Region of Waterloo€¦ · Web viewPartnerships – work in partnership to foster trusting relationships to provide effective and excellent responses to community priorities. Efficiency,

Report: CAO-SPL-19-01

Region of Waterloo

Office of the Chief Administrator

Strategic Planning & Strategic Initiatives

To: Chair Sean Strickland and Members of the Administration and Finance Committee

Date: November 5, 2019 File Code: A26-50

Subject: The 2019-2023 Strategic Plan

Recommendation:

That the Regional Municipality of Waterloo approve the 2019-2023 Strategic Plan as outlined in report CAO-SPL-19-01, dated November 5, 2019.

Summary:

This report outlines the recommended 2019-2023 Strategic Plan for the Region of Waterloo. The Strategic Plan provides a focus for the organization and ensures there is a common direction over the next four years for Council and staff. The Region’s Strategic Plan guides decision-making, helps to focus resources on the most pressing priorities, and informs the annual budget process. The development of the Strategic Plan has been guided by Regional Council, and has been based on significant public and staff consultation throughout the process. The Strategic Plan strives to foster and support five areas of focus: Thriving Economy; Sustainable Transportation; Environment and Climate Action; Healthy, Safe and Inclusive Communities; and Responsive and Engaging Public Service. Twenty-two strategic objectives and seventy supporting actions have been identified across the five focus areas.

The Strategic Plan communicates the commitment to advance, measure and report on the progress on the specific actions identified within the plan. Ongoing dialogue with citizens and customers of regional services, area municipalities, partner organizations and other levels of government will be key to the success of the Region’s Strategic Plan.

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November 5, 2019 Report: CAO-SPL-19-01

Report:

1.0 Background

The Region of Waterloo engages in a strategic planning process for every term of Council to identify priorities for the next four years, and to ensure the Region is prioritizing the most pressing issues and needs of the community. The Plan also provides a focus for the organization and ensures there is a common direction over the next four years for Council and staff. The Region’s Strategic Plan guides decision-making and helps inform the annual budget process. The development of the plan has been guided by Regional Council, and has been based on significant public and staff consultation as summarized in this report and described in detail in report CAO-SPL-18-03.

The Region of Waterloo’s Strategic Plan framework includes the following key components:

Vision: describes the preferred future.

Mission: describes why the organization exists.

Values: defines how we work.

Focus Areas: defines our focus for the term of Council.

Strategic Objectives: describes the overall intent and direction of the focus areas.

Strategic Measures: tells us how we are progressing on our strategic objectives.

Actions: defines “how” the Region will make progress towards each of the strategic objectives.

Strategic Imperatives defines the considerations when implementing the actions:

2.0 2019-2023 Strategic Planning Process

The 2019-2023 strategic planning process was approved by Council in December 2018 (CAO-SPL-18-03). The involvement of Regional Councillors and Council’s Strategic Planning Steering Committee was critical to the success of the overall planning process. The Council Steering Committee provided advice and direction to Regional staff, and acted as a “sounding board” throughout the Strategic Planning process. Steering Committee members included: Regional Chair Karen Redman, Councillors Helen Jowett, Jim Erb, Sandy Shantz and Berry Vrbanovic.

This strategic planning cycle placed more of a focus on the measurement aspect of the plan. There are three main components that were implemented to develop the 2019 – 2023 strategic planning process:

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Understanding our context Developing strategic direction, measures & targets Developing actions

2.1 Understanding our context (September – December 2018)Statistical trends and future projections were identified, providing context for the planning work in subsequent phases. A profile of trends and issues and an analysis of the demographics helped inform the new Regional Council, staff and other stakeholders about key trends and issues as they identify future priorities.

To help understand what citizens’ perceptions are with regard to community wellbeing, the Region conducted a joint, community-wide resident survey along with 16 partner agencies, which has helped inform the 2019 – 2023 Strategic Planning process (see Report CAO-SPL-18-01, dated March 20, 2018). The Wellbeing Survey, which collected over 5000 responses, has provided information on a variety of aspects critical to overall wellbeing, and served as an “oil light” indicating areas where attention was needed and helped identify areas for further input.

2.2 Developing strategic direction, measures & targets (January – August 2019)

At Council’s first strategic planning workshop in February 2019, they discussed the trends, issues and community statistics as well as the results of the Wellbeing Survey conducted by the Canadian Index of Wellbeing. Council also had a second strategic planning workshop during May 2019, to receive and discuss the preliminary results of the qualitative input gathered to that point.

