IBM’s Smarter Cities Challenge Ottawa Report

Contents

3 1. Executive summary 5 2. The challenge 5 A. The Smarter Cities Challenge 5 B. The Challenge 6 3. Context for recommendations 8 4. Recommendations 8 Recommendation 1: Identify champion for transit-oriented development initiative 9 Recommendation 2: Create market segmentation 10 Recommendation 2.1: Create vision profiles for three areas 11 Recommendation 2.2: Develop branding and messaging 12 Recommendation 2.3: Develop a TOD marketing plan 14 Recommendation 2.4: Accelerate development by encouraging early entrants 15 Recommendation 2.5: Establish a TOD lead 16 Recommendation 3: Establish a TOD communications lead 17 Recommendation 3.1 Create a system for consistent and timely communications with stakeholders 18 Recommendation 4: Develop a strategic TOD scorecard 19 Recommendation 4.1: Implement an operations scorecard for TOD 20 5. Conclusion 21 6. Appendix 21 A. Acknowledgements 23 B. Team biographies 25 C. Sample community profile 26 D. Transit-oriented development segment matrix 27 E. Making a market 28 F. Sample tactical plan for social media 30 G. Stakeholder map 31 H. Ottawa’s balanced scorecard 35 I. References

2 1. Executive summary

Ottawa, the capital of Canada, is ranked as one of the Themes world’s top cities for quality of living. As Canada approaches The downtown area of Ottawa is surrounded by a natural its sesquicentennial celebration, the population of this boundary – an expansive green belt, with hundreds of acres multicultural hub is expected to surpass one million of land and river frontage dedicated to parks and pathways citizens, and the City’s leaders are dedicated to bringing for citizens’ enjoyment. The City has been encouraging innovative thinking to this progressive city. population intensification during the last decade, since a 2001 amalgamation of the small townships and suburbs outside Ottawa was one of the 33 cities selected to receive a Smarter the green belt into the City structure. The amalgamation was Cities® Challenge grant from IBM in 2012 as part of IBM’s focused on providing consistent City services, while maximising citizenship efforts to build a Smarter Planet™. Since the efficiency and minimising duplication and costs. programme’s inception in 2010, 64 cities have received Smarter Cities Challenge grants, and many of these have already made As the population approaches one million, Ottawa’s leadership great progress on the road to becoming more instrumented, is intent on bringing new amenities and transportation options interconnected and intelligent (additional information is to citizens. With its state-of-the-art bus system at peak capacity, available at www.smartercitieschallenge.org). During three the City initiated planning to develop light-rail transportation. weeks in September 2012, a team of six IBM experts worked After several iterations, the Rail Planning Division settled on to deliver recommendations to address the challenge identified an east-west route. by Mayor Jim Watson and his senior leadership team: develop a cohesive, compelling marketing and communication plan To date, the City’s messaging has focused on the rail system to support the City’s plan to transform several communities itself, rather than the value that light-rail transportation through transit-oriented development (TOD). provides stakeholders.

The Challenge Several City departments have invested heavily in the The City of Ottawa is undertaking historic investment in development of transit-oriented development plans, which public transit with the implementation of a light-rail transit build upon transit access points to stimulate development. (LRT) project, for which construction is set to begin in 2013. The development of mixed-use communities near these The Planning and Growth Management Department is access points, in which citizens can live, work and play, can embarking on transit-oriented development (TOD) studies accommodate the type of smart growth that the City desires. for three of the planned LRT stations: Train, St. Laurent and Cyrville. These studies will provide a blueprint to guide The three neighbourhoods selected for this IBM study are redevelopment and growth in the vicinity of the stations within the green belt. They are sparsely populated with light and determine pedestrian and cyclist connections. industrial and retail businesses, and an intersecting provincial highway. The City’s plans will convert the existing bus Ottawa’s leadership is seeking to stimulate the redevelopment terminals into light-rail stations, and new pedestrian walkways of underutilised lands surrounding the LRT stations and build will be built to cross over the freeway. While these areas interest from potential new residents to live, work and play in are a natural expansion point for the growing population, these new destination neighbourhoods. Striving to promote the these locations lack distinct personalities that would attract development potential within the 800-metre radius defined by the developers, businesses and citizens. Nonetheless, convenient TOD plan for the Train, St. Laurent and Cyrville transit stations, locations and affordable real estate offer great promise for the City must transform the current mixture of industrial and retail these communities. land, which includes pockets of low-density housing developments, into three pedestrian-friendly, mixed-use communities. The IBM team’s mission was to create a communication and marketing plan to promote development in these areas.

3 IBM’s Smarter Cities Challenge Report Ottawa

Recommendations The recommendations in this report are intended to help Ottawa has created a strong foundation for transit-oriented the City plan for and accelerate development of these new development with its evolving transit network and population- communities, focused on four critical areas: intensification initiatives. The City should now develop • Leadership – Select a strong, visible champion to serve strong messaging within its departments and to all of its as the primary point of reference for TOD, along with stakeholders to communicate and inspire support for TOD. a day-to-day point person to maintain cohesion and momentum across stakeholders and projects. Capturing the “live, work and play” theme, a City champion • Communication – Create a targeted communication strategy must deliver to residents and the real-estate development that uses both traditional methods and social media to provide community a market-segmentation plan that shows how a forum for all stakeholders to share information and ideas. the target communities can grow into mature, mixed-use Implement a process-based communication system and neighbourhoods. Using traditional and innovative brand exception-handling process to provide a clear picture of and social-media messaging, along with a strong vision, the development approvals and milestones. the City should launch a marketing plan that will change • Marketing – Conduct a series of activities to identify target perceptions and the current development trajectory in residents and businesses and provide an aspirational vision Cyrville, St. Laurent and Train. of vibrant communities that meet their needs and desires. • Measurement – Extend the City’s existing scorecard process City management can significantly improve its working to include TOD development activities to measure success relationship with the real-estate development community. and enable course corrections. Creating a process-based communication system with documented exception handling will streamline the approval Conclusion process. Making information visible to stakeholders via a Web Ottawa, like many other cities, is grappling with the issues interface will remove City employees from time-consuming, of how and where to accommodate a growing population, interrupt-driven communications and will enhance developer while maintaining its character as both the nation’s capital satisfaction. When the City then seeks to accelerate development and a progressive city banded with a green belt. Many of the in the chosen communities with programmes to encourage pieces for success are in place and these recommendations early entrants, a fast-tracked development process will result will help change the trajectory of existing development to in construction projects that break ground sooner. create attractive new communities where Ottawans can live, work and play. Lastly, the City should augment its existing balanced scorecard system with a TOD scorecard that itemises key A. • Transit-oriented development creates neighbourhoods objectives and dates. Adding this objective to the City’s where citizens live, work and play continuous improvement system will insure that TOD • Skilled marketing segmentation and messaging remains as an ever-improving strategy in Ottawa. attracts key constituents • Streamlined communications engage stakeholders and accelerate the end-to-end development process • Defining and measuring specific objectives within a scorecard framework positions the City for continuous improvement toward TOD goals

