CORPORATE SERVICES DEPARTMENT BUSINESS PLAN

CORPORATE SERVICES DEPARTMENT

2012 – 2014 BUSINESS PLAN

Overview

 The Corporate Services Department is responsible for the coordination and delivery of services by the Clerks Corporate Secretary Division, Economic Development Division, Asset Management Division, Information Management and Technology Services Division and Legal Services.

Organization Chart

Total FTE 52.24

General Manager Corporate Services (1 FTE) Clerks Corporate Secretary Division (12 FTE) Information Management and Technology Services Division (20.24 FTE) Asset Management Division (16 FTE) Economic Development Division (3 FTE)

Mission Statement

 To oversee a dedicated team of professional and technical staff that is committed to providing quality customer service to staff as a support function and to the taxpayer and Council who expect timely service.

Goal

 To provide quality services valued by staff and the community in the areas of facility maintenance, information technology, Council support, economic and community information and legal services.

Policy Guidelines for Service Delivery

To support the Corporate Strategic Plan by:

 Following energy efficient practices – Sustainability and Our Living Environment  Enhancing Asset Management Strategy – Corporate Principle

 Collaborating with other levels of government – Public Engagement  Implementing Economic Development Strategies – Economic Vitality  Leveraging Technology – Corporate Principle

Service Delivery

Services provided by the diverse divisions within the Corporate Services Department include:  Council support

 Coordination of legal assistance  Building and property management

 Economic vitality through partnerships and collaboration  Support services to the organization

2011 Review

 Completion and Grand Opening of John M. Harper District Branch Library and Stork Family YMCA

 Purchase and installation of Browse-aloud Software to meet future requirements of ODA  Introducing Council Advisory Committee Orientation Program

 Cross-Departmental Coordination to better serve the community and staff by providing over-arching priorities and standards of service.

 Continued to implement Environmental Strategies and Initiatives and continued work on a comprehensive energy management plan for all corporate facilities.

 Continued to implement Maximo to help maintain city facilities and further increase the efficiency and life cycle of City facilities through implementation of Maximo.

 Continued implementation of Records Management Master Plan to help to better serve customers by providing consistent, complete information in a timely manner.

 Continued implementation of Economic Development Strategies to focus economic development efforts for co-ordination, decision-making and identified economic development opportunities with greater impact through collaboration.

 Governance and policy review by the IMTS Steering Committee to leverage the City’s investment in technology.

Efficiencies Achieved

 Business Directory is now available on line and is completely searchable at no cost to the user.

 Installation of FMW Budget software to assist Finance and assist in streamlining the operating budget process.

 Expansion of mail / copy room to improve service delivery.

 Installation of new HVAC system and washrooms at City Centre to maximize energy and water efficiencies.

Key Assumptions

 External resources required to ensure successful implementation of new projects / targets (e.g. budget allocation, HR requirements, etc.)

Challenges

 Budget resources

 Lack of staffing resources and expertise

 Cross-departmental coordination on priorities and projects

2012 – 2014 Goals

 Implementation of Maximo II and III

 Implementation of Records Management Masterplan

CLERKS/CORPORATE SECRETARY DIVISION

CORPORATE SERVICES DEPARTMENT

2012 – 2014 BUSINESS PLAN

Overview

 The Clerks/Corporate Secretary Division consists of two areas of service delivery: the Clerk’s Office and the Elected Officials’ Office.

 Clerk’s Office

o The Clerk’s Office provides administrative support to Council and staff related to the preparation of Council agendas, minutes and Council/Committee meeting scheduling; conducts municipal elections; administers zone changes, Official Plan amendments and subdivision of land processes; and directs the records management, vital statistics and municipal licensing functions.

 Elected Officials’ Office

o The Elected Officials’ Office provides administrative and secretarial support to Council; manages and coordinates the Mayor’s and Councillors’ schedules, including Council representation at events, conferences and meetings; responds to correspondence; organizes City events hosted by Council, maintains City Committee files; conducts school tours of City Hall; and organizes town/hall community meetings.

Organization Chart

City Clerk/Director Clerks/Corporate Secretary

Division (12 FTE)

Deputy Clerk Licensing

(4 FTE)

Administration (3 FTE)

Elected Officials (4 FTE)

Mission Statement – Corporate Services

 To oversee a dedicated team of professional and technical staff that is committed to providing quality customer service to staff as a support function and to the taxpayer and Council who expect timely service.

