Community Strategic Plan - Windsor · 2019. 1. 10. · 1 Community Strategic Plan - City of Windsor VISION Windsor is a quality city full of history and potential, with a diverse

Community Strategic Plan

Report Card

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Planning DepartmentNovember 2012

2011 Annual

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A Message from Windsor City Council

Message from Mayor and Council,

The Community Strategic Plan embodies City Council’s pledge to work alongside our community members to lay the visionary foundation for our shared future. A strong relationship between Windsorites and their elected representatives is crucial to ensuring a sturdy and effective decision making process.

When the Community Strategic Plan was revised in 2007, City Council fully embraced the four pillars that would drive our strategic development in the coming years: Our Economy, Our Society, Our Environment and Our Government. This year, we are looking back and evaluating our success in upholding these pillars using our second annual Report Card. In doing so, we can translate the lessons of the past 5 years into further refinements to our strategic process going forward.

City Council continues to welcome input from the members of our community, because we know the secret to our future success remains rooted in an open discussion and dialogue between our municipality and the public we serve.

On behalf of City Council and City of Windsor staff, we wish to thank everyone who contributed to the process, and we extend our congratulations on the successes we have realized together so far. Let’s roll up our sleeves and keep it going! Sincerely,

Mayor Eddie Francis

Councillor Dilkens

Councillor Jones

Councillor Valentinis

Councillor Halberstadt

Councillor Gignac

Councillor Hatfield

Councillor Marra

Councillor Payne

Councillor Maghnieh

Councillor Sleiman

Mayor Francis

ii

2

4

3

5

4

3.6

0

1

2

3

4

5

6

2007 2008 2009 2010 2011

Valu

e

Year

How to Interpret the Graphs

12

10

16

20

22

16

0

5

10

15

20

25

2007 2008 2009 2010 2011

Valu

e

Year

This graph shows data for a measure/indicator where the goal is to achieve an increase in the value over time (e.g. improve health, improve the municipal bond rating, increase the number of recreation trails). The direction of the arrow for the goal for these types of indicators is upward. In this sample, the trend for 2011 is also upward since the value of ‘4’ is above the 5 year average line of 3.6. The trend is aligned with the goal.

This graph shows data for a measure/indicator where the goal is to achieve a decrease in the value over time (e.g. decrease poverty, decrease the crime rate, decrease electricity use). The direction of the arrow for the goal for these types of indicators is therefore downward. In this sample, the trend for 2011 is upward since the value of ‘22’ is above the 5 year average line of 16. The trend is not aligned with the goal.

Sample Graph (A)

Sample Graph (B)

5 Year Average

5 Year Average

Goal

Trend

Goal

Trend

Legend an upward goal or trend

Note regarding ‘undefined’ goals: The goal for some of the indicators is ‘undefined’ and is represented by two dash marks. This term is needed since it has not been determined if it is the goal to increase or decrease the value of these indicators over time. In these cases there is one or more unknown factors.

a trend that is unchanged from a previous year

a goal that is undefined (neither upward or downward) a downward goal or trend

Pillar: Our Economy 2

Pillar: Our Society 7

Pillar: Our Environment 16

Pillar: Our Government 24

1. Grow Business 22. Partner Productively 43. Capitalize on Our Strengths 54. Reach Out to the World 55. Develop Skills 6

6. Stay Safe 77. Invest in Quality Living 98. Protect Community Wellness 109. Strengthen the Social Fabric 1110. Create Complete Neighbourhoods 1311. Celebrate Diversity 1412. Honour Heritage 1513. Value Art 15

14. Improve our Environment 1615. Develop Responsibly 1716. Conserve Energy 1917. Maintain Infrastructure 2018. Make Transportation Efficient and Convenient 22

19. Improve Financial Success 2420. Make Services Responsive 2621. Form Beneficial Partnerships 2822. Encourage Public Engagement 2823. Cultivate Administrative Talent 2924. Build Political Leadership 30

Table of Contents

Introduction 1

Objectives:

Objectives:

Objectives:

Objectives:

Message from Windsor City Council iHow to Interpret the Graphs ii

1 Community Strategic Plan - City of Windsor

VISION

Windsor is a quality city full of history and potential, with a diverse culture, a durable economy, and a healthy environment where citizens share a strong sense of belonging and a collective pride of place.

MISSION

Our City is built on relationships - between citizens and their government, businesses and public institutions, city and region - all interconnected, mutually supportive, and focused on the brightest future we can create together.

The Community Strategic Plan assists in identifying strategic issues facing Windsor, alternatives for dealing with them and a common vision to guide all future planning and decision making. It also involves linking with other municipal plans, business processes and establishing a monitoring and annual reporting process. In 2007, City Council updated the Community Strategic Plan (originally created in 1996) to better define the goals and objectives for the City.

This document represents the second annual Report Card and is intended to monitor the success of the Community Strategic Plan and ensure continuous improvement. In 2010, City Council approved the use of a set of “indicators” to help monitor the City’s progress towards our goals. Included in this report card are those indicators with some modifications to align with the availability of data going back to 2007. By monitoring our progress and setting goals for the future we can make the City of Windsor a strong and vibrant community.

OUR ECONOMY OUR SOCIETY OUR ENVIRONMENT OUR GOVERNMENT

Introduction

PILLARS

Cultivated & Competitive

2Community Strategic Plan - City of Windsor

• That the City of Windsor work towards the development of a “brand” that will focus on attracting professionals, individuals and families, addressing the community’s appearance and reputation in order to capitalize on opportunities for tourism, greater economic prosperity and enhanced community pride.

