community strategic plan - windsor · 23. cultivate administrative talent 29 24. build ... included...
TRANSCRIPT
![Page 1: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/1.jpg)
Community Strategic Plan
Report Card
OU
R EC
ON
OM
Y
OU
R SO
CIET
Y
OU
R EN
VIR
ON
MEN
T
OU
R G
OV
ERN
MEN
T
Planning DepartmentNovember 2015
2014 Annual
CSPreportcard_2015.indd 1 30/10/2015 3:13:51 PM
![Page 2: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/2.jpg)
CSPreportcard_2015.indd 2 30/10/2015 3:13:51 PM
![Page 3: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/3.jpg)
i
A Message from Windsor City Council
Message from Mayor and Council,
The Community Strategic Plan embodies City Council’s pledge to work alongside our community members to lay the visionary foundation for our shared future. A strong relationship between Windsorites and their elected representatives is crucial to ensuring a sturdy and effective decision making process.
When the Community Strategic Plan was revised in 2007, City Council fully embraced the four pillars that would drive our strategic development in the coming years: Our Economy, Our Society, Our Environment and Our Government. This year, we are looking back and evaluating our success in upholding these pillars using our second annual Report Card. In doing so, we can translate the lessons of the past 8 years into further refinements to our strategic process going forward.
City Council continues to welcome input from the members of our community, because we know the secret to our future success remains rooted in an open discussion and dialogue between our municipality and the public we serve.
On behalf of City Council and City of Windsor staff, we wish to thank everyone who contributed to the process, and we extend our congratulations on the successes we have realized together so far. Let’s roll up our sleeves and keep it going!
Sincerely,
Mayor Drew Dilkens
Councillor Francis
Councillor Elliott
Councillor Bortolin
Councillor Sleiman
Councillor Gignac
Councillor Kusmierczyk
Councillor Marra
Councillor Payne
Councillor Holt
Mayor Dilkens
Councillor Borrelli
CSPreportcard_2015.indd 1 30/10/2015 3:13:55 PM
![Page 4: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/4.jpg)
ii
2
4
3
5
4
6
5 5
4.25
0
1
2
3
4
5
6
7
2007 2008 2009 2010 2011 2012 2013 2014
Value
Year
How to Interpret the Graphs
12
10
16
20
22
20
1819
17.1
0
5
10
15
20
25
2007 2008 2009 2010 2011 2012 2013 2014
Value
Year
This graph shows data for a measure/indicator where the goal is to achieve an increase in the value over time (e.g. improve health, improve the municipal bond rating, increase the number of recreation trails). The direction of the arrow for the goal for these types of indicators is upward. In this sample, the trend for 2014 is also upward since the value of ‘5’ is above the 8 year average line of 4.25. The trend is aligned with the goal.
This graph shows data for a measure/indicator where the goal is to achieve a decrease in the value over time (e.g. decrease poverty, decrease the crime rate, decrease electricity use). The direction of the arrow for the goal for these types of indicators is therefore downward. In this sample, the trend for 2014 is upward since the value of ‘19’ is above the 8 year average line of 17.1. The trend is not aligned with the goal.
Sample Graph (A)
Sample Graph (B)
8 Year Average
8 Year Average
Goal
Trend
Goal
Trend
Legend an upward goal or trend
Note regarding ‘undefined’ goals: The goal for some of the indicators is ‘undefined’ and is represented by two dash marks. This term is needed since it has not been determined if it is the goal to increase or decrease the value of these indicators over time. In these cases there is one or more unknown factors.
a trend that is unchanged from a previous year
a goal that is undefined (neither upward or downward) a downward goal or trend
CSPreportcard_2015.indd 2 30/10/2015 3:13:57 PM
![Page 5: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/5.jpg)
Pillar: Our Economy 2
Pillar: Our Society 7
Pillar: Our Environment 16
Pillar: Our Government 24
1. Grow Business 22. Partner Productively 43. Capitalize on Our Strengths 54. Reach Out to the World 55. Develop Skills 6
6. Stay Safe 77. Invest in Quality Living 98. Protect Community Wellness 109. Strengthen the Social Fabric 1110. Create Complete Neighbourhoods 1311. Celebrate Diversity 1412. Honour Heritage 1513. Value Art 15
14. Improve our Environment 1615. Develop Responsibly 1716. Conserve Energy 1917. Maintain Infrastructure 2018. Make Transportation Efficient and Convenient 22
19. Improve Financial Success 2420. Make Services Responsive 2621. Form Beneficial Partnerships 2822. Encourage Public Engagement 2823. Cultivate Administrative Talent 2924. Build Political Leadership 30
Table of Contents
Introduction 1
Objectives:
Objectives:
Objectives:
Objectives:
Message from Windsor City Council iHow to Interpret the Graphs ii
CSPreportcard_2015.indd 3 30/10/2015 3:13:57 PM
![Page 6: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/6.jpg)
1 Community Strategic Plan - City of Windsor
ViSiOn
Windsor is a quality city full of history and potential, with a diverse culture, a durable economy, and a healthy environment where citizens share a strong sense of belonging and a collective pride of place.
MiSSiOn
Our City is built on relationships - between citizens and their government, businesses and public institutions, city and region - all interconnected, mutually supportive, and focused on the brightest future we can create together.
The Community Strategic Plan assists in identifying strategic issues facing Windsor, alternatives for dealing with them and a common vision to guide all future planning and decision making. It also involves linking with other municipal plans, business processes and establishing a monitoring and annual reporting process. In 2007, City Council updated the Community Strategic Plan (originally created in 1996) to better define the goals and objectives for the City.
This document represents the second annual Report Card and is intended to monitor the success of the Community Strategic Plan and ensure continuous improvement. In 2010, City Council approved the use of a set of “indicators” to help monitor the City’s progress towards our goals. Included in this report card are those indicators with some modifications to align with the availability of data going back to 2007. By monitoring our progress and setting goals for the future we can make the City of Windsor a strong and vibrant community.
OUR ECOnOMY OUR SOCiETY OUR EnViROnMEnT OUR GOVERnMEnT
Introduction
PiLLARS
CSPreportcard_2015.indd 1 30/10/2015 3:13:58 PM
![Page 7: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/7.jpg)
Cultivated & Competitive
2Community Strategic Plan - City of Windsor
• That the City of Windsor work towards the development of a “brand” that will focus on attracting professionals, individuals and families, addressing the community’s appearance and reputation in order to capitalize on opportunities for tourism, greater economic prosperity and enhanced community pride.
