Report to/Rapport au :
Finance and Economic Development Committee
Comité des
finances et du développement économique
June 7, 2011 / Le 7 juin 2011
Submitted by/Soumis par :
Kent
Kirkpatrick
City Manager / Directeur
municipal
Contact Person/Personne resource :
Donna Gray
Director, Organizational Development and
Performance
Directrice, Développement et rendement
organisationnels
(613) 580-2424 x25687, donna.gray@ottawa.ca
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Ref N°: ACS2011--
COS-ODP-0011
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SUBJECT:
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DRAFT Term of council priorities
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OBJET :
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ÉBAUCHE DES
PRIORITÉS POUR LE MANDAT DU
CONSEIL
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REPORT RECOMMENDATIONS
1.
That the Finance and
Economic Development Committee receive the Draft Term of Council Priorities
Report and refer it and the associated appendices (which set out the proposed
Standing Committee and Transit Commission oversight for the strategic
initiatives) to the following Standing Committees and Transit Commission for
the purpose of receiving public delegations:
· Planning Committee (Appendix A) –
June 14, 2011
· Transit Commission (Appendix B) –
June 15, 2011
· Environment Committee (Appendix
C) – June 16, 2011
· Community and Protective Services
Committee (Appendix D) – June 23, 2011
· Transportation Committee
(Appendix E) – June 29, 2011
· Finance and Economic Development
Committee (Appendix F) – July 7, 2011
· Agriculture and Rural Affairs
Committee (Appendix G) – July 8, 2011
2.
That each of the
Standing Committees and Transit Commission forward any motions to amend the
proposed strategic priorities, strategic objectives, strategic initiatives and
proposed oversight, to the July 13, 2011 Council, as described in this report.
3.
That, at the July 13,
2011 meeting, City Council
a) Approve the Draft Term of Council Priorities as outlined in this
report;
b)
Approve the Standing
Committee and Transit Commission oversight for strategic initiatives as
described in Appendices A to G and as indicated in this report;
c) Direct staff to prepare a draft 2011-2014 City Strategic Plan
based on the approved Term of Council Priorities, including information
received from Ottawa Community Housing, Ottawa Public Health, Ottawa Police,
and the Ottawa Public Library on their strategic priorities, and as amended by
any changes made through the 2012 budget process, to be subsequently received
by Council for information; and,
d) Direct staff to work with the Standing Committees and Transit
Commission to identify the measures that will form the basis of performance
reports to their respective Standing Committees and the Transit Commission as
well as the Corporate Balanced Scorecard, and that staff report back in Q1 of
2012.
RECOMMANDATIONS DU RAPPORT
1.
Que
le Comité des finances et du développement économique reçoive le rapport sur l’ébauche
des priorités pour le mandat du Conseil
et qu’il le renvoie accompagné des annexes afférentes (qui établissent
la responsabilité de surveillance proposée des comités permanents et de la
Commission du transport en commun pour les initiatives stratégiques) aux
comités permanents suivants et à la Commission du transport en commun en vue de
l’accueil des délégations publiques :
·
Comité de l’urbanisme
(Annexe A) – 14 juin 2011
·
Commission du transport en commun
(Annexe B) – 15 juin 2011
·
Comité de l’environnement
(Annexe C) – 16 juin 2011
·
Comité des services communautaires
et de protection (Annexe D) – 23 juin 2011
·
Comité des transports
(Annexe E) – 29 juin 2011
·
Comité des finances et du
développement économique (Annexe F) – 7 juillet 2011
·
Comité de l’agriculture et des
affaires rurales (Annexe G) – 8 juillet 2011
2.
Que chacun
des comités permanents et la Commission du transport en commun soumettent les
motions de modifications aux propositions de priorités stratégiques,
d’objectifs stratégiques, d’initiatives stratégiques et de surveillance
proposée lors du Conseil du 13 juillet 2011 de sorte que toutes les
motions puissent être examinées de façon holistique en comité plénier.