• That the City of Windsor establish partnerships with all orders of government, the private sector, labour and other stakeholders to attract and retain investment that will diversify and sustain the City’s employment base.

Grow BusinessCultivate a positive and diverse economic environment for business growth.

Number of Licences Issued per 100,000 PopulationFigure 1(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

This indicator records the number of business licences (including taxi driver and taxi plate holder licences) issued each year per 100,000 populations. An increase in this indicator demonstrates growth in the City as more employment and business opportunities are made available.

Objective 1

1346.90

1328.40

1390.30

1375.50

1409.20

1370.06

1280.00

1300.00

1320.00

1340.00

1360.00

1380.00

1400.00

1420.00

2007 2008 2009 2010 2011

Num

ber o

f Lic

ense

s/10

0,00

0

Year

5 Year Average

Goal

Trend

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3

ECO

NO

MY

Community Strategic Plan - City of Windsor

Average Percentage of Assessment Growth for All Classes of DevelopmentFigure 1(b) - Source: City of Windsor, Office of the Chief Financial Officer

Construction Value of Total Building Permits Issued per CapitaFigure 1(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

This figure records the total value of building permits issued within the City for residential, institutional, commercial and industrial construction. Issued building permits monitor the value of both new construction and renovation activity within the City.

This indicator identifies the change in all property classes’ total assessment value as calculated at the beginning of the year compared to the value at the end of the year. It measures the net impact on assessment value due to items such as building additions and new construction, which add value, less items such as demolitions, which remove value.

0.89%

0.27%

0.17% 0.15%

0.80%

0.00%

0.10%

0.20%

0.30%

0.40%

0.50%

0.60%

0.70%

0.80%

0.90%

1.00%

2007 2008 2009 2010 2011

Ave

rage

Per

cen

t C

han

ge

Year

$1,067.00

$537.00

$1,088.00

$1,234.00

$870.00 $959.20

$-

$200.00

$400.00

$600.00

$800.00

$1,000.00

$1,200.00

$1,400.00

2007 2008 2009 2010 2011

Tota

l Bui

ldin

g Pe

rmits

Issu

ed/C

apita

Year

5 Year Average

Goal

Trend

Goal

Trend

4

ECO

NO

MY


9,820 9,376

13,592

12,219

14,805

11,962.40

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2007 2008 2009 2010 2011

Num

ber o

f Inq

uire

s

Year

5 Year Average

Partner ProductivelyBring together community leaders and local government in partnerships that stimulate the economy.

Annual Number of Requests for Proposals (RFPs Centrally Awarded) During the Reporting YearFigure 2(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Number of Inquiries to WEEDC Small Business CentreFigure 2(a) - Source: WEEDC Small Business Centre

The Windsor Essex Small Business Centre is a service of the Windsor Essex Economic Development Corporation (WEEDC). The Centre is a source of information, guidance and professional advice for new and developing small businesses. The number of inquiries received annually can be viewed as one indicator of potential economic growth within the City.

This indicator identifies the annual total number of all requests for proposals that were completed and awarded in the reporting year. Depending on the total value, proposals can be awarded by: the Purchasing Department (purchase order or contract order); delegation of authority; or by the authorization of City Council.

Objective 2

30

24

20

35

26 27.00

0

5

10

15

20

25

30

35

40

2007 2008 2009 2010 2011

Tota

l Num

ber o

f RFP

Year

5 Year Average

Goal

Trend

Goal

Trend

5

ECO

NO

MY


66.51%

67.76%

69.58%

65.31%

67.29%

63%

64%

65%

66%

67%

68%

69%

70%

2007 2008 2009 2010 2011

Perc

enta

ge o

f int

erna

tiona

l vis

its

Year

Data Not Available

4 Year Average

Promote tourism and hospitality, making the most of our advantages as a key Canadian gateway.

Total Kilometres of Multi-Use TrailsFigure 4(a) - Source: City of Windsor, Office of the City Engineer

Percentage of International Visits to the Municipal WebsiteFigure 3(a) - Source: City of Windsor, Information Technology

This indicator represents the percentage of visits to the City of Windsor home page made from locations outside of the Country. Data is only available as of May, 2008. This indicator can be viewed as a measure of interest for individuals looking to travel or conduct business in the City.

This indicator monitors the total kilometres of multi-use recreational trails available throughout the City. These are dedicated trails located off-road that may be used for walking, running or bicycling. This indicator demonstrates the City’s interest to provide opportunities for healthy lifestyles to residents, visitors and those considering Windsor as their new home.

Capitalize on Our Strengths

Show the world that the City of Windsor is an outstanding place to live, work and visit.

Reach Out to the World

Objective 3

Objective 4

93.00

97.30

98.90

103.40

105.60

99.64

86

88

90

92

94

96

98

100

102

104

106

108

2007 2008 2009 2010 2011

Kilo

met

res

Year

5 Year Average

Goal

Trend

Goal Trend

6

ECO

NO

MY


Number of People Participating in Retraining through Ontario Works and Employment OntarioFigure 5(a) - Source: Office of Community Development and Health Services

This indicator shows the total number of Ontario Works (OW) and Employment Ontario (EO) clients who participated in retraining activities. Typically, retraining would be (1) continuing education, equivalency assistance and vocational training that results in specific certification; (2) in house or external preparation in life skills, interview techniques, resume writing; and (3) placements with employers for on the job training. The objective is to primarily enrol people in activities that increase employability and lead to employment.