• That the City of Windsor establish partnerships with all orders of government, the private sector, labour and other stakeholders to attract and retain investment that will diversify and sustain the City’s employment base.
Grow BusinessCultivate a positive and diverse economic environment for business growth.
Number of Licences Issued per 100,000 PopulationFigure 1(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
This indicator records the number of business licences (including taxi driver and taxi plate holder licences) issued each year per 100,000 populations. An increase in this indicator demonstrates growth in the City as more employment and business opportunities are made available.
Objective 1
1346.90 1328.40 1390.30 1375.50 1409.20 1432.90
1789.90 1,712.70
1473.23
0.00
200.00
400.00
600.00
800.00
1000.00
1200.00
1400.00
1600.00
1800.00
2000.00
2007 2008 2009 2010 2011 2012 2013 2014
Num
ber o
f Lic
ense
s/10
0,00
0
Year1.00%
8 Year Average
Goal
Trend
OU
R EC
ON
OM
Y
CSPreportcard_2015.indd 2 30/10/2015 3:13:59 PM
![Page 8: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/8.jpg)
3
ECO
NO
MY
Community Strategic Plan - City of Windsor
Average Percentage of Assessment Growth for All Classes of DevelopmentFigure 1(b) - Source: City of Windsor, Taxation & Financial Projects
Construction Value of Total Building Permits Issued per CapitaFigure 1(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
This figure records the total value of building permits issued within the City for residential, institutional, commercial and industrial construction. Issued building permits monitor the value of both new construction and renovation activity within the City.
This indicator identifies the change in all property classes’ total assessment value as calculated at the beginning of the year compared to the value at the end of the year. It measures the net impact on assessment value due to items such as building additions and new construction, which add value, less items such as demolitions, which remove value.
Year
0.89%
0.27%
0.17% 0.15%
0.80%
0.46%
0.34%
0.19%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
0.90%
1.00%
2007 2008 2009 2010 2011 2012 2013 2014
Ave
rage
Per
cent
Cha
nge
Year
$1,067.00
$537.00
$1,088.00 $1,234.00
$870.00
$1,528.00
$866.00 $989
$1,022.38
0
200
400
600
800
1000
1200
1400
1600
1800
2007 2008 2009 2010 2011 2012 2013 2014
Tota
l Bui
ldin
g Pe
rmits
Issu
ed/C
apita
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 3 30/10/2015 3:13:59 PM
![Page 9: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/9.jpg)
4
ECO
NO
MY
Community Strategic Plan - City of Windsor
10,025 12,436 12,219 13,287
14,805
27,169
39,559
44,194
21,711.75
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
2007 2008 2009 2010 2011 2012 2013 2014
Num
ber o
f Inq
uire
s
Year
8 Year Average
Partner ProductivelyBring together community leaders and local government in partnerships that stimulate the economy.
Annual Number of Requests for Proposals (RFPs Centrally Awarded) During the Reporting YearFigure 2(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Number of Inquiries to WEEDC Small Business CentreFigure 2(a) - Source: WEEDC Small Business Centre
The Windsor Essex Small Business Centre is a service of the Windsor Essex Economic Development Corporation (WEEDC). The Centre is a source of information, guidance and professional advice for new and developing small businesses. The number of inquiries received annually can be viewed as one indicator of potential economic growth within the City.
This indicator identifies the annual total number of all requests for proposals that were completed and awarded in the reporting year. Depending on the total value, proposals can be awarded by: the Purchasing Department (purchase order or contract order); delegation of authority; or by the authorization of City Council.
Objective 2
30
24
20
35
26
30 30
36
28.88
0
5
10
15
20
25
30
35
40
2007 2008 2009 2010 2011 2012 2013 2014
Tota
l Num
ber o
f RFP
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 4 30/10/2015 3:14:00 PM
![Page 10: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/10.jpg)
5
ECO
NO
MY
Community Strategic Plan - City of Windsor
66.51% 67.76% 69.58%65.31%
31.80%
12.69%9.32%
46.14%
0%
10%
20%
30%
40%
50%
60%
70%
80%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f int
erna
tiona
l visi
ts
Year
Data Not Available
7 Year Average
Promote tourism and hospitality, making the most of our advantages as a key Canadian gateway.
Total Kilometres of Multi-Use TrailsFigure 4(a) - Source: City of Windsor, Public Works Operations
Percentage of International Visits to the Municipal WebsiteFigure 3(a) - Source: City of Windsor, Information Technology
This indicator represents the percentage of visits to the City of Windsor home page made from locations outside of the Country. Data is only available as of May, 2008. This indicator can be viewed as a measure of interest for individuals looking to travel or conduct business in the City.
This indicator monitors the total kilometres of multi-use recreational trails available throughout the City. These are dedicated trails located both off-road and within the public right of way that are designated for mixed uses including using mobility devices, walking, running or bicycling. This indicator demonstrates the City’s interest to provide opportunities for healthy lifestyles.
Capitalize on Our Strengths
Show the world that the City of Windsor is an outstanding place to live, work and visit.
Reach Out to the World
Objective 3
Objective 4
93.00 107.55
110.55 114.70 116.60 117.60 125.16 127.42
114.07
0
20
40
60
80
100
120
140
2007 2008 2009 2010 2011 2012 2013 2014
Kilo
met
res
Year
8 Year Average
Goal
Trend
Goal Trend
CSPreportcard_2015.indd 5 30/10/2015 3:14:01 PM
![Page 11: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/11.jpg)
6
ECO
NO
MY
Community Strategic Plan - City of Windsor
Number of People Participating in Retraining through Ontario Works and Employment OntarioFigure 5(a) - Source: City of Windsor, Employment & Social Services
This indicator shows the total number of Ontario Works (OW) and Employment Ontario (EO) clients who participated in retraining activities. Typically, retraining would be (1) continuing education, equivalency assistance and vocational training that results in specific certification; (2) in house or external preparation in life skills, self-employment readiness training, interview techniques, resume writing; and (3) placements with employers for on the job training. The objective is to primarily enrol people in activities that increase employability and lead to employment.*1
Help our educational institutions develop a skilled and adaptable workforce
Develop SkillsObjective 5
1744 1811 1866 1854 1804
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2007 2008 2009 2010 2011 2012 2013 2014
Num
ber
of P
eopl
e
Year
Goal
TrendData NotAvailable
CSPreportcard_2015.indd 6 30/10/2015 3:14:01 PM
![Page 12: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/12.jpg)
7 Diverse & Caring
7 Community Strategic Plan - City of Windsor
• That the City of Windsor develop and implement a safe community strategy that will strengthen our neighbourhoods, focus on improving community and social services, policing, transportation and public places.