Based on all the information collected, Council identified initial/draft focus areas and strategic objectives for 2019 to 2023. These draft focus areas and objectives were reviewed by community partners and citizens from a broad range of sectors and demographics in order to obtain feedback on Council’s draft priorities.

Once Council endorsed the focus areas and objectives, Regional staff identified strategic measures and appropriate targets to achieve the objectives. The identification of strategic measures and targets happened in collaboration with Corporate Performance. A process and system to monitor and track progress on all of the actions over the next four years will be implemented.

2.3 Developing actions (July to September 2019)

Where the objectives identify “what” the Region hopes to accomplish; the actions identify “how” the Region plans to achieve the strategic objectives over the next four years. These actions are directly tied to the strategic measures as outlined above. This process differs from previous strategic planning cycles in order to include more rigorous measurement in the strategic planning process, as well as align with the work of Corporate Performance.

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3.0 EngagementTo ensure that the Strategic Plan is relevant to the community and reflects community priorities, public input was sought at various times throughout the process. Interactive and multiple ways to have a “StratChat” (Figure 1) with the public were implemented in order to develop a deeper understanding of the issues facing the community.

The description below provides an overview of some of the methods implemented for the public engagement process. The Council Strategic Planning Steering Committee provided direction on the methods for engagement prior to implementation based on the following principles:

Offer multiple methods of participation Create opportunities that are inclusive to ensure public, community and

stakeholder participation. Integrate and expand upon the current engagement efforts in the

Region’s current master plans. Raise public awareness about the Region’s roles in the community and

the many services and programs offered to the community. Stakeholders will be informed about how their contributions were

considered.

3.1 Engagement methods

Community-wide resident survey: Regional Council approved the undertaking of a joint community-wide resident survey (see Report CAO-SPL-18-01, dated March 20, 2018) to help inform the 2019 – 2023 Strategic Planning process. A number of community partners agreed to support this joint survey and provided direction on question development and contributed financial and in-kind resources to support it. In addition to the Region of Waterloo, these funding partners included the seven area municipalities, Waterloo Region Police Service, Waterloo-Wellington Local Health Integration Network, the Kitchener and Waterloo Community Foundation, United Way Waterloo Region Communities, Waterloo Region Crime Prevention Council, Woolwich Community Health Center, Lang’s, and Kitchener Downtown Community Health Center.

The Canadian Index of Wellbeing (CIW) through the University of Waterloo was engaged as the survey provider. The CIW Community Wellbeing Survey gathered perceptions of residents concerning a variety of aspects linked to each of the eight domains that the CIW has identified as critical to overall wellbeing. These domains are relevant to the work of the Region and our partners and include: community vitality, healthy populations, democratic engagement, the environment, leisure and culture,

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Figure 1 Strat Chat branding


education, living standards, and time use.

The survey had a sample of over 5,000 Waterloo Region residents and were weighted to ensure a representative sample of Waterloo Region demographics, according to area municipality, gender and age. The results of the survey serve as an “oil light” indicating areas where attention is needed and an overview of the results were be presented to Council at a Strategic Planning workshop in February 2019.

On-line Engagement: An on-line discussion forum and on-line surveys were offered through out the strategic planning cycle to: increase engagement; diversify engagement; take advantage of existing community networks and interests; share information and engage a younger demographic. Participation in on-line engagement tools were promoted in a variety of ways.

Community leader’s forum: The Region hosted a community leader forum in September 2019 which was helpful to gather input on the draft priorities, identify potential actions to address community needs, while at the same time discussing the potential for collaboration with other community organizations.

Staff engagement: There were also opportunities for staff to provide input throughout the planning process. Focus groups and an on-line survey were some of the tools that helped collect information from staff as well as generate conversation to identify pressing issues, trends and priorities through focus groups, management forums, summer focus groups, as well as on-line surveys.

By the end of this stage input regarding issues and priorities were identified from a broad cross-section of the community as well as Regional staff. The information collected was summarized and provided to Council throughout four council workshops that happened over the past 6 months.

Summary reports of the public input collected can be found on the Region of Waterloo’s website under the “strategic planning” menu.