Help our educational institutions develop a skilled and adaptable workforce

Develop SkillsObjective 5

1744 1803

0

200

400

600

800

1000

1200

1400

1600

1800

2000

2007 2008 2009 2010 2011

Nu

mb

er o

f P

eop

le

Year

Goal

TrendData NotAvailable

7 Diverse & Caring


• That the City of Windsor develop and implement a safe community strategy that will strengthen our neighbourhoods, focus on improving community and social services, policing, transportation and public places.

• That the City of Windsor develop a comprehensive cultural master plan to build upon its diverse heritage and culture and promote linkages to tourism and family-oriented activities.

• That the City of Windsor, with its partners, expand facilities, programs and events that may be enjoyed by its diverse community with a concerted focus on family oriented facilities, youth and seniors.

This indicator reports the number of people injured in residential fires (excluding firefighters), as reported by the Windsor Fire and Rescue Services. It demonstrates the continuing efforts of their services to reduce fire related injuries through rescue and prevention.

Ensure public safety and the protection of residents, visitors and property.

Stay Safe

Residential Fire Related Injuries per 100,000 PopulationFigure 6(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Objective 6

6.00

7.39

11.09 9.70

16.12

10.06

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

2007 2008 2009 2010 2011

Inju

ries

/ 10

0,00

0

Year

5 Year Average

Goal

Trend

OU

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CIET

Y

SOCI

ETY


This indicator monitors the change in property crime each year; calculated as the current year’s property crime rate, minus the previous year’s crime rate. Because a drastic increase or decrease in one year will affect the values of the adjacent year therefore it is best to use this indicator to monitor over an extended period of time. Reducing property crimes makes our community a safer place.

Annual Percentage Change in Rate of Violent CrimeFigure 6(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Annual Percentage Change in Rate of Property CrimeFigure 6(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

This indicator measures the percentage change in the number of reported violent criminal code incidents from the previous year. Each annual value is reported on a per 100,000 population basis. When viewed over a multi-year period, this measure provides an indicator of safety in the community. When viewed over a multi-year period, this measure provides one possible indicator of safety in the community. Reducing the quantity and severity of violent crime strengthens our neighbourhoods.

-7.20%

-4.60%

2.70%

-7.10%

-10.50% -12.00%

-10.00%

-8.00%

-6.00%

-4.00%

-2.00%

0.00%

2.00%

4.00%

2007 2008 2009 2010 2011

Ann

ual P

rece

ntag

e Ch

ange

Year

-9.66%

-15.84%

-2.65%

-10.15% -9.29%

-18.00%

-16.00%

-14.00%

-12.00%

-10.00%

-8.00%

-6.00%

-4.00%

-2.00%

0.00% 2007 2008 2009 2010 2011

Annu

al P

erce

nt C

hang

e

Year

Goal

Trend

Goal

Trend

SOCI

ETY


Invest in the common good, maintaining convenient city services and enhancing our public spaces.

Invest in Quality Living

Total operating costs for all natural and maintained parkland divided by the total population. Reducing this cost demonstrates the City is functioning efficiently to provide convenient public spaces that enhance the quality of life for residents of Windsor.

All Parkland in Municipality as a Percentage of Total AreaFigure 7(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Operating Cost of Parks per PersonFigure 7(b)- Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

This indicator measures the total area of publicly accessible parks and natural areas when compared to the total area of the City of Windsor. The more public spaces available within a City, the more attractive it is to its residents and visitors, while providing for a more sustainable environment.

Objective 7

6.50% 6.50% 6.50% 6.50% 6.50% 6.50%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

2007 2008 2009 2010 2011

Perc

enta

ge o

f tot

al a

rea

Year

5 Year Average

$51.21 $51.45

$71.62 $68.47

$92.25

$67.00

$-

$10.00

$20.00

$30.00

$40.00

$50.00

$60.00

$70.00

$80.00

$90.00

$100.00

2007 2008 2009 2010 2011

Cost

s/pe

rson

Year

5 Year Average

Goal

Trend

Goal

Trend

SOCI

ETY


Public Health Operating Cost per CapitaFigure 8(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

General/Family Physicians per 100,000 PopulationFigure 8(b) - Source: Canadian Institute of Health Information

Access to adequately funded health care is an important component of community wellness. This indicator identifies the annual operating cost to provide public health on a per capita basis.

Make sure citizens can pursue a healthy lifestyle, reach their full potential, and have timely access to comprehensive health care.

Protect Community Wellness

The number of general/family physicians includes active physicians in clinical and non-clinical practice (including researchers and academics) who have a medical doctorate degree, are registered with a jurisdictional medical college. This indicator illustrates the availability of health care professionals to residents of the City of Windsor.

Objective 8

$34.79

$36.51

$37.67 $38.08

$36.76

$33.00

$34.00

$35.00

$36.00

$37.00

$38.00

$39.00

2007 2008 2009 2010 2011

Cost

/cap

ita

Year

4 Year Average

81.96 78.93 90.57 91.18

101.00

88.73

0

20

40

60

80

100

120

2007 2008 2009 2010 2011

Phys

icia

ns/

100,

000

popu

latio

n

Year

5 Year Average

Goal

Trend

Goal

Trend

Data Not Available

SOCI

ETY


This indicator is based on the total number of long term care beds within the community as well as the number of residents aged 75 or older. It is understood that not all residents aged 75 or older will require long term care facilities but the goal is to be prepared as the life expectancy of Canadians increases.