4 2. The challenge

A. The Smarter Cities Challenge Plans, however, are only as successful as their implementation. In 2010, IBM Corporate Citizenship launched the The challenge facing the City is to determine how best to Smarter Cities Challenge to help 100 cities around the stimulate the redevelopment of these underutilised lands world over a three-year period become smarter through surrounding the LRT stations in accordance with the study grants of IBM talent. Ottawa, Canada, was selected findings, and build interest to entice potential residents to through a competitive process as one of 33 cities to live, work and play in these new neighbourhoods. be awarded a Smarter Cities Challenge grant in 2012. Since the programme’s inception in 2010, 64 cities have The City wants to promote the development potential within received Smarter Cities Challenge grants, and many the 800-metre radius defined by the TOD plans for the Train, of these have already made great progress on the St. Laurent and Cyrville transit stations. These areas are a mixture road to becoming more instrumented, interconnected of industrial and retail land with pockets of low-density housing and intelligent (additional information is available at developments, straddling both sides of a divided, four-lane www.smartercitieschallenge.org). highway. The City wants to foster three pedestrian-friendly, mixed-use communities in this area. This visible transformation During a three-week period in September 2012, a team will require the City to alter its communications and marketing, of six IBM experts worked in the City of Ottawa to deliver both internally and externally. recommendations around key issues for Mayor Watson. The City has a clear understanding of the changes in population B. The Challenge and employment in these areas; however, it has struggled to The City of Ottawa is undertaking a historic investment in communicate its vision to the relevant stakeholders. As a result, public transit with the implementation of a light-rail transit Mayor Jim Watson and his senior leadership team asked (LRT) project, for which construction is set to begin in 2013. IBM to help develop a cohesive, compelling marketing and As such, the Planning and Growth Management Department communication plan to support the city’s plan to transform is embarking on transit-oriented development (TOD) studies several communities through transit-oriented development. for three of the planned LRT stations: the Train, St. Laurent and Cyrville. These will provide a blueprint to guide redevelopment and growth in the vicinity of the stations and determine pedestrian and cyclist connections.

5 3. Context for recommendations

As a result of the stakeholder interviews, the IBM Smarter To enable the City to meet its goal of encouraging new Cities Challenge team determined that clearer ownership residents to live, work and play in the new communities, it of the success of the light-rail implementation and its will need to shift its focus from the utility of transportation associated program, TOD, would strengthen the City’s to building vibrant communities around Train, St. Laurent efforts. Successful transformation requires a champion and Cyrville. Generally, creating demand for any good or or advocate who delivers a consistent message at each service requires developing an understanding of the consumer stage of the initiative and “air cover” by providing and providing a compelling reason for them to buy, which executive support for work undertaken by staff that can be referred to as “making a market.” Related to TOD, may be controversial due to its transformative nature. “making a market” involves building a vision for each area to be studied, identifying those who might live, work and City employees have spent significant time preparing play there, and then developing a brand and messaging that communication and marketing plans for the LRT, focused on will build interest and excitement. Examples of relevant groups the train itself, rather than the value light-rail transportation for these neighbourhoods include immigrant communities, brings to stakeholders. While other City departments seniors, students, small businesses, temporary workers and have invested heavily in the development of TOD plans, global entrepreneurs. it appears that no communication or marketing plans have been developed to support them. The City requested A successful development often depends on the ability to the IBM Smarter Cities Challenge team help to develop attract and maintain highly recognizable, credit-worthy a cohesive, compelling marketing and communication anchor tenants as a development driver. This should be plan to support the city’s vision of TOD. a key consideration for the successful development of the TOD plans. Information gathered from the stakeholder interviews clearly indicated that it is essential to provide certainty and further The IBM team learned that the light-rail team has created streamline the development process to achieve the “live, plans for creative public engagement, communication and work, play” vision laid out in these studies. Because transit- marketing campaigns. While the campaigns include branding, oriented development represents a significant transformation marketing and communication tactics, the messaging is for the City of Ottawa, success will ultimately require the focused on the time savings and reliability that the new LRT extensive involvement of the City and all stakeholders. will provide. These messages may resonate with individuals who are currently leveraging public transportation, but they are not designed to create market demand relative to TOD. In addition, the existing LRT campaigns do not take advantage of social media, which will be critical to support outreach to some desired market segments.

The IBM team has recommended a stakeholder-centric marketing strategy that will help Ottawa engage stakeholders, create excitement and build demand.

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The City of Ottawa has adopted a strategic planning approach The IBM team recommends that Ottawa City Council add a that links its main goals to the operational programmes and TOD scorecard to the strategic priorities for the current term services it delivers to residents. This approach uses two key (2011-2014). For the scorecard to be effective, it is important tools – the strategy map and balanced scorecard – to link that its measures are integrated with the day-to-day activities planning with performance measurement and to the financial and reporting of the City operations. resources required to deliver programmes and services.

This strategic plan is created every four years to coincide with each term of Council. It is refreshed annually to respond to external factors and fiscal realities, as well as to new issues, challenges, trends and opportunities.

Short term Medium term Long term Lay the foundations Implement and scale Continuous optimisation

Name TOD Champion e v W Name TOD i Communication L o Leadership and Marketing leads r Ottawa k TOD

Build stakeholders map Execute communication plan

Expand communication P channels Define exception lay handling process

Communication Document process

Execute market plan

Create target markets

Develop branding Accelerate development Create vision profile and messaging

plan Automate Scorecard process

Refresh strategy Operationalise TOD Scorecard Marketing Develop TOD Scorecard

Measurements

Figure 1 Roadmap of recommendations

7 4. Recommendations

Recommendation 1: Identify champion for transit-oriented development initiative

The City should identify a champion for the transit-oriented development initiative in order for TOD to become a rallying point for achieving the transformational vision for Ottawa. To shift citizens’ mindset from focusing on transportation as a utility service to transportation enabling vibrant communities, the champion must engage with stakeholders to build a common vision and to build trust in the City’s execution of the vision.

Scope and expected outcomes

A champion serves as the tireless evangelist, or visionary advocate, of the transit-oriented development initiative. The champion‘s responsibilities are: 1. Communicate internally within the City of Ottawa organisation to ensure that the entire organisation rallies around the vision. 2. Communicate with stakeholders so that the champion understands the current plans and implementations. 3. Communicate externally with the broad group of stakeholders to ensure that the vision is embraced in advance of the development schedule. 4. Engage with developers, businesses and community organisations to understand the TOD plans. 5. Engage with developers, businesses and community organisations to assist in marketing TOD projects.

Benefits: • Stakeholders have a central City point of contact for the initiative. Messaging will be aligned across all organisations. • Sponsor and support staff (provide “air cover”)

In the absence of a champion, there is a risk that stakeholders, including developers, will not perceive the City’s vision as credible. Early support from the stakeholders is critical to achieving the City’s goals.

Proposed owner and stakeholders Suggested resources needed

Owner: City manager • Champion • TOD Lead Stakeholders: TOD lead (see Recommendation 2.5); Stakeholders • Communications lead mapped as in Appendix H • TOD project team lead

Dependencies Key milestones, activities and timeframe

Identification of marketing lead and communications lead Identification of champion, plus TOD and communications leads

Priority status

High priority to meet timing of October Council plan approval

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Recommendation 2: Create market segmentation

The City should identify populations and business segments to target for development in the three study areas. This segmentation is the first step in “making a market” and will identify target group preferences that are a prerequisite to effective marketing and communications.

Scope and expected outcomes

To accelerate demand for mixed-use development within Train, St. Laurent and Cyrville, the City should identify and prioritise the populations and business market segments it will target for development in each community. Based on interviews and data collected during this project, it appears there are several resident and business communities that are currently under-served that could represent a significant opportunity within the target locations. Each market segment has its unique requirements.

In the effort to identify market segments, the City should consider the following groups: 1. New Canadians – Immigration accounts for 79 percent of Ottawa’s population growth and 100 percent of the net growth for the labour force. Of the new arrivals, 22 percent are temporary workers and 19 percent are students. Some members of these groups prefer to live in extended-family dwellings or prefer other specific residential design features. 2. Seniors – By 2036, approximately 25 percent of the population in Ontario will be 65 and older, and are typically dependant on the close proximity of transportation, grocery stores and other services. This category can also include “empty-nesters” – middle-aged adults whose children have moved out of the house, who may desire services similar to seniors. 3. Students and graduate students – These residents typically seek a lower cost of living and close proximity to university campuses, in addition to convenient pedestrian and cycling transportation. 4. Small, growing businesses (25-200 employees) – This group includes businesses being incubated elsewhere in Ottawa that may be outgrowing existing facilities and need cost-effective office locations close to both downtown and warehousing facilities. 5. Temporary workers – This group, estimated in 2009 to include 2,700 people, may have specific requirements for housing on a 1-5 year basis. 6. Global entrepreneurs – This group includes people launching new businesses, particularly those with business transportation requirements.

