There are a number of areas the Corporation will continue to focus on for the remaining year of the CSP. These priorities are driven by past performance, outstanding items and the Council Shared Term Agenda. The work is impacted by changing environmental realities, partners and opportunities; an example is the potential federal funding opportunities for infrastructure.
The following list of initiatives continues to be monitored with reporting coming through various committees of City Council in 2016. Updates are provided below on actions being considered in 2016 and where specific reports are confirmed.
Focus Area 3: City Building
- Baker Street/Library Development: (Q2 reporting)
- Downtown Business Plan Implementation: (Q2-3 reporting)
- Downtown Secondary Plan Implementation: (Q2 reporting)
- Guelph Innovation District: (multiple partners in coordination – 2017+)
- Joint Education Campus: (multiple partners in coordination-monitoring)
Focus Area 2: Innovation in Local Government
- Guelph Municipal Holding Company:(Q2-3)
- District Energy Initiative: (Q2-3)
- Evolving the Parks Model: (2017/2018)
- Service Review Framework/Rationalization: (Budget 2017)
- Land Ambulance Agreement: (multiple partners – ongoing)
- Financial/Communications Framework: (2016-ongoing)
Focus Area 1: Organizational Excellence
- Performance Measurement and Tracking Scorecards: (2016-ongoing)
- Integrated Performance Reporting: (2016- ongoing)
- Administrative Capacity/Efficiencies/Alignments: (2016/2017)
There are a number of external and internal environmental conditions that influence and shape the delivery of the CSP over time. To help manage and respond effectively to these influences, the organization has also been building its strategic and corporate planning cycle and in 2015 the Council Shared Term Agenda (2015-2018) was created.
In response to the Council Shared Term Agenda and the Corporate Strategic Plan, the Corporate Management Team(CMT) have carried out an annual priority setting exercise that will enable the organization to focus and align its efforts to accommodate capacity and pressures.
The Council Shared Term Agenda and the work of CMT also acts as a bridge between planning timelines, and cycles of departmental plans, master plans (e.g. Parking Master Plan) and community plans (e.g. Official Plan).
The creation of the Council Shared Term Agenda and the Corporate Management Team annual priorities will also support concrete performance tracking and reporting to citizens.