HomeMy WebLinkAboutFCS Agenda - 2018-02-05Finance & Corporate Services Committee
Agenda
Monday, February 5, 2018
1:00 p.m. - 2:00 p.m.
Office of the City Clerk
Council Chamber
Kitchener City Hall
nd
200 King St.W. - 2 Floor
Kitchener ON N2G 4G7
Page 1 Chair - Councillor S. Davey Vice-Chair - Councillor D. Schnider
Consent Items
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-18-018 - Accessibility Plan (2018-2022)
2. FCS-18-007 - 2018 Donations Made to City-Related Organizations
3. INS-18-004 - Mobile Workforce Management System - Purchase Order Extension
-law, delegations are permitted to address the Committee for a maximum of
5 minutes.
None at this time.
4. FCS-18-009 - Digital Kitchener 2017-2018 Update (45 min)
(Staff will provide a 10 minute presentation on this matter)
None.
Jeff Bunn
Manager, Council & Committee Services/Deputy City Clerk
** 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: Finance and Corporate Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Mark Hildebrand, Director Community Programs and Services,
519-741-2200 ext.7687
PREPARED BY: Lolita Paroski, Inclusion Coordinator, 519-741-2200ext. 7226
WARD(S) INVOLVED: All
DATE OF REPORT: January 4, 2018
REPORT NO.: CSD-18-018
SUBJECT: ACCESSIBILITY PLAN (2018-2022)
____________________________________________________________________________
RECOMMENDATION:
That the 2018-2022 Accessibility Plan, as attached to CSD-18-018, be approved
EXECUTIVE SUMMARY:
The Integrated Accessibility Standards Regulation 191/11 (Accessibility for Ontarians
with Disabilities Act, 2005)requires public sector organizations to establish, implement,
maintain and document a multi-year accessibility plan. The Province has indicated that
the goal of the multi-year accessibility plan is to outline an
prevent and remove barriers and to meet its requirements under the Regulation.
On January 28, 2013 Council approved the Accessibility Plan (2013-2017), staff report
CSD-13-011, in response to the Regulation. The Province of Ontario has since not
introduced any new compliance deadlines and therefore the draft Accessibility Plan
(2018-2022) is a continuation of the previous plan. This approach is similar to other
municipalities and models how the Province is proceeding.
Once approved, the Accessibility Plan (2018-2022) will continue to guide and provide
direction to staff in meeting legislative requirements.
BACKGROUND:
The Integrated Accessibility Standards Regulation 191/11 requires municipalities to:
Prepare a multi-year Accessibility Plan
Consult with an Accessibility Advisory Committee
Post the Accessibility Plan on their website
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Provide the Accessibility Plan in an alternate format upon request
Review and update the Accessibility Plan every five years
Prepare an Annual Status Update on the Accessibility Plan
Post the Annual Status Update on their website
Provide the Annual Status Update in an alternate format upon request
The Integrated Accessibility Standards Regulation 191/11 (IASR) has five standards:
information and communications, employment, transportation, design of public spaces
and customer service. It should be noted that the requirements in the transportation
standard fall within the jurisdiction of the Region of Waterloo. The IASR became law in
2011 and the requirements of the IASR are being phased in between 2011 and 2025.
The Grand River Accessibility Advisory Committee (GRAAC) serves as the
Corporary committee and provides input, advice and
recommendations as it relates to a broad range of municipal construction/design
projects, policies, procedures and services.
REPORT:
cessible Ontario on or before January
st
1 2025, the City of Kitchener coordinates accessibility planning to ensure compliance
with the legislative requirements.
The requirements of the IASR are ongoing; therefore, the draft Accessibility Plan has
been prepared as a continuation of the previous Accessibility Plan. To ensure the
corporation is meeting the accessibility requirements staff will prepare annual status
updates to the plan.
