2015 2018 Strategic Plan en

City of Ottawa
2015-2018
Strategic Plan
July 2015
2015-042
Table of Contents
Message from the Mayor ............................................................................................. 1
Message from the City Manager .................................................................................. 2
Section I: Introduction .................................................................................................. 3
Preface..................................................................................................................... 3
Our City .................................................................................................................... 4
Ottawa City Council.................................................................................................. 5
City of Ottawa Administrative Structure.................................................................... 9
Section II: Strategic Planning at the City of Ottawa ................................................... 11
Corporate Planning Framework ............................................................................. 11
Strategic Planning Cycle ........................................................................................ 12
City Strategic Plan.................................................................................................. 13
Drafting the Term of Council Priorities ................................................................... 13
Section III: 20152018 City Strategic Plan ................................................................ 14
Strategic Plan Overview ......................................................................................... 14
City Strategy Map................................................................................................... 15
20152018 Term of Council Priorities .................................................................... 17
Overview of 2015-2018 Term of Council Priorities ................................................. 19
Strategic Priority Economic Prosperity (EP) ........................................................ 23
Strategic Priority Transportation and Mobility (TM) ............................................. 27
Strategic Priority Sustainable Environmental Services (ES) ............................... 34
Strategic Priority Healthy and Caring Communities (HC) .................................... 39
Strategic Priority Service Excellence (SE) .......................................................... 51
Strategic Priority Governance, Planning and Decision-Making (GP)................... 56
Strategic Priority Financial Sustainability (FS) .................................................... 59
Appendix A: City Balanced Scorecard ....................................................................... 61
Appendix B: Glossary of Terms ................................................................................. 77
Notes ......................................................................................................................... 79
Note 1 .................................................................................................................... 79
Note 2 .................................................................................................................... 81
City of Ottawa | 20152018 Strategic Plan
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Message from the Mayor
The City of Ottawa is the fourth largest city in Canada and we are
also the largest rural municipality. Our 2015-2018 Strategic Plan
and Term of Council Priorities recognise these realities and, along
with all the many other decisions that Council is required to make,
will deliver solutions to the needs of residents in urban, suburban
and rural communities across Ottawa.
The Term of Council Priorities also provide a common focus and

point of reference for Council and staff over the next four years.
Together we will ensure that the Citys programs and services
address the changing needs of neighbourhoods and residents in
all areas of the City.
We will move forward with important city-building priorities involving public

transportation, the health and vitality of the Ottawa River, and the growth of Ottawas
business and arts communities. Working together, City Council and City staff will
continue to meet the needs of today while preparing for the future by investing in key
areas, such as light rail transit, affordable housing, road safety, and economic
development.
As you read through the strategic priorities, initiatives and objectives for this term of
Council, you can see how your City is working hard to provide transparency and
accountability. We will deliver on these priorities while continuing to strike the right
balance between investing in community priorities and keeping life affordable for
residents and businesses.
Im pleased that City Council is united behind priorities that will deliver a more vibrant,
compassionate, and sustainable city. At the end of this term, Ottawa will be an even
better place to live, raise a family and grow a business.
Jim Watson
Mayor
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Message from the City Manager
The Citys 20152018 Strategic Plan will form the foundation of
the Citys work in its continued efforts to deliver quality services
to residents.
The Strategic Plan is based upon Councils priorities for the next
four years and sets them out in a way that ensures that the Citys
programs and services will address the changing needs of the
community, while keeping within our financial means.
This Plan has been fully integrated with the Citys budget process
and the Long-Range Financial planning process. This means
Council and staff can work together to focus on achieving realistic
results for Ottawa residents. The Strategic plan provides guidance to all departmental
plans, policies and programs, stimulating government and community partnerships,
while supporting long-term sustainability goals.
It touches on everything we do.
The Corporate Planning Framework, which is part of the Plan, enhances decision-
making by aligning planning to budget, and will improve transparency and accountability
by assigning oversight responsibility to Standing Committees and Transit Commission.
This transparency is important to Ottawa residents.
For residents who want to closely follow the work of the City and Council, the Strategic
Plan lists the timelines and cost impacts for each initiative and provides specific
performance measures associated with each initiative.
I welcome your feedback. Please do not hesitate to contact my office directly if you have
any comments or questions.
Kent Kirkpatrick
City Manager
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Section I: Introduction
Preface
The 20152018 City Strategic Plan provides a focus for Council and staff over the next
four years and guides priority-setting, ensuring that the Citys programs and services
address the changing needs of the community.
In May 2011, Council adopted the Corporate Planning Framework, which provides
leading best practice strategic planning and performance measurement tools, and
enhances the Citys governance structure to integrate and align planning and
performance activities at all levels of the City.
In July 2015, Council approved its Term of Council Priorities, which define what the City
will accomplish over the 20152018 term and form the basis of the City Strategic Plan.
The City Strategic Plan presents Councils Term of Council Priorities; strategic
objectives that articulate what the City is seeking to achieve; and a number of related
strategic initiatives that are the concrete actions and tactical programs and services that
will advance Councils objectives and strategic priorities.
The City Strategic Plan also includes:
A City Balanced Scorecard that includes measures and targets to track the
progress of strategic priorities.
Assigned oversight responsibilities with respect to Term of Council Priorities.
Budget requirements associated with the implementation of the strategic

initiatives.
Long-term sustainability goals that, when applied to actions and decision-making,

will guide the City toward a more sustainable, resilient and livable future.
A four-year vision for the City of Ottawa.
The City Strategic Plan can be found in Section III of this document. An overview of the
City of Ottawa is provided in Section I, and the context around the Corporate Planning
Framework and City Strategic Plan is provided in Section II.
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Our City
Ottawa, Canadas capital, is a scenic and vibrant city with a wealth of natural beauty, a
strong economy, a unique cultural and linguistic mix and a high quality of life. Founded
in 1826 and incorporated in 1855, Ottawa is a cosmopolitan metropolis of 933,000
residents the fourth-largest city in Canada.
In 2001, an amalgamated City of Ottawa was created from the former City of Ottawa,
the regional government and 10 other local municipalities. The City now comprises
2,790 square kilometres spanning 90 kilometres from east to west. Nearly 80 per cent of
the City is rural.
Ottawa is one of the greenest metropolitan areas in North America, with more than
1,100 parks, 836 kilometres of cycling pathways and paved lanes on roads and streets,
hundreds more kilometres of multi-use trails, and the Rideau Canal, the worlds longest
outdoor skating rink. It is also one of Canadas most beautiful cities, located at the
confluence of three rivers.
A world-class cultural and tourism centre, Ottawa is home to several professional sports
franchises, dozens of annual cultural festivals and fairs, and has become a destination
for national and world-class events. As the nations capital, it is home to many national
institutions and will undoubtedly be the place to be to celebrate Canadas 150th birthday
throughout 2017.
Ottawa leads all Canadian cities in the knowledge field, with knowledge workers
accounting for 26.4 per cent of its total employment more than 75,000 employees
within 1,922 companies. One in seven people works in the fields of science and high
technology. This is hardly surprising considering there are four major post-secondary
institutions of study with campuses in Ottawa.
Located at the Ontario-Quebec border, Ottawa has the second-highest percentage of

people who speak both English and French of any major Canadian city. Additionally,
approximately one in five Ottawans speaks a language other than English or French,
one in five is a visible minority, and one in five was born outside Canada. Also, 35,000
Ottawa residents identify themselves as Aboriginal Canadians.
Recognized for its high quality of life, Ottawa consistently ranks high in the MoneySense
Magazine ranking of Canadas Best Places to Live. According to the 2015 edition,
Ottawa ranked second overall, first in Best Place to Retire, fifth for new immigrants, and
seventh for raising children.
Ottawa also ranked high on The Financial Times fDi American Cities of the Future
2015/16 rankings, placing first for business friendliness, second for economic potential
and third overall for mid-sized cities.
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Ottawa City Council
The City of Ottawa is governed by an elected City Council made up of a Mayor, who
represents the city as a whole, and 23 Councillors, who each represent one of the citys
wards.
The Mayor and Councillors serve four-year terms. The current term began on
December 1, 2014 and will end in the fall of 2018.
Decisions made by Council have a direct impact on the residents of Ottawa and the
municipal services provided to residents. Council makes decisions based on a
democratic system in which each member casts one vote and the majority vote
determines the decision.
Council usually meets twice a month. Meetings take place at City Hall and are open to
the public. They can be viewed live or at a later date on ottawa.ca.
Council members are also appointed to Standing Committees, which meet to make
decisions about City policies, programs and service levels. All meetings of Council,
Committees, Sub-Committees and the Transit Commission are open to the public. It is
at the Committee, Sub-Committee and Transit Commission meetings that members of
the public who are interested in voicing their opinion on a specific issue being
considered by the committee/ commission may sign up to make a presentation. The
decisions made at these meetings are later presented to Council as recommendations
and voted upon.
There are 11 Standing Committees: Agriculture and Rural Affairs Committee; Audit
Committee; Built Heritage Sub-Committee; Community and Protective Services
Committee; Environment Committee; Finance and Economic Development Committee;
Information Technology Sub-Committee; Member Services Sub-Committee; Planning
Committee; Transit Commission and Transportation Committee.
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20152018 Ottawa City Council Members
Jim Watson Bob Jody Mitic

Monette
Mayor Ward 1 Orlans Ward 2 Innes
Jan Harder Marianne Eli El-

Wilkinson Chantiry
Ward 3 Barrhaven Ward 4 Kanata North Ward 5 West Carleton-

March
Shad Qadri Mark Taylor Rick

Chiarelli
Ward 6 Stittsville Ward 7 Bay Ward 8 College
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Keith Egli Diane Tim Tierney
Deans
Ward 9 Knoxdale-Merivale Ward 10 Gloucester- Ward 11 Beacon Hill-

Southgate Cyrville
Mathieu Tobi Catherine

Fleury Nussbaum McKenney
Ward 12 Rideau-Vanier Ward 13 Rideau-Rockcliffe Ward 14 - Somerset
Jeff Leiper Riley David

Brockington Chernu-
shenko
Ward 15 - Kitchissippi Ward 16 River Ward 17 Capital
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Jean Stephen George
Cloutier Blais Darouze
Ward 18 Alta Vista Ward 19 Cumberland Ward 20 Osgoode
Scott Michael Allan

Moffatt Qaqish Hubley
Ward 21 Rideau-Goulbourn Ward 22 Gloucester-South Ward 23 Kanata South

