City of Ottawa 2015-2018 Strategic Plandocuments.ottawa.ca/.../documents/2015_2018_strategic_plan_en.pdfStrategic Priority – Governance, ... Strategic Priority – Financial Sustainability

City of Ottawa2015-2018Strategic Plan

July 2015

2015-042

City of Ottawa | 2015–2018 Strategic Plan

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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


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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 decision-making 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

Jody Mitic

Ward 2 – Innes

Jan Harder

Ward 3 – Barrhaven

Marianne Wilkinson

Ward 4 – Kanata North

Eli El-Chantiry

Ward 5 – West Carleton- March

Shad Qadri

Ward 6 – Stittsville

Mark Taylor

Ward 7 – Bay

Rick Chiarelli

Ward 8 – College


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Keith Egli

Ward 9 – Knoxdale-Merivale

Diane Deans

Ward 10 – Gloucester-Southgate

Tim Tierney

Ward 11 – Beacon Hill-Cyrville

Mathieu Fleury

Ward 12 – Rideau-Vanier

Tobi Nussbaum

Ward 13 – Rideau-Rockcliffe

Catherine McKenney

Ward 14 - Somerset

Jeff Leiper

Ward 15 - Kitchissippi

Riley Brockington

Ward 16 – River

David Chernu-shenko

Ward 17 – Capital


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Jean Cloutier

Ward 18 – Alta Vista

Stephen Blais

Ward 19 – Cumberland

George Darouze

Ward 20 – Osgoode

Scott Moffatt

Ward 21 – Rideau-Goulbourn

Michael Qaqish

Ward 22 – Gloucester-South Nepean

Allan Hubley

Ward 23 – Kanata South

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


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Link to Note 1

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


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Link to Note 2

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:


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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 Sub-Committee

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

Overview of 2015-2018 Term of Council Priorities


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Priority Strategic Objectives (Lead Dept/SC) Strategic Initiatives Lead Dept SC

Economic Prosperity

EP1 – Promote Ottawa (EDI/FEDC) 1 Ottawa 2017 Celebrations EDI FEDC

EP2 – Support growth of local economy (EDI/FEDC)

2 Renew and Implement Economic Development Strategy

3 ByWard and Parkdale Market/Sparks Street Mall Renewal

EDI

PGM

FEDC

FEDC

Transportation and Mobility

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

Stage 2 Office

FEDC

FEDC/TRC

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 Projects (2015-2018)

PGM

PGM

PGM

TRC/ARAC

TRC

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

PW

TRC TRC TRC

TRC/ARAC

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 OCT TC


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Sustainable Environmental Services

ES1 – Support an environmentally sustainable Ottawa (ESD/EC)

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

ESD REPDO

PGM PGM

EC EC/ARAC EC/ARAC

EC EC/ARAC

EC FEDC

EC PC

ES2 – Reduce long-term costs through planned investment and staging of diversion and conservation strategies (PW/EC)

26 Waste Diversion in Parks, Buildings and Grounds Services Operations

27 Energy Management and Investment Strategy (2015-2019)

28 Large Diameter Watermain Program

PW

PW

ESD

EC

EC

EC

Healthy and Caring Communities

HC1 – Advance equity and inclusion for the city’s diverse population (CSS/CPSC)

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

ISD

CPBS CSS CSS

FEDC

FEDC CPSC CPSC


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Healthy and Caring Communities (continued)

HC2 – Revitalize recreation services (PRC/CPSC)

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

PRC

PRC PRC PRC PRC

PRC

CPSC

CPSC

CPSC CPSC CPSC CPSC

CPSC

HC3 – Create new affordable housing options (CSS/CPSC)

40 Ten Year Housing and Homelessness Plan 41 Building Better Revitalized Neighbourhoods

CSS

PGM

CPSC

PC

HC4 – Support Arts, Heritage, and Culture (PRC/CPSC)

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 45 Central Library Development*

ISD

PRC

PGM OPL

FEDC

CPSC

PC Council

HC5 – Develop a Taxi Strategy (EPS/CPSC) 46 Taxi Regulation Review EPS CPSC

Service Excellence

SE1 – Improve the client experience through established service expectations (SO/FEDC)

47 Client Centric Service Improvement SO FEDC

*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.


