City of Ottawa 2015-2018 Strategic Plan

Transcription

City of Ottawa
2015-2018
Strategic Plan
July 2015
2015-042
Table of Contents
Message from the Mayor ............................................................................................. 1
Message from the City Manager .................................................................................. 2
Section I: Introduction .................................................................................................. 3
Preface..................................................................................................................... 3
Our City .................................................................................................................... 4
Ottawa City Council.................................................................................................. 5
City of Ottawa Administrative Structure.................................................................... 9
Section II: Strategic Planning at the City of Ottawa ................................................... 11
Corporate Planning Framework ............................................................................. 11
Strategic Planning Cycle ........................................................................................ 12
City Strategic Plan.................................................................................................. 13
Drafting the Term of Council Priorities ................................................................... 13
Section III: 2015–2018 City Strategic Plan ................................................................ 14
Strategic Plan Overview ......................................................................................... 14
City Strategy Map................................................................................................... 15
2015–2018 Term of Council Priorities .................................................................... 17
Overview of 2015-2018 Term of Council Priorities ................................................. 19
Strategic Priority – Economic Prosperity (EP) ........................................................ 23
Strategic Priority – Transportation and Mobility (TM) ............................................. 27
Strategic Priority – Sustainable Environmental Services (ES) ............................... 34
Strategic Priority – Healthy and Caring Communities (HC) .................................... 39
Strategic Priority – Service Excellence (SE) .......................................................... 51
Strategic Priority – Governance, Planning and Decision-Making (GP)................... 56
Strategic Priority – Financial Sustainability (FS) .................................................... 59
Appendix A: City Balanced Scorecard ....................................................................... 61
Appendix B: Glossary of Terms ................................................................................. 77
Notes ......................................................................................................................... 79
Note 1 .................................................................................................................... 79
Note 2 .................................................................................................................... 81
City of Ottawa | 2015–2018 Strategic Plan
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Message from the Mayor
The City of Ottawa is the fourth largest city in Canada and we are
also the largest rural municipality. Our 2015-2018 Strategic Plan
and Term of Council Priorities recognise these realities and, along
with all the many other decisions that Council is required to make,
will deliver solutions to the needs of residents in urban, suburban
and rural communities across Ottawa.
The Term of Council Priorities also provide a common focus and
point of reference for Council and staff over the next four years.
Together we will ensure that the City’s programs and services
address the changing needs of neighbourhoods and residents in
all areas of the City.
We will move forward with important city-building priorities involving public
transportation, the health and vitality of the Ottawa River, and the growth of Ottawa’s
business and arts communities. Working together, City Council and City staff will
continue to meet the needs of today while preparing for the future by investing in key
areas, such as light rail transit, affordable housing, road safety, and economic
development.
As you read through the strategic priorities, initiatives and objectives for this term of
Council, you can see how your City is working hard to provide transparency and
accountability. We will deliver on these priorities while continuing to strike the right
balance between investing in community priorities and keeping life affordable for
residents and businesses.
I’m pleased that City Council is united behind priorities that will deliver a more vibrant,
compassionate, and sustainable city. At the end of this term, Ottawa will be an even
better place to live, raise a family and grow a business.
Jim Watson
Mayor
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Message from the City Manager
The City’s 2015–2018 Strategic Plan will form the foundation of
the City’s work in its continued efforts to deliver quality services
to residents.
The Strategic Plan is based upon Council’s priorities for the next
four years and sets them out in a way that ensures that the City’s
programs and services will address the changing needs of the
community, while keeping within our financial means.
This Plan has been fully integrated with the City’s budget process
and the Long-Range Financial planning process. This means
Council and staff can work together to focus on achieving realistic
results for Ottawa residents. The Strategic plan provides guidance to all departmental
plans, policies and programs, stimulating government and community partnerships,
while supporting long-term sustainability goals.
It touches on everything we do.
The Corporate Planning Framework, which is part of the Plan, enhances decisionmaking by aligning planning to budget, and will improve transparency and accountability
by assigning oversight responsibility to Standing Committees and Transit Commission.
This transparency is important to Ottawa residents.
For residents who want to closely follow the work of the City and Council, the Strategic
Plan lists the timelines and cost impacts for each initiative and provides specific
performance measures associated with each initiative.
I welcome your feedback. Please do not hesitate to contact my office directly if you have
any comments or questions.
Kent Kirkpatrick
City Manager
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Section I: Introduction
Preface
The 2015–2018 City Strategic Plan provides a focus for Council and staff over the next
four years and guides priority-setting, ensuring that the City’s programs and services
address the changing needs of the community.
In May 2011, Council adopted the Corporate Planning Framework, which provides
leading best practice strategic planning and performance measurement tools, and
enhances the City’s governance structure to integrate and align planning and
performance activities at all levels of the City.
In July 2015, Council approved its Term of Council Priorities, which define what the City
will accomplish over the 2015–2018 term and form the basis of the City Strategic Plan.
The City Strategic Plan presents Council’s Term of Council Priorities; strategic
objectives that articulate what the City is seeking to achieve; and a number of related
strategic initiatives that are the concrete actions and tactical programs and services that
will advance Council’s objectives and strategic priorities.
The City Strategic Plan also includes:
·
A City Balanced Scorecard that includes measures and targets to track the
progress of strategic priorities.
·
Assigned oversight responsibilities with respect to Term of Council Priorities.
·
Budget requirements associated with the implementation of the strategic
initiatives.
·
Long-term sustainability goals that, when applied to actions and decision-making,
will guide the City toward a more sustainable, resilient and livable future.
·
A four-year vision for the City of Ottawa.
The City Strategic Plan can be found in Section III of this document. An overview of the
City of Ottawa is provided in Section I, and the context around the Corporate Planning
Framework and City Strategic Plan is provided in Section II.
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Our City
Ottawa, Canada’s capital, is a scenic and vibrant city with a wealth of natural beauty, a
strong economy, a unique cultural and linguistic mix and a high quality of life. Founded
in 1826 and incorporated in 1855, Ottawa is a cosmopolitan metropolis of 933,000
residents – the fourth-largest city in Canada.
In 2001, an amalgamated City of Ottawa was created from the former City of Ottawa,
the regional government and 10 other local municipalities. The City now comprises
2,790 square kilometres spanning 90 kilometres from east to west. Nearly 80 per cent of
the City is rural.
Ottawa is one of the greenest metropolitan areas in North America, with more than
1,100 parks, 836 kilometres of cycling pathways and paved lanes on roads and streets,
hundreds more kilometres of multi-use trails, and the Rideau Canal, the world’s longest
outdoor skating rink. It is also one of Canada’s most beautiful cities, located at the
confluence of three rivers.
A world-class cultural and tourism centre, Ottawa is home to several professional sports
franchises, dozens of annual cultural festivals and fairs, and has become a destination
for national and world-class events. As the nation’s capital, it is home to many national
institutions and will undoubtedly be the place to be to celebrate Canada’s 150th birthday
throughout 2017.
Ottawa leads all Canadian cities in the knowledge field, with knowledge workers
accounting for 26.4 per cent of its total employment – more than 75,000 employees
within 1,922 companies. One in seven people works in the fields of science and high
technology. This is hardly surprising considering there are four major post-secondary
institutions of study with campuses in Ottawa.
Located at the Ontario-Quebec border, Ottawa has the second-highest percentage of
people who speak both English and French of any major Canadian city. Additionally,
approximately one in five Ottawans speaks a language other than English or French,
one in five is a visible minority, and one in five was born outside Canada. Also, 35,000
Ottawa residents identify themselves as Aboriginal Canadians.
Recognized for its high quality of life, Ottawa consistently ranks high in the MoneySense
Magazine ranking of Canada’s Best Places to Live. According to the 2015 edition,
Ottawa ranked second overall, first in Best Place to Retire, fifth for new immigrants, and
seventh for raising children.
Ottawa also ranked high on The Financial Times fDi American Cities of the Future
2015/16 rankings, placing first for business friendliness, second for economic potential
and third overall for mid-sized cities.
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Ottawa City Council
The City of Ottawa is governed by an elected City Council made up of a Mayor, who
represents the city as a whole, and 23 Councillors, who each represent one of the city’s
wards.
The Mayor and Councillors serve four-year terms. The current term began on
December 1, 2014 and will end in the fall of 2018.
Decisions made by Council have a direct impact on the residents of Ottawa and the
municipal services provided to residents. Council makes decisions based on a
democratic system in which each member casts one vote and the majority vote
determines the decision.
Council usually meets twice a month. Meetings take place at City Hall and are open to
the public. They can be viewed live or at a later date on ottawa.ca.
Council members are also appointed to Standing Committees, which meet to make
decisions about City policies, programs and service levels. All meetings of Council,
Committees, Sub-Committees and the Transit Commission are open to the public. It is
at the Committee, Sub-Committee and Transit Commission meetings that members of
the public who are interested in voicing their opinion on a specific issue being
considered by the committee/ commission may sign up to make a presentation. The
decisions made at these meetings are later presented to Council as recommendations
and voted upon.
There are 11 Standing Committees: Agriculture and Rural Affairs Committee; Audit
Committee; Built Heritage Sub-Committee; Community and Protective Services
Committee; Environment Committee; Finance and Economic Development Committee;
Information Technology Sub-Committee; Member Services Sub-Committee; Planning
Committee; Transit Commission and Transportation Committee.
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2015–2018 Ottawa City Council Members
Jim Watson
Mayor
Bob
Monette
Ward 1 – Orléans
Jan Harder
Ward 3 – Barrhaven
Ward 2 – Innes
Marianne
Wilkinson
Ward 4 – Kanata North
Shad Qadri
Ward 6 – Stittsville
Jody Mitic
Eli ElChantiry
Ward 5 – West CarletonMarch
Mark Taylor
Ward 7 – Bay
Rick
Chiarelli
Ward 8 – College
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Keith Egli
Diane
Deans
Ward 10 – GloucesterSouthgate
Ward 9 – Knoxdale-Merivale
Mathieu
Fleury
Ward 11 – Beacon HillCyrville
Tobi
Nussbaum
Ward 12 – Rideau-Vanier
Ward 13 – Rideau-Rockcliffe
Jeff Leiper
Ward 15 - Kitchissippi
Tim Tierney
Catherine
McKenney
Ward 14 - Somerset
David
Chernushenko
Riley
Brockington
Ward 16 – River
Ward 17 – Capital
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Jean
Cloutier
Stephen
Blais
Ward 18 – Alta Vista
Ward 19 – Cumberland
Scott
Moffatt
George
Darouze
Ward 20 – Osgoode
Michael
Qaqish
Ward 21 – Rideau-Goulbourn
Ward 22 – Gloucester-South
Nepean
Allan
Hubley
Ward 23 – Kanata South
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City of Ottawa Administrative Structure
The administrative function of the City of Ottawa is headed by the City Manager, Kent
Kirkpatrick, who leads management and staff in implementing Council decisions.
Under the leadership of the City Manager, staff work to provide crucial programs and
services to residents such as roads, public transit, emergency services, drinking water,
waste collection, recreational activities, and social and community services.
The majority of these services are provided by departments that are grouped into two
portfolios: City Operations and Planning and Infrastructure.
The City Operations Portfolio includes Community and Social Services, Public Works,
Information Technology Services, Parks, Recreation and Cultural Services, Human
Resources, Emergency and Protective Services, ServiceOttawa, and Environmental
Services.
The Planning and Infrastructure Portfolio includes Infrastructure Services, Planning and
Growth Management, and Real Estate Partnerships and Development.
In addition to overseeing the City administration as a whole, the City Manager’s Office
includes the City Clerk and Solicitor Department, headed by City Clerk and Solicitor
Rick O’Connor, and the Finance Department, headed by City Treasurer Marian Simulik.