3.
Que
le Conseil de Ville, au cours de la réunion du 13 juillet 2011 :
a.
approuve
l’ébauche des priorités du mandat du Conseil;
b.
approuve
les responsabilités de surveillance des comités permanents pour les initiatives
stratégiques décrites dans les annexes A à G, et tel qu’indiqué dans ce
rapport;
c.
demande
au personnel de préparer une ébauche du Plan stratégique de la Ville 2011‑2014
fondée sur les priorités approuvées pour le mandat du Conseil, y compris la
prise en considération des priorités stratégiques reçues de la Société de
logement communautaire d’Ottawa, de Santé publique Ottawa, du Service de police
d’Ottawa et de Bibliothèque publique d’Ottawa, et la prise en considération de
toutes les modifications découlant du processus budgétaire 2012, et soumis
subséquemment au Conseil pour information; et, ;
d.
demande
au personnel de travailler avec les comités permanents et la Commission du
transport en commun afin d’élaborer des mesures de performance qui
constitueront le fondement des rapport de performance pour leur respective
comité permanent et la Commission du
transport en commun ainsi qu’un bulletin de rendement équilibré de la Ville, et
que le personnel présente un rapport au cours du premier trimestre de 2012.
SUMMARY
This
report provides an overview of the proposed Term of Council strategic priorities,
strategic objectives, strategic initiatives and related oversight identified
through the strategic planning process at the City of Ottawa. It will form the
basis for the 2011-2014 City Strategic Plan document that will define what the
City expects to accomplish over the four year Term of Council.
The
2011-2014 City Strategic Plan will be the key corporate planning document that
integrates: Council strategic priorities, strategic objectives, key strategic
initiatives, and key performance information.
SOMMAIRE
Le présent rapport donne un aperçu des propositions de priorités
stratégiques, d’objectifs stratégiques, d’initiatives stratégiques et des
responsabilités de surveillance afférente pour le mandat du Conseil 2011‑2014
qui ont été déterminés par le biais du processus de planification stratégique à
la Ville d’Ottawa. Il servira de fondement au Plan stratégique de la Ville 2011‑2014
qui définira les réalisations que la Ville prévoit accomplir au cours des
quatre années du mandat du Conseil.
Le Plan stratégique de la Ville 2011-2014 constituera le principal
document de planification municipale qui intègre : les priorités stratégiques
du Conseil, ses objectifs stratégiques, ses principales initiatives
stratégiques et les données clés sur le rendement.
BACKGROUND
The
Corporate Planning Framework project was initiated in response to the Auditor
General recommendations related to the alignment of planning and budgeting
processes, previous Council directions on establishing accountability at all
levels of the City, and Mid-Term Governance Review recommendations pertaining
to strategic planning.
On May
25, 2011 Council approved a new Corporate Planning Framework (ACS2011-COS-ODP-0007) and directed the City Manager to
work with the Mayor, and the Standing Committee and Transit Commission Chairs
and Vice-Chairs to develop draft strategic priorities for this Term of Council
for Committee and Council consideration in June 2011.
This
report describes the proposed Term of Council strategic priorities, strategic
objectives and strategic initiatives to be achieved over the four year Term, as
well as recommended governance mechanisms to ensure the successful and
effective execution of strategies.
DISCUSSION
To
respond to Council’s direction, this report:
1. Provides Proposed Term of Council Priorities for
Consideration:
As
approved by Council, the Mayor and the Chairs and Vice-Chairs of the Standing
Committees and the Transit Commission worked together to develop a set of
proposed strategic priorities that represent the highest level expression of
what the City hopes to achieve over the Term of Council. It is recommended that
the Mayor and Chairs and Vice-Chairs, in consultation with members of Council,
through Standing Committee review, refine the strategic priorities, strategic
objectives and strategic initiatives that are to be achieved during the Term of
Council.
