Idea Transcript
Corporate Business Plan City of Chestermere 2017-2018
Corporate Business Plan
Table of Contents
Contents Introduction ..................................................................................................................... 3 Organizational Overview ................................................................................................. 4 Organizational Chart ....................................................................................................... 5 Departmental Overviews ................................................................................................. 6 Achievements of 2016 ..................................................................................................... 8 Key Challenges ............................................................................................................. 11 Action Items (Goals) for 2017-2018............................................................................... 14
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Introduction
With a strong history of growth and innovation, the City of Chestermere has an ambitious plan to ensure that this community continues to be an amazing place for residents, visitors and businesses now and into the future. The long term Strategic Plan and Municipal Development Plan define Council’s high level vision and goals for the community. Based on those plans, Council sets a multi-year budget that outlines the projects and initiatives needed to ensure the City can move towards the longer term vision. The City’s Corporate Business Plan acts as the bridge between the short term projects and long term plans. As one of the final components of the budget process, this plan comprehensively and cohesively outlines the work Administration plans to undertake over the next two years. By outlining actionable items, the Corporate Business Plan defines the immediate tasks of the City’s Administration and provides a valuable measurement tool to ensure we continue to move towards the realization of the long term goals throughout our day to day work.
Dr. Randy Patrick Chief Administrative Officer City of Chestermere
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Organizational Overview Vision Alberta’s Oasis: The Recreation and Relaxation Capital.
Mission Through innovative planning and community consultation, we are building an exceptional place to call home.
Principles Below are the City of Chestermere’s fundamental principles upon which municipal operations are based. 1. Livability As the City of Chestermere develops it will continue to be a community that fosters the sharing of amenities, activities, resources, and ideas. Decisions in the community will be centered on the needs of the people. This means that: o Development of land and resources will be approached with the best interest of the general population in mind. o Development of land and resources will be approached with defined, acceptable safety practices. o Amenities will strive to reflect the varied needs and desires of residents. o The rich diversity of our residents will be valued. 2. User Pay The City will link, where reasonable, how much a person pays for a public good or service to how much they utilize or consume that good or service. 3. Using Holistic Views of the Community in Order to Create a Better Tomorrow The City will consider the big picture and the inter-connectedness of decisions and actions before responding to challenges and opportunities. 4. Sustainability The City will be developed in a healthy manner; economically, socially and environmentally maintaining the autonomy of Chestermere. o The history of Chestermere will be honoured in those decisions. o With consideration to the historical value/legacy of the community. o The rich diversity of our residents will be valued. 5. Innovation Constant improvement will be a part of the daily operations. The City will actively seek opportunities to create real innovation to our products, services and operations. 6. The City will Operate in a Fiscally Conservative Manner It is important to achieve value for all monies spent.
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Organizational Chart
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Departmental Overviews Community Services The Community Services Department vision is an active,
Department Staffing
healthy and connected community and as such we are
A full-time equivalent (FTE) are the hours worked by one employee on a full-time basis. These numbers include the full time equivalency of part-time and seasonal positions.
responsible for working with residents to build community capacity,
livable
spaces
and
social
and
recreational
infrastructure. Our mission is through community leadership &
2016: 41.5 FTE
engagement we create an inclusive place to live, learn and play which is facilitated through various function areas such as Parks, Recreation, Fund Development, Community and Social Development, which includes the Community Resource Centre, Parent Link, Early Childhood Services, FCSS, Community Development and Emergency Social Services.
Corporate Services The Corporate Services Department’s vision is to become
champions
of
organizational
excellence
by
Department Staffing
providing expertise and support in a collaborative and respectful environment. We support the municipality’s overall operations and development through the following function areas: Human Resources, Safety, Communication Services, Financial Services, Information Technology, Economic
Development,
Event
Management
and
A full-time equivalent (FTE) are the hours worked by one employee on a full-time basis. These numbers include the full time equivalency of part-time and seasonal positions.
