Report to/Rapport au :

Council / Conseil

28 April 2010 / le 28 avril 2010

Submitted by/Soumis par : Kent Kirkpatrick

City Manager/Directeur municipal

Contact Person/Personne ressource : Donna Gray , Director/Directrice

Organizational Development and Performance/Développement organisationnel et rendement

(613) 580-2424 ext. 25684, donna.gray@ottawa.ca

City Wide/à l'échelle de la Ville

Ref N°: ASC2010-COS-ODP-0007

ASC2010-COS-ODP-0007 

SUBJECT:	POST-BUDGET CITY STRATEGIC PLAN (Term of Council 2007-2010 – ENDING DECEMBER 31, 2010)
OBJET :	Plan stratégique de la ville – versioN post-budgétaire (Mandat du Conseil 2007-2010 – SE TERMINANT LE 31 DÉCEMBRE 2010)

REPORT RECOMMENDATION

That Council receive the updated version of the City Strategic Plan (Term of Council 2007-2010) attached as Document 3.

RECOMMANDATION DU RAPPORT

Que le Conseil prenne connaissance de la mise à jour du Plan stratégique de la Ville (mandat du Conseil 2007-2010), telle qu’elle figure dans le Document 3.

EXECUTIVE SUMMARY

The 2007-2010 City Strategic Plan was developed through an in-depth strategic planning process that took place in 2007, and sets out City Council's priorities for its four-year term of Council. The Plan was renewed in 2008 to reflect post-budget priorities, adding a series of more definitive objectives beneath each priority area.

As part of the 2010 budget deliberation process, each Standing Committee of Council was presented with a customized report outlining progress to date on the City Strategic Plan in relation to each Committee’s mandate (ACS2009-COS-ODP-0007; 0008; 0009; 0010; 0011). Through the budget process, these City Strategic Plan Supplementary reports were received and reviewed by each Standing Committee and were approved during the budget deliberations on January 23^rd, 2010. The accepted changes and revisions in those supplemental reports have been consolidated into the attached document to form the current and updated 2007-2010 Strategic Plan for the City of Ottawa (Document 3).

The pre-budget reports to Standing Committees allowed each Standing Committee to re-situate itself in the City Strategic Plan prior to considering budget decisions for the next year. Taken together, the City Strategic Plan provided the priority directions and the budget document provided the financial framework.

The revised document is the up-to-date City Strategic Plan including identification of funds approved through the 2010 budget process. While, in some instances, funds are also identified for subsequent years, they are not pre-commitments for future Councils but rather they are provided for information.

DISCUSSION

In the fall of 2009, as part of the budget process, a report was prepared for each Standing Committee of Council, providing a customized update of the progress towards achieving the priorities related to the individual Committee’s mandate. As part of this pre-budget process, the previous two years of work of each Standing Committee was reviewed to identify reports and motions that specifically responded to priorities in the City Strategic Plan. Each pre-budget report provided a general update on progress on the pre-existing actions found in the plan, and also presented a roll-up of new actions directed by each Standing Committee. Internal consultation was undertaken with Members of Council and senior City staff to capture all new key strategic activities and projects directed by Council and approved over the past two years.

From this background research and consultation, changes were made to the City Strategic Plan and are now reflected in the attached updated City Strategic Plan document which is a compilation of all the reports that went to Standing Committees during the budget process. For convenience, Document 1 summarizes all of the revisions to the City Strategic Plan.

An important concept that this updated City Strategic Plan aims to integrate and support, is that of Community Sustainability. Community Sustainability is a concept that promotes the wise use of resources environmentally, economically and socially to ensure efficient and responsible use of all community resources over time so that the needs of the community are met now and in the future.

A second important element incorporated in this updated City Strategic Plan pertains to the City's “Service Delivery” priority. When Council initially developed their Strategic Plan, service delivery was identified as a priority. At that time Council made a commitment to the citizens of Ottawa to improve the delivery of City services. In the fall of 2008, the City began its transformation to service excellence by reviewing and re-aligning all City services to better meet the needs of citizens and improve the overall customer experience. Citizen-centric service means designing services to be delivered and accessed from the point of view of the citizen / client, providing a greater level of choice, convenience and flexibility, and ensuring services are harmonized and coordinated to provide seamless access.