2. Seeks Public Input and Council Consideration and
Approval:
The
timelines established in the previous report are aggressive and meant that a
large scale public and Advisory Committee consultation in advance of the
tabling of the proposed priorities was not possible. Therefore, it is
recommended that the proposed strategic priorities, strategic objectives,
strategic initiatives and related oversight for the Term of Council Priorities,
be tabled at the Finance and Economic Development Committee, with specific
portions being referred to the appropriate Standing Committees and Transit
Commission. A meeting will be held with the Chairs and Vice-Chairs of the
Advisory Committees to brief them on the process and on the contents of this
report. The Standing Committees and Transit Commission will then receive public
delegations and discuss, review and consider the proposed priorities,
objectives and initiatives. It is recommended that all motions from Standing
Committees and the Transit Commission be forwarded to the July 13, 2011 Council
meeting for Council to consider as a whole to allow for Finance and operational
staff to provide any relevant information on the impact of motions to be
considered and to allow priorities to be established holistically. It is also
recommended that, similar to budget, to facilitate debate Council consider the
report and amendments in Committee of the Whole.
Key Elements
The Corporate Planning Process utilizes leading practice approaches and
methods designed to support the Mayor, Standing Committees, the Transit
Commission, Council, the City Manager, and senior management to work together
to make the City a more strategy driven organization. As part of the enhanced Corporate Planning Process, the City is adopting
a more disciplined and diligent process with regard to the development and
execution of Council priorities to the satisfaction of Council, residents,
enterprises and visitors.
The first step in the implementation of the Corporate
Planning Process is the establishment of a set of strategic priorities that Council
plans to achieve in the Term of Council. Strategic priorities provide clear
strategic direction for the Mayor, Council, and staff regarding what is
expected to be accomplished in this term. The process will enable the Mayor and
Councillors to establish accountability and governance for established
priorities.
Term of Council priorities are articulated through the strategy
map, which provides the tools
for integrating priorities, programs and services to what the City wants to
achieve over the Term of Council. The strategy map tool comprises part of a
continuum of performance management and strategy execution. It links strategic
planning with performance measurement by converting strategic objective
statements into measures and targets that will be captured in the City’s
balanced scorecard. The draft strategy map includes consideration of the
following key elements (outlined in Document 1), that once approved, will form
the 2011-2014 City Strategic Plan:
·
Long-Term Sustainability Goals: are broad,
longer term (30-100 years) outcome areas that should be achieved through City
services, that will drive citizen satisfaction, and that describe long-term
aspirations and collectively make up a vision for a sustainable, resilient and
liveable city.
·
Term of Council Vision: identifies the
outcomes the City will use to define success for the 2011-2014 Term;
·
Constituents
(defined in the strategy map as residents, enterprises and visitors):
are the key stakeholders that will be the prime focus in the Term of Council,
and who will measure the success of the Term of Council vision;
·
Strategic Priorities: are areas of focus for the City’s Term of Council. They
are linked to long-term goals and defined in sufficient detail as to be clear
to the Mayor, Council, staff and the citizens of the city;
·
Strategic Objectives: are grouped by strategic priority and define specifically what
outcomes are expected to be achieved for that priority; and,
·
Strategic Initiatives: are programs or projects that support the achievement of
objectives, are linked to the budget process, and are measured using targets
and metrics contained in a City balanced scorecard.
Priority Setting Approach
The
Mayor, Chairs and Vice-Chairs of the Standing Committee and the Transit
Commission, and the City Manager worked together to develop the Draft Term of
Council Priorities. In doing so, they considered several important stakeholder
perspectives including:
·
Constituents: Citizen priorities that
were identified through the 2010 electorate platforms as well as the through
the results of previous citizen surveys conducted by the City of Ottawa.
·
Senior management: Corporate priorities that
were identified by senior management through a survey conducted in February,
2011.
·
Employees: Staff input was obtained
through the results of an employee survey.