The Province of Ontario has periodic reviews of the standards within the IASR and
revisions to current standards or the introduction of new standards and compliance
deadlines can result. Should this occur any associated actions will be included in the
appropriate status update. Significant changes with the potential to impact staff
resources or existing budgets will be brought to Council for further consideration.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The draft Accessibility Plan supports the following directions noted in the City of
Safe and Thriving Neighbourhoods
The Grand River Accessibility Advisory Committee provides persons with
disabilities the opportunity to discuss, define and address their shared vision in
regards to the identification, removal and prevention of barriers in City facilities,
programs, goods and services.
Consulting with persons with disabilities in an advisory role increases the
capacity of the City to ensure a greater degree of access, equity and inclusion in
the life of the Corporation.
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FINANCIAL IMPLICATIONS:
In September 2005, Council approved the establishment of a capital budget (Corporate
Accessibility Fund) for the purpose of funding the costs associated with implementing
the legislation as well as to fund corporate projects that remove barriers and improve
access. This fund will assist in mitigating any financial impacts related to compliance
with the legislation or its associated standards.
COMMUNITY ENGAGEMENT:
The Accessibility Plan was developed in consultation with the Grand River Accessibility
Advisory Committee and with input from staff. In order to assist with the successful
implementation of the Accessibility Plan, staff will continue to engage with community
agencies that provide services for persons with disabilities.
ACKNOWLEDGED BY:Jon Rehill,Acting Deputy CAO, Community Services
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2018-2022
The Corporation of the City of Kitchener
Accessibility Plan
The City of KitchenerAccessibility Plan for 2018-2022 outlines how the Corporation will continue to
prevent and remove accessibility barriers. This plan builds on the previous accessibility plan which was
approved by Council in 2013.
Our Accessibility Commitment
The Corporation of the City of Kitchener values the contributions and participation of all citizens in the
life of the City. To facilitate this involvement, the City is committed to providing goods, services and
facilities that are accessible to all.
Introduction
Under the Accessibility for Ontarians with Disabilities Act, 2005 (AODA) organizations are required to
develop multi-year accessibility plans. The Accessibility Plan addresses how the City of Kitchener will
continue to meet the AODA requirements.
The AODA legislative requirements serve as the framework of the Accessibility Plan.
Legislative Background
The Accessibility for Ontarians with Disabilities Act, 2005 (AODA) focuses on improving accessibility in
areas such as buildings, outdoor spaces, employment, procurement, training, customer service,
information and communications and transportation. The AODA applies to all private, government and
broader public sectors. The AODA intends to achieve a more accessible Ontario on or before January 1,
2025. To do so, mandatory and enforceable standards have been created.
The five standards are:
Information and Communications Standards
Employment Standards
Design of Public Spaces Standards
Customer Service Standards
Transportation Standards (Region of Waterloo responsibility)
The general requirements for all five standards include the development and implementation of an
accessibility policy, an accessibility plan, procurement processes and policies and a training program.
More information on the Standards can be found on the Province of Ontario website at
www.ontario.ca/laws/regulation/110191
Inclusion Services Coordinated Approach
The City of Kitchener, Community Services Department, Inclusion Services is responsible for
coordinating all aspects of the Accessibility Plan including staff support to the Grand River Accessibility
Advisory Committee (GRAAC) and its subcommittees on behalf of the City of Waterloo, in order to
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ensure AODA compliance. It is important to note that while Inclusion Services staff serve in a facilitative
role in this process, this work could not be accomplished without the involvement, dedication and
leadership of City of Waterloo staff across the Corporation.
Grand River Accessibility Advisory Committee (GRAAC)
Under the requirements of the Accessibility for Ontarians with Disabilities Act, 2005 (AODA),
municipalities with a population of 10,000 or greater are required to establish an Accessibility Advisory
Committee to advise Council on the prevention, identification and removal of barriers for persons with
disabilities. The Grand River Accessibility Advisory Committee (GRAAC) is a joint committee of the Cities
of Waterloo and Kitchener, Region of Waterloo and the Townships of North Dumfries, Wellesley,
Woolwich and Wilmot and is appointed the task of advising the participating municipalities on the
preparation, implementation and effectiveness of their respective Accessibility Plans. Councils also seek
advice from GRAAC on the accessibility of buildings, structures or premises that the municipalities
purchase, build, renovate or lease. GRAAC reviews site plans and drawings for new municipal buildings
or developments. The Built Environment Sub Committee of GRAAC was formed in order to manage the
volume of municipal projects requiring the attention of GRAAC.