The updated 2007-2010 City Strategic Plan (attached as document 3), includes:

• Operating and capital budget adjustments to correspond to approved budget motions.
• A number of revised objectives.
• A number of new actions.

Achievements

The City Strategic Plan is not intended to be an exhaustive list of everything the City does. More detailed information is addressed in budget documents, City Master Plans (Transportation Plan, Infrastructure Plan, Human Services Plan, etc.), Standing Committee’s Plans and the City of Ottawa Annual Report. Instead, the priorities and objectives in the City Strategic Plan provide focus to the City’s efforts for the term of Council, and provide a yardstick to measure the City’s performance.

In the two years since the previous update of the City Strategic Plan much has been accomplished at the City of Ottawa in relation to each of the strategic priority areas. A few of the successes achieved in the past two years which directly address priorities set out in the 2007-2010 Strategic Plan include:

• The approval of the Transportation Master Plan and the Recommended Plan for the Downtown Ottawa Transit Tunnel (DOTT)
• The adoption of the fleet management plan
• The retrofitting of 25 local arenas
• Introduction of the organics program
• Approval of 155 units of affordable housing through Action Ottawa and the Canada-Ontario Affordable Housing Program(AHP)
• The approval of an additional $4.6 million secured from AHP fund to support the development of 247 units of affordable housing
• The attainment of over $46 million for social housing repair through the infrastructure stimulus funding program and $7.2 million for new affordable housing programs
• The development of the Ottawa River Action Plan
• The completion of a mid-term Council review
• The implementation of an annual client survey
• The completion of the realignment of management to support Service Excellence as a more client-focused organization
• The approval of a framework for the Recreation Master Plan
• The opening of the new Shenkman Arts Centre
• The introduction of a new budget development and reporting process at the City

A more comprehensive listing of achievements that are in direct support of the strategic priorities can be found in Document 2.

In 2008, City Council identified the growing gap between what the City was spending on infrastructure and what the requirements of maintaining our assets are for meeting the demands of a growing population and for building strong, sustainable and liveable communities. On June 5, 2009 the Government of Canada, Province of Ontario and City of Ottawa announced $375 million in economic stimulus funding for infrastructure projects across the City of Ottawa. Cost-shared equally by all three levels of Government, Infrastructure Stimulus Fund (ISF) projects will be completed by March 2011.

With an estimated $600 million in City funded capital projects in the 2010 Budget, in addition to the $375 million in economic stimulus funding, the City is working to close its infrastructure gap with the unprecedented delivery of construction and renewal projects that will enhance our City through targeted investments in Ottawa’s roads, transit, pedestrian and cycling facilities, and cultural initiatives which will continue to support the priorities identified in the City Strategic Plan.

CONCLUSION

The evolution of the City's Strategic Plan has shifted the process from a staff developed and driven document to a Council directed priority setting and planning process. This evolution will continue and, with each passing year, the City Strategic Plan will become increasingly integrated with other planning and reporting processes at the City.

The updated 2007 – 2010 City Strategic Plan will be completed at the end of this calendar year with action tracking on the items in this current plan continuing throughout 2010. However, early in 2011, a new City Strategic Plan will be developed with the newly elected Council. Staff are currently undertaking a review of the strategic planning process previously employed at the City of Ottawa, reviewing best practices and developing a process for the next Strategic Planning cycle using a methodology that will move the corporation further in the direction of fully integrated planning practices and processes.

RURAL IMPLICATIONS

There are no specific rural implications associated with this report. However, within each of the CPS priorities there are recommended actions/activities supporting the Ottawa rural communities.

CONSULTATION

In addition to the public consultation related to the development of Council’s approved 2007-2010 Strategic Plan, there has been substantial internal consultation with all departments and standing committee chairs and vice-chairs, during the preparation of the pre-budget Standing Committee reports on the City Strategic Plan.

COMMENTS BY THE WARD COUNCILLOR(S)

Not applicable as this is a City-Wide report.

