REGION OF WATERLOO

2011-2014

www.regionofwaterloo.ca

Fostering opportunities for current and future generatio

ns

• In

clus

ive,

thri

ving

, and

sus

tain

able

community • Committed to maintaining harmony between rural and urban areas •

Printed on paper containing10% post-consumer content

1REGION OF WATERLOO

2011-2014 Strategic Plan Message from the Regional Chair

At the beginning of each term, Regional Council works with the public and Regional staff to develop a set of strategic priorities that will guide its work during the term. Earlier this year, we began an extensive public consultation process including online, paper and telephone surveys and focus group sessions. The response from you has been tremendous and the input received from the community and staff is reflected in our new plan.

We are pleased to present the Strategic Plan for the 2011-2014 Regional Council term. The plan sets out strategic priorities under five broad focus areas - Environmental Sustainability, Growth Management and Prosperity, Sustainable Transportation, Healthy and Inclusive Communities, Service Excellence – and identifies the actions we need to take to realize our goals.

Each member of Regional Council has been involved in creating this plan that will guide us as we work together to attain our vision of an inclusive, thriving, and sustainable community. We will also be reporting to you regularly on our progress as we implement the plan.

Waterloo Region is a thriving community with an energy and spirit of collaboration that is unparalleled. It is important that we continue to plan carefully and work in partnership with the community to ensure it remains a place we are all proud to call home.

Sincerely,

Ken Seiling, Regional Chair

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Regional Council

STRATEGIC FOCUS

Regional Council is elected by the people of Waterloo Region to establish policies, priorities and oversee the many services provided by the Region of Waterloo. The head of Regional Council is the Regional Chair who is elected by the citizens of Waterloo Region. In addition to the Chair, Council is comprised of eight directly elected Regional Councillors and the seven Mayors of the area municipalities.

Regional Council 2011-2014 Back row, left to right

Les Armstrong Wilmot Township, Mayor

Jim Wideman Kitchener

Carl Zehr City of Kitchener, Mayor

Geoff Lorentz Kitchener

Doug Craig City of Cambridge, Mayor

Sean Strickland Waterloo

Rob Deutschmann North Dumfries Township, Mayor

Ross Kelterborn Wellesley Township, Mayor

Tom Galloway Kitchener

Front row, left to right

Jean Haalboom Kitchener

Jane Mitchell Waterloo

Brenda Halloran City of Waterloo, Mayor

Ken Seiling Regional Chair

Jane Brewer Cambridge

Claudette Millar Cambridge

Todd Cowan Woolwich Township, Mayor

To learn more about your Regional Council visit the Region of Waterloo’s website at www.regionofwaterloo.ca and click on “Regional Government” at the top right hand side of the website.

3REGION OF WATERLOO

Waterloo Region at a Glance

Population (including students, 2011) •545,000

Region’s population has grown on average 1.7 per cent each year •(8,000peopleperyear)

People living in urban areas •88percent

People living in rural areas •12percent

Median age of population •36years,thirdlowestinOntario.

Peopleover65yearsofage •12percent

Percentage of immigrants •23percent

Percentage of the population that most often speak a language other than English in their home •14percent

Percentage of people living in poverty •11percent

Landfill Site

Grand River Transit Terminal

Regional Offices

Region of Waterloo International Airport

Regional Library

GRT

L

Regional Museum M

Regional Transfer Station T

Landfill Site

Grand River Transit Terminal

Regional Offices

Region of Waterloo International Airport

Regional Library

GRT

L

Regional Museum M

Regional Transfer Station T

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Waterloo Region – the Community

STRATEGIC FOCUS

Waterloo Region includes the three cities of Cambridge, Kitchener and Waterloo, and the townships of North Dumfries, Wellesley, Wilmot and Woolwich, providing a unique balance of urban and rural centres. Waterloo Region is one of the fastest growing areas in Ontario and is projected to grow from 545,000 in 2011 to 729,000 people by 2031.

Waterloo Region is currently the fourth largest urban area in Ontario and the 10th largest in Canada.

Internationally known for its leading-edge technology and innovation, Waterloo Region continues to earn its reputation as a forward-thinking community and an attractive place to live, work and raise a family.

There are two levels of municipal government in Waterloo Region:

1. Regional level of government – Regional Municipality of Waterloo (Region of Waterloo).

2. Local area levels of government for the City of Cambridge, City of Kitchener, City of Waterloo and the Townships of North Dumfries, Wellesley, Wilmot and Woolwich.

The Region of Waterloo and the local area municipalities (cities and townships) are responsible for different services. See page five for an overview of the Region’s programs and services.

