2015-2018 City Strategic Plan – Progress Update

M E M O / N O T E D E S E R V I C E

Information previously distributed / Information distribué auparavant

TO: Finance and Economic Development Committee

DESTINATAIRE : Comité des finances et du développement économique

FROM: Contact : Steve Kanellakos, City Manager Kendall Gibbons, Service Transformation, Service Innovation and Performance 613-580-2424 x 16131 kendall.gibbons@ottawa.ca

EXPÉDITEUR : Steve Kanellakos, Personne ressource : directeur municipal Kendall Gibbons, Direction general de l’innovation et du rendement 613-580-2424 x 16131 [email protected]

DATE: July 4, 2017

DATE: Le 4 juillet 2017

FILE NUMBER: ACS#2017-SIP-ST-0007

SUBJECT: 2015-2018 City Strategic Plan – Progress Update

OBJET : Plan stratégique 2015-2018 de la Ville –Bilan des progrès accomplis

PURPOSE

With the City Strategic Plan past the mid-point of the 2015-2018 term of Council, the purpose of this report is to provide an update on the progress and accomplishments in the City Strategic Plan over the first two years. BACKGROUND In July 2015, Council approved its Term of Council Priorities, which defined what the City would accomplish over the 2015–2018 term and formed the basis of the City Strategic Plan (ACS2015-CMR-OCM-0016). Since the approval in July 2015, staff have been implementing the strategic initiatives in the Plan and significant progress has been made including: progress on the City’s O-Train Confederation Line Light Rail System, the Ottawa Art Gallery and Arts Court Redevelopment Project, and the Transportation Master Plan road, pedestrian and cycling projects; the Ottawa 2017 Celebrations; the opening of the Innovation Centre at Bayview Yards; and Council approval of the new Central Library location, and the Stage 2 LRT project. It is not only a time of significant growth and development for the City but also a period of significant transition within the City as an organization. With the arrival of the new City Manager, Steve Kanellakos in May 2016, changes were made to improve the overall effectiveness of the organization. In 2016, the City Manager implemented Council-endorsed changes to the City’s organizational structure that resulted in the creation of a smaller executive decision- making team with clear lines of accountability. Departments were consolidated based on service areas, allowing for a simplified reporting relationship and clearer mandates. Over the summer months, the City Manager consulted extensively with the Mayor and Members of Council, external stakeholders and with over 2,600 staff from all levels. All were considered when building the plan for step two of the organizational alignment. On October 5, 2016, the second step of the organizational alignment saw the flattening of the management structure, and consolidation and alignment of service areas to better serve the public, streamline administration and deliver services within the Council- established tax target. Since the organizational alignment, the Senior Leadership Team (SLT) has been taking action to ensure the organization is focused on Council’s priorities and on core service delivery. DISCUSSION PROGRESS ON THE 2015-2018 CITY STRATEGIC PLAN The City made progress in 2015 and 2016 towards achieving Council’s priorities by the end of 2018 and much has been accomplished to date. Over 87 per cent of the targets in the 2015-2018 City Strategic Plan are complete or on track for completion by the end

2 of the term, where mid-term data is available. By priority, accomplishments to date from the 2015-2018 City Strategic Plan include the following:

 Economic Prosperity o Ottawa 2017 signature events such as the 2017 Grey Cup, Red Bull Crashed Ice, the Stanley Cup Tribute, the Juno Awards, La Machine, the NHL 100 Classic and more. A pageantry program was deployed with 431 businesses supplying Ottawa 2017 pageantry – exceeding the target of 200. o Innovation Centre at Bayview Yards opened in November 2016 giving startups access to cutting-edge technology in a collaborative environment to test new products and concepts in fields such as “smart city” infrastructure and the “Internet of Things”. o Municipal Innovation Pilot Program showcasing local, national and international entrepreneurs to pilot new technologies, products or services with the City of Ottawa. In 2016, 16 companies were enrolled, above the annual target of 3.

 Transportation and Mobility o Progress on expanding Light Rail includes the O-Train Confederation Line Light Rail Transit System with trains now in testing-mode on Ottawa tracks, and Council approval of an expansion of the scope, the implementation plan, and procurement strategy for the Stage 2 LRT project. o Additions to Ottawa’s growing cycling network, with new cycling lanes on Mackenzie Avenue and O’Connor Street, and Coventry, Hickory and Adàwe pedestrian / cycling bridges. o Twelve cycling safety enhancements were completed by end of 2016 and goals were achieved for maintenance of the winter cycling network for all winter events in 2016. o Progress on our road, transit, cycling and pedestrian infrastructure, such as Greenbank Road widening (Malvern Drive to Strandherd Drive), as well as city-wide upgrades for accessibility and safety enhancements.