LEGAL/RISK MANAGEMENT IMPLICATIONS

There are no legal/risk management impediments to the implementation of this report’s recommendation.

FINANCIAL IMPLICATIONS

Within the City Strategic Plan are recommended actions/activities supporting the objectives of each of the Council’s priorities, identifying any financial implications. Many of the actions/activities require no additional funding. All costs for the actions and activities fall within Council’s financial framework and are listed in the approved 2010 City capital and operating budget.

CITY STRATEGIC DIRECTIONS – 2007-2010

Approval of the City Strategic Plan is a key step in the advancement of Council’s strategic directions as set out in the 2007-2010 City Strategic Plan.

TECHNICAL IMPLICATIONS

Not applicable

SUPPORTING DOCUMENTATION

Document 1 – Summary of all revisions found in this updated City Strategic Plan

Document 2 – List of Achievements (Term of Council 2007-2010)

Document 3 –City Strategic Plan (Updated 2007-2010) (issued separately to all members of Council and held on file with the City Clerk.)

DISPOSITION

The Organizational Development and Performance Department will make the final version of the City Strategic Plan available on-line and at City facilities.

document 1

Summary of All Additions and Revisions to City Strategic Plan

2010 Post-Budget Refresh

Transportation Priority

New Actions

	Committee	Department	Start / End
Provide support and financial assistance through the Snow Go and Snow Go Assistance programs to help seniors and people with disabilities secure reliable and affordable services for clearing snow and ice from private driveways and walkways	Transportation	Public Works	2007 / 2010
Implement the Integrated Street Furniture Program	Transportation	Community Sustainability	2008 / 2010
Implement the design of the William Street Pedestrian Area Feasibility Study	Transportation	Community Sustainability	2009 / 2010
Review the Transportation Impact Assessment Guidelines (3-year refresh)	Transportation	Planning and Growth Management	2010 / 2010
Assess transportation issues of the Downtown Ottawa Urban Design Strategy (DOUDS) related to pedestrian and cycling linkages affected by the Downtown Ottawa Transit Tunnel (DOTT) project	Transportation	Planning and Growth Management	2010 / 2012
Implement the ecoMobility Service Pilot Project	Transportation	Community Sustainability	Ongoing

Transit Priority

New Actions

	Committee	Department	Start / End
Implement the Interprovincial Transit study	Transit	Planning and Growth Management	2009 / 2012
Implement the Rapid Transit Network - Phase I	Transit	Transit	Ongoing
Plan and implement increases in transit service levels to respond and to lead increases in ridership	Transit	Transit	Ongoing
Plan and implement extensions of the transit network into new urban areas of the City as they are developed allowing residents of new areas to have mobility across the urban parts of the City without using a car	Transit	Transit	Ongoing
Plan and implement improvements to the design of the transit network to carry customers to their destinations more quickly and more efficiently	Transit	Transit	Ongoing
Implement new SmartBus features to improve service delivery, realize efficiencies and increase ridership	Transit	Transit	Ongoing
Plan the specifications for future transit facilities as defined in the Transportation Master Plan and approved in capital budgets	Transit	Transit	Ongoing
Complete an accessibility audit of the Transit built environment as well as customer service components	Transit	Transit	2009 / 2010
Implement bilingual Automated Next Stop Announcements	Transit	Transit	2009 / 2016
Produce a roadmap outlining how OC Transpo will deploy its accessible transit services in the future	Transit	Transit	2009 / 2010
Increase additional trips on Para Transit service	Transit	Transit	2010
Implement a completely accessible rail system	Transit	Transit	Ongoing
Assess conversion to bio- or #2 Low-Sulphur diesel based on price attractiveness	Transit	Transit	2010 /2010

Solid Waste and Environment Priority

The following paragraph has been added to the Solid Waste and Environment Priority description: Environment sustainability involves objectives and actions to implement the City Environmental Strategy; including reductions in corporate and community greenhouse gas emissions, green building, protection of the water environment, and reduced resource use.

New Objective 1: Enhance environmental sustainability and reduce greenhouse gas emissions by 30 per cent (corporate) and 20 per cent (community) from 1990 levels by 2012.

