City Hall Blog: Strategic Initiatives explained, part 7

[guest]

When it comes to council’s strategic initiatives, the all-powerful finance committee really has the motherlode.

And when it meets on Monday, here’s what committee members will discuss:

• Ottawa 2017 celebrations: In recognition of the 150th anniversary of Canada’s Confederation, the city wants to promote itself as a prime tourist destination and increase economic development opportunities. Ward-based activities, major special events to be planned — $5.345 million in new operating spending on top of a $200,000 per year base over three years (2015-2017)
• Renew and implement economic development strategy: Update the city’s economic development strategy with an eye to increasing support for Invest Ottawa, Events Ottawa and Business Improvement Areas, and developing a new house of sport — $4.68 million in new operating spending on top of a $250,000 per year base over four years (2015-2018)
• ByWard and Parkdale markets/Sparks Street Mall renewal: New governance structures for market areas and a concept plan for future investments, such as infrastructure improvements to market buildings and low-cost streetscaping —$500,000 in operating spending (2016)
• Completion of the Confederation light rail line — $1.734 million in existing capital funding in 2014; no future dollars listed
• Light rail transit stage 2 readiness: Complete environmental assessments for stage 2 LRT; apply for federal and provincial funding — $243.9 million in capital spending over four years (on top of $13.1 million in base spending), plus an additional $800,000 in operating spending over four years
• Bayview Yards environmental and geotechnical development assessment: To identify whether amendments to the current Bayview community design plan (CDP) are needed to facilitate development of this key city-owned site adjacent to future Bayview LRT station — $1.2 million in operating spending over four years
• Accessibility barrier removal program: Reduce the number of barriers that make the city’s built environment inaccessible and improve public communications regarding level of accessibility at various city facilities — $11 million in capital spending over four years
• Create accessible city for all: Ensure that city complies with and maintains existing Accessibility for Ontarians with Disability Act (AODA) requirements in the built environment, access to web information and employment — $100,000 in capital spending in 2015, plus an additional $400,000 in operating over four years
• Ottawa Art Gallery expansion and Arts Court redevelopment: I wrote about this project here (it’s already several months behind schedule, but a ground-breaking is scheduled for the middle of July) — $1.07 million in new operating spending over two years (2017 and 2018) on top of an annual base of $1.6 million
• Client centric service improvement: Establishing, communicating and measuring the achievement of service expectations — $0
• Program registration, facilities booking and payment system replacement: The current booking system is nearing the end of its life and the vendor is moving to a new web-based product, which the city hopes will mean enhanced service for residents — Base operating funding in 2014 was $730,000, but the plan calls for increasing that base spending to $1.3 million this year and next, and up to $1,870,000 in 2017 and 2018 (for a total of $1,740,000 in new money)
• Phone and counter strategy implementation: Improve client experience to save money through a tiered-service model — $2.4 million in operating spending over three years (2016-2018)
• Legacy technology system replacement: Replace the computer system currently used for processing planning applications, construction and related permits, encroachment permits, and Committee of Adjustment applications — $470,000 per year in new capital spending in 2017 and 2018, in addition to $930,000 spent last year on existing work in progress
• Open data implementation program: Continue to expand Ottawa’s data-sharing program — $87,000 in annual base funding (no new money)
• Digital service strategy and implementation: Articulate the long-term digital service vision for the city and begin implementing priorities to improve the client experience when accessing city services — $1.2 million between 2016 and 2018 in operating spending
• IT department transformation: Transform department’s role within the city government — $0
• Implement the service promise: Support employees in their role in fulfilling the service promise — $0
• Implement corporate people plan: Roadmap for human resources decisions and investments — $800,000 in annual base funding (no new money)
• Social media and public engagement: Continue using social media to communicate directly with residents and promote public engagement opportunities — $77,000 in annual base funding (no new money)
• Comprehensive asset management: Improve infrastructure asset planning and decision-making processes to support efficient and effective delivery of services — $200,000 in new capital spending over three years (2015-2017), in addition to $408,000 spent last year on existing work in progress
• Project information management system: Enhance capital project delivery, monitoring and reporting — No new spending ($1.4 million spent in 2014)
• Enhance management oversight and accountability: Focus on improving procurement and contract management practices; introduce enhanced standards for tracking and reporting complaints; ensure compliance with project management and business case practices; and improve management accountability reporting — $0
• Fiscal framework refresh: Review and update city’s 2007 fiscal framework — $0
• Maintain the property tax rate in accordance with council’s budget direction: Maintain stable and predictable tax rates that are affordable to residents and allow the city to pay for strategic priorities — $0
• Increase contribution to capital: Implement strategy to address asset renewal funding gap identified in long-range financial plan — $14.6 million in operating spending over two year (2017-2018)

The city has $37 million set aside for strategic priorities this year. There’s an additional $25 million each for 2016, 2017 and 2018.

In all, there are 63 strategic priorities for the remainder of this term-of-council (between now and 2018).

You’ll note some of the projects listed above appear to cost nothing. That’s because the strategic initiatives exercise is, on a deeper level, the vehicle for approving council’s term-of-council priorities, some of which have been articulated in previous plans (i.e, the Transportation Master Plan, circa 2013) and some of which need to be funded specifically with this new pot of cash.

The committee meets Thursday at 9:30 a.m. in the Champlain Room. Council votes on the strategic initiatives at its July 8 meeting.

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