·
Federation of Canadian
Municipalities (FCM): Initiatives, programs and policy matters that fall within
the federal jurisdiction and are of interest to municipalities were obtained
through FCM. FCM members
include Canada's largest cities, small urban and rural communities, and 21
provincial and territorial municipal associations.
The
process undertaken to develop the proposed Term of Council Priorities resulted
in the following outcomes: (outlined in Document 1):
- Confirmed the
City of Ottawa’s long-term sustainability goals that define 30 – 100 year
outcome areas to shape future City services and ultimately drive citizen
satisfaction;
- Drafted the Term
of Council vision statement;
- Identified constituents
and stakeholders that will be the prime focus of the strategic initiatives
implemented in 2011-2014;
- Determined
the proposed strategic priorities for the Term of Council;
- Developed
strategic objectives that define specifically what outcomes are expected
to be achieved;
- Identified
strategic initiatives (and financial impacts) that will support strategic
objectives; and,
- Identified proposed
Standing Committee and Transit Commission oversight responsibilities.
The
outcomes identified above form the City Strategic Plan. They will also inform
the development of a City balanced scorecard that is the tool used to translate
an organization’s strategy into operational objectives that drive both
behaviour and performance. Once developed, the City balanced scorecard will
track the progress of performance against the City Strategic Plan, and act as
the basis for strategic discussions at Standing Committee and Executive Management
Committee. The balanced scorecard emphasizes financial and non-financial
measures as part of an information system that links all levels of the City to
the priorities of Council.
Proposed
Strategic Priorities
With
direction from the Mayor, Chairs and Vice-Chairs, management has developed the proposed
priorities that outline what will be accomplished during this Term of Council. These
priorities are:
·
Economic Prosperity:
Use Ottawa's unique combination of recreational, social, cultural and business
assets, natural environment and physical infrastructure to attract enterprises,
visitors and new residents, while at the same time, developing and retaining
our local firms and talent.
·
Transportation and Mobility:
Meet the current and future transportation and mobility needs of residents,
visitors and enterprises by improving transit and by emphasizing choice and
accessibility of multiple types of transportation including the development of
a Light Rail Transit system.
·
Environmental Stewardship:
Promote long-term sustainability and reduce our environmental footprint by
maintaining and improving the quality of our air and water, by utilizing green
technology and promoting energy efficiency, and by protecting our natural
resources and land to enhance the quality of the environment for our residents.
·
Healthy and Caring Communities:
Help all residents enjoy a high quality of life and contribute to community
well-being through healthy, safe, secure, accessible and inclusive places.
·
Service Excellence:
Improve client satisfaction with the delivery of municipal services to Ottawa residents
of by measurably increasing 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: 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.
·
Employee Engagement: Integrate
and align human resource strategies with the City’s strategic planning process,
and build a satisfied and committed workforce that will be a solid foundation
for the coming decade.
·
Financial Responsibility: Be
financially responsible to the residents of Ottawa by practicing prudent fiscal
management of existing resources, and by making sound long-term choices that
allow core City programs and services to be sustainable now and into the
future.
These
proposed strategic priorities have been further translated into a set of executable strategic objectives to give
further clarity and meaning to the priority. The description of these
objectives is provided in Document 1.
Governance, Roles and Responsibilities
The Mayor, Standing Committees and the Transit
Commission increased the oversight role with respect to Term of Council
strategic priorities. This increased oversight role will enable Council to more
effectively monitor performance of programs and services and provide the
appropriate direction to staff. The
Mayor, Standing Committee and Transit Commission Chairs and Vice-Chairs have
worked with the City Manager to define their proposed oversight
responsibilities for strategic initiatives within their respective Standing
Committee terms of reference. The following description highlights the main proposed
roles and responsibilities of Standing Committees, Transit Commission and staff.
The proposed oversight mandate for each Standing Committee and Transit
Commission with respect to Term of Council strategic initiatives is identified
in specific appendices A through G as noted in the recommendation section of
this report.