• That the City of Windsor develop a comprehensive cultural master plan to build upon its diverse heritage and culture and promote linkages to tourism and family-oriented activities.
• That the City of Windsor, with its partners, expand facilities, programs and events that may be enjoyed by its diverse community with a concerted focus on family oriented facilities, youth and seniors.
This indicator reports the number of people injured in residential fires (excluding firefighters), as reported by the Windsor Fire and Rescue Services. It demonstrates the continuing efforts of their services to reduce fire related injuries through rescue and prevention.
Ensure public safety and the protection of residents, visitors and property.
Stay Safe
Residential Fire Related Injuries per 100,000 PopulationFigure 6(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Objective 6
6.00 7.39
11.09
9.70
16.12
13.28
21.81
13.75
12.39
0.00
5.00
10.00
15.00
20.00
25.00
2007 2008 2009 2010 2011 2012 2013 2014
Inju
ries/
100
,000
Year
8 Year Average
Goal
Trend
OU
R SO
CIET
Y
CSPreportcard_2015.indd 7 30/10/2015 3:14:02 PM
![Page 13: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/13.jpg)
SOCI
ETY
8Community Strategic Plan - City of Windsor
This indicator measures the percentage change in the number of reported violent criminal code incidents from the previous year. Each annual value is reported on a per 100,000 population basis. When viewed over a multi-year period, this measure provides an indicator of safety in the community. Reducing the quantity and severity of violent crime strengthens our neighbourhoods.
Annual Percentage Change in Rate of Violent CrimeFigure 6(b) - Source: Windsor Police Service, Planning & Physical Resources
Annual Percentage Change in Rate of Property CrimeFigure 6(c) - Source: Windsor Police Service, Planning & Physical Resources
This indicator measures the percentage change in the number of reported violent criminal code incidents from the previous year. Each annual value is reported on a per 100,000 population basis. When viewed over a multi-year period, this measure provides an indicator of safety in the community. When viewed over a multi-year period, this measure provides one possible indicator of safety in the community. Reducing the quantity and severity of violent crime strengthens our neighbourhoods.
-7.20%-4.60%
2.70%
-7.10%
-10.50%
9.60%
-6.14% -7.16%
-15.00%
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
2007 2008 2009 2010 2011 2012 2013 2014
Annu
al P
rece
ntag
e Ch
ange
Year
-9.66%
-15.84%
-2.65%
-10.15% -9.29%
8.49%
-9.11%
-1.30%
-20.00%
-15.00%
-10.00%
-5.00%
0.00%
5.00%
10.00%
2007 2008 2009 2010 2011 2012 2013 2014
Annu
al P
erce
nt C
hang
e
Year
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 8 30/10/2015 3:14:03 PM
![Page 14: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/14.jpg)
SOCI
ETY
9 Community Strategic Plan - City of Windsor
Invest in the common good, maintaining convenient city services and enhancing our public spaces.
invest in Quality Living
Total operating costs for all natural and maintained parkland divided by the total population. Reducing this cost demonstrates the City is functioning efficiently to provide convenient public spaces that enhance the quality of life for residents of Windsor.
All Parkland in Municipality as a Percentage of Total AreaFigure 7(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Operating Cost of Parks per PersonFigure 7(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
This indicator measures the total area of publicly accessible parks and natural areas when compared to the total area of the City of Windsor. The more public spaces available within a City, the more attractive it is to its residents and visitors, while providing for a more sustainable environment.
Objective 7
6.50% 6.50% 6.50% 6.50% 6.50% 6.50% 6.50%
6.80%
6.54%
6.00%
6.20%
6.40%
6.60%
6.80%
7.00%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f tot
al a
rea
Year
8 Year Average
$51.21 $51.45
$71.62 $68.47
$92.25
$78.02 $84.77
$80.72
$72.31
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
$90.00
$100.00
2007 2008 2009 2010 2011 2012 2013 2014
Cost
s/pe
rson
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 9 30/10/2015 3:14:03 PM
![Page 15: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/15.jpg)
SOCI
ETY
10Community Strategic Plan - City of Windsor
Public Health Operating Cost per CapitaFigure 8(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
General/Family Physicians per 100,000 PopulationFigure 8(b) - Source: Canadian Institute of Health Information
Access to adequately funded health care is an important component of community wellness. This indicator identifies the annual operating cost to provide public health on a per capita basis.
Make sure citizens can pursue a healthy lifestyle, reach their full potential, and have timely access to comprehensive health care.
Protect Community Wellness
The number of general/family physicians includes active physicians in clinical and non-clinical practice (including researchers and academics) who have a medical doctorate degree, are registered with a jurisdictional medical college. This indicator illustrates the availability of health care professionals to residents of the City of Windsor.
Objective 8
$34.79 $36.51 $37.67 $38.08 $36.76
$-
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
$45.00
2007 2008 2009 2010 2011 2012 2013 2014
Cost
/cap
ita
Year
4 Year Average
81.96 78.93
90.57 91.18101.00
107.58 111.37
121.80
98.05
0
20
40
60
80
100
120
140
2007 2008 2009 2010 2011 2012 2013 2014
Phys
icia
ns/
100,
000
popu
latio
n
Year
8 Year Average
Goal
Trend
Goal
Trend
Data NoLonger
Available
CSPreportcard_2015.indd 10 30/10/2015 3:14:04 PM
![Page 16: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/16.jpg)
SOCI
ETY
11 Community Strategic Plan - City of Windsor
This indicator is based on the total number of long term care beds within the community as well as the number of residents aged 75 or older. It is understood that not all residents aged 75 or older will require long term care facilities but the goal is to ensure that all levels of government plan for and contribute funding needed to accommodate Windsor’s aging population.