2016: 23.7 FTE These numbers include the CAO and Corporate Strategy Officer
Legislative Services. The Corporate Services Department works towards the attainment of annual goals and initiatives within the broader framework of the City’s Municipal Development (Planning, Social and Recreational) Plan and the City and Department’s 3 year Strategic and Business Plan.
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Development & Infrastructure Services The
Development
and
Infrastructure
Services
Department Staffing
Department (DIS) is responsible for all aspects of planning and development within the City, as well as providing maintenance of City roads, equipment and buildings. The Department’s staff are a highly visible presence for residents of the City and are often the first point of contact for resident concerns.
A full-time equivalent (FTE) are the hours worked by one employee on a full-time basis. These numbers include the full time equivalency of part-time and seasonal positions.
2016: 53.5 FTE These numbers include Building Safety Codes casual on-call and the Project Management Office.
The team is comprised of several distinct and interrelated functions which include: Building, Common Administration, Development, Engineering Services, Fleet Maintenance, Geographic Information Systems (GIS), Planning, Project Management Office (PMO), Purchasing, and Roads.
Seamless communication across the groups is essential for DIS to effectively achieve our goals and provide superior services to the citizens and community.
Protective Services The Protective Services Department is an interagency cohesive department that protects and improves the quality
Department Staffing
within Protective Services is to make Chestermere a safe
A full-time equivalent (FTE) are the hours worked by one employee on a full-time basis. These numbers include the full time equivalency of part-time and seasonal positions.
place to live and to work in partnership to provide an
2016: 36 FTE
of life of the people of Chestermere. Our primary objective
excellent, cost effective service that will:
Reduce risk by providing protective community safety services,
Respond quickly to emergencies with trained staff working to an appropriate level of service; and
Restore and maintain the high quality of life in the community.
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Achievements of 2016 During the past year, Administration has been working to fulfill the mandate set in the City’s Strategic Plan by finding innovative ways to improve the livability and sustainability of Chestermere in a fiscally conservative manner. Below are highlights of achievements made in 2016:
Strategic Initiative 1: Create an atmosphere where staff and Council are able to perform and achieve extraordinary results for the community. 2016 achievements that contributed to this goal include: o Completed a multi-year budget process which included extensive public engagement opportunities, major policy changes & budget software implementation. This process will improve the ability for staff and Council to execute and plan for long term projects and initiatives more effectively. o Updated emergency social services crisis response plans that will improve the ability of staff to serve residents during difficult or crisis situations. o Staff supported residents accessing the provincial Disaster Recovery Program as a result of losses from the 2015 flood. o The City continued to demonstrate a commitment to safety and there was zero lost time due to safety claims. o Added ice rescue to the City’s emergency response capabilities. Chestermere Fire Services is exploring the option to train other regional services in the future. o Awarded four international MarCom Awards for the Create Amazing Organizational Culture Initiative. o Completed an overhaul of the City’s outdated IT infrastructure to ensure the network could support City staff in the coming years. o Developed more robust regulatory guidelines for utility rate changes that better align with Alberta Utilities Commission processes with the support of an external consultant. o Completed a comprehensive job description overhaul and compensation review to ensure that staff salaries are in line with municipal comparators as outlined in the City’s compensation policy.
Strategic Initiative 2: Endeavor to create a unique community that is known as one of the finest places to live and work 2016 achievements that contributed to this goal include: o City staff redeveloped Winterfest into the Winter Lights Festival. Attendance was extraordinary and feedback was very positive. o Economic Development staff initiated Lemonade Day as a youth entrepreneurship program. Chestermere was the third location in Canada to implement this program.