5REGION OF WATERLOO

RegionofWaterloo–theOrganization’sProgramsandServices

Public Health

• Clinics-Immunization(e.g.influenza,HepatitisB,HPV), HIVtesting,InternationalTravel,SexualHealth, SexuallyTransmittedInfections,DentalHealth,Tuberculosis• Diseasesurveillanceandhealthstatusreportingtothepublic• Communicablediseasecontrolandenvironmentalhealth (managementofcases,outbreaks,healthhazardsandthe humanhealthimpactsofenvironmentalproblems)• FoodandWatersafety(inspectionsandpromotion)

• Preparednessandresponseforpublichealthemergencies e.g.PandemicInfluenzaPlanning• Healthpromotionandawarenessinitiatives e.g.vaccination,injuryprevention,tobaccouseprevention, healthyeatingandactiveliving,preconceptionhealth,healthy childdevelopment,communityengagement,policiestoprevent illnessandpromotehealth• HealthyBabies,HealthyChildren• EmergencyMedicalServices(landambulance)

Social Services

• Planforandadministerlocalchildcaresystem

• FivedirectlyoperatedChildren’sCentresandalicensedhome childcareprogram

• Financialassistancewithchildcarecosts

• Infant&ChildDevelopmentProgram

• ServicesforChildrenwithSpecialNeeds

• SunnysideSupportiveHousingandAssistedLiving

• Senior’sWellnessCentre

• HomemakersandNursingProgram

• Sandhill’sCafé

• CommunityOutreachProgram

• CommunitySupportsandPrograms

• FinancialAssistance(OntarioWorks)

• EmergencyEnergyAssistanceProgram

• EmploymentResourceCentres

• EmploymentOntarioServiceProvider

• EmploymentServicesandSupportsforOntario WorksParticipants

The Region of Waterloo was officially established on January 1, 1973. Since then services have evolved considerably, touching the lives of every citizen. The Region of Waterloo is responsible for providing approximately 60 per cent of municipal government services in this community and provides a range of services through seven departments and a Chief Administrator’s Office:

Planning, Housing and Community Services

• GrowthForecastingandplanningforgrowthmanagement

• RegionalOfficialPlan

• ReviewandapproveareaMunicipalOfficialPlans

• Reviewandapprovevariousdevelopmentapplications

• CommunityHousingAdministrationand AffordableHousingStrategy

• RegionalandCommunityHousing

• TransportationPlanning andCorridorControl

• GrandRiverTransitPlanning

• TransportationDemandManagement

• RegionofWaterloo(Township)Libraries

• WaterlooRegionMuseum,DoonHeritageVillage, JosephSchneiderHaus,McDougallCottage

Transportation and Environmental Services

• WaterSupplyandWastewaterTreatment

• WaterDistributionandWastewaterCollectioninWellesley andNorthDumfries

• WaterlooLandfillSiteandTransferStations,BlueBox andMaterialsRecycling,andGarbageCollection

• GrandRiverTransitincludingMobilityPlus

• LightRailTransitProject

• RegionofWaterlooInternationalAirport

• RegionalRoadsandTrafficSignals

• DesignandconstructionofallRegionalengineeringprojects suchasroads,bridges,watertreatmentplantsetc.

Human Resources• Attracting,developingandretainingeffective anddynamicemployees• HumanresourcesprogramsandservicesincludingReturnto WorkPrograms,BenefitsAdministration,EmployeeWellness, andOrganizationalDevelopmentandDesign

• HealthandSafetyprogrammingandconsultingadvice• LabourRelationsservices• EmployeeFitnessCentres

6STRATEGIC FOCUS

7REGION OF WATERLOO

Corporate Resources

• In-houselegalandrealestateservices• MaintenanceandconstructionservicesforRegional buildings&property• Fleetacquisitionandmaintenance• Informationandcommunicationstechnology• Businesssystemsanalysis• Councilsupport• Informationanddocumentmanagement

• Design,PrintandMailServices• ProvincialOffencesCourtadministrationandprosecution• Licensingandenforcementservices• Citizenservices• Publicaccesstoinformation• Corporatearchives• EnergyManagementandEnvironmentalSustainabilityOffice

Finance

• Financial,accounting,treasury,payroll,accountsreceivable, accountspayable,storesandpurchasingservicestoall departmentsandexternalagenciesoftheRegion• Budgetcoordination• CorporatePerformanceMeasurement• RiskManagement/Insurance

• PropertyTaxPolicy• AlldebenturefinancingfortheRegionandAreaMunicipalities• GrantstoVoluntaryOrganizations• Grantclaimstoseniorlevelsofgovernment• Developmentchargecollectionandadministration

Chief Administrator’s Office

• EmergencyManagement

• CorporateCommunications

• InternalAudit

• Strategicplanning

Directly and indirectly the Region is also involved with community partners in economic development, community safety and crime prevention, heritage preservation, funding for the arts and hospital capital financing.

