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