4.0 Strategic Planning Framework

The Region’s Strategic Plan is guided by the organization’s vision, mission and organizational values. Regional Council reviewed the Region’s vision, mission and values and decided to refresh the vision and mission in order to respond to the changing community needs and priorities. Council confirmed that the existing organizational values were still relevant and valid for this term of Council, and should continue to form the foundation for the Region’s 2019–2023 Strategic Plan.

To refresh the vision and mission, both public and staff input was gathered in order to create options for Council’s consideration at their strategic planning workshop.

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Following Council’s deliberations the following are the recommended vision, mission and values for the 2019-2023 term of Council.

Vision: describes the preferred future and the impact the organization hopes to have on the community. The vision defines what we aspire to for our community. The 2019-2023 Vision is:

Waterloo region: an inclusive, thriving and sustainable region of connected rural and urban communities with global reach, fostering opportunities for current and future generations.

Mission: describes the organization’s purpose and addresses why the organization exists. The mission defines what we do as an organization. The 2019-2023 organizational mission is:

We serve: With caring and responsible public service.

We engage: By listening and responding to community needs.

We inspire: by conducting ourselves with openness to enhance public trust and confidence.

Values: are the collective commitment to how staff and Council work with citizens, customers, colleagues and community partners. The values define how we work. The values for the 2019-2023 Strategic Plan are:

Service: Satisfy and build confidence.

Integrity: Instill Trust.

Respect: Value and recognize.

Innovation: Make ideas happen.

Collaboration: Involve and engage others.

Focus Areas: Five interconnected focus areas have been developed for the 2019–2023 term of Council, each with unique objectives, measures, targets and actions:

1. Thriving economy2. Sustainable transportation3. Environment and climate action 4. Healthy, safe and inclusive communities5. Responsive and engaging public service

Focus areas are highly interconnected and therefore the success and impact of one focus area will be dependent on the progress of another. The Region’s vision will only be achieved through the coordination and integration of objectives and actions associated with the various focus

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areas. Throughout the strategic plan we will demonstrate the linkages to objectives /actions across the focus areas e.g., transportation is the quickest, best way to reduce GHG emissions.

Strategic Objectives: There are twenty-two strategic objectives for the 2019-2023 Strategic Plan that add clarity and describe the overall intent and direction of the focus areas, helping staff align their work. The strategic objectives define “what” the Region is trying to accomplish within each area of focus (see Appendix 1).

Actions: There are seventy actions identified which are concrete initiatives or projects that the Region is committed to working on over the term of council. The actions define “how” the Region will make progress towards each of the strategic objectives. It is important to note that the actions identified in the Strategic Plan are not intended to be an inclusive list of everything the Region does in the community. Rather, the actions identify new or ongoing initiatives that the organization needs to focus on in order to ensure it is responding to the priorities identified by Council and the community throughout the strategic planning process. Other actions to help achieve these objectives are also included in Department Strategic Plans, master plans, service plans and program work plans.

See Appendix 1 for the complete list of focus areas, strategic objectives and actions for the 2019-2023 Strategic plan.

Strategic Imperatives (considerations when implementing the actions):

Through the public input process, it was identified that a way to ensure focus areas positively impact one another should be implemented. As a result, a set of Strategic Imperatives was developed based on community and staff input. These imperatives are intended to be a lens that Council and staff use when implementing actions and making decisions to significantly move an organization toward its vision and intended outcomes. The imperatives are broadly applicable and apply to all the focus areas of the Strategic Plan. The following are the Strategic imperatives for the 2019 – 2023 Strategic Planning cycle:

Balance of rural and urban communities – recognize the uniqueness, opportunities and needs of our rural and urban communities.

Climate action - build corporate and community understanding of the climate crisis with a focus on individual and collective vulnerability and responsibility. Include reducing greenhouse gas emissions and increasing climate resiliency as key considerations in Regional decision making.

Equity – pay attention to equity and deliver services that achieve equitable outcomes for marginalized groups in order to produce transformational results.

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Partnerships – work in partnership to foster trusting relationships to provide effective and excellent responses to community priorities.

Efficiency, effectiveness and value for money – provide the most financially sustainable decisions and solutions that provide value for tax payer’s dollars.

Strategic Measures (what we hope to impact)

The strategic measures tell us how we are progressing on our strategic objectives. They create a means of monitoring progress towards the intended strategic objectives. Staff are in the process of finalizing the strategic measures for each of the strategic objectives and the intention is to have the strategic measures reported to Council and to the public through the regular reporting process. Strategic measures will be reported to Council and the public in late 2020.