The Waterloo Regional Police Service (WRPS) is responsible for providing policing services to the citizens of Waterloo Region and is an “arms length service” to the Region of Waterloo, which means the service is associated with and receives funding from the Region of Waterloo, but governance of the WRPS is the responsibility of the Waterloo Regional Police Services Board.

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8STRATEGIC FOCUS

What is the Region of Waterloo’s Strategic Plan?The 2011-2014 Strategic Plan describes a future view of what the Region of Waterloo is working to achieve. It provides a common focus for Council and staff over the next four years. It helps to guide priority setting and ensures that our programs and services address the changing needs of our community.

How was the Strategic Plan Developed?The Region of Waterloo engages in a strategic planning process for each term of Council. The Region’s strategic planning process began in November 2010 and incorporated numerous opportunities for public and staff input, including:• Community meetings.• Statistically reliable telephone survey with 1,160 community residents.• Online and paper survey.• Involvement of advisory committees of Council.• More than 25 focus groups with diverse participants.

The consultation provided input on the following key elements:• Quality of life in Waterloo Region.• Issues related to the progress on the 2007-2010 Strategic Plan, including: uManagement of growth uManagement of the environment uTransportation uSocial issues and well-being• Trust and confidence in Regional government.• Region of Waterloo program and service quality.• Drivers of satisfaction with Regional service delivery.• Priorities for improvement.• Improving diversity and inclusion in Region of Waterloo services and programs.• Improving communication and engagement with the public.

Detailed results from the consultations are available at www.regionofwaterloo.ca or by contacting staff.

The 2011-2014 Region of Waterloo Strategic Plan

9REGION OF WATERLOO

Strategic Plan Framework

The framework for the Region’s Strategic Plan includes the Vision, Mission, Values; and the Strategic Focus Areas, Objectives, Actions and Indicators to monitor progress.

Vision, Mission and Values - The Strategic Plan is guided by the organization’s vision, mission and organizational values.

The vision describes the preferred future and the impact that the organization hopes to have on the community:Waterloo Region will be an inclusive, thriving and sustainable community committed to maintaining harmony between rural and urban areas and fostering opportunities for current and future generations.

The mission describes the organization’s purpose and addresses why the organization exists: The Region of Waterloo provides innovative leadership and services essential to creating an inclusive, thriving and sustainable community.

The values are the guiding principles that help Council and staff achieve the vision and fulfill the mission. The following values are the collective commitment to how staff and Council work with citizens, customers, colleagues and community partners:

Service: Satisfy and build confidence We provide excellent public service and strive to understand and meet the needs of all those we serve.Integrity: Instill trust We practice high standards of ethical behaviour and conduct ourselves with an openness and transparency that inspires trust.Respect: Value and recognize We create an environment where people are included, valued and treated with dignity.Innovation: Make ideas happen We foster an environment of leadership, excellence and creativity.Collaboration: Involve and engage others We build internal and external relationships to achieve common goals and resolve differences.

10STRATEGIC FOCUS

Focus Areas, Strategic Objectives and Actions In order to achieve the vision of an inclusive, thriving and sustainable community, five focus areas have been developed for the 2011 – 2014 term of Council. Ongoing partnerships and dialogue with area municipalities, partner organizations, other orders of government, citizens and customers of Regional services will be key to the Region’s success in these focus areas.

The five focus areas provide a common sense of direction for the next four years. The focus areas are highly interconnected and therefore the success of one focus area will be dependent on the progress of another. The Region’s vision will only be achieved with consideration and integration of this overlap of the focus areas and the related strategic objectives.

For each focus area, strategic objectives have been identified in order to add clarity to the focus areas, describe the overall intent and direction of the focus areas, and help staff align their work to the Focus Areas. The strategic objectives define “what” the Region is trying to accomplish in that area of focus.

In order to move these strategic objectives forward, specific actions have been developed, which identify “how” the Region will achieve the strategic objectives. It is important to note that these actions are not intended to be an inclusive list of everything the Region does in the community. Rather, the actions identify new or ongoing initiatives that the organization needs to focus on in order to ensure it is responding to the priorities identified by Council and the community throughout the strategic planning process.

Environmental SustainabilityProtect and enhance the environment.

Growth Management and ProsperityManage growth to foster thriving and

productive urban and rural communities.

Sustainable TransportationDevelop greater, more sustainable and safe transportation choices.

Healthy and Inclusive CommunitiesFoster healthy, safe, inclusive

and caring communities.

Service ExcellenceDeliver excellent and responsive services

that inspire public trust.

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5.

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11REGION OF WATERLOO

Environmental Sustainability:

What did we hear?The environment is very important to residents living in Waterloo Region. They understand the role that growth and other factors have on the environment and recognize that a healthy environment is essential to the quality of life the public is seeking.