The expected outcome of this recommendation is an effective market segmentation which will define a number of categories of citizens and businesses that could be a good fit with a TOD.

Benefits The benefit of this segmentation is that it will enable more effective branding, marketing and messaging activities (see Appendix F).

Proposed owner and stakeholders Suggested resources needed

Owner: TOD lead External marketing firm

Stakeholders: • City Manager’s Office • City Operations Portfolio • Planning and Infrastructure Portfolio • Multicultural Liaison Officer

Dependencies Key milestones, activities and timeframe

TOD plan approval and release 1. Identify a list of potential target segments. 2. Create a list of associated business or living requirements per market segment. 3. Map market segment requirements to characteristics of the three areas.

Priority status

High (2013)

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Recommendation 2.1: Create vision profiles for three areas

The City should create demand for mixed-use communities in the selected neighbourhoods by shifting attention from the utility of transportation to a rich vision of vibrant communities. “Making a market” begins with building an aspirational vision that enables targeted citizens and businesses to visualise living and working in a particular place.

Scope and expected outcomes

The City has created an excellent, high-level vision for the Train, St. Laurent and Cyrville areas, including guiding principles, development guidelines, a land-use framework and photo simulations. In order to build market demand, however, it would be useful to go one step further and paint a more specific vision of each area based on the market segmentation conducted in Recommendation 2. After identifying the top potential segments, charettes or other visioning workshops or activities should be conducted with key stakeholders to create a vivid concept of what it might look and feel like to live in these neighbourhoods. Design features aligned to specific functional or cultural desires could be explored. Examples of these features could include multigenerational residences, multiple kitchens or caretaker facilities.

Graphics, photo simulations and other material would be produced to communicate the vision.

Benefits The resulting vision profiles will accelerate stakeholder acceptance and set the stage for segment branding and marketing activities that can increase demand and, ultimately, development.

Proposed owner and stakeholders Suggested resources needed

Owner: TOD lead • City staff to coordinate and facilitate meetings and workshops • Graphics production Stakeholders: • TOD champion • City Manager’s Office • City Operations Portfolio • Planning and Infrastructure Portfolio

Dependencies Key milestones, activities and timeframe

Recommendation 2 (market segmentation) 1. Select top priority segments for each study area. 2. Conduct visioning workshops and exercises. 3. Publish results.

Priority status

High (2013)

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Recommendation 2.2: Develop branding and messaging

The City should develop a brand and associated marketing messaging for each TOD community. This step synthesises the profiles and segmentation into a specific set of messages that personalises the value of each community to target markets.

Scope and expected outcomes

The light-rail project represents a catalyst for change within Train, St. Laurent and Cyrville. The City’s light-rail team has developed an Ottawa Light Rail (OLRT) public engagement campaign and an OLRT communications campaign to support it. The plans include branding, marketing, communication tactics and messaging focused on the time savings and reliability the LRT will provide. Sample messages include: • “Light rail will save you up to 15 minutes, giving you more time to concentrate on the things that matter. “ • “Light rail is reliable – with trains every three minutes, you’ll have one less excuse for missing class.“

While these messages will resonate with individuals who are currently leveraging public transportation, the opportunity to attract other target market segments could be missed.

To increase demand for communities based on TOD, the City should create a brand and associated messaging for each study area that reflects the unique characteristics of each community, and highlight the values and preferences of its target segments.

An additional example in Appendix D shows how one of the targeted segments for Cyrville might be entrepreneurs that appreciate convenience, affordability and access. The associated profile for Cyrville would be international business and entrepreneurship, and the brand would reflect this. Examples of messaging could include: “Cyrville – open for business” and “See what’s developing in Cyrville”. Appendix E lays out a transit-oriented development segment matrix for all three communities.

In addition, citizens could be engaged in a contest to brand and create messages for the three communities. This environment will create a sense of competition and ownership in the branding and messaging process. Social media, as described in Recommendation 2.3 would be a good platform for this type of activity.

Benefits Developing targeted branding and marketing messages for each study area would drive accelerated demand for TOD development.

Proposed owner and stakeholders Suggested resources needed

Owner: TOD lead • External marketing firm • Graphics production Stakeholders: • TOD champion • City Manager’s Office • Planning and Infrastructure Portfolio • City Operations Portfolio • Citizens

Dependencies Key milestones, activities and timeframe

Recommendation 2.1 (vision profiles) 1. Create a brand for each community 2. Create marketing messages for each brand

Priority status

High (2013)

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Recommendation 2.3: Develop a TOD marketing plan

The City should develop a TOD marketing plan as a stakeholder-centric marketing strategy – including social-media marketing along with television, radio, print, events and other traditional marketing tactics – to engage stakeholders, build awareness and generate excitement.

Scope and expected outcomes

The City has developed OLRT public-engagement and communication campaigns that include innovative communication and marketing tactics focused on LRT. These tactics can easily be extended to leverage the segmentation, branding and messaging detailed in Recommendations 2.1 and 2.2. This recommendation assumes a continuation of traditional marketing activities, therefore it is focused on the areas of social-media marketing tactics and measuring success.

Social-media marketing tactics • Create brand identity: Create a Web presence for each TOD location to broaden visibility and build a sense of community around each. Examples include: –– Encourage development of community websites, such as Eastway Gardens.1 –– Leverage multiple social-media tools to build connections with stakeholders. • Engage stakeholders and build awareness: Implement tactics that promote a dialogue in which stakeholders are participants rather than viewers. Examples include: –– Participate in Ottawa-based online communities, blogs and interest groups. –– Identify bloggers and individuals on Twitter who have influence in the local community; leverage their influence and inform others by engaging them in TOD discussions. –– Launch online campaign contests and events that drive messaging and stakeholder interaction, such as “Name your neighbourhood”. –– Launch a video series displaying construction activity and progress. • Gain insight: Implement tactics that facilitate bidirectional communication between the City and its stakeholders. Examples include: –– Crowd-sourcing, which is hosting online brainstorming events to capture stakeholder ideas and feedback –– Surveys to gauge stakeholder sentiment –– Web events and tweet-ups (organised discussions held via Twitter) - leveraging virtual meetings, blogging and discussions to engage and establish consistent communications

Measuring the success of marketing tactics Measuring the effectiveness of marketing strategy and tactics is critical. The use of social-media tools can help the city analyse marketing channels, tactics and messaging and help generate actionable insight into stakeholder sentiment and preferences. The city should investigate the use of automated social media analysis tools to ensure it is effective in its ability to build a strong TOD brand, engage stakeholders and drive awareness (see Appendix F.)

Benefits A measurable social-media marketing plan with repeatable marketing tactics will result in stakeholder engagement, increased awareness and demand.

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Recommendation 2.3: Develop a TOD marketing plan (continued)

Proposed owner and stakeholders Suggested resources needed

Owner: TOD lead External marketing firm

Stakeholders: • TOD champion • City Manager’s Office • City Operations Portfolio • Planning and Infrastructure Portfolio

Dependencies Key milestones, activities and timeframe

Recommendations 2 (segmentation), 2.1 (vision) and 2.2 (branding) 1. Identify social-media tools and properties. 2. Identify influential social-media mavens. 3. Measure social-media marketing tactics.

Priority status

High (2013)

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Recommendation 2.4: Accelerate development by encouraging early entrants

The City should locate and motivate key developers to commence construction of TOD developments through a “race to the finish” implementation that will encourage early entrants with diminishing returns for later adopters.

