1

My Future My Say My Waterloo 2011 - 2014 City of Waterloo Strategic Plan

Scan this to see how the cityrsquos Strategic Plan impacts our community wwwmyfuturewaterlooca

My Future My Say My Waterloo Waterloo City Centre A Message From Council

The City of Waterloo prides itself on being a great city where residents of all ages backgrounds and abilities can thrive in a strong and prosperous community One of the building blocks of making a great city is good strategic planning where as a community we pause and take a good look at where we are and where we want to be

The process of building a great city is never finished and The 2011-2014 Strategic Pillars are neither is the process to create strategic change In order - Sustainability and Our Living Environment to realize our vision we need to continuously plan for - Public Engagement change We also need to engage the community to ensure

- Healthy amp Safe Community that their input ideas and thoughts are captured within - Vibrant Neighbourhoods our future plans and initiatives - Getting Around

And that is where this strategic plan startedThis document - Economic Vitalitycontains thousands of voices ideas and comments

collected through face-to-face workshops online surveys These pillars along with the strategic objectives that have view of where we are going This strategic plan will act committee meetings and comment cards The feedback been identified with each pillar will guide the direction as a road map that will continue to carry us forward collected helped define the six strategic pillars which will of our City for the next four years As a Council we as we strive to make Waterloo an even better place to provide the future direction and areas of focus to help are committed to demonstrating leadership in each of live work and play move our city forward in the next four years these areas while providing the community with a clear

Waterloo City Council 2011 - 2014

Back row Jeff Henry Karen Scian Mark Whaley Melissa Durrell Scott Witmer Front row Angela Vieth Mayor Brenda Halloran Diane Freeman

2 3

My Future My Say My Waterloo Waterloo Public Square

Our Community Vision In 2029 the City of Waterloo has enhanced its friendly feel welcoming and accommodating a diversity of people Waterloo is a caring community where people support each other a green city with healthy green spaces land water and clean air an economic leader with a strong diverse economy a community of vibrant neighbourhoods a learning community with strong ties to its schools universities and college an exciting city with abundant recreation leisure arts and cultural opportunities and a city that is accessible to all Waterloo is a better place to live work and play than ever

Mission Statement The Corporation of the City of Waterloo is a dedicated team of volunteers staff and elected officials who apply leadership enthusiasm skill and integrity in providing needed and valued services that help build the best quality of life possible for all of our citizens

Our Values Service Excellence bull Personal Leadership bull Effective Communication bull Healthy Workplace

4 5

STRATEGIC PILLAR

Sustainability and Our Living EnvironmentshyOur environment and how we care for it is the most highly regarded characteristic of our city This combined with climate change is making sustainability (acting today in a way that will not negatively affect tomorrow) a key direction for the City of Waterloo

Strategic Objective Act today but consider tomorrow Waterloo will be a city that leaves a legacy of environmental responsibility for future generations We will continue to value our natural surroundings and take the necessary actions to maintain and enhance the quality of our living environment

Areas of focus bull Implement components of the new Official Plan upon adoption

bull Give consideration to creating the Office of Sustainability in order to drive and promote sustainability across the corporation

bull Consider a baseline for carbon reduction through Sustainable Waterloo involvement

bull Promote a green culture within the organization and look for opportunities to develop green infrastructure where appropriate

bull Explore opportunities with energy providers to reduce energy consumption and investigate alternative forms of energy where appropriate

bull Review the year-round ban on on-street overnight parking and where appropriate give consideration to overnight on-street parking from May to October

bull Implement the priorities within the Council-approved Environmental Strategy (based on resources and where budget permits)

bull Continue to focus on the action items within the Environmental Strategy in all five categories

- Energy air and waste

- Planning and growth

- Water resources

- Greenspace

- Environmental awareness and culture

bull Continue to explore the development of ldquogood pedestrian environmentsrdquo that focus on providing a great sense of place from a pedestrian perspective (Urban Design Guidelines)

bull Continue to plan for growing lsquouprsquo instead of lsquooutrsquo With the declining amount of greenfield land in Waterloo there will be a continued shift in how the city is developed

bull Continue to replace infrastructure to support uptown intensification This will allow for sustainable urban growth (Asset Management Strategy)

My Future My Say My Waterloo Waterloo Park

6 7

STRATEGIC PILLAR

Sustainability and Our Living EnvironmentshyMy Future My Say My Waterloo Waterloo Park

CONTINUED

Strategic Objective Protect our natural resources Waterloo continues to be a leader in the protection of natural resources through environmental initiatives We must continue to look for and consider assigning financial resources in the areas that directly improve the quality of the natural environment within the City

Areas of focus bull Continue with the 10000 Trees project and provide detailed updates on the

number and locations of trees planted

bull Continue to purchase environmentally sensitive lands when they become available (Environmental Strategy)

bull Explore the opportunities of becoming a partner to the Sustainable Waterloo initiative (Environmental Strategy)

Strategic Objective Be stewards of the environment Waterloo will maintain and enhance its role as caretaker of the environment both locally and beyond our borders through the work with our various partners and stakeholders

Areas of focus bull Monitorandmanagethelightlevelsin new developmentsthroughtheuseof

lighting standards (Urban Design Guidelines)

bull BecaretakersofthevariousstreamsandcreekswithintheCity

bull Conserveandprotectthequalityofourdrinkingwater

8 9

STRATEGIC PILLAR

Public Engagement Technology and communications are evolving at an ever-increasing rate And with this evolution comes a public appetite for more information delivered in a convenient and timely manner Engaging the community is critical as we move forward We need to tell the community not only what we are doing but more importantly why we are doing it We also need to provide as many two-way communication channels as possible so that the City maintains the connection with residents

Strategic Objective Reach out and communicate more Waterloo residents want to be informed connected and engaged in everything the City doesThey also want the opportunity to both have their voices heard and to be able to access information when they want it Providing these opportunities is a critical function of the City and will continue to be a focus as technology and communication channels evolve

Areas of focus bull UsingtherecentlyadoptedPublicInvolvementGuidelines developacommunity

engagement action plan and roll it out over the next four years outlining what the City will do to engage our citizens (Public Involvement Guidelines)

bull Explore new andmoreeffectivewaysofprovidinginformationtoresidents and stakeholders focusing on convenient delivery and speedy responses

bull Exploreopportunitiestoprovideinformationinlocationsotherthanthose owned by the City but where the City has a presence (eg Conestoga Mall)

bull ExplorethecreationofCityof Waterloo lsquoappsrsquo for mobiledevices

bull Exploreopportunitiestolinkstudentsinallaspectsofthecommunity

bull Expandandenhancecommunicationchannelsandprovidetwo-way communication opportunities for residents and stakeholders of the City

bull WorkwithKitchener Regionof Waterloo Cambridge localtownshipsandother agencies and stakeholders to survey the community regularly to obtain feedback whenever itrsquos required (Joint Services Initiative)

bull Buildonthequality-of-lifeimprovements Knowingthat66ofpeoplesurveyed feel that uptown Waterloo is betterimproved continue to explore opportunities to build on the successes within our uptown area

My Future My Say My Waterloo Waterloo Public Square

10 11

My Future My Say My Waterloo Information Session

STRATEGIC PILLARshy

Public EngagementshyCONTINUED

Strategic Objective Gather information and listen to what the public is saying Monitoring trends and public opinion and linking those trends together with an action plan will require the ability to see the bigger picture Maintaining open channels of respectful communication will be critical as the City moves forward in this regard

Areas of focus bull Lookatbuildingacity-wideemaillistandanelectroniccommunications

vehicle for quick delivery of City information

bull RefreshtheCityrsquoswebsiteandlinktosocialmediachannels

bull Beawarethatothergovernmentswithintheregion may move towarda regional 311 system and give consideration to partnering in that initiative