Priorities identified include:• Supportandcontinuetoimproverecycling,reuseand waste reduction programs.

• Protectourdrinkingwater.

• Improveourairqualityandreducegreenhousegasemissions.

• Workcollaborativelyacrossallsectorstoprotect and enhance the environment.

• Restoreandpreservegreenspace,agriculturallandandsensitive environmental areas.

What are we doing? Clean air, water, land and green spaces are critical to keeping Waterloo Region healthy, sustainable and livable. The Region of Waterloo will consider the environment in all of its decisions and will work with area municipalities and other community partners to foster community stewardship of the natural environment.

12STRATEGIC FOCUS

Strategic Objectives Actions

1.1 Integrate environmental considerations into the Region’s decision- making.

1.1.1 Developandimplementanintegratedfundingprogramtosupportcommunitybased environmentalinitiatives.

1.1.2 ImplementtheRegion’sgreenpurchasinginitiativetopromoteandencouragetheuseand purchaseofenvironmentallyresponsibleproducts.

1.2 Reduce greenhouse gas emissions and work to improve air quality.

1.2.1 ImplementtheActionPlantoreducegreenhousegasemissionsfromRegionaloperations.1.2.2 AssistindevelopmentandimplementationofaCommunityGreenhouseGas(GHG) ActionPlanandReductionTarget.

1.2.3 DevelopanEnergyReductionPlanforWaterandWastewaterfacilities.1.2.4 PilottesttechnologytoreduceidlinginRegionalfleet.

1.3 Reduce the amount of waste going to landfill.

1.3.1 DeveloptheWasteManagementMasterPlanincludingtheevaluationofalternativedisposal technologies(e.g.energyfromwaste)andconsideringadditionalmaterialsforrecycling.

1.3.2 EvaluateandconsiderenhancementstotheGreenBin/GreenCartProgram.

1.4 Protect the quality and the quantity of our drinking water sources.

1.4.1 CompletetheWastewaterTreatmentPlantUpgradesinKitchener&Waterlootoimprove effluentqualityandreduceimpactsontheGrandRiver.

1.4.2 IntegratetheProvincialWaterProtectionStrategy&RegionalSourceProtectionPlanto minimizetheriskofhistoric,existingandfuturelandusesonmunicipalwatersupplies.

1.4.3 UpdateandcontinuetoimplementtheWaterEfficiencyMasterPlan.

1.5 Restore and preserve green space, agricultural land and sensitive environmental areas.

1.5.1 DevelopImplementationGuidelinesforEnvironmentalImpactStatementsunderthenew RegionalOfficialPlan.

1.5.2 CompleteoperatingplansforallRegionalForests.1.5.3 FosterpartnershipstopromoteandprotectWaterlooRegion’senvironmentallysensitive lands(e.g.rareCharitableResearchReserve,GrandRiverCorridor,ConservationEasements, potentiallandtrust,etc.)

1.5.4 Workinpartnershipwithvariousstakeholderstodeveloppoliciesandprogramstoprovide shade(e.g.treecanopy)inourcommunities.

Protectandenhancetheenvironment.

13REGION OF WATERLOO

Growth Management and Prosperity:

What did we hear?People like living in Waterloo Region. They believe it is a safe community, which has a small town feel with big city advantages. The location of Waterloo Region and the blend and close proximity of rural and urban areas and even the Region’s geographical location in relation to other city centres received positive praise. Residents also see arts, culture and heritage as important aspects of the community. Waterloo Region residents see the need for proper maintenance and management of planned growth which included building vibrant urban places, protecting our countryside, fostering a strong and prosperous economy while still maintaining the small town feel.

Priorities identified include:• Continuetomanageandshapegrowth.

• Ensureinfrastructuremeetsthedemandsofagrowingcommunity.

• Enhanceourarts,cultureandheritage.

• Strengthenpartnershipswithallordersofgovernmentandour community partners to plan, and manage growth.

• Supportadiverse,innovativeandgloballycompetitiveeconomy.

What are we doing? Managing and shaping growth to maintain rural and urban harmony is key to fostering individual and community well-being. The Region of Waterloo is implementing a Growth Management Plan and will work in partnership with the community and area municipalities to cultivate a vibrant region that is globally competitive, supports a diverse and prosperous economy, preserves heritage and creates spaces that maintain quality of life for people of Waterloo Region.

14STRATEGIC FOCUS

Strategic Objectives Actions

2.1 Encourage compact, livable urban and rural settlement form.

2.1.1 ImplementasustainableBrownfieldProgramtopromotetheredevelopmentofpreviously contaminatedsites.

2.1.2 Workwithareamunicipalitiestodevelopandimplementacomprehensivestrategytopromote intensificationandreurbanizationwithinexistingurbanareas.

