Report No.CM21 - 2011 August 11 , 2011 File No: 0620-20

To: Mayor and Council

COUNCIL REPORT

Executive Committee

From: Subject:

Karen Sinclair, Director, Strategic Planning & Business Improvement 2011 Strategic Plan - Mid-Year Review

RECOMMENDATION

THAT Report No. CM21 - 2011, dated August 12, 2011, from the Director of Strategic Planning & Business Improvement, regarding the 2011 Strategic Plan - Mid-Year Review, be received .

BACKGROUND

Report CM16-2011 , dated March 28, 2011, presented the City's Strategic Plan adopted by Council and highlighting Key 2011 Initiatives. The report went on to state that baseline Key Performance Indicators (KPls) would be further developed and presented to Council in conjunction with the 2010 Annual Plan, which happened on June 27'h, in summary format.

ANALYSIS

The purpose of this report is to provide an update, in the form of 'Highlights', on the City's accomplishments on Key 2011 Initiatives for the first half of 2011 and expand on the Key Performance Indicators provided in the 2010 Annual Plan.

Appendix A includes highlights of accomplishments during the first half of 2011 on Key 2011 Initiatives and a preview of 2011 Key Performance Indicators that will be reported on in conjunction with 2011 Annual Plan .

FINANCIAL PLAN IMPLICATION

Financial implications are not applicable for the context under which this report is being submitted.

STRATEGIC DIRECTIONS

The Strategic Plan is our guiding document. It links the wants and needs of the citizens, through their elected Council representatives and the Senior Management Team, to city employees who are tasked with responding to those wants and needs. The City delivers services to the community, the community responds and the cycle starts again.

Reporting on the initiatives in the Strategic Plan helps provide continuity and accountability on the part of the city.

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Report No. CM21 -2011 Page 2 of 2

COMMUNICATION PLAN

Accomplishments highlighted in this report will be published in the newspaper and a full report will be available on-line immediately following receipt of this report .

SUMMARY

Abbotsford 's Strategic Plan lays out the direction for the City and identifies priorities. It translates the community's wants and needs through their Council representative providing city staff the marching orders they need to get things done.

Highlights of 2011 accomplishments and Key Performance Indicators are provided in the two attached appendices.

The information provided herein will be published in the local weekly newspaper and a full report of accomplishments available on-line.

Karen Sinclair Director, Strategic Planning & Business Improvement

City Manager

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, A

'"

2011 Strategic Plan - Mid Year Performance

Goalsl Priority Objectives

Achieve Economic & Fiscal Balance:

• Aggressively Pursue Commercial & Industrial Development

• Safeguard and optimize existing infrastructure investment and invest in new infrastructure capacity

• Pursue new revenue sources to support City services

Mid-Year Performance

• The City in the Country Industrial Lands Strategy is in place; servicing industrial lands is proceeding; pre-zoning of lands is in progress;

• U-Oistrict Plan workshops have occurred; a strategiC document is being developed for Council approval;

• 25 plus sessions profiling economic opportunities in Abbotsford have taken place;

• Significant preparatory work has occurred for a new water source at Stave Lake; P3 grand fund ing has been applied for; an awareness and educational campaign is being developed;

• JAMES Plant expansion has occurred; grants have been submitted for further expansion;

• Tangible capital assets review is complete; strategy for funding future asset replacement will be developed in 2012:

• The fleet review at City and Police is in progress;

• A development corporation initiative will be presented to Council Fall 2011

• Grant funding has been applied for the new water source and Vye Street overpass

• A future Transit Plan is evaluating growth and new revenue sources • Digital signage initiative has been finalized:

APPENDIX A

Key Performance Indicators related to Strategic Goals (see www.abbotsford.ca for complete list of indicators)

Whal follows is a preview of Key Perfonnance Indicators. A Full Report of Key Performance Indicators will hc provided on­line at www.abbotsford .ca

Building P ..... Ino ·Comwvction V.lvoe UflO,flOMI)O .... , ... ,.~ ~~~~r.i;"=>i~~'~' ~.~ IUII,flOO,UtI L.-~!!l 1140,000,000 _

1120,000.000 • I t 100 ,000 ,0&0 --

uO ,_ .otIO

"0.0000.00II

l"f.totl.otIo

UlI,lfIO.tIOO ,. 2001 """11001 lOIO """,uo' lOU y"lt) Jul, 1011 hll"uled,o)

r.!4'M ' .. ,....-.- ""···_ , ..... ··~ ... "' .... __ ,····f"' ..... _ ...

"" "" 2\111)_""'.,.,. :t011 T.I!Jd Bo.