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Service Excellence (continued)

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

PRC

SO PGM SO SO ITS

FEDC/ITSC

FEDC FEDC/ITSC FEDC/ITSC FEDC/ITSC FEDC/ITSC

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

Governance, Planning and Decision-Making

GP1 – Strengthen public engagement (CPBS/FEDC)

56 Improved Public Engagement in Planning Matters

57 Social Media and Public Engagement

PGM

CC

PC

FEDC

GP2 – Advance management oversight through tools and processes that support accountability and transparency (CPBS/FEDC)

58 Comprehensive Asset Management (CAM)

59 Project Information Management System (PIMS)

60 Enhance Management Oversight and Accountability

ISD

ISD

CPBS

FEDC

FEDC

FEDC

Financial Sustainability

FS1 – Demonstrate sound financial management (FIN/FEDC)

61 Water and Wastewater Rate Structure Review

62 Infrastructure Standards Review

63 Fiscal Framework Refresh

FIN

PGM

FIN

EC

PC

FEDC

FS2 – Align strategic priorities to Council’s financial targets (FIN/FEDC)

64 Maintain the Property Tax Rate in Accordance with Council’s Budget Direction

65 Increase Contribution to Capital

FIN

FIN

FEDC

FEDC

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.


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Strategic Initiative(s)

Committee Oversight

Strategic Initiative Performance Measure(s)

Budget (Total 2015–2018) ($,000s)

Capital Operating

1. Ottawa 2017 Celebrations

FEDC 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.

1-D: Deploy a pageantry program in a minimum of 200 businesses and/or public venues by Q1 2016.

$0 $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.


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Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

2. Renew and Implement Economic Development Strategy

FEDC 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).

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.

$500 $14,680


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Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

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.

3-B: Implement 100% of the Council directed governance model for the Sparks Street Mall by Q4 2015.

$350 $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.


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Committee Oversight


Budget (Total 2015–2018) ($,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

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.


28


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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.

$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 8-A: Complete 100% of the identified built Phase 1 TMP Pedestrian projects by Q4 2018.

$4,500 $0

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.


29


Committee Oversight


Budget (Total 2015–2018) ($,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 11-A: Complete 100% of the Queen Street Streetscaping enhancements by December 2017.

$15,800 $0

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.


30


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.

14-B: Develop 100% of the Cycling Network Patrol Program by Q4 2017.

$0 $800


31


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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.

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.

$11,200 $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


33

Strategic

Initiative(s) Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

16. Making the O-Train’s Confederation Line an integrated part of the OC Transpo system

TC 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.

16-D: Reduce 50% of the OC Transpo buses traveling through the downtown core by September 2018.

$45,230 $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.


34


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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.

17-B: Complete 100% of the construction of the Combined Sewage Storage Tunnel (CSST) by end of 2019.

$11,800 $0


35


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

18. Water Environment Strategy Phase 2

EC / ARAC 18-A: Complete the first annual water quality data report by Q4 2016.

18-B: Make Baseline Water Quality monitoring data available through the City’s Open Data initiative by 2015.

$4,000 $0

19. Increase Forest Cover

EC / ARAC 19-A: Achieve the City’s tree planting target of 125,000 trees per year.

$0 $22,420

20. Air Quality and Climate Change Management Plan

EC 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.

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.

$1,500 $1,000

21. Stormwater Management (SWM) Retrofit Master Plan

EC / ARAC 21-A: Complete 100% of the Eastern Subwatersheds SWM Retrofit Study by the end of 2015.

21-B: Complete 85% of City-wide SWM Retrofit Master Plan by end of 2018.

$2,465 $0

22. Renewable Energy Strategy

EC 22-A: Complete 100% of the project by Q4 2016.

$0 $100


36


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

23. Bayview Yards Environmental and Geotechnical Development Assessment

FEDC 23-A: Complete 100% of the project by Q4 2018.

$0 $1,600

24. Urban Forest Management Strategy

EC 24-A: Complete 100% of the 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.

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.

$0 $0

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.


37


Committee Oversight


Budget (Total 2015–2018) ($,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.

27-B: Reduce maintenance costs per converted streetlight fixtures by 50%.

