HomeMy WebLinkAboutCAO-19-008 - Business Plan Status Update - April 2019REPORT TO: Financeand Corporate Services Committee
DATE OF MEETING:June 10, 2019
SUBMITTED BY: Kathryn Dever,Director Strategy & Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY:Jennifer MacLean,Corporate Planning Analyst,519-741-2200 ext. 7263
WARD (S) INVOLVED:All Ward(s)
DATE OF REPORT:May 17, 2019
REPORT NO.:CAO-19-008
SUBJECT:Business Plan: Status Update – April 2019
___________________________________________________________________________
RECOMMENDATION:
For Information
BACKGROUND:
The majority of the corporation’s work is dedicated to core services and ongoing operations. The
remaining is allocated to strategic projects and initiatives. Annually the City of Kitchenerprepares
a Business Plan that sets out the projects and initiatives that the Citywill be working on for the
current year to deliver core services and to make progress on the implementation of the Strategic
Plan.
The 2019 Business Plan was developed under the guidance of the Corporate Leadership Team,
with input from the Corporate Management Team and staff from all City departments and with
direction from Council. It includes a total of 75 items, 57 projects and 18 ongoing initiatives.
The status of projects on the Business Planis reported to Council three times per year, and
progress for ongoing initiatives is reported annually at year-end.The intention of sharing this
information regularly with Council and the public is to demonstrate transparency and
accountabilityfor this work. This report providesCouncil with an update on the status of the
business plan projects as of April 30, 2019.A full listing of all active projects and their status as
of April 30, 2019 can be found in Appendix A: Business Plan Status Update – April 2019
Thegoal for the 2019 Business Plan was to develop a plan that meets community expectations
and responds to emerging issues in a sustainable and affordable way into the future in addition
to realistically representing what can be achieved in 2019 and delivering on more strategic
priorities.
*** 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:
A great deal of progress has been made on the 2019 Business Plan in the first four months of
this year. Significant achievementsinclude:
1.Corporate Climate Action Plan (Strategic Ongoing Initiative):
The City of KitchenerCorporate Climate Action Plan is a detailed strategy for reducing our
corporate level GHG (greenhouse gas) emissionswith a goal ofan absolute reduction of
GHG emissions of 8 per cent by 2026. It was introduced by the Mayor at the annual State of
the City address and city council approved the city’s first corporate climate action planin April
2019. The plan covers both mitigation —the ways the city can cut its own greenhouse gas
emissions that contribute to a changing climate —and adaptation —ways it can adapt to
reduce the impacts of more extreme weather that climate change is bringing. Itaims to
reduce the city's carbon footprint in four main areas; improving the efficiency of heating and
cooling city buildings, reducing the energy consumption of its fleet, managing lighting and
reducing waste.
2.Sustainable Urban Forest Strategy(Strategic Project):
Council approved Kitchener's first sustainable urban forest strategy and implementation plan
(Staff Report INS-19-008)in April 2019.This was done after an extensive community
engagement and planning process including feedback from more than 1,800 citizens.The
strategy, which can be seen at kitchener.ca/trees, views the city's trees as a key part of its
infrastructure, just like roads and sewer pipes.The plan provides a community vision for a
sustainable urban forest as well as a framework (Plan, Engage, Protect, Maintain and Plant)
for what actions are required to achieve a sustainable urbanforest. The plan also includes
delivering a pilot tree planting program in City parks as part of the Love My Hood Greening
initiative as well as additional actions to support tree planting and maintenance of trees on
private properties.
3.Sustainable Development Feasibility Study(Strategic Project):
In March 2019, Council endorsed the FCM/GMF Feasibility Study staff report. Through
continuous improvement, this will allow the City to refine its development review process to
allow for ease of implementation of net-zero energy development. It will also allow the results
of the “FCM/GMF Feasibility Study: Municipal Tools for Catalyzing NetZero Energy
Development” to be used to conduct specific business cases, establish targets and engage
with landowners for one or more pilot projects.
