Loading...
HomeMy WebLinkAboutCIS Agenda - 2017-12-04 Community & Infrastructure Services Committee Agenda Monday, December 4, 2017 Office of the City Clerk 2:00 p.m. - 3:30 p.m. Kitchener City Hall nd Council Chamber 200 King St.W. - 2 Floor Kitchener ON N2G 4G7 This is an approximate start time, as this meeting will commence immediately following the Special Council meeting. Page 1 Chair Councillor K. Galloway-Sealock Vice-Chair - Councillor S. Marsh The following matters are considered not to require debate and should be approved by one motion in accordance with the recommendation contained in each staff report. A majority vote is required to discuss any report listed as under this section. 1. CSD-17-058 - Approval of the Emergency Management Program and Adoption of the Emergency Management By-Law 2. INS-17-089 - On-Street Parking Regulations - Corfield Drive 3. INS-17-091 - On-Street Parking Regulations - Apple Tree Court Delegations -law, delegations are permitted to address the Committee for a maximum of 5 minutes. Item 4 - Kimberly Fellows Item 5 - Michael Stotts - George Bikas Discussion Items 4. INS-17-081 - Bee City Canada - Becoming a Bee City Affiliate (15 min) 5. INS-17-087 - On-Street Parking Regulations - Old Carriage Drive (15 min) 6. INS-17-076 - City Hall Outdoor Spaces Functional Design (60 min) (Staff will provide a 5 minute presentation on this matter) 7. CAO-17-026 - Community Engagement Policy (30 min) (Staff will provide a 5 minute presentation on this matter) Information Items Unfinished Business List Dianna Saunderson Committee Administrator ** Accessible formats and communication supports are available upon request. If you require assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 ** REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: December 4, 2017 SUBMITTED BY: Corporate Emergency Management Program Committee PREPARED BY: Steve LaRochelle,Manager, Emergency Management and Business Continuity,519-741-2200 extension 5556 WARD(S) INVOLVED: All DATE OF REPORT: November 15, 2017 REPORT NO.: CSD-17-058 SUBJECT: Approval of the Emergency Management Program and Adoption of the Emergency Management Program By-law RECOMMENDATION: THAT the City of Kitchener Emergency Management Program By-law (attached) be approved by Council. BACKGROUND: The Province of Ontario passed the Emergency Management and Civil Protection Act, R.S.O., 1990, Chapter E.9 as amended (The ) an Act which requires the development and implementation of an emergency management program (short title The Emergency Management Act) by the Council of a municipality. The Act requires the emergency management program to conform to standards circulated by Emergency Management Ontario in accordance with international best practices, including the four core components of emergency management, namely: Mitigation/prevention Preparedness Response Recovery The Act also makes provision for the municipality and council to develop and implement an emergency management program to protect public safety; public health; the environment; the critical infrastructure and property; and to promote economic stability and a disaster-resilient community. An emergency management program and by-law exists today, however due to increased accountability outlined in the Act, this requires the city to update the by-law and continue to enhance the existing emergency management practices. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1 - 1 REPORT: Enacting the attached Emergency Management Program By-law (Appendix A) serves to formalize the establishment of an emergency response plan governing the provision of chener Emergency Emergency Management Coordinator (CEMC) along with membership of the Community Emergency Management Program Committee (CEMPC) supports the operationalization of the Emergency Management Program and the governance required as per the Provincial legislation. The By-law contains two Schedules which , specifically: Schedule A City of Kitchener Emergency Response Plan Schedule B CEMPC Terms of Reference Both documents create the foundation for the processes and framework necessary to effectively respond through an effective emergency management program. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Priority:Effective and Efficient City Services Strategy: 5.1 Enhance and roll out plans for managing emergencies and business disruptions to protect lives and continue to deliver critical services to the community. Strategic Action: #CS45 Emergency Management and Business Continuity Program FINANCIAL IMPLICATIONS: n/a ACKNOWLEDGED BY: Michael May, DCAO Community Services Department 1 - 2 BY-LAW NUMBER OF THE CORPORATION OF THE CITY OF KITCHENER (Being a by-law to establish Emergency Management Program) WHEREAS the Emergency Management and Civil Protection Act, R.S.O., 1990, Chapter E.9, as amended, requires municipalities to develop and implement an emergency management program; NOW THEREFORE the Council of the Corporation of the City of Kitchener enacts as follows: 1. THAT an Emergency Management Program be developed and implemented in accordance with the standards published by Emergency Management Ontario. 2. THAT the Emergency Response Plan (ERP this By-law is hereby adopted. 3. THAT the Manager of Emergency Management and Business Continuity is hereby appointed as the Community Emergency Management Coordinator (CEMC) for the Corporation of the City of Kitchener. 4. THAT the CEMC and Alternate CEMC (Director of Asset Management) co-chair the Community Emergency Management Program Committee (CEMPC). 5. THAT the CEMPC Terms of Reference attached hereto as By-law is hereby adopted. 6. THAT the positions outlined in the CEMPC Terms of Reference in Schedule B are hereby appointed as the CEMPC members. 7. THAT the CEMPC will cause the emergency management program to be reviewed annually, ensure training to employees on their functions and to recommend changes to the program as considered appropriate. 8. THAT the Chief Administrative Officer (CAO), Deputy Chief Administrative Officer (DCAO) of Community Services, Deputy Chief Administrative Officer (DCAO) of Infrastructure Services, Deputy Chief Administrative Officer (DCAO) of Finance and Corporate Services (DCAO) are hereby appointed as EOC Commanders which form the Municipal Emergency Control Group otherwise known as the Emergency Operations Centre Management Team (EOCMT). 1 - 3 2 9. THAT the Head of Council or designated alternate shall be empowered to declare an emergency. 10. THAT certain appointed officials or their designated alternates, as provided in the ERP are empowered to cause an emergency notification to be issued to members of the Municipal Emergency Control Group and to respond to an emergency in accordance with the ERP where an emergency exists but has not yet been declared to exist. 11. THAT the Director of Corporate Communications (or designate) is hereby appointed as the Emergency Information Officer for the Corporation of the City of Kitchener. 12. THAT any reference in the ERP to Supporting Documents including, but not limited to, Plans, protocols, guidelines, standard operating procedures, processes, and ERP Supporting Documents identified in Section 8 of the ERP, is solely for the assistance of the users of the ERP and the do not form part of the ERP. Any revisions to said Supporting Documents do not require an amending by-law. 13. THAT By-law 93-200 as amended by By-laws 95-24, 97-51, 98-184, 2001-71 and2012-129 are all hereby repealed. 14. THAT this By-Law shall come into full force and effect on the date of passing thereof. PASSED at the Council Chambers in the City of Kitchener this day of , A.D. 2017. _________________________ Mayor _________________________ Clerk 1 - 4 City of Kitchener Emergency Response Plan December2017 Bylaw No. XXX-XX 1 - 5 CITY OF KITCHENER EMERGENCY RESPONSE PLAN TABLE OF CONTENTS 1. INTRODUCTION ........................................................................................................................................... 1 1.1. P URPOSE ............................................................................................................................................................ 1 1.2. A IM ................................................................................................................................................................... 2 1.3. P UBLIC A CCESS TO THE ERP ................................................................................................................................... 2 1.4. D EFINITION OF AN E MERGENCY ............................................................................................................................... 2 1.5. L EGAL A UTHORITIES .............................................................................................................................................. 2 1.6. C OUNCIL A PPROVAL ............................................................................................................................................. 3 1.7. E MERGENCY M ANAGEMENT P ROGRAM C OMMITTEE .................................................................................................. 4 1.8. M UNICIPAL E MERGENCY C ONTROL G ROUP \[O THERWISE KNOWN AS THE E MERGENCY O PERATIONS C ENTRE M ANAGEMENT T EAM (EOCMT)\] ........................................................................................................................................................... 4 1.9. C OMMUNITY E MERGENCY M ANAGEMENT C OORDINATOR............................................................................................ 4 1.10. E MERGENCY I NFORMATION O FFICER .................................................................................................................... 4 1.11. D EPARTMENT AND S UPPORT A GENCY E MERGENCY P ROCEDURES ............................................................................... 4 2. HAZARD IDENTIFICATION AND RISK ASSESSMENT (HIRA) ............................................................................ 4 3. CONCEPT OF OPERATIONS ........................................................................................................................... 5 3.1 S ITE R ESPONSE .................................................................................................................................................... 6 3.2 C ORPORATE R ESPONSE .......................................................................................................................................... 6 3.1 P OLICY G ROUP .................................................................................................................................................... 6 3.2 C OUNCILLORS R OLE .............................................................................................................................................. 6 3.3 E MERGENCY O PERATIONS C ENTRE M ANAGEMENT T EAM (EOCMT) ............................................................................. 7 3.4 R EGIONAL EOC ................................................................................................................................................... 7 4. IMPLEMENTATION ...................................................................................................................................... 8 4.1 C ITY OF K ITCHENER EOC N OTIFICATION S YSTEM - (F AN O UT) ...................................................................................... 8 4.2 C ITY OF K ITCHENER E MERGENCY O PERATIONS C ENTRE (EOC) ...................................................................................... 9 4.3 E SCALATION OF E MERGENCIES IN W ATERLOO R EGION ................................................................................................. 9 5. DECLARATION AND TERMINATION OF AN EMERGENCY ............................................................................ 12 5.1 P RIOR TO D ECLARATION ...................................................................................................................................... 12 5.2 D ECLARATION OF AN E MERGENCY ......................................................................................................................... 12 5.3 T ERMINATION OF AN E MERGENCY ......................................................................................................................... 12 6. REQUESTS FOR ASSISTANCE ...................................................................................................................... 13 6.1 R EQUESTING R EGION OF W ATERLOO S UPPORT ........................................................................................................ 13 6.2 R EQUESTING P ROVINCIAL A SSISTANCE .................................................................................................................... 13 6.3 R EQUESTING F EDERAL A SSISTANCE ........................................................................................................................ 14 6.4 S UPPORT A GENCY C OMPOSITION .......................................................................................................................... 14 7. INCIDENT MANAGEMENT SYSTEM ............................................................................................................ 14 7.1 I NCIDENT C OMMANDER (S ITE) .............................................................................................................................. 15 II 1 - 6 7.2 R ESPONSE G OALS ............................................................................................................................................... 15 7.3 I NCIDENT M ANAGEMENT S YSTEM F UNCTIONS ......................................................................................................... 16 Policy Group .......................................................................................................................................................... 16 EOC Management Team (EOCMT) ....................................................................................................................... 16 EOC Commander................................................................................................................................................... 17 Emergency Information Officer ............................................................................................................................ 17 Risk Management/Safety Officer ......................................................................................................................... 18 Liaison Officer ....................................................................................................................................................... 18 Operations Section ............................................................................................................................................... 18 Operations Chief ................................................................................................................................................... 19 Branch Coordinators ............................................................................................................................................. 19 Planning Section ................................................................................................................................................... 27 Logistics Section .................................................................................................................................................... 27 Finance and Administration Section ..................................................................................................................... 27 8. EMERGENCY RESPONSE PLAN SUPPORTING DOCUMENTS ........................................................................ 28 8.1 E MERGENCY N OTIFICATION P ROCEDURE ................................................................................................................. 28 8.2 E MERGENCY I NFORMATION P LAN .......................................................................................................................... 28 8.3 E MERGENCY O PERATIONS C ENTER (EOC) AND IMS S TANDARD O PERATING G UIDELINES ................................................. 28 8.4 R ECOVERY P LAN ................................................................................................................................................. 28 8.5 R EGIONAL L EVEL 2 ESS E MERGENCY S OCIAL S ERVICES P LAN ...................................................................................... 29 8.6 C OMMUNITY P ANDEMIC I NFLUENZA P REPAREDNESS P LAN (CPIPP) ............................................................................ 29 9. COMPENSATION FOR LOSSES .................................................................................................................... 29 10. EMERGENCY RESPONSE PLAN REVIEW AND MAINTENANCE ..................................................................... 30 10.1 E XERCISING OF THE E MERGENCY R ESPONSE P LAN ................................................................................................. 30 10.2 P LAN D ISTRIBUTION ........................................................................................................................................ 31 10.3 R EVISION H ISTORY .......................................................................................................................................... 