Sustainable Development Goals

The world leaders from Canada and 192 other United Nations member states adopted “Transforming our World: The 2030 Agenda for Sustainable Development”. The Agenda is a plan of action for people, the planet and prosperity and has 17 Sustainable Development Goals (SDGs) to demonstrate the scale and ambition of this universal agenda. The SDGs are global in nature and can be applied to the 2019-2023 Strategic Plan throughout the five focus areas. The Region’s Strategic Plan addresses all 17 SDGs. To identify where the Region is aligned with the SDGs and doing its part to contribute to their success look for the SDG icons in Appendix 1.

5.0 Next Steps

5.1 Department Strategic Plans

In parallel with the Corporate Strategic Plan, each Department is developing a Departmental Strategic Plan. The Department Strategic Plans will identify additional priority actions needed to implement the corporate strategic objectives as well as more detailed departmental objectives and actions specific to departmental priorities. The Departmental Strategic Plans will be finalized in 2020, following Council’s approval of the Corporate Strategic Plan.

5.2 Communication of the Strategic Plan

The Region’s Strategic Plan will be shared with the community and staff, area municipalities, community partners and other key stakeholders. In order to effectively communicate the plan to a wide range of audiences, a condensed version will be developed and reviewed for plain language. The website will be updated and

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information will be shared with community stakeholders in a variety of ways. A number of methods to involve and inform staff will be implemented to provide a clear connection for staff between their day-to-day work and the organization’s strategic priorities. The vision and mission of the organization and the strategic priorities for this term of Council will also be communicated.

5.3 Measuring, monitoring and reporting on progress of the Strategic Plan

An important element of our strategic planning process will be to measure and report on the progress on our strategic objectives and actions.

Regular reporting will be an integral part of the strategic planning process in order to demonstrate to Council, the public and staff how the strategic objectives are being achieved across the organization.

Over the next several years it will be important to be conscious of new challenges and emerging issues. The Region will need to be flexible in order to respond to these changing directions and demands. Accordingly, the Plan will be reviewed approximately half-way through the term of Council (early 2022). This will provide the opportunity for Council to refresh the Strategic Plan by refining any of the objectives and/or adding or deleting priority actions in order to respond to any significant changes in future circumstances.

6.0 From Planning to Implementation

In order to continue to make the Strategic Plan meaningful and relevant during this term of Council, the following components will be implemented.

6.1 Orientation and training

The Region of Waterloo Strategic Plan will be a core component of staff training and ongoing development. It will be a core component of the New Employee Orientation Program (NEOP).

6.2 Alignment and linkages with other corporate and department processes and plans

The annual budget process and resource allocation decisions will continue to be aligned with, and informed by the Strategic Plan. The Strategic Plan also forms the backbone for planning across all departments and service areas including Departmental Strategic Plans.

6.3 Partnerships

Ongoing partnerships with area municipalities, community partners and other levels of government will be key to the Region’s success in the implementation of the Strategic Plan. Where possible and appropriate, the Region will build internal and external

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relationships to achieve common goals and resolve community issues.

Corporate Strategic Plan

The corporate strategic planning process identified in this report provides a framework to ensure effective and efficient governance which recognizes and responds to the needs of the community through the priorities identified by Regional Council.

Financial Implications

The financial implications of many of the priority actions are included in currently approved program budgets. Some of the actions in the Plan do not yet have adequate funding approved. The financial implications of these actions will be dealt with through the annual budget process. Staff will continue to ensure that the budget process and priorities identified through the budget process are fully aligned with the Corporate Strategic Plan. Council’s adoption of the Strategic Plan does not represent financial commitment to the actions identified in this report. Rather, it provides a common understanding of priorities for the organization to guide the allocation of resources. It provides a useful framework for Council’s annual budget deliberations.

7.2 Other Department Consultations/Concurrence:

All Regional departments are involved in developing, implementing and monitoring the progress of the Region’s Corporate Strategic Plan and have been consulted with on this report.

Attachments:

Appendix A: Focus Areas, Strategic Objectives and Actions for the 2019-2023 Strategic Plan

Prepared by: Lorie Fioze, Manager, Strategic Planning and Strategic Initiatives

Approved by: Michael L. Murray, Chief Administrative Officer

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Appendix A:Focus Areas, Strategic Objectives and Actions

The Region will lead strategic economic development initiatives, and will support the work of the Waterloo Economic Development Corporation and other community stakeholders to achieve a shared vision for our economic prosperity that is locally rooted, internationally competitive and globally recognized. The Region will help to plan for and provide the infrastructure and services necessary to attract talent and investment and create the foundation for innovation and economic success.