2.2 Develop, optimize and maintain infrastructure to meet current and projected needs.

2.2.1 Continuetoprioritizeandimplementcapitalprogramprojectsrequiredtomeetcommunity needsandensuresustainability.

2.2.2 Developandimplementacomprehensiveassetmanagementstrategytoachieveoptimallong- termvaluefromregionalinfrastructure.

2.2.3 CompletetheRegionalDevelopmentChargeBy-lawReviewandUpdate.

2.3 Support a diverse, innovative and globally competitive economy.

2.3.1 AdvanceNewEastSideEmploymentLandstowardDevelopmentReadiness.

2.3.2 Continuetoidentifyandsupportpartnershipopportunitiesthatfosterinnovationandeconomic development(e.g.postsecondaryinstitutions,technology,manufacturing,foodprocessing,etc.).

2.3.3 Strengthenthecoordinationandimplementationofeconomicdevelopmentactivitiesby clarifyingtherolesandresponsibilitiesoftheRegion,areamunicipalitiesandotherkey stakeholders(e.g.Canada’sTechnologyTriangle).

2.4 Promote and enhance arts, culture and heritage.

2.4.1 WorkwiththeCreativeEnterpriseEnablingOrganization,areamunicipalitiesandothersto strengthentheartsandculturesector.

2.4.2 ProvideopportunitiestooptimizetheuseofRegionalculturalfacilities,withafocusonthe newWaterlooRegionMuseum.

2.4.3 EstablishaRegionalHeritageConservationToolbox.

Managegrowthtofosterthrivingandproductiveurbanandruralcommunities.

15REGION OF WATERLOO

Sustainable Transportation:

What did we hear?The physical infrastructure, the ease of getting around the community and providing options for active transportation were cited as critically important to the community. Without proper maintenance and management for planned growth, there were concerns noted about increased congestion on the roads and the future of sustainable transportation.

Priorities identified include:• Improvetrafficflow.

• Improveintercitytransportation.

• Improvepublictransportation.

• Enhanceactiveformsoftransportationsuchaswalking,cyclingandtransit.

• Optimizeexistingroadcapacitytosafelytravelthroughout Waterloo Region.

What are we doing? The transportation system will help balance cultural, economic, environmental and social issues to ensure Waterloo Region continues to be a great place to live and work. The transportation system will offer accessible and affordable choices for moving people and goods in a safe, integrated and seamless manner which will support a sustainable and thriving community for current and future generations. The Region is implementing a Transportation Master Plan: Moving Forward 2031, that defines how the transportation system will grow and change in the coming decades.

16STRATEGIC FOCUS

Strategic Objectives Actions

3.1 Implement a Light Rail Transit System in the Central Transit Corridor fully integrated with an expanded conventional transit system.

3.1.1 DevelopanimplementationplanforLightRailTransitincludingcorridorandstationareaplanning.

3.1.2 Expandthebusnetwork(ConventionalTransit)andbegintointegrateitwiththefuture LightRailTransitSystem.

3.1.3 Developandimplementprogramstoimproveaccesstoandawarenessofpublictransit (GRTandMobilityPlus).

3.2 Develop, promote and integrate active forms of transportation (cycling and walking).

3.2.1 WorkwithLocalMunicipalitiesandotherstakeholderstodevelopanintegratedandsafe networkofregional,localandoff-roadcyclingandwalkingroutes.

3.2.2 WorkwiththecommunitytodevelopandsupportaTransportationManagementAssociation thatwouldworkwithemployerstoencourageandsupportactiveandsustainabletransportation.

3.3 Optimizeexistingroad capacity to safely manage traffic throughout Waterloo Region.

3.3.1 Identifyandaddressprioritytransportationbottleneckstoreduceroadcongestionandimprove safety,e.g.roundabouts,queuejumplanesfortransit,turnlanesatsignalizedintersections,etc.

3.3.2 Implementprovenroadwaysafetystrategiesandeducationtoenhancethesafetyofourroadways.

3.4 Encourage improvements to intercity transportation services to and from Waterloo Region.

3.4.1 ImplementthemultimodaltransportationhubatVictoriaandKingStreets.

3.4.2 ActivelyparticipateintheMinistryofTransportation’slongtermstrategicplanforSouth CentralOntario.

3.4.3 AdvocateforimprovedrailservicetoKitchenerandCambridge.

3.4.4 Supportthegrowthofaviation-relatedactivitiesattheRegionofWaterlooInternational Airport,andinvestigatethepotentialforfurtherexpansionoftheAirport.

Developgreater,moresustainableandsafetransportationchoices.

REGION OF WATERLOO

Healthy and Inclusive Communities:

What did we hear?Fostering healthy, safe, inclusive and caring communities is very important to our community. Environmental and social conditions such as poverty were cited as having a great impact on the health and safety of our community. The Region needs to respond to the changing and diverse needs of the community to provide services that are supportive, caring, inclusive and accessible to citizens and communities.