 Sustainable Environmental Services o Progress in the development of Ottawa’s Renewable Energy Strategy (Energy Evolution) to transition from fossil fuels to renewable energy with expected outcome increased and marketable recognition of Ottawa’s sustainable energy resources such as solar farms and biomass facilities, and also to chart a path forward for energy conservation and efficiency in Ottawa. o Water Environment Strategy – Phase II in progress. o Completion of Waste Diversion in City Facilities and Grounds pilot project at four City facilities. o The tree planting objective continues with the achievement of a target to maintain a 2 to 1 ratio between planted and removed trees. The City has committed to planting 500,000 trees as part of Ecology Ottawa’s initiative of 1 million trees by 2018. The City’s tree planting target of 125,000 trees per year (2015-2018) was exceeded in 2016 with 150,382 trees planted, o Bayview Yards environmental and Geotechnical Development assessment on track for completion in 2018. o Maintenance of good to excellent Water Quality index ratings annually on major rivers, demonstrating high quality of water in our rivers.

 Healthy and Caring Communities o Welcoming and increasing support for the local resettlement of over 2,100 Syrian refugee families bringing together over 1,000 members of the public for a Mayor’s Refugee forum and connecting over 200 newcomers to employment opportunities with the “Pathways to Employment” event in June 2016. o Over 1,170 staff and managers trained in the Equity and Inclusion Lens in support of the City’s continuing commitment to equity and inclusion, and progress on creating an accessible City for All culture, with significant steps in motion including: . Progress on four action plans – Older Adult, Youth, Municipal Immigration Strategy, and the Aboriginal Working Committee – to foster inclusive service delivery and planning and strong community partnerships.

. Continued implementation of the accessible customer service initiatives including accessible multi-channel training programs for staff and management, increased recreation programming such as camp options for pre-school children with disabilities, diligent enforcement of accessible parking, expanded library services and self-adjustable stations, and improved accessibility in all available channels of service. . Compliance to accessible design standards was achieved at 99.6 per cent (target 80 per cent) for annual construction purchase order reviews in SAP. . Continued progress towards changing procurement processes to ensure accessible features are factored into all purchases including working towards compliance on Web Accessibility standards with incoming vendors. o Secured permanent housing with supports for 400 participants as part of the Housing First initiative. Other innovative housing accomplishments include Ottawa Community Housing (OCH) Carlington Community Health Centre (CCHC) partnership to build 42 affordable units with integrated health and social supports for older adults, and the construction of 124 supportive housing units with John Howard Society, Ottawa Salus and Montfort Renaissance. o Progress on the expanded Ottawa Art Gallery (OAG) and the redeveloped Arts Court since construction began following the official groundbreaking ceremony on October 2, 2015. o As part of the Renewed Action Plan for Arts, Heritage and Culture in Ottawa (2013-2018), the Ottawa Poet Laureate Program was developed and launched in collaboration with VERSe Ottawa to promote the literary arts to residents and to advance Ottawa’s unique voice in the world. o Council approval of the location for the new central Ottawa Public Library (OPL) on February 8, 2017. o Expansion underway of the Manotick Arena and several objectives achieved with respect to Outdoor rinks including the relocation of the rink in Harkness Park in Carlsbad Springs and a 10 per cent funding increase to more than 250 community rink operators including 25 in the rural area.

 Service Excellence o Progress on replacing the CLASS program for registration, facilities booking and payment system, including executing a vendor contract in Q2 2017. The project has now moved to the implementation phase with the launch of the new system expected in Q2 2018. o A Digital Services Strategy is in development to improve access to City services through digital service delivery and a number of projects to improve existing services are already in progress such as the recently launched Open 311 Web Services Pilot. o The new Open 311 Web Service Pilot is providing a new way to interact with City data. This enables the development community to create applications that would allow residents to use their mobile devices to manage requests for 21 different services. o Opportunities to leverage the software development community as a resource for developing service related applications are being explored with community partners like Ottawa Civic Tech and Open Data Book Club. o The percentage of open data sets available to the public is increasing annually with more than 130 data sets now available providing the public base information for hundreds of online apps. o Progress on the Corporate People Plan with the development of the Psychologically Healthy Workplace Roadmap completed in 2015 and the continued implementation of activities to increase workforce representation of the four diversity groups relative to their market availability. In 2017, the City of Ottawa was named one of Canada’s Best Diversity Employers and a National Capital Region Top Employer.