4.Replacement of Fire Department Dispatch System:
An Intergraph Computer Aided Dispatch (CAD)systemhas been implemented with the City
of Kitchener andWaterloo Regional Police Services to enhance interoperability between the
two public safety agencies.
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5.Development of a Water Leak Policy:
AWater LeakAdjustment policy was approved by Council in March 2019, allowingKitchener
Utility residential customers’ limited financial relief for highwater consumption due to leaks.
This policy also supports waterconservation as it encourages customers to fix leaks due to
plumbing failures.
6.Leisure Facilities Master Plan:
After ten months of research, consultations, and careful analysis, the Leisure Facilities
Master planhas been completed and wasapproved by Council in April 2019. This is an
important document that will guide recreation priorities for the next 10 years.
7.Development of Public Internet Access Standard:
A Public Access to Technology (PAT) measurement standard has been developed and is
pending review and approval from Council in June 2019. The standard sets benchmarks for
service and defines metrics that will be used to measure our impact and improvements over
time.
8.Utility Meter Mobile Workforce Management System (MWMS):
A workforce management solution (Clevest) has been developed to facilitate in field
management of gas and water related activities replacing current paper based systems. The
solution has been deployed to staff for water meter installations and is operational in the field.
9.2019-2022 Strategic Plan (Strategic Project):
The Compass Kitchener Advisory Committee and staff engaged representatives of all of the
Advisory Committees to solicit input on the preliminary goal statements and example actions.
Input and direction was also sought from Council. An on-line Engage Kitchener survey was
conducted to provide the public with opportunities to let us know how well the draftgoals and
actions respondedto thecommunity needs/interestsraised. The response to the draft goals
and actions was very positive.
The Compass Kitchener Advisory Committee madethe following recommendations for
improvements to the strategic and business planning processes that have been incorporated
into the 2019 Business Planand will help us monitor progress more effectively.
Utilizing the emerging themes for the new strategicplan to guide the development of the
business plan
Highlighting in yellow strategic business plan items to easily identify and draw focus to them
Having an achievable number of overall projects to improve our completion rate
Co-ordinated resourcing between departments to ensure progress on projects will be made
Moving towards a balanced distribution of projects amongst the strategic goals
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The status of all57 projects in 2019 Business Plan as of April 30, 2019 is illustrated in Chart 1.
Overall, seven projects have been completed and 43 projects are on track.
Chart 1–Status of all ProjectsList of Completed Projects
1.Leisure Facilities Master Plan
Delayed, On
Completed,7,
Hold, Not
2.Replacement of Fire Department
12%
Started,7,12%
Dispatch System
3.Development of Public Internet
Access Standard
4.Sustainable Development
Feasibility Study
5.Development of a Water Leak
Policy
On Track,
6.Sustainable Urban Forest
43,76%
Strategy
7.Utility Meter Mobile Workforce
CompletedOn TrackDelayed, On Hold, Not Started
Management System (MWMS)
Four projectshave new expected completion dates and two projectshavea completion date to
bedetermined. All of these are listed below and are expected to be “On Track” by the next
reporting period.
List of projects with new expected completion dates
1.Research Best Practiceson Cat Licensing/Microchipping
2.AMANDA 7 and Public Portal Review
3.Complete Streets Policy
4.Cycling and Trails Master Plan Update
List of projects onhold
5.Online Business Licensing
6. E-Tendering
This year, strategic projects and strategic ongoing initiatives were identified in the 2019 Business
Plantomake progress on implementing the current 2015-2018 Strategic Plan, and align withthe
goals in the 2019-2022 Strategic Plan recommended forCouncil approval in June. There are 12
strategic projects on the plan and from these, eight are on track and two have already been
completed. The remaining two projects, Complete Streets Policy and Cycling and Trails Master
Plan Update, have been delayed due to consultant onboarding and other constraints.An
overview is illustrated in Chart 2 below.
