1.       DRAFT TERM OF COUNCIL PRIORITIES

 

ÉBAUCHE DES PRIORITÉS POUR LE MANDAT DU CONSEIL

 

 

RECOMMENDATIONS AS AMENDED

 

That, at the July 13, 2011 meeting, City Council

 

a.   Approve the Draft Term of Council Priorities as outlined in this report, subject to consideration of the various motions forwarded by the Standing Committees and the Transit Commission;

 

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 MODIFIÉES

 

Que le Conseil municipal, au cours de la réunion du 13 juillet 2011:

a.      approuve l’ébauche des priorités du mandat du Conseil, tel qu’énoncé dans de rapport, sous réserve de l’examen des différentes motions transmises par les comités permanents et la Commission du transport en commun;

 

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 rendement qui constitueront le fondement des rapport de rendement 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.

 

 

DOCUMENTATION

 

1.      City Manager’s report dated 7 June 2011(ACS2011-COS-ODP-0011)

 

2.      Extract of Finance and Economic Development Committee Minutes from 7 June 2011

 

3.      Extract of Draft Minutes, Planning Committee meeting of 14 June 2011

 

4.      Extract of Draft Minutes, Transit Commission meeting of 15 June 2011

 

5.      Extract of Draft Minutes, Environment Committee meeting of 16 June 2011

 

6.      Extract of Draft Minutes, Community and Protective Services Committee meeting of 23 June 2011

 

7.      Extract of Draft Minutes, Transportation Committee meeting of 29 June 2011

 

8.      Extract of Draft Minutes, Finance and Economic Development Committee meeting of 7 July 2011

 

9.      Extract of Draft Minutes, Agriculture and Rural Affairs Committee meeting of 8 July 2011

 

 


Report to/Rapport au :

 

Finance and Economic Development Committee

Comité des finances et du développement économique

 

and Council / et au Conseil

 

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

 

City Wide/ À l’échelle de la Ville

Ref N°: ACS2011-COS-ODP-0011

 

SUBJECT:

DRAFT Term of council priorities

 

 

OBJET :

ÉBAUCHE DES PRIORITÉS POUR LE MANDAT DU

CONSEIL

 

 

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):

 

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 Commission oversight 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.


DOCUMENT 1

 

CouncilPriorities-blue final ENG GOOD.jpg


DOCUMENT 1

DEFINITIONS OF STRATEGIC PRIORITIES AND STRATEGIC OBJECTIVES

 

Strategic Priority: Economic Prosperity
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. 

 

Index

Strategic objective

Strategic Objective Description

EP1

Promote Ottawa globally

Find ways to integrate visitor services for both the leisure and business travel market. This includes destination marketing, urban and rural tourism development, sports and major event hosting, and visitor services.

EP2

Effectively integrate immigrants

Make it easier for immigrants to become part of the local urban and rural economies by improving programs and services provided by the City that help immigrants integrate into Ottawa.

EP3

Support growth of local economy

Invest in community organizations that support the local economy, both urban and rural, by promoting local industry, creating infrastructure to stimulate growth, including hubs for innovation, promoting investments in businesses, and working cooperatively with the federal government to retain federal employment in Ottawa.


DOCUMENT 1

 

Strategic Priority: 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.

 

Index

Strategic objective

Strategic Objective Description

TM1

Ensure sustainable transit services

Offer reliable travel options at the lowest possible cost and in a financially and operationally sustainable way.

TM2

Maximize density in and around transit stations

Plan well-designed, compact neighbourhoods where residents can live, work, shop and play close by, complete daily activities easily, access viable transit, and support local businesses.

 

TM3

Provide infrastructure to support mobility choices

Improve residents’ mobility choices by supporting initiatives related to routes, rapid transit, walking, and cycling.

TM4

Promote alternative mobility choices

Promote alternative mobility choices by emphasizing transit, cycling and walking as preferred ways of getting around the City. Use education, promotion and incentives to encourage alternatives to driving, and provide information that encourages responsible travel.

 

 

 

 

 

DOCUMENT 1

 

Strategic Priority: Environmental Stewardship
Promote long-term sustainability and reduce our environmental footprint by maintaining and improving the quality of our air and water, by using green technology and promoting energy efficiency, and by protecting our natural resources and land to enhance the quality of the environment for our residents.  

 

Index

Strategic objective

Strategic Objective Description

ES1

Improve storm water management

Manage storm water run-off safely and effectively while maintaining the health of the City’s streams and rivers. The City will direct storm water management in developing areas, identify opportunities for storm water management retrofit, and ensure stream rehabilitation in older areas.

ES2

Enhance and protect natural systems

Protect Ottawa’s urban and rural natural heritage, ecosystems and biodiversity using the concept of sustainability and environmental protection. The City will also protect surface and groundwater sources of municipal water, ensure safe drinking water, and preserve trees and forests to help improve air quality.

ES3

Reduce environmental impact

Put into place an approach to the ecosystem that encourages sustainability and takes into consideration natural cycles (e.g. water, carbon and nutrients) as well as natural habitat before and during development. The City will develop spaces wisely, increase diversion, make the best use of existing infrastructure, minimize disturbance of green spaces and sub-watersheds, develop lands within the urban boundary, and avoid outward sprawl.

 


 

DOCUMENT 1

 

Strategic Priority: Healthy and Caring Community
Help all residents enjoy a high quality of life and contribute to community well-being through healthy, safe, secure, accessible and inclusive places.

 

Index

Strategic objective

Strategic Objective Description

HC1

Achieve equity and inclusion for an aging and diverse population

Accommodate the needs of a diverse and aging population by effectively planning and implementing changes to major infrastructure development and service delivery.

HC2

Improve parks, recreation, arts and heritage

Provide accessible, inclusive and quality parks, recreation services and urban spaces for leisure, arts and heritage that respond to demographic trends in population and activity.

HC3

Improve social and affordable housing

Provide affordable, attractive and accessible supportive and permanent housing for residents in need, and improve the range and quality of housing for people of diverse abilities and incomes to live in a community through various life stages.


 

DOCUMENT 1

 

Strategic Priority: Service Excellence
Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 

Index

Strategic objective

Strategic Objective Description

SE1

Ensure a positive experience for every client interaction

Provide consistent and high-quality information and services to residents, visitors and enterprises and improve clients’ interactions with the City by ensuring services are timely and coordinated, easy to find and access, and delivered in a way that respects residents’ needs.

SE2

Improve operational performance

Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.


 

DOCUMENT 1

Strategic Priority: 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.

Index

Strategic objective

Strategic Objective Description

GP1

Improve the public’s confidence in and satisfaction with the way Council works

Put into place business practices that are democratic, engaging and visible by encouraging citizens to participate in decision-making and community life, by informing them in a timely manner of decisions that affect them, and by providing reasons for decisions.

GP2

Apply management controls to achieve Council’s priorities

Integrate planning and performance processes at the City to strengthen decision-making, improve transparency and accountability, align operations with Council’s priorities, enhance governance, and improve local decision-making while allowing Council and City management to focus on citywide challenges.

GP3

Make sustainable choices

Promote a sustainable, resilient and liveable future by applying a sustainability lens to decision-making that considers long-term impacts, and by aligning all City plans toward common long-term goals. In some cases the City will rethink current practices; in others, it will build on existing or past successes. In all cases, the City will make decisions and solve problems in a way that improves economic health, cultural vitality, social equity and environmental responsibility.

GP4

Improve overall relations with City unions

Continue to develop a constructive and respectful relationship with all City unions, and productively negotiate all collective agreements being renewed in this term of Council.

                        


 

DOCUMENT 1

Strategic Priority: 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.

Index

Strategic objective

Strategic Objective Description

EE1

Ensure leaders are strong and effective

Develop strong candidates to take on leadership roles by strengthening the leadership skills of all levels of management.

EE2

Maintain a diverse, high-performing, client-centric workforce

Implement strategies to attract diverse people with the right skills and fit to the organization.

EE3

Enable employees to develop and contribute to their fullest potential

Develop tools and resources to help in employee career planning and development, and provide opportunities for professional growth. Learning and development will strengthen the ability of employees to meet business challenges.

EE4

Build a positive, productive and engaged workplace

Build the capability of the organization by strengthening employees’ connection to the City and fostering a sense of pride in working here.

 


 

DOCUMENT 1

Strategic Priority: 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.

Index

Strategic objective

Strategic Objective Description

FS1

Align strategic priorities to Council’s tax and user fee targets

Reach stable and affordable property tax levels while maintaining service levels to residents by making decisions that allow us to live within our means and by capping tax increases at 2.5% per year.

FS2

Maintain and enhance the City’s financial position

Develop processes and tools to ensure that tax dollars are spent wisely by making strategic choices and finding ways to improve the value we can deliver for the tax dollar.


APPENDIX A -

PLANNING COMMITTEE OVERSIGHT RESPONSIBILITIES

 

Strategic Priority: 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.

 

Strategic Objective Name & Description


TM2 - Maximize density in and around transit stations: Plan well-designed, compact neighbourhoods where residents can live, work, shop and play close by, complete daily activities easily, access viable transit, and support local businesses.

 


SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

7

Community Planning Studies in support of the Light Rail Transit Project

(Note 1)

Suite of projects to create the regulatory framework to stimulate development that is dense, innovative, integrated and of high-quality urban design in the vicinity of the proposed 13 stations.

PC

                  -  

 

 -  

               -  

               -  

             185

             485

               785

          1,085

 

Note 1:  Non Citywide Reserve Funded Projects (including Transit/Rate)

 


 

Strategic Priority: Environmental Stewardship - Promote long-term sustainability and reduce our environmental footprint by maintaining and improving the quality of our air and water, by using green technology and promoting energy efficiency, and by protecting our natural resources and land to enhance the quality of the environment for our residents.

 

Strategic Objective Name & Description

ES1 - Improve storm water management: Manage storm water run-off safely and effectively while maintaining the health of the City’s streams and rivers. The City will direct storm water management in developing areas, identify opportunities for storm water management retrofit, and ensure stream rehabilitation in older areas.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

17

Subwatershed studies and Environmental Management

(Note 2)

Undertake environmental studies that will determine environmental management actions that over the long term will improve the health and condition of several natural environment systems. In addition, Environmental Management Plans may be required to identify, in conjunction with the developer, stormwater management solutions that address natural heritage issues in new development areas.

PC

-  

250

250

250

-  

-  

-  

-  

 

Note 2:  Non Citywide Reserve Funded Projects (including Transit/Rate)

 


 

 

Strategic Objective Name & Description

ES2 - Enhance and protect natural systems: Protect Ottawa’s urban and rural natural heritage, ecosystems and biodiversity using the concept of sustainability and environmental protection. The City will also protect surface and groundwater sources of municipal water, ensure safe drinking water, and preserve trees and forests to help improve air quality.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

23

Source Water Protection Plan

(Note 3)

Implement in the Official Plan measures to control land use in and around the natural areas that provide sources for the City's drinking water.

PC

               200

-  

-  

-  

-   

-  

   -  

-  

 

Note 3:  Non Citywide Reserve Funded Projects (including Transit/Rate)


 

Strategic Objective Name & Description

ES3 - Reduce environmental impact: Put into place an approach to the ecosystem that encourages sustainability and takes into consideration natural cycles (e.g. water, carbon and nutrients) as well as natural habitat before and during development. The City will develop spaces wisely, increase diversion, make the best use of existing infrastructure, minimize disturbance of green spaces and sub-watersheds, develop lands within the urban boundary, and avoid outward sprawl.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

29

Green Building Promotion Program

Foster green building development in the private building sector by creating a green checklist for builders, training staff on green buildings, creating Web-based information and recognition, establishing a facilitated development approvals process, and providing a report on potential incentive programs. 

PC

-  

-  

-  

-  

-  

  -  

-  

-  


 

Strategic Priority: Healthy and Caring Community – Help all residents enjoy a high quality of life and contribute to community well-being through healthy, safe, secure, accessible and inclusive places.