 Governance, Planning and Decision Making o In support of the Enhance Management Oversight and Accountability initiative – the complaint acknowledgement service standard was achieved 85 per cent of the time as per the target, and 100 per cent of designated project leads have been trained in the Corporate Business Case methodology. o Over 640 project managers were trained on the Project Management Framework in 2016, above the target of 100.

o Improvements to asset management practices related to the City’s infrastructure assets through an enhanced risk assessment process, updated State of the Asset report, and development of a Strategic Asset Management Plan. o Implementation of new public engagement tools and technical capabilities such as event registration software and a standardized survey tool which will enable consistent and predictable engagement across the organization. o The percentage of eligible development applications that have a completed public engagement strategy has increased. Applications that have completed public engagement strategy have increased from 2 in 2015 to 8 in 2016. o Increase to the number of participants in Corporate public engagement activities by 5 per cent to 395,106 from 2015 to 2016.

 Financial Sustainability o Completion of the Water and Wastewater Rate Structure Review. o A tax rate increase of less than or equal to 2 per cent for 2015, 2016 and 2017. o Development of new infrastructure standards – on track – 55 per cent developed, 20 per cent implemented of the end of 2016. The detailed results for all of the performance measures with 2015 and 2016 targets are held on file with the City Clerk and Solicitor. These achievements reflect the successful implementation of strategic initiatives overseen by several Standing Committees. In response to a staff direction from the Agricultural and Rural Affairs Committee (ARAC), it is noted that the actual and planned accomplishments of the 2015-2018 City Strategic Plan include those with a direct impact on rural areas and communities, overseen by both ARAC and by other Standing Committees. This includes city-wide initiatives impacting all residents across the city, including rural residents, such as those under the Service Excellence strategic priority, and the implementation of rural-specific actions and programs, such as:

 Economic Development: Developing nine rural cycling routes with rural business connections highlighted enroute; administering the Rural Association Partnership Grant Program, and the Rural Community Building Grand Program; acting as point of contact dedicated to supporting rural

interests such as issue resolution, monthly newsletter, and rural website management, and implementing the Rural Expo (Q2 2017);

 Transportation: Progress on improvements to road, cycling and pedestrian projects, including projects such as Brian Coburn Road, Mer Blueue Road, Carp Road widening Environmental Assessment, and Leitrim Road realignment and widening Environmental Assessment; rural cycling routes for both east and west ends currently in the planning phase; and the enhanced paved shoulder pilot project study being planned for Mitch Owens Road between Limebank Road and River Road; and the Osgoode Pathway to Manotick Link (new cycling facility);

 Community, arts, and recreation: As part of the Older Adult Plan, improvements have been made to 50 rural bus stops; progress was made on the Accessibility Barrier Removal Program which includes buildings and parks in rural areas; the outdoor rink in Harkness Park in Carlsbad Springs was relocated and the expansion of the Manotick arena is underway; and a heritage survey of rural areas and recommendations for buildings was completed and will be included in the City’s Heritage Register, established through Ontario Heritage Act;

 Environmental: For the conversion of streetlight fixtures to LED along arterial roadways, rural conversion work to date includes the completion of the conversion along Eagleson Road between Hope Side Road and Fallowfield Road. In addition to the 2015-2018 Term of Council Priorities, management is also focused on emergent priorities for which the City of Ottawa is an important stakeholder including the Lebreton Flats Redevelopment, the new Civic Campus of the Ottawa Hospital, and the Smart City initiative. As a key stakeholder, the City plays a significant role in delivering on these important city building initiatives through policy and project involvement. In alignment with the Enhance Risk Management Policy and Framework, Senior Management continues to monitor the strategic initiatives in the 2015-2018 City Strategic Plan from a risk management perspective. The progress and status of all performance measures in the City Strategic Plan are reviewed regularly and are discussed by Senior Management as part of a strategy review process. Items considered at risk or delayed are identified for mitigation and ongoing monitoring, and are brought forward to Council as required as part of the Legislative Agenda process.

A recent review by Senior Management revealed that all performance measures with 2016 targets will be completed by the end of the term of Council, with the exception of two items that are at risk of not meeting their original targets by the end of the term of Council. The first is the Fiscal Framework Update, that will likely be completed only after the end of the term of Council, and the second is a performance measure for the Modernization of Recreation Services initiative, that is behind schedule and at risk of not being achieved by the end of the term of Council.

 Performance measure 63-A, involving the Fiscal Framework Update, was to be completed by Q4 2016 and is now anticipated to be updated after the Long Range Financial Plans are completed, extending into the next term of Council. All of the components that comprise the Fiscal Framework including the Long Range Financial Plans and the Reserve Review have or will be completed by Q4 2017.