Strategic objective 1.1: Create a competitive business-supportive community to help attract, retain and grow employers, talent and investments in Waterloo Region.

Actions:

1.1.1: Identify and implement specific economic cluster development initiatives in collaboration with Waterloo Economic Development Corporation, local municipalities, senior levels of government, private, research and industry associations.

1.1.2: Complete a review of policies, procedures and communications in partnership with area municipalities and private sector stakeholders to ensure a business friendly environment and support for local companies (e.g. business inquiries, policy and permit approvals, etc.).

1.1.3: Develop a broader Smart Waterloo Region strategy and implementation plan in partnership with area municipalities and the technology sector.

1.1.4: Support the Waterloo Region Immigration Partnership to engage, educate and support employers to recruit, hire and retain immigrant and refugee talent.

1.1.5: In collaboration with community partners, support the development of a talent attraction and retention strategy for Waterloo Region.

1.1.6: Leverage our proactive Climate Action initiatives such as LRT, transit, active transportation to attract investment and enhance talent recruitment.

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Strategic Objective 1.2: Ensure an adequate and strategic supply of employment lands in the Region.

Actions:

1.2.1: Work with community partners to develop an employment land strategy, framework, and land supply that facilitates employment retention and growth.

Strategic Objective 1.3: Support the arts, culture and heritage sectors to enrich the lives of residents and attract visitors to Waterloo Region.

Actions:

1.3.1: Work with community partners to develop a regional culture plan that complements area municipal plans and that defines and reinforces the Regional cultural mandate.

1.3.2: Develop a robust, transparent and equitable grant funding strategy to support the arts and culture sector.

1.3.3: Provide opportunities for cultural activities and events to take place at Regional facilities on Regional property.

Strategic Objective 1.4: Grow passenger air service and aviation related activities at the Region of Waterloo International Airport.

Actions:

1.4.1: Implement the Airport Master Plan to plan for and accommodate future development at the Airport.

1.4.2: Continue targeted outreach and marketing to airlines based on top routes for leisure and business travel.

1.4.3: Continue outreach to aviation related companies looking to relocate to land on or adjacent to the airport.

Alignment with Sustainable Development Goals (SDGs)

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The Region will offer more travel choices to residents, and strive to ensure that our transportation system is affordable and environmentally sustainable. The transportation network will be integrated and accessible and will contribute positively to urban intensification and economic prosperity. The Region will encourage more active transportation by enhancing facilities that make it safe, more comfortable and convenient to walk and cycle in our community. The Region recognizes that improving public transportation can reduce greenhouse gas emissions by moving more people with fewer vehicles, and aims to minimize GHG emissions by using efficient vehicles, alternative fuels, and decreasing the impact of operations.

Strategic objective 2.1: Enhance the transit system to increase ridership and ensure it is accessible and appealing to the public.

Actions:

2.1.1: Review and implement the GRT Business Plan to increase ridership and enhance rider experience.

2.1.2: Continue to evaluate and monitor alternative transit fare structures.2.1.3: Complete detailed planning for Stage 2 ION to Cambridge.

Strategic objective 2.2: Improve and better integrate roads and rail transportation services to and from Waterloo Region.

Actions:

2.2.1: Work with community partners to advocate for improved train service between Waterloo Region and the GTA.

2.2.2: Complete the feasibility study for GO train service to Cambridge via the Fergus subdivision.

2.2.3: Design and build the transit infrastructure for the King-Victoria Transit Hub as the first phase of integrated development on the site.

Strategic objective 2.3: Increase participation in active forms of transportation (cycling and walking).

Actions:

2.3.1: Continue to explore, plan and implement new pedestrian and cycling

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facilities in coordination with local municipalities as per the Transportation Master Plan to provide good connectivity and close gaps in the current active transportation network.

2.3.2: Incorporate more cycling and pedestrian amenities (e.g. streetscaping features, street furniture, bicycle repair stands, etc.) into roadway designs to increase the attractiveness of active modes of transportation.

2.3.3: Increase usage of cycling facilities by enhancing maintenance levels.