The City Manager’s Office also includes Transit Services, Corporate Communications,
Corporate Programs and Business Services, Economic Development and Innovation,
and Light Rail Planning and Implementation.
The Office of the Auditor General reports directly to Council.
The chart on the next page shows the City’s organizational structure.
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Organizational Chart
Link to Note 1
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Section II: Strategic Planning at the
City of Ottawa
Corporate Planning Framework
In response to previous recommendations from the Auditor General to enhance the
corporate planning and performance management process, the City developed the
Corporate Planning Framework, which was approved by Council on May 25, 2011.
The Corporate Planning Framework simplifies and integrates the way the City delivers,
monitors and reports on Council’s strategic priorities. It also contributes to enhanced
decision-making and improved transparency and accountability.
Specifically, the Corporate Planning Framework provides:
·
A process to identify and prioritize what the City intends to achieve during the Term
of Council.
·
A governance structure with enhanced oversight responsibilities for the Transit
Commission and Standing Committees.
·
Tools to track the performance of the City in achieving the strategic priorities,
strategic objectives and strategic initiatives approved by Council. These include the
Strategy Map, Balanced Scorecard and Strategy Review Meetings.
·
Mechanisms to align priorities and objectives to City budgets and the Long-Range
Financial Plan.
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Strategic Planning Cycle
The City of Ottawa has adopted a cyclical strategic planning process that creates formal
links between planning, budgeting and performance measurement.
The strategic planning process consists of four steps:
1. Plan
·
Define the vision, priorities and objectives for the Term of Council.
·
Identify strategic initiatives and resource requirements.
·
Develop performance plans to measure results.
·
Hold public delegations to receive input on strategic priorities.
·
Ensure that the strategic priorities for Ottawa Police Service, Ottawa Public
Health, Ottawa Public Library and Ottawa Community Housing align with the
Term of Council Priorities.
2. Execute
·
Implement strategic initiatives (key programs and services) that will achieve
Council’s priorities.
·
Ensure that departmental plans are aligned with the Term of Council Priorities.
·
Make decisions regarding dedicating resources to achieve priorities.
3. Monitor and Report
·
Collect performance results and compare to benchmarks and targets.
·
Provide reports to Council and Standing Committees to communicate successes
and determine improvement opportunities.
·
Hold regular strategy reviews to assess results and make corrections.
·
Analyze and communicate outcomes.
4. Assess and Adapt
·
Assess whether the assumptions underlying the City Strategic Plan are still valid.
·
Adapt to emerging issues and opportunities.
·
Review Council priorities at mid-term and refresh City Strategic Plan if
necessary.
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City Strategic Plan
The City Strategic Plan articulates the Term of Council Priorities as well as the strategic
objectives and strategic initiatives that are associated with them. It is the main
communications tool to inform residents of the direction and strategic goals of the City,
and how these goals will be attained during the 2015–2018 Term of Council.
A new City Strategic Plan is created every four years to coincide with each Term of
Council.
The City Strategic Plan does not provide a complete list of the services and programs
the City provides, but rather captures the significant initiatives that address the priorities
for the 2015–2018 Term of Council.
Drafting the Term of Council Priorities
The Term of Council Priorities are a result of the Corporate Planning Framework. The
priorities detail specific objectives to be achieved over the 2015–2018 Term of Council,
how these objectives will be achieved, and who is responsible for achieving them. They
were approved by Council on July 8, 2015 and form the basis of the City Strategic Plan.
The Mayor, Chairs and Vice-Chairs of the Standing Committees, including the
Information Technology Sub-Committee, and the Transit Commission, and Councillors
worked together to develop the proposed Term of Council Priorities.
While drafting the proposed Term of Council priorities, the City took into account several
important stakeholder perspectives and considerations including:
·
Constituents: Community priorities that were identified through the 2014 electoral
platforms.
·
Direction from Previous Council: Received through the Legislative Agenda
process.
·
Previous City Strategic Plan: Strategic initiatives identified in the 2011-2014 City
Strategic Plan that have remaining phases before being fully completed. This
includes the completion of the O-Train’s Confederation Line Light Rail Transit
projects, the Ottawa Art Gallery Expansion and Arts Court Redevelopment, the
Ten-Year Housing and Homelessness Plan, the Ottawa River Action Plan
(ORAP), among others.
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Section III: 2015–2018 City Strategic
Plan
Strategic Plan Overview
The City has adopted a strategic planning approach that links the City’s main goals to
the operational programs and services delivered to residents. The system uses two key
tools – the strategy map and balanced scorecard – to link planning with performance
measurement and to the financial resources required to deliver programs and services.
The system is based on the Kaplan-Norton balanced scorecard, which incorporates four
perspectives into the planning and measurement process:
1. Constituents and Stakeholders: identifies the City’s main clients and key
programs and services the City wants to enhance.
2. Process: addresses internal processes and how to improve them in order to
consistently meet clients’ needs.
3. People: addresses the resources, skills, training and support that staff must have in
order to do their jobs well.
4. Budget: addresses the resources required to achieve the organization’s goals, and
how revenue-generating strategies are balanced with strategies for increasing
productivity.
The strategy map is a visual depiction of the City’s strategic priorities and strategic
objectives. The balanced scorecard is used to measure the outcome of the objectives
identified in the plan. Together, these tools capture a series of cause-and-effect
relationships that integrate strategic planning and operations for City departments with
the goal of achieving Council’s priorities.
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City Strategy Map
The strategy map depicts how the Term of Council vision, long-term sustainability goals,
priorities and objectives are linked. The balanced scorecard is the framework that is
used to communicate how the organization plans to achieve its strategic goals. For its
term, Council has adopted seven strategic priorities and 21 strategic objectives, each
with its own definitions of what will be accomplished and its own initiatives, or tactical
programs and projects, that will fulfill the objectives. All of these objectives and
initiatives will be measured and have targets that will be reported using the balanced
scorecard. The City Balanced Scorecard is found in Appendix A of the City Strategic
Plan.
Oversight Responsibilities
Enhanced governance occurs through the Standing Committees, Information
Technology Sub-Committee and Transit Commission of Council, which will take on
additional oversight responsibilities with respect to Term of Council strategic priorities.
The Transit Commission, each Standing Committee and the Information Technology
Sub-Committee have been delegated oversight responsibilities for specific strategic
initiatives that have been approved by Council. Standing Committees, the Information
Technology Sub-Committee and Transit Commission will provide direction to
departments responsible for execution and will receive performance reports that inform
them of results.
How to Read the Strategy Map
The top of the strategy map (the roof) depicts the City’s 12 long-term sustainability
goals.
Immediately below the roof is the Term of Council vision: “Over the next four years, the
City of Ottawa will increase the public’s confidence in City government and improve
resident, enterprise and visitor satisfaction with City services.”
Underneath the Term of Council vision are three constituent/ stakeholder groups –
residents, enterprises and visitors – who are the main focus of the City Strategic Plan.
Along the left wall are the perspectives of the balanced scorecard. The perspectives are
intended to be read from the bottom up, illustrating how each perspective builds its
success on the one below.
The seven Term of Council Priorities appear in the four lowest levels of the house. Each
priority is associated with a series of strategic objectives (e.g. EP1, SE1, GP3, etc.).
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Figure 1 - City Strategy Map
Link to Note 2
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2015–2018 Term of Council Priorities
The Term of Council Priorities are as follows:
·
Economic Prosperity (EP): Use Ottawa’s unique combination of recreational,
social, cultural and business assets, and natural environment and physical
infrastructure to attract enterprises, visitors and new residents, while at the same
time developing and retaining local firms and talent.
·
Transportation and Mobility (TM): Meet the current and future transportation
needs of residents and visitors through Phase 1 and Phase 2 of the
Transportation Master Plan, including ensuring the City’s transit services are
reliable and financially sustainable. Continued focus on improving mobility during
the LRT implementation, and support for alternative transportation methods
including cycling and walking, as well as transit.
·
Sustainable Environmental Services (ES): To provide sustainable
environmental services that balance protection of our natural resources and
support the planned growth of the city with the duty to ensure fiscal sustainability
and meet legislative requirements in the delivery of municipal services.
·
Healthy and Caring Communities (HC): Help all residents and visitors enjoy a
good quality of life and a sense of community well-being by providing healthy,
safe, secure, accessible and inclusive places and services.
·
Service Excellence (SE): Improve client satisfaction with the delivery of
municipal services by measurably strengthening the culture of service excellence
at the City, by improving the efficiency of City operations and by creating positive
client experiences.
·
Governance, Planning and Decision-Making (GP): Achieve measurable
improvement in residents’ level of trust in how the City is governed and
managed, apply a sustainability lens to decision-making, and create a
governance model that compares well to best-in-class cities around the world.
·
Financial Sustainability (FS): Practice prudent fiscal management of existing
resources, and make sound long-term choices that allow City programs and
services to be sustainable.
