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Home My WebLink AboutCAO-14-003 - 2013 Business Plan Status Report REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: March 17, 2014 SUBMITTED BY: Laurie Majcher, Manager, Strategy & Business Planning 519-741-2200 Ext. 7817 PREPARED BY: Jennifer Grubb, Corporate Planning Analyst 519-741-2200 Ext. 7263 WARD(S) INVOLVED: N/A DATE OF REPORT: March 3, 2014 REPORT NO.: CAO-14-003 SUBJECT: 2013 Year-end Business Planning Status Update RECOMMENDATION: For information. BACKGROUND: The purpose of this report is to provide Council with the final of three updates on the status of st corporate and divisional projects as of December 31 2013. The intention of sharing this information regularly with council is to demonstrate full transparency and accountability on the commitments the organization has made to the public in the 2013 – 2015 Business Plan. The effort to collect this information corporately is led by the Integrated Planning Centre of Excellence with support from the departmental business planning leads. This will bring to a close the 2013 Departmental Business Plans. REPORT: The City of Kitchener 2013-2015 Business Plan included 184 projects, with the intention that progress would be made on 160 (87%) in 2013. The remaining projects are planned to start in 2014 or 2015. Through the business planning process, linkages to the objectives in the Strategic Plan were identified for all projects. A full listing of all corporate and divisional projects st and their status as of December 31 2013 can be found in Appendix A. Of the projects planned for 2013, 26 were identified as corporate priorities due to the scope or depth of impact they will have on the community and each given a ranking from 1 to 4 (a rank of 1 representing top priority). Corporate projects are monitored by the Corporate Management Team and the status is reviewed and discussed by the Corporate Leadership Team on an as needed basis. st As of December 31 2013, 88.5% of the corporate projects are either Completed or On Track. Eight of the projects that were ranked as a top priority have been completed, including the Development and Update of the Leisure Facilities Master Plan, Planning Around Rapid Transit Stations – Phase 1 and the Fire – Alternate Emergency Communications Centre. One project has been delayed and the remaining are on track to be completed by their scheduled end dates. IF2 - 1 Of the ten projects that were ranked as priority two, three have been completed and six are progressing well as planned. As per the previous update, the redesign of the city’s intranet (#9) has been put on hold and will recommence with the 2014 Business Plan cycle to capitalize on the synergies with the website review. Table 1: Corporate Priorities 2013 Ôt©;-·b;5;¦·[;75zÝzz{··Ò·t 17 Talent Strategy (Digital Media) CAO Economic Development Completed 1 32 Develop & Update Leisure Facilities Master Plan CSD Administration Completed 1 34 Customer Service Phase 2 CSD Administration Delayed 1 44 Neighbourhood Assoc. Online Registration Project CSD Community Programs & Services On Track 1 45 Integrated Accessibility Standards (AODA) CSDCommunity Programs & Services On Track 1 46 Rockway Centre Feasibility Study & Business Case CSD Community Programs & Services Completed 1 62 Fire – Alternate Emergency Communications Centre CSD Fire Completed 1 74 Planning Around Rapid Transit Stations CSD Planning Completed 1 81 Compliance and Conformance Evaluation Committee FCS Internal Audit Completed 1 85 Development Charges Background Study FCS Financial Planning On Track 1 100 Business Continuity Plan Implementation FCS Legislated Services On Track 1 145 Budd Park Sportsfields Short-Term Lease Alternatives INS Operations Completed 1 146 South Kitchener District Park Master Plan INS Operations Completed 1 147 Emerald Ash Borer INS Operations On Track 1 1 Corporate PMO Development CAO Integrated Planning Centre of On Track 2 Excellence 9 Intranet Redesign CAO Communications & Marketing On Hold 2 10 Brand Strategy CAO Communications & Marketing On Track 2 33 Develop Corporate Sponsorship Policy CSD Administration Completed 2 63 Develop 5-year Fire Master Plan CSD Fire On Track 2 87 People Plan Update FCS Human Resources Completed 2 88 Corporate Learning & Development Strategy FCS Human Resources Completed 2 94 Corporate Technology Strategic Plan FCS Information Technology On Track 2 101 Accountability and Transparency Policy Update FCS Legislated Services On Track 2 134 Corporate Infrastructure Investment Fund – VP INS Facilities Management On Track 2 Washrooms 8 Online Strategy Review CAO Communications & Marketing Completed 3 52 Queensmount Arena Review CSD Enterprise On Hold 4 IF2 - 2 In 2013, 61 divisional projects were successfully completed. Overall, 79% of the divisional projects were either Completed or On Track as of December 31, 2013. A number of divisional projects have been put on hold or have experienced delays for various reasons, including dependencies on the progress of other initiatives, external partners or contractors, and staff vacancies or workload constraints. The completion of corporate and divisional projects brings the organization closer to the achievement of the priorities set out in the Strategic Plan for 2011-14. The City has continued to focus on the community priorities, delivering efficient and effective services and supporting the city’s staff in the work they do on behalf of the citizens. Overall, a total of 73 corporate and divisional projects were completed throughout the year. Below is a summary of some of those accomplishments and how they contribute to the City’s progress on the community strategic priorities. Quality of Life th Hosting a Casino in Kitchener: On May 13 2013, following consideration of extensive public input from the community, council voted against continuing discussions with the Ontario Lottery and Gaming Corporation (OLG) about hosting a casino in Kitchener and