Nepean
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City of Ottawa Administrative Structure
The administrative function of the City of Ottawa is headed by the City Manager, Kent
Kirkpatrick, who leads management and staff in implementing Council decisions.
Under the leadership of the City Manager, staff work to provide crucial programs and
services to residents such as roads, public transit, emergency services, drinking water,
waste collection, recreational activities, and social and community services.
The majority of these services are provided by departments that are grouped into two
portfolios: City Operations and Planning and Infrastructure.
The City Operations Portfolio includes Community and Social Services, Public Works,
Information Technology Services, Parks, Recreation and Cultural Services, Human
Resources, Emergency and Protective Services, ServiceOttawa, and Environmental
Services.
The Planning and Infrastructure Portfolio includes Infrastructure Services, Planning and
Growth Management, and Real Estate Partnerships and Development.
In addition to overseeing the City administration as a whole, the City Managers Office
includes the City Clerk and Solicitor Department, headed by City Clerk and Solicitor
Rick OConnor, and the Finance Department, headed by City Treasurer Marian Simulik.
The City Managers Office also includes Transit Services, Corporate Communications,
Corporate Programs and Business Services, Economic Development and Innovation,
and Light Rail Planning and Implementation.
The Office of the Auditor General reports directly to Council.
The chart on the next page shows the Citys organizational structure.
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Organizational Chart
Link to Note 1
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Section II: Strategic Planning at the
City of Ottawa
Corporate Planning Framework
In response to previous recommendations from the Auditor General to enhance the
corporate planning and performance management process, the City developed the
Corporate Planning Framework, which was approved by Council on May 25, 2011.
The Corporate Planning Framework simplifies and integrates the way the City delivers,
monitors and reports on Councils strategic priorities. It also contributes to enhanced
decision-making and improved transparency and accountability.
Specifically, the Corporate Planning Framework provides:
A process to identify and prioritize what the City intends to achieve during the Term
of Council.
A governance structure with enhanced oversight responsibilities for the Transit
Commission and Standing Committees.
Tools to track the performance of the City in achieving the strategic priorities,
strategic objectives and strategic initiatives approved by Council. These include the
Strategy Map, Balanced Scorecard and Strategy Review Meetings.
Mechanisms to align priorities and objectives to City budgets and the Long-Range
Financial Plan.
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Strategic Planning Cycle
The City of Ottawa has adopted a cyclical strategic planning process that creates formal
links between planning, budgeting and performance measurement.
The strategic planning process consists of four steps:
1. Plan
Define the vision, priorities and objectives for the Term of Council.
Identify strategic initiatives and resource requirements.
Develop performance plans to measure results.
Hold public delegations to receive input on strategic priorities.
Ensure that the strategic priorities for Ottawa Police Service, Ottawa Public
Health, Ottawa Public Library and Ottawa Community Housing align with the
Term of Council Priorities.
2. Execute
Implement strategic initiatives (key programs and services) that will achieve
Councils priorities.
Ensure that departmental plans are aligned with the Term of Council Priorities.
Make decisions regarding dedicating resources to achieve priorities.
3. Monitor and Report

Collect performance results and compare to benchmarks and targets.
Provide reports to Council and Standing Committees to communicate successes
and determine improvement opportunities.
Hold regular strategy reviews to assess results and make corrections.
Analyze and communicate outcomes.
4. Assess and Adapt

Assess whether the assumptions underlying the City Strategic Plan are still valid.
Adapt to emerging issues and opportunities.
Review Council priorities at mid-term and refresh City Strategic Plan if
necessary.
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City Strategic Plan
The City Strategic Plan articulates the Term of Council Priorities as well as the strategic
objectives and strategic initiatives that are associated with them. It is the main
communications tool to inform residents of the direction and strategic goals of the City,
and how these goals will be attained during the 20152018 Term of Council.
A new City Strategic Plan is created every four years to coincide with each Term of
Council.
The City Strategic Plan does not provide a complete list of the services and programs
the City provides, but rather captures the significant initiatives that address the priorities
for the 20152018 Term of Council.
Drafting the Term of Council Priorities

The Term of Council Priorities are a result of the Corporate Planning Framework. The
priorities detail specific objectives to be achieved over the 20152018 Term of Council,
how these objectives will be achieved, and who is responsible for achieving them. They
were approved by Council on July 8, 2015 and form the basis of the City Strategic Plan.
The Mayor, Chairs and Vice-Chairs of the Standing Committees, including the
Information Technology Sub-Committee, and the Transit Commission, and Councillors
worked together to develop the proposed Term of Council Priorities.
While drafting the proposed Term of Council priorities, the City took into account several
important stakeholder perspectives and considerations including:
Constituents: Community priorities that were identified through the 2014 electoral
platforms.
Direction from Previous Council: Received through the Legislative Agenda
process.
Previous City Strategic Plan: Strategic initiatives identified in the 2011-2014 City
Strategic Plan that have remaining phases before being fully completed. This
includes the completion of the O-Trains Confederation Line Light Rail Transit
projects, the Ottawa Art Gallery Expansion and Arts Court Redevelopment, the
Ten-Year Housing and Homelessness Plan, the Ottawa River Action Plan
(ORAP), among others.
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Section III: 20152018 City Strategic
Plan
Strategic Plan Overview
The City has adopted a strategic planning approach that links the Citys main goals to
the operational programs and services delivered to residents. The system uses two key
tools the strategy map and balanced scorecard to link planning with performance
measurement and to the financial resources required to deliver programs and services.
The system is based on the Kaplan-Norton balanced scorecard, which incorporates four
perspectives into the planning and measurement process:
1. Constituents and Stakeholders: identifies the Citys main clients and key
programs and services the City wants to enhance.
2. Process: addresses internal processes and how to improve them in order to

consistently meet clients needs.
3. People: addresses the resources, skills, training and support that staff must have in
order to do their jobs well.
4. Budget: addresses the resources required to achieve the organizations goals, and
how revenue-generating strategies are balanced with strategies for increasing
productivity.
The strategy map is a visual depiction of the Citys strategic priorities and strategic
objectives. The balanced scorecard is used to measure the outcome of the objectives
identified in the plan. Together, these tools capture a series of cause-and-effect
relationships that integrate strategic planning and operations for City departments with
the goal of achieving Councils priorities.
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City Strategy Map
The strategy map depicts how the Term of Council vision, long-term sustainability goals,
priorities and objectives are linked. The balanced scorecard is the framework that is
used to communicate how the organization plans to achieve its strategic goals. For its
term, Council has adopted seven strategic priorities and 21 strategic objectives, each
with its own definitions of what will be accomplished and its own initiatives, or tactical
programs and projects, that will fulfill the objectives. All of these objectives and
initiatives will be measured and have targets that will be reported using the balanced
scorecard. The City Balanced Scorecard is found in Appendix A of the City Strategic
Plan.
Oversight Responsibilities
Enhanced governance occurs through the Standing Committees, Information
Technology Sub-Committee and Transit Commission of Council, which will take on
additional oversight responsibilities with respect to Term of Council strategic priorities.
The Transit Commission, each Standing Committee and the Information Technology
Sub-Committee have been delegated oversight responsibilities for specific strategic
initiatives that have been approved by Council. Standing Committees, the Information
Technology Sub-Committee and Transit Commission will provide direction to
departments responsible for execution and will receive performance reports that inform
them of results.
How to Read the Strategy Map

The top of the strategy map (the roof) depicts the Citys 12 long-term sustainability
goals.
Immediately below the roof is the Term of Council vision: Over the next four years, the
City of Ottawa will increase the publics confidence in City government and improve
resident, enterprise and visitor satisfaction with City services.
Underneath the Term of Council vision are three constituent/ stakeholder groups
residents, enterprises and visitors who are the main focus of the City Strategic Plan.
Along the left wall are the perspectives of the balanced scorecard. The perspectives are
intended to be read from the bottom up, illustrating how each perspective builds its
success on the one below.
The seven Term of Council Priorities appear in the four lowest levels of the house. Each
priority is associated with a series of strategic objectives (e.g. EP1, SE1, GP3, etc.).
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Figure 1 - City Strategy Map
Link to Note 2
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20152018 Term of Council Priorities
The Term of Council Priorities are as follows:
Economic Prosperity (EP): Use Ottawas unique combination of recreational,

social, cultural and business assets, and natural environment and physical
infrastructure to attract enterprises, visitors and new residents, while at the same
time developing and retaining local firms and talent.
Transportation and Mobility (TM): Meet the current and future transportation
needs of residents and visitors through Phase 1 and Phase 2 of the
Transportation Master Plan, including ensuring the Citys transit services are
reliable and financially sustainable. Continued focus on improving mobility during
the LRT implementation, and support for alternative transportation methods
including cycling and walking, as well as transit.
Sustainable Environmental Services (ES): To provide sustainable

environmental services that balance protection of our natural resources and
support the planned growth of the city with the duty to ensure fiscal sustainability
and meet legislative requirements in the delivery of municipal services.
Healthy and Caring Communities (HC): Help all residents and visitors enjoy a
good quality of life and a sense of community well-being by providing healthy,
safe, secure, accessible and inclusive places and services.
Service Excellence (SE): Improve client satisfaction with the delivery of

municipal services by measurably strengthening the culture of service excellence
at the City, by improving the efficiency of City operations and by creating positive
client experiences.
Governance, Planning and Decision-Making (GP): Achieve measurable

improvement in residents level of trust in how the City is governed and
managed, apply a sustainability lens to decision-making, and create a
governance model that compares well to best-in-class cities around the world.
Financial Sustainability (FS): Practice prudent fiscal management of existing

resources, and make sound long-term choices that allow City programs and
services to be sustainable.
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Legend for Oversight of Strategic Initiatives:
Lead Departments Standing Committees / Transit Commission
and Sub-Committees
CC Corporate Communications ARAC Agriculture and Rural Affairs
Committee
CPBS Corporate Programs and CPSC Community and Protective Services
Business Services Committee
CSS Community and Social EC Environment Committee
Services
EDI Economic Development and FEDC Finance and Economic Development
Innovation Committee
EPS Emergency and Protective ITSC Information Technology Sub-
Services Committee
ESD Environmental Services PC Planning Committee
FIN Finance TC Transit Commission
HR Human Resources TRC Transportation Committee
ISD Infrastructure Services
ITS Information Technology Services
OCT OC Transpo/Transit Services
OPL Ottawa Public Library
PGM Planning and Growth
Management
PRC Parks, Recreation and Cultural
Services
PW Public Works
REPDO Real Estate Partnerships
and Development Office
RIO Rail Implementation Office
SO ServiceOttawa
Lead Dept = Lead Department
SC = Standing Committee
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Overview of 2015-2018 Term of Council Priorities
Priority Strategic Objectives (Lead Dept/SC) Strategic Initiatives Lead Dept SC
EP1 Promote Ottawa (EDI/FEDC) 1 Ottawa 2017 Celebrations EDI FEDC
Economic 2 Renew and Implement Economic Development EDI FEDC

Prosperity EP2 Support growth of local economy Strategy
(EDI/FEDC) 3 ByWard and Parkdale Market/Sparks Street Mall PGM FEDC
Renewal
TM1 Build a world class 4 Completion of the O-Trains Confederation Line RIO FEDC
environmentally sustainable light rail Light Rail Transit Projects
transit system (RIO/TRC) 5 Light Rail Transit Stage 2 Readiness Stage 2 FEDC/TRC
Office
6 Transportation Master Plan Phase 1 Road Projects PGM TRC/ARAC
(2015-2018)
TM2 Provide and promote
7 Transportation Master Plan Phase 1 Cycling PGM TRC
infrastructure to support safe mobility
Projects (2015-2018)
choices (PGM/TRC)
8 Transportation Master Plan Phase 1 Pedestrian
PGM TRC
Transportation
and Mobility TM3 Integrate the rapid transit and 9 Community Pathways and Connections Program PGM TRC
transit priority network into the 10 Rideau Street Streetscaping PGM PC
community (PGM/TRC) 11 Queen Street Streetscaping RIO TRC
12 Downtown Ottawa Truck Tunnel Feasibility Study PGM TRC
13 Cycling Safety Improvement Program (CSIP) PW TRC
TM4 Improve safety for all road users
(PW/TRC) 14 Winter Improvements for Cyclists PW TRC
15 Traffic, Pedestrian and Road Safety PW TRC/ARAC
Enhancements
TM5 Ensure reliable, safe, accessible
16 Making the O-Trains Confederation Line an
and affordable transit services OCT TC
integrated part of the OC Transpo system
(OCT/TC)
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17 Combined Sewage Storage Tunnel (CSST) ISD EC