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Legend for Oversight of Strategic Initiatives:
Lead Departments
Standing Committees / Transit Commission
and Sub-Committees
CC – Corporate Communications
ARAC – Agriculture and Rural Affairs
Committee
CPBS – Corporate Programs and
Business Services
CPSC – Community and Protective Services
Committee
CSS – Community and Social
Services
EC – Environment Committee
EDI – Economic Development and
Innovation
FEDC – Finance and Economic Development
Committee
EPS – Emergency and Protective
Services
ITSC – Information Technology SubCommittee
ESD – Environmental Services
PC – Planning Committee
FIN – Finance
TC – Transit Commission
HR – Human Resources
TRC – Transportation Committee
ISD – Infrastructure Services
ITS – Information Technology Services
OCT – OC Transpo/Transit Services
OPL – Ottawa Public Library
PGM – Planning and Growth
Management
PRC – Parks, Recreation and Cultural
Services
PW – Public Works
REPDO – Real Estate Partnerships
and Development Office
RIO – Rail Implementation Office
SO – ServiceOttawa
Lead Dept = Lead Department
SC = Standing Committee
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Overview of 2015-2018 Term of Council Priorities
Priority
Economic
Prosperity
Transportation
and Mobility
Strategic Objectives (Lead Dept/SC)
Strategic Initiatives
Lead Dept
SC
EP1 – Promote Ottawa (EDI/FEDC)
1 Ottawa 2017 Celebrations
EDI
FEDC
2 Renew and Implement Economic Development
Strategy
3 ByWard and Parkdale Market/Sparks Street Mall
Renewal
EDI
FEDC
EP2 – Support growth of local economy
(EDI/FEDC)
PGM
FEDC
TM1 – Build a world class
environmentally sustainable light rail
transit system (RIO/TRC)
4 Completion of the O-Train’s Confederation Line
Light Rail Transit Projects
5 Light Rail Transit Stage 2 Readiness
RIO
FEDC
Stage 2
Office
FEDC/TRC
PGM
TRC/ARAC
TM2 – Provide and promote
infrastructure to support safe mobility
choices (PGM/TRC)
6 Transportation Master Plan Phase 1 Road Projects
(2015-2018)
7 Transportation Master Plan Phase 1 Cycling
Projects (2015-2018)
8 Transportation Master Plan Phase 1 Pedestrian
PGM
TRC
PGM
TRC
TM3 – Integrate the rapid transit and
transit priority network into the
community (PGM/TRC)
9 Community Pathways and Connections Program
10 Rideau Street Streetscaping
11 Queen Street Streetscaping
PGM
PGM
RIO
TRC
PC
TRC
TM4 – Improve safety for all road users
(PW/TRC)
12 Downtown Ottawa Truck Tunnel Feasibility Study
13 Cycling Safety Improvement Program (CSIP)
14 Winter Improvements for Cyclists
15 Traffic, Pedestrian and Road Safety
Enhancements
PGM
PW
PW
TRC
TRC
TRC
PW
TRC/ARAC
OCT
TC
TM5 – Ensure reliable, safe, accessible
and affordable transit services
(OCT/TC)
16 Making the O-Train’s Confederation Line an
integrated part of the OC Transpo system
19
Priority
ES1 – Support an environmentally
sustainable Ottawa (ESD/EC)
Sustainable
Environmental
Services
ES2 – Reduce long-term costs through
planned investment and staging of
diversion and conservation strategies
(PW/EC)
Healthy and
Caring
Communities
HC1 – Advance equity and inclusion for
the city’s diverse population
(CSS/CPSC)
Lead Dept
SC
17 Combined Sewage Storage Tunnel (CSST)
18 Water Environment Strategy Phase 2
19 Increase Forest Cover
20 Air Quality and Climate Change Management Plan
21 Stormwater Management (SWM) Retrofit Master
Plan
22 Renewable Energy Strategy
23 Bayview Yards Environmental and Geotechnical
Development Assessment
24 Urban Forest Management Strategy
25 Urban Natural Area Acquisition Strategy
ISD
ESD
PW
ESD
PGM
EC
EC/ARAC
EC/ARAC
EC
EC/ARAC
ESD
REPDO
EC
FEDC
PGM
PGM
EC
PC
PW
EC
PW
EC
ESD
EC
ISD
FEDC
CPBS
CSS
CSS
FEDC
CPSC
CPSC
26 Waste Diversion in Parks, Buildings and Grounds
Services Operations
27 Energy Management and Investment Strategy
(2015-2019)
28 Large Diameter Watermain Program
29 Service Enhancements - Accessibility Barrier
Removal Program
30 Creating an Accessible City for All
31 Inclusive Community Initiative
32 Community and Social Services Partnership
Capital Funding
20
Priority
Lead Dept
SC
33 Modernization of Recreation Services
34 Revise Parks, Recreation and Cultural Services
Facility Allocation Policy
35 Develop a Sport Strategy
36 Recreation Major/Minor Capital Partnership
37 Parks and Recreation Facility Upgrades
38 Community Rinks
39 Targeted Low-income Recreation Subsidies
PRC
CPSC
PRC
CPSC
PRC
PRC
PRC
PRC
CPSC
CPSC
CPSC
CPSC
PRC
CPSC
40 Ten Year Housing and Homelessness Plan
41 Building Better Revitalized Neighbourhoods
CSS
CPSC
PGM
PC
ISD
FEDC
PRC
CPSC
45 Central Library Development*
PGM
OPL
PC
Council
HC5 – Develop a Taxi Strategy
(EPS/CPSC)
46 Taxi Regulation Review
EPS
CPSC
SE1 – Improve the client experience
through established service
expectations (SO/FEDC)
47 Client Centric Service Improvement
SO
FEDC
HC2 – Revitalize recreation services
(PRC/CPSC)
Healthy and
Caring
Communities
(continued)
HC3 – Create new affordable housing
options (CSS/CPSC)
HC4 – Support Arts, Heritage, and
Culture (PRC/CPSC)
Service
Excellence
42 Ottawa Art Gallery Expansion and Arts Court
Redevelopment
43 Implementation of the Renewed Action Plan for
Arts, Heritage and Culture
44 Heritage Reference List
*
The Central Library Development strategic initiative is overseen by Council through the Ottawa Public Library Board as per the existing governance Terms of Reference. The Central
Library Development strategic initiative definition is: Develop an inclusive, dynamic Central Library enabling creation and learning. The performance measure for the initiative is:
Complete major project milestones for the development of the Central Library identified for this Term of Council: conclusion of RFP and Council approval by Q4 2016; award contract
by Q4 2017; and initiate phase 1 of construction by Q1 2018.
21
Priority
Service
Excellence
(continued)
Governance,
Planning and
DecisionMaking
SC
PRC
FEDC/ITSC
SO
PGM
SO
SO
ITS
FEDC
FEDC/ITSC
FEDC/ITSC
FEDC/ITSC
FEDC/ITSC
SE2 – Improve access to City services
through digital service delivery
(SO/FEDC)
48 Program Registration, Facilities Booking and
Payment System Replacement
49 Phone and Counter Strategy Implementation
50 Legacy Technology System Replacement
51 Open Data Implementation Program
52 Digital Service Strategy and Implementation
53 IT Department Transformation
SE3 – Develop positive, effective, and
engaged employees committed to the
service promise (SO/FEDC)
54 Implement the Service Promise
55 Implement the 2015-2018 Corporate People Plan
SO
HR
FEDC
FEDC
GP1 – Strengthen public engagement
(CPBS/FEDC)
56 Improved Public Engagement in Planning Matters
PGM
PC
57 Social Media and Public Engagement
CC
FEDC
58 Comprehensive Asset Management (CAM)
ISD
FEDC
59 Project Information Management System (PIMS)
ISD
FEDC
CPBS
FEDC
FIN
EC
PGM
PC
63 Fiscal Framework Refresh
FIN
FEDC
64 Maintain the Property Tax Rate in Accordance with
Council’s Budget Direction
FIN
FEDC
65 Increase Contribution to Capital
FIN
FEDC
GP2 – Advance management oversight
through tools and processes that
support accountability and transparency
(CPBS/FEDC)
60 Enhance Management Oversight and
Accountability
61 Water and Wastewater Rate Structure Review
Financial
Sustainability
Lead Dept
FS1 – Demonstrate sound financial
management (FIN/FEDC)
FS2 – Align strategic priorities to
Council’s financial targets (FIN/FEDC)
62 Infrastructure Standards Review
22
Strategic Priority – Economic Prosperity (EP)
Use Ottawa’s unique combination of recreational, social, cultural and business assets,
and natural environment and physical infrastructure to attract enterprises, visitors and
new residents, while at the same time developing and retaining local firms and talent.
Strategic Objective: EP1 – Promote Ottawa
Promote Ottawa as a key destination for tourism, major culture and sporting events,
business investment, and entrepreneurship and innovation.
Strategic Objective Performance Measure(s)
EP1-A: Maintain an average hotel occupancy rate of 65%, every six months from 2015
to 2018.
EP1-B: Increase the number of major events won by the City to 5 per year.
EP1-C: Attract and engage with 20 inbound trade delegations, each year from 2015 to
2018.
Strategic
Initiative(s)
Committee
Oversight
Strategic Initiative
Performance Measure(s)
Budget (Total 2015–2018)
($,000s)
Capital
1. Ottawa 2017
Celebrations
FEDC
1-A: Secure 100% of external
funding ($20 million) by Q4
2015.
$0
1-B: Produce, co-produce, or
facilitate a minimum of 10
new major offerings for
Ottawa 2017.
1-C: Implement a minimum of 2
Ottawa 2017 events in
each ward, by Q4 2017.
1-D: Deploy a pageantry
program in a minimum of
200 businesses and/or
public venues by Q1 2016.
23
Operating
$5,945
Strategic Objective: EP2 – Support growth of local economy
Support the growth of the local economy by ensuring that businesses and
entrepreneurs have the access to economic development programs, services, tools,
and infrastructure that encourage and facilitate business start-up, expansion and job
creation.
EP2-A: Communicate with 50 businesses to discuss the City's economic development
programs and services, every six months from 2015 to 2018.
EP2-B: Enroll 3 companies in the Innovation Pilot Program every year from 2016 to
2018.
24
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
2. Renew and
Implement
Economic
Development
Strategy
FEDC
2-A: Implement 25% of the
Economic Development
Strategy each year from
2015 to 2018.
$500
2-B: Lease 50% of Innovation
Centre space by Q3 2015
and lease remaining 50%
of space by Q3 2016.
2-C: Implement 80% of the
initiatives identified in
Invest Ottawa’s annual
operating plan (20152018).
2-D: Complete 100% of the
following activities annually
throughout the term of
Council:
· Provide the Ottawa
Council of Business
Improvement Areas
(OCOBIA) with a
quarterly summary of
joint activities, support
and consultation
· Participate in regular
outcome-oriented joint
meetings involving
OCOBIA and required
City staff
· Conduct an annual
partnership satisfaction
review of BIAs.
25
Operating
$14,680
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
3. ByWard and
Parkdale
Market /
Sparks Street
Mall Renewal
FEDC
3-A: Implement 100% of the
Council directed
governance model for
ByWard and Parkdale
Market by Q1 2017.
$350
3-B: Implement 100% of the
Council directed
governance model for the
Sparks Street Mall by Q4
2015.
26
Operating
$500
Strategic Priority – Transportation and Mobility (TM)
Meet the current and future transportation needs of residents and visitors through
Phase 1 and Phase 2 of the Transportation Master Plan, including ensuring the City’s
transit services are reliable and financially sustainable. Continued focus on improving
mobility during the LRT implementation, and support for alternative transportation
methods including cycling and walking, as well as transit.
Strategic Objective: TM1 – Build a world class
environmentally sustainable light rail transit system
Implement a financially, operationally and environmentally sustainable light rail transit
system that efficiently connects all areas of the city in 2018 and beyond.
TM1-A: Implement 100% of the initiatives required to prepare the City for the O-Train’s
Confederation Line by May 2018 and Stage 2 readiness.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
Operating
4. Completion of
the O-Train’s
Confederation
Line Light
Rail Transit
Projects
FEDC
4-A: Complete 100% of Stage
One of the Confederation
Line project by May 2018.
$0
$0
5. Light Rail
Transit
Stage 2
Readiness
FEDC /
TRC
5-A: Progress toward
completion of three
Environmental
Assessments to 70% by
end of 2015 and 100% by
Q3 2016.
$257,000
$800
27
Strategic Objective: TM2 – Provide and promote
infrastructure to support safe mobility choices
Improve and promote mobility choices through initiatives, as outlined in Phase 1 of the
Transportation Master Plan, to increase the safety and viability of all modes of travel,
including cycling and walking.
TM2-A: Implement 100% of the initiatives aligned with Phase 1 of the Transportation
Master Plan by the end of 2018.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
6. Transportation
Master Plan
Phase 1 Road
Projects
(2015-2018)
TRC / ARAC 6-A: Complete 75% of built
Phase 1 TMP road
projects by Q4 2018.
Operating
$7,044
$0
7. Transportation
Master Plan
Phase 1
Cycling
Projects
(2015-2018)
TRC
7-A: Complete 100% of the
identified built Phase 1
TMP Cycling projects by
Q4 2018.
$8,160
$0
8. Transportation
Master Plan
Phase 1
Pedestrian
Projects
(2015-2018)
TRC
identified built Phase 1
TMP Pedestrian projects
by Q4 2018.
$4,500
$0
28
Strategic Objective: TM3 – Integrate the rapid transit and
transit priority network into the community
Integrate the rapid transit and transit priority network into the community, through
initiatives that accommodate increased pedestrian activity expected as a result of the
LRT Project, and to promote pathway and community connectivity.
TM3-A: Increase or maintain the number of cyclists who cycle to transit (bikes parked at
stations) annually during the Term of Council.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
Operating
9. Community
Pathways and
Connections
Program
TRC
9-A: Achieve 70% of project/
km in construction
phase of new facilities
within 2 years of initial
funding for each
particular project.
$11,600
$0
10. Rideau Street
Streetscaping
PC
10-A: Complete 100% of
improvements to
Rideau Street and
Nicholas Street by end
of year 2017.
$4,500
$0
11. Queen Street
Streetscaping
TRC
Queen Street
Streetscaping
enhancements by
December 2017.
$15,800
$0
29
Strategic Objective: TM4 – Improve safety for all road users
Foster a safer environment for all road users including cyclists and motorcyclists,
motorists and pedestrians by developing and implementing safety enhancements and
improvements. Further gains in safety will be made by influencing resident awareness
and behaviors through Safer Roads public education efforts.