Scope and expected outcomes

Ottawa may take a variety of steps to encourage accelerated development efforts in the new TOD communities. The outputs of the community and citizen segmentation exercise should be publicised and distributed to potential developers. Based on the IBM team’s interviews, the segment profiles are likely to centre on convenience and affordability, and may include requirements for new types of living layouts that appeal to a diverse community. Therefore, new designs may need to be initiated to create an appropriate level of demand for the neighbourhood’s target market.

The City may use a variety of tactics, some of which may require a community improvement plan to be considered. These tactics include: • Streamline development approvals to minimise the time period in which developers need to have funds tied up in the project. • Make aggressive and expedited zoning changes to accommodate requests. • Increase development density to bring higher yield. • Demonstrate flexibility in mixed-use zoning. • Be flexible on parking requirements, particularly for staged developments, which acknowledges the propensity for citizens to adopt greater use of light-rail transportation over time. • Waive or reduce development charges (similar to that used in the Bank Street Business district). • Implement a tax increment financing plan.

The City should prioritise the use of these and other tactics to gain traction for the first, most significant development projects within the 800-metre zone around transit stations. The greatest benefit should be allocated for first adopters with the caveat that they must break ground within a designated period. The techniques can be ratcheted back as the pace of development increases.

Benefits Encouraging early adopter development will increase activity and minimise the financial impact to the City for these programs, while creating diverse development.

Proposed owner and stakeholders Suggested resources needed

Owner: Planning and Infrastructure Portfolio The City Council and Economic Development and Innovation Agency should evaluate the appropriateness of creating a community improvement plan related to the 800-metre zone Stakeholders: around the selected transit stations. • City Manager’s Office • City Council City staff should evaluate the impact of using tools, such as development fee waivers and tax • Planning Committee increment financing, which do not represent an explicit cost, but instead provide a reduction in revenue from new sources.

The Planning Committee should evaluate methods to create expedited approval processes for targeted development sites. The committee should also categorise zoning-related actions that create inducements for the earliest adopters. While these actions may have a cost related to additional tools or assignment of new duties, they are generally related to the existing workload.

Dependencies Key milestones, activities and timeframe

TOD plan approval and release 1. Identify potential developers beyond the immediate community. 2. Development should only be encouraged after appropriate evaluation of fiscal impact. 3. The “race to the finish” concept should encourage early adopters.

Priority status

Medium – 1-3 years

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Recommendation 2.5: Establish a TOD lead

In order to quickly build demand in Train, St. Laurent and Cyrville, the City should establish a TOD lead role to ensure a proactive approach to coordinating stakeholders and build demand.

Scope and expected outcomes

This role would be responsible for building demand within the TOD communities, leading the development of the vision for the market segments, supporting the development of marketing messages, and collaborating, coordinating and communicating with stakeholders to ensure a proactive approach in addressing challenges and removing obstacles as initiatives move forward. To this end, the TOD lead should have relationships across the stakeholder community.

While the TOD champion is a strategic role and is the public face of TOD activities, the TOD lead is a tactical role that acts as an owner, or coordinator, of a variety of marketing activities. While these two roles would not necessarily be located in the same City organisation, they would support each other.

The primary duties of this position is to lead or coordinate the following activities: • Select top priority market segments for each community. • Conduct visioning workshops and exercises. • Publish results. • Create a brand for each community. • Create marketing messages for each brand. • Identify social-media tools and channels. • Identify influential social-media mavens. • Measure social-media marketing tactics.

Benefits This role will maintain momentum and public support for the TOD communities.

Proposed owner and stakeholders Suggested resources needed

• TOD champion None • City Manager’s Office • City Operations Portfolio • Planning and Infrastructure Portfolio

Dependencies Key milestones, activities and timeframe

TOD plan approval and release None

Priority status

High (2012)

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Recommendation 3: Establish a TOD communications lead

The City should establish a TOD communication lead to ensure consistent and timely communication to all stakeholders throughout the multi-year, multi-faceted programme, allowing stakeholders to be heard and the City to reach stakeholders proactively.

Scope and expected outcomes

A TOD communications lead would ensure consistent messaging to the key stakeholders through appropriate communication channels. Responsibilities would include: • Define the work effort required and the impact on existing staff. • Build on existing communication processes and move to two-way communication mechanisms. • Develop a TOD stakeholder communication map. • Classify the stakeholders by influence and risk (Appendix H). • Leverage the market segmentation plan to identify target stakeholders. • Collaborate with the TOD lead to identify the communication channels appropriate to each market segment. • Adapt and expand communication channels, including social media, in order to match attributes of stakeholder communities to the channel. • Collaborate with the TOD lead, and champion to synchronise messaging. • Collaborate with other communication leads in the City and federal government, relevant developers and other stakeholders. • Provide training on the TOD project and the deployment of social-media tools in support of it.

Benefits • Messaging to each category of stakeholders will be consistent and appropriate, so the message is more likely to be “heard” and questions to the TOD implementation team are minimised. • Communication will become focused on proactive sharing of information. • Communication will become bidirectional so that information can be aligned and shared more easily across government agencies and stakeholder groups.

By ensuring a clear and consistent voice for the project, a TOD communications lead will enable the City to develop trust in their communications of the vision. The stakeholder communication map is key to ensuring that the messages explain the benefit or value from the project in the eyes of the diverse set of stakeholders.

Proposed owner and stakeholders Suggested resources needed

Owner: TOD champion • Communications lead from the City Manager’s Office • Communications map template Stakeholders: • Social-media training • City manager • TOD lead

Dependencies Key milestones, activities and timeframe

Recommendation 1 (champion) and 2.5 (TOD lead) 1. Define and assess the workload of current communications staff. 2. Designate a TOD communications lead 3. Build the stakeholder communications map and adjust it periodically.

Priority status

High (start in Q4 2012)

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Recommendation 3.1 Create a system for consistent and timely communications with stakeholders

The City should create a process-based communication system that allows stakeholders to check project status online and institute an exception- handling process that minimises workload on City employees and maximises communications value with the development community.

Scope and expected outcomes

The City should document the entire end-to-end approval process for the development of transit-oriented development sites. This documentation could be drafted manually and then represented in an automated process-flow tool (starting with a spreadsheet view). This exercise would allow all stakeholders to understand the process stages. The next steps are to: • Create a milestone roadmap that shows visually the gates through which a proposal must flow to arrive at completion. Documentation should include average time-based expectations for each phase (“usually completed within 30 days”). This guideline sets appropriate expectations with the developer or builder. • Document an exception-handling process for items that are outside the duration expectations or that fail to pass a stagegate. 1. Evaluate whether existing planning/zoning staff can handle the workload. 2. Identify an exception-handling process lead if they are unable to accommodate it. • Educate internal and external stakeholders on the milestone roadmap, average duration of each phase and exception process. • Post the process view and updates on a publicly accessible website where City planners may note progress, managers may monitor timeliness, and developers and other constituents may check status without having to initiate communications with a City employee.

The City will engender trust if the TOD stakeholders are a part of the development planning and execution process, and they feel that they are heard. The City will benefit from managing communication about the approval process and addressing exception handling proactively to: • Avoid multiple requests on the same thread (for example, one step in the planning and zoning process). • Avoid overload of the TOD lead or communications team. • Allow for triage of the exception requests so that the high-priority requests are handled quickly, enabling projects to move forward in a timely fashion. • Gain credibility.

Proposed owner and stakeholders Suggested resources needed

• Planning department • Resource to document existing development process • IT operations • Resource to create publicly-accessible website • Exception-handling lead • Training for use of system

Dependencies Key milestones, activities and timeframe

• Staff workload 1. Create business process documentation, with average times. • Budget for Web implementation 2. Define an exception-handling process. 3. Scope and identify an exception-handling process lead. 4. Create a website for status reporting. 5. Educate stakeholders on the process-management system, website and exception-handling process. 6. Launch the website and exception-management process 7. Periodically re-evaluate and revise the processes.