Strategic Objective Tell our story Residents and stakeholders want to hear about our stories and experiences with our partners and the community ndash itrsquos the evolution of delivering City information The sharing of these stories will help community members better understand initiatives spur others to action and make Waterloo a better place to live work and play

Areas of focus bull Lookatdevelopingaregularreportingprogram for ourCouncilcommittees

and build these reports into Strategic Plan updates

bull WheretheCityhasgarneredrecognitionfromoutsideagenciesandgroups inform residents not only what we have achieved but why we have achieved it

bull Lookatcreatinga new andbetter way todeliverCitynewsandstoriesto residents and stakeholders

Strategic Objective Help people find what they need ResidentswantquickaccesstoinformationaboutCityservicesand how toresolve problems that they may encounter They also want information to be in plain and simple language rather than technical jargon The City will strive to provide quick and easy access to information through a variety of sources while using the appropriate level of technology and language to deliver messages

Areas of focus bull Lookatprovidingopportunities for thepublictoobtaintheinformationtheyneed

with a preference on methods that are less resource dependant such as e-services

bull Continue to work with neighbourhoods located near areas of potential intensification and help resolve issues related to the continued vertical growth of the City

bull Useplainlanguageinreports advertisementsandnotices Ifads have tobetechnical by law aim to post a one-paragraph plain language explanation of the report and provide a link to that explanation within the report

12 13

STRATEGIC PILLAR

Healthy amp Safe Community The health and safety of our residents continues to be one of the top and most crucial pillars As Council moves into this 2011-2014 term there are expectations such as providing clean water snow removal good roads and fire protection but there are also desires to grow our city more inclusively and be aware of housing costs

Strategic Objective Be healthy and safe The essential services that the City provides are often taken for granted including fire protection the delivery of clean water and the collection of sanitary sewage These services are always a high priority for the City and our residents However there are additional areas of focus that go into the development of a healthy and safe community The City will continue to nurture these areas to help promote and maintain a safe community for all

Areas of focus bull Engagewithotherpartnerswithintheregionastheydeveloptheirstrategicplans

in efforts to improve partnerships and focus on joint initiatives Examples include WaterlooRegionalPoliceServiceandourpost-secondaryinstitutions

bull Onmattersthat are regulated by law reportregularlytoCouncilusingstatisticsand compare Waterloo against other similar-sized communities in the province Examples would include water quality and fire response times reported through thePublicSector AccountingBoardrequirements

bull Giveconsiderationtothedevelopmentofa ldquowalkandwatchrdquoprogramThisprogram wouldlookatencouragingwalkerstobethe ldquoeyes onthestreetrdquowithinparks trails environmental areas and neighbourhoods

bull Workwiththe WaterlooRegionCrimePrevention Councilastheyimplementtheir Smart on Crime Strategy in an effort to build safe neighbourhoods through strong community partnerships

bull Continuetoadvocate for improvedhealth-carefacilitiesandprograms

bull Considera ldquobestpedestrianenvironmentrdquocategoryintherenewedUrbanDesign Awards ndash people understand a good pedestrian environment when theyrsquore in it

bull Continuetoaddressourinfrastructuredeficit witha focusonournodesand corridors areas that are expected to further intensify in the future

bull Continuetoimplementthevariousmasterplansrelatedtoahealthyandsafe community (eg Fire Master Plan) and prioritize the various activities of those master plans through the budget review process

My Future My Say My Waterloo RIMPark

14 15

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

My Future My Say My Waterloo Waterloo Public Square

Our Community Vision In 2029 the City of Waterloo has enhanced its friendly feel welcoming and accommodating a diversity of people Waterloo is a caring community where people support each other a green city with healthy green spaces land water and clean air an economic leader with a strong diverse economy a community of vibrant neighbourhoods a learning community with strong ties to its schools universities and college an exciting city with abundant recreation leisure arts and cultural opportunities and a city that is accessible to all Waterloo is a better place to live work and play than ever

Mission Statement The Corporation of the City of Waterloo is a dedicated team of volunteers staff and elected officials who apply leadership enthusiasm skill and integrity in providing needed and valued services that help build the best quality of life possible for all of our citizens

Our Values Service Excellence bull Personal Leadership bull Effective Communication bull Healthy Workplace

4 5

STRATEGIC PILLAR

Sustainability and Our Living EnvironmentshyOur environment and how we care for it is the most highly regarded characteristic of our city This combined with climate change is making sustainability (acting today in a way that will not negatively affect tomorrow) a key direction for the City of Waterloo

Strategic Objective Act today but consider tomorrow Waterloo will be a city that leaves a legacy of environmental responsibility for future generations We will continue to value our natural surroundings and take the necessary actions to maintain and enhance the quality of our living environment

Areas of focus bull Implement components of the new Official Plan upon adoption

bull Give consideration to creating the Office of Sustainability in order to drive and promote sustainability across the corporation

bull Consider a baseline for carbon reduction through Sustainable Waterloo involvement

bull Promote a green culture within the organization and look for opportunities to develop green infrastructure where appropriate

bull Explore opportunities with energy providers to reduce energy consumption and investigate alternative forms of energy where appropriate

bull Review the year-round ban on on-street overnight parking and where appropriate give consideration to overnight on-street parking from May to October

bull Implement the priorities within the Council-approved Environmental Strategy (based on resources and where budget permits)

bull Continue to focus on the action items within the Environmental Strategy in all five categories

- Energy air and waste

- Planning and growth

- Water resources

- Greenspace

- Environmental awareness and culture

bull Continue to explore the development of ldquogood pedestrian environmentsrdquo that focus on providing a great sense of place from a pedestrian perspective (Urban Design Guidelines)

bull Continue to plan for growing lsquouprsquo instead of lsquooutrsquo With the declining amount of greenfield land in Waterloo there will be a continued shift in how the city is developed

bull Continue to replace infrastructure to support uptown intensification This will allow for sustainable urban growth (Asset Management Strategy)

My Future My Say My Waterloo Waterloo Park

6 7

STRATEGIC PILLAR

Sustainability and Our Living EnvironmentshyMy Future My Say My Waterloo Waterloo Park

CONTINUED

Strategic Objective Protect our natural resources Waterloo continues to be a leader in the protection of natural resources through environmental initiatives We must continue to look for and consider assigning financial resources in the areas that directly improve the quality of the natural environment within the City

Areas of focus bull Continue with the 10000 Trees project and provide detailed updates on the

number and locations of trees planted

bull Continue to purchase environmentally sensitive lands when they become available (Environmental Strategy)

bull Explore the opportunities of becoming a partner to the Sustainable Waterloo initiative (Environmental Strategy)

Strategic Objective Be stewards of the environment Waterloo will maintain and enhance its role as caretaker of the environment both locally and beyond our borders through the work with our various partners and stakeholders

Areas of focus bull Monitorandmanagethelightlevelsin new developmentsthroughtheuseof

lighting standards (Urban Design Guidelines)

bull BecaretakersofthevariousstreamsandcreekswithintheCity

bull Conserveandprotectthequalityofourdrinkingwater

8 9

STRATEGIC PILLAR

Public Engagement Technology and communications are evolving at an ever-increasing rate And with this evolution comes a public appetite for more information delivered in a convenient and timely manner Engaging the community is critical as we move forward We need to tell the community not only what we are doing but more importantly why we are doing it We also need to provide as many two-way communication channels as possible so that the City maintains the connection with residents