TM4-A: Implement 100% of the initiatives aligned with improving roads safety by the
end of 2018.
Strategic
Initiative(s)
Committee
Oversight
Budget (Total 2015–
2018) ($,000s)
Capital
Operating
12. Downtown
Ottawa Truck
Tunnel
Feasibility
Study
TRC
12-A: Increase the completion
of the study to 100% and
present findings to
Transportation
Committee in Q1 2016.
$0
$0
13. Cycling Safety
Improvement
Program
(CSIP)
TRC
13-A: Complete 10 cycling
safety
enhancements/upgrades
per year.
$420
$620
14. Winter
Improvements
for Cyclists
TRC
14-A: Maintain the winter
cycling network
(according to 2003
Council approved
Maintenance Quality
Standards) for 100% of
identified winter events
per year.
$0
$800
14-B: Develop 100% of the
Cycling Network Patrol
Program by Q4 2017.
30
Strategic
Initiative(s)
Committee
Oversight
2018) ($,000s)
Capital
15. Traffic,
Pedestrian and
Road Safety
Enhancements
TRC /
ARAC
15-A: i) Increase the
percentage of signalized
intersections with
accessible pedestrian
signals (APS) to 70% by
Q4 2018.
$11,200
ii) Increase the
percentage of signalized
intersections with
pedestrian countdown
signals (PCS) to 100%
by Q4 2018.
15-B: Enhance pedestrian
safety and mobility at
one stand-alone
intersection per year.
15-C: i) Develop a Traffic
Calming Measures
Implementation Plan in
each Ward (in
consultation with each
Ward Councillor).
ii) Implement 100% of
the work identified in
each Ward's
Implementation Plan per
year.
15-D: Install 5 red light traffic
cameras per year.
31
Operating
$400
Strategic Objective: TM5 – Ensure reliable, safe, accessible
and affordable transit services
Meet the current and future transit needs of residents and visitors by ensuring the City
Transit services are reliable, safe, accessible and affordable.
TM5-A: Maintain or increase customers’ and residents’ confidence rating of 71% in OC
Transpo, through to the end of 2018.
TM5-B: Maintain or increase OC Transpo's safety and security rating at 7.4, through to
the end of 2018.
TM5-C: Maintain sufficient service capacity standards at 100% to carry all transit
customers, through to the end of 2018.
TM5-D: Ensure OC Transpo remains consistent with the Transit Affordability Plan to
match the direction of Council.
32
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
16. Making the OTrain’s
Confederation
Line an
integrated part
of the OC
Transpo
system
TC
multimodal
transformation program
projects by the end of
Q3 2018.
$45,230
16-B: Have a Regulatory
Monitoring and
Compliance Officer in
place by the end of Q3
2017.
16-C: Implement 100% of the
Fare Control System on
the Trillium Line by the
end of Q2 2017.
16-D: Reduce 50% of the OC
Transpo buses traveling
through the downtown
core by September
2018.
33
Operating
$0
Strategic Priority – Sustainable Environmental
Services (ES)
To provide sustainable environmental services that balance protection of our natural
resources and support the planned growth of the city with the duty to ensure fiscal
sustainability and meet legislative requirements in the delivery of municipal services.
Strategic Objective: ES1 – Support an environmentally
sustainable Ottawa
Implement priority projects that protect property, land, air and water for city residents.
ES1-A: Maintain the number of Water Quality Index good to excellent ratings annually at
75% of monitored locations on Ottawa’s major rivers (Ottawa, Rideau, and Mississippi).
ES1-B: No net increase in corporate per capita Greenhouse Gas (GHG) emissions
between 2012 and 2016.
ES1-C: Maintain a 2:1 ratio (or greater) between trees planted and trees removed
annually.
Strategic
Initiative(s)
Committee
Oversight
2018) ($,000s)
Capital
17. Combined
Sewage
Storage
Tunnel (CSST)
EC
17-A: Finalize the detailed
design and contract
documents for the
Combined Sewage
Storage Tunnel by end of
2015.
$11,800
17-B: Complete 100% of the
construction of the
Combined Sewage
Storage Tunnel (CSST)
by end of 2019.
34
Operating
$0
Strategic
Initiative(s)
Committee
Oversight
2018) ($,000s)
Capital
18. Water
Environment
Strategy
Phase 2
EC / ARAC
19. Increase
Forest Cover
EC / ARAC
EC
20. Air Quality and
Climate
Change
Management
Plan
18-A: Complete the first annual
water quality data report
by Q4 2016.
Operating
$4,000
$0
19-A: Achieve the City’s tree
planting target of 125,000
trees per year.
$0
$22,420
20-A: Decrease the municipal
fleet’s total litres of fuel
consumed per 100
kilometres for the
municipal fleet, by 3% by
the end of 2015; 4% by
the end of 2016, 5% by
the end of 2017 and 6%
by the end of 2018.
$1,500
$1,000
$2,465
$0
$0
$100
18-B: Make Baseline Water
Quality monitoring data
available through the
City’s Open Data initiative
by 2015.
20-B: Decrease in kilowatt
hours per square meter
(ekWh/m2) purchased at
City facilities by 2.67%
(from 2014 values) by the
end of Q4 2018.
21. Stormwater
Management
(SWM) Retrofit
Master Plan
EC / ARAC
Eastern Subwatersheds
SWM Retrofit Study by
the end of 2015.
21-B: Complete 85% of Citywide SWM Retrofit Master
Plan by end of 2018.
22. Renewable
Energy
Strategy
EC
project by Q4 2016.
35
Strategic
Initiative(s)
Committee
Oversight
2018) ($,000s)
Capital
23. Bayview Yards
Environmental
and
Geotechnical
Development
Assessment
Operating
FEDC
project by Q4 2018.
$0
$1,600
24. Urban Forest
Management
Strategy
EC
development of the
Urban Forest
Management Strategy
by Q4 2016.
$0
$0
25. Urban Natural
Area
Acquisition
Strategy
PC
25-A: Acquire 100% of the three
priority urban natural
features areas
recommended for
acquisition (UNA 193,
UNA 95, UNA 100) by Q4
2018.
$0
$0
25-B: Protect 100% of the
seven urban natural
areas in the 2013 Urban
Features Strategy
Update that were not
recommended for
acquisition by Q4 2018.
25-C: Complete 100% of the
discussion paper on
sustainable funding of
the Environmental
Resource Areas
Acquisition Reserve Fund
by Q3 2016.
36
Strategic Objective: ES2 – Reduce long-term costs through
planned investment and staging of diversion and
conservation strategies
Demonstrate sustainability and fiscal responsibility in planning, maintaining, and
renewing utility services and assets through City-led actions and municipal partnerships.
ES2-A: Reduce the electrical consumption of the City's streetlighting network by 29M
kWh by the end of Q4 2018.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
Operating
26. Waste
Diversion in
Parks,
Buildings and
Grounds
Services
Operations
EC
26-A: Increase diversion rates
in small-scale curb-side
City facilities to: 40% by
Q4 2015; 45% by Q4
2016; 50% by Q4 2017
and 55% by Q4 2018.
$0
$96
27. Energy
Management
and
Investment
Strategy
(2015-2019)
EC
27-A: Increase the number of
streetlights converted to
energy efficient LED
technology by 15,000
per year.
$4,000
$1,960
27-B: Reduce maintenance
costs per converted
streetlight fixtures by
50%.
37
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
28. Large
Diameter
Watermain
Program
EC
28-A: Complete condition
assessment of 5 km of
Transmission main
(>610mm) per year.
$13,500
28-B: Repair / replace 100%
of pipe sections and
appurtenances identified
annually through the
Condition Assessment
Program to be below
acceptable risk of
failure.
38
Operating
$0
Strategic Priority – Healthy and Caring Communities
(HC)
Help all residents and visitors enjoy a good quality of life and a sense of community
well-being by providing healthy, safe, secure, accessible and inclusive places and
services.
Strategic Objective: HC1 – Advance equity and inclusion for
the city’s diverse population
Advance equity and inclusion for the city’s diverse population by effectively planning
and implementing changes to infrastructure development and service delivery.
HC1-A: Increase the percentage of employees (starting in 2016) who are advancing
equity and inclusion in their work in the categories specified in the Equity and Inclusion
Lens, by 5% each year by the end of 2018. The baseline for the percentage of
employees will be developed in 2015.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
29. Service
Enhancements
- Accessibility
Barrier
Removal
Program
FEDC
29-A: Develop a Facility
Accessibility Rating
Framework to inform the
public of the level of
facility accessibility.
Complete 50% of the
framework by Q4 2015
and 100% by Q4 2016.
$11,000
29-B: Complete delivery of the
annual Accessibility
Barrier Removal
Program for existing
buildings, parks, and
barrier removals by 15%
in Q4 2015, 50% in Q4
2016, 75% in Q4 2017,
and 100% in Q4 2018.
39
Operating
$0
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
30. Creating an
Accessible
City for All
FEDC
30-A: Deliver Web Content
Accessibility Guidelines
(WCAG) Compliance
training to 100% of staff
identified by Q4 2015;
Deliver Accessible
Office suite documents
training to 100% of staff
identified by the end of
Q1 2016.
$100
30-B: Audit 10% of new PDF
documents posted on a
City of Ottawa website
in 2015; Audit 10% in
2016; Audit 15% in
2017; Audit 15% in
2018.
30-C: Maintain 80%
compliance to the
accessible design
standards for annual
construction purchase
order reviews in SAP.
30-D: Implement one
communications
strategy per year
focused on increasing
manager awareness of
the accommodations
available to candidates
and employees with
disabilities.
40
Operating
$400
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
31. Inclusive
Community
Initiative
CPSC
31-A: Implement 5% in 2015,
20% in 2016, 20% in
2017 and 35% in 2018
of the actions in the five
(5) action plans (Older
Adult Plan, Youth Action
Plan, Municipal
Immigration Strategy,
Employer Strategy and
the Aboriginal Service
Strategy).
Operating
$0
$2,100
$0
$1,200
31-B: Increase the percentage
of trained employees
(starting in 2016) who
report using the Equity
and Inclusion Lens in
their daily work within
one year of training by
5% each year by the
end of 2018. The
baseline for the
percentage of
employees will be
developed in 2015.
32. Community
and Social
Services
Partnership
Capital
Funding
CPSC
32-A: Allocate 25% of total
funds annually during
the term of Council.
41
Strategic Objective: HC2 – Revitalize recreation services
Provide accessible, inclusive, and quality recreation services that respond to
demographic trends in population and activity.
HC2-A: Increase consistency among identified registered recreation activities by 10%
by Q4 2015, 15% by Q4 2016, and 20% by Q1 2018.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
33. Modernization
of Recreation
Services
CPSC
Recreation
Infrastructure
Standards and Strategy
by Q4 2015, 40% by
Q4 2016, 75% by Q4
2017, and 100% by Q4
2018.
Operating
$0
$100
$0
$0
33-B: Increase the number of
Event Central-fostered
activities occurring at
Lansdowne Park and
City Hall to 175
activities in 2015, 185
in 2016 and 200 in
2017. In 2018, reduce
the number of activities
to 185.
34. Revise Parks,
Recreation and
Cultural
Services
Facility
Allocation
Policy
CPSC
34-A: Increase the progress
made in revising the
Facility Allocation
Policy to 50% by Q2
2015, 75% by Q3 2015,
and 100% by Q4 2015.
42
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
Operating
35. Develop a
Sport Strategy
CPSC
made in preparing a
Municipal Sports
Strategy to 50% by the
end of Q2 2015 and
100% by Q4 2015.