Specialist Physicians per 100,000 PopulationFigure 8(c) - Source: Canadian Institute of Health Information

Percentage of Long Term Care Community Need SatisfiedFigure 9(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Specialist physicians include members of the Royal College of Physicians and Surgeons of Canada and/or College des Medecins du Quebec. All other physicians are recorded as general/family physicians. This indicator monitors the availability of specialized health care service within the City of Windsor.

Take care of the basic needs of our residents, including shelter, accessibility to services, and programs to assist the most vulnerable among us.

Strengthen the Social FabricObjective 9

8.00% 8.00%

7.90% 7.90%

8.70%

8.10%

7.40%

7.60%

7.80%

8.00%

8.20%

8.40%

8.60%

8.80%

2007 2008 2009 2010 2011

Perc

enta

ge n

eed

satis

fied

Year

5 Year Average

95.77

99.59

106.12 104.86

114.00

104.07

85

90

95

100

105

110

115

120

2007 2008 2009 2010 2011

Pysi

cian

s/ 1

00,0

00 p

opul

atio

ns

Year

5 Year Average

Goal

Trend

Goal

Trend

SOCI

ETY


This indicator records the number of occupied beds per night as measured against the total number of emergency shelter beds available within the City (both City managed and contracted). This indicates the percentage of available beds filled each night throughout the year, and can be used as a measure to ensure basic shelter assistance with activities of daily living and needs are being met.

Windsor Residents Calling for 211 Service InformationFigure 9(b) - Source: 211 South West Ontario

Average Nightly Bed Occupancy Rate of Emergency SheltersFigure 9(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

211 South West provides information about a wide array of community, social, health and government services for the residents of Southwestern Ontario. This indicator is determined based on the total number of calls received by the 211 South West service multiplied by the percentage of calls from the City of Windsor. 211 South West helps promote the accessibility to services and programs.

12

58.40%

67.20% 71.80%

79.70%

69.90% 69.40%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

2007 2008 2009 2010 2011

Occ

upan

cy R

ate

Year

5 Year Average

33,770

40,756

35,900

40,825

37,812.75

30,000

32,000

34,000

36,000

38,000

40,000

42,000

2007 2008 2009 2010 2011

211

Info

rmat

ion

Calls

Year

5 Year Average

Data Not Available

SOCI

ETY

Goal

Trend

Goal

Trend

SOCI

ETY


This indicator identifies the number of complaints received for properties that are not meeting the requirements of the Property Maintenance Standards and Occupancy By-law. By ensuring that properties are properly maintained our neighbourhoods can provide for safer places to live, work and play.

Percentage of Children (0-12) that are Low Income Figure 9(d) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Number of Property Standard By-Law Complaints per 100,000 PopulationFigure 10(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

The number of children under 12 years of age that are in households below the low income cut-off is divided by the total population of children under the age of 12 in the City of Windsor. This indicator measures the level of childhood poverty within the City and can assist to ensure that the appropriate programs are in place to help reduce this value.

Encourage the development of quality neighbourhoods that are well integrated with shopping, workplaces, and recreation, and make sure those who need assistance have decent and convenient places to live.

Create Complete NeighbourhoodsObjective 10

9.90%

14.00%

12.30%

16.40%

18.20%

14.16%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

18.00%

20.00%

2007 2008 2009 2010 2011

Perc

enta

ge o

f Chi

ldre

n

Year

5 Year Average

834.18 781.52

590.30

726.10 694.64 725.35

0.00

100.00

200.00

300.00

400.00

500.00

600.00

700.00

800.00

900.00

2007 2008 2009 2010 2011

Byla

w c

ompl

aint

s/10

0,00

0

Year

5 Year Average

Goal

Trend

Goal

Trend

SOCI

ETY


Percentage of Social Housing Waiting List Placed AnnuallyFigure 10(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Culture Operating Cost (Gross) Including Grants per CapitaFigure 11(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

This indicator identifies the number of households that are placed in social housing on an annual basis through the Windsor Essex centralized waiting list. Households seeking subsidized housing apply and are placed in non-profit accommodation at rates based on their ability to pay. Ensuring that residents of Windsor Essex have safe, affordable shelter strengthens the social fabric of our community and allows citizens to pursue a healthy lifestyle and to reach their full potential.

Recognize and celebrate our richly diverse culture and heritage.

Celebrate Diversity

This indicator relates closely with the efforts of the Municipal Cultural Master Plan created in 2010 for the City of Windsor. Operating costs such as staff, facilities and community art are included as well as grants for annual projects, festivals and awards. Recognizing the importance of culture within the City is key to a strong community and improving the quality of life.

Objective 11

55.30%

64.60%

46.30% 47.30% 44.20% 51.54%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

2007 2008 2009 2010 2011

Annu

al P

erce

ntag

e of

Wai

ting

List

Year

5 Year Average

$7.67 $7.67 $6.97

$8.39 $8.11

$7.76

$-

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

$9.00

2007 2008 2009 2010 2011

Ope

ratin

g Co

st/C

apita

Year

5 Year Average

Goal

Trend

Goal

Trend

SOCI

ETY


Properties of cultural heri-tage value or interest are listed on the Municipal Heritage Register. After the 2005 amendments to the Ontario Heritage Act, Wind-sor transferred properties from the Windsor Heritage Properties Inventory to the Heritage Register in 2007 and 2008. Since 2008, a net of 97 properties have been added for their architectural, historical and landmark val-ues. Designated properties, with specific elements to be preserved, and properties in the Heritage Conservation District are also included in the total number of Register Properties.