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o Engineering work began to upgrade to Township Road 240 which will improve access and quality of life for residents. o The City invited residents’ input on significant future projects including the off-leash area, Cove Park, and the multi-year budget. o Staff and residents partnered to have Chestermere designated as Western Canada’s first Bee City. Further initiatives related to Bee City will take place in 2017. o #LoveChestermere was created as a campaign to celebrate the positive qualities of our City and reached over 15,000 people. It was awarded an AVA Gold Award in the social campaign category in 2017. o Staff supported over 41 block parties that gathered nearly 3300 residents together representing an increase of more than 55% from 2015. o Community Services staff conducted several new community discussion initiatives on topics including inclusion and aging well. o The Roads team completed Phase 1 of the Pavement Rehabilitation Project for the Lakeside Greens roadway.
Strategic Initiative 3: Be active and influential in the development of the region around Chestermere 2016 achievements that contributed to this goal include: o The City hosted the Mid-Sized Cities Caucus to showcase Chestermere’s growth, potential and beauty to provincial and federal elected officials. o Emergency services staff took a proactive lead in a regional training group (Calgary Regional Emergency Services Training). o Upon learning of plans to pursue development that would detrimentally impact Chestermere residents, the City pursued an appeal of Rocky View County’s Area Structure Plan to ensure that regional plans would be completed in a sustainable manner. o The Parks division hosted a regional conference on Weed Identification and Management.
Strategic Initiative 4: Increase the non-residential tax base and nonstandard revenue 2016 achievements that contributed to this goal include: o Planning and Development staff completed the Municipal Development Plan (MDP) update which includes clear requirements for future development to have significant commercial components. o Work began on the upgrade to Township Road 240. In addition to improving access for residents, this project will appeal to future commercial and light industrial businesses considering Chestermere. o Staff drafted the Economic Development Strategy and Marketing Plan to consider the best methods to increase the City’s non-residential tax component.
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o Economic Development staff spoke with over 800 companies to share Chestermere’s potential. 18 qualified leads were identified and pursued. o Staff initiated the Outline Plan for the City’s Light Industrial Park which will be brought forward in the spring of 2017. Completion of this plan will allow development to begin. At full build out, this development could bring 5001500 jobs to Chestermere. o City staff completed a Retail Gap Analysis to statistically demonstrate Chestermere’s potential to interested investors. The report indicated that Chestermere is ‘one of the best untapped retail markets in the Calgary region.’
Strategic Initiative 5: Create infrastructure and operational capabilities that will help make Chestermere the recreation and relaxation capital of Alberta 2016 achievements that contributed to this goal include: o Staff supported the rehabilitation of the existing field and constructed a new U12 soccer field at East Lake School o Staff coordinated the construction of a new ball diamond at Our Lady of Wisdom School o The City’s project management and parks team coordinated the upgrade and expansion of the beach volleyball court at Sunset Park o The Parks and Recreation team worked to improve or upgrade pathways. Since 2014, the City has successfully completed 90% of the pathways identified for improvement in the Recreation Master Plan. o City staff coordinated the sponsorship, partnerships and upgrade of the Community Garden near Chestermere Lake Middle School. o Parks staff completed the construction of a boarded outdoor rink at the Chestermere Recreation Centre. o The Parks team improved the rinks and skating pathway on Chestermere Lake. o Recreation staff created the ‘Be Active Chestermere’ website as a directory for local recreation programs and providers. o Community Services staff hosted or coordinated outdoor community activities including a tree planting day, Birth Forest planting, and community cleanups. o Staff completed the Feasibility Study for a Future Indoor Recreation Complex. o City staff created several plans that will help contribute to the future of recreation and community programming including the Parks & Open Spaces Maintenance Standards and Social Investment Framework.
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Key Challenges The challenges are listed in alphabetical order, not in order of significance or importance.
High Growth is the most significant challenge and opportunity facing the City of Chestermere. Many of the following pressures and challenges stem from this defining characteristic of our community.
Increased Citizen Expectations
The growth of the community and comparisons to neighbouring communities contribute to increased expectations from citizens. As a result, staff workloads and resources continue to be stretched.
