APPENDIX F -
FINANCE AND ECONOMIC DEVELOPMENT COMMITTEE
OVERSIGHT RESPONSIBILITIES
Strategic Priority: Economic
Prosperity – Use Ottawa's unique
combination of recreational, social, cultural and business assets, and natural
environment and physical infrastructure to attract enterprises, visitors and
new residents, while at the same time developing and retaining local firms and
talent.
|
Strategic Objective Name
& Description |
|
EP1 - Promote Ottawa globally: Find ways to integrate visitor services
for both the leisure and business travel market. This includes destination
marketing, urban and rural tourism development, sports and major event
hosting, and visitor services. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
1 |
Support celebrations of
Canada's 150th Anniversary |
Set up an internal
committee to liaise with the National Commission Capital and other partners
on the 2017 celebrations of Canada's 150th anniversary (the
Sesquicentennial). |
FEDC |
- |
- |
- |
200 |
- |
- |
- |
- |
|
Strategic Objective Name
& Description |
|
EP3 - Support growth of local economy: Invest in community organizations
that support the local economy, both urban and rural, by promoting local
industry, creating infrastructure to stimulate growth, including hubs for
innovation, promoting investments in businesses, and working cooperatively
with the federal government to retain federal employment in Ottawa. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
3 |
Economic Development
Strategy |
Implementation of a
comprehensive economic development program to increase Ottawa’s prominence as
an economically prosperous and sustainable city. This initiative will provide
better oversight, accountability and results through improved coordination of
economic development services and resources for enterprises already located
or looking to locate in Ottawa, will showcase Ottawa as a compelling and
vibrant destination to visitors, and will improve the quality of life for
residents. |
FEDC |
- |
1,500 |
- |
- |
2,000 |
2,000 |
2,000 |
2,000 |
Strategic Priority: Transportation
and Mobility – Meet the current and
future transportation and mobility needs of residents, visitors and enterprises
by improving transit and by emphasizing choice and accessibility of multiple
types of transportation, including the development of a Light Rail Transit
system.
|
Strategic Objective Name
& Description |
|
TM3 - Provide infrastructure to support mobility choices: Improve residents’ mobility choices by
supporting initiatives related to routes, rapid transit, walking, and
cycling. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
8 |
Ottawa Light Rail Transit
(OLRT) Project |
The Construction of a Light
Rail Transit system in Ottawa is identified as a key component of the City's
Transportation Master Plan. |
FEDC |
300,000 |
1,800,000 (Note 2) |
- |
- |
6,700 |
6,700 |
6,700 |
6,700 |
Note 1:
Non Citywide Reserve Funded
Projects (including Transit/Rate)
Note 2:
These figures are in 2009
dollars. A report on the costs estimates is coming back to Council in July
2011.
Strategic
Priority: Healthy and Caring Community – Help all residents enjoy a high quality of life
and contribute to community well-being through healthy, safe, secure,
accessible and inclusive places.