This indicator monitors the funding dollars avail-able for annual projects, awards and services agreements related to the arts in Windsor. It ex-cludes any funding related to festival, heritage, capi-tal, administration and any indirect costs. Grants for the arts support the cre-ative and cultural aspects of our society brought for-ward by our local artists.

Total Number of Properties on the Heritage RegisterFigure 12(a) - Source: City of Windsor Planning Department

Operating Arts Grants per CapitaFigure 13(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Preserve heritage structures that tell the story of our past.Honour Heritage

Promote the arts, support local artists and ensure that our citizens have many opportunities to experience a wide variety of expression and performance

Value Art

Objective 12

Objective 13

553

746 767 798 843

741

0

100

200

300

400

500

600

700

800

900

2007 2008 2009 2010 2011

Prop

ertie

s on

Her

itage

Reg

iste

r

Year

$3.54 $3.54 $3.54 $3.56

$3.65

$3.57

$3.00

$3.10

$3.20

$3.30

$3.40

$3.50

$3.60

$3.70

$3.80

$3.90

$4.00

2007 2008 2009 2010 2011

Ope

ratin

g ar

ts g

rant

s/ca

pita

Year

5 Year Average

Goal Trend

Goal Trend

5 Year Average

Clean & Efficient


• That the City of Windsor work with residents, government and industry stakeholders to develop and implement a border route and crossing solution that improves the flow of cross border traffic, protects our neighbourhoods, enhances our quality of life and improves our environment.

• That the City of Windsor develop and implement an infrastructure master plan that is systematic and sustainable and will first target the alleviation of basement flooding throughout the city.

Preserve and enhance the natural environment and our urban green spaces.

Improve our Environment

Natural Parkland in Municipality as a Percentage of Total Area of MunicipalityFigure 14(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Areas within the City that are considered natural parkland include forests, meadows, storm water management buffers, land incorporated into trail systems and open space systems. Areas considered for natural parkland must require minimal maintenance (grass cutting, fertilizing, and weed/pest control) as well as costs to the municipality. Natural parkland shall be available for public use, but excludes roadside vegetation. Increasing natural parkland within the City creates a healthy environment for our community.

Objective 14

2.90% 2.90% 2.90% 2.90% 2.90% 2.90%

2.60%

2.70%

2.80%

2.90%

3.00%

3.10%

3.20%

3.30%

3.40%

3.50%

2007 2008 2009 2010 2011

Perc

enta

ge o

f tot

al a

rea

Year

5 Year Average

Goal

TrendO

UR

ENV

IRO

NM

ENT

ENV

IRO

NM

ENT


This indicator looks at building permits issued within the City and the parcel areas for which each permit is issued. Encouraging a more compact urban form leads to improved efficiently of land use and increases the ease at which services can be provided to resi-dents. Concentrating our growth will create a more sustainable City for the future.

Maintained Parkland in Municipality as a Percentage of Total Area of MunicipalityFigure 14(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Density of New Residential Development - Properties with Issued Building Permits for New Development per HectareFigure 15(a) - Source: City of Windsor Planning and Building Departments

Develop land efficiently, attractively, and in ways that protect the environment.

Develop Responsibly Objective 15

Maintained parkland includes areas within the City that require more frequent maintenance in regard to mowing, tree trimming, and planting. Maintained parklands are City owned areas that are accessible to the public and can include areas such as community gardens, flower and floral displays, horticultural areas, playgrounds, public squares, sports fields, splash pads and high profile parks. Increasing the percentage of maintained parkland supports the opportunity for active lifestyles while creating visually attractive community spaces and corridors.

3.60% 3.60% 3.60% 3.60% 3.60% 3.60%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

2007 2008 2009 2010 2011

Perc

enta

ge o

ftot

al a

rea

Year

5 Year Average

13.97

17.54

20.06

18.21 17.00

17.36

0

5

10

15

20

25

2007 2008 2009 2010 2011

Den

sity

New

Bui

ldin

g pe

rmits

/hec

tare

Year

5 Year Average

Goal

Trend

Goal Trend

ENV

IRO

NM

ENT


Brownfields are properties which are likely contaminated due to a previous industrial or commercial use such as a manufacturing plant or gas station. Redevelopment of these properties typically involves some form of environmental cleanup that is documented in a Record of Site Condition (RSC). Once complete, a RSC is filed with Ontario’s Ministry of the Environment. Redeveloping Brownfield sites is an excellent way to create a healthier environment and reduce urban sprawl through the reuse of land and infrastructure.

Total Number of Registered LEED BuildingsFigure 15(b) - Source: City of Windsor Planning Department

Records of Site Condition FiledFigure 15(c) - Source: Ministry of the Environment, Environmental Site Registry

The Leadership in Energy and Environmental Design (LEED) Green Building Rating System® encourages sustainable development through the creation and implementation of tools and measurable performance criteria. The total number of buildings that are registered with LEED is recorded each year. In the first stages of development an interest to become LEED certified can be expressed however, certification occurs only when the building has been completed and an evaluation of the sustainable design elements is completed. For this indicator, buildings that are LEED certified are included in the total.