31 10.4 A BBREVIATIONS .............................................................................................................................................. 31 III 1 - 7 Cover Page picture provided by Mike Bolger, City of Kitchener IV 1 - 8 1. Introduction The City of Kitchener Emergency Response Plan establishes a framework for responding to a number of risks the City faces. Developed with key officials, agencies and City of Kitchener departments, it is a guideline that outlines collective and individual roles and responsibilities in responding to and recovering from an emergency. The Emergency Response Plan document describes the framework of how the City of Kitchener will respond to, recover from and mitigate the impact of an emergency. It describes the legal authorities, concept of operations and functional roles and responsibilities. 1.1. Purpose The purpose of the City of Kitchener Emergency Response Plan during an emergency is to facilitate the effective co-ordination of human and physical resources, services and activities necessary to: a) Protect and preserve life and property; b) Minimize and/or mitigate the effects of the emergency on the residents and physical infrastructure of the City of Kitchener; and c) Quickly and efficiently enable the recovery and restoration of normal services. Italso makes provision for the efficient administration, coordination, and implementation of extraordinary arrangements and response measures taken by the City of Kitchener to protect the health, safety, and welfare of the residents of Kitchener during any emergency by: a) Identifying the governance structure for emergency response within the City of Kitchener; b) Identifying roles and responsibilities required in mitigating, preparing for, responding to and recovering from emergencies and disasters; c) Identifying standard response goals for emergency response operations and decision making; and d) Providing for a coordinated response by the municipality and partner agencies in managing emergencies. 1 1 - 9 1.2. Aim As per the Emergency Management and Civil Protection Act (EMPCA), the City of Kitchener has formulated an Emergency Response Plan (ERP) which is adopted by Council by By-law XXX 1.3. Public Access to the ERP The City of Kitchener Emergency Response Plan is available on the City of Kitchener (www.kitchener.ca)and the Waterloo Region Emergency Management (www.wrem.ca) websites. The public may also request to access the plan through the Manager of Emergency Management and Business Continuity. Supporting Documents including, but not limited to, Plans, protocols, guidelines, standard operating procedures, processes, and ERP Supporting Documents identified in Section 8 of the ERP do not form part of the ERP. These Supporting Documents may contain confidential information; require frequent updating, be of a technical nature, or contain sensitive or personal information which could pose a security threat or violate privacy legislation if released. Any reference to such Supporting Documents is solely for the assistance of the users of the ERP. 1.4. Definition of an Emergency Emergencies are distinct from the normal daily operations carried out by municipal first response agencies and City departments. The Emergency Management and Civil Protection Act defines an emergency as: or impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise. 1.5. Legal Authorities The legislation under which the municipality and its employees are authorized to respond to an emergency are: The Emergency Management and Civil Protection Act, R. S. O. 1990, Ontario Regulation 380/04 The City of Kitchener Emergency Management Program By-Law XXX 2 1 - 10 The Act requires municipalities to develop, implement, and maintain an emergency management program, and adopt it with a by-law. An emergency management program must consist of: An emergency plan; Training programs and exercises for employees of municipalities and other persons with respect to the provision of required services and procedures to be followed in emergency response and recovery activities; Public education on risks to public safety and on public preparedness for emergencies; and Any other element required for municipalities in standards of emergency management programs that may be developed by the Minister of Community Safety and Correctional Services. Ontario Regulation 380/04 describes emergency management standards for municipal emergency management programs. There are a number of required elements including: Development of an emergency response plan which includes a municipal control group to direct the municipal response to an emergency; Implementation of an Emergency Operations Center (EOC) with appropriate communications systems; Designation of an Emergency Information Officer; and Designation of a Community Emergency Management Coordinator (CEMC). The City of Kitchener Emergency Management Program By-Law approves the enactment of the City of Kitchener Emergency Response Plan and other 1.6. Council Approval Any amendments to the City of Kitchener Emergency Response Plan shall be made by by-law and passed by Council. As noted in section 1.3 above, Supporting Documents including, but not limited to, Plans, protocols, guidelines, standard operating procedures, processes, and ERP Supporting Documents identified in Section 8 of the ERP do not form part of the ERP. Any reference to such Supporting Documents is solely for the assistance of the users of the ERP. Any revisions to the Supporting Documents may be made by the generator of the document and the CEMC and do not require an amending by-law. 3 1 - 11 1.7. Emergency Management Program Committee The Community Emergency Management Program Committee (CEMPC) as required by the Emergency Management and Civil Protection Act consists of representatives from City departments and agencies, or designated alternates. The CEMC (or Primary Alternate CEMC) chairs the CEMPC. This committee reviews the Emergency Response Program and Plan annually, ensures training is provided to employees on their functions and recommends changes to the program as considered appropriate and refers recommendations to Council for further review and approval. 1.8. Municipal Emergency Control Group \[Otherwise known as the Emergency Operations Centre Management Team (EOCMT)\] In the event of an emergency, the EOC Commanders listed in By-law XXX act as the Emergency Operations Centre Management Team (EOCMT) or as otherwise known as the Municipal Emergency Control Group as defined by 1.9. Community Emergency Management Coordinator The Manager of Emergency Management and Business Continuity is appointed as the Community Emergency Management Coordinator (CEMC). 1.10. Emergency Information Officer The Director of Corporate Communications (or designate) is appointed as per by-law XXX as the Emergency Information Officer (EIO). 1.11. Department and Support Agency Emergency Procedures Each Department and Support Agency involved with this Plan shall prepare emergency response procedures or guidelines (i.e. Departmental Emergency Plan) outlining how it will fulfill its own internal responsibilities under this Plan during an emergency. Each Department and Support Agency shall designate a member of its staff to review, revise and maintain its own emergency response procedures or guidelines on a periodic basis. 2. Hazard Identification and Risk Assessment (HIRA) The Emergency Management Program has identified realistic hazards that may occur in Kitchener and assessed them in terms of probability, frequency of occurrence, and magnitude of consequence or impact. Results of the HIRA assist 4 1 - 12 with the development of training and exercise scenarios, and may initiate the development of hazard-specific plans or procedures in the event of an emergency. As a result of the HIRA process, risks in the City of Kitchener listed below represent major incidents involving multiple locations or having a significant impact on City facilities, infrastructure, operations, or the public. Tornado Snowstorm/blizzard Freezing Rain/Ice Storm Epidemic Road transportation emergency Rail transportation emergency Critical infrastructure failure (e.g. hydro, water) Flood Explosion/Major structural fire Hazardous materials incidents (fixed site/transportation) 3. Concept of Operations First responders and City departments manage many emergencies that occur on a day-to-day basis. As the magnitude of an emergency increases, so will the requirement for additional support from within the City. The City may elect to call upon neighbouring municipalities and/or the Region of Waterloo to provide assistance. The City may also call upon the Provincial government to provide supplemental financial and / or physical resources necessary to deal with the overall impacts of the public emergency. Response Plan adopts the principles of the Incident Management System (IMS). The Incident Management System can be used in any size or type of emergency to manage response personnel, facilities and equipment. Incident Management System principles include the use of common terminology, modular organization, integrated communications, unified command structure, action planning, manageable span-of-control, pre-designated facilities and comprehensive resource management. The basic functional modules of the Incident Management System (Command, Operations, Planning, Logistics and Finance & Administration) can be expanded or contracted to meet requirements as an event progresses. There are multiple response areas to any emergency situation within the City of Kitchener. 5 1 - 13 3.1 Site Response The emergency responders at the site or sites of the emergency provide tactical response to the emergency as they attempt to mitigate its effects and bring the emergency under control. 3.2 Corporate Response The Emergency Operations Center (EOC) is a physical location where the leadership of the City of Kitchener can gather to collectively and collaboratively support emergency response, and manage the consequences of an emergency. The EOC is utilized, where necessary, to centralize and coordinate efforts occurring at the site(s). 3.1 Policy Group The Policy Group is comprised of the Head of Council (HOC) in their assigned role and authority during an emergency, or the Mayor and members of Council sitting as City Council at any regular or special meeting called during an emergency situation. Head of Council (HOC): The Mayor or Acting Mayor is the HOC during an emergency. The HOC would have all the powers set out in the Act and Emergency Response Plan for purposes of an emergency situation and/or declared emergency. The Policy Group may be established to receive information or reports during an emergency situation, and to provide any necessary policy direction to the Emergency Operations Centre Management Team (EOCMT). The Act and Emergency Response Plan have assigned responsibility for management of emergency situations, so the Policy Group does not have responsibility for emergency management during an emergency situation, but the Policy Group does have power under the Act to declare or terminate a declaration of emergency. 3.2 Councillors Role It is important for Councillors to understand and support the coordinated and timely management of information. The Head of Council and Councillors act as the Policy Group during the City of Kitchener EOC activation. The Policy Group may be established to receive information or reports during an emergency situation, and to provide any necessary policy direction to the EOCMT. The main responsibilities of Councillor are to: Assist relaying approved information to area residents; 6 1 - 14 Attend community or evacuee meetings; Reassure constituents; Support actions taking place in the community; Liaise back through Mayor concerns from within Wards; and Follow leadership and requests of the Mayor. 3.3 Emergency Operations Centre Management Team (EOCMT) The Emergency Operations Centre Management Team EOCMT provides for the overall management and coordination of site support activities and consequence Emergency Control Group under the Act and is responsible for: Notifying response agencies and coordinating the activities of the various departments and organizations which are needed to effectively respond to and recover from the emergency; Providing support to the Incident Commander and site personnel; Collecting situational awareness information and prioritizing, evaluating, summarizing it, as well as disseminating and displaying it; Establishing priorities based on all the information gathered and developing EOC Incident Action Plans; Obtaining, coordinating and managing payment of any additional resources (both personnel and equipment) needed to support the emergency; Coordinating all internal and external information including communicating emergency information to the general public; and Maintaining the day-to-day activities of the community outside of the emergency area. The EOCMT is comprised of: EOC Commander Liaison Officer Risk Management/Safety Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance and Admin Section Chief 3.4 Regional EOC Once the Regional Emergency Response Plan is implemented, the Mayor (or designate) and Chief Administrative Officer (CAO) (or designate) will become a member(s) of the Regional Emergency Control Group (RECG). 7 1 - 15 The Local MECG remains in the Municipality to manage the local emergency, while the RECG ensures a controlled and coordinated response for Regional services and community agencies of which the Region has Memorandum of Understandings (MOU). 4. Implementation This Plan can be implemented as soon as an emergency occurs, or is expected to occur, which is considered to be of such magnitude as to warrant its implementation. be implemented to protect the lives and property of the inhabitants of the City of Kitchener. When an emergency exists or appears imminent, but has not yet been declared, City of Kitchener employees may take such action(s) under this emergency response plan as may be necessary to protect the lives and property of the inhabitants of the City of Kitchener. It authorizes employees of the City of Kitchener to respond to an emergency in accordance with the emergency plan where an emergency exists but has not yet been declared to exist. Any members outlined in section 4.1 have the authority to activate the EOC when they feel the activation of the EOC if necessary. They may receive an initial warning of a potential emergency and/or arrive first at the scene of an emergency and identify the circumstances requires the support of the EOC. 4.1 City of Kitchener EOC Notification System - (Fan Out) Any of the following listed below have the authority to implement the Plan: City of Kitchener Fire Chief (or alternate) City of Kitchener Chief Administrative Officer (or alternate) City of Kitchener Mayor or Alternate (Head of Council) City of Kitchener Deputy Chief Administrative Officer (DCAO),Finance andCorporate Services (or alternate) City of Kitchener Deputy Chief Administrative Officer (DCAO),Community Services (or alternate) City of Kitchener Deputy Chief Administrative Officer(DCAO), Infrastructure Services (or alternate) Kitchener Director of Corporate Communication Emergency Information Officer (EIO) (or alternate) Kitchener Community Emergency Management Coordinator (CEMC) (or alternate) 8 1 - 16 Any of these members will contact City of Kitchener Fire Department Dispatch to activate the EOC and have personnel assemble at the appropriate EOC location. 4.2 City of Kitchener Emergency Operations Centre (EOC) There is a primary and alternate location designated as the EOC. In the event of implementation of the Plan for a declared or undeclared emergency, EOC personnel will be notified to assemble at one of the designated locations. The Region of Waterloo CEMC may be notified by the Kitchener CEMC when the Kitchener EOC is activated. The Kitchener EOCMT may request the Region of Waterloo CEMC or designate to attend EOC. 4.3 Escalation of Emergencies in Waterloo Region Each Municipality within the Region of Waterloo has agreed to use the following four emergency management response levels as a guide to be used before, during and following emergencies. Each level signifies the variation of the impact to the community caused by an emergency. Response Level Actions Criteria Examples Normal Operations Normal response by Routine operations Small car operating departments accident, isolated and responders. flooding, small power outage, house fire Level 1: Local ECG Key members of Local Incident contained Apartment fire with monitoring level Emergency Control within one Local displacements, Group (ECG) notified Municipality contained hazmat, Local ECG monitors First Response boil water Notification of all Protocol (FRP) advisory, active Community Emergency may be activated threat from Management Minor impact to person(s), Coordinator (CEMC) in citizens and helicopter crash Waterloo Region environment Contained within inner perimeter Minor impact on resources Level 2: Partial Local ECG notified Incident contained Chemical spill, notification/ and on standby, key within one Local multiple fire activation local members of Local ECG Municipality locations, multiple ECG may convene First Response suspects/active Notification of all Protocol (FRP) threat on the CEMCs in Waterloo may be activated move, Region Significant impact city/township wide 9 1 - 17 Regional ECG maybeto citizens, boil water notified and on standby property and advisory, isolated Provincial Emergency environment communicable Operations Centre beyond the outer disease outbreak (PEOC)may be perimeter notified Significant media attention Significant demand on resources May affect multiple buildings Level 3: Full Local ECG convened.Incident contained Ice storm, tornado, activation local Notification of all within one Local chemical spill, ECG CEMCs in Waterloo Municipality commercial airliner Region Possible activation crash, train Regional ECG notified reception/evacuatiderailment, large and on standby. on centre(s) propane May require Local Major impact to explosion, pipeline emergency declaration. citizens, property leakage, potable PEOC notified and/or water emergency, environment epidemic, beyond the outer terrorism, large perimeter scale flood Major media and/or public interest Major demand on resources Multiple buildings/incidents Level 4: Regional Regional ECG Exceeds Local Level 3 examples emergency convened.Municipal that Notification of all resources and Impact more CEMCs in Waterloo capabilities than one Region May affect two or Local Local ECGs may more Local Municipality; continue to be in Municipalities or operation. Possible activation Is contained May require Regional reception/evacuati within one and/or Local on centre(s) Municipality emergency declaration. Major impact to but has major PEOC notified citizens, property Region wide and/or impact; or environment Impacts Major media Regional and/or public services interest Multiple sites/incidents 10 1 - 18 The emergency affects or threatens Regional facilities or services 11 1 - 19 5. Declaration and Termination of an Emergency 5.1 Prior to Declaration When an emergency exists, but has not yet been declared,the City of Kitchener employees and first responders may take such action(s) under the authority of this ERP necessary to protect lives and property. 