New Actions

	Committee	Department	Start / End
Develop and implement the Community Sustainability Strategy	PEC	Community Sustainability	Ongoing
Implement the Green Fleet Plan	Transportation & PEC	Public Works	2009 / 2010
Create incentives to reward sustainable innovation	PEC	Community Sustainability	Ongoing

New Objective 2: Increase waste diversion

New Actions

	Committee	Department	Start / End
Seek out private sector partners to pilot Industrial, Commercial and Institutional (IC&I) waste recycling programs (IC&I 2015 Strategy)	PEC	Environmental Services	2010
E-Waste	PEC	Environmental Services	2008 / 2010
Household Hazardous Waste Depots	PEC	Environmental Services	2009 / 2010
Waste Diversion Pilot Projects	PEC	Environmental Services	2008 / 2009
Implement Phase 1 of the Diversion 2015 strategy for the management of Industrial, Commercial and Institutional (IC&I) waste	PEC	Environmental Services	2009 / 2011
Program for Organics Green Bins	PEC	Environmental Services	2010

New Objective 3: Protect the water environment and source water supply

New Actions

	Committee	Department	Start / End
Develop capacity to undertake leading-edge research	PEC	Community Sustainability	Ongoing
Support the Ottawa River Fund and Ottawa River Integrated Protection Plan	PEC	Environmental Services	Ongoing
Foster Pond and Kennedy Burnette Storm Water Facility Environmental Assessments (EA)	PEC	Planning and Growth Management	2010 / 2010

Sustainable, Healthy and Active City Priority

New Actions

	Committee	Department	Start / End
Complete and implement the Recreation Master Plan	CPSC	Parks, Recreation and Cultural Services	2008 / 2012
Construct a new licensed childcare centre with “LEED Silver” designation	CPSC	Community and Social Services	2009 / 2010
Implement a Fee Stabilization Plan to manage the fee subsidy purchase of the service budget process	CPSC	Community and Social Services	2009 / 2011
Undertake community-based pedestrian plans	PEC	Planning and Growth Management	2010 / 2012
Implement the recommendations of the Cycling Plan, including: implementing a permanent Bikeshare Program and school travel planning pilot projects	Transportation	Planning and Growth Management	2010 / 2012
Implement the recommendations of the Pedestrian Plan	Transportation	Planning and Growth Management	2010 / 2012
Undertake a pedestrian safety evaluation pilot program	Transportation	Public Works	2010 / 2012
Focus on creating a healthier, liveable downtown as an outcome of the Downtown Ottawa Transit Tunnel (DOTT) project	Transportation	Planning and Growth Management	Ongoing
Increase compliance to meet provincial targets for frequency of food safety inspections	CPSC	Ottawa Public Health	Ongoing
Develop seniors strategy and implementation plan	CPSC	Organizational Development and Performance	Ongoing
Advocate for regional food safety training programs that are fully bilingual	CPSC	Ottawa Public Health	Ongoing
Implement the Poverty Reduction Framework	CPSC	Community and Social Services	Ongoing
Refresh and implement Ottawa 20/20 Arts & Heritage Plans	CPSC	Parks, Recreation and Cultural Services	2009 / 2016
Implement the Rural Arts and Diversity Funding strategies as recommended in the Art Investment Strategy and Festival Sustainability Plan	CPSC	Parks, Recreation and Cultural Services	2007 / 2012

Planning and Growth Management Priority

New Objective 1: Manage growth and create liveable communities by:

- Becoming leading edge in community and urban design

- Ensuring that new growth is integrated seamlessly with established communities

- Ensuring that community facilities are built in tandem with new development

- Evaluating the impact of policy and development decisions on communities

New Actions

	Committee	Department	Start / End
Identify and explore the use of new incentives under the Planning Act to achieve Official Plan policy goals	PEC	Planning and Growth Management	2010 / 2010
Clearly communicate the development vision, design principles and the development review process	PEC	Planning and Growth Management	Ongoing
Conduct Peer Reviews for priority areas	PEC	Planning and Growth Management	2010 / 2010
Host the 2010 Sustainable Cities PLUS Network Biennial Conference	PEC	Community Sustainability	2010 / 2010
Develop the “Choosing Our Future” Initiative, a long-term vision and plan for Ottawa and Canada’s Capital region based on the principles of sustainability	PEC	Community Sustainability	2008 / 2011