$4,000 $1,960


38


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

28. Large Diameter Watermain Program

EC 28-A: Complete condition assessment of 5 km of Transmission main (>610mm) per year.

28-B: Repair / replace 100% of pipe sections and appurtenances identified annually through the Condition Assessment Program to be below acceptable risk of failure.

$13,500 $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.


39


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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.

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.

$11,000 $0


40


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

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.

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.

$100 $400


41


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

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).

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.

$0 $2,100

32. Community and Social Services Partnership Capital Funding

CPSC 32-A: Allocate 25% of total funds annually during the term of Council.

$0 $1,200

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.


42


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

33. Modernization of Recreation Services

CPSC 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.

$0 $100

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.

$0 $0


43


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

35. Develop a Sport Strategy

CPSC 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.

$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


44


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

39. Targeted Low-Income Recreation Subsidies

CPSC 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.

$0 $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).


45


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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.

40-B: Decrease the cost of emergency shelter response by 20% by Q4 2018 and reinvest all savings in housing and supports.

$0 $64,000


46


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

41. Building Better Revitalized Neighbourhoods

PC 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.

$0 $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.


47


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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 $7,470


48


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

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.

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.

$0 $4,424


49


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

44. Heritage Reference List

PC 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.

44-B: Complete 100% of the identified local community Heritage Conservation District Studies by the end of 2018.

$0 $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.


50


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

46. Taxi Regulation Review

CPSC 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.

$0 $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.


51


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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 $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.


52


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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.

48-B: Complete 100% procurement of a new registration, booking and payment solution with an executed vendor contract by Q2 2018.

$0 $6,340

49. Phone and Counter Strategy Implementation

FEDC 49-A: Complete 100% of the business case by the end of 2015.

49-B: 100% of the Phone & Counter Strategy implemented, based on the approved business case timeline.

$0 $2,400


53


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

50. Legacy Technology System Replacement

FEDC / ITSC

50-A: Number of application types available on line.

50-B: Number of self-serve application submissions.

$2,800 $0

51. Open Data Implementation Program

FEDC / ITSC

51-A: Increase the percentage of open data sets available to the public by 10% annually during this Term of Council.

$0 $348

52. Digital Service Strategy and Implementation

FEDC / ITSC

52-A: Develop 100% of the Strategy (including public consultation) by Q1 2016.

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.

$0 $1,200

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.

$0 $0

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.


54


Committee Oversight


Budget (Total 2015–2018) ($,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 2015-2018 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.

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:

$0 $3,200


55


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

· 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 18-month performance cycle (roll out of ICA online starts in Q2 2015 through to Q4 2016).

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.


56


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

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.

56-B: Increase the public’s evaluation of the public engagement process by 30% over 2015 baseline results within the term of Council.

$0 $600

57. Social Media and Public Engagement

FEDC 57-A: Increase use of social media to promote public engagement activities.

$0 $308

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.


57


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

58. Comprehensive Asset Management (CAM)

FEDC 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.

58-C: Develop an Integrated Asset Planning Framework by end of Q1 2016.

$200 $0

59. Project Information Management System (PIMS)

FEDC 59-A: Implement 100% of Project Information Management Systems (PIMS) project milestones by end of Q1 2017.

$0 $0


58


Committee Oversight


Budget (Total 2015–2018)($,000s)

Capital Operating

60. Enhance Management Oversight and Accountability

FEDC 60-A: Implement 100% of the project milestones within this initiative 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.

$0 $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.


59


Committee Oversight


Budget (Total 2015–2018) ($,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

63. Fiscal Framework Refresh

FEDC 63-A: Complete 100% of the Fiscal Framework Update by Q4 2016.

$0 $0

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).


60


Committee Oversight


Budget (Total 2015–2018) ($,000s)

Capital Operating

64. Maintain the Property Tax Rate in Accordance with Council’s Budget Direction

FEDC 64-A: Tax rate Increase. $0 $0

65. Increase Contribution to Capital

FEDC 65-A: Capital Funding increase. $0 $14,615

Appendix A: City Balanced Scorecard Legend: SO = Strategic Objectives SI = Strategic Initiatives


61

Priorities Strategic Objectives

SO Performance Measures Strategic Initiatives SI Performance Measures

Economic Prosperity

EP1 Promote Ottawa

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.

