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Home My WebLink AboutCAO-12-041 - Integrated Planning Centre of Excellence - BusineREPORT TO:Finance and Corporate Services Committee th DATE OF MEETING: October 15, 2012 SUBMITTED BY: Rhonda Bunn, 519-741-3400 Ext. 3089 PREPARED BY: Mike Grummett, 519-741-2600 Ext. 4202 WARD(S) INVOLVED: N/A th DATE OF REPORT: September 28, 2012 REPORT NO.: CAO-12-041 SUBJECT: Integrated Planning Centre of Excellence – Business Planning Status Update RECOMMENDATION: For Information. BACKGROUND: In the fall of 2011, Council approved the 2011-15 Departmental Business Plans. The purpose of today’s report is to provide the second of three updates for 2012 on the status of the departmental service priorities and corporate projects for the time period May – August 2012. REPORT: The updates present a “snapshot in time” of progress and status relative to the City’s current operating context. The effort to collect this information corporately is led by the Integrated Planning Centre of Excellence (CAOs Office) with support from the departmental business planning leads. The holistic intent is to help improve transparency on the City’s business, assist with planning, and to monitor activity. Service priorities and corporate projects reflect a segment of the City’s overall workload; efforts to capture the larger and more significant portion of core services is now being planned for in order to paint a more accurate picture of workload. Please note that we have made a few format changes to the report as follows: 1. We have included the status of each item from the April 2012 report which will make it easier to compare to the current status as of August 2012. ‘Status at April 2012’ replaces the former column of ‘Strategic Priorities and Direction #’. We will continue to collect the Strategic Priorities and Direction # to ensure that our work aligns with the Corporate Strategic Plan. 2. A primary contact name has been included in each of the divisional headings. ïî ó ï 3. Under the CAO’s Department – Administration and the Centre of Excellence have been split into two sections Strategic Planning & Innovation service priorities/corporate projects have been moved to the Centre of Excellence and some to Human Resources 4. Under the Finance & Corporate Services Department – Administration and Internal Audit have been split into two sections 5. Under Infrastructure Services Department – Engineering and Transportation Services have been split into two sections For today’s purposes, the status updates come with a guidance sheet to help with interpreting the methodology for how progress is being reported. Please feel free reference the one-pager, if necessary. The following status codes were used: On Track – Delayed – Cancelled – the service the service the service priority is progressing as priority is not progressing priority has been planned.as originally planned.removed from business plan commitments. Completed – Not Started – the service the service New Initiative – priority is done.priority has not started a new yet – current year.service priority has been Moved Forward From added via a decision from Future Year – On Hold – Thethe service Council or Senior service priority has been priority is currently not Management. re-prioritized and moved planned to start or has forward.been put on hold. The status codes were developed by the departmental business planning leads. It was felt they represented a functional and intuitive approach to reporting the status of a given service priority. Upon review, Council is free to engage senior management with any questions or comments related to business plan reporting. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Corporate business planning falls within the overall integrated planning framework for the City of Kitchener. This framework is driven by the Integrated Planning Centre of Excellence who is focused on aligning our City’s strategic goals and community priorities with departmental deliverables. The purpose of the Centre of Excellence is to build or enhance existing tools and processes so that the organization can integrate business performance and strategy. This is done by providing guidance and support, best practices, research and training, introducing new (or enhancing existing) management practices and business processes. This includes, but is not limited to, areas such as Strategic Planning, Business Planning, Portfolio/Project Management, Risk Management, Performance Management, Measurement and Reporting. ïî ó î FINANCIAL IMPLICATIONS: There are no new financial implications associated with this body of work. COMMUNITY ENGAGEMENT: N/A ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer ïî ó í ÆÃªÐ?ÆÃ?Y£øäÃ?Æª?ÅkÃªÉ±ªÂ??k¸?? 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