New Objective 2: Invest in programs and initiatives that improve Ottawa’s business climate, support job creation and enhance the city’s social and economic prosperity

New Actions

	Committee	Department	Start / End
Refresh and implement the new Economic Development Strategy	CSEDC	Community Sustainability	Ongoing

Governance Priority

New Actions

	Committee	Department	Start / End
Enhance the ability of Council to set strategic Public Health direction through the creation of a independent Board of Health	CSEDC CPSC	Ottawa Public Health	2008 / 2010
Develop a Petition Policy	CSEDC	City Clerk & Solicitor	2009 / 2010
Increase communication and outreach activities for Environmental Services	PEC	Environmental Services	Ongoing
Increase transparency by reporting annually on applications that have been amended and/or refused	PEC	Planning and Growth Management	2010 / 2010
Strengthen Councillor engagement by providing regular Councillor briefings on key development applications	PEC	Planning and Growth Management	Ongoing

Service Delivery Priority

New Objective 1: Improve citizen/client satisfaction: improve the experience and interaction citizens and staff have with City services.

Client Satisfaction is defined as the extent to which government service clients are satisfied with the services that they receive. Client Satisfaction is measured by surveying clients on five key satisfaction dimensions: timeliness, outcome, courtesy, fairness, and knowledgeable service providers. The City of Ottawa aims to improve the experience and interaction citizens have with City services. This includes ensuring that City Services are:

o Easy to find and access

o Timely and coordinated

o Delivered in a manner that respects the needs of the citizens/clients

o Delivered by knowledgeable staff who have shared ownership of the service experience

New Actions

	Committee	Department	Start / End
Expand and implement the Community Development Framework	CPSC	Organizational Development and Performance	Ongoing
Enable citizen centred service delivery through optimized 3-1-1 and expanding eService	CSEDC CPSC	Corporate	2008 / 2011
Creating a community-based mobile workforce	CPSC	Corporate	Ongoing

New Objective 2: Improve Operational Performance: improve the effectiveness and efficiency of service delivery processes to achieve service levels that are endorsed by Council and clearly communicated to citizens and staff.

Operational Performance consists of those operational processes and service delivery mechanisms that allow for the delivery of government services. Operational performance is measured on the degree to which processes and services meet or exceed key efficiency and effectiveness indicators. The City of Ottawa aims to improve the effectiveness and efficiency of service delivery processes to achieve service levels that are endorsed by Council and clearly communicated to citizens and staff.

New Actions

	Committee	Department	Start / End
Optimize utilization of recreational facilities	CPSC	Parks, Recreation and Cultural Services	Ongoing
Integrate Community and Social Services Delivery	CPSC	Community & Social Services	2009 / 2014
Improve the availability of the fleet towards a target of 90 per cent	Transit	Transit	2010
Implement a Continuous Business Improvement Program in Transit Maintenance	Transit	Transit	Ongoing
Implement a Technology Roadmap	CSEDC	Information Technology	2010
Sponsorship and Advertising	CSEDC	Organizational Development and Performance	2010
Integrate a roadway modification process with the development review process	Transportation	Planning and Growth Management	2010 / 2010
Transform Fleet Management	Transportation	Public Works	2010 / 2012
Implement innovative business, management and operational practices	Transportation	Public Works	Ongoing
Implement a Casual Labour pool	Transportation	Public Works	2010 / 2010

New Objective 3: Improve employee engagement – improve the overall satisfaction and commitment of staff who deliver and support City services

Employee Engagement is defined as the extent to which employees are satisfied with their jobs and are committed to their work and their organization. Employee Engagement is measured by surveying employees about job satisfaction and commitment. The City of Ottawa aims to improve the overall satisfaction and commitment of staff who deliver and support City services.

