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HomeMy WebLinkAboutCAO-16-007 - 2015 Year-End Business Plan Status Update REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: March 7, 2016 SUBMITTED BY: Laurie Majcher, Manager of Strategy and Business Planning, 519-741-2200 ext. 7817 PREPARED BY: Jennifer MacLean, Corporate Planning Analyst, 519-741-2200 ext. 7263 WARD (S) INVOLVED: N/A DATE OF REPORT: February 24, 2016 REPORT NO.: CAO-16-007 SUBJECT: 2015 Year End Business Plan Status Update _________________________________________________________________________________________ RECOMMENDATION: For Information BACKGROUND: On February 23, 2015 Council approved the 2015 Corporate Business Plan to establish operational priorities for the organization that are driven by established service objectives and the strategic priorities of council. The business plan and the budget are developed in parallel through an iterative process of review and revisions that keeps the allocation of resources in sync with the planned work of the organization. The alignment of the budget and business plan helps to ensure that operational priorities are achievable and financially sustainable into the future. This plan includes 47 Core Service Profiles including the resources that are available to support service delivery. The day-to-day delivery of quality core service to the community is the top priority for the organization, and is estimated to involve more than 94% of the available capacity within the organization, with some services requiring close to 100% of all available staff time and resources to meet current service standards. Starting with the 2015 Business Plan, the City of Kitchener has made a commitment to measuring and reporting publicly on the performance of our core services. Performance measures for 10 city services are expected to be shared with council and the public in the next few weeks with more services reporting each year. The 2015 Corporate Business Plan includes the commitment to make progress on 103 different projects, in addition to meeting the demands of ongoing service delivery through core service. All of the projects included in the business plan are expected to be transformational, *This information is available in accessible formats upon request. Please call 519-741-2345 or TTY 1-866-969- 9994 for assistance. IF1 - 1 resulting in improvements to the city’s core services or creating new value for citizens in a way that responds to the needs and priorities of citizens. The 2015 plan includes the commitment to 29 corporate projects, including 20 projects that were expected to start in 2015. Corporate projects are important strategic initiatives that are of interest to city council and the community. They may require the involvement of a broad cross- section of city staff or represent a significant change to the way work gets done in the organization. The majority of new initiatives selected for 2015 corporate projects were identified by members of council as outcomes of the strategy session held on November 12, 2014 and confirmed as priorities the December 15, 2014 council meeting. When the 2015 Corporate Business Plan was approved in February of 2015, it was expected that 61 projects would be completed by the end of the year, including 15 corporate projects. The remaining 42 projects were planned to carry-over into 2016 for additional work. It is important to keep in mind that at any point in time it is normal and expected that up to 30% of projects on the plan may run into unexpected or uncontrollable circumstances that prevent those projects from moving forward as planned. Since the consistent delivery of core service to the public is the number one priority for the organization, capacity is often redirected from projects to core service when unexpected vacancies occur for key positions or the workload associated with meeting the demand for service go beyond what was expected at the time the plan was approved. REPORT: st , 2015, 81% of the projects on the 2015 Corporate Business Plan are As of December 31 completed or on track to be completed on schedule. Overall 42 business plan projects were completed across the organization in 2015, including these seven corporate projects: 1. Kitchener Economic Development Strategy 2. Municipal Partnership Program 3. Development of Incentives for Affordable Housing 4. 