Planning and Environment Committee Strategic Planning Session February

Planning and Environment Committee Strategic Planning Session February 19, 2009

Infrastructure Services and Community Sustainability ‘Enabling the Vision’ Nancy Schepers Deputy City Manager

ISCS Vision Building Strong Communities and a Sustainable City l Directly connect what we build with Council’s vision and plans for neighbourhood integrity, environmental leadership, economic development and growth management 3

Infrastructure Services and Community Sustainability DCM, Infrastructure Services & Community Sustainability DCM Office GM, Transit • Transit Fleet Maintenance • Transit Service Design • Transit Marketing & Customer Services • Performance & Development • Transit Operations • Transit Support • Para Transpo Director, Water and Wastewater Director, Solid Waste • Drinking Water • Solid Waste Services Operations • Wastewater & • Solid Waste Drainage Services Planning & • Customer Services Diversion • Strategic & Environmental Services Director, Infrastructure Services • Construction Services Development • Construction Services East • Construction Services West • Infrastructure Management • Design & Construction (RPAM) GM, Planning & Growth Management • Development Approvals West Central • Development Approvals East/South • Infrastructure Approvals • Community Planning & Design • Transportation & Infrastructure Planning • Rural Affairs Office • Mobility & Area Traffic Management • Affordable Housing Policy Chief Building Official, Building Code Services Director, Community Sustainability Services • Permit Approvals • Economic • Building Development Inspections • Environmental • Business Sustainability Integration • Strategic Initiatives & Services Business Planning 4

To achieve this vision, ISCS Branches must… l l Align services with customer needs Create a culture that encourages teamwork, transparency, trust, commitment, and innovation l Encourage participation and engagement with employees and clients l Achieve excellence in customer service l Continuously improve 5

ISCS – Enabling Council’s Vision l Today’s session will strengthen alignment between PEC and ISCS branches that directly support the PEC mandate: l l l Planning and Growth Management Water and Wastewater Solid Waste Community Sustainability Opportunity to build on our success and create a strong and sustainable City 6

Planning and Growth Management John Moser Director

Planning and Growth Management 2008 Accomplishments Transportation Priority l Council approved the Transportation Master Plan Transit Priority l Council approved a new Citywide, Rapid Transit network Sustainable, Healthy and Active City l l l Council approved the Ottawa Cycling Plan Implemented New Sidewalk Links program Implemented components of the Cycling Facilities Plan 8

Planning and Growth Management 2008 Accomplishments (Cont. ) Planning and Growth Management Priority l l l l New Comprehensive Zoning By-law New population projections for Official Plan Review Completed the Residential Land Strategy Completed the draft Official Plan Amendment to the 2003 Official Plan Richmond Road/Westboro Community Design Plan and Secondary Plan Escarpment Area District Plan North Gower Community Design Plan and Secondary Plan Developed a city-wide right-of-way lighting policy 9

Planning and Growth Management Branch Mission “The Planning and Growth Management Branch provides leadership by managing the physical evolution of the city. ” Branch includes two facets of the work: • • high-level multidisciplinary policy view of the City day to day development review process DRP is a core service for the City. • • • provide for sustainable, liveable communities Infrastructure must meet the test of time Have regard for statutes 10

Planning and Growth Management Branch Mission One Stop Service Structure and approach • Multidisciplinary teams • Geographically based • Client focused • Identified through Wave 3 Implementation • Realignment of working groups • Re-design of processes • E-business approach • Extensive staff training 11

Planning and Growth Management 2009 / 2010 Workplan Priorities Community and Urban Design, and Intensification • Strategic Directions 1 and 2 refer to: Ø Ø Ø • • leading edge community and urban design Recognizing existing communities Providing for intensification Set the stage for City of the Future Support pedestrian-oriented, compact, mixed-use communities Elevate quality of design, enhance public environment Achieve quality intensification 12

Planning and Growth Management 2009 / 2010 Workplan Priorities Urban Design and Intensification A selection of projects include: • • Creating an Intensification Implementation Group Development of an Architectural Policy Reviewing the Downtown Design Pilot Project Preparing a Tall Building Design Guideline Update of the Residential Infill Design Guidelines Review the existing zoning in intensification target areas Explore inclusionary planning and the use of Section 37 of the Planning Act 13

Planning and Growth Management 2009 / 2010 Workplan Priorities Community Design Projects address both existing and new communities, including: • • • East Urban Community Phase 2 CDP Riverside South CDP amendment Blair Station Mixed Use CDP Rideau Street Design Study Bank Street south of the Rideau River CDP Wellington Street CDP 14

Planning and Growth Management 2009 / 2010 Workplan Priorities Transportation and Infrastructure projects are fundamental in making sure our City of the Future works. Example projects include: • • • Infrastructure Master Plan Review Hydrogeological and Terrain Analysis Guidelines Transportation Demand Management Strategy Ottawa South Pumping Station update Bilberry Creek EA update 15