18 Water Environment Strategy Phase 2 ESD EC/ARAC
19 Increase Forest Cover PW EC/ARAC
20 Air Quality and Climate Change Management Plan ESD EC
21 Stormwater Management (SWM) Retrofit Master PGM EC/ARAC
ES1 Support an environmentally
Plan
sustainable Ottawa (ESD/EC)
22 Renewable Energy Strategy ESD EC
Sustainable
Environmental 23 Bayview Yards Environmental and Geotechnical REPDO FEDC
Services Development Assessment
24 Urban Forest Management Strategy PGM EC
25 Urban Natural Area Acquisition Strategy PGM PC
26 Waste Diversion in Parks, Buildings and Grounds PW EC

ES2 Reduce long-term costs through Services Operations
planned investment and staging of
27 Energy Management and Investment Strategy PW EC
diversion and conservation strategies
(2015-2019)
(PW/EC)
28 Large Diameter Watermain Program ESD EC
29 Service Enhancements - Accessibility Barrier ISD FEDC
HC1 Advance equity and inclusion for Removal Program
Healthy and the citys diverse population 30 Creating an Accessible City for All
Caring CPBS FEDC
(CSS/CPSC) 31 Inclusive Community Initiative
Communities CSS CPSC
32 Community and Social Services Partnership CSS CPSC
Capital Funding
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33 Modernization of Recreation Services PRC CPSC
34 Revise Parks, Recreation and Cultural Services PRC CPSC
Facility Allocation Policy
35 Develop a Sport Strategy PRC CPSC
HC2 Revitalize recreation services
(PRC/CPSC) 36 Recreation Major/Minor Capital Partnership PRC CPSC
37 Parks and Recreation Facility Upgrades PRC CPSC
38 Community Rinks PRC CPSC
39 Targeted Low-income Recreation Subsidies PRC CPSC
Healthy and
Caring HC3 Create new affordable housing 40 Ten Year Housing and Homelessness Plan CSS CPSC
Communities options (CSS/CPSC) 41 Building Better Revitalized Neighbourhoods PGM PC
(continued)
42 Ottawa Art Gallery Expansion and Arts Court ISD FEDC
Redevelopment
HC4 Support Arts, Heritage, and 43 Implementation of the Renewed Action Plan for
PRC CPSC
Culture (PRC/CPSC) Arts, Heritage and Culture
44 Heritage Reference List PGM PC
45 Central Library Development* OPL Council
HC5 Develop a Taxi Strategy
46 Taxi Regulation Review EPS CPSC
(EPS/CPSC)
SE1 Improve the client experience
Service
through established service 47 Client Centric Service Improvement SO FEDC
Excellence
expectations (SO/FEDC)
*
The Central Library Development strategic initiative is overseen by Council through the Ottawa Public Library Board as per the existing governance Terms of Reference. The Central
Library Development strategic initiative definition is: Develop an inclusive, dynamic Central Library enabling creation and learning. The performance measure for the initiative is:
Complete major project milestones for the development of the Central Library identified for this Term of Council: conclusion of RFP and Council approval by Q4 2016; award contract
by Q4 2017; and initiate phase 1 of construction by Q1 2018.
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48 Program Registration, Facilities Booking and PRC FEDC/ITSC
Payment System Replacement
SE2 Improve access to City services 49 Phone and Counter Strategy Implementation SO FEDC
through digital service delivery 50 Legacy Technology System Replacement PGM FEDC/ITSC
Service (SO/FEDC) 51 Open Data Implementation Program SO FEDC/ITSC
Excellence
(continued) 52 Digital Service Strategy and Implementation SO FEDC/ITSC
53 IT Department Transformation ITS FEDC/ITSC
SE3 Develop positive, effective, and 54 Implement the Service Promise SO FEDC
engaged employees committed to the
service promise (SO/FEDC) 55 Implement the 2015-2018 Corporate People Plan HR FEDC
GP1 Strengthen public engagement 56 Improved Public Engagement in Planning Matters PGM PC
Governance, (CPBS/FEDC) 57 Social Media and Public Engagement CC FEDC
Planning and
Decision- 58 Comprehensive Asset Management (CAM) ISD FEDC
Making GP2 Advance management oversight
through tools and processes that 59 Project Information Management System (PIMS) ISD FEDC
support accountability and transparency
60 Enhance Management Oversight and CPBS FEDC
(CPBS/FEDC)
Accountability
61 Water and Wastewater Rate Structure Review FIN EC

FS1 Demonstrate sound financial
62 Infrastructure Standards Review PGM PC
management (FIN/FEDC)
Financial 63 Fiscal Framework Refresh FIN FEDC
Sustainability
64 Maintain the Property Tax Rate in Accordance with FIN FEDC
FS2 Align strategic priorities to Councils Budget Direction
Councils financial targets (FIN/FEDC)
65 Increase Contribution to Capital FIN FEDC
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Strategic Priority Economic Prosperity (EP)
Use Ottawas unique combination of recreational, social, cultural and business assets,
and natural environment and physical infrastructure to attract enterprises, visitors and
new residents, while at the same time developing and retaining local firms and talent.
Strategic Objective: EP1 Promote Ottawa

Promote Ottawa as a key destination for tourism, major culture and sporting events,
business investment, and entrepreneurship and innovation.
Strategic Objective Performance Measure(s)
EP1-A: Maintain an average hotel occupancy rate of 65%, every six months from 2015
to 2018.
EP1-B: Increase the number of major events won by the City to 5 per year.
EP1-C: Attract and engage with 20 inbound trade delegations, each year from 2015 to
2018.
Strategic Committee Strategic Initiative Budget (Total 20152018)

Initiative(s) Oversight Performance Measure(s) ($,000s)
Capital Operating
1. Ottawa 2017 FEDC 1-A: Secure 100% of external $0 $5,945

Celebrations funding ($20 million) by Q4
2015.
1-B: Produce, co-produce, or
facilitate a minimum of 10
new major offerings for
Ottawa 2017.
1-C: Implement a minimum of 2
Ottawa 2017 events in
each ward, by Q4 2017.
1-D: Deploy a pageantry
program in a minimum of
200 businesses and/or
public venues by Q1 2016.
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Strategic Objective: EP2 Support growth of local economy
Support the growth of the local economy by ensuring that businesses and
entrepreneurs have the access to economic development programs, services, tools,
and infrastructure that encourage and facilitate business start-up, expansion and job
creation.
EP2-A: Communicate with 50 businesses to discuss the City's economic development

programs and services, every six months from 2015 to 2018.
EP2-B: Enroll 3 companies in the Innovation Pilot Program every year from 2016 to
2018.
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Capital Operating
2. Renew and FEDC 2-A: Implement 25% of the $500 $14,680

Implement Economic Development
Economic Strategy each year from
Development 2015 to 2018.
Strategy
2-B: Lease 50% of Innovation
Centre space by Q3 2015
and lease remaining 50%
of space by Q3 2016.
2-C: Implement 80% of the
initiatives identified in
Invest Ottawas annual
operating plan (2015-
2018).
2-D: Complete 100% of the
following activities annually
throughout the term of
Council:
Provide the Ottawa
Council of Business
Improvement Areas
(OCOBIA) with a
quarterly summary of
joint activities, support
and consultation
Participate in regular
outcome-oriented joint
meetings involving
OCOBIA and required
City staff
Conduct an annual
partnership satisfaction
review of BIAs.
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Capital Operating
3. ByWard and FEDC 3-A: Implement 100% of the $350 $500

Parkdale Council directed
Market / governance model for
Sparks Street ByWard and Parkdale
Mall Renewal Market by Q1 2017.
3-B: Implement 100% of the
Council directed
governance model for the
Sparks Street Mall by Q4
2015.
26
Strategic Priority Transportation and Mobility (TM)
Meet the current and future transportation needs of residents and visitors through
Phase 1 and Phase 2 of the Transportation Master Plan, including ensuring the Citys
transit services are reliable and financially sustainable. Continued focus on improving
mobility during the LRT implementation, and support for alternative transportation
methods including cycling and walking, as well as transit.
Strategic Objective: TM1 Build a world class

environmentally sustainable light rail transit system
Implement a financially, operationally and environmentally sustainable light rail transit
system that efficiently connects all areas of the city in 2018 and beyond.
TM1-A: Implement 100% of the initiatives required to prepare the City for the O-Trains
Confederation Line by May 2018 and Stage 2 readiness.

Capital Operating
4. Completion of FEDC 4-A: Complete 100% of Stage $0 $0

the O-Trains One of the Confederation
Confederation Line project by May 2018.
Line Light
Rail Transit
Projects
5. Light Rail FEDC / 5-A: Progress toward $257,000 $800

Transit TRC completion of three
Stage 2 Environmental
Readiness Assessments to 70% by
end of 2015 and 100% by
Q3 2016.
27
Strategic Objective: TM2 Provide and promote
infrastructure to support safe mobility choices
Improve and promote mobility choices through initiatives, as outlined in Phase 1 of the
Transportation Master Plan, to increase the safety and viability of all modes of travel,
including cycling and walking.
TM2-A: Implement 100% of the initiatives aligned with Phase 1 of the Transportation
Master Plan by the end of 2018.

Capital Operating
6. Transportation TRC / ARAC 6-A: Complete 75% of built $7,044 $0

Master Plan Phase 1 TMP road
Phase 1 Road projects by Q4 2018.
Projects
(2015-2018)
7. Transportation TRC 7-A: Complete 100% of the $8,160 $0

Master Plan identified built Phase 1
Phase 1 TMP Cycling projects by
Cycling Q4 2018.
Projects
(2015-2018)
8. Transportation TRC 8-A: Complete 100% of the $4,500 $0

Master Plan identified built Phase 1
Phase 1 TMP Pedestrian projects
Pedestrian by Q4 2018.
Projects
(2015-2018)
28
Strategic Objective: TM3 Integrate the rapid transit and
transit priority network into the community
Integrate the rapid transit and transit priority network into the community, through
initiatives that accommodate increased pedestrian activity expected as a result of the
LRT Project, and to promote pathway and community connectivity.
TM3-A: Increase or maintain the number of cyclists who cycle to transit (bikes parked at
stations) annually during the Term of Council.

Capital Operating
9. Community TRC 9-A: Achieve 70% of project/ $11,600 $0

Pathways and km in construction
Connections phase of new facilities
Program within 2 years of initial
funding for each
particular project.
10. Rideau Street PC 10-A: Complete 100% of $4,500 $0

Streetscaping improvements to
Rideau Street and
Nicholas Street by end
of year 2017.
11. Queen Street TRC 11-A: Complete 100% of the $15,800 $0

Streetscaping Queen Street
Streetscaping
enhancements by
December 2017.
29
Strategic Objective: TM4 Improve safety for all road users
Foster a safer environment for all road users including cyclists and motorcyclists,
motorists and pedestrians by developing and implementing safety enhancements and
improvements. Further gains in safety will be made by influencing resident awareness
and behaviors through Safer Roads public education efforts.
TM4-A: Implement 100% of the initiatives aligned with improving roads safety by the
end of 2018.
Strategic Committee Strategic Initiative Budget (Total 2015

Initiative(s) Oversight Performance Measure(s) 2018) ($,000s)
Capital Operating
12. Downtown TRC 12-A: Increase the completion $0 $0

Ottawa Truck of the study to 100% and
Tunnel present findings to
Feasibility Transportation
Study Committee in Q1 2016.
13. Cycling Safety TRC 13-A: Complete 10 cycling $420 $620

Improvement safety
Program enhancements/upgrades
(CSIP) per year.
14. Winter TRC 14-A: Maintain the winter $0 $800

Improvements cycling network
for Cyclists (according to 2003
Council approved
Maintenance Quality
Standards) for 100% of
identified winter events
per year.
14-B: Develop 100% of the
Cycling Network Patrol
Program by Q4 2017.
30
Capital Operating
15. Traffic, TRC / 15-A: i) Increase the $11,200 $400