2014 Municipal Election – post election review 5. Year-round Management and Maintenance of Trails and Walkways 6. Pro-active Traffic Calming Design Features in New Development 7. Business Continuity Plan Implementation Marking the completion of each of these projects represents an important milestone or decision point on broad strategic challenges for the organization. While the scope of work related to these specific projects has been completed, work related to these themes will continue to be important features of the Corporate Business Plan throughout this term of council as recommendations are developed into action plans, action plans are implemented and associated work is integrated into the daily operation of the organization. IF1 - 2 Status of Corporate Projects #Dept. Project Name Status at ExpectedP 31/12/15 Completion Date 2. CAO Integrated Climate Action Plan – Phase 1 Dec-2016 On Track 1 9. CAO Kitchener Economic Development Strategy Completed 1 20. CSD Neighbourhood Strategy Dec-2016 On Track 1 75. FCS Open by Default Strategy Implementation Dec-2016 On Track 1 80. FCS SAP Customer Relationship & Billing Implementation Aug-2016 Delayed 1 94. INS Development of Alternative Traffic Calming Options Aug-2016 Delayed 1 3. CAO Customer Service Strategy Phase 3 Dec-2016 On Track 2 19. CSD Municipal Partnership Program Completed 2 48. CSD Develop Incentives for Affordable Housing Completed 2 74. FCS 2014 Municipal Election (post-election review) Completed 2 86. INS Year-round Management & Maintenance of Trails & Walkways Completed 2 89. INS Public interest in Hidden Valley Lands TBD On Hold 2 102. INS Water and Sanitary Rate Structure Review Dec-2016 On Track 2 6. CAO External Website Review Apr-2016 Delayed 3 7. CAO Accurate Communication of Plans for Future Development Aug-2016 Delayed 3 Aug-2016 10. CAO Strategic Business and Talent Attraction – Resource Model Delayed 3 49. CSD Residential Intensification in Established Neighbourhoods Study TBD On Track 3 Aug-2016 68. FCS Corporate Technology Strategic Plan & Digital Strategy On Track 3 Sustainable Urban Forest Program Dec-2016 (previously named Develop a On Track 87. INS 3 Pro-active Forestry Maintenance Program) 95. INS Pro-active Traffic Calming Design Features for New Development Completed 3 Aug-2016 1. CAO Intranet Review On Track 4 8. CAO e-Participation Strategy Implementation Dec-2016 On Track 4 18. CAO Council Engagement with Citizens TBD On Hold 4 25. CSD Neighbourhood Property Standards Compliance Strategy Dec-2016 On Track 4 64. FCS Implementation of the GHS Classification & Labeling of Chemicals Dec-2017 On Track 4 67. FCS Implementation of the Mobile Strategy Completed 4 73. FCS Business Continuity Plan Implementation Completed 4 88. INS Community Gardens Program Dec-2016 Delayed 4 90. INS Grand River Park Aug-2016 On Track 4 # - indicates the project reference number on the attached 2015 Business Plan Status Update P - indicates the priority of the project as approved in the 2015 Business Plan IF1 - 3 st As of December 31, 2015, seven corporate projects have had their expected end date SAPCustomer Relationship & Billing Implementation delayed. has been delayed by a few months to allow for post launch support and project closure activities to be completed. Strategic Business and Talent Attraction – Resource Model was delayed because the full scope could not be defined until the completion of the Kitchener Economic Development External Website ReviewAccurate Communication of Plans for Strategy. The and the Future Development have been delayed due to vacancies in key positions within the Community Gardens Program Communications Division. The has been delayed due to staff Public Interest in Hidden Valley changes and to allow for communication to the public. The LandsCouncil Engagement with Citizens and have been placed on hold due to ongoing vacancies in positions directly responsible for these projects. Projects listed in the 2015 business plan support progress on one of the five strategic priorities within the 2015-2018 City of Kitchener Strategic Plan. The status of projects within each of the corporate strategic portfolios is as follows: VšEt©š†;-·­/š’¦Œ;·;7š©h“©-‰,ä{·©·;mz-t©zš©z·ä OpenGovernment V Strong&ResilientEconomy V Safe&ThrivingNeighbourhoods V SustainableEnvironment&Infrastructure V Effective&EfficientCityServices  V 0%10%20%30%40%50%60%70%80%90%100% In 2015, the City of Kitchener has been successful in making meaningful progress on the strategic priorities for this term of council. Highlights of the accomplishments include: Open Government The City of Kitchener has taken significant steps in pursuit of becoming more transparent and accountable, and continues to take steps towards policies and programs promoting open government for citizens. In 2015, a draft plan was developed for Kitchener’s approach to personal information banks, processes for more routine disclosure of information, and active IF1 - 4 distribution of information.An agreement was reached with local municipalities to pursue a common open data approach and the City experienced continued growth in open datasets throughout 2015. Work is ongoing to highlight the growth in data offerings and most popular datasets. The Youth Engagement Audit was completed, and the implementation of the recommendations will create new opportunities for youth to be engaged with the City in an effective and meaningful way.Phase 4 of the Neighbourhood Association Online Registration project and implementation of the 2015 AODA Standard Requirements have been successfully completed introducing more convenient and effective