Strategic Objective Reach out and communicate more Waterloo residents want to be informed connected and engaged in everything the City doesThey also want the opportunity to both have their voices heard and to be able to access information when they want it Providing these opportunities is a critical function of the City and will continue to be a focus as technology and communication channels evolve

Areas of focus bull UsingtherecentlyadoptedPublicInvolvementGuidelines developacommunity

engagement action plan and roll it out over the next four years outlining what the City will do to engage our citizens (Public Involvement Guidelines)

bull Explore new andmoreeffectivewaysofprovidinginformationtoresidents and stakeholders focusing on convenient delivery and speedy responses

bull Exploreopportunitiestoprovideinformationinlocationsotherthanthose owned by the City but where the City has a presence (eg Conestoga Mall)

bull ExplorethecreationofCityof Waterloo lsquoappsrsquo for mobiledevices

bull Exploreopportunitiestolinkstudentsinallaspectsofthecommunity

bull Expandandenhancecommunicationchannelsandprovidetwo-way communication opportunities for residents and stakeholders of the City

bull WorkwithKitchener Regionof Waterloo Cambridge localtownshipsandother agencies and stakeholders to survey the community regularly to obtain feedback whenever itrsquos required (Joint Services Initiative)

bull Buildonthequality-of-lifeimprovements Knowingthat66ofpeoplesurveyed feel that uptown Waterloo is betterimproved continue to explore opportunities to build on the successes within our uptown area

My Future My Say My Waterloo Waterloo Public Square

10 11

My Future My Say My Waterloo Information Session

STRATEGIC PILLARshy

Public EngagementshyCONTINUED

Strategic Objective Gather information and listen to what the public is saying Monitoring trends and public opinion and linking those trends together with an action plan will require the ability to see the bigger picture Maintaining open channels of respectful communication will be critical as the City moves forward in this regard

Areas of focus bull Lookatbuildingacity-wideemaillistandanelectroniccommunications

vehicle for quick delivery of City information

bull RefreshtheCityrsquoswebsiteandlinktosocialmediachannels

bull Beawarethatothergovernmentswithintheregion may move towarda regional 311 system and give consideration to partnering in that initiative

Strategic Objective Tell our story Residents and stakeholders want to hear about our stories and experiences with our partners and the community ndash itrsquos the evolution of delivering City information The sharing of these stories will help community members better understand initiatives spur others to action and make Waterloo a better place to live work and play

Areas of focus bull Lookatdevelopingaregularreportingprogram for ourCouncilcommittees

and build these reports into Strategic Plan updates

bull WheretheCityhasgarneredrecognitionfromoutsideagenciesandgroups inform residents not only what we have achieved but why we have achieved it

bull Lookatcreatinga new andbetter way todeliverCitynewsandstoriesto residents and stakeholders

Strategic Objective Help people find what they need ResidentswantquickaccesstoinformationaboutCityservicesand how toresolve problems that they may encounter They also want information to be in plain and simple language rather than technical jargon The City will strive to provide quick and easy access to information through a variety of sources while using the appropriate level of technology and language to deliver messages

Areas of focus bull Lookatprovidingopportunities for thepublictoobtaintheinformationtheyneed

with a preference on methods that are less resource dependant such as e-services

bull Continue to work with neighbourhoods located near areas of potential intensification and help resolve issues related to the continued vertical growth of the City

bull Useplainlanguageinreports advertisementsandnotices Ifads have tobetechnical by law aim to post a one-paragraph plain language explanation of the report and provide a link to that explanation within the report

12 13

STRATEGIC PILLAR

Healthy amp Safe Community The health and safety of our residents continues to be one of the top and most crucial pillars As Council moves into this 2011-2014 term there are expectations such as providing clean water snow removal good roads and fire protection but there are also desires to grow our city more inclusively and be aware of housing costs

Strategic Objective Be healthy and safe The essential services that the City provides are often taken for granted including fire protection the delivery of clean water and the collection of sanitary sewage These services are always a high priority for the City and our residents However there are additional areas of focus that go into the development of a healthy and safe community The City will continue to nurture these areas to help promote and maintain a safe community for all

Areas of focus bull Engagewithotherpartnerswithintheregionastheydeveloptheirstrategicplans

in efforts to improve partnerships and focus on joint initiatives Examples include WaterlooRegionalPoliceServiceandourpost-secondaryinstitutions

bull Onmattersthat are regulated by law reportregularlytoCouncilusingstatisticsand compare Waterloo against other similar-sized communities in the province Examples would include water quality and fire response times reported through thePublicSector AccountingBoardrequirements

bull Giveconsiderationtothedevelopmentofa ldquowalkandwatchrdquoprogramThisprogram wouldlookatencouragingwalkerstobethe ldquoeyes onthestreetrdquowithinparks trails environmental areas and neighbourhoods

bull Workwiththe WaterlooRegionCrimePrevention Councilastheyimplementtheir Smart on Crime Strategy in an effort to build safe neighbourhoods through strong community partnerships

bull Continuetoadvocate for improvedhealth-carefacilitiesandprograms

bull Considera ldquobestpedestrianenvironmentrdquocategoryintherenewedUrbanDesign Awards ndash people understand a good pedestrian environment when theyrsquore in it

bull Continuetoaddressourinfrastructuredeficit witha focusonournodesand corridors areas that are expected to further intensify in the future

bull Continuetoimplementthevariousmasterplansrelatedtoahealthyandsafe community (eg Fire Master Plan) and prioritize the various activities of those master plans through the budget review process

My Future My Say My Waterloo RIMPark

14 15

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLAR

Sustainability and Our Living EnvironmentshyOur environment and how we care for it is the most highly regarded characteristic of our city This combined with climate change is making sustainability (acting today in a way that will not negatively affect tomorrow) a key direction for the City of Waterloo

Strategic Objective Act today but consider tomorrow Waterloo will be a city that leaves a legacy of environmental responsibility for future generations We will continue to value our natural surroundings and take the necessary actions to maintain and enhance the quality of our living environment

Areas of focus bull Implement components of the new Official Plan upon adoption

bull Give consideration to creating the Office of Sustainability in order to drive and promote sustainability across the corporation

bull Consider a baseline for carbon reduction through Sustainable Waterloo involvement

bull Promote a green culture within the organization and look for opportunities to develop green infrastructure where appropriate

bull Explore opportunities with energy providers to reduce energy consumption and investigate alternative forms of energy where appropriate

bull Review the year-round ban on on-street overnight parking and where appropriate give consideration to overnight on-street parking from May to October

bull Implement the priorities within the Council-approved Environmental Strategy (based on resources and where budget permits)

bull Continue to focus on the action items within the Environmental Strategy in all five categories

- Energy air and waste

- Planning and growth

- Water resources

- Greenspace

- Environmental awareness and culture

bull Continue to explore the development of ldquogood pedestrian environmentsrdquo that focus on providing a great sense of place from a pedestrian perspective (Urban Design Guidelines)

bull Continue to plan for growing lsquouprsquo instead of lsquooutrsquo With the declining amount of greenfield land in Waterloo there will be a continued shift in how the city is developed

bull Continue to replace infrastructure to support uptown intensification This will allow for sustainable urban growth (Asset Management Strategy)

My Future My Say My Waterloo Waterloo Park

6 7

STRATEGIC PILLAR

Sustainability and Our Living EnvironmentshyMy Future My Say My Waterloo Waterloo Park

CONTINUED

Strategic Objective Protect our natural resources Waterloo continues to be a leader in the protection of natural resources through environmental initiatives We must continue to look for and consider assigning financial resources in the areas that directly improve the quality of the natural environment within the City

