2019 APPROVED BUSINESS PLANS APPROVED: FEBRUARY 11, 2019 waterloo.ca This material is available in alternative accessible format upon request. Please contact Corporate Communications at [email protected], 519.886.1550 or TTY 1.866.786.3941 a minimum of 3-5 business days before it is required. BUSINESS PLANS CITY OF WATERLOO The 2019 business plans for the OFFICE OF THE CAO. 7 departments and divisions of the Economic Development Legal Services City of Waterloo reflect our plans Asset Management for enhanced capital reinvestment COMMUNITY SERVICES . 23 and expansion of our assets to Community Outreach & Programming Services support a strong, healthy, green Recreation Services Environment & Parks Services and vibrant Waterloo, while at Facility Design & Management Services the same time being fiscally Fire Rescue Services Municipal Enforcement Services responsible and delivering value to our community. Investing in CORPORATE SERVICES .............58 our community’s priorities will Corporate Communications Finance continue to ensure that Waterloo Fleet & Procurement remains one of the best places to Human Resources Information Management & Technology Services work, learn, live and play. Legislative Services INTEGRATED PLANNING & PUBLIC WORKS ..................92 Building Standards City Utilities Engineering Services Planning Transportation Services WATERLOO PUBLIC LIBRARY. 121 MESSAGE FROM THE CAO TIM ANDERSON The City of Waterloo is committed to being a great place to live, work and play. This is an ongoing journey and one that is being done with passion, thoughtful planning and continuous improvement. Several years ago, we reimagined the city’s administrative structure to one that is built around a customer service delivery model that provides value to residents, is efficient, effective and open. To support this structure and approach, all city departments and divisions create annual business plans that outline our operational priorities that are aligned with the city’s strategic plan. The 2019 budget will continue to be guided by our current strategic plan as we develop our new four-year strategic plan for completion by June 2019. This document outlines the top two-to-three 2019 priorities for each division. Most of the identified items have an obvious and direct impact on the community, while others are administrative and support initiatives that enable the city to better deliver the programming and services expected and needed by residents. City building is an ongoing process, one that never ends. The business plans that we are happy to share through this document, provide insight into the specific initiatives we are focusing on while balancing the regular, day-to-day programs and services we deliver – such as snow clearance; road, sidewalk and park maintenance; drinking water; fire suppression; aquatic programs; operating recreation facilities; to name a few. The City of Waterloo is consistently ranked as one of the best places to live in Ontario and Canada and it’s through the hard work of our employees and purposeful planning that we will continue to proudly serve the residents of our community. Tim Anderson Chief Administrative Officer City of Waterloo CITY OF WATERLOO BUSINESS PLANS 2 HOW WE’RE ORGANIZED COUNCIL LIBRARY BOARD Economic Development Executive Director Justin McFadden Chief Administrative Waterloo Public Officer (CAO) Library CEO Tim Anderson Laurie Clarke Legal Services Corporate Services Integrated Planning Community Services Commissioner, & Public Works Commissioner CFO, Treasurer Commissioner, Deputy CAO Keshwer Patel Mark Dykstra Cameron Rapp Community Corporate Building Programming & Communications Standards Outreach Services Environment Finance City Utilities & Parks Services Facility Design Fleet & Procurement Engineering & Management Services Services Services Fire Rescue Human Resources Planning Services Information Municipal Management Transportation Enforcement & Technology Services Services Services Legislative Recreation Services Services CITY OF WATERLOO BUSINESS PLANS 3 OUR GUIDING PRINCIPLES ACHIEVING OUR VISION The strategic plan is grounded in the core values of the municipal corporation and these guiding principles drive the municipality in its pursuit to support the needs, goals, values and aspirations of the community at large. Waterloo has earned a world- recognized reputation by being: SERVICE • A caring city of vibrant neighbourhoods EXCELLENCE that is welcoming, inclusive, safe and accessible • A sustainable city with healthy land, PERSONAL EFFECTIVE water and air LEADERSHIP GUIDING COMMUNICATION PRINCIPLES • An exciting city rich in green space, recreation, leisure, heritage, arts and culture • An economic leader with a diverse economy fueled by educational