Priorities identified include:• Reducepoverty.• Createmoreandbetteraffordablehousing.• Reduceemergencyroomwaittimes.

What are we doing? The Region of Waterloo will work with community partners to take actions to reduce inequities and enhance community health, safety, inclusion and quality of life. The Region plans and provides programs and services to respond to the changing demographics and diverse needs of the community. This creates opportunities for people to develop to their full potential and to make a positive difference at all stages of life.

• Collaboratewiththecommunitytosupport the development of services for children.• Planandsupportprogramsthatenable older adults to live healthy, active lives.

Strategic Objectives Actions

4.1 Work collaboratively to reduce poverty.

4.1.1 DevelopandimplementtheRegionofWaterloo’scomprehensiveapproachtopovertyreduction.4.1.2 Continuetocollaboratewithcommunitypartnersinbroadbasedeffortstoreducepoverty.

4.2 Foster healthy living through information, education, policy development and health promotion.

4.2.1 Workwithcommunitypartnerstoimproveharmreductionandpreventionprogrammingfor substancemisuse.4.2.2 Establishandco-ordinateaHealthyCommunitiesPartnershipinWaterlooRegiontotake actionregardingthreecommunityidentifiedpriorities:healthyeating,physicalactivityand mentalhealthpromotion.4.2.3 PlanandimplementaYouthEngagementInitiativetoinformanddirectyouth-basedhealth promotionwork.

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18STRATEGIC FOCUS

Fosterhealthy,safe,inclusiveandcaringcommunities.

Strategic Objectives Actions

4.3 Enhance local health service delivery by optimizing Emergency Medical Services (EMS) delivery and collaborating with health care partners to support system change.

4.3.1 ContinuetoaddresspopulationgrowthanddemographicchangesthroughtheEmergency MedicalServices(EMS)MasterPlan.4.3.2 AdvocateandsupporthealthcaresystemchangestoreduceEMSoffloaddelaysin areahospitals.

4.4 Enhance community safety and crime prevention.

4.4.1 WorkwiththeCrimePreventionCounciltodevelopanIntegratedDrugsStrategy.4.4.2 WorkwiththeCrimePreventionCounciltodevelopandimplementtheStreetGang PreventionProject.

4.5 Work collaboratively to increase the supply and range of affordable housing and reduce homelessness.

4.5.1 UpdateandimplementtheHomelessnesstoHousingStabilityStrategy.4.5.2 UpdateandmonitortheimplementationoftheRegionofWaterlooAffordableHousing Strategyprioritizingthecreationofnewsupportiveandlowerincomehousing.

4.6 Collaborate with the community to support the development of services for children.

4.6.1 DevelopandimplementanEarlyYearsSystemPlan(Children’sStrategy).4.6.2 WorkwiththeBoardsofEducationtoimplementtheProvincialEarlyLearningFramework.4.6.3 Workwithcommunitypartnerstofurtherstreamlinetheprocessforidentifyingfamiliesof childrenatriskforpoorchilddevelopmentoutcomesandlinkingthemtoappropriate supports/programs.

4.7 Collaborate with the community to support older adults to live healthy, active lives.

4.7.1 WorkwithareamunicipalitiesandcommunitypartnerstodevelopaSeniorsStrategythat activelysupportsthewell-beingofolderadults.4.7.2 WorkwithcommunitypartnerstoestablishaSeniorsAdvisoryCommitteethatwillprovide adviceonplanningandissuesforolderadultprogramsandservices.

4.8 Partner with the community to improve programs and services for immigrants/refugees.

4.8.1 ContinuetosupporttheImmigrationPartnershipinitsworktocoordinateeffortstoattract, welcomeandintegrateimmigrantsandrefugeesinourcommunity.

19REGION OF WATERLOO

Service Excellence:

What did we hear?Residents expect excellent customer service and responsive staff to meet the needs of the growing community. Knowing the right person to contact and having easy points of access to the service were highlighted as necessary by the community. Overall, citizens noted high levels of satisfaction with Regional programs and services although there are also a number of areas where residents would like to see improvements.

Priorities identified include:• Improvecommunityawarenessabouttheservicesprovided by the Region.• Engageandinvolvethepublicindecisionsthatimpactthecommunity.• ImprovetheaccessibilityofRegionalprogramsandservicestosupport our diverse community.• ImproveservicesatisfactionwithRegionalprograms.• EnsureRegionalprogramsandservicesareefficientandeffectiveand are open and transparent to the public.• Retain,recruitanddevelopskilledandcitizen-centeredemployees.• Strengthenandenhancepartnershipswithareamunicipalities, academia, community stakeholders and other orders of government.

