[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-187026-en":3,"doc-seo-187026-105":31,"detail-sidebar-cat-0-en-105":92},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":4,"category_id":11,"category_name":12,"doc_title":13,"doc_description":14,"doc_content":15,"file_id":16,"file_url":17,"file_type":18,"file_size":19,"view_count":20,"is_deleted":4,"is_public":21,"is_downloadable":21,"audit_status":21,"page_count":22,"language":23,"language_code":24,"site_id":25,"html_lang":24,"table_of_contents":26,"faqs":27,"seo_title":28,"seo_description":14,"update_tm":29,"read_time":30},187026,1374402524268,"Berry Peter","https://ap-avatar.wpscdn.com/davatar_3d24733baf745e90a7e4bdd5f77d97b2",8,"Research & Report","Corporate Leadership Team (CLT) 2022 Work Plans","Corporate Leadership Team (CLT) 2022 work plans present a multi-year roadmap with start and target dates, budgets, and deliverable descriptions aligned to governance and operational outcomes. Key initiatives include adopting an AMP framework and governance model, completing core and non-core asset components, and establishing future service levels. The plan identifies technology needs (e.g., Cartegraph, GIS, VADIM), communications support such as public engagement surveys, procurement and legal actions, and interdepartmental dependencies. Performance is tracked through core asset completion milestones, AM readiness and data maturity indices, and measurable KPI targets for infrastructure and planning deliverables.","| Report to: | \u003Cbr>Mayor and Council |\n| --- | --- |\n| Date: | March 22, 2022 |\n| Title: | Corporate Leadership Team (CLT) 2022 Work Plans |\n|  |  |\n\n| Timeline |  | Start Date | 2021 |  | Target End Date | 2025 | Budget/Cost | \u003Cbr>$450,000 |\n| --- | --- | --- | --- | --- | --- | --- | --- | --- |\n| Brief\u003Cbr>Description |  | • Establish and adopt AMP Framework and Governance Model\u003Cbr>• Completion of the Core Asset AMP by July 2022 |  |  |  |  | • Completion of the Non-Core by July 2024\u003Cbr>• Establish future levels of service by 2025 |  |\n| Interdepartmental Dependencies |  |  |  |  |  |  |  |  |\n| Technology Needs |  |  |  | Cartegraph , GIS, VADIM support |  |  |  |  |\n| Communications Support |  |  |  | Public Engagement Survey for LOS (2023/2024)\u003Cbr>Inter-dept Engagement assistance |  |  |  |  |\n| Procurement |  |  |  | RFP (possibly) for Non-Core AMP |  |  |  |  |\n| Finance |  |  |  | Major Ongoing Support |  |  |  |  |\n| Facilities |  |  |  | Ongoing participation |  |  |  |  |\n| Political/Mayor |  |  |  | Adoption of the AMP and Recommendations |  |  |  |  |\n| Other |  |  |  | All other Asset Leads will be required to participate |  |  |  |  |\n| Challenges |  |  |  | • Limited Internal Manpower\u003Cbr>• Availability of Data and Related Financials |  |  |  |  |\n| Key Performance Indicators |  |  |  |  |  |  |  |  |\n| 1. | Core AMP completed by July 1, 2022 |  |  |  | Provincially regulated deadline |  |  |  |\n| 2. | AM Readiness Index |  |  |  | Identify corporate weaknesses requiring additional training and resources ([e.g. software](e.g. software)) |  |  |  |\n| 3. | Data Maturity Index |  |  |  | Identify improvements to data collection practices and procedures (e.g. sewer pipe condition index) |  |  |  |\n\n| Timeline |  | Start Date | Underway | Target End Date | 2024 | Budget/Cost | \u003Cbr>$9,000,000 (est.) |\n| --- | --- | --- | --- | --- | --- | --- | --- |\n| • Site plan review and site servicing approvals for the new Hospital\u003Cbr>Brief Description • New watermain construction on Reixinger Road between Montrose\u003Cbr>Rd and Stanley Avenue |  |  |  |  |  | • New Reixinger Road extension west of Montrose