4

5

6

8

9

6.40

0

1

2

3

4

5

6

7

8

9

10

2007 2008 2009 2010 2011

Num

ber o

f reg

iste

red

LEED

bui

ldin

gs

Year

5 Year Average

0

1

2

5

1 1.80

0

1

2

3

4

5

6

2007 2008 2009 2010 2011

Toto

al R

ecor

ds F

iled

Year

5 YearAverage

Goal

Trend

Goal

Trend

ENV

IRO

NM

ENT


Be an energy-efficient community.

Conserve Energy

Residential Electricity Consumption (kWh) per Household Figure 16(a) - Source: EnWin Utilities

One measure of energy conservation is electricity use. This value records the average monthly consumption of electricity for residential households, in kilowatt hours. As energy conservation awareness increases, it is expected that the measure of electrical use will decrease.

This indicator identifies the average amount of municipally supplied water consumed per residential household per year in megalitres (1 megalitre=1million litres). By utilizing less water per household, the City of Windsor becomes more sustainable and environmentally friendly.

Water Use (Megalitres Distributed) per HouseholdFigure 16(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Objective 16

721

695

662

703

713

698.80

630

640

650

660

670

680

690

700

710

720

730

2007 2008 2009 2010 2011

Elec

tric

ity c

onsu

mpt

ion

per h

ouse

hold

(k

Wh)

Year

5 Year Average

0.24

0.20

0.24 0.25

0.22 0.23

0.00

0.05

0.10

0.15

0.20

0.25

0.30

2007 2008 2009 2010 2011

Wat

er U

se/

hous

ehol

d

Year

5 Year Average

Goal

Trend

Goal

Trend

ENV

IRO

NM

ENT


This indicator is a total of the value of all building permits issued for repairs or alterations within the calendar year. The permits were limited to construction values under $50,000 to include only those permits issued for minor changes and general maintenance rather than entirely new developments. Maintaining the existing building stock is an important element towards a safe and healthy community.

Percentage of Solid Waste DivertedFigure 16(c) - Source: City of Windsor data for the Ontario Municipal Benchmarking Initiative

Value of Building Permits Issued for Repairs and Renovations, Under $50,000Figure 17(a) - Source: City of Windsor Building Department

Improve the physical infrastructure, buildings and public structures.

Maintain Infrastructure Objective 17

Percentage of solid waste diverted refers to waste emanating from residential, multi-residential and commercial establishments that is diverted from the landfill. Methods available to keep waste from landfills include blue bin recycling programs, leaf and yard waste collection, backyard composting and community recycling centres or depots. Increasing the percentage of solid waste diverted reduces land fill usage and promotes more sustainable alternatives.

36.10% 35.80%

40.00%

39.00%

36.40% 37.46%

33.00%

34.00%

35.00%

36.00%

37.00%

38.00%

39.00%

40.00%

41.00%

2007 2008 2009 2010 2011

Perc

enta

ge o

f sol

id w

aste

div

erte

d

Year

5 Year Average

$7,097,463

$6,059,959

$6,761,765 $6,447,341

$7,518,892

$6,777,084.00

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

2007 2008 2009 2010 2011

Val

ue o

f Bui

ldin

g Pe

rmit

s ($

)

Year

5 Year Average

Goal

Trend

Goal

Trend

ENV

IRO

NM

ENT


Average Age of Water PipeFigure 17(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

The average age of water pipe measures the age of the water supply infrastructure. A lower average age of water pipes throughout the City indicates improved physical infrastructure, which indicates an improvement to the quality of life.

The percentage of paved lanes as a total of all paved lanes within the City of Windsor is recorded in this measure. The condition of “good to very good” is determined based on road surfaces where distress is minimal and where no maintenance or rehabilitation action is required, with the exception of minor surface maintenance. Roads which will not require resurfacing for five years or more are also included. The quality of our roads is important to maintaining our physical infrastructure.

Percentage of Paved Lanes Where Condition is Rated Good to Very GoodFigure 17(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

48.00

49.00

47.00

46.10

44.90

47.00

42.00

43.00

44.00

45.00

46.00

47.00

48.00

49.00

50.00

2007 2008 2009 2010 2011

Ave

rage

age

of w

ater

pip

e

Year

52.00%

5 Year Average

Year

42.40%

45.80% 45.70%

49.30%

50.20%

46.68%

38.00%

40.00%

42.00%

44.00%

46.00%

48.00%

50.00%

52.00%

2007 2008 2009 2010 2011

Perc

enta

ge o

f Pav

ed L

anes

Year

5 Year Average

Goal

Trend

Goal

Trend

ENV

IRO

NM

ENT


5.53% 5.56% 6.06%

6.59%

7.25%

6.20%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

2007 2008 2009 2010 2011

Perc

enta

ge o

f roa

ds w

ith b

ike

faci

litie

s

Year

5 Year Average

This indicator is based on the total length of roads (along the centre line) and total kilometres of bicycle routes and lanes in the City. Bicycle routes are marked with green bike signs (Figure A) meaning the roadway is a part of the official bicycle route and must be shared between motorists and cyclists. Bicycle lanes are marked by a black and white sign (Figure B) designating a reserved lane for the use of cyclists. Increasing the size of the bicycle system throughout the City of Windsor improves our transportation network to better serve residents.

Percentage of Road Length With Bike FacilitiesFigure 18(a) - Source: City of Windsor Engineering Department

Provide transportation systems that enhance physical mobility and better serve the economic and social needs of all citizens.