Areas of focus bull Continue with the 10000 Trees project and provide detailed updates on the

number and locations of trees planted

bull Continue to purchase environmentally sensitive lands when they become available (Environmental Strategy)

bull Explore the opportunities of becoming a partner to the Sustainable Waterloo initiative (Environmental Strategy)

Strategic Objective Be stewards of the environment Waterloo will maintain and enhance its role as caretaker of the environment both locally and beyond our borders through the work with our various partners and stakeholders

Areas of focus bull Monitorandmanagethelightlevelsin new developmentsthroughtheuseof

lighting standards (Urban Design Guidelines)

bull BecaretakersofthevariousstreamsandcreekswithintheCity

bull Conserveandprotectthequalityofourdrinkingwater

8 9

STRATEGIC PILLAR

Public Engagement Technology and communications are evolving at an ever-increasing rate And with this evolution comes a public appetite for more information delivered in a convenient and timely manner Engaging the community is critical as we move forward We need to tell the community not only what we are doing but more importantly why we are doing it We also need to provide as many two-way communication channels as possible so that the City maintains the connection with residents

Strategic Objective Reach out and communicate more Waterloo residents want to be informed connected and engaged in everything the City doesThey also want the opportunity to both have their voices heard and to be able to access information when they want it Providing these opportunities is a critical function of the City and will continue to be a focus as technology and communication channels evolve

Areas of focus bull UsingtherecentlyadoptedPublicInvolvementGuidelines developacommunity

engagement action plan and roll it out over the next four years outlining what the City will do to engage our citizens (Public Involvement Guidelines)

bull Explore new andmoreeffectivewaysofprovidinginformationtoresidents and stakeholders focusing on convenient delivery and speedy responses

bull Exploreopportunitiestoprovideinformationinlocationsotherthanthose owned by the City but where the City has a presence (eg Conestoga Mall)

bull ExplorethecreationofCityof Waterloo lsquoappsrsquo for mobiledevices

bull Exploreopportunitiestolinkstudentsinallaspectsofthecommunity

bull Expandandenhancecommunicationchannelsandprovidetwo-way communication opportunities for residents and stakeholders of the City

bull WorkwithKitchener Regionof Waterloo Cambridge localtownshipsandother agencies and stakeholders to survey the community regularly to obtain feedback whenever itrsquos required (Joint Services Initiative)

bull Buildonthequality-of-lifeimprovements Knowingthat66ofpeoplesurveyed feel that uptown Waterloo is betterimproved continue to explore opportunities to build on the successes within our uptown area

My Future My Say My Waterloo Waterloo Public Square

10 11

My Future My Say My Waterloo Information Session

STRATEGIC PILLARshy

Public EngagementshyCONTINUED

Strategic Objective Gather information and listen to what the public is saying Monitoring trends and public opinion and linking those trends together with an action plan will require the ability to see the bigger picture Maintaining open channels of respectful communication will be critical as the City moves forward in this regard

Areas of focus bull Lookatbuildingacity-wideemaillistandanelectroniccommunications

vehicle for quick delivery of City information

bull RefreshtheCityrsquoswebsiteandlinktosocialmediachannels

bull Beawarethatothergovernmentswithintheregion may move towarda regional 311 system and give consideration to partnering in that initiative

Strategic Objective Tell our story Residents and stakeholders want to hear about our stories and experiences with our partners and the community ndash itrsquos the evolution of delivering City information The sharing of these stories will help community members better understand initiatives spur others to action and make Waterloo a better place to live work and play

Areas of focus bull Lookatdevelopingaregularreportingprogram for ourCouncilcommittees

and build these reports into Strategic Plan updates

bull WheretheCityhasgarneredrecognitionfromoutsideagenciesandgroups inform residents not only what we have achieved but why we have achieved it

bull Lookatcreatinga new andbetter way todeliverCitynewsandstoriesto residents and stakeholders

Strategic Objective Help people find what they need ResidentswantquickaccesstoinformationaboutCityservicesand how toresolve problems that they may encounter They also want information to be in plain and simple language rather than technical jargon The City will strive to provide quick and easy access to information through a variety of sources while using the appropriate level of technology and language to deliver messages

Areas of focus bull Lookatprovidingopportunities for thepublictoobtaintheinformationtheyneed

with a preference on methods that are less resource dependant such as e-services

bull Continue to work with neighbourhoods located near areas of potential intensification and help resolve issues related to the continued vertical growth of the City

bull Useplainlanguageinreports advertisementsandnotices Ifads have tobetechnical by law aim to post a one-paragraph plain language explanation of the report and provide a link to that explanation within the report

12 13

STRATEGIC PILLAR

Healthy amp Safe Community The health and safety of our residents continues to be one of the top and most crucial pillars As Council moves into this 2011-2014 term there are expectations such as providing clean water snow removal good roads and fire protection but there are also desires to grow our city more inclusively and be aware of housing costs

Strategic Objective Be healthy and safe The essential services that the City provides are often taken for granted including fire protection the delivery of clean water and the collection of sanitary sewage These services are always a high priority for the City and our residents However there are additional areas of focus that go into the development of a healthy and safe community The City will continue to nurture these areas to help promote and maintain a safe community for all

Areas of focus bull Engagewithotherpartnerswithintheregionastheydeveloptheirstrategicplans

in efforts to improve partnerships and focus on joint initiatives Examples include WaterlooRegionalPoliceServiceandourpost-secondaryinstitutions

bull Onmattersthat are regulated by law reportregularlytoCouncilusingstatisticsand compare Waterloo against other similar-sized communities in the province Examples would include water quality and fire response times reported through thePublicSector AccountingBoardrequirements

bull Giveconsiderationtothedevelopmentofa ldquowalkandwatchrdquoprogramThisprogram wouldlookatencouragingwalkerstobethe ldquoeyes onthestreetrdquowithinparks trails environmental areas and neighbourhoods

bull Workwiththe WaterlooRegionCrimePrevention Councilastheyimplementtheir Smart on Crime Strategy in an effort to build safe neighbourhoods through strong community partnerships

bull Continuetoadvocate for improvedhealth-carefacilitiesandprograms

bull Considera ldquobestpedestrianenvironmentrdquocategoryintherenewedUrbanDesign Awards ndash people understand a good pedestrian environment when theyrsquore in it

bull Continuetoaddressourinfrastructuredeficit witha focusonournodesand corridors areas that are expected to further intensify in the future

bull Continuetoimplementthevariousmasterplansrelatedtoahealthyandsafe community (eg Fire Master Plan) and prioritize the various activities of those master plans through the budget review process

My Future My Say My Waterloo RIMPark

14 15

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLAR

Sustainability and Our Living EnvironmentshyMy Future My Say My Waterloo Waterloo Park

CONTINUED

Strategic Objective Protect our natural resources Waterloo continues to be a leader in the protection of natural resources through environmental initiatives We must continue to look for and consider assigning financial resources in the areas that directly improve the quality of the natural environment within the City

Areas of focus bull Continue with the 10000 Trees project and provide detailed updates on the

number and locations of trees planted

bull Continue to purchase environmentally sensitive lands when they become available (Environmental Strategy)

bull Explore the opportunities of becoming a partner to the Sustainable Waterloo initiative (Environmental Strategy)

Strategic Objective Be stewards of the environment Waterloo will maintain and enhance its role as caretaker of the environment both locally and beyond our borders through the work with our various partners and stakeholders