1. Mayor,
Standing Committee and Transit Commission Chairs and Vice-Chairs
The Mayor, Standing Committee and Transit Commission Chairs and Vice-Chairs identify the proposed
strategic priorities, objectives and initiatives as well as the Standing
Committee and Transit Commissionoversight responsibilities for each specific
strategic initiative that pertains to their respective mandates. Where
oversight responsibility for a strategic initiative appears to belong to more
than one Standing Committee, through the priority setting process, Chairs and Vice-Chairs will identify a
lead Standing Committee to assume responsibility for the oversight of the
initiative. The lead Standing Committee Chair will determine when items should
be referred to other Standing Committees, in consultation with other Standing
Committee Chairs, as per the governance report.
The Mayor, Standing Committee and Transit Commission Chairs and
Vice-Chairs also identify operational direction for the City by proposing strategic
initiatives, and their related resource impacts (budget and FTEs), that will
support the achievement of strategic objectives.
2. Standing Committees and Transit
Commission
Standing
Committees and the Transit Commission review the proposed strategic priorities,
objectives and initiatives based on the list of opportunities and resources (budget
and FTEs) provided by the Mayor,
Standing Committee and Transit Commission Chairs and Vice-Chairs, and
forward any amendments to Council through motions identified at Standing
Committees and the Transit Commission. This allows for a more comprehensive
discussion of all priorities at Council.
Once
the priorities are approved, Standing Committees and the Transit Commission take
on additional oversight roles to monitor performance and provide direction to staff.
Standing Committees and the Transit Commission work with staff to clarify the
expectations for fulfillment of objectives, provide specific direction
regarding how the objectives will be accomplished through the strategic
initiatives that support them, and agree on how performance will be measured
and reported.
Standing
Committees and the Transit Commission also have the responsibility to continuously
evaluate performance results against targets, and recommend corrective action to
staff when necessary.
3.
Staff
Staff
receives direction from Standing Committee and Transit Commission Chairs
regarding priorities and related strategic objectives and strategic initiatives.
Staff translates direction from Standing Committees and Transit Commission into
operational terms using the various planning tools (e.g., strategy map and balanced
scorecard) and report back on progress using new reporting mechanisms. Staff work
with Standing Committees and the Transit Commission in defining the associated
measures that describe fully and clearly specific financial and operational
goals and when these will be met. Management will use new reporting tools to
monitor progress against objectives and to serve as the agenda for quarterly Executive
Management Committee strategy review meetings.
4. External Boards
The
approval of the Corporate Planning Framework by Council on May 25 (ACS2011-COS-ODP-0007) included a motion to inform the Ottawa
Police Services Board, the Ottawa Public Library Board, the Ottawa Community
Housing Board of Directors and the Ottawa Board of Health about City Council’s
Corporate Planning Framework and its strategic priorities for the Term of
Council, and request that these Boards undertake a similar exercise to develop
their strategic priorities for 2011-2014 and report back to City Council on any
actions taken as a result of this request. To fulfill this motion, the
City Manager will work with representatives of these Boards to inform them of
the proposed priorities and to receive their recommendations on how Boards will
align their process to the Corporate Planning process adopted by the City of
Ottawa. The City will support Boards where necessary by providing them with new
tools and approaches identified in the Corporate Planning Framework Report
approved by Council on May 25 (Report
No ACS2011-COS-ODP-0007). The
strategic priorities identified by Boards will be forwarded to Council for
information in December with the City Strategic Plan.
5. Advisory Committees
Advisory
Committees will be given the opportunity to provide comment on the proposed
priorities through the Standing Committee and Transit Commission review. Each
Advisory Committee will have the opportunity to deliver a presentation to their
respective Standing Committees and Transit Commission on the dates outlined in
the recommendation section of this report. The input received through these
presentations will be considered by Standing Committees and Transit Commission.