Goal

 Clerks/Corporate Secretary will continue to improve upon its solid foundation of customer service excellence for Council, the general public and staff. This will include the continuation of quick and accurate responses to general questions, personalized assistance, applying analysis to research and inquiries, and brainstorming ideas for improvement of general services.

Policy Guidelines for Service Delivery

 The services delivered by Clerks/Corporate Secretary are governed for the most part by municipal by-laws such as the Procedure By-Law, Provincial legislation (the Municipal Act, the Municipal Elections Act, Alcohol and Gaming Regulation and Public Protection Act, the Planning Act, etc.) and other regulations and statutes.

Service Delivery

Clerk’s Office

 Council agendas, meetings, minutes

 records management/freedom of information  vital statistics

 licensing

 development administration – zone change, Official Plan and land subdivision processes  municipal elections

Elected Officials’ Office

 administrative and secretarial support to members of Council  maintain schedules, drafting correspondence, coordinating

concerns

 event planning for Council sponsored events  City Committee administration

2011 Review

 orientation of new Council

 Committee Orientation – 2 sessions with 60 attendees  New FOI request Tracking Form

 improved Staff Report Template

o addition of Technology Implications

o locks in standardized headings and information

 Records Management/ Blue Jeans Day

o formed cross-Departmental Working Group

response constituent

 launch of process to develop Corporate Policy Manual including Policy Template

o will result in more efficient access to Corporate Policies with standardized information

Efficiencies Achieved

 Committee Orientation

o resulted in better awareness of the Committee Policy and related Policies and By-Laws which will reduce staff time responding to questions and issues

o provided networking opportunity for Committees

 New FOI request Tracking Form

o will save 2-3 days of work when creating the Annual Report

o colour coded requests to ensure the deadlines are met

 Records Management/ Blue Jeans Day

o Working Group met to review requirements for annual records management transfer to service Centre

o resulted in a more efficient and successful Records Management/Blue Jeans Day.

 Corporate Policy Manual will result in more efficient access to Corporate Policies with standardized information

Key Assumptions

 Capital/operating budget allocations for records management

Challenges

 corporate-wide implementation of records management master plan and processes  development of Corporate Policy Manual

 implementation of licensing for home businesses after adoption of new Official Plan

2012 – 2014 Goals

 review of dog licensing program

 review of business licensing/home businesses

INFORMATION MANAGEMENT & TECHNOLOGY SERVICES

DIVISION, CORPORATE SERVICES DEPARTMENT

2012 – 2014 BUSINESS PLAN

Overview

 Information Management and Technology Services (IMTS) works in partnership with internal and external individuals and agencies in identifying and creating solutions that address the business needs of the City of Waterloo. This is often achieved by leveraging the use of technology and the re-engineering of existing business practices within the City.

Organization Chart

Director, Information Management and Technology Services Division

(1 FTE)

Systems Development And Support -(4 FTE)

GIS (4 FTE)

Network Operations & Security (6 FTE)

Technical Support (Desktop) (3 FTE)

Administration (1 FTE)

Coop Student (1.24 FTE)

Mission Statement

 IMTS consists of a team of dedicated professionals and technical staff that provide leadership in the identification of opportunities to further enable technology solutions within the City of Waterloo, IMTS provides stewardship to ensure that technology based assets are sustained and that services and tools can be delivered in an effective and fiscally responsible manner. IMTS also educates management and staff on the use of technology specific to their business requirements.

Goal

 To play an active leadership role in delivering comprehensive information and technology based solutions and services to support the City’s vision and goals.

Policy Guidelines for Service Delivery

 Information Management and Technology Services plays a role in each of the Corporate Strategic Pillars by supporting other Departments and Divisions through the use of technology and solutions.

Service Delivery

 Internal and external partnership – Public Engagement, Healthy & Safe Environment, Vibrant Neighbourhoods

 Project Management Services for technology and information based projects – Economic Vitality, Public Engagement, Our Sustainable Environment

 Technology infrastructure - Economic Vitality, Public Engagement  Mail and Print Services – Economic Vitality, Public Engagement

 Voice / Fibre and wireless services – Economic Vitality, Public Engagement, Our Sustainable Environment

 Web and e-services - – Economic Vitality, Public Engagement, Our Sustainable Environment

 Spatial mapping - – Economic Vitality, Public Engagement, Our Sustainable Environment  Information and Data Management - – Economic Vitality, Public Engagement, Our

Sustainable Environment

2011 Review



New projects completed

o Continue the implementation of the strategic plan and the prioritized projects as set out by the IMTS Steering Committee.