Areas of focus bull Monitorandmanagethelightlevelsin new developmentsthroughtheuseof

lighting standards (Urban Design Guidelines)

bull BecaretakersofthevariousstreamsandcreekswithintheCity

bull Conserveandprotectthequalityofourdrinkingwater

8 9

STRATEGIC PILLAR

Public Engagement Technology and communications are evolving at an ever-increasing rate And with this evolution comes a public appetite for more information delivered in a convenient and timely manner Engaging the community is critical as we move forward We need to tell the community not only what we are doing but more importantly why we are doing it We also need to provide as many two-way communication channels as possible so that the City maintains the connection with residents

Strategic Objective Reach out and communicate more Waterloo residents want to be informed connected and engaged in everything the City doesThey also want the opportunity to both have their voices heard and to be able to access information when they want it Providing these opportunities is a critical function of the City and will continue to be a focus as technology and communication channels evolve

Areas of focus bull UsingtherecentlyadoptedPublicInvolvementGuidelines developacommunity

engagement action plan and roll it out over the next four years outlining what the City will do to engage our citizens (Public Involvement Guidelines)

bull Explore new andmoreeffectivewaysofprovidinginformationtoresidents and stakeholders focusing on convenient delivery and speedy responses

bull Exploreopportunitiestoprovideinformationinlocationsotherthanthose owned by the City but where the City has a presence (eg Conestoga Mall)

bull ExplorethecreationofCityof Waterloo lsquoappsrsquo for mobiledevices

bull Exploreopportunitiestolinkstudentsinallaspectsofthecommunity

bull Expandandenhancecommunicationchannelsandprovidetwo-way communication opportunities for residents and stakeholders of the City

bull WorkwithKitchener Regionof Waterloo Cambridge localtownshipsandother agencies and stakeholders to survey the community regularly to obtain feedback whenever itrsquos required (Joint Services Initiative)

bull Buildonthequality-of-lifeimprovements Knowingthat66ofpeoplesurveyed feel that uptown Waterloo is betterimproved continue to explore opportunities to build on the successes within our uptown area

My Future My Say My Waterloo Waterloo Public Square

10 11

My Future My Say My Waterloo Information Session

STRATEGIC PILLARshy

Public EngagementshyCONTINUED

Strategic Objective Gather information and listen to what the public is saying Monitoring trends and public opinion and linking those trends together with an action plan will require the ability to see the bigger picture Maintaining open channels of respectful communication will be critical as the City moves forward in this regard

Areas of focus bull Lookatbuildingacity-wideemaillistandanelectroniccommunications

vehicle for quick delivery of City information

bull RefreshtheCityrsquoswebsiteandlinktosocialmediachannels

bull Beawarethatothergovernmentswithintheregion may move towarda regional 311 system and give consideration to partnering in that initiative

Strategic Objective Tell our story Residents and stakeholders want to hear about our stories and experiences with our partners and the community ndash itrsquos the evolution of delivering City information The sharing of these stories will help community members better understand initiatives spur others to action and make Waterloo a better place to live work and play

Areas of focus bull Lookatdevelopingaregularreportingprogram for ourCouncilcommittees

and build these reports into Strategic Plan updates

bull WheretheCityhasgarneredrecognitionfromoutsideagenciesandgroups inform residents not only what we have achieved but why we have achieved it

bull Lookatcreatinga new andbetter way todeliverCitynewsandstoriesto residents and stakeholders

Strategic Objective Help people find what they need ResidentswantquickaccesstoinformationaboutCityservicesand how toresolve problems that they may encounter They also want information to be in plain and simple language rather than technical jargon The City will strive to provide quick and easy access to information through a variety of sources while using the appropriate level of technology and language to deliver messages

Areas of focus bull Lookatprovidingopportunities for thepublictoobtaintheinformationtheyneed

with a preference on methods that are less resource dependant such as e-services

bull Continue to work with neighbourhoods located near areas of potential intensification and help resolve issues related to the continued vertical growth of the City

bull Useplainlanguageinreports advertisementsandnotices Ifads have tobetechnical by law aim to post a one-paragraph plain language explanation of the report and provide a link to that explanation within the report

12 13

STRATEGIC PILLAR

Healthy amp Safe Community The health and safety of our residents continues to be one of the top and most crucial pillars As Council moves into this 2011-2014 term there are expectations such as providing clean water snow removal good roads and fire protection but there are also desires to grow our city more inclusively and be aware of housing costs

Strategic Objective Be healthy and safe The essential services that the City provides are often taken for granted including fire protection the delivery of clean water and the collection of sanitary sewage These services are always a high priority for the City and our residents However there are additional areas of focus that go into the development of a healthy and safe community The City will continue to nurture these areas to help promote and maintain a safe community for all

Areas of focus bull Engagewithotherpartnerswithintheregionastheydeveloptheirstrategicplans

in efforts to improve partnerships and focus on joint initiatives Examples include WaterlooRegionalPoliceServiceandourpost-secondaryinstitutions

bull Onmattersthat are regulated by law reportregularlytoCouncilusingstatisticsand compare Waterloo against other similar-sized communities in the province Examples would include water quality and fire response times reported through thePublicSector AccountingBoardrequirements

bull Giveconsiderationtothedevelopmentofa ldquowalkandwatchrdquoprogramThisprogram wouldlookatencouragingwalkerstobethe ldquoeyes onthestreetrdquowithinparks trails environmental areas and neighbourhoods

bull Workwiththe WaterlooRegionCrimePrevention Councilastheyimplementtheir Smart on Crime Strategy in an effort to build safe neighbourhoods through strong community partnerships

bull Continuetoadvocate for improvedhealth-carefacilitiesandprograms

bull Considera ldquobestpedestrianenvironmentrdquocategoryintherenewedUrbanDesign Awards ndash people understand a good pedestrian environment when theyrsquore in it

bull Continuetoaddressourinfrastructuredeficit witha focusonournodesand corridors areas that are expected to further intensify in the future

bull Continuetoimplementthevariousmasterplansrelatedtoahealthyandsafe community (eg Fire Master Plan) and prioritize the various activities of those master plans through the budget review process

My Future My Say My Waterloo RIMPark

14 15

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLAR

Public Engagement Technology and communications are evolving at an ever-increasing rate And with this evolution comes a public appetite for more information delivered in a convenient and timely manner Engaging the community is critical as we move forward We need to tell the community not only what we are doing but more importantly why we are doing it We also need to provide as many two-way communication channels as possible so that the City maintains the connection with residents

Strategic Objective Reach out and communicate more Waterloo residents want to be informed connected and engaged in everything the City doesThey also want the opportunity to both have their voices heard and to be able to access information when they want it Providing these opportunities is a critical function of the City and will continue to be a focus as technology and communication channels evolve

Areas of focus bull UsingtherecentlyadoptedPublicInvolvementGuidelines developacommunity

engagement action plan and roll it out over the next four years outlining what the City will do to engage our citizens (Public Involvement Guidelines)

bull Explore new andmoreeffectivewaysofprovidinginformationtoresidents and stakeholders focusing on convenient delivery and speedy responses

bull Exploreopportunitiestoprovideinformationinlocationsotherthanthose owned by the City but where the City has a presence (eg Conestoga Mall)

bull ExplorethecreationofCityof Waterloo lsquoappsrsquo for mobiledevices

bull Exploreopportunitiestolinkstudentsinallaspectsofthecommunity

bull Expandandenhancecommunicationchannelsandprovidetwo-way communication opportunities for residents and stakeholders of the City

bull WorkwithKitchener Regionof Waterloo Cambridge localtownshipsandother agencies and stakeholders to survey the community regularly to obtain feedback whenever itrsquos required (Joint Services Initiative)

bull Buildonthequality-of-lifeimprovements Knowingthat66ofpeoplesurveyed feel that uptown Waterloo is betterimproved continue to explore opportunities to build on the successes within our uptown area