 

Strategic Objective Name & Description

HC3 - Improve social and affordable housing: Provide affordable, attractive and accessible supportive and permanent housing for residents in need, and improve the range and quality of housing for people of diverse abilities and incomes to live in a community through various life stages.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

43

Housing and Homelessness Investment Plan

The City has a role and works with community partners to address housing and homelessness. Council has approved annual operating funding for housing and homelessness investments beginning in 2011 and capital funding for the next 4 years.

 

PC
CPS

(Note 4)

10,100

  7,100

6,100

6,100

3,900

6,900

7,900

7,900

 

Note 4: Oversight for Planning Committee includes only capital items related to this initiative.


Strategic Priority: Service Excellence – Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 

Strategic Objective Name & Description

SE2 - Improve operational performance: Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

51

Development Review Process Continuous Improvement

Undertake a series of reviews over the Term of Council, including reviews of the following: One Stop Service model; Planning Fee; triaging development applications to improve timelines for smaller applications; e-circulation and paperless opportunities; mandatory pre-application consultation; and post-development approvals processes. The outcome will be improved service to clients and elimination of barriers where identified in the development review process.

PC

-  

-  

-  

-  

-  

-  

-  

-  

 


 

Strategic Priority: 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.

 

Strategic Objective Name & Description

GP3 - Make sustainable choices: Promote a sustainable, resilient and liveable future by applying a sustainability lens to decision-making that considers long-term impacts, and by aligning all City plans toward common long-term goals. In some cases the City will rethink current practices; in others, it will build on existing or past successes. In all cases, the City will make decisions and solve problems in a way that improves economic health, cultural vitality, social equity and environmental responsibility.

 


SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

70

Review of the Official Plan, Transportation Master Plan and Infrastructure Master Plan

Review and revise the City's Official Plan and complementary Transportation Master Plan and Infrastructure Master Plan.

PC

750

800

1,800

1,800

-  

-  

-  

-  

 


Strategic Priority: 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.

 

Strategic Objective Name & Description

FS2 - Maintain and enhance the City’s financial position: Develop processes and tools to ensure that tax dollars are spent wisely by making strategic choices and finding ways to improve the value we can deliver for the tax dollar.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

80

Mid-term Development Charge Review

The purpose of this initiative is to review the adequacy of the current development charge with a focus on increasing development charges for Transit purposes. The intent is to increase the amount of DCs collected annually for Transit to ensure that they are available to pay for the Light Rail Train project.

PC

-  

-  

-  

-  

-  

-  

-  

-  

 


APPENDIX B -

TRANSIT COMMISSION OVERSIGHT RESPONSIBILITIES

 

Strategic Priority: 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.

 

Strategic Objective Name & Description


TM1 - Ensure sustainable transit services: Offer reliable travel options at the lowest possible cost and in a financially and operationally sustainable way.

 


SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

4

O-Train Service Expansion

As approved in the Business Plan, staff are exploring the possibility of additional system upgrades and putting four vehicles in operation on the line at one time instead of two as we have today. With minimal infrastructure modification, the proposed expansion of the O-Train would nearly double the O-Train frequency and capacity at peak periods. Expansion would also provide an innovative transportation solution when Hurdman station closes for Light Rail Transit construction.

Transit

3,630

55,370

-  

-  

  -  

-  

-  

-  

5

Double-decker purchase

(Note 1)  

Purchase will improve the financial sustainability of the transit system while maintaining excellence in customer service. Operating and long-term capital costs will be reduced as we will not compromise overall capacity as a result of the network optimization process.

Transit

 

81,100

 

 -  

-  

  -  

  -  

  -  

 -  

  -  

6

Route Optimization Savings

(Note 2)

Savings generated by route optimization process completed in the Spring of 2011.

Transit

                -

   

             -  

                -  

               -  

                 -  

              -  

               -  

               -  

 

Note 1 & 2: Efficiency savings are associated with this initiative.

 


 

Strategic Priority: Service Excellence Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 

Strategic Objective Name & Description


SE2 - Improve operational performance: Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.

 


SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

58

Transit Technology Roadmap and Presto SmartCard

With PRESTO Smart Card customers will be able to load their PRESTO Smartcard via the internet, phone, mail and through the OC Transpo sales and information offices.  Passenger boarding will be quicker as customer load times with the PRESTO Smartcard will be faster. IT Road map includes Next Stop Announcement, Real time bus arrival information system and an improved customer service platforms (Smart Bus).

Transit

           18,810

        5,325

           5,790

          1,295

                 -  

               -  

                -  

               -  

 

 


APPENDIX C -

ENVIRONMENT COMMITTEE OVERSIGHT RESPONSIBILITIES

 

Strategic Priority: Environmental Stewardship Promote long-term sustainability and reduce our environmental footprint by maintaining and improving the quality of our air and water, by using green technology and promoting energy efficiency, and by protecting our natural resources and land to enhance the quality of the environment for our residents.

 

Strategic Objective Name & Description


ES1 - Improve storm water management: Manage storm water run-off safely and effectively while maintaining the health of the City’s streams and rivers. The City will direct storm water management in developing areas, identify opportunities for storm water management retrofit, and ensure stream rehabilitation in older areas.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

18

Stormwater Master Plan

(Note 1)

Develop, in conjunction with the Ottawa River Action Plan (ORAP), master plans for stormwater management facility retrofits for various watersheds within the city. The intent of the program is to manage storm water runoff quantity and quality in older areas that developed without stormwater management facilities or need existing facilities to be upgraded to meet current standards.

EC

                  -  

        2,000

           2,000

          9,000

                 -  

               -  

                 -  

               -  

19

Ottawa River Action Plan (ORAP)

(Note 2)

The City has a long-term working plan to protect the health of the Ottawa River. That means cleaner water, safer beaches and a better environment. The 17 projects in the Ottawa River Action Plan not only address the problem of combined sewer overflows, but also the broader issues affecting the entire watershed. Annual Reports will be tabled at Environment Committee to track implementation and outcomes.

EC

                  -  

18,250

         75,566

(Note 5)

  28,398

 -  

-

-

-

20

West End Flood Mitigation

(Note 3)

Design is underway in 2011 with construction planned to start in either 2011 or 2012 on a number of initiatives including the Glen Cairn storm pumping station, backwater valves, sump pumps, storm drainage system improvements;  Hazeldean pumping station improvements;  Leacock sanitary sewer; Peary culvert replacement; Vanstone ditch and sewer upgrades; and, Stittsville overland flow improvements.

EC

             7,300

      21,300

                -  

             -  

 

-  

               -  

                 -  

              -  

21

Surface Water Management

(Note 4)

The city’s creeks, rivers, ponds, and lakes are increasingly recognized as serving an essential role in the ecosystem of the city, and the welfare of its residents.  Additional resources and attention are needed to ensure that these resources are managed in a sustainable manner.  The purpose of this initiative is to develop the capacity of the corporation to monitor, effectively manage, and raise the profile of the city’s surface water resources, and the need to protect them.

EC

                  -  

             -  

                -  

              -  

                 -  

              -  

                -  

               -  

Note 1, 2, 3, 4:  Non Citywide Reserve Funded Projects (including Transit/Rate)                   Note 5: Subject to securing Federal and Provincial Funding


 

Strategic Objective Name & Description


ES2 - Enhance and protect natural systems: Protect Ottawa’s urban and rural natural heritage, ecosystems and biodiversity using the concept of sustainability and environmental protection. The City will also protect surface and groundwater sources of municipal water, ensure safe drinking water, and preserve trees and forests to help improve air quality.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

22

Increase Forest Cover

Initiatives for increasing forest cover include tree planting programs in both urban and rural areas, rehabilitation of urban parks with increased tree planting and greenspace through City partners, and management of the Emerald Ash Borer.

EC

             1,175

        1,175

           1,175

          1,175

           1,543

          1,543

           1,543

          1,543

24

Drinking Water Quality Management System (DWQMS)

(Note 6)

Develop and maintain a management system for the production and distribution of potable water.

EC

                  -  

             -  

               -  

              -  

                 -  

              -  

                -  

               -  

25

Environmental Quality  Wastewater Management System (EQWMS)

(Note 7)

Develop and maintain an environmental quality management system governing wastewater services.

EC

                  -  

          200

                -  

               -  

                 -  

               -  

                 -  

               -  

26

Purchase Urban Natural Features

Purchase of urban natural features in accordance with Council policy and as funds become available

EC

                  -  

        4,000

(Note 8)

                -  

               -  

                 -  

               -  

                 -  

               -  

Note 6, 7:  Non Citywide Reserve Funded Projects (including Transit/Rate)                             Note 8: One-time from reserve fund

Strategic Objective Name & Description


ES3 - Reduce environmental impact: Put into place an approach to the ecosystem that encourages sustainability and takes into consideration natural cycles (e.g. water, carbon and nutrients) as well as natural habitat before and during development. The City will develop spaces wisely, increase diversion, make the best use of existing infrastructure, minimize disturbance of green spaces and sub-watersheds, develop lands within the urban boundary, and avoid outward sprawl.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

27

Municipal Waste Management Plan

(Note 9)

Development of a Municipal Waste Management Plan to guide solid waste planning and services for the next 30 years. Will explore opportunities for regionalization.

EC

                500

             -   

                -  

               -  

                 -  

               -  

                 -  

              -  

28

Environmental Strategy 2011-2015

The objective of this initiative is to work towards three key environmental destinations for the City over the next five years: a greener, more ecologically robust city; a connected and more actively mobile city; and, a city with a lighter environmental footprint. While some operational pressures may result through the implementation these initiatives, these will be limited to $150,000 per year. 

EC

                300

           750

              750

             750

                 -  

             150

              150

           150

30

Implementation of new Solid Waste Service Levels (2012-2018)

(Note 10)

April 2011 Council decision to move to bi-weekly garbage and weekly green bin collection starting November 1, 2012. These service level changes  will increase diversion and deliver significant financial savings, as well as other environmental benefits. Work will involve cooperation with community partners and will continue to extend green-bin services to high density dwellings. 

EC

                  -  

             -  

                -  

               -  

                 -   

               -  

                 -  

               -  

31

Diversion 2015 (2011-2015)

Implement on a priority basis initiatives to improve waste diversion by the Industrial, Commercial and Institutional (IC&I) sectors of the City through a combination of partnership, leadership, and knowledge transfer projects.

 

EC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

32

Waste Diversion at City Facilities

As directed by Council, the City will demonstrate leadership in sustainable waste management practices by implementing programs to increase waste diversion at municipal facilities, including expanded access to the Green Bin program.

EC

                  -  

             -  

                -  

               -  

                 -  

              25

                 25

              25

 

Note 9:  Non Citywide Reserve Funded Projects (including Transit/Rate)

Note 10: Efficiency savings are associated with this initiative.


 

Strategic Objective Name & Description


HC3 - Improve social and affordable housing: Provide affordable, attractive and accessible supportive and permanent housing for residents in need, and improve the range and quality of housing for people of diverse abilities and incomes to live in a community through various life stages.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

43

Housing and Homelessness Investment Plan

The City has a role and works with community partners to address housing and homelessness. Council has approved annual operating funding for housing and homelessness investments beginning in 2011 and capital funding for the next 4 years.

PC
CPS

(Note 2)

           10,100

        7,100

           6,100

          6,100

            3,900

          6,900

            7,900

          7,900

 

Note 2: Oversight for CPS includes only operating items relative to this initiative.

 

 

 


Strategic Priority: Service Excellence - Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 

Strategic Objective Name & Description


SE2 - Improve operational performance: Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

48

Advanced Meter Infrastructure

Upgrading the water-meter-reading system to replace the current, obsolete meter-reading equipment. It will use radio frequency to remotely transmit water-consumption information for individual City water accounts. The new transmitters will eliminate estimated billing for residents and businesses and help the City be more efficient in its water operations.

EC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

59

Enterprise Asset Management

(Note 11)

Replace the current system that tracks all water and wastewater assets with an improved asset management system designed to achieve current efficiency savings. This project will improve current work practices, reporting capabilities, asset monitoring, maintenance practices and replacement strategies.

EC

                  -  

        8,200

                -  

               -  

                 -  

               -  

                 -  

               -  

 

Note 11:  Non Citywide Reserve Funded Projects (including Transit/Rate)


Strategic Priority: 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.