More information on GRAAC can be found on the City of Kitchener website.
www.kitchener.ca/en/employment-and-volunteering/grand-river-accessibility-advisory-committee.aspx
The Accessibility Plan 2018-2022 Commitments:
The new Accessibility Plan includes how the City of Kitchener will continue to meet its commitments in
providing goods, services and facilities that are accessible to all.
General Requirements Commitments:
Accessibility Policy
Continue to review and update the Accessibility Policy as required.
Continue to make the Accessibility Policy available to the public on the city website.
Update all staff on any revisions made to the Accessibility Policy.
Accessibility Plan
Continue to make the Accessibility Plan available to the public on the city website.
Continue to provide the annual status updates to GRAAC.
Continue to make the annual status update available to the public on the city website.
Procurement
Incorporate accessibility design, criteria and features when procuring or acquiring goods,
services or facilities, except where it is not practicable to do so.
Provide, upon request, an explanation if it is not practicable to incorporate accessibility.
Continue to include accessible procurement practices in training materials as a resource for
staff.
Continue to incorporate accessibility features when designing, procuring or acquiring self-
service kiosks.
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Training
Continue to provide mandatory accessibility training to all new staff.
Continue to update and provide accessibility training to staff as required.
Continue to review and update the corporate training brochures for staff and volunteers.
Continue to update and provide new resources for staff on the intranet.
Continue to provide the staff leads of city affiliates and volunteers with updated training
brochures.
Standards Commitments:
Information and Communications Standards
Continue to provide emergency procedures, plans or public safety information in an accessible
format or with appropriate communication support to the public, upon request, as soon as
practicable.
Continue to notify the public about the availability of accessible formats and communication
supports.
Continue to provide, upon request, accessible formats and communication supports.
Continue to achieve compliance with the Web Content Accessibility Guidelines (WCAG) to
ensure that websites and web content are accessible to people with disabilities.
Continue to train new staff on the creation of accessible documents.
Continue to provide staff with resources on the staff intranet.
Employment Standards
Review policies and practices with respect to recruitment, hiring and interviewing as per the
requirements under the employment standards as required.
Continue to notify employees and the public about the availability of accommodations for
applicants with disabilities in its recruitment processes.
Continue to notify successful applicants of policies for accommodating employees with
disabilities.
Continue to inform all current and new employees through the IASR training brochure and
through the mandatory accessibility online training of procedures used to support employees
with disabilities.
Continue to provide or arrange for the provision of accessible formats and communication
supports for employees.
Continue to provide individualized workplace emergency response information to employees
who have a disability.
Continue to have in place a written process for the development of documented individual
accommodation plans for employees with disabilities.
Continue to have in place a return to work process and plan for employees who have been
absent from work due to a disability.
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Design of Public Spaces Standards
Continue to consult with GRAAC, the public and persons with disabilities before constructing
new or redeveloping existing municipal recreational trails, outdoor play spaces, exterior paths of
travel, rest areas and on-street parking spaces.
Continue to meet technical requirements when constructing new or redeveloping existing
municipal recreational trails, outdoor public use eating areas, outdoor play spaces, exterior
paths of travel, accessible parking both on and off street, service counters, fixed queuing guides
and waiting areas.
Continue to review and update the City of Kitchener procedures for preventative and
emergency maintenance of the accessible elements in public spaces and procedures for dealing
with temporary disruptions when accessible elements are not in working order.
Customer Service Standards
Continue to include the customer service standards in the Accessibility Policy.
Continue to include the customer service standards in the corporate training brochures for staff
and volunteers.
Continue to include the customer service standards in mandatory accessibility training for staff.
Continue to review and update staff resources related to customer service standards on the
staff intranet.
All Standards are reviewed by the Province of Ontario, therefore requiring updates to existing policies,
training, manuals, bylaws etc. As a result of the reviews, revisions to current standards or new
standards may be introduced by the Province of Ontario which will include new requirements and
compliance deadlines. Those revisions and any actions related to them will be captured in the City of
Kitchener annual status update.