$0
$0
36. Recreation
Major/ Minor
Capital
Partnership
CPSC
36-A: Leverage a minimum
$1.25 of community
investment for every
$1.00 contributed by
the City in minor and
major capital
partnerships, every
year, from 2015
through 2018.
$4,120
$0
37. Parks and
Recreation
Facility
Upgrades
CPSC
37-A: Increase progress
made in implementing
Parks and Recreation
facility upgrades to
25% in 2015, 50% in
2016, 75% in 2017 and
100% in 2018.
$6,880
$0
38. Community
Rinks
CPSC
38-A: Increase support to
community groups for
the operation of
outdoor rinks by 10%
each year from 2015 to
2018 over the base
year.
$0
$320
43
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
39. Targeted LowIncome
Recreation
Subsidies
CPSC
39-A: Increase participation,
over 2015 baseline, by
50% in 2016 and
maintain for 2017 and
2018.
$0
39-B: Increase hours of
programming, over
2015 baseline, by 50%
in 2016, and maintain
for 2017 and 2018.
44
Operating
$200
Strategic Objective: HC3 – Create new affordable housing
options
Ensuring access to, and availability of, a range of housing options to meet the needs of
our vulnerable residents for today and tomorrow. As the city continues to grow and
prosper, a comprehensive plan is required to create thriving communities where
everyone has a home.
HC3-A: Approve 300 new affordable housing units by Q4 2018.
HC3-B: Create over 150 new housing subsidies by Q4 2018 (Rent Supplements and
Housing Allowances).
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
40. Ten Year
Housing and
Homelessness
Plan
CPSC
40-A: Decrease the annual
average number of
families who stayed in
motels by 30% by the
end of Q4 2018.
$0
40-B: Decrease the cost of
emergency shelter
response by 20% by
Q4 2018 and reinvest
all savings in housing
and supports.
45
Operating
$64,000
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
41. Building Better
Revitalized
Neighbourhoods
PC
Phase 1 of the project,
which includes
establishing a planning
framework and
selecting a
neighbourhood, and
reporting to Council,
by the end of Q1 2016.
$0
41-B: Complete 100% of
Phase 2 of the project,
which includes
obtaining Council
approval on a
revitalization action
plan for the selected
neighbourhood, by the
end of Q4 2016.
46
Operating
$250
Strategic Objective: HC4 – Support Arts, Heritage, and
Culture
Support local arts, heritage and culture by completing the Ottawa Art Gallery Expansion
and Arts Court Redevelopment project, identifying and preserving Ottawa’s distinct
heritage resources and through funding to cultural facility community partners.
HC4-A: Implement the milestones listed below.
·
·
·
Complete the Arts Court redevelopment by Q1 2018.
Complete development of new Heritage Reference List with online accessibility
by end of 2018.
Achieve 80% of recommended cultural facility operating funding (Renewed
Action Plan for Arts, Heritage and Culture) by end of 2018, and 33% of
community cultural facility capital funding by end of 2018.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
42. Ottawa Art
Gallery
Expansion and
Arts Court
Redevelopment
FEDC
42-A: Complete the Ottawa
Art Gallery (OAG)
expansion and Arts
Court redevelopment
by 25% in Q4 2015,
50% in Q4 2016 and
100% in Q1 2018.
$0
47
Operating
$7,470
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
43. Implementation
of Renewed
Action Plan for
Arts, Heritage
and Culture
CPSC
43-A: Allocate community
cultural facility capital
funding commitments
of $250K per year
2015 to 2018 in
support of action
number two of the
Council-approved
Renewed Action Plan
for Arts and Heritage
and Culture.
$0
43-B: Achieve 50% of the
investment
recommended as
cultural facility
operating funding in
action number three of
the Council-approved
Renewed Action Plan
for Arts, Heritage and
Culture by the end of
2015; achieve 60% by
the end of 2016, 70%
by the end of 2017
and 80% by the end of
2018.
48
Operating
$4,424
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
44. Heritage
Reference List
PC
new Heritage
Reference List and
make it accessible
online by Q4 2016
for inside the
greenbelt and 100%
by Q4 2018 for
outside the
greenbelt.
$0
44-B: Complete 100% of
the identified local
community Heritage
Conservation
District Studies by
the end of 2018.
49
Operating
$576
Strategic Objective: HC5 – Develop a Taxi Strategy
To promote public safety, accessibility, and consumer protection within the taxi industry.
HC5-A: Increase the progress made in completing a Taxi Strategy to 100% by Q1 2016.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
46. Taxi
Regulation
Review
CPSC
made in the assessment
of current taxi and
limousine regulations,
and a comparison to best
practices, to 100% by Q1
2016.
$0
46-B: Increase the progress
made in the completion
of stakeholder
consultation on new taxi
and limousine
regulations, to 100% by
Q1 2016.
50
Operating
$300
Strategic Priority – Service Excellence (SE)
Improve client satisfaction with the delivery of municipal services by measurably
strengthening the culture of service excellence at the City, by improving the efficiency of
City operations and by creating positive client experiences.
Strategic Objective: SE1 – Improve the client experience
through established service expectations
Continuously improve the client experience by establishing, communicating and
measuring the achievement of service expectations.
SE1- A: 100% of departments are reporting on a standardized corporate client
experience measurement framework that focuses on improving the client experience
with City services by Q4 2018.
Strategic
Initiative(s)
Committee
Oversight
Strategic Initiative Performance
Measure(s)
2018) ($,000s)
Capital
47. Client
Centric
Service
Improvement
FEDC
47-A: Improvement in the overall
quality assurance rating of
the client experience
(reliability/responsive/caring)
in the three areas of focus
by Q4 2018.
$0
51
Operating
$0
Strategic Objective: SE2 - Improve access to City services
through digital service delivery
Improve access to City services, and efficiency and effectiveness of delivery, by
transforming the organization’s processes and technologies to meet the increasing
client demand for digital service delivery (e.g., online, mobile, social media, etc.).
SE2-A: Increase in the number of transactions on the web each year from 2015 to 2018.
Strategic
Initiative(s)
Committee
Oversight
2018) ($,000s)
Capital
48. Program
Registration,
Facilities
Booking and
Payment
System
Replacement
FEDC /
ITSC
48-A: Complete 100%
assessment and
documentation of the
end-to-end business
needs in support of a
common registration,
booking and payment
experience for City
programs and services
by Q2 2016.
Operating
$0
$6,340
$0
$2,400
48-B: Complete 100%
procurement of a new
registration, booking
and payment solution
with an executed
vendor contract by Q2
2018.
49. Phone and
Counter
Strategy
Implementation
FEDC
business case by the
end of 2015.
49-B: 100% of the Phone &
Counter Strategy
implemented, based
on the approved
business case
timeline.
52
Strategic
Initiative(s)
Committee
Oversight
2018) ($,000s)
Capital
50. Legacy
Technology
System
Replacement
FEDC /
ITSC
51. Open Data
Implementation
Program
FEDC /
ITSC
52. Digital Service
Strategy and
Implementation
FEDC /
ITSC
50-A: Number of application
types available on line.
Operating
$2,800
$0
51-A: Increase the
percentage of open
data sets available to
the public by 10%
annually during this
Term of Council.
$0
$348
52-A: Develop 100% of the
Strategy (including
public consultation) by
Q1 2016.
$0
$1,200
$0
$0
50-B: Number of self-serve
application
submissions.
52-B: Implement 100% of
the projects identified
and approved by
Council for
implementation within
this Term of Council in
support of the Digital
Strategy by Q4 2018.
53. IT Department
Transformation
FEDC /
ITSC
53-A: Develop and
implement 100% of
the IT Department
Transformation in a
staged delivery with all
the components
implemented by the
end of 2018.
53
Strategic Objective: SE3 – Develop positive, effective, and
engaged employees committed to the service promise
Build a client-centric corporate culture aligned to the Service Promise; support
employees through communication, development, and recognition programs; guide and
support managers with fulfilling the Service Promise within their business areas, and
continuing the shift to client-centric service delivery.
SE3-A: Increase in employee levels of job satisfaction and commitment.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
Operating
54. Implement
the Service
Promise
FEDC
54-A: Increase the percentage
of employees, over the
2015 baseline, who
indicate that they are
determined to fulfill the
Service Excellence
commitment (reflecting
the Service Promise).
$0
$0
55. Implement
the 20152018
Corporate
People Plan
FEDC
55-A: Increase the proportion
of critical positions with
successors who are
ready within one year to
50% by Q4 2015, 55%
by Q4 2016, 60% by Q4
2017 and 65% by Q4
2018.
$0
$3,200
55-B: Increase the workforce
representation of the four
diversity groups relative
to their availability in the
labour market, in
accordance with the
following targets:
54
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
· Visible Minorities:
Increase by 3% during
2015 to 2018 (from 7%
to 10%)
· Aboriginal Peoples:
Increase by 0.5%
during 2015 to 2018
(from 1.5% to 2%)
· People with
disabilities: Increase
by 1% during 2015 to
2018 (from 2.34% to
3.34%)
· Women: Maintain
overall representation
equal to market
availability
55-C: Advance the
development of the
Psychologically Healthy
Workplace Roadmap,
25% by Q2 2015, and
100% by Q4 2015.
55-D: Total number of in scope
employees that have an
ICA completed using the
on-line PDP tool
targeting 80% by Q4
2017 excluding
employees on an 18month performance cycle
(roll out of ICA online
starts in Q2 2015 through
to Q4 2016).
55
Operating
Strategic Priority – Governance, Planning and
Decision-Making (GP)
Achieve measurable improvement in residents’ level of trust in how the City is governed
and managed, apply a sustainability lens to decision-making, and create a governance
model that compares well to best-in-class cities around the world.
Strategic Objective: GP1 – Strengthen public engagement
Ensure business practices are democratic, engaging, and visible by encouraging
citizens to participate in decision-making and community life through public engagement
opportunities.
GP1-A: Increase the number of participants in Corporate public engagement activities
annually.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
56. Improved
Public
Engagement
in Planning
Matters
PC
56-A: Increase the percentage
of eligible development
applications that have a
completed public
engagement strategy to
50% by 2018 over 2015
results.
Operating
$0
$600
$0
$308
56-B: Increase the public’s
evaluation of the public
engagement process by
30% over 2015 baseline
results within the term of
Council.
57. Social Media
and Public
Engagement
FEDC
57-A: Increase use of social
media to promote public
engagement activities.
56
Strategic Objective: GP2 – Advance management oversight
through tools and processes that support accountability and
transparency
Continued implementation of new tools and practices for project management, business
cases, procurement, and contract management oversight.
GP2-A: Evaluate 100% of applicable construction and consultant contracts per year.
GP2-B: Train 100 project managers in the use of the Project Management framework
per year.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
58. Comprehensive
Asset
Management
(CAM)
FEDC
58-A: Complete servicebased asset
management plans
(20 in total) by end of
Q4 2018.
Operating
$200
$0
$0
$0
58-B: Implement the Capital
Investment
Prioritization and
Project Value
Assessment
processes by end of
Q3 2015.
58-C: Develop an Integrated
Asset Planning
Framework by end of
Q1 2016.
59. Project
Information
Management
System (PIMS)
FEDC
59-A: Implement 100% of
Project Information
Management Systems
(PIMS) project
milestones by end of
Q1 2017.
57
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
60. Enhance
Management
Oversight and
Accountability
FEDC
60-A: Implement 100% of
the project milestones
within this initiative by
Q4 2016:
$0
· Review of Phase 1
of VPM by Q1 2016.
· Achieve the service
standard for
acknowledgement
of complaints within
3 business days a
minimum of 85% of
the time.
· Train 100% of
designated project
leads on the
Corporate Business
Case methodology
by the end of Q4
2015.