Rd\u003Cbr>• Cost-Sharing and cooperation with Niagara Region for major highway widening and related infrastructure |  |\n| Interdepartmental Dependencies |  |  |  |  |  |  |  |\n| Procurement |  |  | Tender to be issued in 2022 |  |  |  |  |\n| Legal |  |  | Execution of Contracts and Cost Sharing Agreement\u003Cbr>Property Acquisition |  |  |  |  |\n| Planning |  |  | Coordination of Site Plan |  |  |  |  |\n| Challenges |  |  | • Material availability uncertainty due to COVID\u003Cbr>• Ongoing coordination with the Region |  |  |  |  |\n| Key Performance Indicators |  |  |  |  |  |  |  |\n| 1. | Watermain Project tendered by Q4 2022 |  | Construction timeline necessary to meet hospital demands |  |  |  |  |\n| 2. | Reixinger Extension lands acquired by Q2 2022 |  | Necessary to support servicing and the hospital site plan approval |  |  |  |  |\n\n| Timeline |  | Start Date | Q3 2021 | Target End Date | Q1 2023 | Budget/Cost | \u003Cbr>N/A |\n| --- | --- | --- | --- | --- | --- | --- | --- |\n| Brief Description • Consultation with the public, Park in the City Committee, and the\u003Cbr>farming community\u003Cbr>• Development of an implementation plan |  |  |  |  |  | • Execution of the implementation plan through new initiatives, policies, projects, etc. |  |\n| Interdepartmental Dependencies |  |  |  |  |  |  |  |\n| Technology Needs |  |  | Update to City Website |  |  |  |  |\n| Communications Support |  |  | Public engagement survey\u003Cbr>Final report preparation |  |  |  |  |\n| Finance |  |  | Evaluation of financial impacts associated with the implementation plan |  |  |  |  |\n| Facilities |  |  | Involvement in the preparation of facilities related climate adaptation initiatives |  |  |  |  |\n| Political/Mayor |  |  | Endorsement by Council is required |  |  |  |  |\n| Other |  |  | All departments to be engaged in the preparation of the plan |  |  |  |  |\n| Challenge","cbCaiqyTWbHe8zE2","https://ap.wps.com/l/cbCaiqyTWbHe8zE2","pdf",2767215,2,1,40,"English","en",105,"# Corporate Leadership Team (CLT) 2022 Work Plans\n## Governance and Asset Management Deliverables\n## Technology, Communications, Procurement, and Dependencies\n## Challenges and Key Performance Indicators (KPIs)","[{\"question\":\"What are the primary deliverables in the CLT 2022 work plans?\",\"answer\":\"The plans emphasize establishing and adopting an AMP framework and governance model, completing the core AMP component by July 2022, and completing non-core AMP by July 2024, with future service levels defined by 2025.\"},{\"question\":\"Which technology and support functions are mentioned as needed?\",\"answer\":\"Technology needs include Cartegraph, GIS, and VADIM support, along with City website updates. Communications support covers public engagement surveys and inter-department engagement assistance, while procurement and finance functions support related initiatives.\"},{\"question\":\"How are progress and outcomes measured in the document?\",\"answer\":\"Progress is tracked using key performance indicators such as core AMP completion by July 1, 2022, an AM readiness index to identify training and resource gaps, and a data maturity index to improve data collection practices and procedures.