channels for citizens to access city information and services. The Aud and arenas has completed the implementation of their Customer Service Strategy which is expected to increase customer satisfaction with these services. Customer service indicators, including results from the satisfaction survey launch in late 2015, will be measured and reported on annually beginning in 2016. Strong & Resilient Economy The Waterloo Region Economic Development Strategy, approved in 2015, is a roadmap for the Region of Waterloo, Cities of Cambridge, Kitchener and Waterloo and Townships of North Dumfries, Wellesley, Wilmot and Woolwich and a broad range of community stakeholders to co-operatively support the ongoing economic prosperity of Waterloo Region. The strategy identifies 22 strategic objectives and 43 specific actions for the new Waterloo Region Economic Development Corporation (WREDC), the area municipal economic development offices, and the Region of Waterloo Office of Economic Development. The strategy also brings together a wide range of key stakeholders and allied organizations including both Chambers of Commerce and the small business centres. Council approved the Make It Kitchener economic development strategy in November, setting priorities and strategic objectives for the next four years. Make it Kitchener offers a more inclusive and integrated approach to support creative and cultural industries, manufacturing, and technology, as recommended by input from stakeholders gathered through our consultations. Make it Kitchener also acknowledges that the vibrancy of our city extends beyond the borders of Downtown Kitchener. As areas of the city continue to urbanize along, for example, the Central Transit Corridor, there’s an increased role for the City to play in fostering similar vibrancy in these areas. The new mandate for Centre in the Square was approved by council and sets the direction for the city-owned performance centre to present both popular, more commercial performances and shows from the regional non-profit arts and culture community, with the mix leaning towards the community development. It was emphasized at the time of approval that changes must happen gradually, and the new focus on community culture shouldn't come at the expense of the fiscal health of the centre or its key partners. The new mandate is intended to help maximize the centre's involvement in local arts and culture. IF1 - 5 Free open internet access is a critical service for innovative and vibrant communities. In 2015, Sportsworld and Activa Sportsplex sites were added to a long list of public spaces and facilities that already offer free public Wi-Fi. Safe & Thriving Neighbourhoods Kitchener's Neighbourhood Strategy will help people connect and work together to do great things in their neighbourhoods. In 2015 the project team attended 27 events across the city and collected approximately 1,308 surveys with feedback on what makes Kitchener neighbourhoods great and how to make them even better. The results will be used to help inform the public engagement campaign for the neighbourhood strategy. A standard operating procedure for city staff was approved by council in 2015 that will ensure a comprehensive review of traffic calming and cycling facilities are conducted in the design phase for new development, minimizing the need for additional capital investment in traffic calming measures after development is in place. Council approved the Kitchener Growth Management Plan for 2015-2017, to manage growth, curb urban sprawl, and foster more mixed-use development within the city. The first phase of the Kitchener Cultural Heritage Landscape Study was completed. Council gave direction for staff to consult with Heritage Kitchener in order to prioritize the implementation of conservation tools for the cultural heritage landscapes that were identified. Recommendations include listing locations on the municipal heritage register, identifying specific cultural heritage landscapes in the Official Plan, and developing new/enhanced guidelines and best practices. Council considered options for creating incentives for affordable housing and endorsed recommendations to focus on reduced parking requirements, property tax exemptions or grants, and expanded density bonusing. Secondary effort will be on waiving or deferring certain application fees and next steps will include a detailed analysis in consultation with stakeholders to develop an implementation plan. Sustainable Environment & Infrastructure Recommendations were considered by council on year-round maintenance of trails and walkways in order to provide environmentally sustainable, safe and affordable alternatives for getting around the city. Council gave direction for a pilot project to asphalt and provide winter maintenance for trails leading to schools in the Country Hills West neighbourhood for two winter seasons and report back to seek further direction. In June, council approved a Sidewalk Infill Policy to retrofit streets