 

Strategic Objective Name & Description


GP3 - Make sustainable choices: Promote a sustainable, resilient and liveable future by applying a sustainability lens to decision-making that considers long-term impacts, and by aligning all City plans toward common long-term goals. In some cases the City will rethink current practices; in others, it will build on existing or past successes. In all cases, the City will make decisions and solve problems in a way that improves economic health, cultural vitality, social equity and environmental responsibility.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

67

Choosing our Future Plans

Choosing our Future, an innovative joint planning initiative of the City of Ottawa, the City of Gatineau and the National Capital Commission, will finalize its preferred future scenario that will guide the National Capital Region's planning for the next 100 years.  This program will implement local-based solutions, both rural and urban, to ensure our growth remains affordable, our quality of life remains high, and Ottawa’s economic, environmental, social and cultural success remains secure over the long term.

EC

-

125

125

125

120

(Note 12)

-

-

-

68

Sustainability Program

The Sustainability Program include two projects: 1) The Corporate Sustainability Program that provides tools to City staff to better integrate sustainability practices in city operations –  this program on track to conclude in 2013; and, 2) As directed by Council, the development of a neighbourhood sustainability program that provides tools and processes to respond to the issues raised in the Neighbourhood Planning Initiative pilot projects in Hintonburg and Vars.

EC

                  -  

           100

               25

               -  

                 -  

             350

               350

            350

Note 12: One time only, subject to Council approval  

 


Strategic Priority: 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.

 

Strategic Objective Name & Description


FS1 – Align strategic priorities to Council’s tax and user fee targets: Reach stable and affordable property tax levels while maintaining service levels to residents by making decisions that allow us to live within our means and by capping tax increases at 2.5% per year.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

78

Long Range Financial Plan:  Water & Sewer Rate (2011)

Establish the goals and policy framework to guide water and wastewater rate increases over the next 10-years.

EC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

79

Water and Wastewater Rate Review (2013)

Examine the best means for recovering fixed costs in the delivery of water and sanitary services; and for the recovery of stormwater management costs.

EC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

 


APPENDIX D -

COMMUNITY AND PROTECTIVE SERVICES COMMITTEE OVERSIGHT RESPONSIBILITIES

 

Strategic Priority: Economic Prosperity – 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 Name & Description


EP2 - Effectively integrate immigrants: Make it easier for immigrants to become part of the local urban and rural economies by improving programs and services provided by the City that help immigrants integrate into Ottawa.

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

2

City of Ottawa Immigration Strategy

The City is engaged in multiple service activities that are meant to support the integration and inclusion of immigrants (e.g. the Equity and Inclusion Lens; Immigration Web Portal; Cultural Renewal Plans; Ottawa Public Library immigrant outreach programs; Community and Social Services Department Community Liaison Officers; Youth Futures, City Economic Development Plan; Parks, Recreation and Culture`s Social Recreation Strategy).  A corporate policy framework is now required to ensure that our efforts are coordinated toward this common goal.

CPS

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

 


Strategic Priority: Healthy and Caring Community – Help all residents enjoy a high quality of life and contribute to community well-being through healthy, safe, secure, accessible and inclusive places.

 

Strategic Objective Name & Description


HC1 - Achieve equity and inclusion for an aging and diverse population: Accommodate the needs of a diverse and aging population by effectively planning and implementing changes to major infrastructure development and service delivery.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

33

Community Development Funding for Priority Neighbourhoods

Funding to stabilize the five priority neighbourhoods identified in the Community Development Framework. Funding assists these priority neighbourhoods to develop leadership capacity and respond to identified needs. The investment will be evaluated yearly.

CPS

                  -  

             -  

                -  

               -  

               250

             250

               250

            250

34

Community and Social Services Partnership Capital funding

City contribution (25% of eligible expenses) to major capital requirements of social service and community organizations providing services on behalf of the City to low income residents.

CPS

                  -  

           300

              300

             300

                 -  

               -  

                 -  

               -  

35

Recreation Major/Minor Capital Partnership

City contribution to major and minor capital requirements of community and recreation organizations providing services on behalf of the City

CPS

            1,030

        1,030

           1,030

          1,030

                 -  

               -  

                 -  

               -  

36

Seniors Summit and Older Adult Plan

Implement and monitor a 5-year Older Adult/Seniors Action Plan  (resulting from the Mayor's Seniors Summit and the 2010 Ottawa Adult Plan demographic study).  This Action Plan will identify recommendations, actions for implementation, timelines, costs and an accountability framework.  The City will monitor implementation and evaluate results over time.

CPS

                  -  

             -  

                -  

               -  

                 70

              70

                 70

              70

 


 


Strategic Objective Name & Description


HC2 - Improve parks, recreation, arts and heritage: Provide accessible, inclusive and quality parks, recreation services and urban spaces for leisure, arts and heritage that respond to demographic trends in population and activity.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

39

Lansdowne - Urban Park Redevelopment

The redevelopment of a state of the art urban park as part of the redevelopment of Lansdowne Park. The urban park will be a gathering place that attracts and facilitates a wide spectrum of events and activities for the enjoyment of residents and visitors to Ottawa.  The urban park will provide an active, engaging, lively place from morning into the evening and during each season of the year. The Aberdeen Pavilion remains the centerpiece of the park, surrounded by new programmable plazas on all sides. The Horticulture Building will be refurbished and accessible for public programs.

CPS

           35,000

             -  

                -  

               -  

                 -  

               -  

                -  

          2,000

40

Parks and Recreation Master Plan

This initiative will ensure our services are accessible and inclusive to priority populations and provide benefits to children, youth and seniors. It will involve communication improvements, sharing information  relating to our programs and services, and development of tools to ensure effective and efficient partner based provision of parks and recreation services as part of an overall service delivery model.

CPS

                  -  

        1,000

           1,000

          1,000

                 -  

             500

            1,000

          1,500

41

Arts Court Redevelopment Project: New OAG space at Arts Court; New Performance space at Arts Court

(Note 1)

Redevelopment is required to meet the needs of Arts Court, Ottawa’s centre for local arts organizations including the Ottawa Art Gallery, whose programming has become severely restricted due to limited and inaccessible space; and the age and condition of the heritage building it is housed in.

CPS

                  -  

      12,100

                -  

               -  

                 -  

               -  

                 -  

          1,600

42

Rink of Dreams

New artificial ice surface on Marion Dewar plaza

CPS

 

 

-  

 

-  

 

 - 

                 -  

             200

               200

            200

 

Note 1:  Non Citywide Reserve Funded Projects (including Transit/Rate)

 


 

Strategic Objective Name & Description


HC3 - Improve social and affordable housing: Provide affordable, attractive and accessible supportive and permanent housing for residents in need, and improve the range and quality of housing for people of diverse abilities and incomes to live in a community through various life stages.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

43

Housing and Homelessness Investment Plan

The City has a role and works with community partners to address housing and homelessness. Council has approved annual operating funding for housing and homelessness investments beginning in 2011 and capital funding for the next 4 years.

PC
CPS

(Note 2)

           10,100

        7,100

           6,100

          6,100

            3,900

          6,900

            7,900

          7,900

 

Note 2: Oversight for CPS includes only operating items relative to this initiative.


Strategic Priority: Service Excellence – Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 

Strategic Objective Name & Description


SE2 - Improve operational performance: Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

55

Service Ottawa - Optimizing Use of Recreation Facilities

(Note 3)

The initiative is designed to eliminate constraints currently limiting the department’s ability to optimize use of recreation facilities. It will involve technology investment, changes to business processes, investment in marketing & promotion, development of a Web-portal, and hall upgrades to some existing rental spaces.

CPS

                  -  

             -  

                -  

               -  

                 25

              54

                 54

              54

56

Service Ottawa - Integrating Community & Social Services

(Note 4)

This initiative focuses on implementing the new business model for the Community and Social Services Department to achieve program integration and seamless service delivery.

CPS

                310

             -  

                -  

               -  

                 40

              40

                 40

              40

Note 3, 4: Operating pressures are offset by efficiencies savings.

 


REVISED APPENDIX E -

TRANSPORTATION COMMITTEE OVERSIGHT RESPONSIBILITIES

 

Strategic Priority: 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.

 

Strategic Objective Name & Description

TM3 - Provide infrastructure to support mobility choices: Improve residents’ mobility choices by supporting initiatives related to routes, rapid transit, walking, and cycling.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

9

Western Light Rail Transit Corridor Environmental Assessment

(Note 1)

Reassess the Light Rail Transit alignment options between Bayview and Baseline Stations, identified in the Transportation Master Plan, and complete the Environmental Assessment (EA) for the selected corridor.


TRC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

10

Cycling Safety Evaluation

Develop a cycling safety evaluation program to identify problem intersections, make recommendations for improvements, and propose a process for continuous improvement of cycling safety.


TRC

                180

             80

               80

               80

                 -  

              120

                 140

              160

11

Cycling Infrastructure

Implement new and enhance existing cycling facilities to increase sustainable mobility  by making the network safer and more attractive  and accessible as an option for day-to-day and recreational transportation for visitors and residents alike. 2011 funding went toward the Laurier Avenue Segregated Bike Lane Pilot Project and the Somerset pathway tunnel, while future investments could include:  Champagne/O-Train Corridor Pathway, Sawmill Creek/Light Rail Transit Corridor Pathway, and the implementation of planned Eastern and Western cycling corridors.


TRC

             2,000

        2,000

           2,000

          2,000

                 -  

              25

                 50

              50

12

Pedestrian Infrastructure

Program to implement new and enhance existing sidewalk and pedestrian facilities to increase sustainable mobility options.

TRC

                  -  

           750

              750

             750

                 -  

               -  

                 -  

               -  

13

Neighborhood Traffic Improvements

Program that provides funding allocated equally by ward to address community needs relating to improving traffic operations. Funding provides capacity to implement a range of warranted traffic improvements such as stops signs, speed limit adjustments, turn restrictions, etc. 

TRC

                  -  

           690

              690

             690

                 -  

               -  

                 -  

               -  

14

Asset Renewal (Roads, Sidewalks, Bridges, etc.)

Program to sustain renewal of roads, bridges, sidewalks within the City’s transportation network to maintain operational performance.

TRC

42,739

23,995

27,215

56,706

-

-

 

3,080

 

 

3,670

 

 

 Note 1:  Non Citywide Reserve Funded Projects (including Transit/Rate)


 

Strategic Objective Name & Description

TM4 - Promote alternative mobility choices: Promote alternative mobility choices by emphasizing transit, cycling and walking as preferred ways of getting around the City. Use education, promotion and incentives to encourage alternatives to driving, and provide information that encourages responsible travel.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

15

Downtown Ottawa Mobility Overlay Study

(Note 2)

Identify ways to create vibrant, safe and accessible streets for pedestrians, cyclists and transit riders by restoring a balance among street users and by improving the quality and character of the streetscape environment in the downtown core once the Tunney's Station to Blair Station Light Rail Transit project is implemented.

TRC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

16

Transportation Demand Management Strategy & Implementation

(Note 3)

Transportation Demand Management initiatives are aimed at reducing the demand for single-occupant car travel at peak periods, shifting travel to non-peak periods and supporting sustainable transportation modes such as walking, cycling, transit, carpooling and teleworking. Transportation Demand Management measures can offer many benefits including reducing traffic congestion, deferring the need for new infrastructure, reducing infrastructure costs, improving access and transportation options, improving air quality, and improving mental and physical health. Funds will be used to support ongoing educational and promotional efforts such as School Travel Planning, Bike to Work Month, Car Free Day, National Ride-Share Week, Travelwise, CAN-BIKE Cycling Education courses, among other initiatives.

TRC

                200

           150

              250

             350

                 -  

               -  

                 -   

               -  

Note 2:  Non Citywide Reserve Funded Projects (including Transit/Rate)

Note 3: Reserve fund supported
Strategic Priority: Service Excellence Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 

Strategic Objective Name & Description

SE2 - Improve operational performance: Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

60

Right-of-Way Activity Management System

(Note 4)

The initiative will enable on-line access to real-time mapping data on construction projects affecting the City’s right of way including those by utilities and highway agencies.