Key Upcoming Milestones
The
draft strategic priorities and related objectives, initiatives and oversight
responsibilities contained in this report, once approved by Council, will form
the 2011 – 2014 City Strategic Plan and will inform the development of the 2012
and future budgets. This includes the following activities:
·
Link
to Long Range Financial Plan and Budget: The resource impacts (budget and FTEs) for
strategic initiatives that support the priorities and objectives contained in
this report are reflected in the updated Long Range Financial Plan (LRFP) and,
once endorsed by Council, will inform the 2012 budget process. The 2012 budget
is expected to be tabled at Committee and Council in November, 2011.
·
Approve
the 2011–2014 City Strategic Plan: Term of
Council Priorities as articulated in the City strategy map and its balanced
scorecard will form the basis for the 2011-2014 City Strategic Plan document.
The 2011-2014 City Strategic Plan will be the key planning document that
integrates: Council strategic priorities, strategic objectives; key strategic
initiatives; and key performance information. The new City Strategic Plan will
be presented to Council in a subsequent meeting following the 2012 budget
process.
·
Institute
Performance Management System: Staff will work with Standing
Committees and Transit Commission to begin the development of the performance
measures that will form the basis of the Corporate Balanced Scorecard and that
will be used to monitor progress against strategic priorities, objectives and
initiatives. The Corporate Balanced Scorecard will form part of the 2011–2014
City Strategic Plan and will be tabled for approval at Council in the first
quarter of 2012. Departmental balanced scorecards will be subsequently developed
and used to monitor progress against priorities and objectives of departments.
New reports will align with the Council, executive and senior management
audiences to facilitate the appropriate level of strategic discussion on
Council’s priorities.
RURAL IMPLICATIONS
N/A
CONSULTATION
The
Draft of Term of Council Priorities Report was developed collaboratively with:
1) direction and input from Mayor, Standing Committee and Transit Commission Chairs
and Vice-Chairs; 2) direction from the Executive Committee; and, 3) input from senior
management; 4) input from members of the public who are invited to respond
through delegations at Standing Committees and Transit Commission.
Presentations from Advisory Committees will occur at Standing Committees and
Transit Commission on the dates outlined in the recommendation section of this
report.
COMMENTS BY THE WARD COUNCILLOR(S)
N/A
LEGAL/RISK MANAGEMENT IMPLICATIONS
There
are no legal or risk management impediments to implementing the recommendation
in this report.
2007-2010 CITY STRATEGIC PLAN
The priorities, objectives and strategic initiatives stated in this
report will replace those in the existing 2007-2010 City Strategic Plan. Once the
Term of Council Priorities are endorsed, reports to Council will have to
demonstrate their alignment to the 2011-2014 Term of Council priorities and objectives.
ENVIROMENTAL IMPLICATIONS
There
are no environmental implications with respect to implementing the
recommendations set out in this report.
TECHNICAL IMPLICATIONS
The
technical support required to implement the CPF is available within existing
resources.
FINANCIAL IMPLICATIONS
Funding necessary
to monitor and report on the Corporate Planning Framework will come from the
budget of the Organizational Development and Performance Department.
Operational Strategic Initiatives are dependent on the continuation of the
Provincial upload. Any change in the value of the upload would require
Council's reconsideration of the operation initiatives. In addition, to the
extent that operational Strategic Initiatives exceed the Provincial upload
staff will provide recommendations to Council at the July 13th meeting.
SUPPORTING DOCUMENTATION
Document 1– City of Ottawa Strategy Map
Appendix A – Planning
Committee Oversight Responsibilities
Appendix B – Transit
Commission Oversight Responsibilities
Appendix C – Environment
Committee Oversight Responsibilities
Appendix D – Community
and Protective Services Committee Oversight Responsibilities
Appendix E – Transportation
Committee Oversight Responsibilities
Appendix F– Finance and
Economic Development Committee Oversight Responsibilities
Appendix G – Agriculture
and Rural Affairs Committee Oversight Responsibilities
DISPOSITION
The
Organizational Development and Performance department will implement the
decisions of Committee and Council and report back to Council.