5.2 Declarationofan Emergency The Mayor or Acting Mayor, as Head of the Council, is responsible for declaring that an emergency exists within the boundaries of the City of Kitchener. In declaring an emergency, the Head of Council will identify the geographical boundaries of the emergency area. The decision whether to declare an emergency and the designation of geographical boundaries of the emergency area will be made in consultation with the EOCMT. The EOCMT will ensure that all personnel and Supporting Agencies concerned are advised of the declaration of the emergency. Upon declaration of an emergency in Kitchener the Mayor shall notify: a. The Solicitor General and Office of Fire Marshal and Emergency Management (OFMEM) by email and fax, through the Provincial Emergency Operations Centre (PEOC); b. Members of Kitchener City Council; and c. The Regional Chairman of the Regional Municipality of Waterloo. The following may also be notified of a declaration of emergency: a. Local Member(s) of Provincial Parliament (MPPs); b. Local Member(s) of Federal Parliament (MPs); c. Local media; and d. The public. 5.3 Termination ofan Emergency When it has been determined by the EOCMT that the emergency should be terminated, the Mayor and/or Council will make an official termination of declared emergency in writing. The Premier of Ontario may also terminate an emergency at any time. The EOC Commander will ensure that all personnel and Supporting Agencies concerned are advised of the termination of the emergency. Upon termination of an emergency in Kitchener the Mayor shall notify: 12 1 - 20 a. The Solicitor General and Office of Fire Marshal and Emergency Management (OFMEM) by fax, through the Provincial Emergency Operations Centre (PEOC); b. Members of Kitchener City Council; and c. The Regional Chairman of the Regional Municipality of Waterloo. The following may also be notified of a termination of emergency: a. Local Member(s) of Provincial Parliament (MPPs); b. Local Member(s) of Federal Parliament (MPs); c. Local media; and d. The public. 6. Requests for Assistance It is possible that assistance from other levels of government, or external partner agencies with specialized knowledge or expertise, may be required by the City of Kitchener to help successfully respond to an emergency situation. Depending on the nature of the emergency (declared/undeclared) and the assistance required, these agencies may be requested to attend the emergency site(s) and/or EOC to provide assistance, or provide information and advice to the EOCMT through the Liaison Officer. 6.1 Requesting Region of Waterloo Support When the resources of the City of Kitchener are at capacity or there is a need for support from regional departments the designated member of the Local Municipal MECG may request further assistance from the Region of Waterloo by contacting the (acting) Regional Chair or (acting) Regional CAO (Chair RECG). Where required due to time restrictions, such requests can be made through the Regional CEMC who will submit the request to the appropriate Regional designate. On request through the Region of Waterloo, several volunteer based organizations such as the Canadian Red Cross and St. John Ambulance may provide resources on a cost recovery basis as per Memorandum of Understanding (MOU). The Regional Community Services Department has signed these MOUs on behalf of the Region. 6.2 Requesting Provincial Assistance Where provincial assistance is required, which is outside of the normal departmental or service working agreements, the request will be made to Office 13 1 - 21 of the Fire Marshal and Emergency Management through the Provincial Emergency Operations Centre. 6.3 Requesting Federal Assistance Requests for personnel or resources from the Federal Government are requested through the Provincial Emergency Operations Centre who in turn liaises with the Federal Government Operations Centre. 6.4 Support Agency Composition When requested by the EOCMT, support agencies work in support of the EOC and site and include but are not limited to the following representatives of external groups and organizations: Grand River Transit Services Union Gas (aka Enbridge Gas) Kitchener-Wilmot Hydro Grand River Hospital (GRH) The Canadian Red Cross Grand River Conservation Authority (GRCA) GEXR (GWR) and CP Railway Police Radio Emergency Associated Communications Team (REACT) Kitchener Humane Society Waterloo Region District School Board Waterloo Region Catholic District School Board Waterloo Regional Police Ontario Provincial Police Kitchener-Waterloo Amateur Radio Emergency Services (KWARC) Provincial and Federal Ministries as required, i.e. MOECC, MTO, MNRF Representatives from any City of Kitchener department or any other service organization or agency deemed necessary by the EOCMT. Support Agency representatives may be invited to attend EOCMT or site meetings as required. 7. Incident Management System Emergency Response Plan adopts the principles of the Incident Management System (IMS). Based on five key functions that must occur during any emergency situation, IMS can be used for any size or type of emergency to manage response personnel, facilities, and equipment. Principles of the Incident Management System include: 14 1 - 22 Use of common terminology, Modular organization, Integrated communications, Unified command structure, Action planning, Manageable span of control, and Comprehensive resource management. Policy GroupEOC Commander Liaison Officer Information Officer Risk Management Officer Finance/Admin Operations SectionPlanning Section Logistics Section Section 7.1 Incident Commander (Site) The Incident Commander at site is responsible for and/or has the authority to: a. Establish a Unified Command structure for the purpose of information sharing, establishing objectives regarding emergency site management and prioritizing resources where applicable between the responding agency Incident Commanders; b. Designate an emergency site media coordinator; c. Implement the strategy established by the EOCMT at the emergency site(s), if required; d. Ensure that responding agencies make available the human and material resources that are required at the emergency site; e. Maintain a communication link with the EOCMT for the flow of information regarding the management of the emergency site; f. Maintain a record of events, decisions made and actions taken as Incident Commander; g. Participate in a debriefing with EOCMT regarding the emergency, if required; and h. Assist the CEMC in creating an after action report on the emergency. 7.2 Response Goals The following response goals are applied to all emergency situations. In order of priority they are: 15 1 - 23 1. Provide for the health and safety of all responders. 2. Save lives. 3. Reduce suffering. 4. Protect public health. 5. Protect critical infrastructure. 6. Protect property. 7. Protect the environment. 8. Reduce economic and social losses. 7.3 Incident Management System Functions Policy Group Responsibilities of the Policy Group include: Providing overall policy direction. Changing/amending bylaws or policies. Requesting Regional and/or Municipal level assistance. Declaration of an emergency. Termination of a declared emergency. Acting as an official spokesperson. Ensuring members of Council are notified of the emergency. Notifying the Mayors of adjoining municipalities of the emergency if required and providing any status reports. EOC Management Team (EOCMT) The primary responsibility of the EOCMT is to provide for the overall management and coordination of site support activities and consequence management issues. It is the responsibility of the EOCMT to ensure that response priorities are established, and that planning and response activities are coordinated, both within the EOC (i.e. between sections) and between sites and other EOCs. The EOC Management Team consists of the following positions: EOC Commander Emergency Information Officer Safety Officer/Risk Management Officer Liaison Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance and Administration Section Chief 16 1 - 24 EOC Commander Overall authority and responsibility for the activities of the EOC. Sets out priorities and objectives in conjunction with the EOCMT members for each operational period and ensures they are carried out. Liaises with the Policy Group (Head of Council) and advise whether or not a declaration and termination of an emergency is recommended. Designates the geographical boundaries of the emergency area. Authorizes the extraordinary expenditure of municipal funds during the emergency. Confirm the adequacy of the expenditure limits as identified in the purchasing by-law. Approves emergency information releases. Determine what sections are needed, assign section chiefs as appropriate and ensure they are staffing their sections as required. a) Operations Section Chief b) Planning Section Chief c) Logistics Section Chief d) Finance Section Chief Determine which management staff positions are required and ensure they are filled as soon as possible. a) Emergency Information Officer b) Liaison Officer c) Safety Officer/Risk Management Officer d) Legal Advisor Emergency Information Officer Establishes and maintains media contacts. Opens and coordinates a Media Information Centre as needed. Prepares news releases; coordinating interviews, news conferences, and/or media briefings. Develops public information materials; providing messaging for use by Corporate Contact Centre (CCC) and EOC staff. Establishes communications strategies for internal and external purposes. Monitors media and information sources. Liaises and coordinates messages with other Emergency Information Officers. Ensures public safety information is provided in accessible formats as required by provincial legislation. The EIO may delegate the Public Inquiry role to a Coordinator position. The role and responsibilities may include the following: 17 1 - 25 Ensures tracking of inquiries/questions from the public are recorded at the Public Inquiry Centre. Disseminates approved emergency information and messages to the Public Inquiry Center personnel for public inquiries. Risk Management/Safety Officer Identifies liability and loss exposures to personnel and property, and for the municipality. Provides advice and assistance on matters related to law and how they may be applicable to the actions of the City of Kitchener during the emergency. Provides advice and assistance on matters related to occupational health and safety regulations for EOC personnel. Monitors, assesses, and recommends modifications to safety conditions in the EOC and halting unsafe operations, as necessary. Liaises and provides advice to site Safety Officer regarding health and safety issues for site personnel, as required. Liaison Officer Invites required or requested agencies and stakeholders to the EOC, as identified by the EOC Commander and EOCMT and maintains contact when required. Provides input on the strategic direction and advice to the EOCMT regarding emergency management issues. Liaises with the neighbouring Municipal and Regional CEMCs, Office of Fire Marshal and Emergency Management and other provincial and federal representatives as required. In conjunction with the EOC Commander, facilitates a debriefing with the EOC personnel and other appropriate agencies or organizations and prepares an After Action Report on the emergency. Operations Section The Operations Section maintains direct contact with the site(s) and coordinates the overall site support response, in conjunction with other agencies and/or departments. The Operations Section is also responsible for gathering current situation information from the site and sharing it with the Planning Section and other EOCMT personnel, as appropriate; coordinating resources requested from the site level; and directing deployment of all EOC issued resources to the Incident Commander. 18 1 - 26 Operations Chief Ensures coordination of the Operations function including supervision of the various Branches required to support the emergency event. Ensures that operational objectives and assignments identified in EOC Action Plans are carried out effectively. Establishes the appropriate level of Branch and Unit organizations within the Operations Section, continuously monitoring the effectiveness and modifying accordingly. Coordinates information received from any activated Department Operations Centres (DOC) in the operational area. Consults with Planning Chief to clearly define areas of responsibility between the Operations and Planning Sections. Maintains a communications link between Incident Commanders (sites), and the EOC for the purpose of coordinating the overall response, resource requests and event status information. Ensures that the Planning Section is provided with Branch Status Reports and Incident Reports. Conducts periodic Operations briefings for the EOC Commander and EOC Management Team, as required or requested. Approves special resource requests and/or obtains the EOC Commander-ordinary resources. Supervises the Operations Section. Branch Coordinators Branch Coordinators oversee the operations of a particular city department, division, section or outside agency. A Branch Coordinator will be responsible for coordinating the activities of their department/agency site personnel and dispatch centre (if one exists). Additional Branch staff may be needed, dependent on the size of the emergency event and the support required. Branch Coordinators may include, but are not limited to: a) Kitchener Fire Branch Coordinator Establishes ongoing communications with Fire Site Commander. Provides a site Incident Commander as designated by the EOCMT. Arranges and coordinates fire suppression, as well as hazardous materials support operations. Coordinates fire branch activities with fire site personnel and fire dispatch centre. Liaises with the Waterloo Region Fire Coordinator about the emergency. 19 1 - 27 Liaises with the Office of the Fire Marshal and Emergency Management (OFMEM) for any additional fire service assistance or resources required. Acquires and coordinates all fire mutual aid resources, as necessary. Ensures an appropriate level of continuous service to the unaffected part of the city in accordance with legal obligations and available resources. Advises and provides consultation on the issue of evacuation relative to the number of citizens involved, and/or the size of the geographical area involved, which falls under the jurisdiction of the Fire Service. Assists in the alerting of persons endangered by the emergency. Implements the objectives of the EOC Action Plan assigned to the Fire Branch. Completes and maintains Branch Status Reports throughout the emergency. Maintains status of unassigned fire and HAZMAT resources. Provides routine status reports to the Operations Section Chief. b) Kitchener Community Programs & Services Branch Coordinator Coordinates Community Recreation Services Branch activities with Kitchener Community Services site personnel and Regional Community Services Branch. Coordinates parks, forestry, cemeteries and maintenance operations during the emergency. Liaises with Kitchener Horticulture/Forestry Services. Provides routine status reports to the Operations Section Chief. In conjunction with the Regional Community Services Branch, set- up suitable Reception/Evacuation Centres, as required. Ensures personnel are notified to open and assist with the operations in Reception/Evacuation Centres. In conjunction with the Regional Community Services Branch and the Kitchener Humane Society, coordinates animal control operations at Reception/Evacuation Centres, as required. Provides routine status reports to the Operations Section Chief. c) Kitchener Infrastructure Services: i. Environmental Services Branch Coordinator Establishes ongoing communications with Infrastructure Services Site Commander. 