TRC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 60

              60

 

Note 4:  Non Citywide Reserve Funded Projects (including Transit/Rate)


APPENDIX F -

FINANCE AND ECONOMIC DEVELOPMENT COMMITTEE OVERSIGHT RESPONSIBILITIES

 

Strategic Priority: Economic Prosperity – 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 Name & Description

EP1 - Promote Ottawa globally: Find ways to integrate visitor services for both the leisure and business travel market. This includes destination marketing, urban and rural tourism development, sports and major event hosting, and visitor services.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

1

Support celebrations of Canada's 150th Anniversary

Set up an internal committee to liaise with the National Commission Capital and other partners on the 2017 celebrations of Canada's 150th anniversary (the Sesquicentennial).

FEDC

                  -  

             -  

                -  

             200

                 -  

               -  

                 -  

               -  


 

Strategic Objective Name & Description

EP3 - Support growth of local economy: Invest in community organizations that support the local economy, both urban and rural, by promoting local industry, creating infrastructure to stimulate growth, including hubs for innovation, promoting investments in businesses, and working cooperatively with the federal government to retain federal employment in Ottawa.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

3

Economic Development Strategy

Implementation of a comprehensive economic development program to increase Ottawa’s prominence as an economically prosperous and sustainable city. This initiative will provide better oversight, accountability and results through improved coordination of economic development services and resources for enterprises already located or looking to locate in Ottawa, will showcase Ottawa as a compelling and vibrant destination to visitors, and will improve the quality of life for residents. 

FEDC

                  -  

        1,500

                -  

               -  

            2,000

          2,000

            2,000

          2,000


Strategic Priority: 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.

 

Strategic Objective Name & Description

TM3 - Provide infrastructure to support mobility choices: Improve residents’ mobility choices by supporting initiatives related to routes, rapid transit, walking, and cycling.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

8

Ottawa Light Rail Transit (OLRT) Project
(Note 1)

The Construction of a Light Rail Transit system in Ottawa is identified as a key component of the City's Transportation Master Plan. 

FEDC

         300,000

 

  1,800,000

(Note 2)

-  

-  

6,700

6,700

6,700

6,700

 

Note 1:  Non Citywide Reserve Funded Projects (including Transit/Rate)

Note 2: These figures are in 2009 dollars. A report on the costs estimates is coming back to Council in July 2011.

 


 

Strategic Priority: Healthy and Caring Community – Help all residents enjoy a high quality of life and contribute to community well-being through healthy, safe, secure, accessible and inclusive places.

 

Strategic Objective Name & Description

HC1 - Achieve equity and inclusion for an aging and diverse population: Accommodate the needs of a diverse and aging population by effectively planning and implementing changes to major infrastructure development and service delivery.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

37

Service Enhancements - Accessibility Program

The Buildings and Parks Program provides for accessibility retrofit work to existing building and park assets. This capital program supports barrier identification and barrier removal work in City buildings and facilities to ensure that the City is meeting the intent of the Accessibility for Ontario with Disabilities Act (AODA).

FEDC

             2,000

        2,000

          2,000

          2,000

                 -  

               -  

                 -  

               -  

 


 


Strategic Objective Name & Description


HC2 - Improve parks, recreation, arts and heritage: Provide accessible, inclusive and quality parks, recreation services and urban spaces for leisure, arts and heritage that respond to demographic trends in population and activity.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

38

Lansdowne Stadium and Parking Redevelopment

The initiative comprises the redevelopment of the stadium, the revitalization of the Civic Centre Arena, and 1,370 new below-grade parking spaces at Lansdowne Park. Key elements include: 1) A refurbished Frank Clair Stadium for CFL football, professional soccer, university and community sporting level events, or concerts, featuring a wooden veil that would reflect Ottawa’s history as a lumber town; 2) An expansion of the Glebe’s grid street system into Lansdowne to accommodate a mix of commercial space, residential development and public squares; 3) The Horticulture Building is given a prominent and historically significant location on the east side of the Aberdeen Pavilion, within Lansdowne’s new urban park, where it could become the site of the Ottawa Farmers’ Market and the location of a Parks Canada Agency interpretation centre for the Rideau Canal.

FEDC

 129,300

             -  

             -      

             -    

             -    

             -    

             -    

             -    

 


Strategic Priority: Service Excellence – Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 

Strategic Objective Name & Description

SE1 - Ensure a positive experience for every client interaction: Provide consistent and high-quality information and services to residents, visitors and enterprises and improve clients’ interactions with the City by ensuring services are timely and coordinated, easy to find and access, and delivered in a way that respects residents’ needs.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

44

Social Media Enablement

To enable an increased and strategic use of social media aimed at City residents and stakeholders. 

FEDC

                  -  

             -  

                -  

               -  

                 -  

              80

                 80

              80

45

Service Ottawa - Mobile Workforce Solutions Project

(Note 3)

The Mobile Workforce Solutions project is a Service Ottawa enterprise project, and is comprised of the following five initiatives: 1. Boardroom Enablement; 2. Field Force - Mobile Office; 3. Field Force - Mobile Forms; 4.Collaboration Tools; and, 5. Mobility Program.

FEDC

             1,501

        3,565

           5,469

          4,827

            1,610

          3,073

            3,532

          3,734

46

Service Ottawa - Citizen Centric Services Project

(Note 4)

Citizen Centric Services project adopts a citizen-focused approach to fundamentally transform how the City engages, interacts with, and provides services and information to citizens, businesses and clients.

FEDC

             9,217

        7,843

           5,617

          4,847

               170

          1,397

            3,066

          3,066

47

Service Ottawa - Technology Roadmap

(Note 5)

This initiative includes the 5-Year Technology Roadmap, which comprises key strategic investments in Information Technology that focus on building a foundation/platform to exploit the Internet and improve interaction with citizens and access to City services.

FEDC

750

  1,230

2,912

3,912

-  

-  

-       

 -   

 

Note 3 and 4: Operating pressures are offset by efficiencies savings

Note 5: Efficiency savings are associated with this initiative


 

Strategic Objective Name & Description

SE2 - Improve operational performance: Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

49

Service Ottawa - Implement Smart Energy Measures

(Note 6)

Further reduce the City's annual energy costs by implementing capital measures, which are energy saving retrofits to existing City facilities, by implementing an Enterprise Energy Monitoring and Targeting (M & T) solution; Integrated Building Management Systems; and, Solar Photovoltaic initiatives.

FEDC

             2,412

        2,362

           2,912

          3,912

                -  

               -  

                 -  

               -  

50

Service Ottawa - Transform Municipal Fleet Management

(Note 7)

Focus on transforming the fleet management function at the City, by implementing fleet management strategies so that Fleet Services can "right size" the municipal fleet and implement procurement strategies and processes such that the City can move to a standardized vehicles inventory and migrate to a Green Fleet to reduce fuel costs.

FEDC

                600

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

52

Service Ottawa - Sponsorship and Advertising Project

(Note 8)

The project has two objectives: establish a program to start achieving revenues; and ensure sustainable revenue streams are realized by establishing a centralized office responsible for coordinating the use and marketing of City assets in a strategic manner.

FEDC

                  -  

             -  

                -  

               -  

               565

             800

               930

            970

53

Open Data

The City is joining other government organizations in Canada and around the world by providing public access to its data. The development of an Open Data Ottawa site was the first step in creating a foundation that encourages digital innovation, improved service delivery, stimulation of economic growth and a better understanding of our city. The program has shifted its focus to further engage the development community to address specific City business needs, continue multi-jurisdictional collaboration on standards related to data sets and licensing, expand and automate the City of Ottawa data catalogue, and sustain the program.

FEDC

                 -  

          150

                -  

               -  

                 -  

              90

                 90

              90

54

Access to Information Case Management System

ATIPflow is the City's current case management system for responding to and tracking Access to Information Requests received.  A new system will need to be purchased and installed in order to ensure that the City continues to meet the reporting and legislative requirements of Municipal Freedom of Information and Protection of Privacy Act.

FEDC

                  -   

             -  

                -  

               -  

                 -  

             110

               110

            110

57

Vote Tabulating Solution - 2014 Municipal Elections

The current system of voting and vote tabulating is in compliance with Information Technology Security best practices and the election legislation; however, the hardware and its capabilities will soon be obsolete. New system hardware and related software will be needed to meet the needs of electors unable to attend a traditional voting station, and to be able to transmit results wirelessly and continue to meet the requirements of electors with disabilities. A Business Requirement Document is currently being drafted to assist in the search for a system software/hardware upgrade for the 2014 municipal election.

FEDC

                  -  

             -  

                -  

               -  

                 -  

               -  

               800

            800

Note 6, 7: Efficiency savings are associated with this initiative

Note 8: Offset by revenue

Strategic Priority: 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.

 

Strategic Objective Name & Description

GP1 - Improve the public’s confidence in and satisfaction with the way Council works: Put into place business practices that are democratic, engaging and visible by encouraging citizens to participate in decision-making and community life, by informing them in a timely manner of decisions that affect them, and by providing reasons for decisions.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

61

Council Agenda Building Tool

Development of an automated system to produce agendas and prepare minutes for Council and Committee meetings quickly and efficiently.  The new system will be implemented to reduce the amount of time, effort and cost required to create, publish and distribute Council and Committee agendas, reports and minutes.

FEDC

                  -  

           170

                -  

               -  

                 -  

               -  

                 -  

               -  

62

Accountability Framework

The Governance Report approved by City Council on Dec. 8, 2010 identified a number of measures for enhancing the City’s accountability framework. The City Clerk’s Office has been directed to establish initial low-cost solutions for these measures and bring forward recommendations to City Council on optimal solutions.

FEDC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

63

Mid-Term Governance Review

Since amalgamation, the City of Ottawa has undertaken governance reviews twice over each Term of Council. The first review takes place at the beginning of a Term of Council. Traditionally, this is when major changes are made to the governance structure. The Mid-Term Governance Review traditionally ‘tweaks’ the governance structure to address any issues that have arisen in the interim.

FEDC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

64

City of Ottawa Client Engagement Strategies and Online Consultation Tools

This initiative will result in consistent approaches and standards of public involvement, corporate client engagement policies governing ethics, translation, remuneration and other areas important to equitable public involvement, a comprehensive “Public Involvement Handbook” toolkit and standards, and online consultation tools to expand and implement use of online consultation.

FEDC

                 -  

           100

                -  

               -  

                 -  

               -  

                 -  

               -  

 


 

Strategic Objective Name & Description

GP2 - Apply management controls to achieve Council’s priorities: Integrate planning and performance processes at the City to strengthen decision-making, improve transparency and accountability, align operations with Council’s priorities, enhance governance, and improve local decision-making while allowing Council and City management to focus on citywide challenges.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

65

Corporate Planning Framework

The key outcomes of the Corporate Planning Framework include strategic priorities, objectives and initiatives for the 2011 – 2014 term of Council, an enhanced oversight role for Standing Committees, integration of strategic planning with the Long Range Financial Plan and budget process, new tools such as the strategy map and balanced scorecard, a new strategy review process, and cascaded planning to departments and branches.

FEDC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

 


 

Strategic Objective Name & Description

GP3 - Make sustainable choices: Promote a sustainable, resilient and liveable future by applying a sustainability lens to decision-making that considers long-term impacts, and by aligning all City plans toward common long-term goals. In some cases the City will rethink current practices; in others, it will build on existing or past successes. In all cases, the City will make decisions and solve problems in a way that improves economic health, cultural vitality, social equity and environmental responsibility.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

66

Corporate Asset Management Framework

Develop an approach that will bring awareness and consistency to how corporate infrastructure assets are managed; apply to the City's infrastructure assets and other major asset classes, such as fleet, IT and trees; and, provide an overall framework where the efforts and knowledge gained can be leveraged across the organization.

FEDC

                  -  

           750

              150

             150

                 -  

               -  

                 -  

               -  

69

Performance Measurement

The objective of this strategic initiative is to develop and implement balanced scorecards across the Corporation to provide performance data from a balanced perspective (i.e., budget, people, processes, services/programs, and client), to link performance data to specific objectives in the organization’s strategy and the budget process.