Make Transportation Efficient and Convenient

Figure A

Figure B

Objective 18

Goal

Trend

ENV

IRO

NM

ENT


5 Year Average

24.60 24.66

24.13

23.98

25.76

24.63

23.00

23.50

24.00

24.50

25.00

25.50

26.00

2007 2008 2009 2010 2011

Bus p

asse

nger

trip

/in-

serv

ice

hour

Year

The indicator of bus passenger trips per in-service hours is determined based on the hours of operation of Transit Windsor and the total number of passengers travelling. This indicator monitors the use of public transit within the City of Windsor and an increase in usage creates a healthier community as individual car traffic should decrease.

Bus Passenger Trips per In-Service Vehicle HourFigure 18(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Percentage of Road Length With SidewalksFigure 18(b) - Source: City of Windsor Public Works Department

This indicator is based on the total length of roads (along the centre line) and total kilometres of sidewalks in the City. The 2010 values were affected by the land transfer to the Ministry of Transportation for the work on the Windsor-Essex Parkway. Increasing the percentage of roads within the City that provide sidewalks creates a more pedestrian friendly environment. Sidewalks are an important part of our City’s infrastructure; they make our streets safer and more active for everyone.

83.33%

82.52% 82.56%

84.49%

85.10%

83.60%

81.00%

81.50%

82.00%

82.50%

83.00%

83.50%

84.00%

84.50%

85.00%

85.50%

2007 2008 2009 2010 2011

Perc

enta

ge o

f roa

d le

ngth

with

sid

ewal

ks

Year

5 Year Average

Goal

Trend

Goal

Trend

5 Year Average

Responsive & Responsible


• That the City of Windsor work cooperatively with its regional partners including the County of Essex, and its constituent municipalities, in Southwestern Ontario, Detroit and Southeastern Michigan to achieve economic, social and environmental improvements.

• That the City of Windsor commit to greater communication with residents, businesses and stakeholders to improve the awareness of and participation in community programs and services.

The City’s Bond Rating is updated annually by the independent rating agency Standard and Poors. It is an assessment of the overall risk that would be assumed by a bondholder lending money to the City. It can be viewed as proxy for the overall financial strength of the municipality.

Maintain and improve the City’s financial health.

Municipal Bond RatingFigure 19(a) - Source: City of Windsor, Office of the Chief Financial Officer

Improve Financial SuccessObjective 19

2007 2008 2009 2010 2011 Year

AAA

BBB+

A+

AA+

AAAAAAAAAA

AA-

A-

A

Stable Outlook Stable Outlook Stable Outlook Stable Outlook Goal

Trend

OU

R G

OV

ERN

MEN

TStable Outlook

AA

GO

VER

NM

ENT


Unlike reserves, debt reduces financial flexibility as scarce funds are committed during the debt’s repayment period. The lower the ratio the more financial flexibility is present.

Reserves as a Percentage of TaxationFigure 19(b) - Source: City of Windsor, Office of the Chief Financial Officer

Debt to Reserves RatioFigure 19(c) - Source: City of Windsor, Office of the Chief Financial Officer

Reserves allow for financial flexibility by way of having “rainy day funds” set aside. By comparing the level of reserves to the related tax levy, it provides relative context to the measure, the higher the ratio the better.

27%

40% 39% 43%

48%

39.40%

0%

10%

20%

30%

40%

50%

60%

2007 2008 2009 2010 2011

Rese

rves

as

a Pe

rcen

tage

of t

axat

ion

Year

5 Year Average

1.60

1.40

1.20 1.10

0.90

1.24

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2007 2008 2009 2010 2011

Deb

t to

rese

rves

ratio

Year

5 Year Average

Goal

Trend

Goal

Trend

GO

VER

NM

ENT


37.42

74.17

48.92

103.58

67.25 66.27

0

20

40

60

80

100

120

2007 2008 2009 2010 2011

Aver

age

Tim

e (s

ec)

Year

5 Year Average

Percentage Change in Residential TaxesFigure 19(d) - Source: City of Windsor, Office of the Chief Financial Officer

The percentage change in residential taxes measures the change in what an average residential taxpayer; defined as a homeowner with a property assessment value of approximately $150,000, pays in property taxes in the current year as compared to a prior year.

Be accountable for providing top-quality municipal services that serve citizens better.

Make Services Responsive

The average time to answer each individual 311 call is monitored to ensure we are providing top-quality services to residents of the City of Windsor. The target average time to answer a 311 call is 45 seconds.

Average Time to Answer 311 CallsFigure 20(a) - Source: City of Windsor 311 Service

Objective 20

2.90%

1.10%

0.00%

-1.00% -0.66%

0.47%

-1.50%

-1.00%

-0.50%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

2007 2008 2009 2010 2011

Perc

enta

ge c

hang

e in

resi

dent

ial t

axes

Year

5 Year Average

Goal

Trend

Goal

Trend

GO

VER

NM

ENT


128,527 128,722 126,634

103,252 100,068 117,440.60

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2007 2008 2009 2010 2011

Tota

l of K

now

ledg

e Ba

sed

Inqu

iries

Year

5 Year Average

99.9% 99.9% 99.2% 96.7% 96.1% 98.37%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2007 2008 2009 2010 2011

Perc

enta

ge o

f Ser

vice

Req

uest

s Co

mpl

eted

Year

5 Year Average

Service Requests begin with the easy to remember 311 number. Residents call 311 where an operator gathers a caller’s information and then transfers the information electronically to departments where action is taken. The completion rate for service requests demonstrates the percentage of requests municipal departments have dealt with to conclusion in a given year.