o Expansion of the underground Fibre optic Backbone infrastructure to increase efficiency

o Implementation of Geocortex WEB based solutions to increase efficiency

o Continue the roll out of VOIP telephony at facilities to increase efficiency and reduce costs

o Continue to build Infrastructure redundancy

o Installation and implementation of Browse-Aloud Software to meet future requirements of ODA

o Installed and implemented CVOR solution for fleet to track driving hours as per provincial legislation

o Initiated work on Disaster Recovery Continuity Plan to assist corporate security.

o Continued support to Maximo to increase its efficiencies

o Created ability to broadcast over Intranet ie: Mayor’s and CAO’s speeches to assist internal customers

o Completed RFP for Corporate Website Strategy, Requirements and Build to improve service to external customers.

Efficiencies Achieved

 Core Switching and network enhancements to increase efficiency



 PC refresh to increase efficiency

Key Assumptions

 Ongoing growth and service demands

 Capital/operating budget allocations for technology upgrades  Implementation of recommendations of IMTS Steering Committee

Challenges

 Lack of Staffing Resources (ie Trainer)  Lack Budget Resources

 Cross-departmental Co-ordination on projects

 Increasing Workloads and unplanned demands by customers  Computer room remains in a high risk area

2012 – 2014 Goals

 Relocation of Server to third floor space  Implementation of Maximo II and III

 Completion of Corporate Website Strategy, Requirements and Build  Completion of Disaster Recovery Continuity Plan

ASSET MANAGEMENT DIVISION

CORPORATE SERVICES DEPARTMENT

2012 – 2014 BUSINESS PLAN

Overview

The Asset Management Division is the technical team that demonstrates leadership in managing and maintaining the facility assets in a responsible, efficient and sustainable way.

Organization Chart

Total FTE 16

Director, Asset Management

(1 FTE)

Building Maintenance

(5 FTE)

Mechanical Maintenance

(5 FTE)

Project Management

(2 FTE) Administration

(1 FTE)

Electrician (1 FTE)

City Hall Property Coordinator

(1 FTE)

Mission Statement

The Asset Management Division is a dedicated team of professional and technical staff who apply a comprehensive and structured approach to the long-term sustainability of corporate facilities and assets while maintaining a consistent delivery of daily services.

Goal

The objective of Asset Management is sustainability – environmental, financial, and social – in the face of a changing world. It embraces the concepts of life cycle assessment, the valuation and protection of assets and optimized long-term investment decisions.

Policy Guidelines for Service Delivery

 Facility Condition Assessments FCI - Sustainability and Our Living Environment  Asset Management Strategic Plan – Sustaintainability and Our Living Environment,

Economic Vitality

 Infrastructure Management System – Sustainabiltiy and Our Living Environment, Safe  City of Waterloo Strategic Plan

 Environmental Strategic Plan – Sustainability and Our Living Environment  Maximo Asset Management System – Sustainability and Our Living Environment

Service Delivery

 City Hall Property Coordination  Tenant/Commercial Agreements

 Building and Mechanical Services for city owned facilities  Construction/Project Management Services

 Real Estate Services  Electrical Services

 Asset Planning and Reporting

2011 Review

 Completion of the Y/Library facility

 Continued implementation of Environmental Strategies and Initiatives  Creation of a comprehensive plan for all corporate assets

 Completion of Stimulus funding projects  Completion of Gas Tax funded projects

 Performance measures of day-to-day operations

o Maintenance costs of City buildings compared to similar types of buildings in Waterloo – 0.366 Facility Condition Index

o Percentage of Staff surveyed cross-trained for the duties of at least one other position within the Division – 100%

o Percentage of Staff surveyed who report that they feel empowered to do their jobs and make decisions without undue involvement of Senior Management – 100%

o 2,000+ work orders processed (building, mechanical and electrical services)

Efficiencies Achieved

 LEED Silver designation for Y/Library facility

 Installation of new HVAC system in City Hall reduces energy costs  Implementation of Environmental Strategies and Initiatives

 Comprehensive plan for all corporate assets

 Installation of ‘Eco Chill’ refrigeration system Waterloo Memorial Recreation Complex



.