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Chart 2Twelve Strategic Projects
Completed
1.Sustainable Development Feasibility Study
16.5%,
16.5%,Delayed,
2.Sustainable Urban Forest Strategy
Completed,2
On Hold, Not
Started,2
On Track
3.2019-2022 Strategic Plan
4.Mayor’s Task Force on Equity, Diversity
and Inclusion
5.Municipal Response to Truth and
Reconciliation Commission Calls to Action
6.Development Services Review
7.Review of the Make It Kitchener Strategy
8.Affordable Housing Strategy
67%,On
9.Long Term Financial Plan
Track,8
10.Participatory Budgeting
Delayed/On Hold
11.Complete Streets Policy
CompletedOn TrackDelayed, On Hold, Not Started
12.Cycling and Trails Master Plan Update
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city’s strategic vision through
implementation of the 2015-2018 Strategic Plan and for the 12 strategic items, the proposed
2019-2022 Strategic Plan to guide this term of Council.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
INFORM – This report has been posted to the City’s website with the agenda in advance of the
council / committee meeting.
ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer
Appendix A: Business Plan Status Update – April 2019
Separate attachment
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Appendix A
Business Plan Status Update – April 2019
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Contents
April 2019 Accomplishments .................................................................................................................................................. 3
OFFICE OF THE CAO – Projects and Programs ........................................................................................................................ 1
Strategy and Corporate Performance ................................................................................................................................. 1
COMMUNITY SERVICES DEPARTMENT – Projects and Programs ........................................................................................... 2
Administration - Community Services ............................................................................................................................. 2
By-Law Enforcement ........................................................................................................................................................... 2
Corporate Customer Service ............................................................................................................................................... 3
Fire ......................................................................................................................................................................................
4
Neighbourhood Programs & Services ................................................................................................................................. 4
Sport ....................................................................................................................................................................................
5
CORPORATE SERVICES DEPARTMENT – Projects and Programs ............................................................................................. 6
Corporate Communications & Marketing ........................................................................................................................... 7
Legislated Services .............................................................................................................................................................. 7
Technology Innovation & Services ...................................................................................................................................... 8
DEVELOPMENT SERVICES DEPARTMENT – Projects and Programs ...................................................................................... 10
Administration - Development Services ........................................................................................................................... 10
Economic Development .................................................................................................................................................... 11
Engineering ....................................................................................................................................................................... 11
Planning.............................................................................................................................................................................
11
Transportation .................................................................................................................................................................. 14
FINANCIAL SERVICES DEPARTMENT – Projects and Programs ............................................................................................. 15
Administration - Financial Services ................................................................................................................................... 15
Accounting ........................................................................................................................................................................ 16
Financial Planning ............................................................................................................................................................. 16
Revenue ............................................................................................................................................................................ 17
Procurement ..................................................................................................................................................................... 17
INFRASTRUCTURE SERVICES DEPARTMENT – Projects and Programs ................................................................................. 18
Facilities Management ...................................................................................................................................................... 18
Parks & Cemeteries ........................................................................................................................................................... 18
Utilities ..............................................................................................................................................................................
19
2
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April 2019 Accomplishments
1.Corporate Sustainability Program (Strategic Ongoing Initiative):
COMPLETED – Corporate Climate Action Plan
The City of Kitchener Corporate Climate Action Plan is a detailed strategy for reducing our corporate level
GHG (greenhouse gas) emissions with a goal of an absolute reduction of GHG emissions of 8 per cent by
2026. It was introduced by the Mayor at the annual State of the City address and city council approved the
city’s first corporate climate action plan in April 2019. The plan covers both mitigation — the ways the city
can cut its own greenhouse gas emissions that contribute to a changing climate — and adaptation — ways
it can adapt to reduce the impacts of more extreme weather that climate change is bringing. It aims to
reduce the city's carbon footprint in four main areas; improving the efficiency of heating and cooling city
buildings, reducing the energy consumption of its fleet, managing lighting and reducing waste.
2.Sustainable Urban Forest Strategy (Strategic Project):
COMPLETED
Council approved Kitchener's first sustainable urban forest strategy and implementation plan (Staff Report
INS-19-008) in April 2019. This was done after an extensive community engagement and planning process
including feedback from more than 1,800citizens. The strategy, which can be seen at kitchener.ca/trees,
views the city's trees as a key part of its infrastructure, just like roads and sewer pipes. The plan provides a
community vision for a sustainable urban forest as well as a framework (Plan, Engage, Protect, Maintain
and Plant) for what actions are required to achieve a sustainable urban forest. The plan also includes
delivering a pilot tree planting program in City parks as part of the Love My Hood Greening initiative as
well as additional actions to support tree planting and maintenance of trees on private properties.