Pedestrian and ARAC percentage of signalized
Road Safety intersections with
Enhancements accessible pedestrian
signals (APS) to 70% by
Q4 2018.
ii) Increase the
percentage of signalized
intersections with
pedestrian countdown
signals (PCS) to 100%
by Q4 2018.
15-B: Enhance pedestrian
safety and mobility at
one stand-alone
intersection per year.
15-C: i) Develop a Traffic
Calming Measures
Implementation Plan in
each Ward (in
consultation with each
Ward Councillor).
ii) Implement 100% of
the work identified in
each Ward's
Implementation Plan per
year.
15-D: Install 5 red light traffic
cameras per year.
31
Strategic Objective: TM5 Ensure reliable, safe, accessible
and affordable transit services
Meet the current and future transit needs of residents and visitors by ensuring the City
Transit services are reliable, safe, accessible and affordable.
TM5-A: Maintain or increase customers and residents confidence rating of 71% in OC

Transpo, through to the end of 2018.
TM5-B: Maintain or increase OC Transpo's safety and security rating at 7.4, through to
the end of 2018.
TM5-C: Maintain sufficient service capacity standards at 100% to carry all transit
customers, through to the end of 2018.
TM5-D: Ensure OC Transpo remains consistent with the Transit Affordability Plan to
match the direction of Council.
32
Capital Operating
16. Making the O- TC 16-A: Complete 100% of the $45,230 $0

Trains multimodal
Confederation transformation program
Line an projects by the end of
integrated part Q3 2018.
of the OC
16-B: Have a Regulatory
Transpo
Monitoring and
system
Compliance Officer in
place by the end of Q3
2017.
16-C: Implement 100% of the
Fare Control System on
the Trillium Line by the
end of Q2 2017.
16-D: Reduce 50% of the OC
Transpo buses traveling
through the downtown
core by September
2018.
33
Strategic Priority Sustainable Environmental
Services (ES)
To provide sustainable environmental services that balance protection of our natural
resources and support the planned growth of the city with the duty to ensure fiscal
sustainability and meet legislative requirements in the delivery of municipal services.
Strategic Objective: ES1 Support an environmentally

sustainable Ottawa
Implement priority projects that protect property, land, air and water for city residents.
ES1-A: Maintain the number of Water Quality Index good to excellent ratings annually at
75% of monitored locations on Ottawas major rivers (Ottawa, Rideau, and Mississippi).
ES1-B: No net increase in corporate per capita Greenhouse Gas (GHG) emissions
between 2012 and 2016.
ES1-C: Maintain a 2:1 ratio (or greater) between trees planted and trees removed
annually.

Capital Operating
17. Combined EC 17-A: Finalize the detailed $11,800 $0

Sewage design and contract
Storage documents for the
Tunnel (CSST) Combined Sewage
Storage Tunnel by end of
2015.
17-B: Complete 100% of the
construction of the
Combined Sewage
Storage Tunnel (CSST)
by end of 2019.
34
Capital Operating
18. Water EC / ARAC 18-A: Complete the first annual $4,000 $0

Environment water quality data report
Strategy by Q4 2016.
Phase 2
18-B: Make Baseline Water
Quality monitoring data
available through the
Citys Open Data initiative
by 2015.
19. Increase EC / ARAC 19-A: Achieve the Citys tree $0 $22,420

Forest Cover planting target of 125,000
trees per year.
20. Air Quality and EC 20-A: Decrease the municipal $1,500 $1,000
Climate fleets total litres of fuel
Change consumed per 100
Management kilometres for the
Plan municipal fleet, by 3% by
the end of 2015; 4% by
the end of 2016, 5% by
the end of 2017 and 6%
by the end of 2018.
20-B: Decrease in kilowatt
hours per square meter
(ekWh/m2) purchased at
City facilities by 2.67%
(from 2014 values) by the
end of Q4 2018.
21. Stormwater EC / ARAC 21-A: Complete 100% of the $2,465 $0

Management Eastern Subwatersheds
(SWM) Retrofit SWM Retrofit Study by
Master Plan the end of 2015.
21-B: Complete 85% of City-
wide SWM Retrofit Master
Plan by end of 2018.
22. Renewable EC 22-A: Complete 100% of the $0 $100

Energy project by Q4 2016.
Strategy
35
Capital Operating
23. Bayview Yards FEDC 23-A: Complete 100% of the $0 $1,600

Environmental project by Q4 2018.
and
Geotechnical
Development
Assessment
24. Urban Forest EC 24-A: Complete 100% of the $0 $0

Management development of the
Strategy Urban Forest
Management Strategy
by Q4 2016.
25. Urban Natural PC 25-A: Acquire 100% of the three $0 $0

Area priority urban natural
Acquisition features areas
Strategy recommended for
acquisition (UNA 193,
UNA 95, UNA 100) by Q4
2018.
25-B: Protect 100% of the
seven urban natural
areas in the 2013 Urban
Features Strategy
Update that were not
recommended for
acquisition by Q4 2018.
25-C: Complete 100% of the
discussion paper on
sustainable funding of
the Environmental
Resource Areas
Acquisition Reserve Fund
by Q3 2016.
36
Strategic Objective: ES2 Reduce long-term costs through
planned investment and staging of diversion and
conservation strategies
Demonstrate sustainability and fiscal responsibility in planning, maintaining, and
renewing utility services and assets through City-led actions and municipal partnerships.
ES2-A: Reduce the electrical consumption of the City's streetlighting network by 29M
kWh by the end of Q4 2018.

Capital Operating
26. Waste EC 26-A: Increase diversion rates $0 $96

Diversion in in small-scale curb-side
Parks, City facilities to: 40% by
Buildings and Q4 2015; 45% by Q4
Grounds 2016; 50% by Q4 2017
Services and 55% by Q4 2018.
Operations
27. Energy EC 27-A: Increase the number of $4,000 $1,960

Management streetlights converted to
and energy efficient LED
Investment technology by 15,000
Strategy per year.
(2015-2019)
27-B: Reduce maintenance
costs per converted
streetlight fixtures by
50%.
37
Capital Operating
28. Large EC 28-A: Complete condition $13,500 $0

Diameter assessment of 5 km of
Watermain Transmission main
Program (>610mm) per year.
28-B: Repair / replace 100%
of pipe sections and
appurtenances identified
annually through the
Condition Assessment
Program to be below
acceptable risk of
failure.
38
Strategic Priority Healthy and Caring Communities
(HC)
Help all residents and visitors enjoy a good quality of life and a sense of community
well-being by providing healthy, safe, secure, accessible and inclusive places and
services.
Strategic Objective: HC1 Advance equity and inclusion for

the citys diverse population
Advance equity and inclusion for the citys diverse population by effectively planning
and implementing changes to infrastructure development and service delivery.
HC1-A: Increase the percentage of employees (starting in 2016) who are advancing
equity and inclusion in their work in the categories specified in the Equity and Inclusion
Lens, by 5% each year by the end of 2018. The baseline for the percentage of
employees will be developed in 2015.

Capital Operating
29. Service FEDC 29-A: Develop a Facility $11,000 $0

Enhancements Accessibility Rating
- Accessibility Framework to inform the
Barrier public of the level of
Removal facility accessibility.
Program Complete 50% of the
framework by Q4 2015
and 100% by Q4 2016.
29-B: Complete delivery of the
annual Accessibility
Barrier Removal
Program for existing
buildings, parks, and
barrier removals by 15%
in Q4 2015, 50% in Q4
2016, 75% in Q4 2017,
and 100% in Q4 2018.
39
Capital Operating
30. Creating an FEDC 30-A: Deliver Web Content $100 $400

Accessible Accessibility Guidelines
City for All (WCAG) Compliance
training to 100% of staff
identified by Q4 2015;
Deliver Accessible
Office suite documents
training to 100% of staff
identified by the end of
Q1 2016.
30-B: Audit 10% of new PDF
documents posted on a
City of Ottawa website
in 2015; Audit 10% in
2016; Audit 15% in
2017; Audit 15% in
2018.
30-C: Maintain 80%
compliance to the
accessible design
standards for annual
construction purchase
order reviews in SAP.
30-D: Implement one
communications
strategy per year
focused on increasing
manager awareness of
the accommodations
available to candidates
and employees with
disabilities.
40
Capital Operating
31. Inclusive CPSC 31-A: Implement 5% in 2015, $0 $2,100

Community 20% in 2016, 20% in
Initiative 2017 and 35% in 2018
of the actions in the five
(5) action plans (Older
Adult Plan, Youth Action
Plan, Municipal
Immigration Strategy,
Employer Strategy and
the Aboriginal Service
Strategy).
31-B: Increase the percentage
of trained employees
(starting in 2016) who
report using the Equity
and Inclusion Lens in
their daily work within
one year of training by
5% each year by the
end of 2018. The
baseline for the
percentage of
employees will be
developed in 2015.
32. Community CPSC 32-A: Allocate 25% of total $0 $1,200

and Social funds annually during
Services the term of Council.
Partnership
Capital
Funding
41
Strategic Objective: HC2 Revitalize recreation services
Provide accessible, inclusive, and quality recreation services that respond to
demographic trends in population and activity.
HC2-A: Increase consistency among identified registered recreation activities by 10%

by Q4 2015, 15% by Q4 2016, and 20% by Q1 2018.

Capital Operating
33. Modernization CPSC 33-A: Complete 20% of the $0 $100

of Recreation Recreation
Services Infrastructure
Standards and Strategy
by Q4 2015, 40% by
Q4 2016, 75% by Q4
2017, and 100% by Q4
2018.
33-B: Increase the number of
Event Central-fostered
activities occurring at
Lansdowne Park and
City Hall to 175
activities in 2015, 185
in 2016 and 200 in
2017. In 2018, reduce
the number of activities
to 185.
34. Revise Parks, CPSC 34-A: Increase the progress $0 $0

Recreation and made in revising the
Cultural Facility Allocation
Services Policy to 50% by Q2
Facility 2015, 75% by Q3 2015,
Allocation and 100% by Q4 2015.
Policy
42
Capital Operating
35. Develop a CPSC 35-A: Increase the progress $0 $0

Sport Strategy made in preparing a
Municipal Sports
Strategy to 50% by the
end of Q2 2015 and
100% by Q4 2015.
36. Recreation CPSC 36-A: Leverage a minimum $4,120 $0

Major/ Minor $1.25 of community
Capital investment for every
Partnership $1.00 contributed by
the City in minor and
major capital
partnerships, every
year, from 2015
through 2018.
37. Parks and CPSC 37-A: Increase progress $6,880 $0

Recreation made in implementing
Facility Parks and Recreation
Upgrades facility upgrades to
25% in 2015, 50% in
2016, 75% in 2017 and
100% in 2018.
38. Community CPSC 38-A: Increase support to $0 $320

Rinks community groups for
the operation of
outdoor rinks by 10%
each year from 2015 to
2018 over the base
year.
43
Capital Operating
39. Targeted Low- CPSC 39-A: Increase participation, $0 $200

Income over 2015 baseline, by
Recreation 50% in 2016 and
Subsidies maintain for 2017 and
2018.
39-B: Increase hours of
programming, over
2015 baseline, by 50%
in 2016, and maintain
for 2017 and 2018.
44
Strategic Objective: HC3 Create new affordable housing
options
Ensuring access to, and availability of, a range of housing options to meet the needs of
our vulnerable residents for today and tomorrow. As the city continues to grow and
prosper, a comprehensive plan is required to create thriving communities where
everyone has a home.
HC3-A: Approve 300 new affordable housing units by Q4 2018.
HC3-B: Create over 150 new housing subsidies by Q4 2018 (Rent Supplements and
Housing Allowances).