 Performance measure 33-A, completion of 60 per cent of the Recreation Infrastructure Standards and Strategy by Q4 2016 and 100 per cent by Q4 2018, is behind schedule. To mitigate this, additional staff resources were allocated as part of the reorganization and the ongoing completion of infrastructure projects will enable more focus on delivering long-term infrastructure standards and strategy. It is now anticipated that the Recreation Infrastructure Standards will be completed by the end of this term of Council, and these will serve to inform the ten-year Recreation Infrastructure Strategy early in the next term of Council. As part of the Municipal Sports Strategy (ACS2017-RCF-GEN-0003) approved at CPSC on June 15, 2017, an update on the anticipated timelines for both reports was provided. A full close-out report on all strategic priorities will be provided to Council at the end of the current term of Council, and the detailed results of performance measures with 2017 and 2018 targets will be provided. ORGANIZATIONAL CHANGE – PATH FORWARD FOR ACCOMPLISHING STRATEGIC PRIORITIES The new City Manager’s mandate included the direction to improve the overall effectiveness of the organization, and to find the budget solutions required to facilitate growth and to reinvest in new services to support residents. The changes to the organizational structure initiated by the City Manager in 2016 resulted in a smaller executive decision-making team with clearer lines of accountability, a flatter management structure, consolidated and aligned service areas to better serve the

9 public, and a plan for delivering services within the Council-established tax target. New Business Support Services (BSS) branches were created in each department to streamline corporate administration and break down silos. These changes were made to ensure the City’s administration is able to work more effectively to achieve Council’s priorities and to better serve the public moving forward. Since the organizational alignment other changes aimed at improving the overall effectiveness of the organization and aligning with the new organizational structure have been or are being implemented, including:

 Stabilizing the workforce by confirming acting positions and becoming fully resourced and able to deliver services, including staffing close to 400 vacant and acting positions;

 Initiating the development of refreshed succession plans for General Manager and Director level positions;

 Empowering staff to exercise delegated authority at their level, and to act as a spokesperson to the media or Council;

 Reviewing and downsizing the 100+ internal committees and working groups in order to re-align accountabilities within the new organizational structure; and,

 Rationalizing performance reporting to Council and to the senior leadership to reduce duplication, frequency and volume of reports; A review of the 2015-2018 City Strategic Plan was also undertaken by the Senior Leadership Team to determine what remaining priorities are still to be achieved over the next two years and to develop an organizational plan to achieve the Term of Council Priorities given the new organizational structure and direction. The plan provides for a simple, focused path with clear priorities for the next two years ensuring that the City delivers on Council’s priorities while putting our people first, and focusing on service delivery. Service Excellence remains the overarching goal of the organization and the City’s approach to serving residents. This is achieved by building a One City, One Team culture where staff proudly identify themselves as City employees first and work collectively to deliver excellent service to our residents. This cultural shift is reinforced by the City’s leaders serving the people in the organization so that they can deliver outstanding service to the city’s residents. Being One City, One Team will allow City administration and staff to achieve the City’s collective priorities by focusing on:

 Our people: the City is taking action on staff feedback to implement what staff need to be successful including empowerment, faster decision-making, career growth and development, succession planning, information-sharing and regular communication.

 Our service: the City is targeting areas where there are administrative roadblocks. That includes targeting complex internal processes that are barriers to success, improving service delivery to clients, and enhancing the City’s digital services.

 Our city: the City is focused on delivering on Council’s priorities including the Ottawa 2017 celebrations, advancing our big city-building projects including the Confederation Line and LRT Stage 2, strengthening our social infrastructure and maintaining financial stability. Focusing on our people, our service and our city supports the organization’s collective success and our continued commitment to Service Excellence. CONCLUSION The City made progress in 2015 and 2016 towards achieving Council’s priorities by the end of 2018. Going forward the new organizational structure and organizational plan provide greater focus and accountability in order to achieve Council’s priorities in the last two years of the term of Council. The reaffirmed commitment by staff to a culture of One City, One Team positions the organization to deliver on this term’s Council Priorities and to be prepared for the next Term of Council.

Steve Kanellakos, City Manager CC: Members of Council, Senior Leadership Team, Serge Arpin, Chief of Staff, Office of Mayor Jim Watson, Robyn Guest, Director, Policy, Office of Mayor Jim Watson, Caitlin, Salter-MacDonald, Program Manager, Committee and Council Services, and Council Coordinator, Carole Legault, Coordinator, Standing Committee

SUPPORTING DOCUMENTATION Supporting Document 1 – Detailed results for the Period Ending 2016 – Performance measures with 2015 and 2016 targets from the 2015-2018 City Strategic Plan (held on file with the City Clerk and Solicitor).