3.Sustainable Development Feasibility Study (Strategic Project):
COMPLETED
In March 2019, Council endorsed the FCM/GMF Feasibility Study staff report. Through continuous
improvement, this will allow the City to refine its development review process to allow for ease of
implementation of net-zero energy development. It will also allow the results of the “FCM/GMF Feasibility
Study: Municipal Tools for Catalyzing NetZero Energy Development” to be used to conduct specific
business cases, establish targets and engage with landowners for one or more pilot projects.
4.Replacement of Fire Department Dispatch System:
COMPLETED
An Intergraph Computer Aided Dispatch (CAD) system has been implemented with the City of Kitchener
and Waterloo Regional Police Services to enhance interoperability between the two public safety agencies.
5.Development of a Water Leak Policy:
COMPLETED
A Water Leak Adjustment policy was approved by Council in March 2019, allowing Kitchener Utility
residential customers’ limited financial relief for highwater consumption due to leaks. This policy also
supports water conservation as it encourages customers to fix leaks due to plumbing failures.
3
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6.Leisure Facilities Master Plan:
COMPLETED
After ten months of research, consultations, and careful analysis, the Leisure Facilities Master plan has
been completed and was approved by Council in April 2019. This is an important document that will guide
recreation priorities for the next 10 years.
7.Development of Public Internet Access Standard:
COMPLETED
A Public Access to Technology (PAT) measurement standard has been developed and is pending review
and approval from Council in June 2019. The standard sets benchmarks for service and defines metrics
that will be used to measure our impact and improvements over time.
8.Utility Meter Mobile Workforce Management System (MWMS):
COMPLETED
A workforce management solution (Clevest) has been developed to facilitate in field management of gas
and water related activities replacing current paper based systems. The solution has been deployed to
staff for water meter installations and is operational in the field.
9.2019-2022 Strategic Plan (Strategic Project):
ON TRACK
The Compass Kitchener Advisory Committee and staff engaged representatives of all of the Advisory
Committees to solicit input on the preliminary goal statements and example actions. Input and direction
was also sought from Council. An on-line Engage Kitchener survey was conducted to provide the public
with opportunities to let us know how well the draft goals and actions responded to the community
needs/interests raised. The response to the draft goals and actions was very positive.
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OFFICE OF THE CAO – Projects and Programs
Strategy and Corporate Performance Kathryn Dever (519)741-2200 ext. 7370
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OG27 2019-2022 Strategic Plan (Strategic Item) Status as of Apr 302019: ON TRACK
Expected Completion: Aug-2019
Description
Develop clear, measurable goals and actions in collaboration with Council, the community and staff for the 2019-
2022 term of Council that are valued by the community, relevant to Council and achievable by the organization. The
plan will be used to guide resource allocations, business plans and performance targets.
Recent Progress
Compass Kitchener and staff engaged representatives of all of the Advisory Committees on January 24, 2019 to
solicit input on the preliminary goal statements and example actions. Input and direction was sought from Council
on January 29, 2019. Draft goals and actions were further developed based on the comments received. An on-line
Engage Kitchener survey was conducted from April 9-30, 2019 to provide the public with opportunities to let us
know if we had captured what we heard from them and had accurately developed goals and actions to respond to
the issues they raised. We reached out to key stakeholders to ask for their comments and to ask for input on how
we could work together to implement the strategic plan. The response to the draft goals and actions was very
positive.
Next Steps
Staff will prepare a report and recommend a 2019-2022 City of Kitchener Strategic Plan to Council in June.
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CS75 Business Plan Alignment Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Align the planning, priority setting and decision making of the strategic planning, budget preparation and business
planning processes for the preparation of the 2020 business plan, ensuring clear connections between all three.