There has been a growing interest to increase engagement opportunities for residents and the City seeks to provide effective and inclusive interactions. However, a significant commuter population combined with time pressures of family life make successful engagement challenging.
Market and Economic Pressures
Development driven revenue and the growth of the non-residential tax base is tied to the state of the economy and affects the City’s ability to generate revenues and consequently, to pursue new projects and initiatives.
The market and economy is under significant pressure and has an impact on our community and organization. There is an increasing need to find cost effective, creative ways to ensure service levels remain high and new programs are offered to residents in a fiscally responsible manner.
New Technology
Much of the City’s IT infrastructure was out of date until recently and could not support new applications and software. Following completion of the IT overhaul, there is a need to explore new functionality to keep up with emerging technology.
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While funding resources are limited, there is a need to explore online and automated processes to improve residents’ access and interactions with the City.
Organizational and Staff Pressures
There is pressure to increase services while keeping budgets and staffing low. This places consistent strain on current staffing and organizational resources.
The organization is in a state of continuous development and improvement. While this can be exciting, it is critical to manage the challenges and changes effectively to ensure success.
Many staff coordinate a wide variety of projects and tasks. As a medium sized organization, there can be limited expertise for certain projects or functions.
Balancing and managing staff workloads has been a challenge. As a fast growing organization with ambitious goals, there is high potential for staff burnout and subsequent turnover (which is costly and inefficient) is high.
Ensuring staff stay in their current positions increases department stability. However, staff retention requires development and investment.
Partnerships & Regional Challenges
Inter-municipal planning is a challenge, particularly as inter-municipal support and agreements require expertise, clarification and support.
There is an imminent challenge with the anticipated establishment of a Growth Management Board and other proposed amendments to the Municipal Government Act (MGA).
Within the City, there is a significant challenge with the current recreation model. This limits the community’s ability to respond to current residents’ expectations for recreation opportunities.
The City is seeking to collaborate more effectively with community organizations but there can be difficulties establishing effective and collaborative long term
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partnerships due to limited resources, changes in membership and varying levels of interest.
Requirement for new infrastructure and services
All departments face the ongoing challenge of being able to meet the need of the ever growing community with the appropriate level of response. As the population increases so will the requirement for additional funding for all municipal services.
A lack of water and sewer services in the 2009 annexed lands has resulted in limited development in those areas. Work is underway to develop these utilities to enable future development but it is a long term process.
The capacity to deliver programs is hampered by the limited amount of community buildings and amenities in Chestermere. This particularly affects community development work and recreation programming.
As the City continues to grow and expand, there will be a need to increase public service locations (Emergency Services, Parks, Parent Link, and Public Works) to ensure appropriate levels of service.
Standards Alignment
Due to the very fast growth of the City, there has been limited time to ensure alignment with some commonly accepted processes.
The City is seeking to meet standards for excellence and is pursuing the development of a LEAN Environment.
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Action Items (Goals) for 2017-2018 1. Create an atmosphere where staff and Council are able to perform and achieve extraordinary results for the community. Human Resource Development
Corporate Culture: Support and encourage the development of a clearly defined culture that creates an Amazing place to work where staff are able to achieve incredible results.
Leadership Development: Build internal capacity through leadership training and the development of a culture that nurtures and celebrates people leadership.
Technical Capacity: Ensure Administration and Council have the resources and training to execute the technical aspects of their roles with efficiency and professionalism.
Organizational Improvements and Projects:
Asset Management: Establish an asset management database and improve upon the current asset management program to ensure an efficient and reliable method of tracking and monitoring the City’s assets.
Efficiency Initiatives Explore the ability to improve efficiencies within the organization through streamlined processes or improved technology.
Financial Process Improvements Ensure financial processes are streamlined and efficient to support the Strategic Principles of user pay and operating in a fiscally conservative manner.
IT Upgrade and Software Ensure the City’s IT and network infrastructure is up to date, secure, and able to offer reliable connectivity.