|
Strategic Objective Name
& Description |
|
HC1 - Achieve equity and inclusion for an aging and diverse population: Accommodate the needs of a diverse and aging population by effectively
planning and implementing changes to major infrastructure development and
service delivery. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
37 |
Service Enhancements -
Accessibility Program |
The Buildings and Parks
Program provides for accessibility retrofit work to existing building and
park assets. This capital program supports barrier identification and barrier
removal work in City buildings and facilities to ensure that the City is
meeting the intent of the Accessibility for Ontario with Disabilities Act
(AODA). |
FEDC |
2,000 |
2,000 |
2,000 |
2,000 |
- |
- |
- |
- |
Strategic Objective Name
& Description |
HC2 - Improve
parks, recreation, arts and heritage: Provide
accessible, inclusive and quality parks, recreation services and urban spaces
for leisure, arts and heritage that respond to
demographic trends in population and activity. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
38 |
Lansdowne Stadium and
Parking Redevelopment |
The initiative comprises
the redevelopment of the stadium, the revitalization of the Civic Centre
Arena, and 1,370 new below-grade parking spaces at Lansdowne Park. Key
elements include: 1) A refurbished Frank Clair Stadium for CFL football,
professional soccer, university and community sporting level events, or
concerts, featuring a wooden veil that would reflect Ottawa’s history as a
lumber town; 2) An expansion of the Glebe’s grid street system into Lansdowne
to accommodate a mix of commercial space, residential development and public
squares; 3) The Horticulture Building is given a prominent and historically
significant location on the east side of the Aberdeen Pavilion, within
Lansdowne’s new urban park, where it could become the site of the Ottawa
Farmers’ Market and the location of a Parks Canada Agency interpretation
centre for the Rideau Canal. |
FEDC |
129,300 |
- |
- |
- |
-
|
- |
- |
- |
Strategic
Priority: Service Excellence – Improve client satisfaction with the delivery of
municipal services to Ottawa residents by measurably increasing the culture of service
excellence at the City, by improving the efficiency of City operations, and by
creating positive client experiences.
|
Strategic Objective Name
& Description |
|
SE1 - Ensure a positive experience for every client interaction: Provide
consistent and high-quality information and services to residents, visitors
and enterprises and improve clients’ interactions with the City by ensuring
services are timely and coordinated, easy to find and access, and delivered
in a way that respects residents’ needs. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
44 |
Social Media Enablement |
To enable an increased and
strategic use of social media aimed at City residents and stakeholders. |
FEDC |
- |
- |
- |
- |
- |
80 |
80 |
80 |
|
45 |
Service Ottawa - Mobile
Workforce Solutions Project (Note 3) |
The Mobile Workforce
Solutions project is a Service Ottawa enterprise project, and is comprised of
the following five initiatives: 1. Boardroom Enablement; 2. Field Force -
Mobile Office; 3. Field Force - Mobile Forms; 4.Collaboration Tools; and, 5.
Mobility Program. |
FEDC |
1,501 |
3,565 |
5,469 |
4,827 |
1,610 |
3,073 |
3,532 |
3,734 |
|
46 |
Service Ottawa - Citizen
Centric Services Project (Note 4) |
Citizen Centric Services
project adopts a citizen-focused approach to fundamentally transform how the
City engages, interacts with, and provides services and information to
citizens, businesses and clients. |
FEDC |
9,217 |
7,843 |
5,617 |
4,847 |
170 |
1,397 |
3,066 |
3,066 |
|
47 |
Service Ottawa - Technology
Roadmap (Note 5) |
This initiative includes
the 5-Year Technology Roadmap, which comprises key strategic investments in
Information Technology that focus on building a foundation/platform to
exploit the Internet and improve interaction with citizens and access to City
services. |
FEDC |
750 |
1,230 |
2,912 |
3,912 |
- |
- |
- |
- |
Note 3 and
4: Operating pressures are offset by efficiencies
savings
Note 5: Efficiency savings are associated with this initiative
|
Strategic Objective Name
& Description |
|
SE2 - Improve operational performance: Improve the effectiveness and efficiency of
service delivery to reach targets that have been approved by Council and
communicated to residents and staff. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
49 |
Service Ottawa - Implement
Smart Energy Measures (Note 6) |
Further reduce the City's
annual energy costs by implementing capital measures, which are energy saving
retrofits to existing City facilities, by implementing an Enterprise Energy