FISCAL HEALTHY institutions, entrepreneurs and RESPONSIBILITY WORKPLACE long-standing employers that retain talent CITY OF WATERLOO BUSINESS PLANS 4 OUR STRATEGIC PRIORITIES LOOKING INTO THE FUTURE Our strategic priorities will act as a road map that will move the city forward as we work together to make Waterloo an even better place to live and work. Multi-modal Diversifying the methods by which people can get around is an important transportation element of a healthy, sustainable and prosperous Waterloo. Infrastructure includes roads, facilities and systems which keep the Infrastructure city functional, keeps people moving and meets core needs of people. renewal Ensuring these assets are well maintained contributes to increased capacity, growth and investment. People want to be safe, healthy and active. They want to feel included Strong and want access to services, systems and opportunities to participate in community the community. Fostering resilient, safe, inclusive and vibrant communities is the base of Waterloo’s success. Environmental We are all stewards of our environment. Acting now by preserving the natural environment, reducing our carbon footprint and building the city in leadership an environmentally sound manner, will benefit future generations. Holding the public’s trust through inclusive, transparent and fair decision Corporate making, responsible financial management, superior service delivery and excellence effective communications are the hallmarks of good governance for the city. Economic development is a key pillar to drive tax revenue, business Economic development/expansion and a vibrant cultural scene. A strong competitive development economy fosters entrepreneurship, stimulates opportunity, creates jobs, fuels talent development and enhances the community’s attractiveness. OUR STRATEGIC PRIORITIES 5 OFFICE OF THE CAO The CAO’s office has overall OUR CORE CUSTOMERS administrative responsibility for the • Residents, students, visitors, council, staff and volunteers, businesses and operations of the City of Waterloo. ratepayers of the City of Waterloo, As a city, we will foster a vibrant, foreign, provincial and national investors. thriving economy with strategies OUR CORE STAKEHOLDERS on retaining and attracting students, • Residents, council, the business and businesses, families and seniors, development industry, committees of council and special interest groups, carefully intensifying the city and our local academic institutions, utility promoting tourism. We take active companies, the Region of Waterloo and area municipalities. steps to ensure sustainability and the active advancement of our strategic OUR DIVISIONS priorities within the overall operating • Economic Development framework prescribed by our city • Legal Services council and/or where legislated. OUR SECTIONS • Asset Management OFFICE OF THE CAO 7 OFFICE OF THE CAO 2019 DEPARTMENT OPERATING BUDGET OVERVIEW 2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($) EXPENSES: *CAO 660,828 834,770 173,942 Economic Development 3,459,794 4,179,044 719,250 Legal Services 641,560 687,556 45,996 TOTAL EXPENSES 4,762,182 5,701,370 939,188 *includes: asset management and strategic initiatives REVENUES: *CAO (26,806) (122,795) (95,989) Economic Development (1,475,772) (1,770,297) (294,525) Legal Services (68,370) (68,370) – TOTAL REVENUES (1,570,948) (1,961,462) (390,514) *includes: asset management and strategic initiatives NET TAX LEVY ($) 3,191,234 3,739,908 548,674 FTE 19.1 20.1 1.0 OFFICE OF THE CAO 8 OFFICE OF THE CAO 2019 DEPARTMENT CAPITAL BUDGET & FORECAST OVERVIEW INITIATIVE 2019 2020 – 2028 TOTAL Community Improvement Plan (CIP) 51,000 538,000 589,000 development & implementation Economic development initiatives 4,716,000 19,405,000 24,121,000 Equipment replacement – 60,000 60,000 Infrastructure management 383,000 3,635,000 4,017,000 Land development 5,502,000 21,208,000 26,710,000 Parkade 120,000 1,276,000 1,395,000 Parking rehabilitation 421,000 465,000 886,000 Productivity enhancement 250,000 750,000 1,000,000 Studies – 255,000 255,000 TOTAL CAPITAL BUDGET & FORECAST 11,442,000 47,591,000 59,034,000 OFFICE OF THE CAO 9 OFFICE OF THE CAO 2019 COMMISSIONER OPERATING BUDGET OVERVIEW 2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($) EXPENSES: Office of the CAO 660,828 834,770 173,942 TOTAL EXPENSES 660,828 834,770 173,942 REVENUES: Office of the CAO (26,806) (122,795) (95,989) TOTAL REVENUES (26,806) (122,795) (95,989) NET TAX LEVY ($) 634,022 711,975 77,953 FTE 4.0 5.0 1.0 2019 DEPARTMENT CAPITAL BUDGET & FORECAST OVERVIEW INITIATIVE 2019 2020 – 2028 TOTAL Economic development initiatives 15,000 161,000 176,000 Infrastructure management 383,000 3,635,000 4,017,000 Productivity enhancement 250,000 750,000 1,000,000