· Complete a review
of changes in
Management
Accountability
Reporting by Q4
2016.
58
Operating
$0
Strategic Priority – Financial Sustainability (FS)
Practice prudent fiscal management of existing resources, and make sound long-term
choices that allow City programs and services to be sustainable.
Strategic Objective: FS1 – Demonstrate sound financial
management
Ensure long-range planning directs the spending of tax payers’ dollars.
FS1-A: Complete update of the Long-Range Financial Plans within the Term of Council.
FS1-B: Maintain established level of liquidity quarterly.
FS1-C: Maintain the percentage of overall surplus or deficit compared to total operating
expenditure budget at 0, annually.
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
Operating
61. Water and
Wastewater
Rate
Structure
Review
EC
61-A: Complete Water and
Wastewater Rate Review
by end of Q1 2016.
$0
$0
62. Infrastructure
Standards
Review
PC
62-A: Develop 100% of new
infrastructure standards
by the end of 2018.
$0
$750
Fiscal Framework
Update by Q4 2016.
$0
$0
63. Fiscal
Framework
Refresh
FEDC
59
Strategic Objective: FS2 – Align strategic priorities to
Council’s financial targets
Maintain stable and predictable property tax levels while implementing Council's
strategic priorities.
FS2-A: Adopt annual budgets that meet targets set by Council.
FS2-B: Maintain annually tax supported debt service costs within the limit approved by
Council as part of the Long Range Financial Plan (LRFP).
FS2-C: Maintain annually rate support debt service costs within the limit approved by
Council as part of the Long Range Financial Plan (LRFP).
Strategic
Initiative(s)
Committee
Oversight
($,000s)
Capital
64. Maintain the
Property Tax
Rate in
Accordance
with
Council’s
Budget
Direction
FEDC
64-A: Tax rate Increase.
$0
65. Increase
Contribution
to Capital
FEDC
65-A: Capital Funding increase. $0
60
Operating
$0
$14,615
Appendix A: City Balanced Scorecard
Legend: SO = Strategic Objectives
Priorities
Economic
Prosperity
Strategic
Objectives
EP1 Promote
Ottawa
SI = Strategic Initiatives
SO Performance Measures
EP1-A: Maintain an average hotel
occupancy rate of 65%, every
six months from 2015 to
2018.
1. Ottawa 2017 Celebrations
SI Performance Measures
1-A: Secure 100% of external funding ($20 million) by Q4 2015.
1-B: Produce, co-produce, or facilitate a minimum of 10 new major offerings for
Ottawa 2017.
1-C: Implement a minimum of 2 Ottawa 2017 events in each ward, by Q4 2017.
EP1-B: Increase the number of major
events won by the City to 5
per year.
1-D: Deploy a pageantry program in a minimum of 200 businesses and/or public
venues by Q1 2016.
EP1-C: Attract and engage with 20
inbound trade delegations,
each year from 2015 to
2018.
61
Priorities
Economic
Prosperity
Strategic
Objectives
EP2 Support
growth of local
economy
EP2-A: Communicate with 50
businesses to discuss the
City's economic development
programs and services, every
six months from 2015 to
2018.
2. Renew and Implement
Economic Development
Strategy
TM1 Build a world
class
environmentally
sustainable light
rail transit system
2-A: Implement 25% of the Economic Development Strategy each year from 2015
to 2018.
2-B: Lease 50% of Innovation Centre space by Q3 2015 and lease remaining 50%
of space by Q3 2016.
2-C: Implement 80% of the initiatives identified in Invest Ottawa’s annual operating
plan (2015-2018).
EP2-B: Enroll 3 companies in the
Innovation Pilot Program
every year from 2016 to
2018.
Transportation
and Mobility
2-D: Complete 100% of the following activities annually throughout the term of
Council:
· Provide the Ottawa Council of Business Improvement Areas (OCOBIA) with
a quarterly summary of joint activities, support and consultation
· Participate in regular outcome-oriented joint meetings involving OCOBIA
and required City staff
· Conduct an annual partnership satisfaction review of BIAs.
TM1-A: Implement 100% of the
initiatives required to prepare
the City for the O-Train’s
Confederation Line by May
2018 and Stage 2 readiness.
3. ByWard and Parkdale
Market/Sparks Street Mall
Renewal
3-A: Implement 100% of the Council directed governance model for ByWard and
Parkdale Market by Q1 2017.
4. Completion of the OTrain’s Confederation Line
Light Rail Transit Projects
4-A: Complete 100% of Stage One of the Confederation Line project by May 2018.
5. Light Rail Transit Stage 2
Readiness
5-A: Progress toward completion of three Environmental Assessments to 70% by
end of 2015 and 100% by Q3 2016.
3-B: Implement 100% of the Council directed governance model for the Sparks
Street Mall by Q4 2015.
62
Priorities
Transportation
and Mobility
Transportation
and Mobility
Strategic
Objectives
TM2 Provide and
promote
infrastructure to
support safe
mobility choices
TM3 Integrate the
rapid transit and
transit priority
network into the
community
initiatives aligned with
Phase 1 of the
Transportation Master Plan
by the end of 2018.
TM3-A: Increase or maintain the
number of cyclists who cycle
to transit (bikes parked at
stations) annually during the
Term of Council.
6. Transportation Master
Plan Phase 1 Road
6-A: Complete 75% of built Phase 1 TMP road projects by Q4 2018.
Plan Phase 1 Cycling
7-A: Complete 100 percent of the identified built Phase 1 TMP Cycling projects by
Q4 2018.
Plan Phase 1 Pedestrian
8-A: Complete 100 percent of the identified built Phase 1 TMP Pedestrian projects
by Q4 2018.
9. Community Pathways and
Connections Program
9-A: Achieve 70% of project/ km in construction phase of new facilities within 2
years of initial funding for each particular project.
10. Rideau Street
Streetscaping
10-A: Complete 100% of improvements to Rideau Street and Nicholas Street by
end of year 2017.
11. Queen Street
Streetscaping
11-A: Complete 100% of the Queen Street Streetscaping enhancements by
December 2017.
63
Priorities
Transportation
and Mobility
Strategic
Objectives
TM4 Improve
safety for all road
users
initiatives aligned with
improving roads safety by
the end of 2018.
12. Downtown Ottawa Truck
Tunnel Feasibility Study
12-A: Increase the completion of the study to 100% and present findings to
Transportation Committee in Q1 2016.
13. Cycling Safety
Improvement Program
(CSIP)
13-A: Complete 10 cycling safety enhancements/upgrades per year.
14. Winter Improvements for
Cyclists
14-A: Maintain the winter cycling network (according to 2003 Council approved
Maintenance Quality Standards) for 100% of identified winter events per
year.
14-B: Develop 100% of the Cycling Network Patrol Program by Q4 2017.
15. Traffic, Pedestrian and
Road Safety
Enhancements
15-A: i) Increase the percentage of signalized intersections with accessible
pedestrian signals (APS) to 70% by Q4 2018.
ii) Increase the percentage of signalized intersections with pedestrian
countdown signals (PCS) to 100% by Q4 2018.
15-B: Enhance pedestrian safety and mobility at one stand-alone intersection per
year.
15-C: i) Develop a Traffic Calming Measures Implementation Plan in each Ward (in
consultation with each Ward Councillor).
ii) Implement 100% of the work identified in each Ward's Implementation
Plan per year.
15-D: Install 5 red light traffic cameras per year.
64
Priorities
Transportation
and Mobility
Strategic
Objectives
TM5 Ensure
reliable, safe,
accessible and
affordable transit
services
TM5-A: Maintain or increase
customers’ and residents’
confidence rating of 71% in
OC Transpo, through to the
end of 2018.
16. Making the O-Train’s
Confederation Line an
integrated part of the OC
Transpo system.
16-A: Complete 100% of the multimodal transformation program projects by the
end of Q3 2018.
16-B: Have a Regulatory Monitoring and Compliance Officer in place by the end of
Q3 2017.
16-C: Implement 100% of the Fare Control System on the Trillium Line by the end
of Q2 2017.
TM5-B: Maintain or increase OC
Transpo's safety and security
rating at 7.4, through to the
end of 2018.
16-D: Reduce 50% of the OC Transpo buses traveling through the downtown core
by September 2018.
TM5-C: Maintain sufficient service
capacity standards at 100%
to carry all transit customers,
through to the end of 2018.
TM5-D: Ensure OC Transpo remains
consistent with the Transit
Affordability Plan to match
the direction of Council.
65
Priorities
Sustainable
Environmental
Services
Strategic
Objectives
ES1 Support an
environmentally
sustainable
Ottawa
ES1-A: Maintain the number of Water
Quality Index good to
excellent ratings annually at
75% of monitored locations
on Ottawa’s major rivers.
(Ottawa, Rideau and
Mississippi).
ES1-B: No net increase in corporate
per capita Greenhouse Gas
(GHG) emissions between
2012 and 2016.
ES1-C: Maintain a 2:1 ratio (or
greater) between trees
planted and trees removed
annually.
17. Combined Sewage
Storage Tunnel (CSST)
17-A: Finalize the detailed design and contract documents for the Combined
Sewage Storage Tunnel by end of 2015.
17-B: Complete 100% of the construction of the Combined Sewage Storage Tunnel
(CSST) by end of 2019.
18. Water Environment
Strategy Phase 2
18-A: Complete the first annual water quality data report by Q4 2016.
19. Increase Forest Cover
19-A: Achieve the City’s tree planting target of 125,000 trees per year.
20. Air Quality and Climate
Change Management
Plan
20-A: Decrease the municipal fleet’s total litres of fuel consumed per 100
kilometres for the municipal fleet, by 3% by the end of 2015; 4% by the end
of 2016, 5% by the end of 2017 and 6% by the end of 2018.
18-B: Make Baseline Water Quality monitoring data available through the City’s
Open Data initiative by 2015.
20-B: Decrease in kilowatt hours per square meter (ekWh/m2) purchased at City
facilities by 2.67% (from 2014 values) by the end of Q4 2018.
21. Stormwater Management
(SWM) Retrofit Master
Plan
21-A: Complete 100% of the Eastern Subwatersheds SWM Retrofit Study by the
end of 2015.
22. Renewable Energy
Strategy
22-A: Complete 100% of the project by Q4 2016.
23. Bayview Yards
Environmental and
Geotechnical
Development
Assessment
23-A: Complete 100% of the project by Q4 2018.
24. Urban Forest
Management Strategy
25. Urban Natural Area
Acquisition Strategy
21-B: Complete 85% of City-wide SWM Retrofit Master Plan by end of 2018.
24-A: Complete 100% of the development of the Urban Forest Management
Strategy by Q4 2016.
25-A: Acquire 100% of the three priority urban natural features areas
recommended for acquisition (UNA 193, UNA 95, UNA 100) by Q4 2018.
25-B: Protect 100% of the seven urban natural areas in the 2013 Urban Features
Strategy Update that were not recommended for acquisition by Q4 2018.
25-C: Complete 100% of the discussion paper on sustainable funding of the
Environmental Resource Areas Acquisition Reserve Fund by Q3 2016.
66
Priorities
Sustainable
Environmental
Services
Strategic
Objectives
ES2 Reduce longterm costs
through planned
investment and
staging of
diversion and
conservation
strategies
ES2-A: Reduce the electrical
consumption of the City's
streetlighting network by
29M kWh by the end of Q4
2018.
26. Waste Diversion in
Parks, Buildings and
Grounds Services
Operations
26-A: Increase diversion rates in small-scale curb-side City facilities to: 40% by Q4
2015; 45% by Q4 2016; 50% by Q4 2017 and 55% by Q4 2018.
27. Energy Management and
Investment Strategy
(2015-2019)
27-A: Increase the number of streetlights converted to energy efficient LED
technology by 15,000 per year.