Capital Operating
40. Ten Year CPSC 40-A: Decrease the annual $0 $64,000

Housing and average number of
Homelessness families who stayed in
Plan motels by 30% by the
end of Q4 2018.
40-B: Decrease the cost of
emergency shelter
response by 20% by
Q4 2018 and reinvest
all savings in housing
and supports.
45
Capital Operating
41. Building Better PC 41-A: Complete 100% of $0 $250

Revitalized Phase 1 of the project,
Neighbourhoods which includes
establishing a planning
framework and
selecting a
neighbourhood, and
reporting to Council,
by the end of Q1 2016.
41-B: Complete 100% of
Phase 2 of the project,
which includes
obtaining Council
approval on a
revitalization action
plan for the selected
neighbourhood, by the
end of Q4 2016.
46
Strategic Objective: HC4 Support Arts, Heritage, and
Culture
Support local arts, heritage and culture by completing the Ottawa Art Gallery Expansion
and Arts Court Redevelopment project, identifying and preserving Ottawas distinct
heritage resources and through funding to cultural facility community partners.
HC4-A: Implement the milestones listed below.
Complete the Arts Court redevelopment by Q1 2018.

Complete development of new Heritage Reference List with online accessibility
by end of 2018.
Achieve 80% of recommended cultural facility operating funding (Renewed
Action Plan for Arts, Heritage and Culture) by end of 2018, and 33% of
community cultural facility capital funding by end of 2018.

Capital Operating
42. Ottawa Art FEDC 42-A: Complete the Ottawa $0 $7,470

Gallery Art Gallery (OAG)
Expansion and expansion and Arts
Arts Court Court redevelopment
Redevelopment by 25% in Q4 2015,
50% in Q4 2016 and
100% in Q1 2018.
47
Capital Operating
43. Implementation CPSC 43-A: Allocate community $0 $4,424

of Renewed cultural facility capital
Action Plan for funding commitments
Arts, Heritage of $250K per year
and Culture 2015 to 2018 in
support of action
number two of the
Council-approved
Renewed Action Plan
for Arts and Heritage
and Culture.
43-B: Achieve 50% of the
investment
recommended as
cultural facility
operating funding in
action number three of
the Council-approved
Renewed Action Plan
for Arts, Heritage and
Culture by the end of
2015; achieve 60% by
the end of 2016, 70%
by the end of 2017
and 80% by the end of
2018.
48
Capital Operating
44. Heritage PC 44-A: Complete 100% of $0 $576

Reference List new Heritage
Reference List and
make it accessible
online by Q4 2016
for inside the
greenbelt and 100%
by Q4 2018 for
outside the
greenbelt.
44-B: Complete 100% of
the identified local
community Heritage
Conservation
District Studies by
the end of 2018.
49
Strategic Objective: HC5 Develop a Taxi Strategy
To promote public safety, accessibility, and consumer protection within the taxi industry.
HC5-A: Increase the progress made in completing a Taxi Strategy to 100% by Q1 2016.

Capital Operating
46. Taxi CPSC 46-A: Increase the progress $0 $300

Regulation made in the assessment
Review of current taxi and
limousine regulations,
and a comparison to best
practices, to 100% by Q1
2016.
46-B: Increase the progress
made in the completion
of stakeholder
consultation on new taxi
and limousine
regulations, to 100% by
Q1 2016.
50
Strategic Priority Service Excellence (SE)
Improve client satisfaction with the delivery of municipal services by measurably
strengthening the culture of service excellence at the City, by improving the efficiency of
City operations and by creating positive client experiences.
Strategic Objective: SE1 Improve the client experience

through established service expectations
Continuously improve the client experience by establishing, communicating and
measuring the achievement of service expectations.
SE1- A: 100% of departments are reporting on a standardized corporate client

experience measurement framework that focuses on improving the client experience
with City services by Q4 2018.
Strategic Committee Strategic Initiative Performance Budget (Total 2015

Initiative(s) Oversight Measure(s) 2018) ($,000s)
Capital Operating
47. Client FEDC 47-A: Improvement in the overall $0 $0

Centric quality assurance rating of
Service the client experience
Improvement (reliability/responsive/caring)
in the three areas of focus
by Q4 2018.
51
Strategic Objective: SE2 - Improve access to City services
through digital service delivery
Improve access to City services, and efficiency and effectiveness of delivery, by
transforming the organizations processes and technologies to meet the increasing
client demand for digital service delivery (e.g., online, mobile, social media, etc.).
SE2-A: Increase in the number of transactions on the web each year from 2015 to 2018.

Capital Operating
48. Program FEDC / 48-A: Complete 100% $0 $6,340

Registration, ITSC assessment and
Facilities documentation of the
Booking and end-to-end business
Payment needs in support of a
System common registration,
Replacement booking and payment
experience for City
programs and services
by Q2 2016.
48-B: Complete 100%
procurement of a new
registration, booking
and payment solution
with an executed
vendor contract by Q2
2018.
49. Phone and FEDC 49-A: Complete 100% of the $0 $2,400

Counter business case by the
Strategy end of 2015.
Implementation
49-B: 100% of the Phone &
Counter Strategy
implemented, based
on the approved
business case
timeline.
52
Capital Operating
50. Legacy FEDC / 50-A: Number of application $2,800 $0

Technology ITSC types available on line.
System
50-B: Number of self-serve
Replacement
application
submissions.
51. Open Data FEDC / 51-A: Increase the $0 $348

Implementation ITSC percentage of open
Program data sets available to
the public by 10%
annually during this
Term of Council.
52. Digital Service FEDC / 52-A: Develop 100% of the $0 $1,200

Strategy and ITSC Strategy (including
Implementation public consultation) by
Q1 2016.
52-B: Implement 100% of
the projects identified
and approved by
Council for
implementation within
this Term of Council in
support of the Digital
53. IT Department FEDC / 53-A: Develop and $0 $0

Transformation ITSC implement 100% of
the IT Department
Transformation in a
staged delivery with all
the components
implemented by the
end of 2018.
53
Strategic Objective: SE3 Develop positive, effective, and
engaged employees committed to the service promise
Build a client-centric corporate culture aligned to the Service Promise; support
employees through communication, development, and recognition programs; guide and
support managers with fulfilling the Service Promise within their business areas, and
continuing the shift to client-centric service delivery.
SE3-A: Increase in employee levels of job satisfaction and commitment.

Capital Operating
54. Implement FEDC 54-A: Increase the percentage $0 $0

the Service of employees, over the
Promise 2015 baseline, who
indicate that they are
determined to fulfill the
Service Excellence
commitment (reflecting
the Service Promise).
55. Implement FEDC 55-A: Increase the proportion $0 $3,200

the 2015- of critical positions with
2018 successors who are
Corporate ready within one year to
People Plan 50% by Q4 2015, 55%
by Q4 2016, 60% by Q4
2017 and 65% by Q4
2018.
55-B: Increase the workforce

representation of the four
diversity groups relative
to their availability in the
labour market, in
accordance with the
following targets:
54
Capital Operating
Visible Minorities:
Increase by 3% during
2015 to 2018 (from 7%
to 10%)
Aboriginal Peoples:
Increase by 0.5%
during 2015 to 2018
(from 1.5% to 2%)
People with
disabilities: Increase
by 1% during 2015 to
2018 (from 2.34% to
3.34%)
Women: Maintain
overall representation
equal to market
availability
55-C: Advance the
development of the
Psychologically Healthy
Workplace Roadmap,
25% by Q2 2015, and
100% by Q4 2015.
55-D: Total number of in scope
employees that have an
ICA completed using the
on-line PDP tool
targeting 80% by Q4
2017 excluding
employees on an 18-
month performance cycle
(roll out of ICA online
starts in Q2 2015 through
to Q4 2016).
55
Strategic Priority Governance, Planning and
Decision-Making (GP)
Achieve measurable improvement in residents level of trust in how the City is governed
and managed, apply a sustainability lens to decision-making, and create a governance
model that compares well to best-in-class cities around the world.
Strategic Objective: GP1 Strengthen public engagement

Ensure business practices are democratic, engaging, and visible by encouraging
citizens to participate in decision-making and community life through public engagement
opportunities.
GP1-A: Increase the number of participants in Corporate public engagement activities

annually.

Capital Operating
56. Improved PC 56-A: Increase the percentage $0 $600

Public of eligible development
Engagement applications that have a
in Planning completed public
Matters engagement strategy to
50% by 2018 over 2015
results.
56-B: Increase the publics
evaluation of the public
engagement process by
30% over 2015 baseline
results within the term of
Council.
57. Social Media FEDC 57-A: Increase use of social $0 $308

and Public media to promote public
Engagement engagement activities.
56
Strategic Objective: GP2 Advance management oversight
through tools and processes that support accountability and
transparency
Continued implementation of new tools and practices for project management, business
cases, procurement, and contract management oversight.
GP2-A: Evaluate 100% of applicable construction and consultant contracts per year.
GP2-B: Train 100 project managers in the use of the Project Management framework
per year.

Capital Operating
58. Comprehensive FEDC 58-A: Complete service- $200 $0

Asset based asset
Management management plans
(CAM) (20 in total) by end of
Q4 2018.
58-B: Implement the Capital
Investment
Prioritization and
Project Value
Assessment
processes by end of
Q3 2015.
58-C: Develop an Integrated
Asset Planning
Framework by end of
Q1 2016.
59. Project FEDC 59-A: Implement 100% of $0 $0

Information Project Information
Management Management Systems
System (PIMS) (PIMS) project
milestones by end of
Q1 2017.
57
Capital Operating
60. Enhance FEDC 60-A: Implement 100% of $0 $0

Management the project milestones
Oversight and within this initiative by
Accountability Q4 2016:
Review of Phase 1
of VPM by Q1 2016.
Achieve the service
standard for
acknowledgement
of complaints within
3 business days a
minimum of 85% of
the time.
Train 100% of
designated project
leads on the
Corporate Business
Case methodology
by the end of Q4
2015.
Complete a review
of changes in
Management
Accountability
Reporting by Q4
2016.
58
Strategic Priority Financial Sustainability (FS)
Practice prudent fiscal management of existing resources, and make sound long-term
choices that allow City programs and services to be sustainable.
Strategic Objective: FS1 Demonstrate sound financial

management
Ensure long-range planning directs the spending of tax payers dollars.
FS1-A: Complete update of the Long-Range Financial Plans within the Term of Council.
FS1-B: Maintain established level of liquidity quarterly.
FS1-C: Maintain the percentage of overall surplus or deficit compared to total operating
expenditure budget at 0, annually.

Capital Operating
61. Water and EC 61-A: Complete Water and $0 $0

Wastewater Wastewater Rate Review
Rate by end of Q1 2016.
Structure
Review
62. Infrastructure PC 62-A: Develop 100% of new $0 $750

Standards infrastructure standards
Review by the end of 2018.
63. Fiscal FEDC 63-A: Complete 100% of the $0 $0

Framework Fiscal Framework
Refresh Update by Q4 2016.
59
Strategic Objective: FS2 Align strategic priorities to
Councils financial targets
Maintain stable and predictable property tax levels while implementing Council's
strategic priorities.
FS2-A: Adopt annual budgets that meet targets set by Council.
FS2-B: Maintain annually tax supported debt service costs within the limit approved by
Council as part of the Long Range Financial Plan (LRFP).
FS2-C: Maintain annually rate support debt service costs within the limit approved by
Council as part of the Long Range Financial Plan (LRFP).