encouraged the Province and OLG to reconsider their process for identifying willing host communities. South Kitchener District Park Master Plan:In November 2013, City council approved a master plan for the development of a district park at the corner of Fischer Hallman and Huron roads to provide park facilities and leisure resources for the emerging residential communities of southwest Kitchener. Kitchener residents and stakeholder input have played an important role in shaping the planning for the proposed park. The master plan includes provisions for an indoor recreation complex, sportsfields for an array of user groups, treed park areas and a multi-use pathway system that establishes connections with the adjacent neighbourhoods. As planning and detailed design for the South Kitchener District Park advances, the master plan will continue to evolve to meet the needs of the southwest Kitchener communities. Leisure Facilities Master Plan Update: In the spring of 2013, the City launched the Leisure Facilities Master Plan (LFMP) Update as a basis to review strategic inputs, trends and perspectives on leisure services needs and delivery strategies. Community consultation and research as part of this process will also be used to identify leisure services programs, facilities and delivery approaches for the next 5-10 years. The LFMP Update, through a variety of recommendations, provides a road map of priorities for the City of Kitchener to consider for the development and delivery of a balanced array of leisure services. Leadership and Community Engagement Webcasting of Council and Committee Meetings: Illustrating the City’s commitment to transparency, accessibility and accountability, webcasting with single camera view for all standing committees, multi-camera view for Council meetings, and finally live streaming of both standing committees and council meetings was introduced in 2013. This has brought meetings to citizens and other stakeholders unable to attend in person and allows viewing from anywhere. Recording meetings in this manner has enabled staff to use shorter parliamentary style minutes as the official written record for meetings. During the meeting, staff create edit points for each agenda item; thereby allowing a member of public with the option to select only the portion of the meeting that they are interested in viewing. Online videos include links to meeting agendas, reports and presentations allowing viewers to see all supporting materials of interest. Since initial launch 52 Council and standing committee meetings have been webcasted with a cumulative recording time of close to 125 hours. IF2 - 3 Environment Trails Upgrade (CIIF):The Asphalt Surfacing for Primary Trails project included asphalt paving for approximately 4 km of existing granular trails at Hearth Green / Lakeside Park, Henry Sturm Greenway and Homer Watson Park / Schneider Creek Natural Area. Primary Multi-use Pathways perform a city-wide function and are important transportation / commuter routes connecting communities, neighbourhoods, parks, community facilities, commercial sites, institutions and residential areas. E3 Fleet Rating:In 2013, the Fleet Division successfully completed the required data collection and management protocols changes for the E3 Fleet Rating System; a program that evaluates and recognizes excellence in the green performance of vehicle fleets. The rating system measures 10 areas of performance and encompasses energy efficiency, emissions reductions and excellence in fleet management practices. Pending one final mandatory audit scheduled for early 2014, it is anticipated that the Fleet Division will be awarded a "Gold Rating". Transportation Master Plan:In June, 2013, the City of Kitchener Transportation Master Plan was approved by Council. This plan, the first of its kind for the City of Kitchener, integrates plans related to parking, traffic calming, cycling, multi-use pathways and trails, transportation demand management, strategic street improvements and urban design to create one single city transportation plan. This transportation master plan defines and prioritizes an integrated transportation system that is supportive of all modes of travel within the City of Kitchener, including walking, cycling and public transit. This plan works in conjunction with the Region of Waterloo initiatives that support this balance of transportation modes in the city. Development Talent Strategy (Digital Media): Economic Development has been successful in cultivating a multi-institutional collaboration with Conestoga College, the University of Waterloo, Wilfrid Laurier University and various private sector businesses that has culminated in the development and approval of the Kitchener Studio Project. This studio will build a foundation for digital media content and design within the region as well as establish Kitchener as a location full of creative talent. It will assist the community in attracting, locally developing and retaining a multitude of talent that businesses are looking for. The Studio, located at an old Canada Post office on 44 Gaukel Street, will provide a creative and collaborative environment and state of the art resources for students, businesses and the arts community, promoting innovation, imagination and showcasing local talent. Planning Around Rapid Transit Stations (PARTS) Phase 1 - Project Plan & Background Report: Planning around each of the station stops in Kitchener will be a comprehensive, multi-year process involving various stakeholders and a significant amount of community engagement. Before beginning this extensive work it would be beneficial to develop an overall project plan including an investigation of existing conditions and background information, identifying the study areas and the scope of work and prioritizing a future work plan. Planning staff, with the assistance of several other business units in the City along with representatives from the Region and other agencies, conducted