Priority status

High – 1Q 2013 for milestones 1-3 and 2Q 2013 for milestones 5-7; medium – milestone 4

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Recommendation 4: Develop a strategic TOD scorecard

The City should develop a TOD scorecard to complement its current strategy plan. This scorecard could be included under the “Transportation and Mobility” section of the 2011-2014 Term of Council Priorities.

Scope and expected outcomes

The TOD scorecard should cover both citywide and station/area development to provide focus to areas needing special attention, such as the three selected areas around Train, St. Laurent and Cyrville stations. Currently the City has a scorecard that touches on several aspects of TOD under different priorities (see Appendix H for more details); these will need to be reconciled during the scorecard development process.

Scorecards translate strategy into tangible, measurable objectives. Meaningful measures help link strategy with results, communicate progress in tangible terms, and, as a feedback mechanism, help correct direction if warranted. Regular survey results as well as operational Scorecard results (see Recommendation 4.1) will provide data points and indicators about the TOD progress and where help or extra focus is needed to achieve the desired results.

Benefits Communicating TOD project progress in tangible terms to all constituents and stakeholders will promote transparency, accountability and trust. As a feedback mechanism, the TOD scorecard will help drive corrective actions, when needed.

Proposed owner and stakeholders Suggested resources needed

Owner: City Council • TOD experts to develop the scorecard • Automated tools to capture, track and report progress Stakeholders: • Citizens • Developers • Employers

Dependencies Key milestones, activities and timeframe

• City leadership commitment and support Short term: • Recommendation 4.1 (operations scorecard) • Council adopts recommendation • Experts develop TOD scorecard • Strategy plan refreshed

Medium term: • Automate scorecard process

Priority status

High

18 IBM’s Smarter Cities Challenge Report Ottawa

Recommendation 4.1: Implement an operations scorecard for TOD

The City should implement an operations scorecard to ensure the end-to-end alignment of TOD strategy and operations.

Scope and expected outcomes

The operations scorecard will cover both citywide and station/area developments. This degree of granularity will provide focus to certain developments, such as the three selected areas around the Train, St. Laurent and Cyrville stations.

Result-oriented measures will help establish an operational culture based on transparency and accountability. In turn, this will improve communications and create trust among stakeholders.

A citywide TOD scorecard, translated into operational terms, will commit individual business units of the City to specific results, within defined timeframes, thus improving accountability in a non-threatening environment.

An open and transparent progress report on the TOD scorecard will improve citizens’ participation and sense of ownership and responsibility.

Benefits An operationalised scorecard will create clarity about the roles, responsibilities and accountability of the various City business units.

It will also improve communication between the City and stakeholders, which should improve the City’s standing on transparency and public trust.

Additionally, it will help the City develop TOD competency as a result of the continuous improvement inherent in the closed-loop nature of the scorecard process.

Proposed owner and stakeholders Suggested resources needed

Owner: City Manager • TOD experts to develop the operational scorecard • Automated tools to capture, track and report progress Stakeholders: • Citizens • Developers • Employers

Dependencies Key milestones, activities and timeframe

• Recommendation 4 (TOD scorecard) Short term: • City leadership commitment and support • City adopts recommendation • Experts develop TOD scorecard

Medium term: • Automate scorecard process

Priority status

High

19 5. Conclusion

Ottawa, like many other cities, is grappling with the issues of how and where to accommodate a growing population, while maintaining its character as both the nation’s capital and a progressive city banded with a green belt. The new light-rail system, for which construction is set to begin in 2013, will have an impact far beyond transportation. This east-west “backbone” will be the foundation for realising the City’s goal of intensified development within the boundary of the green belt and the creation of new convenient, pedestrian-friendly communities in locations that are now primarily light industrial and intermittent retail.

This report laid out a number of recommendations in the areas of leadership, communication, marketing and measurement. Many success factors are in place and we feel confident that once implemented, our recommendations will help change the trajectory of existing development to create attractive new communities where Ottawa’s residents can live, work and play.

20 6. Appendix

A. Acknowledgements

Organisation First Name Last Name Title

City of Ottawa Jim Watson Mayor

Alta Vista Peter Hume City Councillor

Barrhaven Jan Harder City Councillor

Kanata-North Marianne Wilkinson City Councillor

Orleans Bob Monette City Councillor

Gloucester-Southgate Diane Deans City Councillor

Knoxdale-Merivale Keith Egli City Councillor

Beacon Hill-Cyrville Tim Tierney City Councillor

Rideau-Rockcliffe Peter Clark City Councillor

Capital David Chernushenko City Councillor

City of Ottawa Kent Kirkpatrick City Manager

City of Ottawa Nancy Schepers Deputy City Manager – Planning and Infrastructure

City of Ottawa Steve Kanellakos Deputy City Manager – Operations

City of Ottawa Marian Simulik City Treasurer

City of Ottawa Lisa Allaire Chief, Corporate Communications

City of Ottawa Gordon MacNair Director, Real Estate and Development Office

City of Ottawa John Moser General Manager, Planning and Growth Management

City of Ottawa John Jensen Director, Rail Implementation

City of Ottawa Dan Chenier General Manager, Parks, Recreation and Culture Services

City of Ottawa John Manconi General Manager, Transit Services

City of Ottawa Susan Jones General Manager, Emergency and Protective Services

City of Ottawa Aaron Burry General Manager, Community and Social Services

City of Ottawa Chris Swail Manager, Deputy City Manager’s Office

City of Ottawa Saad Bashir Manager, Economic Development and Innovation

City of Ottawa Lee Ann Snedden Manager, Policy Development and Urban Design

City of Ottawa John Smit Manager, Development Review

City of Ottawa Vivi Chi Manager, Transportation Planning

City of Ottawa Alain Gonthier Manager, Asset Management

City of Ottawa Dennis Gratton Manager, Rail Planning

City of Ottawa Saide Sayah Program Manager, Affordable Housing

City of Ottawa Josee Helie Program Manager, Recreation Planning and Facility Development

City of Ottawa Dana Collings Program Manager, Community Planning and Urban Design

21 IBM’s Smarter Cities Challenge Report Ottawa

Organisation First Name Last Name Title

City of Ottawa Alain Miguelez Program Manager, Intensification and Zoning

City of Ottawa Andre Major Property Officer, Rail Implementation Office

City of Ottawa Kim Asiri Program and PM Officer

Controlex Corporation Marty Koshman Trainyards Developer

West Capital Developments John Phillips President, West Capital Developments

Urbandale Mary Jarvis Ottawa residential developer

Arnon Mike Casey Ottawa office developer

Tartan Land Corporation Pierre Dufresne Ottawa residential developer

Richcraft Homes Kevin Yemm Ottawa residential developer

Caivan Frank Cairo Developer

Laurin Construction Dennis Laurin Developer

Minto Communities Inc Jack Sterling Developer

Charlesfort Development Doug Casey Ottawa residential developer

Representing 4200 Labelle Ron Clarke Representing 4200 Labelle

Representing Mark Motors Lloyd Phillips Representing 1125-1149 Cyrville

Carleton University Dr. Tony Bailetti Carleton University Professor

Land and Investment Division of DTZ To m Brethour Vice President

Quartier Vanier Suzanne Valiquet Executive Director

Bank Street Promenade Business Gerry Lepage Executive Director Improvement Area

Ecology Ottawa Trevor Haché Policy Coordinator

Ottawa Tourism Noel Buckley President

Federal/NCC Lori Thornton Chief

Community Foundation of Ottawa Eli Fathi Co-CEO

City of Ottawa Simon Dupuis Program Manager, Rail Communication and Outreach

Mall Manager Bernice Radowski Marketing Manager

IBM Normand Chatelier Corporate Social Responsibility

IBM David Robitaille Communications IMT Executive

IBM Mark Dawe Presentation Coach

Team Building Ottawa Marc Merulla Director, Corporate Programs

22 IBM’s Smarter Cities Challenge Report Ottawa

B. Team biographies

Catherine Chess Hamid Khafagy Executive Solution Consultant Executive IT Architect

Kate is a worldwide solutions executive who oversees With 28 years of experience in IT, Hamid oversees the international business and infrastructure sales. Kate government sector for the development of IBM’s complex previously worked as a customer relationship manager. technical solutions based in Dubai.