FEDC

                  -  

             -  

                -  

               -  

                -  

               -  

                 -  

               -  

 


 

Strategic Objective Name & Description

GP4 - Improve overall relations with City unions: Continue to develop a constructive and respectful relationship with all City unions, and productively negotiate all collective agreements being renewed in this term of Council.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

71

Enhance labour relations and collective bargaining process

Contribute to ongoing, fair dialogue with all collective bargaining units prior to contract negotiations, and employ additional resources where necessary to meet the various requirements/demands associated with negotiation of the City’s collective agreements, all of which will expire in 2011 or 2012.

FEDC

                  -  

             -  

                -  

               -  

                 -  

             150

                 -  

               -  


Strategic Priority: 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.

Strategic Objective Name & Description

EE1 - Ensure leaders are strong and effective: Develop strong candidates to take on leadership roles by strengthening the leadership skills of all levels of management.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

72

Leadership Development

The objective of Leadership Development is to create a pipeline of strong candidates to assume leadership roles and to focus on strengthening the leadership competencies at all levels of management. Initiatives include creating and implementing an executive coaching framework and providing ongoing investment to ensure sufficient capacity and access to relevant leadership development programs.

FEDC

                  -  

             -  

                -  

               -  

                 -  

             840

               840

           840

 


 

Strategic Objective Name & Description

EE2 - Maintain a diverse, high-performing, client-centric workforce: Implement strategies to attract diverse people with the right skills and fit to the organization.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

73

Recruitment/outreach strategies and assessment tools

Implement and maintain targeted outreach strategies to attract and retain diverse people with the right skills and fit to meet the current and future needs of the organization, with an emphasis on difficult to fill positions.

FEDC

                  -  

             -  

                -  

               -  

                 -  

             615

               615

            615

 


 

Strategic Objective Name & Description

EE3 - Enable employees to develop and contribute to their fullest potential: Develop tools and resources to help in employee career planning and development, and provide opportunities for professional growth. Learning and development will strengthen the ability of employees to meet business challenges.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

74

Employee Development

Provide employees and managers with tools and resources to assist employee career planning and development and to provide opportunities for professional growth so as to strengthen workforce capacity to contribute and collaborate in the delivery of City services and programs. Investment is required to implement and maintain the following programs: mentoring; new employee orientation; and, career pathing and career development supports. 

FEDC

                  -  

             -  

                -  

               -  

                 -  

              35

               135

            135

 


 

Strategic Objective Name & Description

EE4 - Build a positive, productive and engaged workplace: Build the capability of the organization by strengthening employees’ connection to the City and fostering a sense of pride in working here.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

75

Automated Employee Performance Development Program

The Automated Employee Performance Development Program tool will enable on-line development of annual Individual Contribution Agreements and allow the tracking of the completion of mid-year and final-year performance reviews. The employee Performance Development Program is critical in enabling employee engagement by recognizing contribution and ensuring alignment of individual employee goals with corporate goals. The automation of this process will generate data for management decision-making and further advances the corporate objective of facilitating employee and management access to information and tools consistent with the IT Roadmap.

FEDC

                  -  

             -  

              750

               -  

                 -  

               -  

                 -  

               -  

76

Management Professional Exempt and Unionized Staff Job Evaluation Plan

This project will ensure that jobs are appropriately valued in a cost-effective manner. One time funding to revise and update the Job Evaluation plan for Management and Professional Exempt jobs is required. The current Management and Professional Exempt job evaluation plan was implemented in 2001/2002 following amalgamation. Management is of the opinion that the Plan no longer adequately captures nor values the job factors that a critical to the current and future needs of the City. New job evaluation plans for unionized jobs are currently being developed and will be implemented in 2011 and 2012.

FEDC

                  -  

             -  

                -  

               -  

                 -  

               -  

               250

            250

 

 


Strategic Priority: Financial ResponsibilityBe 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.

 

Strategic Objective Name & Description

FS1 - Align strategic priorities to Council’s tax and user fee targets: Reach stable and affordable property tax levels while maintaining service levels to residents by making decisions that allow us to live within our means and by capping tax increases at 2.5% per year.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

77

Update of Long Range Financial Plan

Update the Long Range Financial Plan to develop a strategy to achieve the 2.5% tax increase Council endorsed for the term of Council, and to identify the size of any funding gap within capital and any strategies to reduce the gap over the term of Council.

FEDC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  


 

Strategic Objective Name & Description

FS2 - Maintain and enhance the City’s financial position: Develop processes and tools to ensure that tax dollars are spent wisely by making strategic choices and finding ways to improve the value we can deliver for the tax dollar.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

81

Securing Federal and Provincial Funding Commitments

Secure funding from senior levels of government for major infrastructure initiatives such as Ottawa River Action Plan (ORAP), Hunt Club Interchange, Baseline Station, and West Transitway Extension (Bayshore to Moodie) as well cost-sharing agreements with the National Capital Commission on cycling infrastructure.

FEDC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

 


REVISED APPENDIX G -

AGRICULTURE AND RURAL AFFAIRS COMMITTEE SUPPORTING OVERSIGHT RESPONSIBILITIES

 

In keeping with ARAC's mandate and recognizing the significant role ARAC fulfils with respect to rural issues particularly in areas such as roads and development, ARAC may receive reports related to strategic initiatives as deemed appropriate by the Standing Committee with lead oversight responsibility.

 

Strategic Priority: 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.

 

Strategic Objective Name & Description

TM3 - Provide infrastructure to support mobility choices: Improve residents’ mobility choices by supporting initiatives related to routes, rapid transit, walking, and cycling.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

14

Asset Renewal (Roads, Sidewalks, Bridges, etc.)

Program to sustain renewal of roads, bridges, sidewalks within the City’s transportation network to maintain operational performance.

TRC

42,739

23,995

27,215

56,706

-

-

 

3,080

 

 

3,670

 

 


 

Strategic Objective Name & Description

TM4 - Promote alternative mobility choices: Promote alternative mobility choices by emphasizing transit, cycling and walking as preferred ways of getting around the City. Use education, promotion and incentives to encourage alternatives to driving, and provide information that encourages responsible travel.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

15

Downtown Ottawa Mobility Overlay Study

(Note 1)

Identify ways to create vibrant, safe and accessible streets for pedestrians, cyclists and transit riders by restoring a balance among street users and by improving the quality and character of the streetscape environment in the downtown core once the Tunney's Station to Blair Station Light Rail Transit project is implemented.

TRC

                  -  

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

16

Transportation Demand Management Strategy & Implementation

Transportation Demand Management initiatives are aimed at reducing the demand for single-occupant car travel at peak periods, shifting travel to non-peak periods and supporting sustainable transportation modes such as walking, cycling, transit, carpooling and teleworking. Transportation Demand Management measures can offer many benefits including reducing traffic congestion, deferring the need for new infrastructure, reducing infrastructure costs, improving access and transportation options, improving air quality, and improving mental and physical health. Funds will be used to support ongoing educational and promotional efforts such as School Travel Planning, Bike to Work Month, Car Free Day, National Ride-Share Week, Travelwise, CAN-BIKE Cycling Education courses, among other initiatives.

TRC

200

150

250

350

 

 

 

 

 

Note 1:  Non Citywide Reserve Funded Projects (including Transit/Rate)


Strategic Priority: Environmental Stewardship - Promote long-term sustainability and reduce our environmental footprint by maintaining and improving the quality of our air and water, by using green technology and promoting energy efficiency, and by protecting our natural resources and land to enhance the quality of the environment for our residents.

 

Strategic Objective Name & Description


ES1 - Improve storm water management: Manage storm water run-off safely and effectively while maintaining the health of the City’s streams and rivers. The City will direct storm water management in developing areas, identify opportunities for storm water management retrofit, and ensure stream rehabilitation in older areas.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

21

Surface Water Management

The city’s creeks, rivers, ponds, and lakes are increasingly recognized as serving an essential role in the ecosystem of the city, and the welfare of its residents.  Additional resources and attention are needed to ensure that these resources are managed in a sustainable manner.  The purpose of this initiative is to develop the capacity of the corporation to monitor, effectively manage, and raise the profile of the city’s surface water resources, and the need to protect them.

EC

                  -  

             -  

                -  

              -  

                 -  

              -  

                -  

               -  

 


 

Strategic Objective Name & Description


ES2 - Enhance and protect natural systems: Protect Ottawa’s urban and rural natural heritage, ecosystems and biodiversity using the concept of sustainability and environmental protection. The City will also protect surface and groundwater sources of municipal water, ensure safe drinking water, and preserve trees and forests to help improve air quality.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed

Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

22

Increase Forest Cover

Initiatives for increasing forest cover include tree planting programs in both urban and rural areas, rehabilitation of urban parks with increased tree planting and greenspace through City partners, and management of the Emerald Ash Borer.

EC

             1,175

        1,175

           1,175

          1,175

           1,543

          1,543

           1,543

          1,543

23

Source Water Protection Plan

(Note 2)

Implement in the Official Plan measures to control land use in and around the natural areas that provide sources for the City's drinking water.

PC

               200

-  

-  

-  

-  

-  

   -  

-  

25

Environmental Quality  Wastewater Management System (EQWMS)

(Note 3)

Develop and maintain an environmental quality management system governing wastewater services.

EC

                  -  

          200

                -  

               -  

                 -  

               -  

                 -  

               -  

27

Municipal Waste Management Plan

(Note 4)

Development of a Municipal Waste Management Plan to guide waste planning and services for the next 30 years. This initiative will explore opportunities for regionalization.

EC

 

 

 

 

 

 

 

 

 

Note 2, 3, 4:  Non Citywide Reserve Funded Projects (including Transit/Rate)


Strategic Priority: Service Excellence – Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.

 


Strategic Objective Name & Description

SE2 - Improve operational performance: Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.

 

SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

50

Service Ottawa - Transform Municipal Fleet Management

 

(Note 5)

Focus on transforming the fleet management function at the City, by implementing fleet management strategies so that Fleet Services can "right size" the municipal fleet and implement procurement strategies and processes such that the City can move to a standardized vehicles inventory and migrate to a Green Fleet to reduce fuel costs.

FEDC

                600

             -  

                -  

               -  

                 -  

               -  

                 -  

               -  

 

Note 5: Efficiency savings are associated with this initiative.
Strategic Priority: 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.

 

Strategic Objective Name & Description

GP3 - Make sustainable choices: Promote a sustainable, resilient and liveable future by applying a sustainability lens to decision-making that considers long-term impacts, and by aligning all City plans toward common long-term goals. In some cases the City will rethink current practices; in others, it will build on existing or past successes. In all cases, the City will make decisions and solve problems in a way that improves economic health, cultural vitality, social equity and environmental responsibility.

 


SI #

Strategic Initiative Name

Strategic Initiative Description

Proposed Standing Committee Oversight (Strategic Initiative)

Capital (In Thousands)

Operating (In Thousands)

2011

2012

2013

2014

2011

2012

2013

2014

70

Review of the Official Plan, Transportation Master Plan and Infrastructure Master Plan

Review and revise the City's Official Plan and complementary Transportation Master Plan and Infrastructure Master Plan.

PC

750

800

1,800

1,800

-  

-  

-  

-  

 

 


Rapport au / Report to:

 

Comité des finances et du développement économique

Finance and Economic Development Committee

 

le 7 juin 2011 / June 7, 2011

 

Soumis par / Submitted by:  Kent Kirpatrick

Directeur municipal / City Manager

 

Personne-ressource / Contact Person:  Donna Gray

Directrice, Développement et Rendement organisationnels

Director, Organizational Development and Performance

 (613) 580-2424 poste 25687, donna.gray@ottawa.ca

 

City Wide/ À l’échelle de la Ville

Ref N°: ACS2011-- COS-ODP-0011

 

 

OBJET :

ÉBAUCHE DES PRIORITÉS POUR LE MANDAT DU CONSEIL

 

 

SUBJECT:

DRAFT Term of council priorities

 

 

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 globale en comité plénier; et

 

3.        Que le Conseil municipal, au cours de la réunion du 13 juillet 2011 :

a.    approuve l’ébauche des priorités du mandat du Conseil, tel qu’énoncé dans de rapport;

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 rendement qui constitueront le fondement des rapport de rendement 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.