As municipal projects arise, city site plans will continue to be reviewed by the Grand River Accessibility
Advisory Committee for suggestions on how to best improve and achieve accessibility.
Consultation Commitment:
The City of Kitchener recognizes that broader public engagement along with GRAAC, agencies that
provide services to persons with disabilities and citizens with disabilities is beneficial to the successful
implementation of the Accessibility Plan. Staff will continue to work with GRAAC, local service providers
and citizens throughout the duration of the Accessibility Plan in order to further identify, prevent and
remove barriers for people with disabilities.
Looking Forward:
As required by legislation, once approved, the Accessibility Plan will be posted on the City of Kitchener
website so that it is available to the public. The Accessibility Plan will be reviewed and updated every
five years or as determined by further changes to the legislation. An annual status update will be posted
on the City of Kitchener website.
Staff Contact
Lolita Paroski
Inclusion Services Coordinator
519-741-2200 ext 7226 Email: lolita.paroski@kitchener.ca
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REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Brenda Johnson, Director of Accounting, 519-741-2200 Ext 7647
PREPARED BY: Brenda Johnson, Director of Accounting, 519-741-2200 Ext 7647
WARD(S) INVOLVED: All
DATE OF REPORT: January 15, 2018
REPORT NO.: FCS-18-007
SUBJECT: 2018 Donations Made to City-Related Organizations
__________________________________________________________________________
RECOMMENDATION:
That for the fiscal year 2018, donations received by the City of Kitchener on behalf of City-
related organizations, namely Minor Sports Groups, Neighbourhood Associations, KW Golf
Committee,KW Chamber of Commerce Physicians Recruitment and Advocacy Group,and
Tier 1 and Tier 2 grant recipients, be redistributed to those organizations as intended by the
donor.
BACKGROUND:
The City of Kitchener is authorized to issue donation receipts for income tax purposes when a
donation that legally qualifies as a gift is made to amunicipality as per Section 110 1a of the
Income Tax Act.
REPORT:
Canada Revenue Agency requires that for donations to be eligible for income tax receipts, all
funds must be made payable directly to the City of Kitchener and that any funds re-distributed to
City-related organizations must be approved by Council. Council has granted this approval in
the past on an annual basis.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achieve
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.
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FINANCIAL IMPLICATIONS:
The City issued approximately 200 donation receipts in 2017, totalling just over $62,000. Nine
per cent of donations were made to the city in general and 91 per cent of the donations werere-
directed to city-related organizations as requested by the donor. The cost to process receipts is
minimal and includes postage,paper and staff processing time.
COMMUNITY ENGAGEMENT:
INFORM
advance of the council / committee meeting.
ACKNOWLEDGED BY: Lesley MacDonald, Acting Deputy CAO Finance and Corporate
Services
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REPORT TO: Finance and Corporate Services
DATE OF MEETING: 2018-02-05
SUBMITTED BY: Greg St. Louis, P. Eng., Director, Utilities
PREPARED BY: Les Jones, P. Eng., Utilities Engineer (Gas)
WARD(S) INVOLVED: ALL
DATE OF REPORT: 2018-01-24
REPORT NO.: INS-18-004
SUBJECT: Mobile Workforce Management System Purchase Order
Extension
___________________________________________________________________________
RECOMMENDATION:
That an extension of the purchase order be issued to Clevest Solutions Inc. for
the mobile workforce management system in the amount of $221,055, plus H.S.T.
of $28,737.15, for a total of $249,792.15
BACKGROUND:
Through a request for proposal process, the City awarded the development and
implementation of a mobile workforce management system for the three (3) Kitchener
Utilities business areas: water meter, gas meter, and the rental water heater
program/gas service to Clevest Solutions Inc. for $587,540.11 including H.S.T.