Capital Operating
64. Maintain the FEDC 64-A: Tax rate Increase. $0 $0

Property Tax
Rate in
Accordance
with
Councils
Budget
Direction
65. Increase FEDC 65-A: Capital Funding increase. $0 $14,615

Contribution
to Capital
60
Appendix A: City Balanced Scorecard
Legend: SO = Strategic Objectives SI = Strategic Initiatives
Priorities Strategic SO Performance Measures Strategic Initiatives SI Performance Measures

Objectives
Economic EP1 Promote EP1-A: Maintain an average hotel 1. Ottawa 2017 Celebrations 1-A: Secure 100% of external funding ($20 million) by Q4 2015.
Prosperity Ottawa occupancy rate of 65%, every
1-B: Produce, co-produce, or facilitate a minimum of 10 new major offerings for
six months from 2015 to
Ottawa 2017.
2018.
1-C: Implement a minimum of 2 Ottawa 2017 events in each ward, by Q4 2017.
EP1-B: Increase the number of major
events won by the City to 5 1-D: Deploy a pageantry program in a minimum of 200 businesses and/or public
per year. venues by Q1 2016.
EP1-C: Attract and engage with 20
inbound trade delegations,
each year from 2015 to
2018.
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Objectives
Economic EP2 Support EP2-A: Communicate with 50 2. Renew and Implement 2-A: Implement 25% of the Economic Development Strategy each year from 2015
Prosperity growth of local businesses to discuss the Economic Development to 2018.
economy City's economic development Strategy
2-B: Lease 50% of Innovation Centre space by Q3 2015 and lease remaining 50%
programs and services, every
of space by Q3 2016.
six months from 2015 to
2018. 2-C: Implement 80% of the initiatives identified in Invest Ottawas annual operating
plan (2015-2018).
EP2-B: Enroll 3 companies in the
Innovation Pilot Program 2-D: Complete 100% of the following activities annually throughout the term of
every year from 2016 to Council:
2018.
Provide the Ottawa Council of Business Improvement Areas (OCOBIA) with
a quarterly summary of joint activities, support and consultation
Participate in regular outcome-oriented joint meetings involving OCOBIA
and required City staff
Conduct an annual partnership satisfaction review of BIAs.
3. ByWard and Parkdale 3-A: Implement 100% of the Council directed governance model for ByWard and
Market/Sparks Street Mall Parkdale Market by Q1 2017.
Renewal
3-B: Implement 100% of the Council directed governance model for the Sparks
Street Mall by Q4 2015.
Transportation TM1 Build a world TM1-A: Implement 100% of the 4. Completion of the O- 4-A: Complete 100% of Stage One of the Confederation Line project by May 2018.
and Mobility class initiatives required to prepare Trains Confederation Line
environmentally the City for the O-Trains Light Rail Transit Projects
sustainable light Confederation Line by May 5-A: Progress toward completion of three Environmental Assessments to 70% by
5. Light Rail Transit Stage 2
rail transit system 2018 and Stage 2 readiness. end of 2015 and 100% by Q3 2016.
Readiness
62
Objectives
Transportation TM2 Provide and TM2-A: Implement 100% of the 6. Transportation Master 6-A: Complete 75% of built Phase 1 TMP road projects by Q4 2018.
and Mobility promote initiatives aligned with Plan Phase 1 Road
infrastructure to Phase 1 of the Projects (2015-2018)
support safe Transportation Master Plan
7. Transportation Master 7-A: Complete 100 percent of the identified built Phase 1 TMP Cycling projects by
mobility choices by the end of 2018.
Plan Phase 1 Cycling Q4 2018.
8. Transportation Master 8-A: Complete 100 percent of the identified built Phase 1 TMP Pedestrian projects
Plan Phase 1 Pedestrian by Q4 2018.
Transportation TM3 Integrate the TM3-A: Increase or maintain the 9. Community Pathways and 9-A: Achieve 70% of project/ km in construction phase of new facilities within 2
and Mobility rapid transit and number of cyclists who cycle Connections Program years of initial funding for each particular project.
transit priority to transit (bikes parked at
10. Rideau Street 10-A: Complete 100% of improvements to Rideau Street and Nicholas Street by
network into the stations) annually during the
Streetscaping end of year 2017.
community Term of Council.
11. Queen Street 11-A: Complete 100% of the Queen Street Streetscaping enhancements by
Streetscaping December 2017.
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Objectives
Transportation TM4 Improve TM4-A: Implement 100% of the 12. Downtown Ottawa Truck 12-A: Increase the completion of the study to 100% and present findings to
and Mobility safety for all road initiatives aligned with Tunnel Feasibility Study Transportation Committee in Q1 2016.
users improving roads safety by
13. Cycling Safety 13-A: Complete 10 cycling safety enhancements/upgrades per year.
the end of 2018.
Improvement Program
(CSIP)
14. Winter Improvements for 14-A: Maintain the winter cycling network (according to 2003 Council approved
Cyclists Maintenance Quality Standards) for 100% of identified winter events per
year.
14-B: Develop 100% of the Cycling Network Patrol Program by Q4 2017.
15. Traffic, Pedestrian and 15-A: i) Increase the percentage of signalized intersections with accessible
Road Safety pedestrian signals (APS) to 70% by Q4 2018.
Enhancements
ii) Increase the percentage of signalized intersections with pedestrian
countdown signals (PCS) to 100% by Q4 2018.
15-B: Enhance pedestrian safety and mobility at one stand-alone intersection per
year.
15-C: i) Develop a Traffic Calming Measures Implementation Plan in each Ward (in
consultation with each Ward Councillor).
ii) Implement 100% of the work identified in each Ward's Implementation
Plan per year.
15-D: Install 5 red light traffic cameras per year.
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Objectives
Transportation TM5 Ensure TM5-A: Maintain or increase 16. Making the O-Trains 16-A: Complete 100% of the multimodal transformation program projects by the
and Mobility reliable, safe, customers and residents Confederation Line an end of Q3 2018.
accessible and confidence rating of 71% in integrated part of the OC
16-B: Have a Regulatory Monitoring and Compliance Officer in place by the end of
affordable transit OC Transpo, through to the Transpo system.
Q3 2017.
services end of 2018.
16-C: Implement 100% of the Fare Control System on the Trillium Line by the end
TM5-B: Maintain or increase OC
of Q2 2017.
Transpo's safety and security
rating at 7.4, through to the 16-D: Reduce 50% of the OC Transpo buses traveling through the downtown core
end of 2018. by September 2018.
TM5-C: Maintain sufficient service
capacity standards at 100%
to carry all transit customers,
through to the end of 2018.
TM5-D: Ensure OC Transpo remains