My Future My Say My Waterloo Waterloo Public Square

10 11

My Future My Say My Waterloo Information Session

STRATEGIC PILLARshy

Public EngagementshyCONTINUED

Strategic Objective Gather information and listen to what the public is saying Monitoring trends and public opinion and linking those trends together with an action plan will require the ability to see the bigger picture Maintaining open channels of respectful communication will be critical as the City moves forward in this regard

Areas of focus bull Lookatbuildingacity-wideemaillistandanelectroniccommunications

vehicle for quick delivery of City information

bull RefreshtheCityrsquoswebsiteandlinktosocialmediachannels

bull Beawarethatothergovernmentswithintheregion may move towarda regional 311 system and give consideration to partnering in that initiative

Strategic Objective Tell our story Residents and stakeholders want to hear about our stories and experiences with our partners and the community ndash itrsquos the evolution of delivering City information The sharing of these stories will help community members better understand initiatives spur others to action and make Waterloo a better place to live work and play

Areas of focus bull Lookatdevelopingaregularreportingprogram for ourCouncilcommittees

and build these reports into Strategic Plan updates

bull WheretheCityhasgarneredrecognitionfromoutsideagenciesandgroups inform residents not only what we have achieved but why we have achieved it

bull Lookatcreatinga new andbetter way todeliverCitynewsandstoriesto residents and stakeholders

Strategic Objective Help people find what they need ResidentswantquickaccesstoinformationaboutCityservicesand how toresolve problems that they may encounter They also want information to be in plain and simple language rather than technical jargon The City will strive to provide quick and easy access to information through a variety of sources while using the appropriate level of technology and language to deliver messages

Areas of focus bull Lookatprovidingopportunities for thepublictoobtaintheinformationtheyneed

with a preference on methods that are less resource dependant such as e-services

bull Continue to work with neighbourhoods located near areas of potential intensification and help resolve issues related to the continued vertical growth of the City

bull Useplainlanguageinreports advertisementsandnotices Ifads have tobetechnical by law aim to post a one-paragraph plain language explanation of the report and provide a link to that explanation within the report

12 13

STRATEGIC PILLAR

Healthy amp Safe Community The health and safety of our residents continues to be one of the top and most crucial pillars As Council moves into this 2011-2014 term there are expectations such as providing clean water snow removal good roads and fire protection but there are also desires to grow our city more inclusively and be aware of housing costs

Strategic Objective Be healthy and safe The essential services that the City provides are often taken for granted including fire protection the delivery of clean water and the collection of sanitary sewage These services are always a high priority for the City and our residents However there are additional areas of focus that go into the development of a healthy and safe community The City will continue to nurture these areas to help promote and maintain a safe community for all

Areas of focus bull Engagewithotherpartnerswithintheregionastheydeveloptheirstrategicplans

in efforts to improve partnerships and focus on joint initiatives Examples include WaterlooRegionalPoliceServiceandourpost-secondaryinstitutions

bull Onmattersthat are regulated by law reportregularlytoCouncilusingstatisticsand compare Waterloo against other similar-sized communities in the province Examples would include water quality and fire response times reported through thePublicSector AccountingBoardrequirements

bull Giveconsiderationtothedevelopmentofa ldquowalkandwatchrdquoprogramThisprogram wouldlookatencouragingwalkerstobethe ldquoeyes onthestreetrdquowithinparks trails environmental areas and neighbourhoods

bull Workwiththe WaterlooRegionCrimePrevention Councilastheyimplementtheir Smart on Crime Strategy in an effort to build safe neighbourhoods through strong community partnerships

bull Continuetoadvocate for improvedhealth-carefacilitiesandprograms

bull Considera ldquobestpedestrianenvironmentrdquocategoryintherenewedUrbanDesign Awards ndash people understand a good pedestrian environment when theyrsquore in it

bull Continuetoaddressourinfrastructuredeficit witha focusonournodesand corridors areas that are expected to further intensify in the future

bull Continuetoimplementthevariousmasterplansrelatedtoahealthyandsafe community (eg Fire Master Plan) and prioritize the various activities of those master plans through the budget review process

My Future My Say My Waterloo RIMPark

14 15

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

My Future My Say My Waterloo Information Session

STRATEGIC PILLARshy

Public EngagementshyCONTINUED

Strategic Objective Gather information and listen to what the public is saying Monitoring trends and public opinion and linking those trends together with an action plan will require the ability to see the bigger picture Maintaining open channels of respectful communication will be critical as the City moves forward in this regard

Areas of focus bull Lookatbuildingacity-wideemaillistandanelectroniccommunications

vehicle for quick delivery of City information

bull RefreshtheCityrsquoswebsiteandlinktosocialmediachannels

bull Beawarethatothergovernmentswithintheregion may move towarda regional 311 system and give consideration to partnering in that initiative

Strategic Objective Tell our story Residents and stakeholders want to hear about our stories and experiences with our partners and the community ndash itrsquos the evolution of delivering City information The sharing of these stories will help community members better understand initiatives spur others to action and make Waterloo a better place to live work and play

Areas of focus bull Lookatdevelopingaregularreportingprogram for ourCouncilcommittees

and build these reports into Strategic Plan updates

bull WheretheCityhasgarneredrecognitionfromoutsideagenciesandgroups inform residents not only what we have achieved but why we have achieved it

bull Lookatcreatinga new andbetter way todeliverCitynewsandstoriesto residents and stakeholders

Strategic Objective Help people find what they need ResidentswantquickaccesstoinformationaboutCityservicesand how toresolve problems that they may encounter They also want information to be in plain and simple language rather than technical jargon The City will strive to provide quick and easy access to information through a variety of sources while using the appropriate level of technology and language to deliver messages

Areas of focus bull Lookatprovidingopportunities for thepublictoobtaintheinformationtheyneed

with a preference on methods that are less resource dependant such as e-services

bull Continue to work with neighbourhoods located near areas of potential intensification and help resolve issues related to the continued vertical growth of the City

bull Useplainlanguageinreports advertisementsandnotices Ifads have tobetechnical by law aim to post a one-paragraph plain language explanation of the report and provide a link to that explanation within the report

12 13

STRATEGIC PILLAR

Healthy amp Safe Community The health and safety of our residents continues to be one of the top and most crucial pillars As Council moves into this 2011-2014 term there are expectations such as providing clean water snow removal good roads and fire protection but there are also desires to grow our city more inclusively and be aware of housing costs

Strategic Objective Be healthy and safe The essential services that the City provides are often taken for granted including fire protection the delivery of clean water and the collection of sanitary sewage These services are always a high priority for the City and our residents However there are additional areas of focus that go into the development of a healthy and safe community The City will continue to nurture these areas to help promote and maintain a safe community for all

Areas of focus bull Engagewithotherpartnerswithintheregionastheydeveloptheirstrategicplans

in efforts to improve partnerships and focus on joint initiatives Examples include WaterlooRegionalPoliceServiceandourpost-secondaryinstitutions

bull Onmattersthat are regulated by law reportregularlytoCouncilusingstatisticsand compare Waterloo against other similar-sized communities in the province Examples would include water quality and fire response times reported through thePublicSector AccountingBoardrequirements

bull Giveconsiderationtothedevelopmentofa ldquowalkandwatchrdquoprogramThisprogram wouldlookatencouragingwalkerstobethe ldquoeyes onthestreetrdquowithinparks trails environmental areas and neighbourhoods

bull Workwiththe WaterlooRegionCrimePrevention Councilastheyimplementtheir Smart on Crime Strategy in an effort to build safe neighbourhoods through strong community partnerships

bull Continuetoadvocate for improvedhealth-carefacilitiesandprograms

bull Considera ldquobestpedestrianenvironmentrdquocategoryintherenewedUrbanDesign Awards ndash people understand a good pedestrian environment when theyrsquore in it

bull Continuetoaddressourinfrastructuredeficit witha focusonournodesand corridors areas that are expected to further intensify in the future

bull Continuetoimplementthevariousmasterplansrelatedtoahealthyandsafe community (eg Fire Master Plan) and prioritize the various activities of those master plans through the budget review process