Key Assumptions

 Ongoing growth and service demands  Continued deterioration of physical assets  Increased demand for use of city facilities

 Increased requirements/changes of applicable codes (i.e. TSSA Ontario Building code, ODA etc)

 On going changes in technology

Challenges

 Budget constraints

 Staffing expertise and resources  Corporate priorities

 Inter departmental relationships  Space Management

2012 – 2014 Goals

 Completion of implementation of Maximo Phases II  Commence implementation of Maximo Phase III  Corporate Space Planning initiatives

 Implementation of Environmental Strategies and Initiatives  Comprehensive plan for all corporate assets

 Completion of Stimulus funding projects

 Update Asset conditions and Facility condition index maintaining VFA

 Better Utilize Corporate Intranet – Develop AM online library and services (included digitizing current hard copy data and drawings)

WMRC Swimplex Refurbishing – RINC Project

ECONOMIC DEVELOPMENT DIVISION

CORPORATE SERVICES DEPARTMENT

2012 – 2014 BUSINESS PLAN

 Waterloo Economic Development builds Waterloo through the Economy.

 Economic Development manages a $50 million employment land portfolio for the City, delivers business and visitor services for the community, and produces marketing and statistical literature.

Organization Chart

Total FTE 3

Director, Economic Development (1 FTE)

Economic Development Officer (1 FTE)

Administration (1 FTE)

Mission Statement

 The Economic Development mission is to work through partnerships and collaboration to foster business growth and a positive business environment.

Goals

The Economic Development goal is to implement the strategic imperatives of the:  City of Waterloo Strategic Plan

 Economic Development Strategy  City-Owned Employment Lands Strategy

Policy Guidelines for Service Delivery

Economic Vitality:

 Location of Choice

 Enable and Strengthen Learning Institutions  Continue to Build the Knowledge Economy  Act Globally, Think Locally…First

Service Delivery

Economic Development delivers service in four-ways:

 Core Services:

 Manage the City’s Industrial Land Inventory

 Facilitate Development Projects

 Encourage Business Retention & Expansion

 Foster a Positive Business Environment

 Disseminate Economic and Community Information

 Manage Visitor Services

 Cross-Departmental Coordination:  Intelligent Waterloo (CAO)

 Official Plan Review (DS)

 Uptown Parking Strategy (PWS)

 Recreation & Leisure Services Master Plan (R&L)

 Environmental Strategic Plan & Lands Acquisition Strategy

 Transportation Master Plan

 Policy Development

 External Partnerships and Collaborations:

 Canada’s Technology Triangle (CTT)

 Cities of Cambridge, Kitchener, Region of Waterloo  Communitech

 Film KW

 Greater KW Chamber of Commerce

 Post Secondary Institutions (UW, WLU, Conestoga College)

 Provincial and Federal Ministries  UpTown Waterloo BIA

 Waterloo Region Small Business Centres (SBC)

 Waterloo Region Tourism Marketing Corporation

 Committee’s of Council:

 Waterloo Economic Development Advisory Committee (WEDC)

 UpTown Vision Committee

 Ambassador Committee

2011 Review

 35 Partnerships & Collaborations for Service Delivery

 35 Committee Appointments (Internal & External to City Hall)  Continued Implementation of the Economic Development Strategy:

o Creative Talent Strategy (Action Item from EcDev Strategy)

 Completion of the City-Owned Employment Lands Strategy:

o Sale of City-Owned Residential Lands abutting to Montpellier

o Purchase/Acquisition of the Hergott Apple Cider Farm

o Negotiations on Employment Land Ownership Issues  Visitor Services

 Business Directory, new Format and Usability

 Marketing Materials Updated

 Performance measures of day-to-day operations

o Partnerships/Collaborations – 35/year

o Committee Appointments – 35 Committees

o Visitor Services – 13,000+ visitors

o Community Ads – 350+ advertisements placed in Chronicle

o 100% Percentage of Staff surveyed who report that they feel empowered to do their jobs and make decisions without undue involvement of Senior Management

o 100% of full time staff cross-trained for the duties of at least one other position within the Division; 33% of full time staff cross-trained for the duties of at least one other position within the Department

Efficiencies Achieved

 Business Directory – now available on-line, searchable & updatable by business – coordinated regionally

 Creative Talent Steering Committee – pooled resources regionally

Key Assumptions

Delivering on implementation of the 3-Strategies will require additional resources.

Challenges

 Staff & Budget Resources

 Economic Shift and Changing Global Pressures  Inter-Department Coordination

2012 – 2014 Goals

 Continued implementation of Economic Development Strategy  Implementation of City-Owned Employment Land Strategy  Sector Collisions between Tourism and High Tech Industries

Economic Strategy Consultation