Recent Progress
Meetings have taken place with financial services and Service Co-ordination and Improvement Managers to identify
timing and process improvements to ensure alignment.
Next Steps
Draft work program.
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CS73 Corporate Project Management Needs Assessment Status as of Apr 302019: NOT STARTED
Expected Completion: Dec-2020
Description
Conduct a needs assessment and develop recommendations on how the City can benefit from using project
management corporately to effectively deliver on its priorities.
Recent Progress
Next Steps
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COMMUNITY SERVICES DEPARTMENT – Projectsand Programs
Administration - Community Services Michael May (519)741-2200 ext. 7079
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NB63 Mayor’s T ask Force on Equity, Diversity and Inclusion (Strategic Item) Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2020
Description
The Mayor’s Task Force on Diversity, Equity and Inclusion will create a Diversity, Equity and Inclusion Strategy for
the City of Kitchener focused on better engaging and serving marginalized and under-represented people, as well as
creating a more inclusive City workplace.
Recent Progress
Recruitment of Task Force Project Manager completed. Co-chairs (staff and community) and staff members for
the Task Force identified.
Next Steps
Confirm task force membership from community organizations. Develop/launch application process for community
members at large.
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NB64 Comprehensive Grants Review Status as of Apr 302019: ON TRACK
Expected Completion: Aug-2020
Description
Review the City’s current grants program to identify opportunities for improvements.
Recent Progress
Initial meetings have occurred to discuss/determine the scope of the project.
Next Steps
Confirm the scope of the project and create the project charter.
By-Law Enforcement Gloria MacNeil (519)741-2200 ext. 7952
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CS03 Research Best Practices on Cat Licensing/Microchipping Status as of Apr 302019: DELAYED
Expected Completion: Dec-2019
Description
Research a variety of options and best practices to better control the cat population and encourage responsible cat
ownership.
Recent Progress
Staff have contacted several municipalities and received responses to a list of questions relating to licensing,
microchipping and best practices.
Next Steps
Staff plan to report back to Council with the results of the best practices research. Final report to Council is
expected in Q3 2019. End date moved from April 2019 to December 2019.
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By-Law Enforcement GloriaMacNeil (519)741-2200ext. 7952
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CS56 Administrative Monetary Penalties System (AMPS)Status as of Apr 302019: ON TRACK
Expected Completion: Aug-2019
Description
Research and develop removal of the parking ticket process from the Regional Court House and implement an
internal process that could be shared with Waterloo, resulting in a more efficient and customer-focused process.
Recent Progress
The AMPS program was approved at Committee and Special Council in April including a Procedural by-law,
Screening and Hearing Officer by-law and a by-law to amend all existing parking by-laws.
Staff are currently finalizing the background work to support the AMPS program and a new contract with the
Ministry of Transportation. Progress has included ordering of new tickets, testing the software that supports the
ticket process and finalizing the Standard Operating Procedures (SOPs).
Next Steps
Staff will report to Committee in May regarding all of the required policies to support the AMPS program per the
legislation. City of Kitchener and Waterloo staff are actively recruiting for the Hearing Officer positions. The
AMPS program will go live in June 2019.
Corporate Customer Service Jana Miller (519)741-2200 ext. 7231
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OG23 Close the Loop with Citizens Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Expand the 2018 auto-notification (Close the Loop) pilot to enable citizens to receive email notifications for all
parking complaints.
Recent Progress
Timeline for the project has been developed.
Next Steps
Work continues with By-law and IT to address technology needs of the project, determine any staff training needs,
and begin development of content for case opening and closure emails for various complaint types.
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OG19 Development of the Online Customer Service Portal Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2020
Description
Develop and launch a centralized online service portal where citizens can access their e-services in one place
through a personalized, single sign on account.
Recent Progress
Internal staff team confirmed; weekly project meetings are occurring. High-level project plan has been developed.
Budget approval received from Council in January. Discovery work leading to inventory of required system
integrations is complete; investigation of single sign-on options is underway. User consultation for portal's first
phase services has been completed.
Next Steps
Council to confirm portal vendor selection in mid-May 2019. The Knowledge Management Associate position which
will create portal content and document business processes will be hired in June 2019.