My Future My Say My Waterloo RIMPark

14 15

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLAR

Healthy amp Safe Community The health and safety of our residents continues to be one of the top and most crucial pillars As Council moves into this 2011-2014 term there are expectations such as providing clean water snow removal good roads and fire protection but there are also desires to grow our city more inclusively and be aware of housing costs

Strategic Objective Be healthy and safe The essential services that the City provides are often taken for granted including fire protection the delivery of clean water and the collection of sanitary sewage These services are always a high priority for the City and our residents However there are additional areas of focus that go into the development of a healthy and safe community The City will continue to nurture these areas to help promote and maintain a safe community for all

Areas of focus bull Engagewithotherpartnerswithintheregionastheydeveloptheirstrategicplans

in efforts to improve partnerships and focus on joint initiatives Examples include WaterlooRegionalPoliceServiceandourpost-secondaryinstitutions

bull Onmattersthat are regulated by law reportregularlytoCouncilusingstatisticsand compare Waterloo against other similar-sized communities in the province Examples would include water quality and fire response times reported through thePublicSector AccountingBoardrequirements

bull Giveconsiderationtothedevelopmentofa ldquowalkandwatchrdquoprogramThisprogram wouldlookatencouragingwalkerstobethe ldquoeyes onthestreetrdquowithinparks trails environmental areas and neighbourhoods

bull Workwiththe WaterlooRegionCrimePrevention Councilastheyimplementtheir Smart on Crime Strategy in an effort to build safe neighbourhoods through strong community partnerships

bull Continuetoadvocate for improvedhealth-carefacilitiesandprograms

bull Considera ldquobestpedestrianenvironmentrdquocategoryintherenewedUrbanDesign Awards ndash people understand a good pedestrian environment when theyrsquore in it

bull Continuetoaddressourinfrastructuredeficit witha focusonournodesand corridors areas that are expected to further intensify in the future

bull Continuetoimplementthevariousmasterplansrelatedtoahealthyandsafe community (eg Fire Master Plan) and prioritize the various activities of those master plans through the budget review process

My Future My Say My Waterloo RIMPark

14 15

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLAR

Healthy amp Safe CommunityshyMy Future My Say My Waterloo Waterloo Public Square

CONTINUED

Strategic Objective Be inclusive The cultural makeup of our city is changing and a more diverse population is becoming the norm This varied population will continue to evolve and will have different desires and ideas regarding the services that the City should consider It is important that the City be aware of these cultural differences and be in a position to engage these groups

Areas of focus bull Lookatdevelopinganinclusionstrategy

bull Providemechanisms for thepublictogivefeedbackinidentifyingcity-wide accessibility issues through our website

bull Completeandimplementanelectronicvolunteermanagementsystemtoenhance the recruitment and engagement of volunteers (Volunteer Engagement Strategy)

bull Continuetoworkwithpartnersandstakeholdersineffortstonurtureand encourage safe and affordable housing alternatives

bull Lookatdevelopingaseniorzoomerstrategy Conductthenecessary engagement to find out their needs and desires

bull Onissuesthatrelatetoa fire safecommunity our fire andrescueservicewill continue to educate those who live work and play in our community on the value of fire safety We will continue to strive for an effective and efficient response to those in need through annual reporting to Council

Strategic Objective Promote recreation and culture Recognizingthatrecreationandculturemeandifferentthingstodifferentpeople the City must strive to make Waterloo a place for all ages and cultures to live and play An examination of the past while focusing on the future will help the City build on an already exceptional recreation and cultural framework

Areas of focus bull Recognizethatablendofservicesandculturalopportunitieswillberequiredas

the City continues to grow and develop Look for opportunities to develop programs initiatives and projects that link these vital pieces together

bull Considerdevelopingaheritagestrategy

bull Implementthelow-riseresidentialrentalhousingbylaw

bull Recognizethatthedevelopmentofgreatpublicspacesiscriticalin the development of a vibrant city

bull Continuetoimplementthe WaterlooParkMasterPlanwithpriority on developing the action sports park front-entrance gates along FatherDavidBauerDriveandanaccessibleplayground Implement as resources and budget permit (Waterloo Park Master Plan)

bull ContinuetoworkwithourLibrarypartnersas we openthe new West Side Waterloo Library

16 17

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLARshy

Vibrant Neighbourhoods We all live in neighbourhoods whether it be a suburban dwelling or an uptown high rise Our neighbourhoods are a reflection of who we areWe walk on our neighbourhood streets we shovel our snow and we plant our gardensThis is where we live and this is where things happen at the grassroots level Encouraging development and involvement in our neighbourhoods is a good thing and will contribute to the vibrancy of Waterloo

Strategic Objective Encourage vibrant neighbourhoods bull Lookatdevelopinganeighbourhoodstrategyandconsider

by building from the ground up - Participatory budgeting for neighbourhood associations

The City will strive to develop walkable bikeable and connected neighbourhoods - A program to allow closure of local streets or parts thereof Providing people with opportunities to work and play in the same neighbourhood from May to October for street barbecuesget-togethers as they live will encourage strong cultural links within the community - Neighbourhood-based programs that promote identify and

celebrate the different geographic andor cultural elements Areas of focus within the city

bull PromoteandencourageinclusivitywithintheCityrsquosvarious bull Promotethecreationofcompleteandintegratedcommunities neighbourhoods and stakeholder groups

and neighbourhoods bull Promoteandencouragecommunitygardens

My Future My Say My Waterloo Eastbridge Green Park

18 19

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLAR

Getting Around Whether we are walking driving a car riding a bicycle taking public transit or using some other means getting from A to B is important With more intensification and a strong desire to evolve to a more sustainable lifestyle there are more walkers and cyclists than ever before These modes of transportation are not just recreational anymore ndash theyrsquove become a big part of how we get around

My Future My Say My Waterloo Willis Way ampKingStreet

Strategic Objective Support all forms of transportation The City of Waterloo recognizes that every alternative mode of transportation has seen some growth over the years and as a City we should be encouraging a reduction in private automobile use as we become more compact and walkable

Areas of focus bull Supportpublictransitinordertoencouragethelong-termintensification

of the City along our nodes and corridors (Transportation Master Plan)

bull Promoteimprovementofeastwestcorridorsacrossthecity especiallyin lightofGrandRiver Transitplans for northsouthspineimprovements

bull Considerthedevelopmentofcar-freedaysonappropriatestreets (eg square2square initiative) and combine closures with festivals or other events whenever possible

bull WorkwithGrandRiver Transittoincreasebusserviceineveningsand weekends where possible targeting the places where people want to be

bull Considerreductionsinspeedlimitsonappropriatemunicipalstreets to provide safety to growing numbers of cyclists

bull Astheuptowncoreintensifies lookatdevelopingatrafficmanagement plan requiring deliveries to businesses and residences in off-peak hours

Strategic Objective Look for alternatives as energy prices continue to fluctuate With traditional transportation modes being one of the largest greenhouse gas contributors the City will continue to explore energy and environmentally-friendly transportation alternatives