1. Ottawa 2017 Celebrations 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.

1-D: Deploy a pageantry program in a minimum of 200 businesses and/or public venues by Q1 2016.


62



Economic Prosperity

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.

EP2-B: Enroll 3 companies in the Innovation Pilot Program every year from 2016 to 2018.

2. Renew and Implement Economic Development Strategy

3. ByWard and Parkdale Market/Sparks Street Mall Renewal

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).

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.

3-A: Implement 100% of the Council directed governance model for ByWard and Parkdale Market by Q1 2017.

3-B: Implement 100% of the Council directed governance model for the Sparks Street Mall by Q4 2015.


TM1 Build a world class environmentally sustainable light rail transit system

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.

4. Completion of the O-Train’s Confederation Line Light Rail Transit Projects

5. Light Rail Transit Stage 2 Readiness

4-A: Complete 100% of Stage One of the Confederation Line project by May 2018.

5-A: Progress toward completion of three Environmental Assessments to 70% by end of 2015 and 100% by Q3 2016.


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TM2 Provide and promote infrastructure to support safe mobility choices

TM2-A: Implement 100% of the initiatives aligned with Phase 1 of the Transportation Master Plan by the end of 2018.

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 Projects (2015-2018)

6-A: Complete 75% of built Phase 1 TMP road projects by Q4 2018.

7-A: Complete 100 percent of the identified built Phase 1 TMP Cycling projects by Q4 2018.

8-A: Complete 100 percent of the identified built Phase 1 TMP Pedestrian projects by Q4 2018.


TM3 Integrate the rapid transit and transit priority network into the community

TM3-A: Increase or maintain the number of cyclists who cycle to transit (bikes parked at stations) annually during the Term of Council.

9. Community Pathways and Connections Program

10. Rideau Street Streetscaping

11. Queen Street Streetscaping

9-A: Achieve 70% of project/ km in construction phase of new facilities within 2 years of initial funding for each particular project.

10-A: Complete 100% of improvements to Rideau Street and Nicholas Street by end of year 2017.

11-A: Complete 100% of the Queen Street Streetscaping enhancements by December 2017.


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TM4 Improve safety for all road users

TM4-A: Implement 100% of the initiatives aligned with improving roads safety by the end of 2018.

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

12-A: Increase the completion of the study to 100% and present findings to Transportation Committee in Q1 2016.

13-A: Complete 10 cycling safety enhancements/upgrades per year.

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-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.


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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.

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.

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.

16-D: Reduce 50% of the OC Transpo buses traveling through the downtown core by September 2018.


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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 SewageStorage Tunnel (CSST)

18. Water EnvironmentStrategy Phase 2

19. Increase Forest Cover

20. Air Quality and ClimateChange ManagementPlan

21. Stormwater Management(SWM) Retrofit MasterPlan

22. Renewable EnergyStrategy

23. Bayview YardsEnvironmental andGeotechnicalDevelopmentAssessment

24. Urban ForestManagement Strategy

25. Urban Natural AreaAcquisition Strategy

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-A: Complete the first annual water quality data report by Q4 2016.

18-B: Make Baseline Water Quality monitoring data available through the City’s Open Data initiative by 2015.

19-A: Achieve the City’s tree planting target of 125,000 trees per year.

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.

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-A: Complete 100% of the Eastern Subwatersheds SWM Retrofit Study by the end of 2015.

21-B: Complete 85% of City-wide SWM Retrofit Master Plan by end of 2018.

22-A: Complete 100% of the project by Q4 2016.

23-A: Complete 100% of the project by Q4 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.


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ES2 Reduce long-term 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

27. Energy Management and Investment Strategy (2015-2019)

28. Large Diameter Watermain Program

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-A: Increase the number of streetlights converted to energy efficient LED technology by 15,000 per year.

27-B: Reduce maintenance costs per converted streetlight fixtures by 50%.

28-A: Complete condition assessment of 5 km of Transmission main (>610mm) per year.

28-B: Repair / replace 100% of pipe sections and appurtenances identified annually through the Condition Assessment Program to be below acceptable risk of failure.