Specialist Physicians per 100,000 PopulationFigure 8(c) - Source: Canadian Institute of Health Information
Percentage of Long Term Care Community Need SatisfiedFigure 9(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Specialist physicians include members of the Royal College of Physicians and Surgeons of Canada and/or College des Medecins du Quebec. All other physicians are recorded as general/family physicians. This indicator monitors the availability of specialized health care service within the City of Windsor.
Take care of the basic needs of our residents, including shelter, accessibility to services, and programs to assist the most vulnerable among us.
Strengthen the Social FabricObjective 9
8.00% 8.00%
7.90% 7.90%
8.70%
7.90% 7.90%
9.40%
8.21%
7.00%
7.50%
8.00%
8.50%
9.00%
9.50%
10.00%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge n
eed
satis
fied
Year
8 Year Average
95.7799.59 106.12 104.86
114.00122.27 121.80 120.85
110.66
0
20
40
60
80
100
120
140
2007 2008 2009 2010 2011 2012 2013 2014
Phys
icia
ns/
100,
000
popu
latio
ns
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 11 30/10/2015 3:14:05 PM
![Page 17: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/17.jpg)
SOCI
ETY
12Community Strategic Plan - City of Windsor
This indicator records the number of occupied beds per night as measured against the total number of emergency shelter beds available within the City (both City managed and contracted). This indicates the percentage of available beds filled each night throughout the year, and can be used as a measure to ensure basic shelter assistance with activities of daily living and needs are being met.
Windsor Residents Calling for 211 Service InformationFigure 9(b) - Source: City of Windsor, Communications & Customer Service
Average Nightly Bed Occupancy Rate of Emergency SheltersFigure 9(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
211 South West provides information about a wide array of community, social, health and government services for the residents of Southwestern Ontario. This indicator is determined based on the total number of calls answered by the 211 South West service, during regular business hours and after-hours, multiplied by the percentage of calls from the City of Windsor. 211 South West helps promote the accessibility to services and programs.
12
58.40%
67.20% 71.80%79.70%
69.90% 70.00% 70.00%
86.90%
71.74%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
2007 2008 2009 2010 2011 2012 2013 2014
Occ
upan
cy R
ate
Year
8 Year Average
33,770
40,756
35,900
40,825
30,300
33,820 32,380
35,393.00
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2007 2008 2009 2010 2011 2012 2013 2014
211
Info
rmat
ion
Calls
Year
7 Year Average
Data Not Available
SOCI
ETY
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 12 30/10/2015 3:14:06 PM
![Page 18: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/18.jpg)
SOCI
ETY
13 Community Strategic Plan - City of Windsor
This indicator identifies the number of complaints received for properties that are not meeting the requirements of the Property Maintenance Standards and Occupancy By-law. By ensuring that properties are properly maintained our neighbourhoods can provide for safer places to live, work and play.
Percentage of Children (0-12) that are Low Income Figure 9(d) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Number of Property Standard By-Law Complaints per 100,000 PopulationFigure 10(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
The number of children under 12 years of age that are in households below the low income cut-off is divided by the total population of children under the age of 12 in the City of Windsor. This indicator measures the level of childhood poverty within the City and can assist to ensure that all required government programs and initiatives are in place to help reduce this value.
Encourage the development of quality neighbourhoods that are well integrated with shopping, workplaces, and recreation, and make sure those who need assistance have decent and convenient places to live.
Create Complete neighbourhoodsObjective 10
9.90%
14.00%12.30%
16.40%18.20% 18.00% 18.00% 18.10%
15.61%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
20.00%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f Chi
ldre
n
Year
8 Year Average
834.18 781.52
590.30
726.10 694.64
579.42 613.09
700.81690.01
0.00
100.00
200.00
300.00
400.00
500.00
600.00
700.00
800.00
900.00
2007 2008 2009 2010 2011 2012 2013 2014
Byla
w co
mpl
aint
s/10
0,00
0
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 13 30/10/2015 3:14:06 PM
![Page 19: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/19.jpg)
SOCI
ETY
14Community Strategic Plan - City of Windsor
Percentage of Social Housing Waiting List Placed AnnuallyFigure 10(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Culture Operating Cost (Gross) Including Grants per CapitaFigure 11(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
This indicator identifies the number of households that are placed in social housing on an annual basis through the Windsor Essex centralized waiting list. Households seeking subsidized housing apply and are placed in non-profit accommodation at rates based on their ability to pay. Ensuring that residents of Windsor Essex have safe, affordable shelter strengthens the social fabric of our community and allows citizens to pursue a healthy lifestyle and to reach their full potential.
Recognize and celebrate our richly diverse culture and heritage.
Celebrate Diversity
This indicator relates closely with the efforts of the Municipal Cultural Master Plan created in 2010 for the City of Windsor. Operating costs such as staff, facilities and community art are included as well as grants for annual projects, festivals and awards. Recognizing the importance of culture within the City is key to a strong community and improving the quality of life.
Objective 11
55.30%
64.60%
46.30% 47.30%44.20%
39.00%
25.00% 25.70%
43.43%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
2007 2008 2009 2010 2011 2012 2013 2014
Annu
al P
erce
ntag
e of
Wai
ting
List
Year
8 Year Average
$7.67 $7.67 $6.97
$8.39 $8.11 $8.96
$5.85 $5.66
$7.41
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00
$9.00
$10.00
2007 2008 2009 2010 2011 2012 2013 2014
Ope
ratin
g Co
st/C
apita
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 14 30/10/2015 3:14:07 PM
![Page 20: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/20.jpg)
SOCI
ETY
15 Community Strategic Plan - City of Windsor
Properties of cultural heri-tage value or interest are listed on the Windsor Mu-nicipal Heritage Register. Only designated properties were on the Register until 2007-08, when Windsor added Inventory proper-ties. Since 2008, a net 130 individual properties were added for their architectural, historical and landmark values.