28. Large Diameter
Watermain Program
28-A: Complete condition assessment of 5 km of Transmission main (>610mm) per
year.
27-B: Reduce maintenance costs per converted streetlight fixtures by 50%.
28-B: Repair / replace 100% of pipe sections and appurtenances identified annually
through the Condition Assessment Program to be below acceptable risk of
failure.
67
Priorities
Healthy and
Caring
Communities
Strategic
Objectives
HC1 Advance
equity and
inclusion for the
city’s diverse
population
HC1-A: Increase the percentage of
employees (starting in 2016)
who are advancing equity
and inclusion in their work in
the categories specified in
the Equity and Inclusion
Lens, by 5% each year by
the end of 2018. The
baseline for the percentage
of employees will be
developed in 2015.
29. Service Enhancements Accessibility Barrier
Removal Program
29-A: Develop a Facility Accessibility Rating Framework to inform the public of the
level of facility accessibility. Complete 50% of the framework by Q4 2015 and
100% by Q4 2016.
29-B: Complete delivery of the annual Accessibility Barrier Removal Program for
existing buildings, parks, and barrier removals by 15% in Q4 2015, 50% in
Q4 2016, 75% in Q4 2017, and 100% in Q4 2018.
30. Creating an Accessible
City for All
30-A: Deliver Web Content Accessibility Guidelines (WCAG) Compliance training to
100% of staff identified by Q4 2015; Deliver Accessible Office suite
documents training to 100% of staff identified by the end of Q1 2016.
30-B: Audit 10% of new PDF documents posted on a City of Ottawa website in
2015; Audit 10% in 2016; Audit 15% in 2017; Audit 15% in 2018.
30-C: Maintain 80% compliance to the accessible design standards for annual
construction purchase order reviews in SAP.
30-D: Implement one communications strategy per year focused on increasing
manager awareness of the accommodations available to candidates and
employees with disabilities.
31. Inclusive Community
Initiative
31-A: Implement 5% in 2015, 20% in 2016, 20% in 2017 and 35% in 2018 of the
actions in the five (5) action plans (Older Adult Plan, Youth Action Plan,
Municipal Immigration Strategy, Employer Strategy and the Aboriginal
Service Strategy).
31-B: Increase the percentage of trained employees (starting in 2016) who report
using the Equity and Inclusion Lens in their daily work within one year of
training by 5% each year by the end of 2018. The baseline for the
percentage of employees will be developed in 2015.
32. Community and Social
Services Partnership
Capital Funding
32-A: Allocate 25% of total funds annually during the term of Council.
68
Priorities
Strategic
Objectives
Healthy and
Caring
Communities
HC2 Revitalize
recreation
services
HC2-A: Increase consistency among
identified registered
recreation activities by 10%
by Q4 2015, 15% by Q4
2016, and 20% by Q1 2018.
33. Modernization of
Recreation Services
33-A: Complete 20% of the Recreation Infrastructure Standards and Strategy by
Q4 2015, 40% by Q4 2016, 75% by Q4 2017, and 100% by Q4 2018.
33-B: Increase the number of Event Central-fostered activities occurring at
Lansdowne Park and City Hall to 175 activities in 2015, 185 in 2016 and 200
in 2017. In 2018, reduce the number of activities to 185.
34. Revise Parks, Recreation
and Cultural Services
Facility Allocation Policy
34-A: Increase the progress made in revising the Facility Allocation Policy to 50%
by Q2 2015, 75% by Q3 2015, and 100% by Q4 2015.
35. Develop a Sport Strategy
35-A: Increase the progress made in preparing a Municipal Sports Strategy to 50%
by the end of Q2 2015 and 100% by Q4 2015.
36. Recreation Major/Minor
Capital Partnership
36-A: Leverage a minimum $1.25 of community investment for every $1.00
contributed by the City in minor and major capital partnerships, every year,
from 2015 through 2018.
37. Parks and Recreation
Facility Upgrades
37-A: Increase progress made in implementing Parks and Recreation facility
upgrades to 25% in 2015, 50% in 2016, 75% in 2017 and 100% in 2018.
38. Community Rinks
38-A: Increase support to community groups for the operation of outdoor rinks by
10% each year from 2015 to 2018 over the base year.
39. Targeted Low-income
Recreation Subsidies
39-A: Increase participation, over 2015 baseline, by 50% in 2016 and maintain for
2017 and 2018.
39-B: Increase hours of programming, over 2015 baseline, by 50% in 2016, and
maintain for 2017 and 2018.
69
Priorities
Healthy and
Caring
Communities
Strategic
Objectives
HC3 Create new
affordable
housing options
HC3-A: Approve 300 new affordable
housing units by Q4 2018.
40. Ten Year Housing and
Homelessness Plan
HC3-B: Create over 150 new housing
subsidies by Q4 2018 (Rent
Supplements and Housing
Allowances).
40-A: Decrease the annual average number of families who stayed in motels by
30% by the end of Q4 2018.
40-B: Decrease the cost of emergency shelter response by 20% by Q4 2018 and
reinvest all savings in housing and supports.
41. Building Better
Revitalized
Neighbourhoods
41-A: Complete 100% of Phase 1 of the project, which includes establishing a
planning framework and selecting a neighbourhood, and reporting to Council,
by the end of Q1 2016.
41-B: Complete 100% of Phase 2 of the project, which includes obtaining Council
approval on a revitalization action plan for the selected neighbourhood, by
the end of Q4 2016.
Healthy and
Caring
Communities
HC4 Support Arts,
Heritage, and
Culture
HC4-A: Implement the milestones
listed below.
· Complete the Arts Court
redevelopment by Q1
2018
· Complete development of
new Heritage Reference
List with online
accessibility by end of
2018
· Achieve 80% of
recommended cultural
facility operating funding
(Renewed Action Plan for
Arts, Heritage and
Culture) by end of 2018,
and 33% of community
cultural facility capital
funding by end of 2018.
42. Ottawa Art Gallery
Expansion and Arts Court
Redevelopment
42-A: Complete the Ottawa Art Gallery (OAG) expansion and Arts Court
redevelopment by 25% in Q4 2015, 50% in Q4 2016 and 100% in Q1 2018.
43. Implementation of the
Renewed Action Plan for
Arts, Heritage and
Culture
43-A: Allocate community cultural facility capital funding commitments of $250K per
year 2015 to 2018 in support of action number two of the Council-approved
Renewed Action Plan for Arts and Heritage and Culture.
44. Heritage Reference List
44-A: Complete 100% of new Heritage Reference List and make it accessible
online by Q4 2016 for inside the greenbelt and 100% by Q4 2018 for outside
the greenbelt.
43-B: Achieve 50% of the investment recommended as cultural facility operating
funding in action number three of the Council-approved Renewed Action Plan
for Arts, Heritage and Culture by the end of 2015; achieve 60% by the end of
2016, 70% by the end of 2017 and 80% by the end of 2018.
44-B: Complete 100% of the identified local community Heritage Conservation
District Studies by the end of 2018.
70
Priorities
Strategic
Objectives
Healthy and
Caring
Communities
HC5 Develop a
Taxi Strategy
Service
Excellence
SE1 Improve the
client experience
through
established
service
expectations
HC5-A: Increase the progress made
in completing a Taxi Strategy
to 100% by Q1 2016.
46. Taxi Regulation Review
SE1- A: 100% of departments are
reporting on a standardized
corporate client experience
measurement framework
that focuses on improving
the client experience with
City services by Q4 2018.
47. Client Centric Service
Improvement
46-A: Increase the progress made in the assessment of current taxi and limousine
regulations, and a comparison to best practices, to 100% by Q1 2016.
46-B: Increase the progress made in the completion of stakeholder consultation on
new taxi and limousine regulations, to 100% by Q1 2016.
47-A: Improvement in the overall quality assurance rating of the client experience
(reliability/responsive/caring) in the three areas of focus by Q4 2018.
71
Priorities
Service
Excellence
Strategic
Objectives
SE2 Improve
access to City
services through
digital service
delivery
SE2-A: Increase in the number of
transactions on the web each
year from 2015 to 2018.
48. Program Registration,
Facilities Booking and
Payment System
Replacement
48-A: Complete 100% assessment and documentation of the end-to-end business
needs in support of a common registration, booking and payment experience
for City programs and services by Q2 2016.
49. Phone and Counter
Strategy Implementation
49-A: Complete 100% of the business case by the end of 2015.
50. Legacy Technology
System Replacement
50-A: Number of application types available on line.
51. Open Data
Implementation Program
51-A: Increase the percentage of open data sets available to the public by 10%
annually during this Term of Council.
52. Digital Service Strategy
and Implementation
52-A: Develop 100% of the Strategy (including public consultation) by Q1 2016.
53. IT Department
Transformation
53-A: Develop and implement 100% of the IT Department Transformation in a
staged delivery with all the components implemented by the end of 2018.
48-B: Complete 100% procurement of a new registration, booking and payment
solution with an executed vendor contract by Q2 2018.
49-B: 100% of the Phone & Counter Strategy implemented, based on the approved
business case timeline.
50-B: Number of self-serve application submissions.
52-B: Implement 100% of the projects identified and approved by Council for
implementation within this Term of Council in support of the Digital Strategy
by Q4 2018.
72
Priorities
Service
Excellence
Strategic
Objectives
SE3 Develop
positive, effective,
and engaged
employees
committed to the
service promise
SE3-A: Increase in employee levels
of job satisfaction and
commitment.
54. Implement the Service
Promise
54-A: Increase the percentage of employees, over the 2015 baseline, who indicate
that they are determined to fulfill the Service Excellence commitment
(reflecting the Service Promise).
55. Implement the 2015-2018
Corporate People Plan
55-A: Increase the proportion of critical positions with successors who are ready
within one year to 50% by Q4 2015, 55% by Q4 2016, 60% by Q4 2017 and
65% by Q4 2018.
55-B: Increase the workforce representation of the four diversity groups relative to
their availability in the labour market, in accordance with the following targets:
· Visible Minorities: Increase by 3% during 2015 to 2018 (from 7% to 10%)
· Aboriginal Peoples: Increase by 0.5% during 2015 to 2018 (from 1.5% to
2%)
· People with disabilities: Increase by 1% during 2015 to 2018 (from 2.34%
to 3.34%)
· Women: Maintain overall representation equal to market availability
55-C: Advance the development of the Psychologically Healthy Workplace
Roadmap, 25% by Q2 2015, and 100% by Q4 2015.
55-D: Total number of in scope employees that have an ICA completed using the
on-line PDP tool targeting 80% by Q4 2017 excluding employees on an 18month performance cycle (roll out of ICA online starts in Q2 2015 through to
Q4 2016).
Governance,
Planning and
DecisionMaking
GP1 Strengthen
public
engagement
GP1-A: Increase the number of
participants in Corporate
public engagement activities
annually.
56. Improved Public
Engagement in Planning
Matters
56-A: Increase the percentage of eligible development applications that have a
completed public engagement strategy to 50% by 2018 over 2015 results.
57. Social Media and Public
Engagement
57-A: Increase use of social media to promote public engagement activities.
56-B: Increase the public’s evaluation of the public engagement process by 30%
over 2015 baseline results within the term of Council.
73
Priorities
Governance,
Planning and
DecisionMaking
Financial
Responsibility
Strategic
Objectives
GP2 Advance
management
oversight through
tools and
processes that
support
accountability and
transparency
GP2-A: Evaluate 100% of applicable
construction and consultant
contracts per year.
FS1 Demonstrate
sound financial
management
58. Comprehensive Asset
Management (CAM)
58-C: Develop an Integrated Asset Planning Framework by end of Q1 2016.