20 1 - 28 Provides a site Incident Commander as designated by the EOCMT. Coordinates Environmental Services Branch activities with environmental services site personnel. Places all required Environmental Services employees on appropriate shifts upon being notified of activation of the Plan. Advises the EOCMT with information and advice on engineering, critical infrastructure and infrastructure service matters including recovery and rehabilitation of city services, water, wastewater, environmental operations and levels-of-service. Provides assistance to other municipal departments and external organizations and agencies as required. Surveys all other infrastructure systems, such as sewer and water systems within the area. Ensures an appropriate level of continuous service to the unaffected part of the city in accordance with legal obligations and available resources. Provides equipment in support of emergency site. Liaises with utilities and agencies to discontinue, maintain, or restore any engineering service or utility to consumers as required or determined by the EOCMT. Liaises with local community partners to provide special equipment, vehicles and personnel as required. Liaises with local Conservation Authorities with respect to water levels during times of flooding or anticipated flooding. Provides routine status reports to the Operations Section Chief. Liaises with Ministry of the Environment and Climate Change and other relevant agencies and departments with respect to environment contamination. Coordinates asset management for water, wastewater and storm water and facilities programs. Implements the City of Kitchener Water Distribution Emergency Response Protocol, as required. Through coordination with the Region of Waterloo Water Supply operations, ensures adequate emergency water supply/pressure for effective fire suppression operations. Arranges for the provision of emergency potable water supplies and sanitation facilities in co-ordination with the Region of Waterloo Medical Officer of Health. ii. Roads and Traffic Branch Coordinator Establishes ongoing communications with Infrastructure Services Site Commander. Provides a site Incident Commander as designated by the EOCMT. 21 1 - 29 Coordinates Roads and Traffic Branch activities with roads and traffic site personnel. Places all required Roads and Traffic employees on appropriate shifts upon being notified of activation of the Plan. Advises the EOCMT with information and advice on transportation, engineering, critical infrastructure and infrastructure service matters including recovery and rehabilitation of city services, fleet, and roads and traffic levels-of-service. Liaises with the Waterloo Region Commissioner of Transportation and Environmental Services and senior public works officials from neighbouring communities to ensure a coordinated response to transportation, engineering, critical infrastructure and all other infrastructure service matters as required. Provides assistance to other municipal departments and external organizations and agencies as required. Provides equipment in support of emergency site. Liaises with utilities and agencies to discontinue, maintain, or restore any engineering service or utility to consumers as required or determined by the EOCMT. Liaises with local community partners to provide special equipment, vehicles and personnel as required. Supports traffic control operations as required. Surveys all infrastructure systems, such as roads, bridges, and all other transportation systems within the area. Ensures an appropriate level of continuous service to the unaffected part of the city in accordance with legal obligations and available resources. Coordinates waste management issues including collection, processing and disposal. Coordinates debris removal services as required. Provides routine status reports to the Operations Section Chief. Coordinates asset management for roads, bridges, and other transportation and roads programs. Ensures the clearing of blocked passageways in coordination with the site Incident Commander, either inside or outside the emergency perimeter. Coordinates the removal of debris for emergency response. d) Kitchener Utilities Branch Implements the City of Kitchener Water Distribution Emergency Response Protocol, as required. Through coordination with the Region of Waterloo Water Supply operations, ensures adequate emergency water supply/pressure for effective fire suppression operations. 22 1 - 30 Establishes ongoing communications with Kitchener Utilities (Gas/Water) Site Commander. Provides a site Incident Commander as designated by the EOCMT. Coordinates Utilities Branch activities with site personnel. Places all required Utilities employees on appropriate shifts upon being notified of activation of the Plan. Advises the EOCMT with information and advice on critical infrastructure and gas/water distribution matters including recovery and rehabilitation of city services and levels-of-service. Liaises with the senior gas and water utility officials from neighbouring communities to ensure a coordinated response to engineering, critical infrastructure and utilities matters as required. Provides assistance to other municipal departments and external organizations and agencies as required. Provides equipment in support of emergency site. Coordinates to discontinue, maintain, or restore any engineering service or utility to consumers as required or determined by the EOCMT. Liaises with local community partners to provide special equipment, vehicles and personnel as required. Liaises with Ministry of the Environment and other relevant agencies and departments with respect to environment contamination. Surveys all other infrastructure systems within the area. Ensures an appropriate level of continuous service to the unaffected part of the city in accordance with legal obligations and available resources. Provides routine status reports to the Operations Section Chief. Coordinates asset management for water and gas programs. Arranges for the provision of emergency potable water supplies in co-ordination with the Medical Officer of Health. e) Kitchener Building Branch Provides and/or arranges for advice on the structural safety of buildings. Identifies and prioritizes damaged structures to be inspected. Coordinates building inspection personnel. Inspects and takes appropriate action for the demolition of unsafe buildings or required remedial actions for unsafe buildings. Takes action to ensure the protection of the public including, but not limited to: 23 1 - 31 o Upon a complete application, issue required building/demolition permits to property owners; o Prohibiting the use or occupancy of a building; o Order a building to be renovated, repaired or demolished to remove an unsafe condition; and o Take measures necessary to terminate the danger where a building is involved. Provides technical expertise regarding the construction of buildings, as required. Provides advice and assistance relating to the enforcement of municipal by-laws and property standards which may include: o Enforces by-laws by investigating to determine if there is a violation(s) and will take the necessary measures to ensure the violation(s) is corrected (compliance obtained). o Responds to citizen complaints and conducts proactive investigations. Contacts local utility companies for building demolition needs. Provides routine status reports to the Operations Section Chief. f) Regional Police Branch Coordinator Ensures all necessary emergency services are notified as required. When legally required to do so, ensures an investigation is conducted and further ensures all other investigative agencies are notified and provides assistance as needed. Ensures a communication link is established between the RECG and the Police On-Scene Command Post. Provides the RECG with advice on public safety matters. Ensurespersons endangered by the emergency are alerted and provides coordination of evacuation procedures, including traffic control on evacuation routes. Liaise with the Region of Waterloo Commissioner of Community Services (CSD) regarding the site(s) selected for reception centre(s) and the approximate time of arrival of the first evacuees. Where time and circumstances permit, liaise and consult with the Region of Waterloo Commissioner of CSDto ensure the initial designation of reception centres has occurred and meet the needs of the evacuees. Ensures a police presence is provided at the EOC, reception centres, holding areas and other facilities, as required. When required, assists the Incident Commander (IC) in fulfilling his/her responsibilities. Provides routine status reports to the Operations Section Chief. 24 1 - 32 g) Regional Paramedic Branch Coordinator When required, assists the Incident Commander (IC) in fulfilling his/her responsibilities. In conjunction with the IC, assesses the need and the initial request for (special) emergency resources at the emergency site, e.g., multi-patient units, support units, air ambulances, etc., and any other medical resources required. Liaise with hospitals for the efficient distribution of casualties through the Cambridge Central Ambulance Communication Centre (CACC) Dispatch. Notifies and requests assistance of the Ontario Ministry of Health and Long-Term Care, Emergency Health Services Branch through the Local Health Integration Network (LHIN)/Community Care Access Centre (CCAC). Liaise with neighbouring Paramedic Services regarding areas of mutual concern which may include coverage issues, distribution of patients to area hospitals and any other issues needed in pre- hospital care. In conjunction with the IC, assess the need and initial request for on-site medical teams from hospitals and whether assistance is required from Police or other emergency services in providing transportation to the scene for these medical teams. Note: Hospitals will not routinely provide on-site triage or medical teams. Medical assistance may be requested to deal with extraordinary instances such as prolonged and extensive entrapment, etc. Liaise with the Director of Transit Services in providing busses for low acuity patients. Liaise with the Commissioner of Public Health and Emergency Services (PHE)/Medical Officer of Health (MOH) regarding the evacuation of persons requiring ambulance or other stretcher transportation and assist with the organization Provides routine status reports to the Operations Section Chief. h) Regional Public Health Branch Coordinator As a member of the RECG, acts as a coordinating link with the LHIN for all health services at the EOC, as appropriate. Liaise with the Provincial Ministry of Health and Long-Term Care (MOHLTC), Public Health Ontario (PHO), and the Local Health Integration Network (LHIN) as needed. Liaise and coordinate with community health care partners as needed, as part of the Public Health emergency response (e.g., physicians, hospitals, etc.). 25 1 - 33 Provides advice and recommendations to the public on matters which affect the health of the community (e.g., boil water advisory, preventive measures for infectious disease outbreaks). Coordinates the health response to public health emergencies or emergencies with public health impacts (e.g., infectious disease outbreaks, contamination of the drinking water, etc.), according to Ministry of Health and Long-Term Care direction, the Ontario Public Health Standards, the Health Protection and Promotion Act, and/or other relevant legislation (e.g., Safe Drinking Water Act). The Public Health response would be aligned with the Regional emergency response. Liaise with the Region of Waterloo Commissioner of Transportation and Environmental Services (TES) to ensure the safety of drinking water and appropriate sanitation services. Liaise with the Region of Waterloo Commissioner of Community Services (CSD) and provide support specific to reception/evacuation centres, or other temporary lodging sites, in the areas of: environmental health consultation (food, water safety, sanitation and infection control practices) participation in intake of clients at a reception/evacuation centre; infectious disease case management and surveillance; and infectious disease outbreak control Provides routine status reports to the Operations Section Chief. i) Regional Community Services Branch Coordinator Implements the Emergency Social Services (ESS) Plan that is aimed at providing services to those people displaced as a result of an emergency or disaster. Ensures reception centres are established, operated, staffed and closed, with the assistance of Public Health and Emergency Services (PHE) and designated volunteer agencies for the registration, feeding, care, clothing, welfare and shelter of persons using the centres. Liaise with Kitchener Community Services Branch with respect to determining the location of the reception centre when using a City of Kitchener facility. Ensures that property representative(s) is/are notified when a public or private facility(s) is/are required as reception centre(s) Determines whether additional reception centres need to be opened. Liaise with the Chief of Police with respect to the establishment of reception centres and other areas of mutual concern. 26 1 - 34 Liaise with the Commissioner of PHE/Medical Officer of Health on areas of mutual concern regarding operations in reception centres when requested by reception centre personnel including: Food safety and water quality General sanitation and health hazards Infection prevention and control Accommodation standards for emergency lodging Assessment of the health risks of the affected community Liaise with Grand River Transit (GRT) for the provision of transportation of evacuees to and from reception centre. Provides routine status reports to the Operations Section Chief. Planning Section Collects, processes, evaluates and displays situation information. Develops EOC Incident Actions Plans in coordination with other functions. Tracks the status of EOC issued resources. Maintains all EOC documentation. Conducts advance planning activities and makes recommendation for action. Obtains technical experts for the EOC, as required. Plans for EOC demobilization of personnel and resources. Facilitates the transition to the recovery phase. Logistics Section Provides/acquires requested resources including personnel, facilities, equipment and supplies. Arranges access to technological and telecommunications resources and support. Acquires and arranges resources for the transportation of personnel, evacuees and goods. Provides other support services such as arranging for food and lodging for workers within the EOC and other sites. Finance and Administration Section Monitors the expenditure process, and response and recovery costs. Coordinates claims and compensation. Tracks and reports on personnel time. Develops service agreements and/or contracts. Oversees the purchasing processes. 27 1 - 35 8. Emergency Response Plan Supporting Documents This section outlines supporting documents and/or plans to help support the emergency response and recovery issues. The reference to these documents is solely for the convenience of the users and these documents do not form part of the By-law.The following list does not cover all available documents; some may be added as needed i.e. hazard specific plans. 8.1 Emergency Notification Procedure The Emergency Notification Procedure outlines the process for Kitchener Fire Dispatch to notify EOC personnel to place them on alert or request that they respond to the EOC. The procedure also includes the confidential contact information for EOC personnel. 8.2 Emergency Information Plan This document coordinates communications from city departments, agencies, and boards to media outlets, city employees, businesses and residents to deliver information before an impending emergency (if possible), during or after a disaster or emergency. This includes the release of appropriate and factual information to the media and to the public, issuing directives to the public, responding to requests for information, and monitoring media outlets and other sources of information. Methods of internal communications with City staff are also outlined. If required, in the event of a major emergency requiring a response from other levels of government, Region, or other municipalities, communications from the City of Kitchener will be coordinated with these entities. 8.3 Emergency Operations Center (EOC) and IMS Standard Operating Guidelines This document outlines the procedures involved in activation and operation of both the primary and alternate EOC facilities. This includes details on the facility setup, guiding principles, managing information and resources, and roles and responsibilities for functions within the Incident Management System. As a supplement to the City of Kitchener Emergency Plan, it provides information to enable EOC responders to fulfil their key responsibilities in managing an emergency situation. 