This indicator monitors the funding dollars avail-able for annual projects, awards and services agreements related to the arts in Windsor. It ex-cludes any funding related to festival, heritage, capi-tal, administration and any indirect costs. Grants for the arts support the cre-ative and cultural aspects of our society brought for-ward by our local artists. *2
Total Number of Properties on the Heritage RegisterFigure 12(a) - Source: City of Windsor, Planning & Building Services
Operating Arts Grants per CapitaFigure 13(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Preserve heritage structures that tell the story of our past.Honour Heritage
Promote the arts, support local artists and ensure that our citizens have many opportunities to experience a wide variety of expression and performance
Value Art
Objective 12
Objective 13
553
746 767 798843
1105 1114 1114
880
0
200
400
600
800
1000
1200
2007 2008 2009 2010 2011 2012 2013 2014
Prop
ertie
s on
Herit
age
Regi
ster
Year
$3.54 $3.54 $3.54 $3.56 $3.65 $3.65
$0.69
$1.10
$2.91
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
2007 2008 2009 2010 2011 2012 2013 2014
Ope
ratin
g ar
ts g
rant
s/ca
pita
Year
8 Year Average
Goal Trend
Goal Trend
8 Year Average
CSPreportcard_2015.indd 15 30/10/2015 3:14:08 PM
![Page 21: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/21.jpg)
Clean & Efficient
16Community Strategic Plan - City of Windsor
• That the City of Windsor work with residents, government and industry stakeholders to develop and implement a border route and crossing solution that improves the flow of cross border traffic, protects our neighbourhoods, enhances our quality of life and improves our environment.
• That the City of Windsor develop and implement an infrastructure master plan that is systematic and sustainable and will first target the alleviation of basement flooding throughout the city.
Preserve and enhance the natural environment and our urban green spaces.
improve our Environment
Natural Parkland in Municipality as a Percentage of Total Area of MunicipalityFigure 14(a) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Areas within the City that are considered natural parkland include forests, meadows, storm water management buffers, land incorporated into trail systems and open space systems. Areas considered for natural parkland must require minimal maintenance (grass cutting, fertilizing, and weed/pest control) as well as costs to the municipality. Natural parkland shall be available for public use, but excludes roadside vegetation. Increasing natural parkland within the City creates a healthy environment for our community.
Objective 14
2.90% 2.90% 2.90% 2.90% 2.90% 2.90% 2.90%
3.00%
2.91%
2.50%
2.60%
2.70%
2.80%
2.90%
3.00%
3.10%
3.20%
3.30%
3.40%
3.50%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f tot
al a
rea
Year
8 Year Average
Goal
TrendO
UR
ENV
IRO
NM
ENT
CSPreportcard_2015.indd 16 30/10/2015 3:14:09 PM
![Page 22: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/22.jpg)
ENV
IRO
NM
ENT
17 Community Strategic Plan - City of Windsor
This indicator looks at building permits issued within the City and the parcel areas for which each permit is issued. Encouraging a more compact urban form leads to improved efficiently of land use and increases the ease at which services can be provided to resi-dents. Concentrating our growth will create a more sustainable City for the future.
Maintained Parkland in Municipality as a Percentage of Total Area of MunicipalityFigure 14(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Density of New Residential Development - Properties with Issued Building Permits for New Development per HectareFigure 15(a) - Source: City of Windsor, Planning & Building Services
Develop land efficiently, attractively, and in ways that protect the environment.
Develop Responsibly Objective 15
Maintained parkland includes areas within the City that require more frequent maintenance in regard to mowing, tree trimming, and planting. Maintained parklands are City owned areas that are accessible to the public and can include areas such as community gardens, flower and floral displays, horticultural areas, playgrounds, public squares, sports fields, splash pads and high profile parks. Increasing the percentage of maintained parkland supports the opportunity for active lifestyles while creating visually attractive community spaces and corridors.
3.60% 3.60% 3.60% 3.60% 3.60% 3.60% 3.60%
3.80%
3.63%
3.50%
3.55%
3.60%
3.65%
3.70%
3.75%
3.80%
3.85%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
ftot
al a
rea
Year
8 Year Average
13.97
17.54
20.06 18.21
17.00
11.97
17.33 18.10
16.77
0
5
10
15
20
25
2007 2008 2009 2010 2011 2012 2013 2014
Dens
ity N
ew B
uild
ing
perm
its/h
ecta
re
Year
8 Year Average
Goal
Trend
Goal Trend
CSPreportcard_2015.indd 17 30/10/2015 3:14:10 PM
![Page 23: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/23.jpg)
ENV
IRO
NM
ENT
18Community Strategic Plan - City of Windsor
Brownfields are properties which are likely contaminated due to a previous industrial or commercial use such as a manufacturing plant or gas station. Redevelopment of these properties typically involves some form of environmental cleanup that is documented in a Record of Site Condition (RSC). Once complete, a RSC is filed with Ontario’s Ministry of the Environment. Redeveloping Brownfield sites is an excellent way to create a healthier environment and reduce urban sprawl through the reuse of land and infrastructure.
Total Number of Registered LEED BuildingsFigure 15(b) - Source: City of Windsor, Planning & Building Services
Records of Site Condition FiledFigure 15(c) - Source: Ministry of the Environment, Environmental Site Registry
The Leadership in Energy and Environmental Design (LEED) Green Building Rating System® encourages sustainable development through the creation and implementation of tools and measurable performance criteria. The total number of buildings that are registered with LEED is recorded each year. In the first stages of development an interest to become LEED certified can be expressed however, certification occurs only when the building has been completed and an evaluation of the sustainable design elements is completed. For this indicator, buildings that are LEED certified are included in the total.
4 5
6
8 9
10 11
12
0
2
4
6
8
10
12
14
2007 2008 2009 2010 2011 2012 2013 2014
Num
ber o
f reg
iste
red
LEED
bui
ldin
gs
Year
0
1
2
5
1
0
2
1 1.50
0
1
2
3
4
5
6
2007 2008 2009 2010 2011 2012 2013 2014
Toto
al R
ecor
ds F
iled
Year
8 YearAverage
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 18 30/10/2015 3:14:11 PM
![Page 24: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/24.jpg)
ENV
IRO
NM
ENT
19 Community Strategic Plan - City of Windsor
Be an energy-efficient community.
Conserve Energy
Residential Electricity Consumption (kWh) per Household Figure 16(a) - Source: EnWin Utilities Ltd.