FS1-A: Complete update of the LongRange Financial Plans within
the Term of Council.
FS1-C: Maintain the percentage of
overall surplus or deficit
compared to total operating
expenditure budget at 0,
annually.
58-A: Complete service-based asset management plans (20 in total) by end of Q4
2018.
58-B: Implement the Capital Investment Prioritization and Project Value
Assessment processes by end of Q3 2015.
GP2-B: Train 100 project managers
in the use of the Project
Management framework per
year.
FS1-B: Maintain established level of
liquidity quarterly.
59. Project Information
Management System
(PIMS)
59-A: Implement 100% of Project Information Management Systems (PIMS) project
milestones by end of Q1 2017.
60. Enhance Management
Oversight and
Accountability
60-A: Implement 100% of the project milestones within this initiative by Q4 2016:
61. Water and Wastewater
Rate Structure Review
61-A: Complete Water and Wastewater Rate Review by end of Q1 2016.
62. Infrastructure Standards
Review
62-A: Develop 100% of new infrastructure standards by the end of 2018.
63. Fiscal Framework
Refresh
63-A: Complete 100% of the Fiscal Framework Update by Q4 2016.
· Review of Phase 1 of VPM by Q1 2016.
· Achieve the service standard for acknowledgement of complaints within 3
business days a minimum of 85% of the time.
· Train 100% of designated project leads on the Corporate Business Case
methodology by the end of Q4 2015.
· Complete a review of changes in Management Accountability Reporting
by Q4 2016.
74
Priorities
Financial
Responsibility
Strategic
Objectives
FS2 Align
strategic priorities
to Council’s
financial targets
FS2-A: Adopt annual budgets that
meet targets set by Council.
FS2-B: Maintain annually tax
supported debt service costs
within the limit approved by
Council as part of the Long
Range Financial Plan
(LRFP).
64. Maintain the Property
Tax Rate in Accordance
with Council’s Budget
Direction
64-A: Tax rate Increase.
65. Increase Contribution to
Capital
65-A: Capital Funding increase.
FS2-C: Maintain annually rate
support debt service costs
within the limit approved by
Council as part of the Long
Range Financial Plan
(LRFP).
75
76
Appendix B: Glossary of Terms
1. Accountability – the principle that a municipality is obligated to demonstrate and
take responsibility for its actions, decisions and policies, and that it is answerable to the
public at large.
2. Balanced Scorecard – the strategic planning and management system used at the
City to align activities to Council vision and City strategy and monitor performance
against strategic priorities and strategic objectives.
The City Balanced Scorecard comprises four perspectives:
1. Constituents and Stakeholders – identifies the City’s main clients and key
programs and services the City wants to enhance.
2. Process – addresses internal processes and how to improve them in order to
consistently meet clients’ needs.
3. People – addresses the resources, skills, training and support that staff must have in
order to do their jobs well.
4. Budget – addresses the resources required to achieve the organization’s goals, and
how revenue-generating strategies are balanced with strategies for increasing
productivity.
3. Governance – the process of decision-making and the process by which decisions
are implemented.
4. Long-Range Financial Plan (LRFP) – a document that examines the City’s
operating and capital needs over the next 10 years. It also sets out assumptions on
which these needs are based, presents existing funding sources, outlines potential new
funding sources (both those under Council’s control and those that may require
decisions of other parties), and recommends actions by which the City can secure a
solid financial future. The LRFP is refreshed on a regular basis.
5. Long-Term Sustainability Goals – broad, long-term (30-100 years) goals to be
achieved through City services that make up a vision for a sustainable, resilient and
liveable city.
6. Performance Measure – a quantitative or qualitative tool to assess progress towards
an outcome or goal. Performance measures monitor the implementation and
effectiveness of the City strategy, determine the gap between actual and targeted
performance, and determine organizational effectiveness and operational efficiency. In
the balanced scorecard system, performance measures are tied to strategic objectives
and strategic initiatives.
77
7. Refresh – in the context of a plan, a review (usually minor) to bring it up to date. A
refresh provides an opportunity to respond to new opportunities and emerging issues,
and to acknowledge when actions are completed.
8. Strategic Initiatives – a collection of finite-duration discretionary projects and
programs that are outside day-to-day operational activities and are designated to assist
in achieving the strategic objectives.
9. Strategy Map – a visual representation of the City strategic priorities and strategic
objectives.
10. Strategic Objectives – specific directional statements that represent exactly the
areas of focus during this Term of Council.
11. Strategic Priorities – thematic groupings of specific objectives that provide the
high-level description of the Council strategy. For the current Term of Council (2015–
2018) there are seven: Economic Prosperity; Transportation and Mobility; Sustainable
Environmental Services; Healthy and Caring Communities; Service Excellence;
Governance, Planning and Decision-Making; and Financial Sustainability.
12. City Strategic Plan – the primary document that articulates what Council wants to
achieve during its term. It is also a communication tool for constituents and stakeholders
to understand the overall direction and goals of the organization and how those goals
will be reached in the term of Council.
13. Target – a goal indicating the level of performance or rate of improvement required
for a particular performance measure.
14. Term of Council – the period of time that a Mayor and Councillors serve on Council
after a municipal election. At the City of Ottawa, the Term of Council is four years. The
current Term of Council began in December 2014 and will end in 2018.
15. Transparency – the principle that a municipality will conduct its business in an
accessible, clear and visible manner and that its activities are open to examination by its
stakeholders.
16. Term of Council Vision – defines where the City is going and what the future looks
like. The 2015–2018 Term of Council vision is: “Over the next four years, the City of
Ottawa will increase the public’s confidence in City government and improve resident,
enterprise and visitor satisfaction with City services.”
78
Notes
Note 1
This is an illustration of the City of Ottawa’s organizational chart.
At the top is of the chart is City Council.
Under City Council is the City Manager, Kent Kirkpatrick, who reports directly to City
Council. The Office of the Auditor General is also under City Council.
Under the City Manager are three portfolios:
·
City Manager’s Office
·
City Operations Portfolio (Susan Jones (Acting), Deputy City Manager)
·
Planning and Infrastructure Portfolio (John Moser (Acting), Deputy City Manager)
Under the City Manager’s Office are the following departments:
·
Corporate Communications Department (Lisa Allaire, Chief)
·
City Clerk & Solicitor Department (Rick O’Connor, City Clerk & Solicitor)
·
Finance Department (Marian Simulik, City Treasurer)
·
Corporate Programs & Business Services Department (Steve Box, Director)
·
Economic Development and Innovation Department (Saad Bashir, Director)
·
Light Rail Planning and Implementation (Nancy Schepers (Acting), Executive
Advisor)
·
Transit Services Department (John Manconi, General Manager)
79
Under the City Operations Portfolio are the following departments:
·
Community & Social Services Department (Aaron Burry, General Manager)
·
Public Works Department (Kevin Wylie, General Manager)
·
Information Technology Services Department (Charles Duffett, Director and Chief
Information Officer)
·
Parks, Recreation & Cultural Services Department (Dan Chenier, General
Manager)
·
Human Resources Department (Marianne Phillips (Acting), Director)
·
Emergency & Protective Services Department (Anthony Di Monte (Acting),
General Manager)
·
ServiceOttawa Department (Donna Gray, Director)
·
Environmental Services Department (Dixon Weir, General Manager)
Under the Planning and Infrastructure Portfolio are the following departments:
·
Infrastructure Services Department (Wayne Newell, General Manager)
·
Planning & Growth Management Department (Michael Mizzi (Acting), General
Manager)
·
Real Estate Partnership & Development Office (Gordon E. MacNair, Director)
Link to Section II: Strategic Planning at the City of Ottawa
80
Note 2
This is an illustration of the City of Ottawa’s Strategy Map, depicted as a house.
The roof of the house displays the City of Ottawa's 12 Long-Term Sustainability Goals.
The City’s long-term sustainability goals are broad, long-term (30 to 100 year) goals.
They were identified through consultation with residents of Canada’s Capital Region
during a planning exercise led by the City of Ottawa in partnership with the City of
Gatineau and the National Capital Commission.
The City’s long-term sustainability goals guided the development of the Term of Council
Priorities by ensuring that long-term impacts on Ottawa’s economic prosperity,
environment, social well-being and culture and identity were taken into account. The 12
goals, listed below, provide a vision of a sustainable, resilient and liveable capital city:
·
Health and Quality of Life - All residents enjoy a high quality of life and contribute
to community well-being
·
Economic Prosperity - Economic prosperity supports residents, community wellbeing and ecological health
·
Culture and Identity - Cultural vitality and diversity contribute to the region’s
strong identity
·
Biodiversity and Ecosystem Health - Ecosystems are healthy, protected and
support biodiversity
·
Governance and Decision-Making - Decision-making is open, informed and
inclusive
·
Climate Change - The region adapts to a changing climate
·
Renewable Energy - Energy is used efficiently and supplied from green,
renewable sources
·
Connectivity and Mobility - Walking, cycling, and transit are residents’ first
choices for transportation
·
Food and Agriculture - The local food system is sustainable and provides
residents with healthy and affordable food
·
Water and Wastewater - Water resources are cherished, conserved and
protected
·
Housing - Housing options are green, healthy and meet the needs of the whole
community
·
Materials and Solid Waste - Waste is reduced towards zero
Underneath the roof is the Term of Council Vision.
81
The levels under the Term of Council Vision represent the balanced scorecard
perspectives. Listed from top to bottom, they are:
·
Constituents and Stakeholders
·
Services and Programs
·
Process and People
·
Budget
Each perspective except the first is associated with one of the seven Term of Council
Priorities and its objectives.
The “Constituents and Stakeholders” perspective is associated with three objectives for
three types of constituents and stakeholders:
·
Residents: Objective C1 – “Contribute to the improvement of my quality of life”
·
Enterprises: Objective C2 – “Enable the achievement of our short and long term
success”
·
Visitors: Objective C3 – “Provide a compelling, vibrant destination”
The “Services and Programs” perspective is associated with four Term of Council
Priorities and their objectives:
·
Economic Prosperity Priority: Objective EP1 – Promote Ottawa; EP2 – Support
growth of local economy
·
Transportation & Mobility Priority: Objective TM1 – Build a world-class
environmentally sustainable light rail transit system; TM2 – Provide and promote
infrastructure to support safe mobility choices; TM3 – Integrate the rapid transit and
transit priority network into the community; TM4 – Improve safety for all road users;
TM5 – Ensure reliable, safe, accessible and affordable transit services
·
Sustainable Environmental Services Priority: Objective ES1 – Support an
environmentally sustainable Ottawa; ES2 – Reduce long-term costs through planned
investment and staging of diversion and conservation strategies
·
Healthy & Caring Communities Priority: Objective HC1 – Advance equity and
inclusion for the city’s diverse population; HC2 – Revitalize recreation services; HC3
– Create new affordable housing options; HC4 – Support Arts, Heritage and Culture;
HC5 – Develop a Taxi Strategy
The “Process and People” combined perspective is associated with two Term of Council
Priorities and associated objectives:
82
·
Service Excellence Priority: Objective SE1 – Improve the client experience through
established service expectations; SE2 – Improve access to City services through
digital service delivery; SE3 – Develop positive, effective, and engaged employees
committed to the service promise
·
Governance, Planning & Decision-Making Priority: Objective GP1 – Strengthen
public engagement; GP2 – Advance management oversight through tools and
processes that support accountability and transparency
The “Budget” perspective is associated with one Term of Council Priority and its
objectives:
·
Financial Sustainability Priority: Objective FS1 – Demonstrate sound financial
management; FS2 – Align strategic priorities to Council’s financial targets
Link to 2015–2018 Term of Council Priorities
83
84

City of Ottawa 2015-2018 Strategic Plan

Transcription

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