Areas of focus bull Continue to build bicycle networks and complete gaps in the trail system so

people can commute not just exercise (Transportation Master Plan)

bull Move toward implementation of the CityrsquosTransportation Master Plan as funding and resources allow

bull Continue to look for ways to reduce energy consumption in our City vehicles to reduce our greenhouse gas emissions and improve air quality

bull Give consideration to the construction of a paid parking lot behind (east of) City Hall on lands owned by the corporation

bull Continue to consider all avenues of transportation through the city with the progression of Grand RiverTransit and alternative transportation options Grand RiverTransit (GRT)

20 21

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

STRATEGIC PILLARshy

Economic Vitality Waterloorsquos thriving economy continues to evolve and grow in many sectorsThe Cityrsquos economic vitality is a key pillar of success Building learning living playing and doing business in Waterloo will continue to depend on a number of internal and external factors that require ongoing attention and action

Strategic Objective Be the location of choice for a Strategic Objective Enable and strengthen our young educated labour force learning institutions Retaining a young educated labour force is essential to the long-term health of our Waterloo is fortunate to have three post-secondary institutions within its borders community Promoting a vibrant nightlife having a strong post-secondary presence and continued growth and partnerships with these institutions will have an providing opportunities for creative workspaces and having an entrepreneurial spirit increasingly positive effect on our City The City will continue to explore will continue to make the City a great place to live and work opportunities to engage and partner with these institutions

Areas of focus Areas of focus bull Work with Waterloorsquos Economic Development Advisory Committee and other bull FocuseffortsonassistingtheUniversityof WaterlootodeveloptheNorthwest

advisory committees of Council as needed to develop an action plan for the kind of Campus lands in order to get further return on the Cityrsquos financial investment in cultural facilitiesfeatures needed to retain skilled labour in the community underground infrastructure on those lands Look at developing a program to make these things happen (use partners as needed) bull ContinuetoshareourStrategicPlaninitiativeswithourpost-secondarypartners and engage our post-secondary institutional partners Beawareofeachothersrsquoinitiatives andlook for opportunities for collaboration bull Continue to build on what has become a thriving uptown with a focus on good bull Continuetopartnerwithpost-secondaryinstitutionsonprojectslikethe

pedestrian-oriented development as the uptown continues to evolve This will Sustainable Waterloo initiative and build on joint successes continue to be the heart of the City for the foreseeable future (Uptown Vision 2025)

My Future My Say My Waterloo ResearchInMotion

22 23

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

My Future My Say My Waterloo Sun Life Financial

STRATEGIC PILLARshy

Economic Vitality CONTINUED

Strategic Objective Continue to build the knowledge economy With a fixed boundary limiting growth on a horizontal plane the direction for growth in physical space required for the knowledge economy will continue to be vertical The refurbishing of existing floor space the development of new employment areas and construction of new space will be paramount

Areas of focus bull ImplementtheEmploymentLandsStrategy

bull Giveconsiderationtotheimplementationofbrownfieldpoliciesthatwill provide for the redevelopmentintensification of underutilized lands and buildings

Strategic Objective Act globally but think locallyhellipfirst Waterloo has earned the reputation of being a centre for creative excellence and will continue to generate new and exciting business opportunities at both the local and international levels The City recognizes that local actions have a bearing on the success of businesses and continued partnerships with stakeholder groups will further develop economic opportunities locally

Areas of focus bull PartnerwithothersandletthempromotetheCityinternationally

through their mandates (eg Canadarsquos Technology Triangle)

bull Lookatdirectingmunicipalresourcestowardlocaleconomic development initiatives

bull LeveragetheIntelligentCommunityawardwhereappropriate

bull RebrandtheSustainable Waterlooinitiativesoitismorereflectiveof the overall goals of the project (ie itrsquos more than environmental initiatives)

bull Withadditionallevelsofpublicinvolvementinlanddevelopmentprocessesand the high cost of dealing with appeals under the Planning Act the City should give consideration to its role as ownerdeveloper of employment land (Employment Land Strategy)

bull Continuetoexplorestrategiestosupportmanufacturinginordertoassistin retainingexpanding businesses

bull Giveconsiderationtothedevelopment ofa TaxIncrementGrant(TIG) program upon completion of the new Official Plan

bull Beflexibleinourcapitalworkprograminordertotakeadvantageof government-funded infrastructure programs if and when they become available

24 25

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

How this document will be used The Strategic Plan helps set the direction the City will move in from 2011-2014 While this is not a definitive list of action items and focus areas the key pillars and strategic directions will provide the public various agencies community stakeholders and staff with an overall sense of direction Specific action items will be further developed through the budget process and elements of the Strategic Plan will be rolled into departmental business plans where appropriate

The City will continue to provide our base operational services Any new action items will be prioritized along with the base operational services that the City is expected to andor must provide based on legislative requirements A supplementary document to the Strategic Plan will be created following the budget reviewThis document will outline specific action items along with progress indicators and will accompany regular reporting to Council

CORPORATE FOUNDATION PRINCIPLES Corporate Principle Be innovative

Areas of focus bull Build a culture of ldquoletrsquos try itrdquo rather than ldquowe better not do thatrdquo

bull Complete an analysis on ldquowhat business should the City be inrdquo and determine if there are any things the City is currently doing that we should not be doing

bull Focus on resource realignment where possible placing resources in areas of importance and removing resources where there are areas of overlap with other providers of that service

bull Grow and develop partnerships with others to do things more effectively and cheaper

bull Continue to encourage staff to come forward with ideas for administrative improvements with cost savings through the Continual Improvement Plan

bull Explore new areas of potential funding with a focus on sustainable (ie not one-time) sources

bull Require that committees of Council (where appropriate) make presentations to each other during the Council term describing mandates and key initiatives so that information sharing and growth opportunities can be promoted

bull Continue to reduce debt when opportunities to do so become apparent

bull As part of the 2012 Development Charge Bylaw review engage all departments to ensure that all opportunities available under the Development Charges Act are being explored

bull Move toward a sponsorship model of funding for City facilitiesprograms where appropriate

bull Explore budget optimization models that link strategic priorities to budget dollars in order to justify spending in respective areas

bull Consider merging new ideas for environmental initiatives projects programs and partnerships being developed through the Environmental Strategy with the Continual Improvement process

Corporate Principle Be focused on the public Areas of focus bull Developa key performanceindicatorslistandreportonitregularly

bull Advisethepublicon how wersquore doingthroughregularStrategicPlan and financial reporting

bull Continuetoexpande-services (IMTSMasterPlan)

bull ContinuetoimplementRecordsManagementPlan

bull Continuetolook for waystoenhancetwo-waycommunicationchannels

Corporate Principle Be the best at what we do Areas of focus bull Takeprideinbeingthebestatprovidingservicestothepublic

bull Befiscallyresponsible by livingwithinourmeans

bull Performamasterplansanalysistodetermineoverlapsandconflictsand provide an annual report on the status of master plans

bull Workwithotherlevelsofgovernmentonasurveystrategytocombineefforts at surveying the community (Joint Services Initiative)

bull CelebratesuccessesastheimplementationoftheStrategicPlan movesforward

bull Completeandimplementacorporatevolunteeringpolicy

bull Completethecorporatespaceplan for allfacilitieswithshort-termand long-term recommendations

bull Continuetoinvestinourpeople Coach mentorandleadstaffsothata culture of being the best at what we do will prevail

bull Providelearningopportunities for staffandmembersofthepubliconplace-making and liveable city concepts and apply these in projects and proposals

For more information regarding the City of Waterloorsquos Strategic Plan please contact

100 Regina Street South Waterloo ON N2J 4A8 Email strategicplanwaterlooca Phone 519-886-1550 wwwmyfuturewaterlooca

26 27

28

wwwwaterlooca