalities, 50 public interest groups and 20 businesses became signatories to the strategy.