One measure of energy conservation is electricity use. This value records the average monthly consumption of electricity for residential households, in kilowatt hours. As energy conservation awareness increases, it is expected that the measure of electrical use will decrease.
This indicator identifies the average amount of municipally supplied water consumed per residential household per year in megalitres (1 megalitre = 1million litres). By utilizing less water per household, the City of Windsor becomes more sustainable and environmentally friendly.
Water Use (Megalitres Distributed) per HouseholdFigure 16(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Objective 16
721
695
662
703 713
679
632 642
680.88
580
600
620
640
660
680
700
720
740
2007 2008 2009 2010 2011 2012 2013 2014
Elec
tric
ity c
onsu
mpt
ion
per h
ouse
hold
(k
Wh)
Year
8 Year Average
0.24
0.20
0.24 0.25
0.22 0.21 0.20 0.19
0.22
0.00
0.05
0.10
0.15
0.20
0.25
0.30
2007 2008 2009 2010 2011 2012 2013 2014
Wat
er U
se/
hous
ehol
d
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 19 30/10/2015 3:14:11 PM
![Page 25: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/25.jpg)
ENV
IRO
NM
ENT
20Community Strategic Plan - City of Windsor
This indicator is a total of the value of all building permits issued for repairs or alterations within the calendar year. The permits were limited to construction values under $50,000 to include only those permits issued for minor changes and general maintenance rather than entirely new developments. Maintaining the existing building stock is an important element towards a safe and healthy community.
Percentage of Solid Waste DivertedFigure 16(c) - Source: City of Windsor data for the Ontario Municipal Benchmarking Initiative
Value of Building Permits Issued for Repairs and Renovations, Under $50,000Figure 17(a) - Source: City of Windsor, Planning & Building Services
Improve the physical infrastructure, buildings and public structures.
Maintain infrastructure Objective 17
Percentage of solid waste diverted refers to waste emanating from residential, multi-residential and commercial establishments that is diverted from the landfill. Methods available to keep waste from landfills include blue bin recycling programs, leaf and yard waste collection, backyard composting and community recycling centres or depots. Increasing the percentage of solid waste diverted reduces land fill usage and promotes more sustainable alternatives.
36.10% 35.80%
40.00%
39.00%
36.40%
38.00% 38.00%
41.10%
38.05%
33.00%
34.00%
35.00%
36.00%
37.00%
38.00%
39.00%
40.00%
41.00%
42.00%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f sol
id w
aste
div
erte
d
Year
8 Year Average
$7,097,463
$6,059,959
$6,761,765 $6,447,341
$7,518,892
$8,504,664
$6,847,475 $7,019,578
$7,032,142.13
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2007 2008 2009 2010 2011 2012 2013 2014
Valu
e of
Bui
ldin
g Pe
rmits
($)
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 20 30/10/2015 3:14:12 PM
![Page 26: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/26.jpg)
ENV
IRO
NM
ENT
21 Community Strategic Plan - City of Windsor
Average Age of Water PipeFigure 17(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
The average age of water pipe measures the age of the water supply infrastructure. A lower average age of water pipes throughout the City indicates improved physical infrastructure, which indicates an improvement to the quality of life.
The percentage of paved lanes as a total of all paved lanes within the City of Windsor is recorded in this measure. The condition of “good to very good” is determined based on road surfaces where distress is minimal and where no maintenance or rehabilitation action is required, with the exception of minor surface maintenance. Roads which will not require resurfacing for five years or more are also included. The quality of our roads is important to maintaining our physical infrastructure.
Percentage of Paved Lanes Where Condition is Rated Good to Very GoodFigure 17(c) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
48.00
49.00
47.00 46.10
44.90 44.00 44.10
43.00
45.76
40.00
41.00
42.00
43.00
44.00
45.00
46.00
47.00
48.00
49.00
50.00
2007 2008 2009 2010 2011 2012 2013 2014
Aver
age
age
of w
ater
pip
e
Year
60.00%
8 Year Average
Year
42.40%45.80% 45.70% 49.30% 50.20% 50.00% 51.00% 52.50%
48.36%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f Pav
ed L
anes
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 21 30/10/2015 3:14:13 PM
![Page 27: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/27.jpg)
ENV
IRO
NM
ENT
22Community Strategic Plan - City of Windsor
5.53%5.11%
5.66%6.10%
6.62% 6.84%7.22% 7.50%
6.32%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f roa
ds w
ith b
ike
faci
litie
s
Year
8 Year Average
This indicator on the total length of roads and total kilometres of signed bicycle routes, bicycle lanes and sharrows in the City. Increasing the bicycle network throughout the City improves our transportation options to better serve residents.
Figure A designates a bicycle route or a shared roadway by both motorists and cyclists. Where the sign is the only bicycle-related provision, this is known as a ‘Signed Only’ route. Shared use lane markings or sharrows may be applied as an option. Figure B designates a reserved bicycle lane. A bicycle lane contains pavement markings & signage for the exclusive use of cyclists.
Percentage of Road Length with Bike FacilitiesFigure 18(a) - Source: City of Windsor, Public Works Operations
Provide transportation systems that enhance physical mobility and better serve the economic and social needs of all citizens.
Make Transportation Efficient and Convenient
Figure A Figure B
Objective 18
Goal
Trend
CSPreportcard_2015.indd 22 30/10/2015 3:14:13 PM
![Page 28: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/28.jpg)
ENV
IRO
NM
ENT
23 Community Strategic Plan - City of Windsor
The indicator of bus passenger trips per in-service hours is determined based on the hours of operation of Transit Windsor and the total number of passengers travelling. This indicator monitors the use of public transit within the City of Windsor and an increase in usage creates a healthier community as individual car traffic should decrease.
Bus Passenger Trips per In-Service Vehicle HourFigure 18(c) - Source: Transit Windsor
Ratio of Sidewalk Lengths to Road Lengths18(b) - Source: City of Windsor, Public Works Operations
This indicator compares the total length of sidewalks to the total length of roads (along the centre line) in the City. Increasing this ratio creates a more pedestrian friendly environment. Sidewalks are an important part of our City’s infrastructure; they make our streets safer and more active for everyone.