 

 

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.

 

 

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 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.

 

 

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.

 

 

CONTEXTE

 

Le projet de Cadre de planification municipale faisait suite aux recommandations du vérificateur général en regard de l’harmonisation des processus budgétaires et de planification, des directives antérieures du Conseil sur l’établissement d’une obligation de rendre compte à tous les échelons de la Ville, et des recommandations découlant de l’examen de mi-mandat sur la gouvernance concernant la planification stratégique.

 

Le 25 mai 2011, le Conseil a adopté un nouveau Cadre de planification municipale (Rapport numéro ACS2011-COS-ODP-0007) et a demandé au directeur municipal de travailler de concert avec le maire, les présidents et vice-présidents des comités permanents et de la Commission du transport en commun à l’ébauche de priorités stratégiques pour le mandat du Conseil aux fins d’examen par les Comités et le Conseil en juin 2011.

 

Ce rapport décrit les propositions de priorités stratégiques pour le mandat du Conseil, ses objectifs stratégiques et ses initiatives stratégiques qui doivent être réalisés au cours des quatre années du mandat de même que les mécanismes de gouvernance recommandés en vue d’assurer une exécution fructueuse et efficace des stratégies.

 

 

DISCUSSION

 

En réponse aux directives du Conseil, le présent rapport :

1.      fournit des propositions de priorités pour le Mandat du Conseil pour examen :

      Tel qu’approuvé par le Conseil, le maire, les présidents et vice-présidents des comités permanents et les présidents et vice-présidents de la Commission du transport en commun ont travaillé de concert à l’élaboration d’un ensemble de propositions de priorités stratégiques qui représente le niveau le plus élevé d’expression de ce que la Ville espère réaliser au cours du mandat du Conseil. Il est alors recommandé que le maire et les présidents et vice-présidents, en consultation avec les membres du Conseil, par le biais d’un examen aux comités permanents, précisent les priorités, objectifs et initiatives stratégiques qui doivent être réalisés au cours du mandat du Conseil.

2.      cherche à obtenir les commentaires du public de même que la prise en considération et l’approbation du Conseil :

      Les échéanciers établis dans le rapport précédent sont audacieux et signifiaient qu’une consultation préalable du public et des comités consultatifs sur une grande échelle avant le dépôt des priorités proposées n’était pas possible. Par conséquent, il est recommandé que les propositions de priorités stratégiques, d’objectifs stratégiques, d’initiatives stratégiques et de responsabilités de surveillance afférente pour les priorités du mandat du Conseil soient présentées au Comité des finances et du développement économique et que des parties spécifiques soient renvoyées aux comités permanents respectifs ou à la Commission du transport en commun. Une réunion aura lieu avec les présidents et vice-présidents des comités consultatifs pour les informer du processus et contenu de ce rapport. Les Comités permanents et la Commission du transport en commun recevront alors des délégations du public, débattront, réviseront et prendront en considération les priorités, objectifs et initiatives proposés. Il est recommandé que toutes les motions des comités permanents et de la Commission du transport en commun soient transmises lors de la réunion du Conseil du 13 juillet 2011 pour une prise en considération dans leur ensemble de façon à permettre au personnel des finances et des opérations d’offrir tous renseignements pertinents sur les incidences des motions à être considérées et à permettre d’établir les priorités d’une manière globale. Il est également recommandé que le Conseil examine le rapport en comité plénier.

 


Principaux éléments

 

Le processus de planification municipale utilise les pratiques d’avant-garde, des approches et des méthodes conçues pour appuyer le maire, les comités permanents et la Commission du transport en commun, le Conseil, le directeur municipal et les gestionnaires de la haute direction dans leurs efforts de collaboration en vue de faire de la Ville une organisation plus stratégique. En application des processus améliorés de planification municipale, la Ville adopte un processus plus rigoureux et diligent en regard de l’élaboration et de l’exécution des priorités du Conseil à la satisfaction du Conseil, des résidents, des entreprises et des visiteurs.

 

La première étape de la mise en œuvre des processus de planification municipale est l’établissement d’un ensemble de priorités stratégiques que le Conseil prévoit réaliser au cours de son mandat 2011‑2014. Les priorités stratégiques fournissent une orientation stratégique claire pour le maire, le Conseil et les employés municipaux au sujet des attentes concernant ce qui doit être accompli au cours de ce mandat. Le processus permettra au maire et aux conseillers d’établir une obligation de rendre compte et une gouvernance pour les priorités énoncées.

 

Les priorités du mandat du Conseil sont formulées par le biais du schéma stratégique qui fournit les outils en vue de l’intégration des priorités, des programmes et des services sur ce que la Ville veut réaliser au cours du mandat du Conseil. Le schéma comprend la prise en considération des éléments clés suivants (décrits dans le Document 1), qui une fois approuvés, constitueront le Plan stratégique de la Ville :

·         les buts de la viabilité à long terme : ce sont des grands secteurs de résultats à plus long terme (30 à 100 ans) qui devraient être réalisés par l’entremise des divers services municipaux, qui susciteront la satisfaction des citoyens, et qui définissent les attentes à long terme et qui, pris ensemble, reflètent une vision de ville durable, résiliente et viable;

·         la vision du mandat du Conseil : détermine les résultats que la Ville utilisera pour définir la réussite pour le mandat 2011‑2014;

·         les concitoyens (définis dans le schéma stratégique comme étant les résidents, les entreprises et les visiteurs) : ce sont les intervenants clés qui seront les principaux interlocuteurs au cours du mandat du Conseil et à qui il incombera de mesurer la réussite de la vision du mandat du Conseil;

·         les priorités stratégiques : ce sont les facteurs essentiels du mandat du Conseil municipal. Elles sont liées aux buts à long terme et définies de façon assez détaillée pour être bien comprises par le maire, le Conseil, le personnel et les citoyens de la Ville;

·         les objectifs stratégiques : ils sont regroupés par priorité stratégique et pour cette priorité, ils définissent de manière spécifique les résultats qui devraient être réalisés;

·         des initiatives stratégiques : ce sont des programmes ou des projets qui appuient la réalisation des objectifs, qui sont liés au processus budgétaire et qui sont mesurés au moyen des objectifs et des paramètres contenus dans le tableau de bord équilibré d’une ville.

 

Approche d’établissement des priorités

 

Le maire, le directeur municipal, les présidents et les vice-présidents du Comité permanent et de la Commission du transport en commun ont travaillé ensemble à l’élaboration de l’ébauche des priorités pour le mandat du Conseil. Pour ce faire, ils ont pris en considération les points de vue d’un grand nombre d’intervenants importants, notamment : 

·         les concitoyens : les priorités des citoyens qui ont été dégagées par le biais des plateformes des électeurs de 2010 ainsi que par l’étude des résultats des enquêtes auprès des citoyens menées précédemment par la Ville d’Ottawa;

·         l’équipe de la haute direction de la Ville : les priorités municipales qui ont été dégagées par l’équipe de la haute direction de la Ville par le biais d’une enquête menée en février 2011;

·         les employés municipaux : les commentaires du personnel ont été obtenus par le biais de l’étude des résultats d’une enquête auprès des employés;

·          la Fédération canadienne des municipalités (FCM) : les initiatives, les programmes et les questions de principe qui relèvent de la compétence fédérale et qui représentent un intérêt pour les municipalités ont été obtenus par l’entremise de la FCM. Parmi les membres de la FCM, on trouve les plus grandes villes canadiennes, des petites communautés urbaines et rurales et 21 associations municipales provinciales et territoriales.

 

L’élaboration des propositions de priorités pour le mandat du Conseil a permis de réaliser les résultats suivants : (décrits dans le Document 1) :

 

Les résultats mentionnés ci-dessus forment le Plan stratégique de la Ville. Ils serviront également de base à l’élaboration d’un tableau de bord équilibré de la Ville qui est l’outil utilisé pour traduire la stratégie d’une organisation en objectifs opérationnels qui orientent tant le comportement que le rendement. Après son élaboration, le tableau de bord de la Ville fera le suivi de l’état du rendement par rapport au Plan stratégique de la Ville et servira de fondement pour les discussions stratégiques au Comité permanent et au Comité de la haute direction. Le bulletin de rendement équilibré met l’accent sur les mesures de rendement financier et non financier comme partie intégrante du système qui lie tous les niveaux de la Ville aux priorités du Conseil.

 

Priorités stratégiques proposées

 

En suivant les directives du maire, des présidents et des vice-présidents, l’administration municipale a défini les priorités proposées qui décrivent ce qui sera accompli pendant ce mandat du Conseil. Ces priorités sont :

·         la prospérité économique : utiliser la combinaison d’atouts uniques d’Ottawa sur le plan social, culturel, des loisirs et des affaires, son environnement naturel et ses infrastructures pour attirer des entreprises, des visiteurs et des nouveaux résidents tout en favorisant la croissance et la rétention des entreprises et des talents locaux;

·         le transport et la mobilité : satisfaire les besoins actuels et futurs des résidents, des visiteurs et des entreprises en matière de transport et de mobilité en améliorant les opérations du transport en commun et en insistant tout particulièrement sur le choix et l’accessibilité de multiples modes de transport, notamment la mise sur pied d’un réseau de transport en commun léger sur rail;

·         la gérance de l’environnement : promouvoir la viabilité à long terme et réduire notre empreinte écologique en maintenant et en améliorant la qualité de notre air et de l’eau, en utilisant une technologie verte, en favorisant l’efficacité énergétique et en protégeant la condition parfaite de nos ressources naturelles et de nos terres en vue de rehausser la qualité de l’environnement pour nos résidents;  

·         des communautés saines et bienveillantes : permettre à tous les résidents d’apprécier une grande qualité de vie et de contribuer au mieux-être de la communauté par le biais d’endroits sains, sécuritaires, sûrs, accessibles et inclusifs;

·         l’excellence des services : améliorer la satisfaction des résidents d’Ottawa envers la prestation des services municipaux en augmentant de façon mesurable la culture de l’excellence des services dans la Ville et en créant des expériences de service positives pour la clientèle;

·         la gouvernance, la planification et la prise de décisions : atteindre des améliorations mesurables du niveau de confiance des résidents envers la façon dont la ville est gouvernée et gérée, adopter une perspective de développement durable dans la prise de décisions, et créer un modèle de gouvernance comparable aux meilleures villes à travers le monde;

·         l’engagement des employés : intégrer et harmoniser les stratégies en matière de ressources humaines avec le processus de planification stratégique de la Ville et bâtir une main-d’œuvre engagée et satisfaite qui constituera une base solide pour la prochaine décennie;

·         la responsabilité financière : être financièrement responsable devant les résidents d’Ottawa en exerçant une gestion budgétaire prudente des ressources existantes et en faisant des choix éclairés de longue durée qui permettent aux programmes et services municipaux de base d’être durables dès maintenant et pour l’avenir;

 

Ces priorités stratégiques proposées ont par la suite été converties en un ensemble d’objectifs stratégiques exécutables afin que chaque priorité soit plus claire et mieux comprise. La description de ces objectifs est donnée dans le Document 1.

 

Gouvernance, rôles et responsabilités

 

Le maire, les comités permanents et la Commission du transport en commun ont élargi le rôle de surveillance en ce qui a trait aux priorités stratégiques du mandat du Conseil. Cet accroissement des rôles de surveillance permettra au Conseil de suivre plus efficacement la surveillance des rendements des programmes et services et offrira les orientations appropriées au personnel. Le maire, les présidents et les vice-présidents des comités permanents et de la Commission du transport en commun ont travaillé de concert avec le directeur municipal à définir les propositions de responsabilités de surveillance pour le mandat spécifique de chacun des comités permanents. La description suivante met en lumière les principaux rôles et responsabilités proposés des comités permanents, de la Commission du transport en commun et des employés municipaux. Le mandat de surveillance proposé pour chaque comité permanent et la Commission du transport en commun en regard des initiatives stratégiques est spécifié aux annexes A à G tel que mentionné dans la section des recommandations du présent rapport.