Planning and Growth Management 2009 / 2010 Workplan Priorities One Stop Service This is a selection of major One Stop initiatives: • • preconsultation guidelines and procedures on-line development application forms on-line Terms of Reference for studies electronic circulation of Development applications. review of timelines for the construction of elements in new developments tracking financial securities and inspections Expanding the City’s Transfer of Review Program from MOE Review Development application fees 16

Planning and Growth Management Assumptions / Challenges Branch Restructuring and One Stop Service The challenges associated with the implementation of the new Branch and the introduction of One Stop Service will include: • • • Relocating a large number of staff Implementing new procedures Implementing new technology training all staff Integrating staff into new teams Maintaining on-going workloads during this time 17

Planning and Growth Management Assumptions / Challenges Fee Review The audit of the development review process recommended that the branch undertake a fee review in time for the 2010 budget year. There a number of constraints to achieving this objective in the required timeframe. The most telling is that the budget for the consultant to undertake the fee review has not been approved. 18

Water and Wastewater Services Dixon Weir Director

Water and Wastewater Services 2008 Accomplishments Infrastructure Renewal • Established an Ottawa River Fund with a $139 M in long-term funding, in partnership with the provincial and federal governments, to improve the current sewage infrastructure. Solid Waste and Environment • • Established a strategy for the application of water quality modelling technology to the Ottawa River to determine ways to reduce water pollution, and evaluate new anti-pollution technologies. Commissioned waste management facilities at the Britannia and Lemieux Island Water Purification Plants and the R. O. Pickard Environmental Centre, eliminating unacceptable discharges into the Ottawa River. Planning and Growth Management • Continued with the Lemieux Island Water Purification Plant expansion project, bringing the facility’s capacity to 400 million litres per day. 20

Water and Wastewater Services 2008 Accomplishments (cont’d) Service Delivery • • Implemented the Lead Service Pipe Replacement Program Implemented the Drainage on Private Property Program Offered customers a Water Efficiency program Reduced water loss from the water distribution system (ILI) and recognized by the OMBI Best Practices Water and Wastewater Energy Management - Water Loss Management Sustainable Finances • Commenced a cost, revenue and rate study, which takes a long term view of the cost of drinking water and wastewater services and revenue generation. Other • • Exceptional water quality inspection ratings at four of the City’s six municipal water systems by (MOE) Chief Drinking Water Inspector’s 2006 -07 Annual Report. Developed and obtained Council’s endorsement of the DWQMS compliant Operational Plan. 21

Water and Wastewater Services 2009 / 2010 Workplan Priorities Legislative Driven: 1. License City’s 6 Drinking Water Systems 2. Conduct a Cost, Rate and Revenue Study 3. Develop a Comprehensive Asset Management Strategy 4. Participate in the Source Water Protection Study Audit Driven: 5. Develop an Environmental Management System Departmental Driven: 6. Implement an Automated Meter Reading 7. Commission the Real Time Control Program 8. Conduct Ottawa River Water Quality Assessment 9. Develop policies that address Water Systems on Private Property (Water By-law Update) 10. Evaluation of future technologies for long-term biosolids disposal. CSP Driven: 11. Complete Integrated Infrastructure Projects (Road, Water, Sewer) 22

Water and Wastewater Services Assumptions / Challenges 1. Application for the full scope accreditation for Drinking Water Facilities will take place in August 2009. 2. Cost, Rate & Revenue Strategy - Capital cost projections. 3. Organizational capacity to move the Asset Management initiative forward. 4. Majority of the Source Water Protection work is lead by the Conservation Authorities with active City Councillor participation. 5. EMS – Tight timelines to deliver by the end of 2010. 6. AMR is a large scope project using evolving technology that must meet all of the City’s needs. 7. Commissioning RTC requires timely Provincial approvals for West End Regulators. 8. OR Water Quality Assessment Report requires input from Ville de Gatineau. 9. Buy-in from IC&I sector for the Cross Connection Control amendment. 10. Community acceptance of technologies and cost. 11. Capacity and resources to continue to deliver. 23

Solid Waste Services Albert Shamess Director

Solid Waste Services 2008 Accomplishments Solid Waste and Environment Priority l l l Completed consultation on IC&I Waste Diversion Strategy “Diversion 2015”. Improved compaction at the Trail Road Facility by approximately 60%. Completed first full year of operation of landfill gas-to-energy at Trail Road Facility with revenues of $130, 000. Obtained Council approval to negotiate a long-term agreement for a full-scale waste conversion facility by Plasco. Increased e-waste diversion in 2008 to 88 tonnes, from 37 tonnes in 2007. Increased the number of partners and products in our Take It Back! Program to 547 and 131, respectively. 26