The Clevest mobile workforce management system is asoftwareinterface to SAP and
will replace the current manual intensive paper based system used to manage gas and
water and rental water heater activities.With this software,SAP service orders will be
scheduled and dispatched to becompleted by a Utilities technician using a mobile
device in the field.The automation will increase efficiency and provide a seamless
integration with other systems within the City.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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REPORT:
This report is being brought to council for approval in accordance with the Purchasing
By-Law 2017-106, as the additional funding request is greater than $100,000 or 10% of
the original contract price.
Within the request for proposal process, staff looked for vendors to propose various
systems which would provide a solution which would include varying levels of
configuration and integration with our existing financial system SAP. The request for
proposal process focused on obtaining the solution which provided the best value and
staff wanted to enable the potential vendors to provide a creative solution to the
resourcing constraint.
During the initial stages of working with Clevest through the solution design document, it
was identified that a significant amount of dedicated staff time would be required under
their plan.Clevest had proposed a twelve (12) month project, from start-up to project
completion in the Request For Proposal. This plan required blended project tasks so
that all Utilities business areas would be engaged at the same time.Although this
approach may be efficient for an aggressive project timeline, it was soon realized that
staff could not devote the proposed amount of time on the development of the software,
without affecting their day to day duties. This approach would likely impede or stop work
groups within Utilities from completing their daily work and could ultimately prohibit
customers receiving gas, water or rental water services in a timely fashion.
Staff considered backfilling the positions however, itwas estimated that in order for City
staff to accommodate the timeline, up to five (5) City staff would have to be dedicated to
the project essentially full time during this twelve (12) month span. Based on the cost
and learning curve required for these positions, this was not pursued.
Working together, Clevest and the City identified that changing the approach to be
multi-phased and extending it over an eighteen (18) month period will allow City staff to
concentrate on the implementation of the software that affects their specific business
area. Essentially, staff will be required to be engaged on project tasks that only affect
their business area for shorter periods of time, with longer breaks to allow them to
complete their regular duties, and minimize delays in delivering core services.This will
also allow for any adjustments to the implementation/ training approach from lessons
learned, for subsequent rollout to the other business areas.
To accommodate this change Clevest will need their configuration and implementation
teams to be dedicated to the project longer and to be engaged in three separate testing
ort the three City workgroups. From the Clevest
viewpoint, this will be aless efficient process requiring them to dedicate more
resources. As an example, during the later stages of the project as one team is
engaged in user acceptance testing for City business area, another team is working on
configuration and implementation for the other two City business areas.
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The extended implementation schedule will also require greater onsite presence by
Clevest. Clevest has increased the number of onsite visits to ensure thorough
requirements gathering, proper training of City staff as trainers and support during the
separate rollout. Increased onsite visits will ensure better
communication between our teams, lower the chances of unexpected project delays
due to misinterpretations or missing information thereby reducing the likelihood of
change requests and additional costs.
The extension of the purchase order also incorporates the purchase (including
maintenance and support for a ten year period) of two software tools.
The first software is a routing tool called Nokia HERE which assists the scheduling
engine to provide optimal routing and therefore sequencing of appointments within the
Clevest solution. The alternative to utilizing the Nokia HERE software tool is to create
the module.Using the ESRI software would
require enabling the Network Analyst module within the Citys ESRI licencing agreement
with an associated cost greater than using Nokia HERE software.
The second software is a configuration tool called Genesis. With the purchase of the
Genesis configuration tool, the City will be able to make any future modifications to the
system without requiring the procurement of services from Clevest and will enable
emerging end user business requirements to be completed in a timely manner. This
ability to implement any modifications in a short period of time will provide City field
technicians to see visible response to their feedback leading to greater ownership and
adoption of the technology. Often these modification projects can have a cost between
$15,000 to $45,000 depending on the scope of the requested changes and based on
the cost benefit analysis, the purchase of this software configuration tool would be
justified in the event the City has three modification projects within a 10 year period.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
vision through the delivery of core service.
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FINANCIAL IMPLICATIONS:
The net cost for this tender (A), is fair and reasonable for a purchase of this scope and the upset limit is within the
budget allowance (B) provided within the budget. The Operating costs are for 10 years annual maintenance. The
estimated surplus (D) will remain in the account to fund similar work conducted by the City.