What are we doing? The Region of Waterloo will strive for consistently high levels of citizen satisfaction in delivering citizen focused programs and services that are accessible, efficient, effective and responsive to community needs. Staff and volunteers will instill public trust by collaborating with community partners and engaging citizens to foster open, transparent and accountable municipal government. The Region will recruit and retain service focused people and ensure they are supported by the right organizational processes, facilities, equipment and resources.

20STRATEGIC FOCUS

Deliverexcellentandresponsiveservicesthatinspirepublictrust.

Strategic Objectives Actions

5.1 Improve the accessibility of Regional programs and services to support our diverse community.

5.1.1 DevelopandimplementanactionplantomaketheRegion’sprograms,servicesandworkforce moreaccessibleandresponsivetoourdiversecommunity.5.1.2 ImplementaconsolidatedCallCenterwithasinglephonenumberfortheRegionofWaterloo andexplorethepotentialfora311inter-municipalcallcentre.5.1.3 ImplementthestandardsundertheAccessibilityforOntarianswithDisabilitiesAct(AODA) tocomplywithProvincialregulations.

5.2 Improve satisfaction with Regional programs and services.

5.2.1 DevelopServiceStandardsandperformancetargetsandinitiateimprovementplansin selecteddepartments.5.2.2 Implementacomprehensivecitizen/customerservicetrainingprogramforstaff.

5.3 Ensure Regional programs and services are efficient and effective and demonstrate accountability to the public.

5.3.1 DevelopafiveYearFinancial/BudgetPlan.5.3.2 FurtherintegratePerformanceMeasurementintoRegionalPrograms.5.3.3 ContinuetoundertakeProgramReviewsbasedonanenterpriseriskmanagementapproach.

5.4 Retain, recruit and develop skilled, motivated and citizen- centred employees.

5.4.1 Developandimplementactionstosupporttheeffectiverecruitmentofemployees totheRegion.5.4.2 Implementactionsdesignedtobuildleadershipcapacity.5.4.3 Conductanemployeesurveyandtakefollow-upactions.

5.5 Improve awareness of Regional services and facilitate processes for public input and involvement.

5.5.1 Developacomprehensiveresourceguideforpublicandcommunitystakeholderparticipation.5.5.2 ImplementwebcastingofRegionalCouncilandStandingCommitteemeetings.5.5.3 ExplorenewwaystoincreaseawarenessofCouncilactivitiesandopportunitiesforcitizensto interactwithmembersofRegionalCouncil.5.5.4 EnhanceexternalcommunicationtoincreaseawarenessofRegionalprogramsandservices.

5.6 Strengthen and enhance partnerships with area municipalities, academia, community stakeholders and other orders of government.

5.6.1 Defineandimplementanopendataprogramthatimprovestheabilityofthepublictofind, downloadanduseRegionofWaterloodata.5.6.2 Developacorporatevolunteermanagementstrategyandworkplan.5.6.3 Exploreopportunitiesforpartnershipswithareamunicipalitiesinordertoimproveservices.5.6.4 HostmeetingsofallareamunicipalCouncillorsatleastannuallytoshareinformationand discussissuesofcommoninterest.

21REGION OF WATERLOO

From Planning to Implementation

The Strategic Plan provides a framework for other Region of Waterloo plans and initiatives, guiding Council and staff in setting priorities and delivering programs to address the changing needs of our community. In order to continue to make the Strategic Plan meaningful and relevant during this term of Council, the following components will be implemented:

Alignment and linkages with other corporate and department processes and plans

The plan will be directly tied to the annual budget process as well as other corporate initiatives to allow for informed decisions about resource allocation. This Strategic Plan also incorporates key elements from various Regional Master Plans (e.g. Transportation Master Plan). Other Regional Master Plans will be updated over the next four years to ensure alignment with the Strategic Plan (e.g. Waste Management Master Plan). The Strategic Plan also provides direction for other major planning initiatives such as the Region’s Diversity and Inclusion Strategy, Service Strategy and communications planning.

Departmental Strategic Plans

In parallel with the Corporate Strategic Plan, each Department is developing a Departmental Strategic Plan. The Department Strategic Plans will identify additional priority actions needed to implement the vision and corporate strategic objectives as well as more detailed departmental objectives and actions specific to Departmental priorities.

22STRATEGIC FOCUS

Orientation and Training

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

Communication of the Plan

Communication will be a key factor in the success of the Strategic Plan implementation. The Corporate Strategic Plan will be shared with the community and staff, area municipalities, community partners and other organizations. The communication will be an ongoing effort, and our progress will be shared on a regular basis. In order to effectively communicate the plan to a wide range of audiences a number of vehicles and methods to involve and inform residents and staff will be created. In an effort to support environmental sustainability, we will minimize paper based communication and maximize electronic communication of the Plan.