without existing sidewalks, contributing to the City’s plans to develop a network of safe, comfortable and linked pedestrian pathways and sidewalks across the city. In 2015, the City completed 10 LED lighting upgrades including the City Hall parking garage, the Kitchener Market parking garage, Activa Sportsplex interior lighting, Kitchener Operations Facility high bay area, Rockway Golf banquet hall and Graham and Schmalz meeting rooms. IF1 - 6 The estimated annual savings is 518,000 KWH and a reduction of 120 tonnes of CO2 emissions. An engineering analysis and audit was completed for the Aud chiller plant and efficiencies were implemented. Mechanical upgrades were completed for the dehumidification units at Sportsworld Arena and rooftop unit at Gym/Judo Club. Effective & Efficient City Services In 2015, the City completed 22 different projects designed to improve the effectiveness and/or the efficiency of the day-to-day services that the organization provides. Some highlights included; the selection of a long-term snow disposal site to ensure minimum road maintenance standards can be met; improvements to the election process based on lessons learned from 2014; increased mobile device usage to achieve productivity improvements; stakeholder requirements achieved for the new regional radio system used by the Fire Department; the launch of a new public awareness campaign for municipal by-laws; and the decision to move to electronic plan review for building permits and approvals. A municipal partnership program has been developed to promote a coordinated and unified approach to identifying, costing and selling advertising/marketing opportunities for the benefit of the municipality and its residents. A contract was awarded for advertising at the Aud and Arenas that incorporates best practices and generates new revenue for the City from those programs. A business continuity implementation plan was completed for managing emergencies and business disruptions to protect lives and allow the City to continue to deliver critical services to the community. Work will continue on an ongoing basis to develop and enhance a corporate resiliency plan to enhance emergency management practices and improve the sustainability of business operations in challenging circumstances. Attached in Appendix B is a full list of all projects completed in 2015. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the City’s strategic vision through the delivery of core service. FINANCIAL IMPLICATIONS: There are no new financial implications associated with this body of work. COMMUNITY ENGAGEMENT: INFORM – This report has been posted to the City’s website with the agenda in advance of the council / committee meeting. ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer Attachments: APPENDIX A – Business Plan 2015 Status Update: September – December APPENDIX B – 2015 Completed Projects IF1 - 7 IF1 - 8 IF1 - 9 IF1 - 10 IF1 - 11 IF1 - 12 IF1 - 13 IF1 - 14 IF1 - 15 IF1 - 16 IF1 - 17 IF1 - 18 IF1 - 19 IF1 - 20 IF1 - 21 IF1 - 22 IF1 - 23 IF1 - 24 IF1 - 25 IF1 - 26 IF1 - 27 IF1 - 28 IF1 - 29 IF1 - 30 IF1 - 31 IF1 - 32 IF1 - 33 IF1 - 34 IF1 - 35 IF1 - 36 APPENDIXB 2015 Completed Projects Open Government Youth Engagement Audit Implementation of 2015 AODA Standard Requirements Neighbourhood Association Online Registration (Phase 4) Customer Service Strategy Implementation at the Aud/Arenas Strong& Resilient Economy Kitchener Economic Development Strategy Regional Economic Development Strategy Waterloo Region Economic Development Corporation Centre In The Square FCM – Municipal Partners for Economic Development (MPED) Cultural Heritage Landscape Study Wi-Fi Rollout – Phase 2 Sites Safe & Thriving Neighbourhoods Proactive Traffic Calming Design Features in New Developments Kitchener Growth Management Plan 2015-2017 Development Incentives for Affordable Housing Jack Couch Ball Park Review Sustainable Environment & Infrastructure Energy Conservation Demand Management Program Year-round Management & Maintenance of Trails and Walkways Sidewalk Infill Policy Effective & Efficient City Services Business Continuity Plan Implementation 2015-2018 Kitchener Strategic Plan Leisure Services Governance Review Leisure Facilities Master Plan Project Prioritization Electronic Plan Review (Phase 3) By-law Public Awareness Campaign Computerized Facility Booking Implementation – Golf Ice Strategies for Inventory Replacement Golf Operations Operating Standards Review Telestaff 2014 Next Generation 911 Rollout IF1 - 37 APPENDIXB Effective & Efficient City Services Regional Radio System Upgrade Financial Reporting Improvements – Caseware Implementation Employee Loan Program Review Banking Services – Request for Proposals Review Allocation of Internal Overhead Costs Workplace Accommodation Review Implementation of the Mobile Strategy 2014 Municipal Election OmniRIM Major Version Upgrade Railway Crossing Agreements Research Snow Disposal Site Sign Reflectivity Study Municipal Partnership Program IF1 - 38