 

1.    Maire, présidents et vice-présidents des comités permanents et de la Commission du transport en commun

 

Le maire, les présidents et les vice-présidents des comités permanents et de la Commission du transport en commun établissent les priorités, objectifs et initiatives stratégiques de même que les responsabilités de surveillance du Comité permanent et de la Commission du transport en commun pour chaque initiative stratégique spécifique afférente à leur mandat respectif. Lorsque les responsabilités de surveillance pour une initiative stratégique sembleront appartenir à plus d’un comité permanent lors du processus de priorisation, les présidents et les vice-présidents nommeront le Comité permanent responsable d'assumer la surveillance de cette initiative. Le président du Comité permanent déterminera si l’initiative doit être renvoyée à d'autres comités permanents, et ce, en consultation avec les autres présidents des comités permanents, tel que spécifié dans le rapport sur la gouvernance.

 

Le maire, les présidents et les vice-présidents des comités permanents et de la Commission du transport en commun déterminent également l’orientation opérationnelle pour la Ville en proposant les initiatives stratégiques et leurs répercussions sur les ressources connexes (budget et ETP) qui appuieront la réalisation des objectifs stratégiques.

 

2.   Les comités permanents et la Commission du transport en commun

 

Les comités permanents et la Commission du transport en commun passent en revue les priorités, objectifs et initiatives stratégiques proposés en fonction de la liste des possibilités et des ressources (budget et ETP) fournie par le maire, les présidents et les vice-présidents des comités permanents et de la Commission du transport en commun et soumettent toutes les modifications au Conseil par le biais des motions déterminées aux comités permanents. Ceci permettra une discussion plus exhaustive de toutes les priorités au Conseil.

 

Après l’approbation des priorités, les comités permanents et de la Commission du transport en commun prennent des responsabilités de surveillance additionnelles afin suivre les rendements et de donner les directives au personnel. Les comités permanents, la Commission du transport en commun et les sous-comités associés travaillent avec le personnel de la Ville pour clarifier les attentes en vue de la réalisation des objectifs, pour fournir une orientation spécifique en regard de la façon dont les objectifs spécifiques à leur mandat seront accomplis et pour convenir de la façon dont le rendement sera mesuré et rapporté.

 

Les comités permanents et la Commission du transport en commun ont également la responsabilité d’effectuer une évaluation continuelle des résultats de rendement par rapport aux objectifs et de recommander des mesures correctives le cas échéant.

 

3.      Le personnel de la Ville

 

Le personnel de la Ville reçoit des directives des présidents des comités permanents et de la Commission du transport en commun en regard des priorités stratégiques et des objectifs stratégiques connexes. Le personnel traduit les directives des comités permanents et de la Commission du transport en commun en termes opérationnels en utilisant les divers outils de planification (p. ex., le schéma stratégique et le bulletin de rendement équilibré) et présente un rapport sur les progrès en utilisant les nouveaux mécanismes de rapport. Le personnel travaille avec les comités permanents et la Commission du transport en commun en définissant les mesures qui décrivent de façon claire et exhaustive les objectifs financiers et opérationnels de même que les échéances pour leur réalisation. L’administration municipale utilisera de nouveaux outils de rapport afin de surveiller les progrès en fonction des objectifs et de servir d’ordre du jour pour les réunions trimestrielles pour la révision de la stratégie du Comité de la haute direction.

 

4.      Les conseils externes

 

L’approbation du Cadre de planification municipale par le Conseil le 25 mai (ACS2011-COS-ODP-0007) comprenait une motion visant à informer la Commission de services policiers d’Ottawa, le Conseil d’administration de la Bibliothèque publique d’Ottawa, le Conseil d’administration de Logement communautaire d’Ottawa et le Conseil de santé d’Ottawa au sujet du Cadre de planification municipale du Conseil municipal et de ses priorités stratégiques pour le mandat du Conseil, et à demander à ces conseils de faire de même en vue de l’élaboration de leurs priorités stratégiques pour 2011‑2014 et de présenter un rapport au Conseil municipal sur toute action prise en conséquence de cette demande. Pour exécuter cette motion, le directeur municipal collaborera avec les représentants de ses conseils externes pour les informer des priorités proposées et recevoir leurs recommandations sur la façon dont les conseils aligneront leurs processus sur le Cadre de planification municipale qui ont été adoptées par la Ville d’Ottawa. La Ville appuiera les conseils le cas échéant en leur fournissant de nouveaux outils et approches énumérées dans le rapport sur le processus de planification municipale approuvé par le Conseil le 25 mai (ACS2011-COS-PAO-0007). Les priorités stratégiques définies par les conseils seront transmises au Conseil pour information en décembre avec le Plan stratégique de la Ville.

 

5.      Les comités consultatifs

 

Les comités consultatifs auront la possibilité de fournir des commentaires sur les priorités lors des processus de révision par les comités permanents et de la Commission du transport en commun. Chaque comité consultatif aura la possibilité de faire une présentation à son comité permanent ou à la Commission du transport en commun respectif aux dates déterminées dans la section des recommandations du présent rapport. Les commentaires reçus lors de ces présentations seront examinés par les comités permanents et la Commission du transport en commun.

 

Étapes clés à venir

 

L’ébauche des priorités stratégiques et les objectifs, les initiatives et les responsabilités de surveillance afférents contenus dans le présent rapport, après approbation par le Conseil, constitueront ensemble le Plan stratégique de la Ville 2011‑2014 qui informera l’élaboration du processus budgétaire de 2012 et future, ce qui comprend les activités suivantes :

·        assurer un lien avec Plan financier à long terme et le budget : les répercussions sur les ressources (budget et ETP) pour les initiatives stratégiques qui appuient les priorités et les objectifs contenus dans le présent rapport sont prises en compte dans la mise à jour du Plan financier à long terme (PFLT) et, après son adoption par le Conseil, serviront de fondement au processus budgétaire de 2012. Le budget 2012 devrait être présenté au Comité et au Conseil en novembre 2011.

·        approuver le Plan stratégique de la Ville 2011‑2014 : les priorités stratégiques du mandat du Conseil de la façon dont elles sont formulées dans le schéma stratégique de la Ville et dans son tableau de bord équilibré constitueront la base du document du Plan stratégique de la Ville 2011‑2014. Le plan stratégique de la Ville 2011‑2014 sera le principal document de planification qui intègre les priorités stratégiques du Conseil, ses objectifs stratégiques; les initiatives stratégiques clés; les données de rendement clés. Le nouveau Plan stratégique de la Ville sera présenté au Conseil lors d’une réunion subséquente qui suivra le processus budgétaire 2012.

·        mettre en place un système de gestion du rendement : le personnel de la Ville travaillera avec les comités permanents et la Commission du transport en commun afin de commencer l’élaboration des mesures du rendement composant la base du bulletin de rendement équilibré de la Ville et qui sera utilisé pour surveiller les progrès en fonction des objectifs prioritaires et des initiatives stratégiques. Le bulletin de rendement équilibré de la Ville formera une partie du Plan stratégique de la Ville 2011-2014 qui sera déposé au Conseil pour approbation au cours du premier trimestre de 2012. Les bulletins de rendement équilibrés des services municipaux seront élaborés par la suite et utilisés pour surveiller les progrès en fonction des priorités et des objectifs des divers services municipaux. Des nouveaux rapports s’aligneront sur les réunions du Conseil, du Comité exécutif et de l’équipe de la haute direction pour faciliter le niveau approprié de discussions stratégiques sur les priorités du Conseil.

 

 

IMPLICATIONS RURALES

 

S.O.

 

 


CONSULTATION

 

L’ébauche du rapport des priorités pour le mandat du Conseil a été élaborée en collaboration en tenant compte : 1) des directives et des commentaires du maire, des présidents et des vice-présidents des comités permanents et de la Commission du transport en commun; 2) des directives du comité exécutif; 3) des commentaires des directeurs généraux et des directeurs de la Ville; 4) des commentaires des membres du public qui sont invités à réagir par le biais de présentations devant les comités permanents et la Commission du transport en commun. Les présentations des comités consultatifs auront lieu devant les comités permanents et la Commission du transport en commun aux dates indiquées dans la section des recommandations du présent rapport.

 

 

COMMENTAIRES PAR LES CONSEILLERS DE QUARTIERS

 

S.O.

 

 

IMPLICATIONS JURIDIQUES ET DE LA GESTION DU RISQUE

 

Il n’y a pas d’entrave d’ordre juridique ou relative à la gestion du risque inhérente à la mise en œuvre des recommandations du présent rapport.

 

 

PLAN STRATÉGIQUE DE LA VILLE 2007‑2010

 

Les priorités, les objectifs et les initiatives stratégiques spécifiés dans le présent rapport remplaceront celles comprises dans le Plan stratégique de la Ville existant de 2007-2010. Après adoption de ces priorités pour le mandat du Conseil, les rapports au Conseil devront faire la démonstration de leur alignement sur les priorités et les objectifs du mandat du Conseil 2011‑2014.

 

 

INCIDENCES ENVIRONNEMENTALES

 

Il n’y a pas d’incidences environnementales inhérentes à la mise en œuvre des recommandations établies dans le présent rapport.

 

 

INCIDENCES TECHNIQUES

 

Le soutien technique requis pour la mise en œuvre du Cadre de planification financière est disponible dans les rangs des ressources existantes.

 

 


INCIDENCES FINANCIÈRES

 

Le financement nécessaire pour surveiller et rendre des comptes au sujet du Cadre de planification municipale proviendra du budget du Service du développement et du rendement organisationnels. Les initiatives stratégiques opérationnelles sont dépendantes de la continuation du versement des fonds provinciaux. Tout changement dans le montant de ces versements exigera que le Conseil reconsidère la mise en œuvre des ses initiatives opérationnelles. De plus, dans la mesure où des initiatives stratégiques opérationnelles dépassent le financement provincial prévu, le  personnel fera des recommandations au Conseil lors de la session du 13 juillet.

 

 

DOCUMENTS JUSTIFICATIFS

 

Document 1 – Schéma stratégique de la Ville d’Ottawa

Annexe A -     Responsabilités de surveillance du Comité de l’urbanisme

Annexe B -      Responsabilités de surveillance de la Commission du transport en commun

Annexe C -      Responsabilités de surveillance du Comité de l’environnement

Annexe D -     Responsabilités de surveillance du Comité des services communautaires et de protection

Annexe E -      Responsabilités de surveillance du Comité des transports

Annexe F -      Responsabilités de surveillance  du Comité des finances et du développement économique

Annexe G -     Responsabilités de surveillance du Comité de l'agriculture et des affaires rurales

 

 

DISPOSITION

 

Le Service du développement et du rendement organisationnels mettra en application les décisions du Comité et du Conseil et fera rapport au Conseil.

 


DOCUMENT 1

 

CouncilPriorities-blue final FR.jpg
DOCUMENT 1

 

DÉFINITIONS DES PRIORITÉS ET DES OBJECTIFS STRATÉGIQUES

 

Priorité stratégique : Prospérité économique

Utiliser la combinaison d’atouts uniques d’Ottawa sur les plan social, culturel, des loisirs et des affaires, son environnement naturel et ses infrastructures pour attirer des entreprises, des visiteurs et de nouveaux résidents, tout en favorisant la croissance et la rétention des entreprises et des talents locaux.

 

Indice

Objectif stratégique

Description de l’objectif stratégique

PE1

Promouvoir Ottawa sur la scène mondiale

Établir des façons d’intégrer les services aux visiteurs tant pour le marché des voyages d’agrément que pour celui des voyages d’affaires, notamment le marketing de destinations, le développement du tourisme urbain et rural, les projets d’accueil d’événements sportifs et d’événements importants et les services aux visiteurs.

PE2

Intégrer les immigrants de manière efficace

Faciliter l'accès des immigrants à faire partie des économies locales urbaines et rurales par l'amélioration des programmes et services offerts par la Ville qui aident l'intégration des immigrants à Ottawa.