0.83
0.83 0.83
0.84 0.85
0.86 0.86 0.86
0.84
0.80
0.81
0.82
0.83
0.84
0.85
0.86
0.87
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f roa
d le
ngth
with
side
wal
ks
Year
8 Year Average
Goal
Trend
Goal
Trend
24.60 24.66 24.13 23.98 25.76 26.00
29.62 27.45
25.78
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
2007 2008 2009 2010 2011 2012 2013 2014
Bus p
asse
nger
trip
/in-
serv
ice h
our
Year
8 Year Average
CSPreportcard_2015.indd 23 30/10/2015 3:14:15 PM
![Page 29: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/29.jpg)
Responsive & Responsible
24Community Strategic Plan - City of Windsor
• That the City of Windsor work cooperatively with its regional partners including the County of Essex, and its constituent municipalities, in Southwestern Ontario, Detroit and Southeastern Michigan to achieve economic, social and environmental improvements.
• That the City of Windsor commit to greater communication with residents, businesses and stakeholders to improve the awareness of and participation in community programs and services.
The City’s Bond Rating is updated annually by the independent rating agency Standard and Poors. It is an assessment of the overall risk that would be assumed by a bondholder lending money to the City. It can be viewed as proxy for the overall financial strength of the municipality.
Maintain and improve the City’s financial health.
Municipal Bond RatingFigure 19(a) - Source: City of Windsor, Financial Accounting
improve Financial SuccessObjective 19
2007 2008 2009 2010 2011 2012 2013 2014Year
AAA
BBB+
A+
AA+
AA
AA-
A-
A
AA AA AA AA AA AA AA AA
Goal
Trend
OU
R G
OV
ERN
MEN
TStable Outlook
CSPreportcard_2015.indd 24 30/10/2015 3:14:16 PM
![Page 30: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/30.jpg)
GO
VER
NM
ENT
25Community Strategic Plan - City of Windsor
Unlike reserves, debt reduces financial flexibility as scarce funds are committed during the debt’s repayment period. The lower the ratio the more financial flexibility is present.
Reserves as a Percentage of TaxationFigure 19(b) - Source: City of Windsor, Financial Accounting
Debt to Reserves RatioFigure 19(c) - Source: City of Windsor, Financial Accounting
Reserves allow for financial flexibility by way of having “rainy day funds” set aside. By comparing the level of reserves to the related tax levy, it provides relative context to the measure, the higher the ratio the better.*3
27%
40% 39% 43%
49% 47%52% 53%
43.75%
0%
10%
20%
30%
40%
50%
60%
2007 2008 2009 2010 2011 2012 2013 2014
Rese
rves
as a
Per
cent
age
of ta
xatio
n
Year
8 Year Average
1.60
1.40
1.201.10
0.900.77
0.64 0.61
1.03
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2007 2008 2009 2010 2011 2012 2013 2014
Debt
to re
serv
es ra
tio
Year
3.50%
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 25 30/10/2015 3:14:17 PM
![Page 31: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/31.jpg)
GO
VER
NM
ENT
26Community Strategic Plan - City of Windsor
37.42
74.17
48.92
103.58
67.25
20.00 19.83
58.2
53.67
0
20
40
60
80
100
120
2007 2008 2009 2010 2011 2012 2013 2014
Aver
age
Tim
e (s
ec)
Year
8 Year Average
Percentage Change in Residential TaxesFigure 19(d) - Source: City of Windsor, Taxation & Financial Projects
The percentage change in residential taxes measures the change in what an average residential taxpayer; defined as a homeowner with a property assessment value of approximately $150,000, pays in property taxes in the current year as compared to a prior year.
Be accountable for providing top-quality municipal services that serve citizens better.
Make Services Responsive
The average time to answer each individual 311 call is monitored to ensure we are providing top-quality services to residents of the City of Windsor. The target average time to answer a 311 call is 45 seconds.
Average Time to Answer 311 CallsFigure 20(a) - Source: City of Windsor, Communications & Customer Services
Objective 20
2.90%
1.10%
0.00%
-1.00%-0.66%
0.00% 0.00% 0.00% 0.29%
-1.50%
-1.00%
-0.50%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge ch
ange
in re
siden
tial t
axes
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 26 30/10/2015 3:14:17 PM
![Page 32: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/32.jpg)
GO
VER
NM
ENT
27Community Strategic Plan - City of Windsor
128,527 128,722 126,634
103,252 100,068 100,259 107,007
119,926
114,299.38
0
20000
40000
60000
80000
100000
120000
140000
2007 2008 2009 2010 2011 2012 2013 2014
Tota
l of K
now
ledg
e Ba
sed
Inqu
iries
Year
8 Year Average
99.9% 99.9% 99.2% 96.7% 96.1% 95.5% 94.4% 94.00%96.97%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2007 2008 2009 2010 2011 2012 2013 2014
Perc
enta
ge o
f Ser
vice
Req
uest
s Co
mpl
eted
Year
8 Year Average
Residents contact 311 to initiate a request for municipal services. Information is collected and then transferred electronically to departments where action is taken. The completion rate for service requests demonstrates the percentage of requests municipal departments have dealt with to conclusion in a given year.
Volume of Knowledge Based Inquiries to 311Figure 20(b) - Source: City of Windsor, Communications & Customer Services
Completion Rate for Service RequestsFigure 20(c) - Source: City of Windsor, Communications & Customer Services
Knowledge based inquires refer to calls made to the 311 service where information is provided but where no other departmental action is required. Knowledge based inquiries demonstrate the 311 services ability to provide residents with first call resolution, helping them avoid searching through departmental directories for someone to contact. Departments also benefit by avoiding interruption for calls of a more routine nature.
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 27 30/10/2015 3:14:18 PM
![Page 33: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/33.jpg)
GO
VER
NM
ENT
28Community Strategic Plan - City of Windsor
Total Municipal Funding Provided to Non-Profit GroupsFigure 21(a) - Source: City of Windsor, Financial Planning
Develop innovative partnerships between the public, private, and not-for-profit sectors.
Form Beneficial Partnerships
Members of City Councilare committed to meeting with their constituents on a regular basis. With the assistance of the City Clerk, meetings can be scheduled at the request of a Councillor to addresseither a city-wide or ward specific issue. Notification of a scheduled meeting can be provided in the Windsor Star, by mail, and on the City’s website and social media sites.*4
Number of Ward Meetings HeldFigure 22(a) - Source: City of Windsor, Council Services
Engage citizens openly and frequently in decisions that affect their lives.