Records: Improve Retention Process Improve the records management system to ensure all documents are appropriately stored and can be easily accessed to make data based decisions.
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Project Management Improvements Develop and implement an organization wide project management framework, principles and processes.
2. Endeavor to create a unique community that is known as one of the finest places to live and work. Complete Plans and Documents
Corporate Plans and Guiding Documents Ensure corporate plans, policies and procedures are up to date including sponsorship policies and the City’s emergency risk assessment.
Development & Infrastructure Plans and Guiding Documents Implement the new Municipal Development Plan, establish a Utility Master Services Plan, and complete the update of the Transportation Master Plan.
Parks & Open Spaces Plans and Guiding Documents Update the maintenance plans for existing amenities, develop policies and guidelines for new initiatives and complete the Open Spaces Policy.
Engagement with Residents:
Improve Engagement with Residents Develop processes and policies to improve the quantity and quality of public engagement opportunities available to residents.
Infrastructure & Amenity Improvements: The City is undertaking infrastructure developments in order to ensure that the community is an amazing place to live now and in the years to come.
Chestermere Boulevard Portion Rehabilitation: A thorough review of the surface of Chestermere Boulevard (between the intersections of West Chestermere Drive and East Chestermere Drive) indicates that resurfacing is needed to avoid a full roadway reconstruction.
Chestermere Centre for Community Leadership: The City is supporting a new building for not-for-profit organizations (with Synergy as the operating partner). The small building will be located in Chestermere Boulevard Park near the Skateboard park and will be open for all not-for-profit organizations to use.
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Improvements to the City’s buildings This includes the front reception at the emergency services building and improvements to the Public Works yard.
Lakeside Greens Rehabilitation: This road is over twenty years old and is nearing the end of its functional service life. A four year rehabilitation effort (that includes improving drainage) is being undertaken as part of infrastructure life cycle management.
Parks & Recreation Amenity Improvements: These initiatives are outlined under Strategic Initiative #5 below.
Township Road 240 Upgrade: Township Road 240 improvements will include a full scale rehabilitation and paving of the road. This initiative is a multi-year project that will support the future growth and development of south Chestermere.
West Chester Boulevard Portion Rehabilitation: During the 2015 Road Condition Assessment, it was determined that the portion of the road between West Chester Way and Rainbow Falls Way is beginning to fail due to severe settlement. The City plans to rehabilitate the surface to even the grade and extend the lifespan of this roadway.
West Creek Drive Portion Rehabilitation: During the 2015 Road Condition Assessment, it was determined that the portion of the road between 300 West Creek Bay to the west entrance of West Creek Crescent is deteriorating. The City plans to rehabilitate the surface of this road to add approximately 20 years of usability.
Municipal Service Improvements The City is seeking to improve municipal services available to residents. Specific improvements planned for 2017-2018 include:
Ensure a Virtual City Hall is in place that allows online payments (including credit cards for certain payments) and access to tax certificates and permit processing.
Implement a Fibre Optic Project to improve connectivity and reliability for the City networks.
Increase capacity, awareness and access to Parent Link Centre, Community Resource Centre and Ages and Stages programs and services through co-location.
Increase the fireworks display for the 150th Canada Day celebration.
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Network City owned sites such as John Peak Park, Anniversary Park, Skate Park and Bike Park as an initial step to expand the City wide data network.
Research future developments and services
Research Future Amenities: Explore the need, cost and feasibility of future amenities including an Indoor Recreation Centre, a second Fire Hall, and the expansion of the Parent Link Centre.
Research Future Service Expansions Explore the need and feasibility to improve or expand services to the community including support services, emergency services, and recreation services.
3. Be active and influential in the development of the region around Chestermere. Develop Partnership and Collaboration Opportunities
Participate in regional development opportunities Staff and Council seek to participate in the development of the region and regional collaboration, especially in activities mandated by the new Municipal Government Act (MGA).