PE3

Soutenir la croissance de l’économie locale

Investir dans les organisations communautaires qui soutiennent l’économie locale, tant dans les secteurs urbains que ruraux, par la promotion de l’industrie locale, la création d’infrastructure pour stimuler la croissance, y compris les carrefours pour l’innovation, la promotion d’investissements dans les entreprises et en travaillant en collaboration avec le gouvernement fédéral afin de maintenir les emplois de la fonction publique fédérale à Ottawa.


DOCUMENT 1

 

Priorité stratégique : Transport et mobilité

Satisfaire les besoins actuels et futurs des résidents, des visiteurs et des entreprises en matière de transport et de mobilité en améliorant les opérations du transport en commun et en insistant tout particulièrement sur le choix et l’accessibilité de multiples modes de transport, notamment la mise sur pied d’un réseau de transport en commun léger sur rail.

 

Indice

Objectif stratégique

Description de l’objectif stratégique

TM1

Assurer des services de transport en commun durables

Offrir des options de déplacement fiables au coût le plus bas possible par l’entremise d’une plateforme financière et opérationnelle durable.

TM2

Optimiser la densité près des stations de transport en commun.

Planifier des quartiers compacts et bien conçus où les résidents peuvent, à proximité immédiate, vivre, travailler, faire leurs courses et se divertir, vaquer à leurs activités quotidiennes, accéder à un transport en commun viable et soutenir les entreprises locales.

TM3

Fournir des infrastructures en appui aux choix en matière de déplacements

Diversifier les choix de déplacement offerts à la population en soutenant des initiatives connexes au réseau routier, au transport en commun rapide, à la marche et au vélo.

TM4

Promouvoir les options de rechange de déplacements

Promouvoir les options de rechange de transport en privilégiant le transport en commun, le vélo et la marche comme moyens de déplacement dans la ville. Utiliser l'éducation, la promotion et des mesures incitatives pour encourager les modes de déplacement de rechange à l’automobile, et fournir des renseignements qui encouragent les déplacements responsables.

 


 

DOCUMENT 1

 

Priorité stratégique : Gérance environnementale

Promouvoir la viabilité à long terme et réduire notre empreinte écologique en maintenant et en améliorant la qualité de notre air et de l’eau, en utilisant une technologie verte, en favorisant l’efficacité énergétique tout en protégeant nos ressources naturelles et nos terres en vue de rehausser la qualité de l’environnement pour nos résidents.

 

Indice

Objectif stratégique

Description de l’objectif stratégique

GE1

Améliorer la gestion des eaux pluviales

Assurer une gestion sécuritaire et efficace des eaux pluviales tout en veillant à la santé des ruisseaux et des rivières de la Ville. La Ville orientera ses efforts en matière de gestion des eaux pluviales dans les nouveaux secteurs en développement, cernera les possibilités de modernisation de la gestion des eaux pluviales et assurera le rétablissement des cours d’eau dans les secteurs les plus vieux de la ville.

GE2

Améliorer et protéger les systèmes naturels

Protéger les biens du patrimoine naturel urbain et rural, les écosystèmes et la biodiversité d’Ottawa en utilisant le concept de viabilité et de protection de l’environnement. La Ville verra également à protéger les sources d’eau de surface et les sources souterraines pour les approvisionnements en eau de la Ville, à assurer une eau potable saine et à préserver les arbres et les forêts en vue d’aider à améliorer la qualité de l’air.

GE3

Réduire l’impact environnemental

Mettre en place une approche basée sur les écosystèmes, qui encourage le développement durable et tient compte des cycles naturels (comme ceux de l’eau, du carbone et des nutriments) ainsi que de l’habitat naturel avant et pendant le développement. La Ville développera des espaces judicieusement, augmentera les taux de détournement des déchets, fera un meilleur usage des infrastructures existantes, minimisera la perturbation des espaces verts et sous-bassins hydrographiques existants, aménagera les terres dans les limites actuelles de la Ville et évitera l’étalement vers l’extérieur.

 


 

DOCUMENT 1

 

Priorité stratégique : Communauté saine et bienveillante

Permettre à tous les résidents d’apprécier une grande qualité de vie et de contribuer au mieux-être de la communauté par le biais de lieux sains, sécuritaires, sûrs, accessibles et accueillants.

 

Indice

Objectif stratégique

Description de l’objectif stratégique

SB1

Réaliser l’équité et l’inclusion pour une population vieillissante et diversifiée

Répondre aux besoins d'une population diversifiée et vieillissante par une planification efficace et la mise en œuvre des changements au développement des grandes infrastructures et la prestation des services.

SB2

Améliorer les parcs, les loisirs, les arts et le patrimoine

Aménager des parcs accessibles, accueillants et de qualité, des services de loisirs et des espaces urbains destinés aux loisirs, aux arts et au patrimoine, qui répondent aux tendances démographiques et aux activités de la population.

SB3

Améliorer l’accès aux logements sociaux abordables

Fournir des logements abordables, attrayants, permanents et accessibles pour les résidents dans le besoin et améliorer la gamme et la qualité des logements destinés à des personnes de capacités et de revenus différents pour qu’elles vivent dans une collectivité au cours des diverses étapes de leur vie.


 

DOCUMENT 1

 

Priorité stratégique : Excellence des services

Améliorer la satisfaction des résidents d’Ottawa envers la prestation des services municipaux en augmentant de façon mesurable la culture de l’excellence des services à la Ville, en améliorant l’efficacité des activités de la Ville et en créant des expériences positives pour la clientèle.

 

Indice

Objectif stratégique

Description de l’objectif stratégique

ES1

Assurer une expérience positive dans toutes les interactions avec les clients

Fournir à nos résidents, à nos visiteurs et à nos entreprises des renseignements et des services uniformes et de haute qualité. Améliorer les interactions des clients avec la Ville en s’assurant que les services municipaux sont opportuns et coordonnés, faciles à trouver et accessibles, et qu’ils sont fournis d’une manière qui respecte les besoins des résidents.

ES2

Améliorer le rendement opérationnel

Améliorer l’efficience et l’efficacité de la prestation des services en vue d’atteindre les niveaux visés de service qui ont été approuvés par le Conseil et les communiquer aux résidents et aux employés.


DOCUMENT 1

 

Priorité stratégique : Gouvernance, planification et prise de décisions

Atteindre des améliorations mesurables du niveau de confiance des résidents envers la façon dont la ville est dirigée et gérée, adopter une perspective de développement durable dans la prise de décisions et créer un modèle de gouvernance comparable aux meilleures villes à travers le monde.

 

Indice

Objectif stratégique

Description de l’objectif stratégique

GP1

Améliorer la confiance et la satisfaction de la population envers le fonctionnement du Conseil

Mettre en application des pratiques de gestion démocratiques, attrayantes et visibles en encourageant les citoyens à participer aux prises de décisions et à la vie communautaire, en les informant rapidement des décisions qui les concernent et en justifiant les décisions prises.

GP2

Mettre en application des contrôles de gestion en vue de réaliser les priorités du Conseil

Harmoniser les processus de planification et de rendement de la Ville en vue de renforcer le processus décisionnel, d’améliorer la transparence et la reddition de comptes, d’aligner les activités sur les priorités du Conseil, d’améliorer la gouvernance et de faciliter la prise de décision au niveau local, tout en permettant au Conseil et à la direction de la Ville de se concentrer sur les défis concernant l’ensemble de la Ville.

GP3

Faire des choix durables

Prendre des mesures en faveur d’un avenir durable, résilient et viable en adoptant une perspective de développement durable dans les processus décisionnels afin de tenir compte des répercussions à long terme et en harmonisant tous les plans de la Ville vers des objectifs communs à long terme. Dans certains cas, la Ville révisera les pratiques courantes; dans d’autres cas, elle s’appuiera sur la réussite actuelle ou passée. Dans tous les cas, la Ville prendra des décisions et résoudra les problèmes d’une manière qui améliorera la santé économique, la vitalité culturelle, l’équité sociale et la responsabilité environnementale.

GP4

Améliorer l’ensemble des rapports avec les syndicats de la Ville

Continuer d’entretenir des rapports constructifs et respectueux avec tous les syndicats de la Ville; négocier d’une manière productive toutes les conventions collectives dont le renouvellement aura lieu pendant le présent mandat du Conseil.


DOCUMENT 1

 

Priorité stratégique : Engagement des employés

Intégrer et harmoniser les stratégies en matière de ressources humaines avec le processus de planification stratégique de la Ville et bâtir une main-d’œuvre engagée et satisfaite qui constituera une base solide pour la prochaine décennie.

 

Indice

Objectif stratégique

Description de l’objectif stratégique

EE1

S’assurer que les dirigeants sont forts et efficaces

Former des candidats forts pour assumer les rôles de leadership en renforçant les compétences en leadership à tous les niveaux de la gestion.

EE2

Maintenir une main-d’œuvre diversifiée, à rendement élevé et axée sur le client

Mettre en œuvre des stratégies visant à attirer les personnes possédant les compétences adéquates et appropriées pour l’organisation.

EE3

Permettre aux employés de se perfectionner et de contribuer au maximum de leurs capacités

Élaborer des outils et des ressources pour aider la planification de carrière et le perfectionnement professionnel des employés ainsi qu’offrir des occasions d’avancement. L’apprentissage et le perfectionnement renforceront la capacité de la main-d’œuvre à relever les défis au travail.

EE4

Bâtir un lieu de travail positif, productif et engagé

Bâtir la capacité de l’organisation en renforçant le rapport des employés avec la Ville et en favorisant un sentiment de fierté à travailler ici.

 


DOCUMENT 1

 

Priorité stratégique : Responsabilité financière

Être financièrement responsable devant les résidents d’Ottawa en exerçant une gestion budgétaire prudente des ressources existantes et en faisant des choix éclairés à long terme qui permettent aux programmes et services municipaux de base d’être durables dès maintenant et pour l’avenir.

Indice

Objectif stratégique

Description de l’objectif stratégique

RF1

Harmoniser les priorités stratégiques avec les taxes du Conseil et les objectifs en matière de frais d’utilisation

Atteindre des niveaux d’impôt foncier stables et abordables tout en maintenant les niveaux de services aux citoyens en prenant des décisions qui nous permettent de vivre selon nos moyens et en plafonnant les augmentations de taxes à 2,5 pour cent par année.

FS2

Maintenir et améliorer la situation financière de la Ville

Élaborer des processus et concevoir des outils faisant en sorte que l’argent des contribuables soit dépensé judicieusement, et ce, en faisant des choix stratégiques et en trouvant des façons d’améliorer la valeur de ce que la Ville peut mettre en œuvre avec l’argent des contribuables.

 


ANNEXE A -

RESPONSABILITÉS DE SURVEILLANCE

DU COMITÉ DE L’URBANISME

 

Priorité stratégique: Transport et mobilité - Satisfaire les besoins actuels et futurs des résidents, des visiteurs et des entreprises en matière de transport et de mobilité en améliorant les opérations du transport en commun et en insistant tout particulièrement sur le choix et l’accessibilité de multiples modes de transport, notamment la mise sur pied d’un réseau de transport en commun léger sur rail.

 

Nom et description des objectifs stratégiques


TM2 - Optimiser la densité près des stations de transport en commun: Planifier des quartiers compacts et bien conçus où les résidents peuvent, à proximité immédiate, vivre, travailler, faire leurs courses et se récréer, vaquer à leurs activités quotidiennes, accéder à un transport en commun viable et soutenir les entreprises locales.

 

IS #

Nom des initiatives stratégiques

Description des initiatives stratégiques

Responsabilité de surveillance proposée pour les Comités permanents

(Initiative stratégique)

Immobilisation

(en milliers)

Fonctionnement

(en milliers)

2011

2012

2013

2014

2011

2012

2013

2014

7

Études de planification communautaire en appui au projet de train léger sur rail d’Ottawa (Note 1)

Une suite de projets pour créer le cadre de réglementation en vue de stimuler le développement d’un aménagement urbain qui est dense, innovateur, intégré et de grande qualité dans le voisinage des 13 stations proposées.

CU

-

-

-

-

185

485

785

1 085

 

Note 1 : Projets non financés par le fonds de réserve à l’échelle de la Ville. (incluant transport en commun / taux d'imposition)