8.4 Recovery Plan One of the last responsibilities that the EOCMT has during an emergency is to establish a Recovery Committee. Its role is to return the community and its 28 1 - 36 citizens to its pre-emergency state, in order to ensure continuity between the emergency and recovery operations. Depending on the type of the emergency, the recovery phase could be minimal with respect to resources required, monies spent and/or time needed to return the community to its pre-emergency state. The nature of the emergency and the final authority responsible for it will take the lead role in the recovery. If the City was responsible for controlling the emergency, the City would lead the recovery. Similarly, if the emergency was declared at a higher level of government, then that level leads the recovery efforts. 8.5 Regional Level 2 ESS Emergency Social Services Plan The aim of the Regional Level 2 Emergency Social Services Plan is to make provision for the efficient administration, coordination and implementation of the extraordinary arrangements and measures taken to protect the health, safety and welfare of the residents of Kitchener during any emergency once they are outside of immediate danger as a result of an emergency or disaster. This response includes both city staff and external partner agencies that work to provide services including, but not limited to, shelter, food, clothing, emergency first aid, registration and inquiry, personal services, and financial assistance. 8.6 Community Pandemic Influenza Preparedness Plan (CPIPP) This document describes how the Region of Waterloo Public Health, in collaboration with community stakeholders, will respond to an influenza pandemic. 9. Compensation for Losses The Municipal Disaster Recovery Assistance (MDRA) program will help municipalities address extraordinary emergency response costs and damage to essential property or infrastructure like bridges, roads and public buildings, as a result of a natural disaster. The Disaster Recovery Assistance for Ontarians (DRAO) program provides assistance to individuals, small businesses, farmers and not-for-profit organizations that have experienced damage to, or loss of, essential property as a result of a natural disaster. For further information, visit the website of the Ministry of Municipal Affairs and Housing. 29 1 - 37 10. Emergency Response Plan Review and Maintenance The City of Kitchener Emergency Response Plan (Plan) will be maintained and distributed by the Community Emergency Management Coordinator (CEMC) to the public via the City of Kitchener public website. The Plan will be reviewed annually and, where necessary, revisions recommended to Council by the Community Emergency Management Program Committee (CEMPC).The review and recommended revisions will be coordinated by the CEMC. Any amendments to the City of Kitchener Emergency Response Plan shall be made by by-law and passed by Council. As noted in section 1.3 of the ERP, Supporting Documents including, but not limited to, Plans, protocols, guidelines, standard operating procedures, processes, and ERP Supporting Documents identified in Section 8 of the ERP do not form part of the ERP. Any reference to such Supporting Documents is solely for the assistance of the users of the ERP. Any revisions to the Supporting Documents may be made by the generator of the document and the CEMC and do not require an amending by- law. It is the responsibility of each person, agency, service or department identified within the Plan to notify the CEMC forthwith, of the need for any administrative changes or revisions to the Plan or Supporting Documents. The CEMC is responsible for maintaining a current confidential contact list for EOC personnel and Support Agencies. Each Department and Support Agency involved with this Plan should prepare emergency response procedures or guidelines (i.e. Departmental Emergency Plan) outlining how it will fulfil its own internal responsibilities under this Plan during an emergency. Each Department and Support Agency should designate a member of its staff to review, revise and maintain its own functional emergency response procedures or guidelines on a periodic basis. 10.1 Exercising of the Emergency Response Plan At least one exercise will be organized and conducted annually by the CEMC in order to test the overall effectiveness of the Plan. Recommendations arising from the annual exercise shall be considered by the CEMC and the Community Emergency Management Program Committee for revisions to the Plan. 30 1 - 38 10.2 Plan Distribution Copies of the Emergency Response Plan will be provided to EOC personnel, partner organizations and agencies, the Province, and bordering municipalities and regions that may have a role to play in responding to or providing assistance for emergencies in Kitchener. 10.3 Revision History Rev. No.Revised byDetailsRevision Date 10.4 Abbreviations AAR After Action Report CACC Central Ambulance Communication Centre CAO Chief Administrative Officer CCAC Community Care Access Centre CEMC Community Emergency Management Coordinator CMT Crisis Management Team CPCanadian Pacific Railway CPIPPCommunity Pandemic Influenza Preparedness Plan CSDCommunity Services Department DRAO Disaster Recovery Assistance for Ontarians ECGEmergency Control Group EIO Emergency Information Officer EMCPA Emergency Management and Civil Protection Act EMPCEmergency Management Program Committee EMO Emergency Management Office (Region of Waterloo) EOC Emergency Operations Centre EOCMTEmergency Operations Centre Management Team ERP Emergency Response Plan ESSEmergency Social Services FERP Federal Emergency Response Plan FRPFirst Response Protocol 31 1 - 39 GIS Geographic Information System GRCA Grand River Conservation Authority GRHGrand River Hospital GRTGrand River Transit HAZMATHazardous Materials HIRA Hazard Identification and Risk Assessment HOCHead of Council IAP Incident Action Plans (IAP) ICIncident Commander IMSIncident Management System KUKitchener Utilities KWARCKitchener-Waterloo Amateur Radio Club KW Kitchener-Waterloo MDRA Municipal Disaster Recovery Assistance MECGMunicipal Emergency Control Group MOECCMinistry of Environment and Climate Change MOH Medical Officer of Health MOHLTCMinistry of Health and Long-Term Care MOU Memorandum of Understanding MNRFMinistry of Natural Resources and Forestry MPLocal Members of Federal Parliament MPPLocal Members of Provincial Parliament MTOMinistry of Transportation OFMEMOffice of the Fire Marshal and Emergency Management OPP Ontario Provincial Police PEOC Provincial Emergency Operations Centre PHE Public Health and Emergency Services PHOPublic Health Ontario PSVParamedic Services RCSDRegion Community Services Department REACT Radio Emergency Associated Communications Team REAL Regional Emergency Alerting List RECGRegional Emergency Control Group ROW Region of Waterloo SFCC SPCASociety for the Prevention of Cruelty of Animals SMH WRPS Waterloo Regional Police Services 32 1 - 40 Terms of Reference Community Emergency Management Program Committee (CEMPC) 1 |Page 1 - 41 The purposes of the Community Emergency Management Program Committee (CEMPC) are: a) To fulfill the legislated requirements under the Emergency Management and Civil Protection Act, specifically Ontario Regulation 380/04 Subsection 11(1) b) To ensure the appropriate programs are in place based on the Emergency Management and Civil Protection Act and other established guidelines and standards of excellence where applicable. c) To lead the development of the Emergency Management and Business Continuity Program for the City of Kitchener. d) To participate and updates ensuring that all core components and resources are clearly identified. e)To advocate for the use of the Four Pillars (areas) of Organizational Resiliency: Emergency Management, Business Continuity, Crisis Management, and Physical Security to guide its work. f) Tofacilitate enhancing community safety through prevention, preparedness, response & recovery planning efforts; and to provide leadership and collaboration with all orders of government, communities, stakeholders and individuals within the municipality of the City of Kitchener. g) To implement and use the Incident Management System (IMS) framework as the standardized approach for all of its response, planning, and training. The CEMPC committee members are responsible for ensuring that the appropriate programs are in place based on the Emergency Management and Civil Protection Act. Members will also ensure that best practices are utilized for the other areas (i.e. Four Pillars of Resiliency) of Business Continuity, Crisis Management, and Physical Security. Specifically, the following objectives are a guide for the CEMPC: a) Build and strengthen interdepartmental and external emergency networks and relationships for the four pillars. b) Share information, and provide education and awareness among the departments, organizations and response personnel for the City of Kitchener. c) Develop, discuss and refine interdepartmental issues having multi- jurisdictional and/or corporate implications. d) Analyze and report on best practices and departmental experiences to uncover gaps and areas for improvement for the four pillars across the corporation and within departments. e) Act as a vehicle for the dissemination of information and awareness within the corporation and the community at large. 2 |Page 1 - 42 Emergency Management Steering Committee (CAO & DCAOs) City of Kitchener CEMPC Emergency MgmtBusiness ContinuityCrisis MgmtPhysical Security Working Group Working Group Working Group Working Group hĬƆĻĭƷźǝĻƭʹhĬƆĻĭƷźǝĻƭʹhĬƆĻĭƷźǝĻƭʹhĬƆĻĭƷźǝĻƭʹ Annual Compliance: BIA validationSituation mgmt for key EOC setup HIRAareas: services, staff, WorksheetsGenerator backup corporate reputation Critical InfrastructureDisaster RecoveryCorporate Emergency IMS standard of Resource DirectoryRecovery Strategies Response procedures response to smaller for buildings (Standard EM Training (BEM, IMS, (Fail-over sites) incidentsoperating procedures) Note Taking) Testing/exercise Media responsesAsset mgmt (City Works) EOC review/updatesprogram Risk Management Emerg Preparedness Exercise program EOC software (tbd) a)CEMC (Acts as Chair) b)Alternate CEMC (alternate Chair as necessary) c)Committee Administrator d)Corporate Communications e)Legislative Services (FCS) f)Accounting (FCS) g)Information Technology (FCS) h)Human Resources (FCS) i)Facilities Management (INS) j)Operations Environmental Services (INS) k)Operations Roads and Traffic (INS) l)Asset Management (INS) m)Utilities (INS) n)Community Programs & Services (CSD) Representatives from the following agencies will be included bi-annually and will be invited to participate in specific Working Groups where required. Other representatives will be invited as needed: o)Waterloo Regional Police (or alternate) 3 |Page 1 - 43 p) Waterloo Regional Director of Emergency Medical Services (or alternate) q) Emergency Management Ontario r) Waterloo Regional Emergency Measures (or alternate) s) Waterloo Regional Emergency Social Services t) Emergency Planner u) Grand River Hospital Emergency Planner v) KW Hydro representative w) Grand River Conservation Authority (GRCA) This committee reports to the Emergency Management Steering Committee which includes the Fire Chief, CAO and The members from each Working Group (as identified within the organizational chart in Section 2: Objectives above)will be recruited by the CEMPC membership and will be based on their subject matter expertise (SME) in the four areas of Emergency Management, Business Continuity, Crisis Management, and Physical Security. The Working Groups will each have a designated Chair (and alternate) that will sit on the CEMPC. The CEMPC will be held quarterly (or as needed) and will bring the external partners in bi-annually. The Working Group members will meet bi-monthly or more often dependent on the need identified by the working group. 6. Attendance If a member cannot attend, they may send a suitable alternate. 7. Quorum At minimum 50% plus 1 must be represented. a) Support Staff minutes of the CEMPC meetings are taken and distributed to the membership. b) Meeting locations for the CEMPC meetings will be located within one of the City 9. Maintenance and Refinement of the Terms of Reference These terms of reference shall be maintained by the CEMPC membership and shall bereviewed on an annual basis. 4 |Page 1 - 44 REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: December 4, 2017 SUBMITTED BY: Ken Carmichael, Interim Director of Transportation Services, 519-741-2200, ext. 7372 PREPARED BY: Steven Ryder, Traffic Technologist, 519-741-2200, ext. 7152 WARD(S) INVOLVED: Ward 2 DATE OF REPORT: November 14, 2017 REPORT NO.: INS-17-089 SUBJECT: On-Street Parking Regulations Corfield Drive RECOMMENDATIONS: That stopping be prohibited from 8:00 a.m. to 9:30 a.m., 2:30 p.m. to 4:00 p.m., Monday to Friday, September 1st to June 30th on the west (even-numbered) side Corfield Drive from a point 35 metres south of the intersection of Corfield Drive and Lackner Boulevard to a point 65 metres south of the intersection of Corfield Drive and Rolling Acres Drive. That the Uniform Traffic Bylaw be amended accordingly. BACKGROUND: Corfield Drive is a local roadway with primarily residential land use. In response to resident concerns regarding the safe operation of two-way traffic due to parked and stopped vehicles related to Chicopee Hills Public School and stopped cars restricting access to residential driveways. Currently, stopping is prohibited on both sides of Corfield Drive from Lackner Boulevard to a point 35 metres south thereof. On-street parking is permitted at any time on both sides of Corfield Drive from a point 35 metres south of Lackner Boulevard to Apple Tree Drive, for a maximum period of three (3) consecutive hours, as outlined in the City of Kitchener Uniform Traffic By-Law No. 2007-138. REPORT: Transportation Services received a request to review the existing on-street parking regulations on Corfield Drive. The request cited concerns related to the safe operation of two-way traffic due to parked and stopped vehicles related to Chicopee Hills Public *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 2 - 1 School at Lackner Boulevard and Fairway Road North and parked cars restricting access to residential driveways. Residents were notified and invited to express any concerns regarding a proposal to modify on-street stopping regulations along the west (even-numbered) side of Corfield Drive through a letter mailed out in October 2017. One concern was raised from the notified residents. This resident strongly opposed no stopping signs outside their house, citing elderly parents and visitors in danger of receiving tickets. Due to this concern, the proposed no stopping area was shortened to accommodate this request. Transportation Services is recommendingthat the current on-street parking regulations be amended to prohibitstopping from 8:00 a.m. to 9:30 a.m., 2:30 p.m. to 4:00 p.m., Monday to Friday, September 1st to June 30th on the west (even-numbered) side of Corfield Drive from 35 metres south ofLackner Boulevard to a point 65 metres south of the intersection of Rolling Acres Drive. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the cstrategic vision through the delivery of core service. FINANCIAL IMPLICATIONS: The approximate cost for implementing nostoppingsignage for this section of Corfield Drive is approximately $500 and will be taken from the existing sign maintenance budget. COMMUNITY ENGAGEMENT: INFORM This report has been posted to the ciadvance of the council / committee meeting. Affected citizens were made aware of the proposed changes to the on-street parking regulations in this section of Corfield Drive through a mail out sent in October 2017. CONSULT Directly affected citizens or residents were notified regarding this proposed parking regulation change and invited to comment on the proposed changes in October 2017. ACKNOWLEDGED BY: Justin Readman, Interim Executive Director Infrastructure Services Department Attached: Appendix A Proposed Parking Plan *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 2 - 2 Key Map Proposed On- Street Stopping Regulations Corfield Drive \[ĻŭĻƓķ No Stopping, 8:00AM-9:30AM and 2:30PM-4:00PM, Monday to Friday, stth September 1- June 30 Existing No Stopping Anytime Existing Three (3) Hour Parking Properties Notified *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 2 - 3 REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: December 4, 2017 SUBMITTED BY: Ken Carmichael, Interim Director of Transportation Services, 519-741-2200, ext. 7372 PREPARED BY: Steven Ryder, Traffic Technologist, 519-741-2200, ext. 7152 WARD(S) INVOLVED: Ward 2 DATE OF REPORT: November 14, 2017 REPORT NO.: INS-17-091 SUBJECT: On-Street Parking Regulations Apple Tree Court RECOMMENDATIONS: That stopping be prohibited from 8:00 a.m. - 9:30 a.m., 2:30 p.m. - 4:00 p.m., Monday to Friday, September 1st to June 30th on the north (even-numbered) side of Apple Tree Court from Corfield Drive to a point 78 metres east thereof; and further, That the Uniform Traffic Bylaw be amended accordingly. BACKGROUND: Apple Tree Court is a local roadway with primarily residential land use. In response to resident concerns related to the safe operation of two-way traffic and obstructed driveway access due to parked and stopped vehicles related to Chicopee Hills Public School at Lackner Boulevard and Fairway Road North, on-street parking regulations have been reviewed. Currently, on-street parking is permitted on both sides of Apple Tree Court for a maximum period of three (3) consecutive hours as outlined in the City of Kitchener Uniform Traffic By-law No. 2007-138. REPORT: Transportation Services received a request to review the existing on-street parking regulations onApple Tree Court. The request cited concerns related to the safe operation of two-way traffic due to parked and stopped vehicles related to Chicopee Hills Public School at Lackner Boulevard and Fairway Road North and parked cars restricting access to residential driveways. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 3 - 1 Residents of Apple Tree Court were surveyed on a proposal to modify on-street stopping regulations along the north (even-numbered) side of Apple Tree Court through a letter mailed out in October 2017.The results are as follows: Prohibit stopping from 8:00 a.m. -9:30 a.m., 2:30 2 votes (100% of 2 votes) p.m. -4:00 p.m., Monday to Friday, September 1st to June 30th on the north (even-numbered) side of Apple Tree Court from Corfield Drive to a point 78 metres eastthereof. In favour of keeping the current regulations in 0 votes (0% of 2 votes) place. TOTAL: 2out of 8 responded (25% response rate) Transportation Services is recommendingthat the current on-street parking regulations be amended to prohibitstopping from 8:00 a.m. to 9:30 a.m., 2:30 p.m. to 4:00 p.m., Monday to Friday, September 1st to June 30th on the north(even-numbered) side Apple Tree Courtfrom Corfield Drive to a point 78 metres thereof.This will cause a loss of approximately one (1) legal on-street parking spaces during the specified times. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the cstrategic vision through the delivery of core service. FINANCIAL IMPLICATIONS: The approximate cost for implementing nostoppingsignage for this section of Apple Tree Court is approximately $400 and will be taken from the existing sign maintenance budget. COMMUNITY ENGAGEMENT: INFORM This report has been posted to the ciadvance of the council / committee meeting. Affected citizens were made aware of the proposed changes to the on-street parking regulations in this section of Apple Tree Court through a mail out sent in October 2017. CONSULT Directly affected citizens or residents were notified regarding this proposed parking regulation change and invited to comment on the proposed changes in October 2017. ACKNOWLEDGED BY: Justin Readman, Interim Executive Director Infrastructure Services Department Attached:Appendix A Proposed Parking Plan *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 3 - 2 Key Map Proposed On- Street Stopping Regulations Apple Tree Court \[ĻŭĻƓķʹ Existing Three (3) Hour Parking - 8:00-9:30AM, 2:30-4:00PM, Monday Friday, September 1 Properties Surveyed *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 3 - 3 REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: Dec 4, 2017 SUBMITTED BY: Denise McGoldrick, Director, Operations Environmental Services. 519-741-2600 ext. 4567 PREPARED BY: Joshua Shea,Natural Areas Coordinator,519-741-2600 ext. 4177 WARD(S) INVOLVED: All DATE OF REPORT: October 31, 2017 REPORT NO.: INS-17-081 SUBJECT: BEE CITY CANADA BECOMING A BEE CITY AFFILIATE RECOMMENDATION: That the City of Kitchener become a Bee City affiliate; and further, That the Mayor be authorized to sign the formal resolution provided by Bee City Canada, attached as Appendix A, accepting the designation and committing to the standards of the Bee City Canada Program. BACKGROUND: On June 16, 2016, a representative from Pollination Canada made a presentation to the Environmental Committee and requested that the City of Kitchener become a Bee City affiliate. The Environmental Committee made the following recommendation to the Planning and Strategic Initiatives Committee on August 8, 2016 and report to the Environmental Committee on the benefits of becoming a Bee City affiliate and how such an affiliation coordinates with any current and planned City initiatives to support pollination Council directed this request to be incorporated as a strategic initiative in the 2017 business plan and on October 19, 2017, staff report INS-17-081 was presented to Environmental Committee regarding the benefits of becoming a Bee City affiliate. The Environmental Committee res *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 1 REPORT: Bee City Canada, through the Bee City program, has a mission to encourage city leaders to celebrate and raise awareness of the contribution that bees and other pollinators make to our world. Bee City is part of a North American movement to support pollinator protection. Bee City communities support collaboration and establish and maintain healthy pollinator habitat within the municipality. As a Bee City, the City of Kitchener would set an example and inspire residents with the knowledge that we all have a role to play in pollinator protection and habitat conservation. Further, a Bee City improves its municipal environment and the physical and mental health of the residents by connecting people with nature and encouraging healthy, clean food consumption. In becoming a Bee City, the City of Kitchener would be expected to commit to various initiatives as a symbol of endorsement. These initiatives include but are not limited to: Creating sustainable pollinator habitat on municipal lands; Promoting public involvement in pollinator protection and habitat creation; and Celebrating pollinators and the Bee City initiative as part of an existing or newly created event or public forum. In our ongoing efforts to ensure an environment that is ecologically sound and supportive of the health and well-being of its residents, the City of Kitchener currently engages in many initiatives which would not only be complementary to the goals of Bee City Canada but would also directly support the City requirements to being a Bee Friendly City with minimal effort. These initiatives include but are not limited to: A comprehensive horticulture program that plants thousands of flowers in gardens, parks and city-owned properties across Kitchener; The planting of specific varieties of street tree species which grow flowers and support pollinating insects and bees; The retrofit and re-naturalization of stormwater features including waterways (e.g. Filsinger Greenway), and stormwater ponds; Love My Hood, specifically the placemaking challenge and grant, which supports and encourages resident led projects including park naturalization and pollinator habitat creation. A successful pollinator garden was built and established along the Iron Horse Trail in 2016 as part of the Neighbourhood Strategy initiative. (KNAP) which provides public education and engagement opportunities to 5000+ residents annually and hosts two major public education events Earth Day (April) and Wonders of Nature (August). KNAP also partners with local organizations (i.e. Waterloo Region Nature) to promote public education and facilitate the stewardship of nature in our city; and The City of Kitchener, through KNAP develops and implements natural area restoration and park management plans including the intentional creation of pollinator meadow habitats. Two meadow habitats have already been established in Kitchener, one at Lakeside Park in 2016 and most recently in in Gzowski Park in 2017. These KNAP projects are funded through an existing capital funding account. 4 - 2 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The Bee City initiative aligns with the Sustainable Environment and Infrastructure priority of the Strategic Plan. The Bee City request was identified in the 2017 Strategic Business Plan as Item #NB41. FINANCIAL IMPLICATIONS: Any financial implications would be addressed within the already existing capital and operating budgets as ongoing efforts supportive of environmental initiatives. COMMUNITY ENGAGEMENT: INFORM Through the Environmental Committee on June 16, 2016, Pollination The original request was presented June 16, 2016 and summarized in the Planning and Strategic Initiatives Committee report Aug 8, 2016. Further information was presented Oct 19, 2017 at the Environmental Committee and made available in advance of the Dec 4, 2017 Community and Infrastructure Services Committee. CONSULT At the June 16, 2016 Environmental Committee meeting, members of the Committee were provided a presentation by Ms. K. Fellows,Pollination Canada seeking support for the City of Kitchener in becoming an affiliate of Bee City Canada. PREVIOUS CONSIDERATION OF THIS MATTER: On October 19, 2017, Environmental Committee received staff report INS-17-081 and ACKNOWLEDGED BY: Cynthia Fletcher, Executive Director, Infrastructure Services APPENDIX A: Bee City Resolution 4 - 3 Draft Resolution for ____________________________________ (Municipality or First Nation) of____________________________________ (Province or Territory) for approval by City Council, Band Council or Appropriate Official. 4 - 4 Bee City Canada Resolution WHEREAS the goal of Bee City Canada designation is to promote healthy, sustainable habitats and communities for pollinators; THATbees and other pollinators around the globe have experienced dramatic declines dueto land fragmentation, habitat loss, use of pesticides, industrialized agriculture, climate change and the spread of pests and diseases, with serious implications for the future health of flora and fauna; and THAT cities/townships/First Nation communities and their residents have the opportunity to support beesand other pollinatorson both public and private land; and THAT supporting pollinators fosters environmental awareness and sustainability, and increases interactions and engagement among community stewards; and THATby becoming a Bee City, the City/Township/First Nation can highlight initiatives already in place and further engage local communities inan environment of creativity and innovation which will promote a healthier life for our community; THAT staff be authorized to submit the Bee City Canada Application to designate (City/Township/First Nation) as a Bee City; and N OW, THEREFORE,BEIT RESOLVED: THAT (City/Township/First Nation) accepts the designation and commits to the standards of the Bee City Canada Program. Read, approved and adopted this _____day of ___________________, 20_____. ____________________________________________________ Municipality/First Nation Signature of Mayor, Chief or appropriate official __________________________ Print Mayor, Chief or name 4 - 5 REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: December 4, 2017 SUBMITTED BY: Ken Carmichael, Interim Director of Transportation Services, 519-741-2200, ext. 7372 PREPARED BY: Steven Ryder, Traffic Technologist, 519-741-2200, ext. 7152 WARD(S) INVOLVED: Ward 4 DATE OF REPORT: November 14, 2017 REPORT NO.: INS-17-087 SUBJECT: On-Street Parking Regulations Old Carriage Drive RECOMMENDATIONS: That parking be prohibited at any time onthe south (odd-numbered) side of Old Carriage Drive from Homer Watson Boulevard to Old Carriage Court; and further, That parking for three (3) consecutive hours on the north side of Old Carriage Drive between a point 110 metres south of Homer Watson Boulevard to Old Carriage Court be maintained; and further, That parking for three (3) consecutive hours be re-instated on the north (even- numbered) side of Old Carriage Drive from Homer Watson Boulevard to a point 110 metres south thereof; and further, That the Uniform Traffic Bylaw be amended accordingly. BACKGROUND: Old Carriage Drive is a local roadway with primarily residential land use. In response to a resident citing concerns regarding safe two-way vehicle operation and congestion between Homer Watson Boulevard and Old Carriage Court, the on-street parking regulations were reviewed. Currently, on-street parking is permitted on the south (odd-numbered) side of Old Carriage Drive from Homer Watson Boulevard to Old Carriage Court and on the north (even-numbered) side of Old Carriage Drive from a point 110 metres south of Homer Watson Boulevard to Old Carriage Court for a maximum period of three (3) consecutive *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 5 - 1 hours. Additionally, parking is prohibited at any time on the north side of Old Carriage Drive from Homer Watson Boulevard to a point 110 metres south. These regulations are outlined in the City of Kitchener Uniform Traffic By-law No. 2007-138. REPORT: Transportation Services received a request to review the existing on-street parking regulations on Old Carriage Drive. The request cited concerns related to the safe operation of two-way traffic due to parked vehicles causing congestion on the roadway. Residents of Old Carriage Drive were surveyed for the proposal to prohibit on-street parking along the entirety of the south (odd-numbered) side of Old Carriage Drive from Homer Watson Boulevard to Old Carriage Court, while reinstating three (3) hour parking on the north side near Homer Watson Boulevard. The results of this survey are as follows: Prohibit parking onthe south (odd-numbered) side 12votes (57% of 21votes) of Old Carriage Drive from Homer Watson Boulevard to Old Carriage Court. The proposal would also include the removal of the existing parking prohibition on the north (even-numbered) side of Old Carriage Drive from Homer Watson Boulevard to a point 110 metres south thereof. In favour of keeping the current regulations in 9votes(43% of 21votes) place. TOTAL: 21out of 37responded (57% response rate) Based on the results of this survey, Transportation Services is recommendingthat the current on-street parking regulations be amended toprohibitparkingat any time on the south(odd-numbered) side of Old Carriage Drive from Homer Watson Boulevard to Old Carriage Court, while reinstating three (3) hour parking on the north side of Old Carriage Drive from Homer Watson Boulevard to a point 110 metres south thereof.This parking amendment would result in the loss of sixteen (16) legal on-street parking spaceson the south (old-numbered) side of old carriage, but a gain of seven (7) legal on-street parking spaces due to the re-instalment of parking on the north (even-numbered) side of Old Carriage Drive. This equates to a net loss of nine (9) legal on-street parking spaces. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the c vision through the delivery of core service. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 5 - 2 FINANCIAL IMPLICATIONS: The approximate cost for implementing no parking signage for this section of Old Carriage Drive is approximately $600 and will be taken from the existing sign maintenance budget. COMMUNITY ENGAGEMENT: INFORM This report has been posted to the ciadvance of the council / committee meeting. Affected citizens were made aware of the proposed changes to the on-street parking regulations in this section of Old Carriage Drive through a mail out sent in October 2017. CONSULT Directly affected constituents were surveyed regarding this proposed parking regulation change in October 2017. ACKNOWLEDGED BY: Justin Readman, Interim Executive Director Infrastructure Services Department Attached: Appendix A Proposed Parking Plan *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 5 - 3 Key Map Proposed On-Street Parking Regulations Old Carriage Drive between Homer Watson Boulevard and Old Carriage Court \[ĻŭĻƓķʹ Existing Three (3) Hour Parking Proposed Three (3) Hour Parking Properties Notified *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 5 - 4 REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: December 4, 2017 SUBMITTED BY: Justin Readman, Interim Executive Director, Infrastructure Services 519-741-2600 X7646 PREPARED BY: Lynda Stewart - Interim Director, Facilities Management 519-741-2600 X4215 WARD(S) INVOLVED: All Wards DATE OF REPORT: November 14, 2017 REPORT NO.: INS-17-076 SUBJECT: City Hall Outdoor Spaces Functional Design ___________________________________________________________________________ RECOMMENDATION: That the functional design for City Hall outdoor spaces as outlined in INS -17-076 be endorsed BACKGROUND: In September 2016, Council considered report INS-16-066 City Hall Outdoor Spaces Master Plan which outlined the existing conditions, patterns of use and the preferred vision for the redevelopment of Carl Zehr Square and the Duke Street gardens. When Kitchener City Hall was built, exterior spaces were included in the design and were intended to be community gathering spots, allowing for a variety of events and activities to occur, and they have lived up to their original design intent. However, after 24years, infrastructure elements are nearing the end of their serviceable life and are showing significant signs of wear and deterioration. The following issues were identified in the master plan: An engineering report identified cracks and leaking of salt and water into the ceiling of the parking garage which increases the costs of garage repairs the longer rehabilitation work is deferred. The waterproof membrane must be replaced to rectify this situation. The physical design of site features, including the stage, fountain, stairs, ramps and damage to the paving surface present significant accessibility issues. The drainage infrastructure, particularly the trench drains, is in poor condition. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 6 - 1 Both the ice rink and fountain are original equipment and reaching the end of expected lifecycle. Replacement should be considered, as the fountain and ice rink were rated very favourably in feedback provided during public consultation for the master plan. Programming and events at City Hall have grown considerably and are expected to continue to expand in scale and variety of activities. The size and position of the stage and fountain impacts programming, limiting the usable area of the square for events. Draining the fountain for events is a labour and time intensive activity and necessitates blocking off part of the square to prevent trip and fall injuries due to the grade change. Feedback indicated citizen comfort and participation in events is impacted by a lack of shade. The resolution passed by Council in September 2016 recognized critical infrastructure repairs (surface concrete, trench drains, and parking garage membrane) as the first priority; that the replacement of the ice rink, fountain and stage should be considered concurrently with critical infrastructure replacements; and, that other infrastructure and functionality improvements should be deferred subject to funding availability. REPORT: The master plan was initiated in order to understand the current and future use of the outdoor areas and identify changes necessary to offer greater accessibility, operational efficiencies, programming options and sustainability.Through this process a preferred layout and overall vision and function for the outdoor spaces at City Hall was identified. The purpose of the functional design exercise was to validate the proposed design to meet accessibility, flexibility and programming needs andto further refine cost estimates. Functional design is required to ensure the vision identified in the master plan is constructible before spending significant time and resources on detailed design. Based on Council feedback, Carl Zehr Square was considered a higher priority than the Duke Street entrance, so the design work at this time has focused on the Carl Zehr Square areas. The functional design considered the constraints of the site and strategies to mitigate those challenges balanced with programming needs. The constraints include: A grade change across the square from City Hall to King St. The necessity of having a shallow, flat area for the rink Limited clearance above the garage slab to the surface of the square Existing building entrances on the west side of building (Open Sesame & washroom) A grade change along King St. from College to Young St. After accommodating all of the constraints the resulting profile allows for a seamless edge around the fountain basin with a riser or step necessary between the fountain /rink area and King St. While it is not a true zero edge fountain, the current fountain weir, which is a significant barrier for events and pedestrian traffic is proposed to be eliminated. Several design elements are also intended to address the site constraints and program considerations. For example, seat walls and signage will accommodate the grade changes and provide a functional aspect and eliminate trip hazards. 6 - 2 The water feature will create a shallow pool (50 mm maximum depth) with two adjacent lighted and variable height jet zones to provide an interactive element and a significant design feature. This can be easily and relatively quickly drained to accommodate different types of programming. The requirement for an outdoor skating rink is also included within this design. The proposed stage is a simple design offering improved barrier-free access for users and upgraded electrical connections. It is oriented on an angle towards Gaukel and King St, which allows for larger audiences and better sight lines than the current configuration. In addition, the reconfigured fountain area allows for larger temporary stages to be located near the front door to City Hall, creating a more flexible event space for a wider variety of events. To address the lack of shade concerns, an increased number and distribution of removable umbrellas have been incorporated into the functional design. Visual representations of the functional design can be found in Appendix A attached to this report. Essentially, the functional design exercise confirmed a slightly revised design can achieve the desired accessibility, programming, sustainability and flexibility goals. Based on the functional design, a revised cost estimate for Carl Zehr Square was prepared. By replacing the existing pedestal mounted concrete slabs with a poured in place concrete surface and revising some of the design elements like the stage size, the estimated costs for Carl Zehr Square have been reduced to $5.5 M from the estimated costs of $6.4M outlined in the master plan. The next phase of this project is to proceed to detailed design for Carl Zehr Square, the Duke St. area and adjacent sections on College and Young St. that will be impacted by the garage membrane replacement work. Due to the scale of the project, work will need to be completed over a minimum of two construction seasons. Carl Zehr Square and College St. will be undertaken in one phase, with Duke St. and Young St. being completed together. The combined cost for Carl Zehr Square and College St. is estimated to be $5.74M and the Duke and Young St. phase is estimated to be $3.27M. Additional cost efficiencies could be realized as detailed design is undertaken. Staff will develop a multi-year funding and implementation plan, including capital and operating funding requirements as part of the 2019 budget process.By completing detailed design, the City would be well-positioned to apply to any funding programs that may be - ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Priority: Safe and Thriving Neighbourhoods Strategy: 3.6 Provide opportunities and support for citizens to lead the way in creating -being 6 - 3 by capitalizing on local community assets such as community centres, pools, arenas, parks trails and other public spaces. Strategic Priority: Strong and resilient economy Strategy: 2.5 Facilitate the ongoing development of Downtown Kitchener as the heart of the city. Strategic Priority: Sustainable environment and infrastructure Strategy: 4.5 Strengthen the capability and capacity within the organization to manage long-term. FINANCIAL IMPLICATIONS: During the 2017 budget process, a capital budget was established for the City Hall Outdoor Spaces Master Plan design requirements. A balance of $478,000 is available. Staff estimates that this amount should be sufficient to complete the detailed design phase of work. Staff is not seeking any capital costs for the reconstruction phase at this time, which will be brought forward as part of the 2019 budget process. COMMUNITY ENGAGEMENT: INFORM advance of the council / committee meeting. PREVIOUS CONSIDERATION OF THIS MATTER: Report INS 16-066 City Hall Outdoor Spaces Master Plan September 12, 2016 ACKNOWLEDGED BY: Justin Readman, Interim Executive Director - INS 6 - 4 Appendix A: 6 - 5 REPORT TO: Planning and Strategic Initiatives Committee DATE OF MEETING: December 4, 2017 SUBMITTED BY: 519-741-2200 ext. 7231 PREPARED BY: Janette MacDonald, community engagement consultant, 519-741-2200 ext. 7221 WARD (S) INVOLVED: All DATE OF REPORT: November 23, 2017 REPORT NO.: CAO-17-026 SUBJECT:Community Engagement Policy ___________________________________________________________________________ RECOMMENDATION: That the Community Engagement Policy listed as appendix CAO-17-026 be approved. BACKGROUND: The City of Kitchener established a community engagement framework in 2008, which provided a structured approach to guide staff in establishing community engagement processes throughout the organization. In 2010, Council adopted the community engagement policy statement: To the best of its ability and as appropriate, the City of Kitchener is committed to using community engagement strategies and tools that involve the community in decision making to the highest degree Since then, staff have continued to expand and refine engagement tactics, especially with the prioritization of e-Participation through the adoption of the Open Government Action Plan in 2014. In 2016, the City launched EngageKitchener, its online community engagement platform, as part of a partnership with the Cities of Waterloo and Cambridge, and the Region of Waterloo. Finally, in 2016, the City -wide Community Engagement Review evaluated the effectiveness of the engagement processes already in place, identified engagement successes, and opportunities to improve service delivery. Specifically, feedback from staff, council and citizens identified a need for a formal community engagement policy to *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 7 - 1 REPORT: On January 9, 2017 council approved the recommendations contained in the Community Engagement Review as presented in report CAO-17-001, including the following: i) That a Community Engagement Policy be created that supports the review findings and the view that involvement of the community and key stakeholders in planning and decision making for the city is fundamental to effective governance. The policy should provide direction and guidance to ensure that responsibilities to effectively communicate, consult and engage the community are fulfilled. ii) That all consultants, businesses or organizations hired by or partnering with the city to deliver and Community Engagement Plan template. This requirement should be included in any RFPs or proposals. The proposed Community Engagement Policy reflects feedback heard through the review, best practices, and it helps to align and co-ordinate much of the engagement work already The resulting policy aims to: Uphold the view that involvement of the community and key stakeholders in planning and decision making for the City is fundamental to effective governance; Identify clear and consistent guidelines for City staff, Council and the public to facilitate a co-ordinated approach to public engagement and ensure a consistent engagement experience for citizens; activities so that citizens know what they can expect; Facilitate Council decision making that is open, transparent, accountable and responsive to the community; Engagement Framework and the Community Engagement Toolkit; Coordinate engagement across the organization so that staff are not duplicating efforts or creating engagement fatigue in the community; Recognize that staff must follow legislated requirements, but can exceed these requirements when appropriate. The proposed Community Engagement Policy supports the Corporate Accountability & Transparency Policy (GOV-COR-015), the Open Government Action Plan, and aligns with the 7 - 2 values in the People Plan. It also establishes a policy structure to support implementation of the remainder of the Community Engagement Review recommendations, andother upcoming business plan initiatives including an engagement review for parks, playgrounds and trails, as identified in Love My Hood. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Priority: Open Government Strategy: 1.3 - Create more opportunities for citizen dialogue on community issues and introduce new ways for people to get involved in decisions that affect them. Strategic Action: OG15 Community Engagement Policy: Development of a Council policy for Community Engagement that provides direction and guidance to ensure that responsibilities to effectively communicate, consult and engage the community are fulfilled. FINANCIAL IMPLICATIONS: There are no costs to implement the policy itself. There may be project-specific engagement costs which will either be funded through existing budgets or brought forward to Council for direction as required. COMMUNITY ENGAGEMENT: Extensive internal and external engagement took place during the Community Engagement Review in 2016 which informed the policy. Internal stakeholders were also extensively involved in ensuring that the policy is suitable to adopt throughout the organization. INFORM of the council / committee meeting. PREVIOUS CONSIDERATION OF THIS MATTER: June 7, 2010, CAO-10-021: Community Engagement Strategy: 2010 Update Recommendation: That the Community Engagement Policy Statement and the Community -10-021 be approved. February 24, 2014, FCS-14-005: Open Government Action Plan, Open Data Implementation Plan and Revisions to Accountability and Transparency Policy (Council Policy 1-15) Recommendation: That Council approve the Open Government Action Plan for 2014-2017 attached as Appendix E to staff report FCS- 14-005, and direct staff to proceed with the following priority actions in 2014: Participation: Community Engagement Policy and e- Participation initiatives February 8, 2016, CAO-16-006: Update on Community Engagement Initiatives For information only: Identified an approach to build on the work presented in previous reports, conduct an engagement review, and bring forward a policy. January 9, 2017, CAO-17-001: Community Engagement Review 7 - 3 Recommendation: That the recommendations contained in the Community Engagement report CAO-17-001, be approved, with any financial implications to be considered as part of future budget deliberations. ACKNOWLEDGED BY: Dan Chapman, CAO Attachments: Appendix A: Community Engagement Policy 7 - 4 Appendix A: Community Engagement Policy POLICY Policy No:Click here to enter text. Approval Date:Click here to enter a date. Policy Title:COMMUNITY ENGAGEMENT POLICY Next Review Date:Click here to enter text. Policy Type:COUNCIL Reviewed Date:Click here to enter text. Category:Governance Amended:Click here to enter a date. Sub-Category:Council Author:Community Engagement Replaces:Click here to enter text. Consultant Repealed:Click here to enter a date. Dept/Div:CAO Replaced by:Click here to enter text. Related Policies, Procedures and/or Guidelines: GOV-COR-015 Corporate Accountability & Transparency 1.POLICY PURPOSE: is committed to the principles of participatory democracy as identified within the The City recognizes that engaged citizens make communities stronger and healthier. The involvement of the community and stakeholders in planning and decision making helps . The City is committed to promoting ongoing meaningful public engagement to connect individuals with a common interest to share priorities, solve problems and build community. 2.DEFINITIONS: Community A group of people with common characteristics or interests, or who share an environment. Community engagement The process of involving community in decision-making processes. Community engagement plan A document to help staff identify engagement goals, stakeholders, resources, tactics, processes, communications, and clearly identify how work. Community engagement framework A tool to determine the appropriate level of involvement of the community in the engagement process. The framework identifies and defines the four forms of community engagement which provide different degrees of citizen empowerment: Inform, Consult, Collaborate, and Entrust. Engagement The process of involving the public in decision-making processes. 1 of 9 7 - 5 Policy No: TBD Policy Title: Community Engagement Policy Plain language Clear, concise writing designed so the reader will understand the message. 3. SCOPE: This policy applies to: All departments of the Corporation of the City of Kitchener All full-time, part-time and casual employees responsible for the design and implementation of community engagement activities Any community engagement activity undertaken by suppliersor external organizations on behalf of the City POLICY APPLIES TO THE FOLLOWING: All Employees All Full-Time EmployeesAll Union ManagementC.U.P.E. 68 Civic Non UnionC.U.P.E. 68 Mechanics TemporaryC.U.P.E. 791 StudentI.B.E.W. 636 Part-Time EmployeesK.P.F.F.A. Specified Positions only:Other: CouncilLocal Boards & Advisory Committees In some matters, the City is bound by legislation to involve the public in a specific way and in accordance with dictated timelines. The City takes direction from the Ontario Municipal Act, the Ontario Planning Act, the Ontario Environmental Assessment Act, and the Accessibility for Ontarians with Disabilities Act, among others. The City is obligated to adhere to these requirements and if there is a conflict between legislated requirements and the provisions of this policy, legislated requirements will take precedence. The provisions of this policy enable the City to exceed the minimum legislated requirements in appropriate circumstances. Ramifications of non-compliance with this policy could result in: a negative impact on satisfaction levels for citizens, poor decisions due to missed opportunities to involve citizens in the decision of Council, , financial loss to the City, disciplinary action for employees. 