New Actions

	Committee	Department	Start / End
Continued employee engagement through an annual survey, focus groups and internal communications	Transit	Transit	Ongoing
Re-initiate “Pro in Motion” training, where operators receive continuous training on new ways of doing business and also where operators can share their work experience	Transit	Transit	Ongoing
Weekly cooperation meetings with the union and management team to strengthen union and management relationship	Transit	Transit	Ongoing
Develop a People Plan	CSEDC	Human Resources	2010

Sustainable Finances Priority

New Actions

	Committee	Department	Start / End
Advance tangible capital asset reporting to implement State-of-the-Asset Reporting (SOAR)	CSEDC	Finances	Ongoing
Refresh the Long Range Financial Plan (LRFP)	CSEDC	Finances	Ongoing

document 2

Accomplishments by Priority Area

Transportation Priority

· Developed and approved the Transportation Master Plan

· Invested in transportation network growth.

· Participated in Phase 1 of the Interprovincial Crossings Study with the NCC.

· Initiated an Environmental Assessment for the Prince of Wales Road Widening.

· Initiated an Environmental Assessment for the Hunt Club community pedestrian/cycling connection to the Southeast Transitway.

· Approved the Municipal Parking Management Strategy.

· Installed four new cameras at seriously congested intersections.

· Expanded the red light camera program to an additional 15 locations.

· Completed in-service road safety studies for the Airport Parkway, Bronson Avenue, Hunt Club, Regional Road 174 and Blackburn By-Pass.

· Designed an interactive traffic map that provides residents with up-to-date information on traffic cameras, construction locations, road incidents, variable message signs locations and parking information.

· Conducted a Speeding Costs You campaign in spring/summer; initiated the Back Off! tailgating campaign in the fall; and, reprofiled the Speeding Costs You Deerly campaign.

· Created the Pedestrian Countdown Signal program and introduced countdown signals at a number of locations. These initiatives will improve understanding and safety at signalized intersections.

· Initiated the Downtown Ottawa Transit Tunnel (DOTT) Planning and Environment Assessment.

· Extended the Colonel By Underpass pilot project, including installation of close-circuit cameras.

Transit Priority

· Developed the Transportation Master Plan.

· Identified the new rapid transit network.

· Developed a 10-year Transit Tactical Plan to support long-term policy and financial recommendations.

· Implemented a strategic marketing plan to improve transit market penetration.

· Developed the Fleet Management Plan, resulting in a double-decker bus trial, and the addition of 177 buses with hybrid technology to the fleet and more accessible buses (now 75% of the fleet).

· Refreshed the Transit Vehicle Emission Reduction Strategy.

· Initiated a review of the Bus Fleet Maintenance Standards and Processes to achieve 90 per cent fleet availability.

· Integrated Fleet Maintenance, Stores and Facility Maintenance into Transit Services.

· Completed a Strategic Branch Review, which identified 11 key policy standards.

Infrastructure Renewal Priority

· Invested funds in roadway renewal (roads, sidewalks, bridges, etc.):

o Incremental investment from the 2008-2010 two per cent Capital Tax Levy: $14 million in 2008, $15 million in 2009 and $15 million in 2010

o $25 million in 2009/2010 funded under the Federal Infrastructure Stimulus Fund program.

· Invested funds in cycling and pedestrian facilities:

o $5 million for multi-purpose pathway projects in 2010/2011, funded under the Federal Infrastructure Stimulus Fund program.

o Facilities constructed in conjunction with other capital roadway projects.

o All new arterial road construction designed and constructed with cycling facilities.

· Advanced asset management strategies, including initiation of State of Asset Reporting (SOAR) in coordination with Tangible Capital Asset Reporting (TCAR).

· Contributed $40 million towards the $180 million redevelopment of the Ottawa Convention Centre, which is scheduled to reopen in mid-2011.

· Approved the Life Cycle Renewal policy.

· Developed a Council report on single pad arenas.

· Retrofitted 25 arena ice pads in 2009.

· Continued to implement the Energy Retrofit Program, which replaces existing building components with energy-efficient equipment, resulting in reduced costs for electricity, natural gas, water and also a reduction in greenhouse gas emissions.

