Last November, Council adopted the City s Corporate Strategic Plan.

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1 Last November, Council adopted the City s Corporate Strategic Plan. As you may recall, a critical part of the Plan is to report annually to the community on the status of the priorities identified within the Plan. On estdevantcousmonsieur le maireet membresdu conseilpour vousprésenternotretout premier rapport d étapeannuel. (We are here today to provide you with our inaugural Annual Progress Report.) 1

2 As an overview, these are the components used to produce the Annual Progress Report. We have: -the strategic plan which was adopted in November 2013 (as stated earlier). -the plan is composed of core priorities that come from 3 sources (Council, Community and Corporation) -from these priorities, key performance indicators (grouped under 5 themes) were developed. These KPI s enable us to measure and report on our performance As in any strategic plan, it is crucial to report back theses measurements. which brings us to this annual progress report presentation. 2

3 Avant d examinerles résultatsdu rapport d étapeannuel, j aimeraisvousparlerbrièvementde l importancede notreplan stratégiquemunicipal. Il s agitd un document de référence, qui complètele processusde planificationet de budget. Cedocument permetégalementaux employésde définir et de faire cadrerles prioritésmunicipaleset les démarchesà prendre. En d autresmots, le Plan constituele cadre des objectifs corporatifs, des plans d activités, des budgets et des mesuresde rendementpour la périodede 2012 à

4 Our Corporate Strategic Plan is based on 27 core priorities, which include 123 Key Performance Indicators (KPIs), gathered from 3 sources: 1. Council; 2. Community -through the Integrated Community Sustainability Plan (developed in April 2011) ; and 3. Corporate the senior management team. 4

5 Les 27 priorités de base se catégorisent selon cinq thèmes prioritaires: Environnement; Social; Culture; Economie; et Gouvernance. 5

6 As mentioned, our priorities are tracked by 123 Key Performance Indicators. This is the first year that we are providing Council with a progress report. In this inaugural year, all of the indicators did not have the required measurable data available (ie: Census data). On this slide, you can see that out of the 123 indicators, 37 (30%) did not have data available. The subsequent slides will provide information relating to the 70% of KPI s where data was available. 6

7 After compiling all of the available information, this shows our final results after our fist year of tracking (results take into account the 5 themes). We have a success rate of 70 %. Are we completely satisfied with our first attempt? No, but this does provide us with a strong baseline as we move forward. I do want to highlight the yellow category (13 %). This signifies that we missed our Key Performance Indicator targets by 10% or less. In these instances, we were very close to hitting the goal, but came just short because of direct or indirect factors. On that basis, one could argue we achieved closer to 80 % than 70 %. 7

8 I ll give you a few examples to illustrate: under the environment theme, the number of water main breaks per 100 kmsof water distribution pipe was not achieved. The goal was less than 10 breaks per 100 kmsand our result was 10.6 breaks. This outcome is very close to the target, but was directly affected by a colder than normal winter. Another example is under the social theme. The average fire response time target was less than 3 minutes. Our result came in at 3 minutes and 19 seconds. We did not achieve the desired result, but we had set the bar higher than the 4 minute standard.. So you see the nuances between a complete fail to meet the goal and just missing it because of indirect factors or an over aggressive target. As we enter a new year, we will focus our energies on the KPI s that almost attained our target (being the yellow group of 13%) as well as the 17% in red in were we missed our Key Performance Indicators targets by more that 10%; We will report on these annually. 7

9 I want to take the time to go over the results of the 5 themes. Let s start with environment. The chart shows that 57 % of the KPI s were a success, however, 29% (yellow) of the KPI s were missed by a mere 10% or less. I believe that we can improve on these. 8

10 Le thème axé sur la Culture est clairement celui selon lequel nous connaissonsle plus de succès, étantdonnéquenous atteignons déjà 90 % de nos objectifs. C est très encourageant. Parmi les points saillants, nous pouvons mentionner le plan directeur des parcs et loisirs, nos subventions culturels octroyés par «habitant», ainsi que les fraisd entréerecueillisau Zoo de Magnetic Hill. 9

11 On the Social theme, we do have some work to do as 31% of our targets were missed. We will need to enhance our efforts in addressing these priorities to improve the results going forward. Amongst the successes, we did achieve our target of reducing the property crime rate by 5 %. Our final reduction was 16.7 %! We also managed to reduce our violate crime rate by 26.6 % when the goal was 5 %. I should note that we don t have direct influence on these as the RCMP is responsible for our policing services. But it 10

12 does have an impact on our report. Though we have work to do, these are all very positive elements worth mentioning. 10

13 Under the Economy theme, we see once again a relatively high number of slightly missed targets (21 %). Amongst the near missed, our new residential units created per capita were targeted at 300 new homes and we achieved 287. On the positive side, we did however reach some great successes. We managed to increase the cost assessment per square foot in the BIA (business improvement area). The target was $30 per sq.ftandwe reached $32.95 per sq. ft. As the economy remains an crucial component of our success, we will continue to refocus our energies on moving KPI s currently in the red to the green. 11

14 Finally on the Governance theme, we did extremely well with an 82 % success rate. Some of the great results attained include the percentage change in workers compensation insurance costs from previous years. The target was 10 % and we reached a reduction of 15.9 %. Another example can be found in our operating costs for governance and corporate management. Our target was less than 1.5 % of the operating budget and we attained 1.33 %. 12

15 In conclusion I want to bring back the total results for all 123 KPI s that were tracked. Our results are something that we can build upon. I want to stress that we (as a corporation) have done almost 80 % of what we do very well and council, staff and citizens should be proud and thanked for their hard work and dedication to our city. We now have a tool and proper baseline to measure the entire corporation s performance. Over the next few months, we will re-evaluate some of the indicators to make sure we are measuring them properly and they remain relevant to our collective purposes. We will also be enhancing our efforts in relation to targets we collectively failed to meet. 13

16 No other municipality in the province has gone through such an extensive process and practices such a high degree of transparency. This exercise provides valuable data to help us plan and execute Council s priorities. We have chosento be open and transparent by showing residents how we fare in different areas. Council leads the way by setting priorities and we are now measuring ourselves against them on an annual basis. This a very positive step for our city in terms of the never-ending road to service excellence. I realize that this is a quick overview of a very detailed document, so for more information on our results, I encourage people to visit our website for the entire Progress Report results starting this Wednesday evening. Thank you. Questions? 13

17 14

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