numerous tasks in Phase 1 of PARTS which have culminated in the preparation of a Project Plan and Background Report. The key components include: Compilation of existing condition data and background information Confirmation of recommended station study areas Preparation of overall goals to guide the creation of the Station Study Area Plans Identification of the primary work, project teams and key deliverables for future phases Development of an overall work program for Phase 2 and the prioritization and timing for the Station Study Area Plans IF2 - 4 Communications, Marketing and Customer Service Redesign the City’s enterprise and special events websites: In late 2012 the content management system for the City’s corporate website (www.kitchener.ca), was upgraded. In conjunction with this, in 2013, staff re-launched seven microsites adding them to the content management platform. The project included a redesign and rewrite of six existing websites and the design and writing of a seventh new site. These new sites allow staff content experts to update information themselves ensuring timely, accurate information is being shared with the public and builds in required accessibility features under the Accessibility for Ontarians with Disability Act legislation. There are nearly 1,200 pages across all our websites with almost 300 pages on the seven microsites alone. By-Law Service Level Review: The By-law Enforcement Division undertook a service level review starting in 2012 and culminating with a presentation to Council in August of 2013. The focus of the review was to inform Council of the various enforcement processes within the Division and initiate a discussion on how adequate the current service levels are in terms of addressing community needs. The results of the review and presentation to Council were well received and served to reinforce the Division’s primary focus of supporting a healthy community through a compliance program that balanced prevention and enforcement. Organizational Governance, Financial Management and Information Technology : Operations Division Service/ Funding ReviewIn a collaborative effort between external consultants and staff, a review of the Operations Division's services and funding was completed and presented to City's Audit Committee in 2013. The review resulted in 51 recommendations that will enhance the Division's operational processes; establish functional metrics; and, allow for more definitive assessments of the effectiveness and efficiency of how the Division provides its services. These recommendations have since been prioritized and scheduled for enactment/implementation during 2014-2016; at an equalized rate of about 17 per year. People Plan Update: Consultation with staff to refresh the People Plan explored what is working well within the organization, the desired future staff want, and how to get there. Multi- channel consultation reached an outstanding 1,200 employees working within the City, completed with the assistance of 15 trained staff facilitators and a volunteer team of photographers ensuring the new design emphasizes employees in their workplace. The initial 15 core values were distilled down to 3 values to guide how staff work with one another and the community. With 6 areas of focus, including the addition of Accountability, the refreshed plan provides direction for the desired corporate culture of the organization - ‘where we want to work’ - including specific ‘signpost’ actions for improvement to be implemented over 5 years. Launch, communications and development of implementation plan set for January 2014. VoIP and WiFi Upgrades: With the introduction of Cisco VoIP telephones and system, the City has added features and functionality including conference calling and corporate directory features to all users regardless of location. The new phone system provides a modern, solid foundation for future collaboration technologies. Convergence of voice and data networks has provided a higher capacity, more reliable single network. The new system has reduced reliance on off-premise extension (OPX) lines which reduces the monthly telecommunications costs (other future capabilities such as “SIP Trunking” could result in further reductions of costs as well). E-911 call functionality has been greatly improved with proper address information sent to first responders and notifications sent to appropriate City staff when an E911 call is placed. All City facilities (over 50 locations) have been converted to the new Cisco VoIP telephone system and end user training sessions have been provided. IF2 - 5 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The work of Integrated Planning and the Business Planning Process is aligned with the following Strategic Priorities: Effective & Efficient Government – Information Technology: Internal Collaboration, Organizational Governance: Integrated Strategy and Action, People Capability and Capacity, Business Practice and Compliance, Innovation and Incubation. People Plan Priorities – A Culture of Learning: Advancing our Vision and Values through Strategy and Learning, Culture of Safety and Well-being: Work-life Balance, A Culture of Inclusion: People Support What They Help Create, Culture of Accountability: Information is Power, We All Own This Plan, Measure, Monitor & Report, and We’re Clear. FINANCIAL IMPLICATIONS: There are no new financial implications associated with this body of work. COMMUNITY ENGAGEMENT: Inform – we commit to providing updates on the progress being made towards the goals set out in the approved business plans to the community through council three times each year. ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer Appendices: A. Business Plan 2013 Status Update: September – December IF2 - 6 APPENDIXA IF2 - 7 IF2 - 8 IF2 - 9 IF2 - 10 IF2 - 11 IF2 - 12 IF2 - 13 IF2 - 14 IF2 - 15 IF2 - 16 IF2 - 17 IF2 - 18 IF2 - 19 IF2 - 20 IF2 - 21 IF2 - 22 IF2 - 23 IF2 - 24 IF2 - 25 IF2 - 26 IF2 - 27 IF2 - 28