· Invested additional funds in the renewal of buildings, facilities and parks:

o Incremental investment from the 2008-2010 two per cent Capital Tax Levy: $4 million in 2008, $2 million in 2009 and $4 million in 2010.

o 150,000 in 2009/2010 under the Federal Infrastructure Stimulus Fund program.

o $7.4 million in 2009/2010 under the Recreational Infrastructure Canada program.

· Invested additional funds in renewal and upgrades of sewer and watermain systems:

o $20 million under the Ottawa River Fund program in 2009 and $22 million in 2010.

o $45 million in 2009/2010 under the Federal Infrastructure Stimulus Fund program.

Solid Waste and Environment Priority

· Developed the Municipal Green Fleet Plan, which is proposing to eliminate over 3,000 tonnes of GHG emissions and assist the City in achieving its corporate emission reduction target.

· Developed the Energy Management and Investment Strategy to manage utility costs. Programs/partnerships include: Utility Procurement Strategies and Policy; Green Building Policy; Utility Management and Accounting Program; Energy Investment Strategy; and, Partnership Development.

· From 2002-2009 the City invested over $7 million in energy reduction measures within existing buildings, including, but not limited to, building automation systems, heat reclaim, and lighting upgrades. The improvements have resulted in annual energy and water savings of over $1.5 million, an over 20 per cent return on investment.

· Upgraded to fluorescent (T5HO) lighting, which is anticipated to generate a 2 million kWh reduction (equivalent of 600,000 kg of C0₂).

· Established the Ottawa River Fund.

· Established the Green Bin program.

· Launched the Take It Back program.

· Initiated the refresh of the City’s Environment Strategy.

· Completed the National Capital Region Air Quality Mapping Pilot Project.

· Initiated the Green Building Promotion Pilot Program.

· Implemented the new Anti-Idling By-law.

· Surpassed Corporate Greenhouse Gas Reduction Targets

Sustainable, Healthy and Active Priority

· As approved by Council, two full-time Safety Consultants have been hired to work with staff on projects/activities directed at reducing injuries among City staff.

· Implemented new funding for the Albion Heatherington Community Centre.

· Developed a new parkland dedication by-law and strategy to harmonize policies across the city.

· Increased funding to community partners to enhance access to services.

· Developed a Poverty Reduction Strategy in consultation with the community and in concert with the provincial Poverty Reduction Strategy.

· Formed the Leadership Table on Homelessness.

· Approved a framework for the Parks and Recreation Master Plan.

· Added eight new parks to the City’s inventory.

· Designated four pilot neighbourhoods to participate in the Community Development Framework.

· Developed the Social Housing Administration Management Information System.

· Opened the Shenkman Arts Centre.

· Purchased 55 units of supportive housing for the vulnerable and homeless.

· Implemented the Francophone Child Care catch-up plan, creating approximately 200 subsidized spaces.

· Provided rent bank funding in partnership with The Salvation Army to help 264 families per year retain housing.

· Produced the Faces of Ottawa report as well as designed and developed an Immigration Ottawa Web portal.

· Partnered with schools and other community agencies to promote the health benefits of active living.

· Promoted the health of the population through programs aimed at specific populations to reduce risk factors for multiple chronic diseases (e.g. alcohol misuse, tobacco use and healthy and active living).

· Completed the Official Plan, including Smart Growth principles.

· Approved the Urban Tree Conservation By-law.

· Approved the Urban Natural Features Strategy.

· Developed and approved the Cycling Plan.

· Developed and approved the Pedestrian Plan.

Planning and Growth Management Priority

· Reviewed and adopted new population projections as part of the Official Plan Review.

· Approved the transfer of lands to Algonquin College and La Cité Collégiale for the construction of two new skills training facilities to help address the city’s chronic shortage of skilled trades people.

· Partnered with community organizations to accelerate job creation (e.g. Lead to Win), and increased tourism investment and international visibility by hosting major events (e.g. the World Juniors).

· Approved the acquisition strategy for buy-back of business park properties.

· Approved the acquisition strategy for vacant land on Petrie Island.

· Approved 155 units of affordable housing through Action Ottawa and the Canada-Ontario Affordable Housing Program.