Partnerships

Ongoing partnerships with area municipalities, community partners and other orders of government will be key to the Region’s success in the implementation of the Strategic Plan. Where possible and appropriate we will strengthen internal and external relationships to achieve common goals and resolve community issues.

23REGION OF WATERLOO

From Planning to Implementation

Continued Community Engagement

The Region of Waterloo’s 2011-2014 Strategic Planning process provided a forum where citizens talked about what matters to them, what they like and value about Waterloo Region, what they want to improve, and what their aspirations for the region are as it grows over the next several years.

Conversations have taken place across the region, through focus groups, a statistically reliable telephone survey, online and paper surveys, community meetings and online using social media tools. Continuing the community engagement process will enable the Region to collectively create and implement priorities that are clear, inclusive, sustainable and supported by the community.

While the framework and initial focus areas and objectives have been identified, the process remains ongoing, with annual benchmarking and implementation that will make this vision a reality. Continuing community engagement and regular communication of progress will ensure that the strategic plan moves from planning to implementation and achievement.

24STRATEGIC FOCUS

Progress Monitoring and Reporting

An important element of our strategic planning process is to measure the progress of our strategic objectives and actions. Regular reporting on the strategic planning process will demonstrate to Council, the public and staff how the strategic objectives are being achieved across the organization. Annual reports will be developed to ensure Regional Council, citizens, community partners and employees are aware of our progress.

Finally, the Region’s strategic plan is an ongoing process. Over the next four years it will be important to be conscious of new challenges and emerging issues. The Region will need to be flexible in order to respond to these changing directions and demands. Accordingly, the Plan will be reviewed approximately halfway through the term of Council (late 2012). This will provide the opportunity to refine the objectives and/or add or delete priority actions in order to respond to any significant changes in circumstances.

25REGION OF WATERLOO

MessagefromtheChiefAdministrativeOfficer

The Region offers a wide range of programs and services that make a positive difference every day in our community. The 2011-2014 Strategic Plan provides a common focus and a set of priorities for the organization to ensure we continue to meet the community’s changing needs. One of the most rewarding aspects of developing this plan was the way citizens and Regional staff enthusiastically participated in the process to help to shape the future of our community. This input helped Regional Council define five areas of focus, 27 strategic objectives and 73 actions in order to address community priorities. We benefited greatly from the guidance and direction of Regional Council, and from ongoing partnerships with many groups and individuals including the area municipalities, community partners and advisory committees. I would like to thank everyone who helped to shape the vision and priorities reflected in this plan. I would also like to extend a special acknowledgment to the Region’s Corporate Leadership Team and Senior Management Team for their vital role in the strategic planning and implementation process.

The vision for the Region is to be an inclusive, thriving and sustainable community committed to maintaining harmony between rural and urban areas and fostering opportunities for current and future generations. Regional staff and volunteers are dedicated to providing excellent public service by understanding and meeting the needs of all those we serve. By providing excellent service we hope to promote public trust and confidence in the region, and to help build a community that is inclusive, thriving, sustainable and prepared for the future.

As we work on achieving our vision, we know that the journey will come with challenges. It will require that the Region lead by example and work collaboratively and creatively with our community stakeholders and partners. We are ready for the challenge and embrace the opportunity to create the community we desire to ensure there is a rich legacy left for future generations.

Sincerely,

Mike Murray, Chief Administrative Officer

26STRATEGIC FOCUS

For more information We invite you to stay in touch with the Region’s Strategic Plan. Visit our website, contact us by phone/e-mail or request your own copy of the Strategic Plan. The Plan is available in other formats upon request. For information or alternative format please contact:

Lorie FiozeManager of Strategic Planning and Strategic Initiatives

150 Frederick St.Kitchener, Ontario N2G 4J3

Phone: 519-575-4758Fax: 519-575-4440TTY: 519-575-4608

lfioze@regionofwaterloo.ca

www.regionofwaterloo.on.caClick on “Regional Government” to find the Strategic Plan.

Corporate Leadership Team(Department Contacts):

Chief Administrative Officer Mike Murray

Commissioner of Public Health and Medical Officer of Health Dr. Liana Nolan

Commissioner of Corporate Resources Gary Sosnoski

Chief Financial Officer (Acting) Angela Hinchberger

Commissioner of Human Resources Penny Smiley

Commissioner of Planning, Housing and Community Services Rob Horne

Commissioner of Social Services Michael Schuster

Commissioner of Transportation and Environmental Services Thomas Schmidt

REGION OF WATERLOO

2011-2014

www.regionofwaterloo.ca

Fostering opportunities for current and future generatio

ns

• In

clus

ive,

thri

ving

, and

sus

tain

able

community • Committed to maintaining harmony between rural and urban areas •

Printed on paper containing10% post-consumer content