Monitoring and Targeting (M & T) solution; Integrated Building Management
Systems; and, Solar Photovoltaic initiatives. |
FEDC |
2,412 |
2,362 |
2,912 |
3,912 |
- |
- |
- |
- |
|
50 |
Service Ottawa - Transform
Municipal Fleet Management (Note 7) |
Focus on transforming the
fleet management function at the City, by implementing fleet management
strategies so that Fleet Services can "right size" the municipal
fleet and implement procurement strategies and processes such that the City
can move to a standardized vehicles inventory and migrate to a Green Fleet to
reduce fuel costs. |
FEDC |
600 |
- |
- |
- |
- |
- |
- |
- |
|
52 |
Service Ottawa -
Sponsorship and Advertising Project (Note 8) |
The project has two objectives:
establish a program to start achieving revenues; and ensure sustainable
revenue streams are realized by establishing a centralized office responsible
for coordinating the use and marketing of City assets in a strategic manner. |
FEDC |
-
|
- |
- |
- |
565 |
800 |
930 |
970 |
|
53 |
Open Data |
The City is joining other
government organizations in Canada and around the world by providing public
access to its data. The development of an Open Data Ottawa site was the first
step in creating a foundation that encourages digital innovation, improved
service delivery, stimulation of economic growth and a better understanding
of our city. The program has shifted its focus to further engage the
development community to address specific City business needs, continue
multi-jurisdictional collaboration on standards related to data sets and
licensing, expand and automate the City of Ottawa data catalogue, and sustain
the program. |
FEDC |
- |
150 |
- |
- |
- |
90 |
90 |
90 |
|
54 |
Access to Information Case
Management System |
ATIPflow is the City's
current case management system for responding to and tracking Access to
Information Requests received. A new
system will need to be purchased and installed in order to ensure that the
City continues to meet the reporting and legislative requirements of
Municipal Freedom of Information and Protection of Privacy Act. |
FEDC |
- |
- |
- |
- |
- |
110 |
110 |
110 |
|
57 |
Vote Tabulating Solution -
2014 Municipal Elections |
The current system of
voting and vote tabulating is in compliance with Information Technology
Security best practices and the election legislation; however, the hardware
and its capabilities will soon be obsolete. New system hardware and related
software will be needed to meet the needs of electors unable to attend a
traditional voting station, and to be able to transmit results wirelessly and
continue to meet the requirements of electors with disabilities. A Business
Requirement Document is currently being drafted to assist in the search for a
system software/hardware upgrade for the 2014 municipal election. |
FEDC |
- |
- |
- |
- |
-
|
- |
800 |
800 |
Note 6, 7:
Efficiency savings are associated with this
initiative
Note 8: Offset by revenue
Strategic
Priority: Governance, Planning and Decision Making – Achieve measurable improvement in residents’ level of
trust in how the city is governed and managed, apply a sustainability lens to
decision-making, and create a governance model that compares well to
best-in-class cities around the world.
|
Strategic Objective Name
& Description |
|
GP1 - Improve the public’s confidence in and satisfaction with the way
Council works: Put into place business practices that are
democratic, engaging and visible by encouraging citizens to
participate in decision-making and community life, by informing them in a timely manner of decisions that
affect them, and by providing reasons for decisions. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
61 |
Council Agenda Building
Tool |
Development of an automated
system to produce agendas and prepare minutes for Council and Committee
meetings quickly and efficiently. The
new system will be implemented to reduce the amount of time, effort and cost
required to create, publish and distribute Council and Committee agendas,
reports and minutes. |
FEDC |
- |
170 |
- |
- |
- |
- |
- |
- |
|
62 |
Accountability Framework |
The Governance Report
approved by City Council on Dec. 8, 2010 identified a number of measures for
enhancing the City’s accountability framework. The City Clerk’s Office has
been directed to establish initial low-cost solutions for these measures and
bring forward recommendations to City Council on optimal solutions. |
FEDC |
- |
- |
- |
- |
- |
- |
- |
- |
|
63 |
Mid-Term Governance Review |
Since amalgamation, the
City of Ottawa has undertaken governance reviews twice over each Term of
Council. The first review takes place at the beginning of a Term of Council.