2.3.4: Develop planning policies that encourage more compact, walkable, transit oriented communities in both the built up and greenfield areas of the Region.

Strategic objective 2.4: Improve road safety for all users - drivers, cyclists, pedestrians, horse and buggies.

Actions:

2.4.1: Continue to implement the Region’s road safety program to reduce the number of severe and fatal injury collisions, using elements of engineering, education and enforcement, with a greater emphasis on reducing collisions involving active transportation users.

2.4.2: Advocate with other levels of government to change legislation and regulations to improve road safety for all users.

Alignment with Sustainable Development Goals (SDGs)

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The Region aims to be one of the most environmentally sustainable regions in the country, and will play a key role in managing urban and agricultural land use, protecting and enhancing the natural environment including, clean air, water and land, and protecting green spaces and sensitive environmental features. The Region will work in partnership with the community and area municipalities to reduce our GHG (greenhouse gas) emissions through conservation, efficiencies and innovative actions as well as preparing for the effects that climate change has on our community.

Strategic objective 3.1: Reduce greenhouse gas emissions.Actions:

3.1.1: Reduce the production of organization’s (Region of Waterloo) Green House Gas emissions e.g., waste, water, facilities, fleet.

3.1.2: Support the work of ClimateActionWR in the development of a Climate Action Plan to reach an 80% reduction of 2010 emission levels by 2050.

3.1.3: Develop a public education campaign to highlight the GHG emissions reduced through investments in transit, active transportation, sustainable transportation, the green bin program, and energy efficiency etc.

3.1.4: Create a Climate Action Working Group of staff and Council Members to oversee the advancement of climate action initiatives.

Strategic Objective 3.2: Improve resilience to climate change and/or severe weather.Actions:

3.2.1: Implement the Community Climate Adaptation plan to mitigate the impacts of climate change on regional infrastructure and operations. 3.2.2: Provide adaptation awareness, resources and support to businesses and organizations to enable them to develop their own climate adaptation plans.3.2.3: Develop a Climate Change & Health Vulnerability and Adaptation Assessment to review local climate projections, current and projected health risks and identify adaptive measures to strengthen resilience to the health impacts of climate change.3.2.4: Increase the number of registrants for the Alert Waterloo Region emergency notification system by encouraging citizens to sign up to receive emergency messaging through different communication methods.

Strategic objective 3.3: Direct more waste away from the landfill, improve 3129462 Page 15 of 20


recycling and better manage organic waste.

Actions:

3.3.1: Preparation for transition of the Blue Box Program to full producer responsibility to ensure seamless and smooth transition to the new Provincial regulatory framework.

3.3.2: Reduce the current garbage bag/ container limit from 4 to 3 bags/containers.

3.3.3: Research opportunities and barriers to implementing green bin use in multi residential complexes (including Waterloo Region housing properties).

Strategic Objective 3.4: Protect our water resources (drinking water and wastewater treatment).

Actions:

3.4.1: Proactively manage the water and wastewater system to protect public health and the environment.

3.4.2: Continue with Rural Water Quality Program.

3.4.3: Optimize the water supply and distribution system to meet the Region’s long term drinking water needs

Strategic objective 3.5: Promote the efficient use of urban land, and protect and enhance agricultural and natural areas.

Actions:

3.5.1: Promote efficient urban land use through greenfield and intensification policies while conserving natural heritage and agricultural areas.

3.5.2: Seek opportunities with community partners to increase the Region’s Natural Areas.

3.5.3: Create a Waterloo Agricultural Industry Strategy to support the agriculture, agribusiness and agri-food sector.

Alignment with Social Development Goals (SDGs)

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The Region will work with the community to provide quality services and programs to provide equitable access to supports and services that contribute to a healthy, safe and inclusive community. The Region will continue efforts to improve child and youth wellbeing, population health, reduce problematic substance use and its consequences as well as enhance community safety and wellbeing. The Region will also provide leadership to improve affordable housing options.

Strategic objective 4.1: Improve child and youth wellbeing in Waterloo Region.

4.1.1: Develop and implement a new child care and early learning service system plan with clear priorities and actions for improving inclusion, access, affordability and quality of licensed child care across Waterloo Region.

4.1.2: Support the collective efforts of the Children and Youth Planning Table including the Smart Waterloo Region initiative for children and youth.

4.1.3: Enhance Healthy Babies Healthy Children and vision screening reach for young children to support child development outcomes.