Leslie Thomas Louise Plourde Eastern US Business Unit Executive IBM Canada CIO

With 25 years of IBM client interaction experience, Leslie Louise has 10 years of experience in worldwide business is an expert in solving large and complex organisational and transformation consulting and resource deployment, performance issues and evaluating project costs and benefits. and she is a former IBM client.

23 IBM’s Smarter Cities Challenge Report Ottawa

Michael Stevens Zena Washington Government Market Segment Manager Global Marketing Manager

Michael is the senior government market segment manager for Working in IBM Social Solutions, Zena has responsibility IBM’s information management division. His work concentrates for social business messaging and marketing strategy for on using information analytics to create smarter governments. governments and the education industry.

Norman Chatelier Corporate Social Responsibility Ottawa Project Liaison

24 IBM’s Smarter Cities Challenge Report Ottawa

C. Sample community profile Recommendation 2.2 on branding and messaging discussed how one of the targeted segments for Cyrville might be entrepreneurs that appreciate convenience, affordability and access.

Cyrville: Gateway to the world Focus: International business and entrepreneurship Target Businesses: Small businesses with 25-200 employees, as well as international entrepreneurs Target Citizens: Individuals and multigenerational families Cyrville’s location at the intersection of Aviation Parkway and Highway 417 makes it an advantageous position for small business. With only a short ride downtown via the LRT, plus the availability of land to be developed for businesses and distribution centres, the location serves as a gateway to and from Ottawa.

We envision a growing entrepreneurial community, attuned to the tone of Ottawa’s multicultural atmosphere. According to the recently published Ottawa Local Immigration Partnership (OLIP) study, the city will experience a high influx of immigrants who are likely to choose entrepreneurial careers. Ottawa could make Cyrville a showcase community for these entrepreneurs, as well as current residents. This location could become a community where the “live, work, and play” motto is epitomised by diverse housing options that appeal to individuals, multigenerational families, growing businesses, and restaurants and shops with international themes.

25 IBM’s Smarter Cities Challenge Report Ottawa

D. Transit-oriented development segment matrix

Cyrville St. Laurent Train

Theme Gateway to the world Convenience and affordability Ticket to a carefree lifestyle

Live • Diverse housing options targeted at • Apartments • Retirement communities multigenerational families and single • Condominiums • Condominiums adults • Multigenerational housing • Apartments • Small, single-family homes

Work • Small businesses: 25-200 employees • Retail businesses • Service-related businesses • Global entrepreneurs • Standalone businesses with access to downtown • Healthcare

Play • International farmers market • Cinemas • Baseball field • Multicultural restaurants • Sporting facilities • Train yards • Continuing education • Shopping via rail station • Green spaces in small garden plots

Table 1 Transit-oriented development segment matrix

26 IBM’s Smarter Cities Challenge Report Ottawa

E. Making a market Characteristics to consider Demographics What is a target market? • Age A set of buyers sharing common needs or characteristics that a • Gender given product or organisation serves. For the purposes of this • Geographic location report, buyers represent those populations who would provide • Annual income the demand for transit-oriented development. • Marital status • Education Developing a target market • Culture

Market Market targeting Market positioning Physiographics (What do they value the most) segmentation • Develop measures • Develop • Price • Identify the basis of segment positioning for for segmenting attractiveness target segments • Entertainment the market • Select target • Develop a • Convenience • Develop segment segments marketing mix for • profiles each segment Safety • Travel distance • Activities Figure 2 Steps to segment, target and position within a given market

How to determine the target market for TOD Three key factors to target market selection: 1. Identify distinct groups (size and growth). 2. Determine group requirements and needs. 3. Map TOD opportunities to the groups’ requirements.

27 IBM’s Smarter Cities Challenge Report Ottawa

F. Sample tactical plan for social media Table 2 illustrates social marketing tactics, objectives and key This plan includes the tactical objectives to accomplish the metrics. When developing the plan, the City should identify two primary goals of the social-media marketing: the tools that are most relevant to their marketing goals, as 1. Increase unique traffic to TOD content and websites well as the frequency ( hourly daily, weekly or monthly). 2. Increase stakeholder buy-in and participation

Tactic Objectives Key metrics

Blogging by city Increase recognition • Number of posts • Insert actions to be taken here (such as a number • Audience growth (both unique and returning user) of posts) • Conversation rate • Blog publication schedule • Conversions • Add RSS button • Subscribers • Inbound links Increase engagement • Insert actions to be taken here (such as encourage comments or forum pages)

Social Networking • Determine strategy • Referrals from social networks (local community sites, • Create a group • Friends on Social Networks Facebook, LinkedIn) • Encourage interaction • Create compelling and • informative content • Participate in groups and Q&A

Microblogging (Twitter) • Compile list of the city’s Twitter users and leverage • Friends/followers them to push messages • Second-order followers (follower’s follower count) • Promote company blog post • Velocity (average of first- and second-order followers • Build reputation attracted per day since the account was established) • Promote other city and TOD social networking • Social capital (influence of Twitter followers) activities/sites through Twitter • Centralisation (how much influence (reach) is invested in a small number of followers) • Page ranking on key terms from microblogging sites

Outreach to Social press • Update bloggers on a regular basis about all new • Posts by social press about TOD (Bloggers) thought leadership and new products • Referrals from social press • Interact with them (interviews, video) at all relevant marketing conferences and local events

Widgets • Creation of widgets • Usage of widgets (by count) • Distribution of widgets • Posts/mentions about social widgets offsite • Referrals from offsite widgets (if any)

Bookmarking/tagging • Post key thought leadership (resources and blog posts) • Referrals from bookmarking/tagging sites • Review blog sources to identify additional • Page ranking on key terms from bookmarking/ bookmarking sites that may drive traffic tagging sites

28 IBM’s Smarter Cities Challenge Report Ottawa

Tactic Objectives Key metrics

Crowd-sourcing • Identify relevant social crowd-sourcing and voting sites • Referrals and visits from crowd-sourcing/voting sites • Participate in relevant online community site • Promote content when applicable in offsite social crowd-sourcing and voting sites

Commenting (forums, • Participate in known local/city wikis, providing • Referrals from discussion boards/forums/wikis/rating wikis, rating and review information about TOD and related topics and review sites sites) • Update glossary on websites to ensure they are current • Pages ranking on key terms from discussion boards/ • Identify additional high traffic discussion boards/ forums/wikis/rating and review sites forums/wikis • Comment on posts related to TOD • Implement scoring

Online video (YouTube, • Update videos on social video sites and link to • Referrals from social video sites Facebook) core site • Views of videos on social sites • Create video series for YouTube • Page ranking on key terms from YouTube

Photo sharing (Flickr, • Encourage City employees to share any interesting • Referrals from photo sharing sites Facebook, blog) and marketing-relevant photos from local community, • Views of photos on social sites city and TOD events • Page ranking on key terms from photo-sharing sites • Take pictures of any relevant events meetings and progress • Utilise photo-sharing sites to share images with links back to blog and website

Podcasting • Create list of podcast directories • Referrals from podcast directories • Repurpose video content when applicable through • Views of podcasts if hosted on podcast sites podcast directories • Record relevant phone conferences for use as podcasts, promote through podcast directories

Presentation sharing • List all presentations on Slideshare • Referrals from Slideshare (Slideshare) • Update Slideshare listing • Views on Slideshare • Pages ranking on key terms from Slideshare

Table 2 Social marketing tactics, objectives and key metrics

Additional notes and objectives • Match target market profiles to social-media sites, adjust the strategy above to better fit profiles • Educate City personnel on the use of social-media tools and marketing • Consider partnering with an external marketing firm to assist in the development and implementation of the City’s social-media marketing strategy

29 IBM’s Smarter Cities Challenge Report Ottawa

G. Stakeholder map Classify stakeholders by influence and risk as part of a cohesive communications strategy.

High Get buy-in and Meet their needs change behaviour

Show consideration Inform them

Influence for their view point Low Low Risk to project High

Figure 3 Template for classification of stakeholder influence and risk

Stakeholder communication map Identify and map stakeholders relevant to TOD as a foundation for a communications strategy.