Encourage Public Engagement
Objective 21
Objective 22
Non-profit groups represent an important component of the local community. Financial support provided by the City to these groups contributes to the development of partnerships and recognizes their role in creating a strong community.
$6,992,225 $7,034,723
$7,180,422 $7,240,734
$7,215,034
$7,577,391
$7,218,614 7,254,615
$7,214,220
$6,600,000
$6,700,000
$6,800,000
$6,900,000
$7,000,000
$7,100,000
$7,200,000
$7,300,000
$7,400,000
$7,500,000
$7,600,000
$7,700,000
2007 2008 2009 2010 2011 2012 2013 2014
Mun
icipa
l Fun
ding
Year
8 Year Average
19 17
6
11
25 24
33
10
18.13
0
5
10
15
20
25
30
35
2007 2008 2009 2010 2011 2012 2013 2014
Num
ber o
f War
d M
eetin
gs
Year
8 Year Average
Goal
Trend
Goal Trend
CSPreportcard_2015.indd 28 30/10/2015 3:14:18 PM
![Page 34: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/34.jpg)
GO
VER
NM
ENT
29Community Strategic Plan - City of Windsor
This indicator provides the ratio of the number of permanent employees choosing to end their employment with the Corporation of the City of Windsor in comparison to the number of permanent employees. This measure can be used to determine the turnover rate for permanent employees and includes retirees .
Average Training, Learning and Development as a Percent of PayrollFigure 23(a) - Source: City of Windsor, Human Resources
Number of Municipal Employee Voluntary Permanent Separations per Average Permanent Employee Head CountFigure 23(b) - Source: City of Windsor data for Ontario Municipal Benchmarking Initiative
Corporate Staff Development provides training and development opportunities as a means of equipping workers with the tools they need to adapt to changing skill requirements, organizational change and increasingly complex workforce planning initiatives. At the very core, training and development programs are designed to successfully carry out our organization’s mission an values.
Build and maintain a dynamic administrative team.Cultivate Administrative Talent
Objective 23
2.23% 2.11%
4.88%5.26%
2.96%
5.24% 4.96% 5.16%
4.10%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
2007 2008 2009 2010 2011 2012 2013 2014
Sepa
ratio
ns/e
mpl
oyee
hea
d co
unt
Year
8 Year Average
0.94%
0.74% 0.75%
0.64%
0.74%
0.61% 0.57%0.53%
0.69%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
0.90%
1.00%
2007 2008 2009 2010 2011 2012 2013 2014
Tran
ing
as a
per
cent
of p
ayro
ll
Year
8 Year Average
Goal
Trend
Goal
Trend
CSPreportcard_2015.indd 29 30/10/2015 3:14:19 PM
![Page 35: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/35.jpg)
GO
VER
NM
ENT
30Community Strategic Plan - City of Windsor
Council and Committees - Total Hours in Session per 100,000 PopulationFigure 24(a) - Source: City of Windsor, Council Services
This indicator monitors the total number of hours for City Council and Committee meetings which required administrative assistance. These meetings help to build a strong political awareness for the residents of the City and foster transparency in government. It is important to note that in May 2011 Council adopted a new governance structure which includes Standing Committees in this indicator. These figures should be looked at in the context of a complete 4-year term of Council.
Support City Council to collaborate, cooperate and creatively lead Windsor into its next great era.
Build Political LeadershipObjective 24
141.34 155.20
119.17
143.03
102.26
85.31 83.89 92.05
115.28
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
180.00
2007 2008 2009 2010 2011 2012 2013 2014
Tota
l ho
urs i
n se
ssio
n/10
0,00
0
Year
8 Year Average
Goal
Trend
CSPreportcard_2015.indd 30 30/10/2015 3:14:20 PM
![Page 36: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/36.jpg)
Acknowledgements
This Report Card has been made possible through the collaboration and contributions of many people. The staff of the Planning Department would like to thank the following groups for their assistance:
Community Organizations:
Canadian Institute of Health IndicatorsEnwin Utilities Ltd.
Essex Region Conservation AuthorityUnited Way of Windsor-Essex County
Windsor Essex Economic Development Corporation
The Corporation of the City of Windsor:
Mayor Dilkens and Members of City CouncilOffice of the Chief Administrative Officer
Office of the Chief Financial Officer & City TreasurerOffice of the City Engineer
Office of Community Development and Health Services CommissionerOffice of the City Clerk & License Commisioner
Office of the City Solicitor
Community Strategic Plan - City of Windsor
CSPreportcard_2015.indd 31 30/10/2015 3:14:20 PM
![Page 37: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/37.jpg)
Footnotes
1. Figure 5a - Due to the implementation of a new Ontario Works database (SAMS) in November, all 2014 data was not available. The Ontario Works related data cov-ers 10 months of activity (i.e., ending October 31, 2014). The Employment Ontario data covers a full year.
2. Figure 13a - Windsor’s decrease in Arts Grants per Capita is due to a change in the funding model for the Art Gallery of Windsor and the Windsor Symphony Orches-tra. The City now provides in kind facility services for both of these facilities in lieu of direct grants.
3. Figure 19b - The 2014 Report erroneously displayed the 2013, 2012 and 2011 amounts. The 2013 amount is 52%, the 2012 amount is 47% and the 2011 amount is 49%.
4. Figure 22a - The year 2014 was an election year.
CSPreportcard_2015.indd 32 30/10/2015 3:14:20 PM
![Page 38: Community Strategic Plan - Windsor · 23. Cultivate Administrative Talent 29 24. Build ... Included in this report card are those indicators with some ... Trend CSPreportcard_2015.indd](https://reader035.vdocuments.us/reader035/viewer/2022071212/60259b66a6dd490f9e743ac7/html5/thumbnails/38.jpg)
Planning DepartmentSuite 404, 400 City Hall Square East
Windsor, Ontario N9A 7K6T. (519) 255-6543F. (519) 255-6544
Print Date11/06/2015
CSPreportcard_2015.indd 33 30/10/2015 3:14:20 PM