consistent with the Transit
Affordability Plan to match
the direction of Council.
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Objectives
Sustainable ES1 Support an ES1-A: Maintain the number of Water 17. Combined Sewage 17-A: Finalize the detailed design and contract documents for the Combined
Environmental environmentally Quality Index good to Storage Tunnel (CSST) Sewage Storage Tunnel by end of 2015.
Services sustainable excellent ratings annually at
17-B: Complete 100% of the construction of the Combined Sewage Storage Tunnel
Ottawa 75% of monitored locations
(CSST) by end of 2019.
on Ottawas major rivers.
(Ottawa, Rideau and 18. Water Environment 18-A: Complete the first annual water quality data report by Q4 2016.
Mississippi). Strategy Phase 2
18-B: Make Baseline Water Quality monitoring data available through the Citys
ES1-B: No net increase in corporate Open Data initiative by 2015.
per capita Greenhouse Gas
19. Increase Forest Cover 19-A: Achieve the Citys tree planting target of 125,000 trees per year.
(GHG) emissions between
2012 and 2016. 20. Air Quality and Climate 20-A: Decrease the municipal fleets total litres of fuel consumed per 100
ES1-C: Maintain a 2:1 ratio (or Change Management kilometres for the municipal fleet, by 3% by the end of 2015; 4% by the end
Plan of 2016, 5% by the end of 2017 and 6% by the end of 2018.
greater) between trees
planted and trees removed 20-B: Decrease in kilowatt hours per square meter (ekWh/m2) purchased at City
annually. facilities by 2.67% (from 2014 values) by the end of Q4 2018.
21. Stormwater Management 21-A: Complete 100% of the Eastern Subwatersheds SWM Retrofit Study by the
(SWM) Retrofit Master end of 2015.
Plan
21-B: Complete 85% of City-wide SWM Retrofit Master Plan by end of 2018.
22. Renewable Energy 22-A: Complete 100% of the project by Q4 2016.
Strategy
23. Bayview Yards 23-A: Complete 100% of the project by Q4 2018.
Environmental and
24-A: Complete 100% of the development of the Urban Forest Management
Geotechnical
Development
Assessment 25-A: Acquire 100% of the three priority urban natural features areas
recommended for acquisition (UNA 193, UNA 95, UNA 100) by Q4 2018.
24. Urban Forest
Management Strategy 25-B: Protect 100% of the seven urban natural areas in the 2013 Urban Features
Strategy Update that were not recommended for acquisition by Q4 2018.
25. Urban Natural Area
Acquisition Strategy 25-C: Complete 100% of the discussion paper on sustainable funding of the
Environmental Resource Areas Acquisition Reserve Fund by Q3 2016.
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Objectives
Sustainable ES2 Reduce long- ES2-A: Reduce the electrical 26. Waste Diversion in 26-A: Increase diversion rates in small-scale curb-side City facilities to: 40% by Q4
Environmental term costs consumption of the City's Parks, Buildings and 2015; 45% by Q4 2016; 50% by Q4 2017 and 55% by Q4 2018.
Services through planned streetlighting network by Grounds Services
investment and 29M kWh by the end of Q4 Operations
staging of 2018.
27. Energy Management and 27-A: Increase the number of streetlights converted to energy efficient LED
diversion and
Investment Strategy technology by 15,000 per year.
conservation
(2015-2019)
strategies 27-B: Reduce maintenance costs per converted streetlight fixtures by 50%.
28. Large Diameter 28-A: Complete condition assessment of 5 km of Transmission main (>610mm) per
Watermain Program year.
28-B: Repair / replace 100% of pipe sections and appurtenances identified annually
through the Condition Assessment Program to be below acceptable risk of
failure.
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Objectives
Healthy and HC1 Advance HC1-A: Increase the percentage of 29. Service Enhancements - 29-A: Develop a Facility Accessibility Rating Framework to inform the public of the
Caring equity and employees (starting in 2016) Accessibility Barrier level of facility accessibility. Complete 50% of the framework by Q4 2015 and
Communities inclusion for the who are advancing equity Removal Program 100% by Q4 2016.
citys diverse and inclusion in their work in
29-B: Complete delivery of the annual Accessibility Barrier Removal Program for
population the categories specified in
existing buildings, parks, and barrier removals by 15% in Q4 2015, 50% in
the Equity and Inclusion
Q4 2016, 75% in Q4 2017, and 100% in Q4 2018.
Lens, by 5% each year by
the end of 2018. The 30. Creating an Accessible 30-A: Deliver Web Content Accessibility Guidelines (WCAG) Compliance training to
baseline for the percentage City for All 100% of staff identified by Q4 2015; Deliver Accessible Office suite
of employees will be documents training to 100% of staff identified by the end of Q1 2016.
developed in 2015.
30-B: Audit 10% of new PDF documents posted on a City of Ottawa website in
2015; Audit 10% in 2016; Audit 15% in 2017; Audit 15% in 2018.
30-C: Maintain 80% compliance to the accessible design standards for annual
construction purchase order reviews in SAP.
30-D: Implement one communications strategy per year focused on increasing
manager awareness of the accommodations available to candidates and
employees with disabilities.
31. Inclusive Community 31-A: Implement 5% in 2015, 20% in 2016, 20% in 2017 and 35% in 2018 of the
Initiative actions in the five (5) action plans (Older Adult Plan, Youth Action Plan,
Municipal Immigration Strategy, Employer Strategy and the Aboriginal
Service Strategy).
31-B: Increase the percentage of trained employees (starting in 2016) who report
using the Equity and Inclusion Lens in their daily work within one year of
training by 5% each year by the end of 2018. The baseline for the
percentage of employees will be developed in 2015.
32. Community and Social 32-A: Allocate 25% of total funds annually during the term of Council.
Services Partnership
Capital Funding
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Objectives
Healthy and HC2 Revitalize HC2-A: Increase consistency among 33. Modernization of 33-A: Complete 20% of the Recreation Infrastructure Standards and Strategy by
Caring recreation identified registered Recreation Services Q4 2015, 40% by Q4 2016, 75% by Q4 2017, and 100% by Q4 2018.
Communities services recreation activities by 10%
33-B: Increase the number of Event Central-fostered activities occurring at
by Q4 2015, 15% by Q4
Lansdowne Park and City Hall to 175 activities in 2015, 185 in 2016 and 200
2016, and 20% by Q1 2018.
in 2017. In 2018, reduce the number of activities to 185.
34. Revise Parks, Recreation 34-A: Increase the progress made in revising the Facility Allocation Policy to 50%
and Cultural Services by Q2 2015, 75% by Q3 2015, and 100% by Q4 2015.
Facility Allocation Policy
35. Develop a Sport Strategy 35-A: Increase the progress made in preparing a Municipal Sports Strategy to 50%
by the end of Q2 2015 and 100% by Q4 2015.
36. Recreation Major/Minor 36-A: Leverage a minimum $1.25 of community investment for every $1.00
Capital Partnership contributed by the City in minor and major capital partnerships, every year,
from 2015 through 2018.
37. Parks and Recreation 37-A: Increase progress made in implementing Parks and Recreation facility
Facility Upgrades upgrades to 25% in 2015, 50% in 2016, 75% in 2017 and 100% in 2018.
38. Community Rinks 38-A: Increase support to community groups for the operation of outdoor rinks by
10% each year from 2015 to 2018 over the base year.
39. Targeted Low-income 39-A: Increase participation, over 2015 baseline, by 50% in 2016 and maintain for
Recreation Subsidies 2017 and 2018.
39-B: Increase hours of programming, over 2015 baseline, by 50% in 2016, and
maintain for 2017 and 2018.
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Objectives
Healthy and HC3 Create new HC3-A: Approve 300 new affordable 40. Ten Year Housing and 40-A: Decrease the annual average number of families who stayed in motels by
Caring affordable housing units by Q4 2018. Homelessness Plan 30% by the end of Q4 2018.
Communities housing options
HC3-B: Create over 150 new housing 40-B: Decrease the cost of emergency shelter response by 20% by Q4 2018 and
subsidies by Q4 2018 (Rent reinvest all savings in housing and supports.
Supplements and Housing
41. Building Better 41-A: Complete 100% of Phase 1 of the project, which includes establishing a
Allowances).
Revitalized planning framework and selecting a neighbourhood, and reporting to Council,
Neighbourhoods by the end of Q1 2016.
41-B: Complete 100% of Phase 2 of the project, which includes obtaining Council
approval on a revitalization action plan for the selected neighbourhood, by
the end of Q4 2016.
Healthy and HC4 Support Arts, HC4-A: Implement the milestones 42. Ottawa Art Gallery 42-A: Complete the Ottawa Art Gallery (OAG) expansion and Arts Court
Caring Heritage, and listed below. Expansion and Arts Court redevelopment by 25% in Q4 2015, 50% in Q4 2016 and 100% in Q1 2018.
Communities Culture Redevelopment
Complete the Arts Court
redevelopment by Q1 43. Implementation of the 43-A: Allocate community cultural facility capital funding commitments of $250K per
2018 Renewed Action Plan for year 2015 to 2018 in support of action number two of the Council-approved
Complete development of Arts, Heritage and Renewed Action Plan for Arts and Heritage and Culture.
new Heritage Reference Culture
43-B: Achieve 50% of the investment recommended as cultural facility operating
List with online funding in action number three of the Council-approved Renewed Action Plan
accessibility by end of for Arts, Heritage and Culture by the end of 2015; achieve 60% by the end of
2018 2016, 70% by the end of 2017 and 80% by the end of 2018.
Achieve 80% of
recommended cultural 44. Heritage Reference List 44-A: Complete 100% of new Heritage Reference List and make it accessible
facility operating funding online by Q4 2016 for inside the greenbelt and 100% by Q4 2018 for outside
(Renewed Action Plan for the greenbelt.
Arts, Heritage and 44-B: Complete 100% of the identified local community Heritage Conservation
Culture) by end of 2018, District Studies by the end of 2018.
and 33% of community
cultural facility capital
funding by end of 2018.
70
Objectives
Healthy and HC5 Develop a HC5-A: Increase the progress made 46. Taxi Regulation Review 46-A: Increase the progress made in the assessment of current taxi and limousine
Caring Taxi Strategy in completing a Taxi Strategy regulations, and a comparison to best practices, to 100% by Q1 2016.
Communities to 100% by Q1 2016.
46-B: Increase the progress made in the completion of stakeholder consultation on
new taxi and limousine regulations, to 100% by Q1 2016.
Service SE1 Improve the SE1- A: 100% of departments are 47. Client Centric Service 47-A: Improvement in the overall quality assurance rating of the client experience
Excellence client experience reporting on a standardized Improvement (reliability/responsive/caring) in the three areas of focus by Q4 2018.
through corporate client experience
established measurement framework
service that focuses on improving
expectations the client experience with
City services by Q4 2018.
71
Objectives
Service SE2 Improve SE2-A: Increase in the number of 48. Program Registration, 48-A: Complete 100% assessment and documentation of the end-to-end business
Excellence access to City transactions on the web each Facilities Booking and needs in support of a common registration, booking and payment experience
services through year from 2015 to 2018. Payment System for City programs and services by Q2 2016.
digital service Replacement
48-B: Complete 100% procurement of a new registration, booking and payment
delivery
solution with an executed vendor contract by Q2 2018.
49. Phone and Counter 49-A: Complete 100% of the business case by the end of 2015.
Strategy Implementation 49-B: 100% of the Phone & Counter Strategy implemented, based on the approved
business case timeline.
50. Legacy Technology 50-A: Number of application types available on line.

System Replacement
50-B: Number of self-serve application submissions.
51. Open Data 51-A: Increase the percentage of open data sets available to the public by 10%
Implementation Program annually during this Term of Council.
52. Digital Service Strategy 52-A: Develop 100% of the Strategy (including public consultation) by Q1 2016.
and Implementation 52-B: Implement 100% of the projects identified and approved by Council for
implementation within this Term of Council in support of the Digital Strategy
by Q4 2018.
53. IT Department 53-A: Develop and implement 100% of the IT Department Transformation in a
Transformation staged delivery with all the components implemented by the end of 2018.
72
Objectives
Service SE3 Develop SE3-A: Increase in employee levels 54. Implement the Service 54-A: Increase the percentage of employees, over the 2015 baseline, who indicate
Excellence positive, effective, of job satisfaction and Promise that they are determined to fulfill the Service Excellence commitment
and engaged commitment. (reflecting the Service Promise).
employees
55. Implement the 2015-2018 55-A: Increase the proportion of critical positions with successors who are ready
committed to the
Corporate People Plan within one year to 50% by Q4 2015, 55% by Q4 2016, 60% by Q4 2017 and
service promise
65% by Q4 2018.
55-B: Increase the workforce representation of the four diversity groups relative to
their availability in the labour market, in accordance with the following targets:
Visible Minorities: Increase by 3% during 2015 to 2018 (from 7% to 10%)
Aboriginal Peoples: Increase by 0.5% during 2015 to 2018 (from 1.5% to
2%)
People with disabilities: Increase by 1% during 2015 to 2018 (from 2.34%
to 3.34%)
Women: Maintain overall representation equal to market availability
55-C: Advance the development of the Psychologically Healthy Workplace
Roadmap, 25% by Q2 2015, and 100% by Q4 2015.
55-D: Total number of in scope employees that have an ICA completed using the
on-line PDP tool targeting 80% by Q4 2017 excluding employees on an 18-
month performance cycle (roll out of ICA online starts in Q2 2015 through to
Q4 2016).
Governance, GP1 Strengthen GP1-A: Increase the number of 56. Improved Public 56-A: Increase the percentage of eligible development applications that have a
Planning and public participants in Corporate Engagement in Planning completed public engagement strategy to 50% by 2018 over 2015 results.
Decision- engagement public engagement activities Matters
56-B: Increase the publics evaluation of the public engagement process by 30%
Making annually.
over 2015 baseline results within the term of Council.
57. Social Media and Public 57-A: Increase use of social media to promote public engagement activities.
Engagement
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Objectives
Governance, GP2 Advance GP2-A: Evaluate 100% of applicable 58. Comprehensive Asset 58-A: Complete service-based asset management plans (20 in total) by end of Q4
Planning and management construction and consultant Management (CAM) 2018.
Decision- oversight through contracts per year.
58-B: Implement the Capital Investment Prioritization and Project Value
Making tools and
GP2-B: Train 100 project managers Assessment processes by end of Q3 2015.
processes that
in the use of the Project
support 58-C: Develop an Integrated Asset Planning Framework by end of Q1 2016.
Management framework per
accountability and
year. 59. Project Information 59-A: Implement 100% of Project Information Management Systems (PIMS) project
transparency
Management System milestones by end of Q1 2017.
(PIMS)
60. Enhance Management 60-A: Implement 100% of the project milestones within this initiative by Q4 2016:
Oversight and
Review of Phase 1 of VPM by Q1 2016.
Accountability
Achieve the service standard for acknowledgement of complaints within 3
business days a minimum of 85% of the time.
Train 100% of designated project leads on the Corporate Business Case
methodology by the end of Q4 2015.
Complete a review of changes in Management Accountability Reporting
by Q4 2016.
Financial FS1 Demonstrate FS1-A: Complete update of the Long- 61. Water and Wastewater 61-A: Complete Water and Wastewater Rate Review by end of Q1 2016.
Responsibility sound financial Range Financial Plans within Rate Structure Review
management the Term of Council.
62. Infrastructure Standards 62-A: Develop 100% of new infrastructure standards by the end of 2018.
FS1-B: Maintain established level of Review
liquidity quarterly.
FS1-C: Maintain the percentage of 63. Fiscal Framework 63-A: Complete 100% of the Fiscal Framework Update by Q4 2016.
overall surplus or deficit Refresh
compared to total operating
expenditure budget at 0,
annually.
74
Objectives
Financial FS2 Align FS2-A: Adopt annual budgets that 64. Maintain the Property 64-A: Tax rate Increase.
Responsibility strategic priorities meet targets set by Council. Tax Rate in Accordance
to Councils with Councils Budget
FS2-B: Maintain annually tax
financial targets Direction
supported debt service costs
within the limit approved by 65. Increase Contribution to 65-A: Capital Funding increase.
Council as part of the Long Capital
Range Financial Plan
(LRFP).
FS2-C: Maintain annually rate
support debt service costs
within the limit approved by
Council as part of the Long
Range Financial Plan
(LRFP).
75
76
Appendix B: Glossary of Terms
1. Accountability the principle that a municipality is obligated to demonstrate and
take responsibility for its actions, decisions and policies, and that it is answerable to the
public at large.
2. Balanced Scorecard the strategic planning and management system used at the
City to align activities to Council vision and City strategy and monitor performance
against strategic priorities and strategic objectives.
The City Balanced Scorecard comprises four perspectives:
1. Constituents and Stakeholders identifies the Citys main clients and key
programs and services the City wants to enhance.
2. Process addresses internal processes and how to improve them in order to

consistently meet clients needs.
3. People addresses the resources, skills, training and support that staff must have in
order to do their jobs well.
4. Budget addresses the resources required to achieve the organizations goals, and
how revenue-generating strategies are balanced with strategies for increasing
productivity.
3. Governance the process of decision-making and the process by which decisions