· Approved an additional $4.6 million for the Affordable Housing Program to support the development of 247 units of affordable housing at 424 Metcalfe Street.

· Developed six new units of affordable housing for families who were homeless.

· Secured through the Infrastructure Stimulus Fund over $46 million for social housing repair and retrofit and $7.2 million for new affordable housing programs.

· Completed a five-year review of the Official Plan.

· Approved a new Development Charges By-law.

· Completed Ottawa’s first Rural Settlement Strategy.

· Completed the Comprehensive Zoning By-law.

Governance Priority

· Developed a policy for delegation of powers.

· Completed the mid-Council term review and established a new governance structure and mechanisms to streamline Council’s decision-making process.

· Explored Bill 130 opportunities to delegate municipal services or activities through municipal services boards and/or municipal corporations.

· Established a process and guidebook to conduct Strategic Branch Reviews to establish service standards and outcomes and associated performance measures for branches.

· Adopted a white paper approach to policy-making following an analysis of the two-year pilot project.

· Extended the capability for residents to participate in public consultations through the new Ottawa Talks online consultation process. For example, Ottawa Talks was used as a key component in the City’s Transportation Master Plan consultation phase and resulted in 1,300 unique online submissions.

· Established processes to involve Councillors in the development of public and stakeholder consultation strategies for ward issues.

· Developed and implemented an accountability and transparency policy.

· Investigated Bill 130 options for increased accountability and transparency.

· Identified a process for moving forward on Code of Conduct policies for elected representatives.

· Ensured that the Delegation of Authority policy to declare real property surplus is aligned with the Mid-term Governance report to streamline the process for declaring property surplus.

· Completed public consultations and developed recommendations for a new governance model for the Board of Health.

Service Delivery Priority

· Realigned the management structures of Planning and Growth Management, Infrastructure Services and Public Works to improve the overall client experience.

· Improved service integration through central accountability for all modes of transportation planning.

· Completed the realignment of the City management structure to become more client-focussed and support the service excellence vision.

· Established a new model for the delivery of shared services and realigned the management structures for the shared services organizations to support this model.

· Launched an enhanced service that allows the hard-of-hearing to connect directly to the City’s 3-1-1 agents when they call the Teletype phone number.

· Improved the capacity of more residents with accessibility needs to interact with the City by extending the BrowseAloud accessibility service on ottawa.ca.

· Launched the Development Application Search tool on ottawa.ca. This tool provides the community with convenient access to identify, research and make comments on applications submitted through the development process.

· Launched an Online Volunteer Management tool where residents can view more than 70,000 volunteer positions available annually. Volunteers contribute more than 405,000 hours to City programs and services each year.

· Developed and implemented an annual survey of residents to establish a regular feedback approach and provide Council with better public input.

· Developed a Talent Management Strategy for the City.

· Completed the Designation of Bilingual Positions project by recording relevant data in the City’s System Application Process (SAP) program and developing related material for managers and employees.

· Increased the number of francophone recreation activities by 31 per cent.

· Improved the Transitway “Wayfinding” and mobile Web services to simplify travel, and introduced a newly designed OC Transpo website.

· Conducted an employee survey and focus groups to understand key employee concerns.

· Established one-stop service for the development review process.

· Worked with the communities of Hintonburg/Mechanicsville and Vars to develop neighbourhood plans as part of the pilot Neighbourhood Planning Initiative.

Sustainable Finances Priority

· Developed the Fiscal Framework.

· Identified a rate of inflation tax increase for City services as a principle.

· Introduced a dedicated two per cent Capital Tax Levy to begin addressing the funding gap.

· Introduced a new process, in conjunction with Public Works and Government Services Canada, to negotiate and resolve valuation of federal properties under dispute. This combined effort resulted in the City receiving an additional $5.6 million in payment in lieu of revenue.

· Implemented a new budget development and reporting process.

· On track to eliminate unsustainable one-time funding sources in the budget.

· Developed a Commodity Price Hedging Policy to ensure budget stability.

· Made progress to attain a 50 per cent revenue-cost ratio between transit users and taxpayers for transit operations.

· Introduced market research and mystery shopping to assess customer satisfaction.