Volume of Knowledge Based Inquiries to 311Figure 20(b) - Source: City of Windsor 311 Service

Completion Rate for Service RequestsFigure 20(c) - Source: City of Windsor 311 Service

Knowledge based inquires refer to calls made to the 311 service where information is provided but where no other departmental action is required. Knowledge based inquiries demonstrate the 311 services ability to provide residents with first call resolution, helping them avoid searching through departmental directories for someone to contact. Departments also benefit by avoiding interruption for calls of a more routine nature.

Goal

Trend

Goal

Trend

GO

VER

NM

ENT


Total Municipal Funding Provided to Non-Profit GroupsFigure 21(a) - Source: City of Windsor, Office of the Chief Financial Officer

Develop innovative partnerships between the public, private, and not-for-profit sectors.

Form Beneficial Partnerships

Members of City Councilare committed to meeting with their constituents on a regular basis. With the assistance of the City Clerk, meetings can be scheduled at the request of a Councillor to addresseither a city-wide or ward specific issue. Notification of a scheduled meeting is typically provided in the Windsor Star and can include direct mailing and posting on the City’s website.

Number of Ward Meetings HeldFigure 22(a) - Source: City of Windsor, Office of the City Clerk

Engage citizens openly and frequently in decisions that affect their lives.

Encourage Public Engagement

Objective 21

Objective 22

Non-profit groups represent an important component of the local community. Financial support provided by the City to these groups contributes to the development of partnerships and recognizes their role in creating a strong community.

$6,992,225

$7,034,723

$7,180,422

$7,240,734 $7,215,034

$7,132,628

$6,850,000

$6,900,000

$6,950,000

$7,000,000

$7,050,000

$7,100,000

$7,150,000

$7,200,000

$7,250,000

$7,300,000

2007 2008 2009 2010 2011

Mun

icip

al F

undi

ng

Year

5 Year Average

19 17

6

11

25

15.60

0

5

10

15

20

25

30

2007 2008 2009 2010 2011

Num

ber o

f War

d M

eetin

gs

Year

5 Year Average

Goal

Trend

Goal Trend

GO

VER

NM

ENT


This indicator provides the ratio of the number of permanent employees choosing to end their employment with the Corporation of the City of Windsor in comparison to the number of permanent employees. This measure can be used to determine the turnover rate for permanent employees.

Average Training, Learning and Development as a Percent of PayrollFigure 23(a) - Source: City of Windsor Human Resources Department

Number of Municipal Employee Voluntary Permanent Separations per Average Permanent Employee Head CountFigure 23(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

Corporate Staff Development plays a critical, integrative role alongside departments by offering employees the training and skill sets that are required to perform new duties developed as a result of jobs being redesigned and continually improved. Training itself is a process – a series of steps designed to enhance performance in order to assist our customers.

Build and maintain a dynamic administrative team.Cultivate Administrative Talent

Objective 23

2.23% 2.11%

4.88% 5.26%

2.96% 3.49%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

2007 2008 2009 2010 2011

Sepa

ratio

ns/e

mpl

oyee

hea

d co

unt

Year

5 Year Average

0.94%

0.74% 0.75%

0.64%

0.74% 0.76%

0.00%

0.10%

0.20%

0.30%

0.40%

0.50%

0.60%

0.70%

0.80%

0.90%

1.00%

2007 2008 2009 2010 2011

Tran

ing

as a

per

cent

of p

ayro

ll

Year

5 Year Average

Goal

Trend

Goal

Trend

GO

VER

NM

ENT


Council and Committees - Total Hours in Session per 100,000 PopulationFigure 24(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative

This indicator monitors the total number of hours for City Council and Committee meetings which required administrative assistance. These meetings help to build a strong political awareness for the residents of the City and foster transparency in government. It is important to note that in May 2011 Council adopted a new governance structure which includes Standing Committees in this indicator.

Support City Council to collaborate, cooperate and creatively lead Windsor into its next great era.

Build Political LeadershipObjective 24

141.34

155.20

119.17

143.03

102.26

132.20

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

160.00

180.00

2007 2008 2009 2010 2011

Tota

l ho

urs

in s

essi

on/1

00,0

00

Year

5 Year Average

Goal

Trend

Acknowledgements

This Report Card has been made possible through the collaboration and contributions of many people. The staff of the Planning Department would like to thank the following groups for their assistance:

Community Organizations:

Canadian Institute of Health IndicatorsEnwin Utilities

Essex Region Conservation AuthorityUnited Way of Windsor-Essex County

Windsor Essex Economic Development Corporation

The Corporation of the City of Windsor:

Mayor Francis and Members of City CouncilOffice of the Chief Administrative Officer

Office of Community Development and Health ServicesOffice of the City Clerk

Office of the City EngineerOffice of the Chief Financial Officer

Office of the City Solicitor


Planning DepartmentSuite 404, 400 City Hall Square East

Windsor, Ontario N9A 7K6T. (519) 255-6543F. (519) 255-6544

[email protected]

Print Date07/16/2012

Documents

Community Strategic Plan - Windsor · 2019. 1. 10. · 1 Community Strategic Plan - City of Windsor VISION Windsor is a quality city full of history and potential, with a diverse