APPENDIX
A -
PLANNING
COMMITTEE OVERSIGHT RESPONSIBILITIES
Strategic Priority: Transportation
and Mobility - Meet the current and
future transportation and mobility needs of residents, visitors and enterprises
by improving transit and by emphasizing choice and accessibility of multiple
types of transportation, including the development of a Light Rail Transit
system.
|
Strategic Objective Name
& Description |
TM2 - Maximize density in and around transit
stations: Plan
well-designed, compact neighbourhoods where residents can live, work, shop
and play close by, complete daily activities easily, access viable transit,
and support local businesses. |
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
7 |
Community Planning Studies
in support of the Light Rail Transit Project (Note 1) |
Suite of projects to create
the regulatory framework to stimulate development that is dense, innovative,
integrated and of high-quality urban design in the vicinity of the proposed
13 stations. |
PC |
- |
- |
- |
- |
185 |
485 |
785 |
1,085 |
Note
1: Non Citywide Reserve Funded Projects
(including Transit/Rate)
Strategic Priority: Environmental
Stewardship - Promote long-term sustainability and reduce our environmental footprint
by maintaining and improving the quality of our air and water, by using green
technology and promoting energy efficiency, and by protecting our natural
resources and land to enhance the quality of the environment for our residents.
|
Strategic Objective Name
& Description |
|
ES1 - Improve storm water management: Manage storm water run-off safely and
effectively while maintaining the health of the City’s streams and rivers.
The City will direct storm water management in developing areas, identify
opportunities for storm water management retrofit, and ensure stream
rehabilitation in older areas. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
17 |
Subwatershed studies and
Environmental Management (Note 2) |
Undertake environmental
studies that will determine environmental management actions that over the
long term will improve the health and condition of several natural
environment systems. In addition, Environmental Management Plans may be
required to identify, in conjunction with the developer, stormwater
management solutions that address natural heritage issues in new development
areas. |
PC |
- |
250 |
250 |
250 |
- |
- |
- |
- |
Note
2: Non Citywide Reserve Funded Projects
(including Transit/Rate)
|
Strategic Objective Name
& Description |
|
ES2 - Enhance and protect natural systems: Protect Ottawa’s
urban and rural natural heritage, ecosystems and biodiversity using the
concept of sustainability and environmental protection. The City will also
protect surface and groundwater sources of municipal water, ensure safe
drinking water, and preserve trees and forests to help improve air quality. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
23 |
Source Water Protection
Plan (Note 3) |
Implement in the Official
Plan measures to control land use in and around the natural areas that
provide sources for the City's drinking water. |
PC |
200 |
- |
- |
- |
- |
- |
- |
- |
Note
3: Non Citywide Reserve Funded Projects
(including Transit/Rate)
|
Strategic Objective Name
& Description |
|
ES3 - Reduce environmental
impact: Put into place an approach to the ecosystem that
encourages sustainability and takes into consideration natural cycles (e.g.
water, carbon and nutrients) as well as natural habitat before and during
development. The City will develop spaces wisely, increase diversion, make
the best use of existing infrastructure, minimize disturbance of green spaces
and sub-watersheds, develop lands within the urban boundary, and avoid
outward sprawl. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
29 |
Green Building Promotion
Program |
Foster green building
development in the private building sector by creating a green checklist for
builders, training staff on green buildings, creating Web-based information
and recognition, establishing a facilitated development approvals process,
and providing a report on potential incentive programs. |
PC |
- |
- |
- |
- |
- |
- |
- |
- |
Strategic Priority: Healthy
and Caring Community – Help all residents enjoy a high quality of life and contribute to
community well-being through healthy, safe, secure, accessible and inclusive
places.
|
Strategic Objective Name
& Description |
|
HC3 - Improve social and affordable housing: Provide affordable, attractive and accessible supportive and permanent
housing for residents in need, and improve the range and quality of housing
for people of diverse abilities and incomes to live in a community through
various life stages. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
43 |
Housing and Homelessness
Investment Plan |
The
City has a role and works with community partners to address housing and
homelessness. Council has approved annual operating funding for housing and
homelessness investments beginning in 2011 and capital funding for the next 4
years. |
PC (Note 4) |
10,100 |
7,100 |
6,100 |
6,100 |
3,900 |
6,900 |
7,900 |
7,900 |
Note 4: Oversight for Planning Committee includes only capital items
related to this initiative.
Strategic Priority: Service
Excellence – Improve client satisfaction with the delivery of municipal services to
Ottawa residents by measurably increasing the culture of service excellence at
the City, by improving the efficiency of City operations, and by creating
positive client experiences.
|
Strategic Objective Name
& Description |
|
SE2 - Improve operational performance: Improve the effectiveness and efficiency of
service delivery to reach targets that have been approved by Council and
communicated to residents and staff. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
51 |
Development Review Process
Continuous Improvement |
Undertake a series of
reviews over the Term of Council, including reviews of the following: One
Stop Service model; Planning Fee; triaging development applications to
improve timelines for smaller applications; e-circulation and paperless
opportunities; mandatory pre-application consultation; and post-development
approvals processes. The outcome will be improved service to clients and
elimination of barriers where identified in the development review process. |
PC |
- |
- |
- |
- |
- |
- |
- |
- |
Strategic
Priority: Governance, Planning and Decision Making – Achieve measurable improvement in residents’ level of
trust in how the city is governed and managed, apply a sustainability lens to
decision-making, and create a governance model that compares well to
best-in-class cities around the world.
|
Strategic Objective Name
& Description |
|
GP3 - Make sustainable choices: Promote a sustainable, resilient and liveable future by applying a
sustainability lens to decision-making that considers long-term impacts, and
by aligning all City plans toward common long-term goals. In some cases the
City will rethink current practices; in others, it will build on existing or
past successes. In all cases, the City will make decisions and solve problems
in a way that improves economic health, cultural vitality, social equity and
environmental responsibility. |
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
70 |
Review of the Official
Plan, Transportation Master Plan and Infrastructure Master Plan |
Review and revise the
City's Official Plan and complementary Transportation Master Plan and
Infrastructure Master Plan. |
PC |
750 |
800 |
1,800 |
1,800 |
- |
- |
- |
- |
Strategic Priority: Financial Responsibility – Be financially responsible to the residents of Ottawa by
practicing prudent fiscal management of existing resources, and by making sound
long-term choices that allow core City programs and services to be sustainable
now and into the future.
|
Strategic Objective Name
& Description |
|
FS2 - Maintain and enhance the City’s financial
position: Develop
processes and tools to ensure that tax dollars are spent wisely by making strategic choices and finding
ways to improve the value we can deliver for the tax dollar. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
80 |
Mid-term Development Charge
Review |
The purpose of this
initiative is to review the adequacy of the current development charge with a
focus on increasing development charges for Transit purposes. The intent is
to increase the amount of DCs collected annually for Transit to ensure that
they are available to pay for the Light Rail Train project. |
PC |
- |
- |
- |
- |
- |
- |
- |
- |
Legend
ARAC - Agriculture and
Rural Affairs Committee
CPS - Community and
Protective Services Committee
EC - Environmental
Committee
FEDC - Finance and
Economic Development Committee
PC - Planning
Committee
Transit – Transit
Commission
TRC - Transportation
Committee