P16-055
Mobile Workforce Management System
as at Jan. 24, 2018
Original PO Extension
Estimated Cost TenderRequestedNew Total
Proposal P16-055 costs, including HST587,540.11 249,792.15 837,332.26
less: HST rebate(67,593.11)(28,737.15)(96,330.26)
Net Cost Being Awarded519,947.00 221,055.00 741,002.00 A
Projected Costs:
Hardware purchases -tablets273,179.71
Staff Time -data conversion100,000.00 100,000.00
Total Estimated Cost for this Phase of Work619,947.00 221,055.00 1,114,181.71 C
Funding Available
Operating Costs134,947.00 60,825.00 195,772.00
Capital Costs493,409.71 425,000.00 918,409.71
Total Budget for this Phase of Work628,356.71 485,825.00 1,114,181.71 B
Estimated Surplus/(Deficit) forthis Phase of Work (B -C)8,409.71 -D
This project has been in the capital budget since 2015. With this proposed increase,
which is funded by the 2018 approved budget, the Clevest software solution is still
significantly lower cost than the other proposals which had been received for this
project, and provides the best value to theCity
COMMUNITY ENGAGEMENT:
INFORM with the agenda in
advance of the council / committee meeting.
PREVIOUS CONSIDERATION OF THIS MATTER:
FCS-17-116 Award of the Mobile Workforce Management System June 5,
2017 Committee of the Whole
ACKNOWLEDGED BY: Cynthia Fletcher,Executive Director,Infrastructure Services
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REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Dan Murray, Director of Technology Innovation and Services,
519-741-2200 x7825
PREPARED BY: Dan Murray, Director of Technology Innovation and Services
Justin Watkins, Manager of Digital Transformation and Strategy
WARD(S) INVOLVED: All
DATE OF REPORT: January 22, 2018
REPORT NO.: FCS-18-009
SUBJECT: Digital Kitchener 2017-2018 Update
___________________________________________________________________________
RECOMMENDATION:
THAT staff be directed to begin work on the proposed opportunities for Digital
Kitchener in 2018, as outlined in FCS-18-009.
BACKGROUND:
As council will recall, work began in January 2015 to create a new digital strategy for the
City of Kitchener. Over the course of 18 months, staff developed and implemented a
technology strategies.These engagement efforts included, but were not limited to:
Reaching roughly 150 staff fr
through workshops, questionnaires and in-person interviews
Hosting sessions with postsecondary students at the University of Waterloo and
Wilfred Laurier University
Soliciting ideas from local tech leadership and other community visionaries
Brave Symposium (June 2015)
Reaching over 800 online users through two social media campaigns
Co-developing a questionnaire with a local non-profit that generated 440
responses
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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The result of these efforts was anew, multi-year vision for the use of information and
technology called Digital Kitchener. Approved by council in January 2017, Digital
Kitchener focuses on four strategic objectives:
Connected: building smarter infrastructure to become a more competitive, more
productive and more attractive place to live and work.
Innovative: inspiring a community of creative minds to drive change that has
meaningful impact.
On Demand: enhancing access to open data and online services.
Inclusive: improving digital literacy and access so that Kitchener can be a community
where no citizen is left behind.
Digital Kitc
deployment of technology solutions, staff have utilized a more flexible approach to
implementation through annual work planning. By selecting five to six focused
opportunities on a yearly basis, Digital Kitchener has been able to exercise greater
flexibility in pursuing the best path forward rather than betied to a static, tactical work
plan. It has also generated more opportunities for the City to create excitement around
Digital Kitchener as a distinct body of work.
This report provides
work plan and its proposed work for 2018.
REPORT:
Digital Kitchener 2017 Work Plan
Below is a summary of
ThemeFocusOutcome
Since January 2017,
Kitchener has participated
in an internet speed test
pilot by the Canadian
Internet Registry Authority.
We will seek to better
During that periodnearly
understand what motivates
Connected10,000 tests have been run
new investment in
by Kitchener residentsand
fibre/wireless infrastructure.
businesses.