, A A

• Improve Operational Governance and Accountability

• Develop a Financial Strategy for Fiscal Sustainability

• A Budget Development Injtja~ive is being completed in time for 2012 budget

• Business case structure developed to accompany all 2012 Capital budget initiatives

• An Information Technology Master Plan is being finalized in September 2011

• The FVRD participation review is substantially complete and will be presented to Council in September 2011 ;

• A Financial Sustainability review project has been defined and deliverables have been defined. A revenue model and debl policy is being formulated for Council consideration in early 2012.

• Reviews of the AESC have been completed and efficiencies are being implemented - commissions; finanCial integrity, attendance increases;

, A

'"

Promote Economic Competitiveness and Innovation

• Expand Economic Capacity of the Airport

• Strengthen the University and Health Services

• Actively Support Agriculture as a significant economic engine in Abbotsford

• Improve the effectiveness of the Transportation System

• A review of airport governance and operating structure is in progress

• Airshow showcase and forums highlighted aerospace and development potential at the airport

• Significant discussions with airport partners are occurring to increase air traffic

• Car rental RFP to yield additional revenue

• Workshops have been held and the U-District Vision is being formulated for Council consideration

• A UFV downtown campus has been approved and will be functional in Spring 2012

• The City is facilitating development and supporting the Campus of Care

• The Agricultural Strategy was approved by Council in March 2011; work on the recommendations has begun .

• The Agriculture Trust Fund initiative has been approved by Council and will commence in Fall 2011

• The Truck Parking Task Force has been approved: truck parking on agricultural lands is being enforced.

• Innovative servicing strategies have been developed that pursue agricultural industrial growth.

• BC Transit is finalizing the Abbotsford Pilot project that rationalizes routes, facilities and cost to improve transit. A draft will be available in Fall 2011;

• BC Transit is finalizing a Future Plan which sets out short. medium and long term transit improvements for Abbotsford-Mission and the Fraser Valley Regional District.

• Transit funding approved in the 2011 budget has been implemented to improve routes and frequency

"

Paae3

490.0)(, 1-5.55OK 485.0)(,

U.600K 4110.01(

'5.55OK 415.01(

470.0)1. 15.500)(, .165.01(

'5.450)( 460.0)(,

$5,400)( 455.0)(,

I----o=--r-,,~--r-;;;"'r.;;;;___j HO.O)( 15,350)( .. 2009 2011 Target

--Airport Revenue

--Airport Pas<>engel ThfOUqhpu1

U .469K $5.508K U.6)7K

4&8.6K 463.8K '85.0)(

J .O t=:! . Tr;tll$ll S.""'ce Hoars per Cooph., Ptr Dlp"".oo -== ]5 :::;;::;0:=

15

1.0

.5

00

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Green Economy, Green Energy, and Green Community:

Green Economy

Green Energy

Green Community

• Route rationalization and frequency improvements were implemented July 1. 2011 leading 10 a projected increase in transit users.

• Contract awarded in July 2011 for compost processing service; a full facility will be implemented in 2012 with curbside collection of compostabJe waste and recycling

• Development staff are working with several developers in promoting green building designs

• A corporate energy policy is in place; HVAC systems have been adjusted; garbage pick up has been reduced; pilot with bio-fuels for fleet; groundwater fed wells at City parks.

• Stormwater innovations at new industrial sites & YXX lands,

Solid Waste Diversion Rate (Single Family Residential)

PaQe 4

.. "

Provide a Safe, Healthy & Inclusive Community:

• Implement the Recommendations of the Abbotsford Crime Reduction and Safety Strategy

• Promote Community Wellness Through Physical Activity and Healthy Eating

• Increase affordable Housing Altemalives

• The Good Neighbour Program; • The Community Development Program - Neighbourhood

Associations, and Neighbourhood Spirit Contest; • Partnering with Police regarding traffic safely issues; • Public art and floral beautification initiatives are in place;

• Coordinate and complete Phase I of Abbotsford BUilding Connectionsl Community Wellness

• Partnership with the School District in place; schools are twinned; students and community involved; multi cultural community engaged:

• Healthy Abbotsford partnerships and initiatives are increasing awareness;

• Eat Well, Be Physical, Don't Smoke Campaign

• Strategy will be completed by August, 2011

Paoe 5

1,900 ~ - - .- ------- ------. - _ .---,-

1,850

1.800

1.150

1.100

1,650

1.600

1,550

1.500

1,450

1,400

"" 1010 2011 T"<l l!)t!

1,000,000

9OQ,OOO

800,000

700,000

600,000

500,000

400,000

300,000

200.000

100.000

, '" '"

Support an Engaged and Effective Workforce:

• Promole a progressive and positive workplace culture

• Develop a culture of Organization and People Development, Leadership and Well ness

Provide Exceptional Customer Service:

• Develop a comprehensive customer service strategy

• Updated the Employee Engagement survey results in September 2011

• Implement an Employee Wellness Program - wellness committee; Heart health clinics; weight watchers at work; Running Room: Lunch & Learns: hiking and walking clubs:

• Significant professional and social staff functions have occurred.

