APPENDIX G -
AGRICULTURE AND RURAL AFFAIRS COMMITTEE
SUPPORTING
OVERSIGHT RESPONSIBILITIES
In keeping with ARAC's mandate and recognizing the
significant role ARAC fulfils with respect to rural issues particularly in
areas such as roads and development, ARAC may receive reports related to
strategic initiatives as deemed appropriate by the Standing Committee with lead
oversight responsibility.
Strategic
Priority: Transportation and Mobility – Meet
the current and future transportation and mobility needs of residents, visitors
and enterprises by improving transit and by emphasizing choice and accessibility
of multiple types of transportation, including the development of a Light Rail
Transit system.
|
Strategic Objective Name
& Description |
|
TM3 - Provide
infrastructure to support mobility choices: Improve residents’ mobility choices by
supporting initiatives related to routes, rapid transit, walking, and
cycling. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
14 |
Asset Renewal (Roads,
Sidewalks, Bridges, etc.) |
Program to sustain renewal
of roads, bridges, sidewalks within the City’s transportation network to
maintain operational performance. |
TRC |
62,312 |
40,172 |
42,005 |
69,375 |
- |
- |
3,080 |
3,670 |
|
Strategic Objective Name
& Description |
|
TM4 - Promote alternative mobility choices: Promote alternative mobility choices by
emphasizing transit, cycling and walking as preferred ways of getting around
the City. Use education, promotion and incentives to encourage alternatives
to driving, and provide information that encourages responsible travel. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
15 |
Downtown Ottawa Mobility
Overlay Study (Note 1) |
Identify ways to create
vibrant, safe and accessible streets for pedestrians, cyclists and transit
riders by restoring a balance among street users and by improving the quality
and character of the streetscape environment in the downtown core once the Tunney's
Station to Blair Station Light Rail Transit project is implemented. |
TRC |
- |
- |
- |
- |
- |
- |
- |
- |
|
16 |
Transportation Demand Management Strategy & Implementation |
Transportation Demand Management initiatives are aimed at reducing the demand for single-occupant car travel at peak periods, shifting travel to non-peak periods and supporting sustainable transportation modes such as walking, cycling, transit, carpooling and teleworking. Transportation Demand Management measures can offer many benefits including reducing traffic congestion, deferring the need for new infrastructure, reducing infrastructure costs, improving access and transportation options, improving air quality, and improving mental and physical health. Funds will be used to support ongoing educational and promotional efforts such as School Travel Planning, Bike to Work Month, Car Free Day, National Ride-Share Week, Travelwise, CAN-BIKE Cycling Education courses, among other initiatives. |
TRC |
200 |
150 |
250 |
350 |
|
|
|
|
Note 1:
Non Citywide Reserve
Funded Projects (including Transit/Rate)
Strategic Priority: Environmental
Stewardship - Promote long-term sustainability and reduce our environmental footprint
by maintaining and improving the quality of our air and water, by using green
technology and promoting energy efficiency, and by protecting our natural
resources and land to enhance the quality of the environment for our residents.
|
Strategic Objective Name
& Description |
ES1 - Improve storm water management: Manage storm water run-off safely and
effectively while maintaining the health of the City’s streams and rivers.
The City will direct storm water management in developing areas, identify
opportunities for storm water management retrofit, and ensure stream
rehabilitation in older areas. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
21 |
Surface Water Management |
The city’s creeks, rivers,
ponds, and lakes are increasingly recognized as serving an essential role in
the ecosystem of the city, and the welfare of its residents. Additional resources and attention are
needed to ensure that these resources are managed in a sustainable
manner. The purpose of this initiative
is to develop the capacity of the corporation to monitor, effectively manage,
and raise the profile of the city’s surface water resources, and the need to
protect them. |
EC |
- |
- |
- |
- |
- |
- |
- |
-
|
|
Strategic Objective Name
& Description |
ES2 - Enhance
and protect natural systems: Protect Ottawa’s urban
and rural natural heritage, ecosystems and biodiversity using the concept of
sustainability and environmental protection. The City will also protect
surface and groundwater sources of municipal water, ensure safe drinking
water, and preserve trees and forests to help improve air quality. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight (Strategic
Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
22 |
Increase Forest Cover |
Initiatives for increasing
forest cover include tree planting programs in both urban and rural areas, rehabilitation
of urban parks with increased tree planting and greenspace through City
partners, and management of the Emerald Ash Borer. |
EC |
1,175 |
1,175 |
1,175 |
1,175 |
1,543 |
1,543 |
1,543 |
1,543 |
|
23 |
Source Water Protection
Plan (Note 2) |
Implement in the Official
Plan measures to control land use in and around the natural areas that
provide sources for the City's drinking water. |
PC |
200 |
- |
- |
- |
- |
- |
- |
- |
|
25 |
Environmental Quality Wastewater Management System (EQWMS) (Note 3) |
Develop and maintain an
environmental quality management system governing wastewater services. |
EC |
- |
200 |
- |
- |
- |
- |
- |
- |
|
27 |
Municipal Waste Management Plan (Note 4) |
Development of a Municipal Waste Management Plan to guide waste planning and services for the next 30 years. This initiative will explore opportunities for regionalization. |
EC |
|
|
|
|
|
|
|
|
Note 2, 3, 4:
Non Citywide Reserve
Funded Projects (including Transit/Rate)
Strategic Priority: Service
Excellence – Improve client satisfaction with the delivery of municipal services to
Ottawa residents by measurably increasing the culture of service excellence at
the City, by improving the efficiency of City operations, and by creating
positive client experiences.
Strategic Objective Name
& Description |
|
SE2 - Improve operational performance: Improve the effectiveness and efficiency of
service delivery to reach targets that have been approved by Council and communicated
to residents and staff. |
|
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
50 |
Service Ottawa - Transform
Municipal Fleet Management (Note 5) |
Focus on transforming the
fleet management function at the City, by implementing fleet management
strategies so that Fleet Services can "right size" the municipal
fleet and implement procurement strategies and processes such that the City
can move to a standardized vehicles inventory and migrate to a Green Fleet to
reduce fuel costs. |
FEDC |
600 |
- |
- |
- |
- |
- |
- |
- |
Note
5: Efficiency savings are associated with this initiative.
Strategic
Priority: Governance, Planning and Decision Making – Achieve measurable improvement in residents’ level of
trust in how the city is governed and managed, apply a sustainability lens to
decision-making, and create a governance model that compares well to
best-in-class cities around the world.
|
Strategic Objective Name
& Description |
|
GP3 - Make sustainable choices: Promote a sustainable, resilient and liveable future by applying a
sustainability lens to decision-making that considers long-term impacts, and
by aligning all City plans toward common long-term goals. In some cases the
City will rethink current practices; in others, it will build on existing or
past successes. In all cases, the City will make decisions and solve problems
in a way that improves economic health, cultural vitality, social equity and
environmental responsibility. |
SI # |
Strategic Initiative Name |
Strategic Initiative Description |
Proposed Standing Committee Oversight
(Strategic Initiative) |
Capital (In Thousands) |
Operating (In Thousands) |
||||||
|
2011 |
2012 |
2013 |
2014 |
2011 |
2012 |
2013 |
2014 |
||||
|
70 |
Review of the Official
Plan, Transportation Master Plan and Infrastructure Master Plan |
Review and revise the
City's Official Plan and complementary Transportation Master Plan and
Infrastructure Master Plan. |
PC |
750 |
800 |
1,800 |
1,800 |
- |
- |
- |
- |
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