The insights from the speed
test later became an asset
inworking with the Region
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of Waterloo to support the
Southwestern Integrated
Fibre Technology (SWIFT)
networkproject.This work
willcontinue into 2018.
This opportunity was
retrofit of street lights to
LED. The conversionand
installation of the IoT
We will build one of the first network was completed in
city-wide Internet of Things 2017.
(IoT)mesh networks in
Canada.Work to optimize these
street lights, including
dimming,has already
commenced and will
continue into 2018.
A recommendation to
establish an innovation lab
at Communitech was
approved by council in
February. The Digital
Kitchener Innovation Lab
was officially launched on
November 28, 2017.Its
operations are now
We will adopt start-up underway and will continue
Innovativebehaviors to better challenge throughout 2018-2020.
our status quo.
Kitchener is also
participating in the Open
Data Exchange (ODX)
National Civic Challenge.
Two opportunities have
been identified as part of
this endeavor, which will
continuein 2018.
Many online service
We will make our data more projects have been
On Demandmeaningful by putting it in the completed in 2017 that
hands of more people.align with this commitment,
including:
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A new open data
websitewith a
consistent look and feel
asother municipalities
within Waterloo region
The completion of
Tax
and Utility Portal
Arefresh of
Kitchener.ca
A comprehensive review of
-Fi
We will propose one ofthe network and publicaccess
first minimum public computers is currently
Inclusive
standards for computer and underway.Targeted
internet access in Canada.completion of this review is
spring 2018.
While only in its first year, the work of Digital Kitchener has enjoyed great success. In
addition to both local and national media coverage of our efforts, Digital Kitchener has
also been profiled by several publications; showcased at various conferences; and a
recipient of the Willis Municipal Innovation Award (Canadian Association of Municipal
Administrators). These opportunities have all allowed Kitchener to continue telling its
story more effectively both here at home and around the world.
A Look Ahead at 2018
While much of the work pursued in 2017 will continue into the coming year, staff have
also been assessing further opportunities Areas
for opportunity in 2018 include:
ThemeOpportunity
Workingwith local stakeholders,including the Region of
Waterloo,toprepare forthe implementation of the
Southwestern Integrated Fibre Technologynetwork
(SWIFT).
Connected
Undertaking 5G cellular technology research in
preparation forfuture private sector deployment.
Participation in a regional application for the Government
Innovative
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Exploration of more functional, collaborative work space
at Kitchener facilitiesfor staff and community groups.
The Digital Kitchener Innovation Lab will beundertaking
itsfirst year of Internet of Things (IoT) pilot projects. This
willbeginwith sensor integrationintoournarrowband
network, streetlight optimizationand data collection/
analysis.
Development of a new digital service model to improve
the design and delivery of city services through
technology (internal/external).
On Demand
Piloting of cloud technologies and deployment of Windows
10across the Kitchener public service to increase
mobility, collaboration and productivity.
A more comprehensive approach to City-facilitated
inclusioninitiatives, including detailed plans for public Wi-
Inclusive
Fi improvements and the delivery of public access
computers.
These proposed areas of opportunity in 2018 will be presented at committee on
February 5. As with the work of Digital Kitchener in 2017, certain actions will be brought
forward to council for further consideration in the form of a staff report, including any
financial considerations.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority: Effective and Efficient City Services
Strategy: 5.2 - Improve the design and delivery of city services so that they provide what
citizens want in the most reliable, convenient and cost efficient way
Strategic Action: #68 - Corporate Technology Strategic Plan and Digital Strategy
FINANCIAL IMPLICATIONS:
No financial implications at this time. Any initiatives resulting from Digital Kitchener with
budget implications will be brought forward to council for consideration.
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COMMUNITY ENGAGEMENT:
INFORM
advance of the council / committee meeting.
CONSULT The Digital Kitchener Strategy was approved in January 2017 after
extensive consultation with stakeholders.
COLLABORATE
collaboration with various internal and external partners.
ACKNOWLEDGED BY: Lesley MacDonald, Acting DCAO of Finance and Corporate
Services
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