\"}]","Corporate Leadership Team (CLT) 2022 Work Plans | PDF",1788379608,101,{"code":4,"msg":32,"data":33},"ok",{"site_id":25,"language":24,"slug":34,"title":13,"keywords":35,"description":14,"schema_data":36,"social_meta":87,"head_meta":89,"extra_data":91,"updated_unix":29},"corporate-leadership-team-clt-2022-work-plans","",{"@graph":37,"@context":86},[38,54,69],{"@type":39,"itemListElement":40},"BreadcrumbList",[41,45,48,51],{"item":42,"name":43,"@type":44,"position":21},"https://docshare.wps.com","Home","ListItem",{"item":46,"name":47,"@type":44,"position":20},"https://docshare.wps.com/document/","Document",{"item":49,"name":12,"@type":44,"position":50},"https://docshare.wps.com/document/research-report/",3,{"item":52,"name":13,"@type":44,"position":53},"https://docshare.wps.com/document/corporate-leadership-team-clt-2022-work-plans/187026/",4,{"url":52,"name":13,"@type":55,"author":56,"headline":13,"publisher":58,"fileFormat":61,"inLanguage":24,"description":14,"dateModified":62,"datePublished":63,"encodingFormat":61,"isAccessibleForFree":64,"interactionStatistic":65},"DigitalDocument",{"name":9,"@type":57},"Person",{"url":42,"name":59,"@type":60},"DocShare","Organization","application/pdf","2026-09-05","2026-09-02",true,{"@type":66,"interactionType":67,"userInteractionCount":20},"InteractionCounter",{"@type":68},"ViewAction",{"@type":70,"mainEntity":71},"FAQPage",[72,78,82],{"name":73,"@type":74,"acceptedAnswer":75},"What are the primary deliverables in the CLT 2022 work plans?","Question",{"text":76,"@type":77},"The plans emphasize establishing and adopting an AMP framework and governance model, completing the core AMP component by July 2022, and completing non-core AMP by July 2024, with future service levels defined by 2025.","Answer",{"name":79,"@type":74,"acceptedAnswer":80},"Which technology and support functions are mentioned as needed?",{"text":81,"@type":77},"Technology needs include Cartegraph, GIS, and VADIM support, along with City website updates. Communications support covers public engagement surveys and inter-department engagement assistance, while procurement and finance functions support related initiatives.",{"name":83,"@type":74,"acceptedAnswer":84},"How are progress and outcomes measured in the document?",{"text":85,"@type":77},"Progress is tracked using key performance indicators such as core AMP completion by July 1, 2022, an AM readiness index to identify training and resource gaps, and a data maturity index to improve data collection practices and procedures.","https://schema.org",{"og:url":52,"og:type":88,"og:title":13,"og:site_name":59,"og:description":14},"article",{"robots":90,"canonical":52},"index,follow",{"doc_id":7,"site_id":25},{"code":4,"msg":5,"data":93},[94,98,102,106,111,116,120,123,128,131,135],{"id":21,"doc_module":4,"doc_module_name":47,"category_name":95,"show_sort_weight":96,"slug":97},"Story & Novel",90,"story-novel",{"id":20,"doc_module":4,"doc_module_name":47,"category_name":99,"show_sort_weight":100,"slug":101},"Literature",80,"literature",{"id":53,"doc_module":4,"doc_module_name":47,"category_name":103,"show_sort_weight":104,"slug":105},"Exam",70,"exam",{"id":107,"doc_module":4,"doc_module_name":47,"category_name":108,"show_sort_weight":109,"slug":110},5,"Comic",60,"comic",{"id":112,"doc_module":4,"doc_module_name":47,"category_name":113,"show_sort_weight":114,"slug":115},6,"Technology",50,"technology",{"id":117,"doc_module":4,"doc_module_name":47,"category_name":118,"show_sort_weight":22,"slug":119},7,"Healthcare","healthcare",{"id":11,"doc_module":4,"doc_module_name":47,"category_name":12,"show_sort_weight":121,"slug":122},30,"research-report",{"id":124,"doc_module":4,"doc_module_name":47,"category_name":125,"show_sort_weight":126,"slug":127},9,"Religion & Spirituality",20,"religion-spirituality",{"id":126,"doc_module":4,"doc_module_name":47,"category_name":129,"show_sort_weight":126,"slug":130},"World Cup","world-cup",{"id":132,"doc_module":4,"doc_module_name":47,"category_name":133,"show_sort_weight":132,"slug":134},10,"Lifestyle","lifestyle",{"id":136,"doc_module":4,"doc_module_name":47,"category_name":137,"show_sort_weight":107,"slug":138},19,"General","general"]