Solid Waste Services 2008 Accomplishments (cont’d) Solid Waste and Environment Priority l l l Completed various community outreach events on Solid Waste Services programs. Entered into an agreement with Stewardship Ontario and participating in the Province's Phase 1 Municipal Hazardous or Special Waste plan. Recycled over 150, 000 litres of paint. Completed a survey of residents to obtain their views on garbage and recycling services. Obtained Council approval for implementation of waste diversion pilot projects in 2009. Maintained consistent waste diversion levels above 30%. 27

Solid Waste Services 2009 / 2010 Workplan Priorities l l l Green Bin Program IC&I Strategy, Implementation of Phase 1 (2009 -2011) Waste Diversion Pilot Projects Continue to focus on operation efficiency – Collection / Processing / Disposal Rethink Garbage Campaign Household Hazardous Waste E-waste Technology Review Residuals Management Plan Complete update of the Integrated Waste Management Master Plan Energy Ottawa’s landfill gas-to-electrical-energy project (opportunities for expansion) Plasco Energy gasification pilot project 28

Solid Waste Services Assumptions / Challenges: l l l Reaching 60% diversion Maximizing diversion while controlling costs Dealing with IC&I, beyond our control Market for recyclables Success of Plasco, timing and capacity uncertain Assumptions: l Pilot projects will have success 29

Community Sustainability Rob Mackay Director

Community Sustainability 2008 Accomplishments l l l l Expanded Anti-Idling Educational Toolkit to high schools Worked with By-law Services on anti-idling education and enforcement blitzes Partnered with the NCC in funding the completion of the Pinecrest Creek restoration - a case study for documenting the analysis, design and the restoration of an urban creek following natural channel design practices Acquired 75 acres in Carp Hills with 50% funding from province (Ontario Heritage Trust) Formally launched Choosing Our Future Initiative Supported successful grant proposal to European Space Agency for further examination of use of satellite data for urban air pollution and health risk assessment Participated in Earth Hour, Earth Day (Eco-Stewardship Fair booths) and Environment Week Updated the Corporate Pesticide Use Policy 31

Community Sustainability Branch 2009 / 2010 Workplan Priorities Creation of Community Sustainability Branch l l l Focal point for sustainability leadership within the corporation and with the community Aligns City services/investments to achieve sustainability (quadruple bottom line) Dual role to both develop corporate policy and Culture implement sustainability projects Corporate Sustainability Framework l l l New integrated planning framework Will connect long-term sustainability planning with medium-term policies (e. g. Official Plan and other City strategies) and short-term action plans (e. g. annual work plans) Creation of sustainability principles Social Economic Environment 32

Community Sustainability Branch 2009 / 2010 Workplan Priorities Choosing Our Future Initiative l l l Major three-year initiative to ‘future-proof’ the City of Ottawa and make it resilient and sustainable in the long term Three integrated outcomes: l Sustainability Plan l Risk Mitigation and Prevention Plan l Community Energy Plan 2009 activities include: l Collect baseline information and write foundation papers l Consult on sustainability principles and end-state goals l Initiate vulnerability, sustainability and resiliency analysis of plans, services, and programs l Choosing Our Future Public Symposium (Sept 2009) 33

Community Sustainability Branch 2009 / 2010 Workplan Priorities Environmental Strategy Review l l l Use Sustainability Framework/Principles to establish new/confirm environmental commitments Consult with stakeholders, agencies and the community in developing strategies Develop action plans to implement strategies Use an outcome based (Logic Model) approach to establish targets and indicators Monitor corporate and community performance against targets 34

Community Sustainability Branch 2009 / 2010 Workplan Priorities Implement Air Quality and Climate Change Management Plan l Set new corporate GHG emission reduction target (needed for Fleet Emissions Reduction Strategies) l Set new community GHG emission reduction target l Green Building/LEED promotion Natural Systems l Prepare sub-watershed plan annually for urban or rural areas experiencing development pressure l Develop a forestry strategy l Initiate restoration projects to restore watercourses 35

Community Sustainability Branch 2009 / 2010 Workplan Priorities Reports to PEC in next few months l l l Update on Green Building/LEED Promotion Re-look at Urban Natural Features Strategy Urban Tree Preservation National Capital Air Quality Mapping Pilot Promoting City Water (Bottled Water Strategy) DC Policy Reports to Other Committees l l l Review of Rural Clean Water Program South March Highlands Management Plan Integrated Street Furniture Program 36

Community Sustainability Assumptions / Challenges l l Development of shared understanding of sustainability and quadruple bottom line thinking (economic, environment, social and culture) Corporate buy-in of branch sustainability mandate Engaging and energizing the community-at-large (both strategically and with day-to-day sustainability actions) Understanding of policy/program resource implications (e. g. UNFs) Assumptions l Adequate capacity and resources to deliver on mandate 37

Planning and Environment Committee Strategic Planning Session February 19, 2009