2 of 9 7 - 6 Policy No: TBD Policy Title: Community Engagement Policy 4. POLICY CONTENT: 4.1 The decision to engage the community The City will comply with all minimum legislated requirements that dictate public involvement, andexceed minimum requirements when appropriate. Community engagement may be required for City-led initiatives that: involve new regulations or changes to core services, are expected to be controversial, have significant financial impacts, may have adverse impacts on citizens. For all other initiatives, the decision to engage the community will be determined by management and/or Council. Criteria to consider include, but are not limited to the following: initiatives iPlan and/or Business Plan, as directed by the Corporate Leadership Team, as directed by a motion of Council. As well, City staff should consider the importance of issues to citizens in determining when to engage the community. The City encourages the involvement of the public when one or more of the following conditions exist: p, the values and preferences of the community are applicable to the decision, new and diverse perspectives are needed to develop/evaluate options, the public will have a role to play in the implementation of the decision, involving the public will build awareness, support and enthusiasm for the decision. The decision to engage the community in these situations will be determined by evaluating the potential for community engagement to improve the quality of the decision or outcome and the risks associated with failing to adequately engage the community. This must be evaluated against time constraints, the availability of staff and other resources to plan and carry out effective community engagement activities, and the cost of involving the public in a meaningful way. Community engagement may not be required in certain situations including, but not limited to the following: ongoing delivery of core services, urgent situations that would put the public at risk if delayed, decisions that are legislated/regulated. In these situations, staff may still be required to inform the public of these decisions/initiatives. 3 of 9 7 - 7 Policy No: TBD Policy Title: Community Engagement Policy Staff must inform the community engagement consultant of upcoming engagement initiatives, and must seek the approval of their directors and/or department head for non-routine, non- legislated significant engagement campaigns or for exceptions to this policy. The Corporate Leadership Team provides direction to proceed with community engagement for initiatives that may be controversial, politically sensitive and/or have significant financial impacts. 4.2 Community engagement framework The City of Kitchener community engagement framework will be used as a guide to determine the most appropriate method for engaging the community. Community engagement processes are not all the same. For some initiatives the most appropriate way to engage the community is through clear and purposeful communication to inform citizens and build understanding within the community. In other cases, the most appropriate role may be collaborative; partnering with the community to jointly address a problem or opportunity. In other situations, multiple approaches will be used at different points in the process. This framework identifies four levels of engagement, as outlined below. The first level Inform is mandatory for all engagement initiatives, as the community needs access to relevant information to participate in a meaningful way. Engagement initiatives may include more than one level from the framework. Inform All community engagement initiatives must inform the public. This is intended to provide the public with balanced and objective information to support understanding of City initiatives. In some situations, community engagement will be limited to the sharingof information with the public with no additional levels of the engagement framework deployed. This may include, but is not limited to decisions that are legislated/regulated. Consult Consultation with the community allows participants to provide feedback by, for example, identifying preferences, or communicating values. This type of engagement provides a simple and structured exchange of information with citizens that is usually quick, convenient and cost effective. Collaborate Collaboration provides the opportunity for citizens to connect with other citizens, staff and/or council to understand issues from different perspectives, and solve problems together. The choice to take a more collaborative approach with citizens has both costs and benefits which must be carefully considered. Collaborative processes typically take significantly longer to plan andimplement, require more staff support and involvement, and may have added costs for facilitators, rooms, materials, etc. 4 of 9 7 - 8 Policy No: TBD Policy Title: Community Engagement Policy The City encourages engaging the community in a collaborative way when there is high potential for community involvement to influence the outcome or decision, and one or more of the following conditions exist: there may be a significant impact on the community, there is or may be significant controversy surrounding the issue, the community will have a substantial role in implementation, the options/solutions are not straight forward; original ideas are needed. Entrust An entrust initiative empowers the community to make their own decisions. In these situations, the City may provide input or support for the decision-making process, organize information and facilitate connections to support resident-led projects. This level of engagement is most appropriate where there is a high level of public interest, sufficient resources and capacity to act within the community, and a high degree of community ownership is preferred. Citizens cannot be entrusted to make decisions that are the legal responsibility of the City or where there may be a risk to the public. 4.3 Role of the City It is the responsibility of City staff to assess opportunities for community engagement in dealing with specific City-led initiatives (except for issues dictated by law or regulation), andto plan and manage the community engagement process.This includes reporting to Council on results when appropriate. The City will be transparent and accountable for acting in accordance with the commitment that is made to the public. Council and city staff will engage with citizens in a way that is respectful and considerate of all citizens and will demonstrate that the views and involvement of citizens are valued by the City. process, how it will affect decision-making by staff, and the rationale for the level of engagement that will be used.The community will be informed in advance when there are clear and significant limits on the scope or degree of impact that community involvement will have on the matter at hand,so that citizens can make an informed decision about participation and will know what to expect from the process. The City will communicate a clear and accurate statement of the problem to be solved, the opportunity to be explored or the decision to be made.The City will ensure that the public is aware of the nature of the decision to be made and the scope of authority the City has to influence that decision. In making decisions, Council and City staff must balance a broad range of competing interests. The results of the community engagement process must be put in the context of applicable legislated requirements, city regulations, council-approved policies and strategies, technical considerations and financial constraints before a decision is made. When all factors are considered, the City may make a decision that is inconsistent with the majority of input received from the community through the engagement process. In these situations, the City will explain to the public how their contribution was taken into account and 5 of 9 7 - 9 Policy No: TBD Policy Title: Community Engagement Policy the rationale for the decision that was made. The results of community engagement are nota substitute for the democratic process and do not replace the legitimate role of elected representatives in decision-making. 4.4 Responsibilities The Executive Director Office of the CAO, or designate, is responsible for policy review, and providing advice in relation to this policy. City of Kitchener Community Engagement Team Responsibilities The Community Engagement Consultant is responsible for supporting community engagement activity, including: work with project staff and Corporate Communications to develop or review appropriate community engagement plans, and provide guidance on activities; work with project staff to ensure that requests for proposals/tenders include appropriate requirements for community engagement plans and activities; liaise with suppliers and external organizations undertaking community engagement activities on behalf of the City to provide oversight of community engagement plans and activities; work with project staff to ensure the City has effective systems to monitor, record, coordinate and evaluate its community engagement activities; annually provide Council, staff and citizens with performance reports regarding the success of community engagement activities; work with Human Resources and City employees to develop and implement appropriate community engagement training, tools and supports for City employees; support citizens who are leading community engagement activities as part of an Entrust initiative. City Staff Responsibilities: City employees who are responsible for projects that involve community engagement will: use the Community Engagement Policy to determine if community engagement is appropriate, with support from the Community Engagement Consultant as needed, and ensure that engagement activities comply with this policy; work with the Community Engagement Consultant, Corporate Communications and other affected staff to develop appropriate community engagement plans; work with the Community Engagement Consultant to ensure outreach tactics to support inclusion are appropriate when engaging within marginalized communities; notify the Community Engagement Consultant of any planned community engagement activities; ensure suppliers or external organizations undertaking community engagement activities on behalf of the City work with the community engagement team throughout the project to comply with Community Engagement Policy; ensure project reports accurately and objectively reflect engagement feedback, and notify participants of outcomes; 6 of 9 7 - 10 Policy No: TBD Policy Title: Community Engagement Policy support the Community Engagement Consultant to evaluate community engagement at the City of Kitchener; support citizens who are leading community engagement activities as part of an Entrust initiative. Citizen Responsibilities: Citizens are asked to: focus on the decision to be made or the question to be answered; recognize the City must consider the needs of the whole community; request alternative ways of participating if required; listen with the intent to understand the views of others; provide input and feedback within project timelines; encourage others to offer input; lead engagement activities as part of an Entrust initiative. Council Responsibilities: The support of City Council is important for successful community engagement initiatives. Some of the key ways in which Council can continue to support community engagement activities include: attend and participate in public meetings and events for engagement initiatives; share information about campaigns with constituents through social media, newsletters, and other methods; have informal conversations and/or ward meetings with constituents about key issues; review the information gathered through community engagement campaigns and use it to inform key decisions; ensure that appropriate project timelines and resources required for community engagement initiatives are in place; encourage City employees to follow the Community Engagement Policy and Framework. 4.5 Community engagement plans Community engagement plans are required for all major projects and initiatives that will consult, collaborate and/or entrust the community. A community engagement plan should include the following: 1. a clear statement of the problem to be solved, opportunity to be explored or decision to be made; 2. the role of the public in the initiative or project, the level(s) of engagement to be used and a rationale for that choice; 3. the key stakeholders and how they will be encouraged to participate; 7 of 9 7 - 11 Policy No: TBD Policy Title: Community Engagement Policy 4. the techniques that will be used for engagement that reflect the promise made to stakeholders according to the level of engagement selected; 5. a schedule of events and expected timelines; 6. required resources; and 7. the methods that will be used to track data and follow up with participants on the results. Projects that will only inform the community do not require a community engagement plan, but may require a communications plan. 4.6 Techniques for engagement The City will use the most appropriate techniques to ensure an efficient and effective process and create a meaningful experience for the public. The City will consider a broad range of options to engage the community and assess these options against community engagement goals, needs of the stakeholders, time and resources required for implementation, and the requirements of legislation and other city policies. Some engagement initiatives may require the support of independent third-party suppliers to obtain statistically-representative results. The City recognizes that different stakeholder groups may have different needs. Specific outreach strategies, options and alternative methods of engagement should be made available to encourage participation by all stakeholder groups, within the constraints of City resources. Consideration will be given to time of day, amount of time required to participate, accessible location, language, technology requirements, and other potential barriers to participation. 4.7 Inclusive participation The City will strive for participation that is inclusive of all stakeholder groups by seeking out and facilitating the involvement of those potentially affected. The City will proactively encourage participation in community engagement processes and activities, and clearly communicate the benefits of participation for the individual citizen. Decisions that involve community engagement will take into account the relative impact of the matter on various stakeholder groups and the degree to which their voices are represented in the outcome of the engagement process. Before making a decision, Council may also have to consider carefully whether the aspirations and needs of future generations who will perhaps be most affected by any change The City will ensure that those who have an interest and those who are directly impacted by the decision will have access to the community engagement process. The City will strive for inclusive participation, giving voice to the broadest range of interests and perspectives within the context of the issue, taking into account the relative impact of the matter on various stakeholder groups. Special interest participants must be balanced with broad-based community involvement. Techniques must be considered to address barriers to participation for members of the community whose voices are rarely heard, including vulnerable populations. 8 of 9 7 - 12 Policy No: TBD Policy Title: Community Engagement Policy Community input that is received from the public that is not controlled for community representation has the potential for bias and will not be used to draw conclusions about the community as a whole. 4.8 Information for engagement The City will provide participants with the information they need to be engaged in a meaningful way. The City is committed to open disclosure, equal access and distribution of accurate, relevant information. Council and/or staff contact information will be provided to the public so citizens can ask questions and obtain additional information if needed. & Transparency Policy (GOV-COR-015), information must be fully accessible and understandable, using plain language and appropriate formats.As well, the City is committed to providing citizens with information that is timely, and freely available, and decisions are open for public review and discussion. In the event that open disclosure would conflict with legislation that protects information, legislated requirements will take precedence. When engagement is legislated or regulated, to comply with GOV-COR-015, staff must provide plain language descriptions to accompany legislated or regulated information requirements. In situations where input from the public is to be obtained, questions and topics of discussion will aim to generate information from a citizen perspective, and will not require participants to have any technical knowledge or expertise to participate. 4.9 Reporting to the community on the results The City will publicly acknowledge the results of the community engagement process. The City will acknowledge the input from the community, and participants who have consented to communication in accordance with CAnti-Spam Legislation will be informed when a final decision is made (if applicable). T taken into consideration. 4.10 Participant feedback The City encourages feedback from participants in community engagement activities to identify opportunities to improve the effectiveness of future initiatives. The City will actively seek feedback from participants to get broad-based input on the effectiveness of the Citizens will have the opportunity to tell the City if they felt that they understood the process, if they had adequate information to contribute effectively, if they perceived that the process fairly considered their input; and if they were satisfied overall. 5. HISTORY OF POLICY CHANGES Administrative Updates Formal Amendments 9 of 9 7 - 13 COMMUNITY & INFRASTRUCTURE SERVICES COMMITTEE Page 1 UNFINISHED BUSINESS2017-12-04 DATE TARGET SUBJECT (INITIATOR)INITIALLYDATE/STAFF CONSIDEREDSTATUSASSIGNED David Bergey Drive Bike Lane Implementation deferred K. May 1, 2017 2019Carmichael Street South Reconstruction project scheduled for Report INS-17-033 2018/2019 IF1 - 1