Traditionally, this is when major changes are made to the governance
structure. The Mid-Term Governance Review traditionally ‘tweaks’ the
governance structure to address any issues that have arisen in the interim. |
FEDC |
- |
- |
- |
- |
- |
- |
- |
- |
|
64 |
City of Ottawa Client
Engagement Strategies and Online Consultation Tools |
This initiative will result
in consistent approaches and standards of public involvement, corporate
client engagement policies governing ethics, translation, remuneration and
other areas important to equitable public involvement, a comprehensive
“Public Involvement Handbook” toolkit and standards, and online consultation
tools to expand and implement use of online consultation. |
FEDC |
- |
100 |
- |
- |
- |
- |
- |
- |
|
Strategic Objective Name
& Description |
|
GP2 - Apply management controls to achieve Council’s priorities: Integrate planning and performance
processes at the City to strengthen decision-making, improve transparency and
accountability, align operations with Council’s priorities, enhance
governance, and improve local decision-making while allowing Council and City
management to focus on citywide challenges. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
65 |
Corporate Planning
Framework |
The key outcomes of the
Corporate Planning Framework include strategic priorities, objectives and
initiatives for the 2011 – 2014 term of Council, an enhanced oversight role
for Standing Committees, integration of strategic planning with the Long
Range Financial Plan and budget process, new tools such as the strategy map
and balanced scorecard, a new strategy review process, and cascaded planning
to departments and branches. |
FEDC |
- |
- |
- |
- |
- |
- |
-
|
- |
|
Strategic Objective Name
& Description |
|
GP3 - Make sustainable choices: Promote a sustainable, resilient and liveable future by applying a
sustainability lens to decision-making that considers long-term impacts, and by
aligning all City plans toward common long-term goals. In some cases the City
will rethink current practices; in others, it will build on existing or past
successes. In all cases, the City will make decisions and solve problems in a
way that improves economic health, cultural vitality, social equity and
environmental responsibility. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
66 |
Corporate Asset Management
Framework |
Develop an approach that
will bring awareness and consistency to how corporate infrastructure assets
are managed; apply to the City's infrastructure assets and other major asset
classes, such as fleet, IT and trees; and, provide an overall framework where
the efforts and knowledge gained can be leveraged across the organization. |
FEDC |
- |
750 |
150 |
150 |
-
|
- |
- |
- |
|
69 |
Performance Measurement |
The objective of this
strategic initiative is to develop and implement balanced scorecards across
the Corporation to provide performance data from a balanced perspective
(i.e., budget, people, processes, services/programs, and client), to link
performance data to specific objectives in the organization’s strategy and
the budget process. |
FEDC |
- |
- |
- |
- |
- |
- |
- |
- |
|
Strategic Objective Name
& Description |
|
GP4 - Improve overall relations with City unions:
Continue to develop a constructive and respectful relationship with all City
unions, and productively negotiate all collective agreements being renewed in
this term of Council. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
71 |
Enhance labour relations
and collective bargaining process |
Contribute to ongoing, fair
dialogue with all collective bargaining units prior to contract negotiations,
and employ additional resources where necessary to meet the various
requirements/demands associated with negotiation of the City’s collective
agreements, all of which will expire in 2011 or 2012. |
FEDC |
- |
- |
- |
- |
- |
150 |
- |
- |
Strategic Priority: Employee Engagement – Integrate and align human resource strategies with the
City’s strategic planning process, and build a satisfied and committed
workforce that will be a solid foundation for the coming decade.