Provide or host training or information sharing opportunities Chestermere seeks to be influential as a municipality and one method is to act as a host for learning and training opportunities. The City will seek out new opportunities to demonstrate leadership in 2017-2018.
Seek Partnerships to improve capacity and services Partnerships and collaboration can greatly improve the ability to offer services to residents. The City will seek to continue to develop strong relationships with external partners and funders for the benefit of Chestermere residents.
4. Increase the number of the non-residential tax base and non-standard revenue Assertive Marketing
Marketing of Chestermere and the Light Industrial Park The City will seek to use a small marketing budget to create a multi-faceted approach to target specific businesses, investors, retailers and commercial clients.
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Business and Investment Attraction
Build ongoing relationships with target audiences Based on the current research and limited marketing budgets, the City’s primary strategy for business and investment attraction is the development of relationships with targeted industries and companies.
Business Retention and Expansion
Provide local entrepreneurial support In an effort to both keep current businesses healthy and encourage them to grow, the City will provide ongoing support through training, partnerships and resources.
Industrial Land Development
Complete planning for the City’s Light Industrial Business Park City staff will complete the planning components of the Light Industrial Business Park and begin the process to implement physical development.
Advertise Light Industrial Park to buyers City staff will develop a multi-faceted approach to advertise the availability of the light industrial park land to potential buyers.
5. Create infrastructure and operational capabilities that will help make Chestermere the recreation and relaxation capital of Alberta Park Improvements: The City is seeking to improve outdoor and indoor recreation facilities and amenities to ensure residents can enjoy a wide variety of recreation opportunities. *Note: Other infrastructure and amenity improvements are listed under Strategic Initiative #2 above.
Altalink Pathway: As part of the multi-year regional pathway improvements, the City will add a pathway on the Altalink lands from West Lakeview Drive to Rainbow Falls Boulevard. Upon consultation with Altalink, there may be an option for an offleash space in this area as well.
Chestermere Boulevard: This project will add a pathway along Chestermere Boulevard between Invermere Drive to Rainbow Road. This is a vital link that will improve access for
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the north and south sides of Chestermere Boulevard and improve safety for children crossing to visit the Skatepark or Centre for Community Leadership.
Lakefront Parks Improvements: These grant dollars will be used to add storage for the weed harvesters at Sunset Park, make small improvements to the beach at Anniversary Park and upgrade the beach and playground at Cove Park (based on feedback received from residents in 2016).
North East Naturalized Park Landscaping Project: This project is a 3 year landscaping project at the north end of Chestermere Lake. Work will include adding natural boundaries, low profile fencing, and removal of noxious and nuisance weeds, to support healthy interaction between all park users.
Oakmere Way Pathway Connection: This project will add a pathway from Oakmere Way to Chestermere Boulevard that will improve the connection from the Westmere area to the shopping plaza and future Chestermere Boulevard pathway (see above).
Rehabilitation and Maintenance Projects: To ensure current amenities are kept in good condition, the City will seek to make maintenance improvements including: o Addition of docks at Sunset Park for harvesters o Completing fencing, tree and beach remedial work at Anniversary Park. o Rehabilitation of intermediate jumps and expansion of the Pump Park to meet the increasing demand for beginner level trails at the Bike Park. o Add turf and community garden to Boulevard Park.
Soccer Field at Our Lady of Wisdom School: The Master Recreation Plan identifies the need for additional soccer fields in the community. Upon consultation with residents, the City plans to add a U12 soccer field on this land to supplement the ball diamond constructed in 2016.
Parks & Recreation Program Improvements
Recreation Programming In order to provide improve access and use of the current recreation amenities, the City will be adding additional recreation programming at the Bike Park and other outdoor facilities.
Research and Explore future developments, amenities, and services
Next Steps for Indoor Recreation Facility
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The City will move forward with the next steps for a future indoor recreation centre including the development of a long term business plan and pursuit of partnerships.
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