are implemented.
4. Long-Range Financial Plan (LRFP) a document that examines the Citys

operating and capital needs over the next 10 years. It also sets out assumptions on
which these needs are based, presents existing funding sources, outlines potential new
funding sources (both those under Councils control and those that may require
decisions of other parties), and recommends actions by which the City can secure a
solid financial future. The LRFP is refreshed on a regular basis.
5. Long-Term Sustainability Goals broad, long-term (30-100 years) goals to be

achieved through City services that make up a vision for a sustainable, resilient and
liveable city.
6. Performance Measure a quantitative or qualitative tool to assess progress towards

an outcome or goal. Performance measures monitor the implementation and
effectiveness of the City strategy, determine the gap between actual and targeted
performance, and determine organizational effectiveness and operational efficiency. In
the balanced scorecard system, performance measures are tied to strategic objectives
and strategic initiatives.
77
7. Refresh in the context of a plan, a review (usually minor) to bring it up to date. A
refresh provides an opportunity to respond to new opportunities and emerging issues,
and to acknowledge when actions are completed.
8. Strategic Initiatives a collection of finite-duration discretionary projects and

programs that are outside day-to-day operational activities and are designated to assist
in achieving the strategic objectives.
9. Strategy Map a visual representation of the City strategic priorities and strategic
objectives.
10. Strategic Objectives specific directional statements that represent exactly the
areas of focus during this Term of Council.
11. Strategic Priorities thematic groupings of specific objectives that provide the
high-level description of the Council strategy. For the current Term of Council (2015
2018) there are seven: Economic Prosperity; Transportation and Mobility; Sustainable
Environmental Services; Healthy and Caring Communities; Service Excellence;
Governance, Planning and Decision-Making; and Financial Sustainability.
12. City Strategic Plan the primary document that articulates what Council wants to
achieve during its term. It is also a communication tool for constituents and stakeholders
to understand the overall direction and goals of the organization and how those goals
will be reached in the term of Council.
13. Target a goal indicating the level of performance or rate of improvement required
for a particular performance measure.
14. Term of Council the period of time that a Mayor and Councillors serve on Council
after a municipal election. At the City of Ottawa, the Term of Council is four years. The
current Term of Council began in December 2014 and will end in 2018.
15. Transparency the principle that a municipality will conduct its business in an
accessible, clear and visible manner and that its activities are open to examination by its
stakeholders.
16. Term of Council Vision defines where the City is going and what the future looks
like. The 20152018 Term of Council vision is: Over the next four years, the City of
Ottawa will increase the publics confidence in City government and improve resident,
enterprise and visitor satisfaction with City services.
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Notes
Note 1
This is an illustration of the City of Ottawas organizational chart.
At the top is of the chart is City Council.
Under City Council is the City Manager, Kent Kirkpatrick, who reports directly to City
Council. The Office of the Auditor General is also under City Council.
Under the City Manager are three portfolios:
City Managers Office

City Operations Portfolio (Susan Jones (Acting), Deputy City Manager)
Planning and Infrastructure Portfolio (John Moser (Acting), Deputy City Manager)
Under the City Managers Office are the following departments:
Corporate Communications Department (Lisa Allaire, Chief)

City Clerk & Solicitor Department (Rick OConnor, City Clerk & Solicitor)
Finance Department (Marian Simulik, City Treasurer)
Corporate Programs & Business Services Department (Steve Box, Director)
Economic Development and Innovation Department (Saad Bashir, Director)
Light Rail Planning and Implementation (Nancy Schepers (Acting), Executive
Advisor)
Transit Services Department (John Manconi, General Manager)
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Under the City Operations Portfolio are the following departments:
Community & Social Services Department (Aaron Burry, General Manager)

Public Works Department (Kevin Wylie, General Manager)
Information Technology Services Department (Charles Duffett, Director and Chief
Information Officer)
Parks, Recreation & Cultural Services Department (Dan Chenier, General
Manager)
Human Resources Department (Marianne Phillips (Acting), Director)
Emergency & Protective Services Department (Anthony Di Monte (Acting),
General Manager)
ServiceOttawa Department (Donna Gray, Director)
Environmental Services Department (Dixon Weir, General Manager)
Under the Planning and Infrastructure Portfolio are the following departments:
Infrastructure Services Department (Wayne Newell, General Manager)
Planning & Growth Management Department (Michael Mizzi (Acting), General
Manager)
Real Estate Partnership & Development Office (Gordon E. MacNair, Director)
Link to Section II: Strategic Planning at the City of Ottawa
80
Note 2
This is an illustration of the City of Ottawas Strategy Map, depicted as a house.
The roof of the house displays the City of Ottawa's 12 Long-Term Sustainability Goals.
The Citys long-term sustainability goals are broad, long-term (30 to 100 year) goals.
They were identified through consultation with residents of Canadas Capital Region
during a planning exercise led by the City of Ottawa in partnership with the City of
Gatineau and the National Capital Commission.
The Citys long-term sustainability goals guided the development of the Term of Council
Priorities by ensuring that long-term impacts on Ottawas economic prosperity,
environment, social well-being and culture and identity were taken into account. The 12
goals, listed below, provide a vision of a sustainable, resilient and liveable capital city:
Health and Quality of Life - All residents enjoy a high quality of life and contribute
to community well-being
Economic Prosperity - Economic prosperity supports residents, community well-
being and ecological health
Culture and Identity - Cultural vitality and diversity contribute to the regions
strong identity
Biodiversity and Ecosystem Health - Ecosystems are healthy, protected and
support biodiversity
Governance and Decision-Making - Decision-making is open, informed and
inclusive
Climate Change - The region adapts to a changing climate
Renewable Energy - Energy is used efficiently and supplied from green,
renewable sources
Connectivity and Mobility - Walking, cycling, and transit are residents first
choices for transportation
Food and Agriculture - The local food system is sustainable and provides
residents with healthy and affordable food
Water and Wastewater - Water resources are cherished, conserved and
protected
Housing - Housing options are green, healthy and meet the needs of the whole
community
Materials and Solid Waste - Waste is reduced towards zero
Underneath the roof is the Term of Council Vision.
81
The levels under the Term of Council Vision represent the balanced scorecard
perspectives. Listed from top to bottom, they are:
Constituents and Stakeholders

Services and Programs
Process and People
Budget
Each perspective except the first is associated with one of the seven Term of Council
Priorities and its objectives.
The Constituents and Stakeholders perspective is associated with three objectives for
three types of constituents and stakeholders:
Residents: Objective C1 Contribute to the improvement of my quality of life

Enterprises: Objective C2 Enable the achievement of our short and long term
success
Visitors: Objective C3 Provide a compelling, vibrant destination
The Services and Programs perspective is associated with four Term of Council
Priorities and their objectives:
Economic Prosperity Priority: Objective EP1 Promote Ottawa; EP2 Support

growth of local economy
Transportation & Mobility Priority: Objective TM1 Build a world-class

environmentally sustainable light rail transit system; TM2 Provide and promote
infrastructure to support safe mobility choices; TM3 Integrate the rapid transit and
transit priority network into the community; TM4 Improve safety for all road users;
TM5 Ensure reliable, safe, accessible and affordable transit services
Sustainable Environmental Services Priority: Objective ES1 Support an

environmentally sustainable Ottawa; ES2 Reduce long-term costs through planned
investment and staging of diversion and conservation strategies
Healthy & Caring Communities Priority: Objective HC1 Advance equity and
inclusion for the citys diverse population; HC2 Revitalize recreation services; HC3
Create new affordable housing options; HC4 Support Arts, Heritage and Culture;
HC5 Develop a Taxi Strategy
The Process and People combined perspective is associated with two Term of Council
Priorities and associated objectives:
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Service Excellence Priority: Objective SE1 Improve the client experience through
established service expectations; SE2 Improve access to City services through
digital service delivery; SE3 Develop positive, effective, and engaged employees
committed to the service promise
Governance, Planning & Decision-Making Priority: Objective GP1 Strengthen

public engagement; GP2 Advance management oversight through tools and
processes that support accountability and transparency
The Budget perspective is associated with one Term of Council Priority and its
objectives:
Financial Sustainability Priority: Objective FS1 Demonstrate sound financial

management; FS2 Align strategic priorities to Councils financial targets
Link to 20152018 Term of Council Priorities
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City of Ottawa

City of Ottawa | 20152018 Strategic Plan

The Term of Council Priorities also provide a common focus and

We will move forward with important city-building priorities involving public

City of Ottawa | 20152018 Strategic Plan

It touches on everything we do.

City of Ottawa | 20152018 Strategic Plan

The City Strategic Plan also includes:

Assigned oversight responsibilities with respect to Term of Council Priorities.

Budget requirements associated with the implementation of the strategic

Long-term sustainability goals that, when applied to actions and decision-making,

A four-year vision for the City of Ottawa.

City of Ottawa | 20152018 Strategic Plan

Located at the Ontario-Quebec border, Ottawa has the second-highest percentage of

City of Ottawa | 20152018 Strategic Plan

City of Ottawa | 20152018 Strategic Plan

Jim Watson Bob Jody Mitic

Mayor Ward 1 Orlans Ward 2 Innes

Jan Harder Marianne Eli El-

Ward 3 Barrhaven Ward 4 Kanata North Ward 5 West Carleton-

Shad Qadri Mark Taylor Rick

Ward 6 Stittsville Ward 7 Bay Ward 8 College

City of Ottawa | 20152018 Strategic Plan

Ward 9 Knoxdale-Merivale Ward 10 Gloucester- Ward 11 Beacon Hill-

Mathieu Tobi Catherine

Ward 12 Rideau-Vanier Ward 13 Rideau-Rockcliffe Ward 14 - Somerset

Jeff Leiper Riley David

Ward 15 - Kitchissippi Ward 16 River Ward 17 Capital

City of Ottawa | 20152018 Strategic Plan

Ward 18 Alta Vista Ward 19 Cumberland Ward 20 Osgoode

Scott Michael Allan

Ward 21 Rideau-Goulbourn Ward 22 Gloucester-South Ward 23 Kanata South

City of Ottawa | 20152018 Strategic Plan

The Office of the Auditor General reports directly to Council.

City of Ottawa | 20152018 Strategic Plan

City of Ottawa | 20152018 Strategic Plan

Specifically, the Corporate Planning Framework provides:

City of Ottawa | 20152018 Strategic Plan

The strategic planning process consists of four steps:

3. Monitor and Report

4. Assess and Adapt

City of Ottawa | 20152018 Strategic Plan

Drafting the Term of Council Priorities

City of Ottawa | 20152018 Strategic Plan

2. Process: addresses internal processes and how to improve them in order to

City of Ottawa | 20152018 Strategic Plan

How to Read the Strategy Map

City of Ottawa | 20152018 Strategic Plan

City of Ottawa | 20152018 Strategic Plan

Economic Prosperity (EP): Use Ottawas unique combination of recreational,

Sustainable Environmental Services (ES): To provide sustainable

Service Excellence (SE): Improve client satisfaction with the delivery of

Governance, Planning and Decision-Making (GP): Achieve measurable

Financial Sustainability (FS): Practice prudent fiscal management of existing

City of Ottawa | 20152018 Strategic Plan

Lead Dept = Lead Department

City of Ottawa | 20152018 Strategic Plan

Economic 2 Renew and Implement Economic Development EDI FEDC

City of Ottawa | 20152018 Strategic Plan

17 Combined Sewage Storage Tunnel (CSST) ISD EC

26 Waste Diversion in Parks, Buildings and Grounds PW EC

City of Ottawa | 20152018 Strategic Plan