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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

30. Creating an Accessible City for All

31. Inclusive Community Initiative

32. Community and Social Services Partnership Capital Funding

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-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-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-A: Allocate 25% of total funds annually during the term of Council.


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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

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

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-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-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-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-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-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-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.


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HC3 Create new affordable housing options

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).

40. Ten Year Housing andHomelessness Plan

41. Building BetterRevitalizedNeighbourhoods

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-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.


HC4 Support Arts, Heritage, and Culture

HC4-A: Implement the milestones listed below.

· Complete the Arts Courtredevelopment by Q12018

· Complete development ofnew Heritage ReferenceList with onlineaccessibility by end of2018

· 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 GalleryExpansion and Arts CourtRedevelopment

43. Implementation of theRenewed Action Plan forArts, Heritage andCulture

44. Heritage Reference List

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-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.

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-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.

44-B: Complete 100% of the identified local community Heritage Conservation District Studies by the end of 2018.


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HC5 Develop a Taxi Strategy

HC5-A: Increase the progress made in completing a Taxi Strategy to 100% by Q1 2016.

46. Taxi Regulation Review 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.

Service Excellence

SE1 Improve the client experience through established 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.

47. Client Centric ServiceImprovement

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.


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Service Excellence

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

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

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.

48-B: Complete 100% procurement of a new registration, booking and payment solution with an executed vendor contract by Q2 2018.

49-A: Complete 100% of the business case by the end of 2015.

49-B: 100% of the Phone & Counter Strategy implemented, based on the approved business case timeline.

50-A: Number of application types available on line.

50-B: Number of self-serve application submissions.

51-A: Increase the percentage of open data sets available to the public by 10% annually during this Term of Council.

52-A: Develop 100% of the Strategy (including public consultation) by Q1 2016.

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-A: Develop and implement 100% of the IT Department Transformation in a staged delivery with all the components implemented by the end of 2018.


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Service Excellence

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

55. Implement the 2015-2018 Corporate People Plan

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-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 18-month performance cycle (roll out of ICA online starts in Q2 2015 through to Q4 2016).


GP1 Strengthen public engagement

GP1-A: Increase the number of participants in Corporate public engagement activities annually.

56. Improved Public Engagement in Planning Matters

57. Social Media and Public Engagement

56-A: Increase the percentage of eligible development applications that have a completed public engagement strategy to 50% by 2018 over 2015 results.

56-B: Increase the public’s evaluation of the public engagement process by 30% over 2015 baseline results within the term of Council.

57-A: Increase use of social media to promote public engagement activities.


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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.

GP2-B: Train 100 project managers in the use of the Project Management framework per year.

58. Comprehensive Asset Management (CAM)

59. Project Information Management System (PIMS)

60. Enhance Management Oversight and Accountability

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.

58-C: Develop an Integrated Asset Planning Framework by end of Q1 2016.

59-A: Implement 100% of Project Information Management Systems (PIMS) project milestones by end of Q1 2017.

60-A: Implement 100% of the project milestones within this initiative 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.

Financial Responsibility

FS1 Demonstrate sound financial management

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.

61. Water and Wastewater Rate Structure Review

62. Infrastructure Standards Review

63. Fiscal Framework Refresh

61-A: Complete Water and Wastewater Rate Review by end of Q1 2016.

62-A: Develop 100% of new infrastructure standards by the end of 2018.

63-A: Complete 100% of the Fiscal Framework Update by Q4 2016.


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Financial Responsibility

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).

FS2-C: Maintain annually rate support 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

65. Increase Contribution to Capital

64-A: Tax rate Increase.

65-A: Capital Funding increase.


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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


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and strategic initiatives.

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.”


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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)


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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)


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Link to Section II: Strategic Planning at the City of Ottawa

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 well-being 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


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Underneath the roof is the Term of Council Vision.

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:


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· 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


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Link to 2015–2018 Term of Council Priorities


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Documents

City of Ottawa 2015-2018 Strategic Plandocuments.ottawa.ca/.../documents/2015_2018_strategic_plan_en.pdfStrategic Priority – Governance, ... Strategic Priority – Financial Sustainability