• Continue LEAD and LEAPS leadership programs (40 more participants in 2011)

• Continue diversity training • Embark on customer service training ill Support and implement nexible work arrangements for staff.

• An internall external customer service survey has been conducted; • A customer service! complaints policy is being formulated : • Training in customer service will commence in Fall of 2011;

Page 6

Employee Engagement Survey

ludmh" Trairing

IjI) jlE • , !1I •

Respondents indicating they etther Agreed or Strongly Agreed with

Statements made in the Positive

:l8.5~.;,

47 .5~. .... "~ ~}J '0 10 •

;rre ~IO ~I I

Years

~12

47.0~~ 46.5~ . 46.0 '.~ 45.5 ~ .. 45.0 ",< US .. 44.0~~

2008 SliNey 2011 Survey r il ,!!et

III Satisfaction with Services

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.f'I ... ,., .... ,.. ... • __ ··-lOI.-"' .. · ""~._'" "'~_er"'"at.,_·~

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..... "'.".~ ... ~ ... !\g • • ""UpgflO~"9 0[ _ ~1f"\I .nd '[,," ... 11b 1t~. .",

By"" Hl!OIUmtnl _ """

TI. I!k ""'~"'n!Ir>eMl"'9t •• lllc ~ , .""1119 ",d ..... p.<Mo:>Q I~. lIowot INtHIc

P~blicl"'lSll

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'''' '" Sf'!>

MAYOR & COUNCIL'S STRATEGIC DIRECTIONS

2011 Mid·Year Performance Highlights on the Strategic Plan

.......

August 22, 2011 -=-~..".; ABBOTSFORD

VISION Abbotsford is the most sustainable, livable, and prosperous community in British Columbia.

MISSION We deliver excellent services that improve the sustainability and quality of life in Abbotsford. _

~~..".; ABBOTSFORD

-49 -

1

City of Abbotsford

Strategic

Perfonnance M anagement

happens HERE

~

950+ FTE Em

Strategic Goals 1. Achieve economic and fiscal balance;

Services

.-:-. ...... ...,...; ABBOTSFORD

2. Promote economic competitiveness and innovation;

3. Green economy, green energy, green community;

4. Provide a safe, healthy, and inclusive community;

5. Support an engaged and effective workforce; -

6. Provide exceptional customer service.

-50-

~ ...... ...,...; ABBOTSFORD

2

FISCAL ECONOMIC

STRATEGIC GOAL:

Achieve economic and f iscal balance

Aggressively Pursue Commercial & Industrial Development

• ....... A ABBOTSFORD

• The City Industrial Lands Strategy is in place; servicing industrial lands is proceeding; pre-zoning of lands is in progress;

U Plan workshops have occurred; a strategic document is being developed for Council approval;

• 25 plus sessions profiling economic opportunities in Abbotsford have taken place.

• ....... A ABBOTSFORD

- 5 1 -

3

Safeguard and Optimize Existing Infrastructure Investment and Invest in New Infrastructure Capacity

• Significant preparatory work has occurred for a new water source at Stave Lake; P3 grant funding has been applied for; an awareness and educational campaign is being developed;

• JAMES Plant expansion has occurred; a grant application has been submitted for further expansion;

• Tangible capital assets review is complete; strategy for funding future asset replacement will happen as a component of integrated planning project;

• Recommendations of general flee view,are'being implemented and police fleet lew/ is in progress.

Pursue New Revenue Sources to Support City Services

~ ....... ,; ABBOTSFORO

• An Economic Development Corporation initiative will be presented to Council Fall 2011;

• Grant funding has been applied for the new water source and Vye Street overpass;

• A future Transit Plan is evaluating growth and new revenue sources;

• Digital signage initiative has been finalized .

-52-

-=-....... ,; ABBOTSFORD

4

Improve Organizational Governance and Accountability

• A Budget Development Initiative is being completed in time for 2012 budget;

• Business case structure developed to accompany all 2012 Capital budget initiatives;

• An Information Technology Master Plan is being finalized in September 2011;

The FVRD participation review is substantiall complete and will be presented to Council in September 2011. . ...... ...,..

ABBOTSFORD

Develop a Financial Strategy for Fiscal Sustainability

• A Financial Sustainability review project and its deliverables have been defined. A revenue model and debt policy is being formulated for Council consideration in early 2012;

• Reviews of the AESC have been completed and efficiencies are being implemented - commissions; financial integrity, attendance increases.