Employees Business Citizens Developers City of Ottawa Federal Government Provincial Government Academia

Figure 4 Framework for a suggested stakeholder map

30 IBM’s Smarter Cities Challenge Report Ottawa

H. Ottawa’s balanced scorecard

Strategic Performance Strategic Perspective Priorities Objectives Measures Initiatives CONSTITUENTS / STAKEHOLDERS ECONOMIC PROSPERITY EP1 -­‐ Promote Ottawa Globally EP1-­‐A Increase the number of major events won by the City to five per year. EP1-­‐B Increase the number of hotel room nights booked by visitors in Ottawa by 2% (on a year-­‐over-­‐year basis). EP1-­‐C Increase the number of international travellers visiting Ottawa by 2% per year (on a year-­‐over-­‐year basis). -­‐ Support Celebrations of Canada’s 150th Anniversary EP2 -­‐ Effectively integrate immigrants EP2-­‐A Inventory 10% of the City programmes and services available to immigrants by Q1 2012, 30% by Q2 2012, 60% by Q3 2012 and 100% by Q4 2012. -­‐ City of Ottawa Immigration Strategy EP3 -­‐ Support growth of local economy EP3-­‐A Increase the number of new business establishments in targeted industry sectors since 2011 by 2% (on a year-­‐over-­‐year basis). EP3-­‐B Rank among the top 3 Canadian Census Metropolitan Areas for median total family income by 2014. -­‐ Economic Development Strategy TRANSPORTATION AND MOBILITY TM1 -­‐ Ensure sustainable transit services TM1-­‐A: Increase total ridership per revenue service hour by 14% by the end of 2014 -­‐ O-­‐Train Service Expansion -­‐ Double-­‐decker Purchase -­‐ Route Optimisation Savings TM2 -­‐ Maximise density in and around transit stations TM2-­‐A: Complete 38% of the Transit-­‐Oriented development studies by the end of 2012, 75% by the end of 2013 and 100% by the end of 2014. -­‐ Community Planning Studies in Support of the Light Rail Transit Project TM3 -­‐ Provide infrastructure to support mobility choices TM3-­‐A: Increase the annual growth in the number of trips made by transit, cycling and walking over the 2011 baseline as follows: Cycling: 3.5% per year; Transit: 2.2% per year; Walking: 1.5% per year. -­‐ Ottawa Light Rail Transit (ORLT) Project -­‐ Ottawa on the Move -­‐ Western Light Rail Transit Corridor Environmental Assessment -­‐ Public Works Vehicular and Pedestrian Safety and Mobility -­‐ Cycling Safety Evaluation TM4 -­‐ Promote alternative mobility choices TM4-­‐A: Increase the percentage of population reached by the City’s Transportation Demand Management website (TravelWise) and the "Cycling in the City" e-­‐newsletter by 10% (on a year-­‐over-­‐year basis). -­‐ Downtown Ottawa Mobility Overlay Study -­‐ OC Transpo Marketing Revitalisation and Employee Engagement -­‐ Transportation Demand Management Strategy & Implementation ENVIRONMENTAL STEWARDSHIP ES1 -­‐ Improve stormwater management ES1-­‐A: Increase the percentage of natural water system inventoried and assessed by 1% by the end of 2012, 3% by the end of 2013 and 10% by the end of 2014. ES1-­‐B: Establish a risk assessment approach and provide recommendations by the end of 2012. 31 IBM’s Smarter Cities Challenge Report Ottawa

-­‐ Subwatershed Studies and Environmental Management -­‐ West End Flood Mitigation -­‐ Stormwater Master Plan -­‐ Surface Water Management -­‐ Ottawa River Action Plan (ORAP) ES2 -­‐ Enhance and protect natural systems ES2-­‐A: Increase the percentage of households within 400 metres of a protected urban greenspace to 80% by the end of 2012, 90% by the end of 2013 and 100% by the end of 2014. ES2-­‐B: Increase the percentage of urban, suburban and rural areas covered by forest canopy to 20% by the end of 2014. -­‐ Increase Forest Cover -­‐ Environmental Quality Wastewater Management System (EQWMS) -­‐ Source Water Protection Plan -­‐ Drinking Water Quality Management System (DWQMS) -­‐ Purchase Urban Natural Features ES3 -­‐ Reduce environmental impact ES3-­‐A: Increase the percentage of new urban dwelling units provided through intensification by an average of 38% per calendar year for 2012-­‐2014 ES3-­‐B: Make progress on Environmental Action of the Year. (Target to rotate on an annual basis to ensure that multiple areas of the environment are addressed and that annual priorities are clear to residents; target to be imported from action plans in each area.) -­‐ Municipal Waste Management Plan -­‐ Implementation of new Solid Waste Service Levels (2012-­‐2018) -­‐ Environmental Strategy 2012-­‐2016 -­‐ Diversion 2015 (2011-­‐2015) -­‐ Green Building Promotion Programme -­‐ Waste Diversion at City Facilities HEALTHY AND CARING COMMUNITIES HC1 -­‐ Achieve equity and inclusion for an ageing and diverse population HC1-­‐A: Increase the number of staff trained in how to apply the Equity and Inclusion Lens in their daily work to 400 staff and 100 managers by the end of 2014 as follows: 25% of the staff target by the end of 2012, 50% of each target by the end of 2013 and 100% of each target by the end of 2014. HC1-­‐B: Complete 28% of the departmental deliverables to meet Accessibility for Ontarians with Disabilities Act (AODA) regulations by the end of 2012, 85% by the end of 2013 and 100% by the end of 2014. -­‐ Community Development Funding for Priority Neighbourhoods -­‐ Seniors Summit and Older Adult Plan -­‐ Community and Social Services Partnership Capital Funding -­‐ Service Enhancements – Accessibility Programme HC2 -­‐ Improve parks and recreation HC2-­‐A: Maintain 2011 participation levels in all registered recreation programmes (2012-­‐2014). HC2-­‐B: Maintain 2011 participation levels in registered senior-­‐specific recreation programmes (2012-­‐2014). -­‐ Recreation Major/Minor Capital Partnership -­‐ Parks and Recreation Master Plan -­‐ Lansdowne Stadium and Parking Redevelopment -­‐ Rink of Dreams -­‐ Lansdowne – Urban Park Revitalisation HC3 -­‐ Improve social and affordable housing HC3-­‐A: Increase the number of individuals receiving supports to housing by 150 in 2011, 700 32 in 2012, 700 in 2013 and 700 in 2014. IBM’s Smarter Cities Challenge Report Ottawa