Strategic objective 4.2: Make affordable housing more available to individuals and families.

4.2.1: Provide leadership and facilitation to increase the supply of affordable housing by supporting new construction and/or rent assistance.

4.2.2: Finalize and implement the Waterloo Region Housing Master Plan.

4.2.3: Engage community partners to identify new innovative strategies to increase the affordable housing supply.

4.2.4: Support the enhancements of on-site housing supports for people experiencing homelessness.

Strategic objective 4.3: Promote and enhance equity in policies, planning, services, and decision-making in order to positively impact community wellbeing.

Actions:

4.3.1: Develop the capacity and systems to collect and report on demographic data to enhance equity in Region of Waterloo services to better meet the needs of our community.

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4.3.2: Work with Wellbeing Waterloo Region to develop and implement equity and bias awareness training with follow-up actions to impact and address system wide inequities.

4.3.3: Work with the Waterloo Region Immigration Partnership to ensure that the community, systems, policies and programs are welcoming and inclusive of immigrants and refugees.

4.3.4: Enhance regional facilities and processes to facilitate welcoming and inclusive spaces e.g.,art, signage, burning of traditional medicines, offering of territorial acknowledgements etc.

Strategic objective 4.4: Prevent and reduce problematic substance use and its consequences.

Actions:

4.4.1: Coordinate and facilitate a cross sectoral opioid response through the Waterloo Region Integrated Drugs Strategy (WRIDS).

4.4.2: Implement appropriate Consumption and Treatment Services in Waterloo Region.

4.4.3: Work with the Waterloo Region Crime Prevention Council to increase community engagement in upstream prevention approaches.

Strategic Objective 4.5: Enhance community safety and wellbeing in Waterloo Region.

4.5.1: Develop a Community Safety and Wellbeing Plan that builds on the work of Crime Prevention Council and Wellbeing Waterloo Region.

4.5.2: Implement leading best practices in person centered care for seniors in Sunnyside Senior’s Services.

4.5.3: Enhance Region of Waterloo staff knowledge and capacity to understand local Indigenous history and the urban Indigenous community in partnership with area municipalities.

Alignment with Social Development Goals (SDGs)

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The Region will strive to inspire public trust and confidence by engaging citizens and collaborating with community partners to foster meaningful and open conversations and communication about Regional programs and services. The Region will attract, recruit and retain a skilled, engaged and caring workforce, that delivers excellent citizen-centered services to meet the diverse needs of the community. Organizational processes, facilities and resources will be reliable, cost efficient and effective, and will provide excellent value to the community.

Strategic objective 5.1: Enhance opportunities for public engagement, input and involvement in Region of Waterloo initiatives.

Actions:

5.1.1: Develop a digital and social media strategy to enhance online communications with the public.

5.1.2: Optimize the Region’s websites to make them more interactive, timely and relevant.

5.1.3: Develop and implement public engagement resources and supports to increase the capacity of staff to conduct meaningful public engagement (online and in person).

Strategic objective 5.2: Provide excellent citizen centered services that enhance service satisfaction.

Actions:

5.2.1: Improve service and customer satisfaction by implementing a corporate wide Service Strategy.

5.2.2: Improve access to and quality of Regional information and Services between Citizens and the Service First Call Centre.

5.2.3: Improve the quality of life of Community Services Department clients through the delivery of integrated services that shift service to a more individualized and person-centered approach.

Strategic objective 5.3: Attract, support and retain skilled, engaged and diverse 3129462 Page 19 of 20


employees.

Actions:

5.3.1: Develop and implement an integrated Employee Engagement Strategy to attract, retain and support engaged and productive staff.

5.3.2: Develop and implement a talent management strategy that ensures that skilled staff are hired, retained and available as vacancies occur.

Strategic objective 5.4: Ensure the Region provides value for money and long term financial sustainability.

Actions:

5.4.1: Implement the Region’s Capital Asset Renewal Funding Strategy, subject to annual budget approval.

5.4.2: Implement a sustainable, long term strategy for the funding and financing of new infrastructure required to service growth.

5.4.3: Regularly compare the Region’s property taxes, user rates and development charges with comparable municipalities to ensure the Region remains competitive.

Alignment with the Sustainable Development Goals (SDGs)

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Documents

Region of Waterloo€¦ · Web viewPartnerships – work in partnership to foster trusting relationships to provide effective and excellent responses to community priorities. Efficiency,