|
Strategic Objective Name
& Description |
|
EE1 - Ensure leaders are strong and effective: Develop strong candidates to take on leadership roles by strengthening
the leadership skills of all levels of management. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
72 |
Leadership Development |
The objective of Leadership
Development is to create a pipeline of strong candidates to assume leadership
roles and to focus on strengthening the leadership competencies at all levels
of management. Initiatives include creating and implementing an executive
coaching framework and providing ongoing investment to ensure sufficient
capacity and access to relevant leadership development programs. |
FEDC |
- |
- |
- |
- |
- |
840 |
840 |
840 |
|
Strategic Objective Name
& Description |
|
EE2 - Maintain a diverse, high-performing,
client-centric workforce: Implement strategies to attract diverse people with the right skills
and fit to the organization. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
73 |
Recruitment/outreach
strategies and assessment tools |
Implement and maintain
targeted outreach strategies to attract and retain diverse people with the
right skills and fit to meet the current and future needs of the
organization, with an emphasis on difficult to fill positions. |
FEDC |
- |
- |
- |
- |
- |
615 |
615 |
615 |
|
Strategic Objective Name
& Description |
|
EE3 - Enable employees to develop and contribute to their fullest potential: Develop tools and resources to help in employee career planning and
development, and provide opportunities for professional growth. Learning and
development will strengthen the ability of employees to meet business
challenges. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
74 |
Employee Development |
Provide employees and
managers with tools and resources to assist employee career planning and
development and to provide opportunities for professional growth so as to
strengthen workforce capacity to contribute and collaborate in the delivery
of City services and programs. Investment is required to implement and
maintain the following programs: mentoring; new employee orientation; and,
career pathing and career development supports. |
FEDC |
- |
- |
- |
-
|
- |
35 |
135 |
135 |
|
Strategic Objective Name
& Description |
|
EE4 - Build a positive, productive and engaged workplace: Build the capability of
the organization by strengthening employees’ connection to the City and
fostering a sense of pride in working here. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
75 |
Automated Employee
Performance Development Program |
The Automated Employee
Performance Development Program tool will enable on-line development of
annual Individual Contribution Agreements and allow the tracking of the
completion of mid-year and final-year performance reviews. The employee
Performance Development Program is critical in enabling employee engagement
by recognizing contribution and ensuring alignment of individual employee
goals with corporate goals. The automation of this process will generate data
for management decision-making and further advances the corporate objective
of facilitating employee and management access to information and tools
consistent with the IT Roadmap. |
FEDC |
-
|
- |
750 |
- |
- |
- |
- |
- |
|
76 |
Management Professional
Exempt and Unionized Staff Job Evaluation Plan |
This project will ensure that
jobs are appropriately valued in a cost-effective manner. One time funding to
revise and update the Job Evaluation plan for Management and Professional
Exempt jobs is required. The current Management and Professional Exempt job
evaluation plan was implemented in 2001/2002 following amalgamation.
Management is of the opinion that the Plan no longer adequately captures nor
values the job factors that a critical to the current and future needs of the
City. New job evaluation plans for unionized jobs are currently being
developed and will be implemented in 2011 and 2012. |
FEDC |
- |
- |
- |
- |
- |
- |
250 |
250 |
Strategic Priority: Financial Responsibility– Be financially responsible
to the residents of Ottawa by practicing prudent fiscal management of existing
resources, and by making sound long-term choices that allow core City programs
and services to be sustainable now and into the future.
|
Strategic Objective Name
& Description |
|
FS1 - Align strategic priorities to Council’s tax
and user fee targets: Reach stable and affordable property tax
levels while maintaining service levels to residents by making decisions that
allow us to live within our means and by capping tax increases at 2.5% per
year. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
77 |
Update of Long Range
Financial Plan |
Update the Long Range
Financial Plan to develop a strategy to achieve the 2.5% tax increase Council
endorsed for the term of Council, and to identify the size of any funding gap
within capital and any strategies to reduce the gap over the term of Council.
|
FEDC |
- |
- |
- |
- |
- |
- |
- |
- |
|
Strategic Objective Name
& Description |
|
FS2 - Maintain and
enhance the City’s financial position: Develop processes and tools to ensure that
tax dollars are spent wisely by making strategic choices and finding ways to improve the value we
can deliver for the tax dollar. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
81 |
Securing Federal and
Provincial Funding Commitments |
Secure funding from senior
levels of government for major infrastructure initiatives such as Ottawa
River Action Plan (ORAP), Hunt Club Interchange, Baseline Station, and West
Transitway Extension (Bayshore to Moodie) as well cost-sharing agreements
with the National Capital Commission on cycling infrastructure. |
FEDC |
- |
- |
- |
- |
- |
- |
- |
- |
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