-­‐ Housing and Homelessness Investment Plan HC4 -­‐ Improve arts and heritage HC4-­‐A: Maintain the municipal government funding per capita for arts and festivals above the mean with the six other large Canadian cities. -­‐ Arts Court Redevelopment Project: New OAG Space at Arts Court; New Performance Space at Arts Court -­‐ Arts and Heritage Renewal Plan SERVICE EXCELLENCE SE1 -­‐ Ensure a positive experience for every client interaction SE1-­‐A: Increase the number of customers rating the City Ottawa’s services at four or five out of five by 5%. -­‐ Social Media Enablement -­‐ ServiceOttawa – Technology Roadmap -­‐ ServiceOttawa – Citizen-­‐Centric Services Project SE2 -­‐ Improve operational performance SE2-­‐A: Meet efficiency savings of $39.15M by 2014: $11.1M in 2012, $10.7M in 2013 and $4.19M in 2014. The remaining savings were achieved in 2010: $4.07M and 2011: $10.67M. -­‐ ServiceOttawa Benefits Realisation Programme -­‐ Voting Tabulating Solution – 2014 Municipal Elections -­‐ Advanced Meter Infrastructure -­‐ Transit Technology -­‐ Development Review Process Continuous Improvement -­‐ Enterprise Asset Management -­‐ Open Data -­‐ Right-­‐of-­‐Way Activity Management System -­‐ Access to Information Case Management System GOVERNANCE, PLANNING AND DECISION MAKING GP1 -­‐ Improve the public’s confidence in and satisfaction with the way Council works GP1-­‐A: Decrease the number of times Council/Committee discussions went in camera to fewer than 15 per year. GP1-­‐B: Decrease the number of confidential reports that go to Committee and Council to fewer than 15 per year. -­‐ Council Agenda Building Tool -­‐ Mid-­‐term Governance Review -­‐ Accountability Framework -­‐ City of Ottawa Client Engagement Strategies Making and Online Consultation Tools GP2 -­‐ Apply management controls to achieve Council’s priorities GP2-­‐A: Complete 40% of the Auditor General's Office’s 2009 Audit recommendations on corporate planning and performance management by the end of 2011, 80% by the end of 2012, 90% by the end of 2013 and 100% by the end of 2014. -­‐ Corporate Planning Framework GP3 -­‐ Make sustainable choices GP3-­‐A: Increase the number of reports presented to Council that are aligned to strategic objective GP3 (“Make sustainable choices”) to 25% by the end of 2012, 50% by the end of 2013 and 95% by the end of 2014. -­‐ Comprehensive Asset Management -­‐ Performance Measurement -­‐ Rural and Urban Opportunity Development -­‐ Review of the Official Plan, Transportation Master Plan and Infrastructure Master Plan -­‐ Sustainability Program GP4 -­‐ Improve overall relations 33 with City unions IBM’s Smarter Cities Challenge Report Ottawa

GP4-­‐A: Increase the number of union complaints/grievances resolved without arbitration to more than 90% annually. -­‐ Enhance Labour Relations and Collective Bargaining Process PEOPLE EMPLOYEE ENGAGEMENT EE1 -­‐ Ensure leaders are strong and effective EE1-­‐A: Complete the first three of five succession planning process steps by the end of 2012. -­‐ Leadership Development EE2 -­‐ Maintain a diverse, high-­‐performing, client-­‐centric workforce EE2-­‐A: Increase the number of co-­‐op placement, internship and apprenticeship positions (feeder group of new talent) by 5% from approximately 90 positions to 95 positions by the end of 2012. EE2-­‐B: Maintain or increase the percentage of representation of diverse group members relative to their availability in the market based on census data. -­‐ Recruitment/Outreach Strategies and Assessment Tools EE3 -­‐ Enable employees to develop and contribute to their fullest potential EE3-­‐A: Staff 90% of full time continuing supervisory/management vacancies with internal candidates versus external (2011-­‐2014). -­‐ Employee Development EE4 -­‐ Build a positive, productive and engaged workplace EE4-­‐A: Increase the Service and Accomplishment Score in the next Employee Engagement Survey by 1%, from a score of 3.83 (2011 survey) to a score of 3.86. EE4-­‐B: Increase the Recognition Score in the next Employee Engagement Survey by 3%, from a score of 3.3 (2011 survey) to a score of 3.39. -­‐ Automated Employee Performance Development Program -­‐ Management Professional Exempt and Unionised Staff Job Evaluation Plan BUDGET FINANCIAL RESPONSIBILITY FS1 -­‐ Align strategic priorities to Council’s tax and user fee targets FS1-­‐A: Maintain the ratio of the general tax rate increase to the Ottawa-­‐Gatineau rate of inflation (CPI) at 1 or lower each year. FS1-­‐B: Maintain the ratio of projected total operating spending to total operating budget at 1. -­‐ Update of Long Range Financial Plan -­‐ Water and Wastewater Rate Review (2013) -­‐ Long Range Financial Plan: Water & Sewer Rate (2011) FS2 -­‐ Maintain and enhance the City’s financial position FS2-­‐A: Maintain the percentage of annual tax increase at no more than 2.5%. -­‐ Development Charge Review -­‐ Securing Federal and Provincial Funding Commitments

34 IBM’s Smarter Cities Challenge Report Ottawa

I. References 10 Transit Cooperative Research Program. “Handbook of Proven Marketing Strategies for Public Transit – TCRP 1 Eastway Gardens. http://eastwaygardens.org/ Report 50”. 1999.

2 Brinklow, Angela. “Transit Oriented Development”. 11 Center for Transit-Oriented Development. “Transit McGill University. September 2010. Revitalization Investment Districts – Opportunities and Challenges for Implementation – Final Report”. July 2011. General 12 U.S. Center for Transit-Oriented Development. “Transit- 3 Reconnecting America and the Center for Transit Oriented Oriented Development Strategic Plan/Metro TOD Development. “Hidden in Plain Sight – Capturing the Program, Portland, Oregon”. 2011. Demand for Housing Near Transit”. September 2004. 13 Stantec presentation. “TOD of the Future: Homes 4 Reconnecting America and the Center for Transit- and Communities for 21st Century Families”. Oriented Development. “Why Transit-Oriented September 2012. Development and Why Now?”

5 Reconnecting America and the Center for Transit- City of Ottawa documents Oriented Development. “Station Area Planning – 14 “City of Ottawa 2011-2014 Strategic Plan”. July 2011. How to Make Great Transit-Oriented Places”. Amended May 2012

6 Center for Transit-Oriented Development. 15 “Ottawa’s Light Rail Transit Project – OLRT Project “Performance-Based Transit-Oriented Development Update”. September 11, 2012. Typology Guidebook”. December 2010. 16 “Transit-Oriented Development (TOD) Plans – Train, 7 Center for Transit-Oriented Development. St. Laurent, Cyrville”. Draft. September 13, 2012. “Transit Revitalization Investment Districts – Opportunities and Challenges for Implementation – 17 “Ottawa Transportation Master Plan”. November 2008. Final Report”. July 2011. 18 “Ottawa Partnerships for Prosperity – Ottawa’s Five-Year 8 Center for Housing Policy. “Public Transit’s Impact on Investment Strategy for Sustainable Economic Prosperity” Housing Costs: A Review of the Literature”. August 2011. 19 “Ottawa City Council Priorities”. July 13, 2011. 9 Reconnecting America and the Center for Transit- Oriented Development. “Station Area Planning – 20 “A Renewed Action Plan for Arts, Heritage and Culture in How to Make Great Transit-Oriented Places”. Ottawa (2013-2018)” February 2008.

35 IBM’s Smarter Cities Challenge Report Ottawa

21 “Economic Development Opportunities”. Chris Cope presentation. September 12, 2012.

22 “Ottawa’s Light Rail Transit Project” OLRT communications campaign. May 2012.

23 “Ottawa’s Transit-Oriented Development (TOD) Studies”. Presentation. September 12, 2012

Online information 24 “From Stretched to Strengthened: Insights from the IBM Global CMO Study,” IBM. http://www-935.ibm.com/ services/us/cmo/cmostudy2011/cmo-registration.html

25 Communications management plan template. Project Management Docs. http://www.projectmanagementdocs. com/template/Communications-Management-Plan.pdf

26 “Stakeholder Analysis: Winning Support for Your Projects,” Mind Tools. http://www.mindtools.com/pages/ article/newPPM_07.htm

27 Template for a communications plan, Bigger Plate. http:// www.biggerplate.com/mindmaps/EfqY82bh/template-for- a-communications-plan

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