-53 -

-

5

I FISCAL ECONOMIC

STRATEGIC GOAL: Think Local. Promote economic competitiveness and innovation

I

.. ·· t t -- ----"::.:: ..... ~. -- ---, . --"...,.--- -

Expand Economic Capacity of the Airport

• A review of airport governance and operating structure is in progress;

. ....... ~ ABBOTSFORD

• Airshow showcase and forums highlighted aerospace and development potential at the airport;

• Significant discussions with airport partners are occurring to increase air traffic;

• Car rental RFP to yield additional revenue .

-54-

. ...... ~ ABBOTSFORD

1

6

Strengthen the University and Health Services

• Workshops have been held and the U-District Vision is being formulated for Council consideration;

• A UFV downtown campus has been approved and will be functional in Spring 2012;

• The City is facilitating development and supporting the Campus of Care. -

-=-...... ..,.; ABBOTSFORD

Actively Support Agriculture as a Significant Economic Engine in Abbotsford

• The Agricultural Strategy was approved by Council in March 2011; work on the recommendations has begun;

• The Agriculture Trust Fund initiative has been approved by Council and will commence in Fall 2011;

• The Truck Parking Task Force has been approved; truck parking on agricultural lands is being enforced;

• Innovative servicing strategies have been developed that pursue agricultural industrial growth.

-55-

7

Improve the Effectiveness of the Transportation System

• BC Transit is finalizing the Abbotsford Pilot project that rationalizes routes, facilities and cost to improve transit. A draft will be available in Fall 2011;

• BC Transit is finalizing a Future Plan which sets out short, medium and long term transit improvements for Abbotsford-Mission and the Fraser Valley Regional District;

• Transit funding approved in the 2011 budget has been implemented to improve routes and frequency_

---.-

• ..... A ABBOTSFORD

ENVIRONMENT

STRATEGIC GOAL:

Green Economy, Green Energy, Green Community

-56-

• ..... A ABBOTSFORD

8

Green Economy, Green Energy, Green Community

• Route rate and frequency analysis completed July 1st

leads to increase in transit users;

• Contract awarded in July 2011 for compost processing service; a full facility will be implemented in 2012 with curbside collection of compostable waste and recycling

• Development staff are working with several developers in promoting green building designs

• A corporate energy policy is in place; HVAC systems have been adjusted; garbage pick up has been ~o ; pilot with bio-fuels for fleet; groundwater /

,-----fed wells at City parks. ----/

• Stormwater innovations at /

new industrial sites & Y ands. -=--........ A / ABBOTSFORD

SOCIAL

STRATEGIC GOAL:

Provide a safe, healthy and inclusive community

-=--. ........ A ABBOTSFORD

- 57-

9

Implement the Recommendations of the Abbotsford Crime Reduction & Community Safety Strategy

• The Good Neighbour Program;

The Community Development Program -Neighbourhood Associations, and Neighbourhood Spirit Contest;

• Partnering with Police regarding traffic safety issues;

• Public art and floral beautification initiatives are in place.

Promote Community Well ness Through Physical Activity and Healthy Eating

• Partnership with the School District in place;

. 00

schools are twinned; students and community involved; multi cultural community engaged;

• Coordinate and complete Phase I of Abbotsford Building Connections;

• Healthy Abbotsford partnerships and initiatives are increasing awareness; -

• Eat Well, Be Physical, Don't Smoke Ca ",' "

-58-

10

Increase Affordable Housing Alternatives

• Affordable Housing Strategy being presented for the first time today.

CORPORATE

STRATEGIC GOAL:

Support an engaged and effective workforce

. -./

- 59 -

--.--

.-

---

...:-.. ....... ,; ABBOTSFORD

--=-....... ,; ABBOTSFORD

11

Promote a Progressive and Positive Workplace Culture

• Updated the Employee Engagement survey results in September 2011

• Implement an Employee Wellness Program - wellness committee; Heart health clinics; weight watchers at work; Running Room; Lunch & Learns; hiking and walking clubs;

• Significant professional and social staff functions have occurred.

/

/

Develop a Culture of Organization and

. --=-....... ....,.; ABBOTSFORD

People Development, Leadership and Well ness

• Continue LEAD and LEAPS leadership programs (40 more participants in 2011);

• Continue diversity training;

• Embark on customer service training;

• Support and implement flexible work arrangements for staff.

-60-

12

CORPORATE

STRATEGIC GOAL:

Provide exceptional customer service

Develop a Comprehensive Customer Service Strategy

....

n ~~ ABBOTSFORD

• An internal! external customer service survey has been conducted ;

• A customer service! complaints policy is being formulated;

• Training in customer service will commence in Fall of 2011 .

-..

n ~A ABBOTSFORD

- 61 -

13

- 62-