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Fire JonRehill (519)741-2200ext. 5500
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CS67 Direct Detect Business Case Analysis Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Conduct a business analysis to reassess current business practices, analyze technology systems, determine future
needs and implement the necessary steps to improve the direct detect program.
Recent Progress
The Direct Detect project team continues to advance the project. The project framework consists of three
significant areas of focus: 1) product review 2) financial analysis and 3) next steps/solutions. Product review and
financial analysis are complete.
Next Steps
Over the next quarter, the project team will meet to advance the final area of focus: developing growth projections,
a technology plan, marketing and advertising campaign and future resources study.
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CS61 Replacement of Fire Department Dispatch System Status as of Apr302019:COMPLETED
Expected Completion: Aug-2019
Description
Implement the Intergraph Computer Aided Dispatch (CAD) system with Waterloo Regional Police Services to
enhance interoperability between the two public safety agencies. The current CAD system is approaching the end of
its life cycle and must be replaced.
Recent Progress
The implementation team met all the project milestones and successfully implemented the Intergraph CAD on April
24, 2019. Staff will monitor day to day operations to ensure the functionality of the CAD system between the two
agencies.
Neighbourhood Programs & Services Mark Hildebrand (519)741-2200 ext. 7687
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NB29 Business Case for Mill Courtland Community Centre Expansion Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Engage community residents/stakeholders in a needs assessment and business case to determine the requirements
for an addition to the community centre.
Recent Progress
Internal staff team continues to discuss project limitations and scope.
Next Steps
Terms of reference for business case will be developed in Q4 2019.
NB42 Doon Pioneer Park Community Centre Expansion-Design & Construction
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2019: ON TRACK
Status as of Apr 30
Expected Completion: Dec-2019
Description
Commence the design and construction of expanded space at the Doon Pioneer Park Community Centre, including a
gymnasium and other program and partner spaces to meet the needs of the growing community.
Recent Progress
Since the winter thaw construction has started up again. Project is meeting revised timelines and is on budget.
Next Steps
Construction planned to continue through to fall 2019.
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Neighbourhood Programs & Services Mark Hildebrand (519)741-2200ext. 7687
NB58 Review of Community Centre Use of Space and the Neighbourhood Association Affiliation Policy
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Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
This action comes from the Community Centre Audit and as an action of the love my hood strategy. There is a desire
in the community to review and consider expanding the existing policy on community use of space at our
community centres. Also connected to this is the Neighbourhood Association Affiliation Policy. There is a
recommendation to develop a clearer and comprehensive affiliation policy including well defined expectations, roles
and responsibilities for the City and our Neighbourhood Associations.
Recent Progress
An extensive internal engagement process with staff from across the Neighbourhood Programs and Services division
and beyond is complete. Individual meetings conducted with Neighbourhood Associations to gain perspective on
their work and how staff can support them.
Next Steps
Continue to engage with Neighbourhood Associations, reporting back to them on key themes and learnings from
individual meetings and their written submissions. A series of workshops are planned with staff and community
groups plan for the future of our community centres.
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NB59 Huron Brigadoon Area School / Community Centre Construction Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2021
Description
Partner with the Waterloo Region District School Board (WRDSB) in the construction of a joint school/community
centre in the Huron Brigadoon area.
Recent Progress
Architect has been hired by the WRDSB and project team has been developed, including representation from the
City of Kitchener Neighbourhood Programs and Services and Facilities Management divisions.
Next Steps
Facility design has started in conjunction with the WRDSB.
Sport Kim Kugler (519)741-2200 ext. 7544
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NB55 Neighbourhood Use of Schools and Faith Based Facilities Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
This action is a recommendation from the City’s ‘lovemyhood’ strategy and supports positive change in
neighbourhoods through exploring and starting conversations with school boards and faith based facilities for
greater access to their indoor and outdoor facilities.
Recent Progress
An inventory list with contacts for schools and faith based facilities with rental space availability for the community
has been developed.
Next Steps
Develop a communication strategy to inform neighbourhood and sport groups of the availability of school, church or
unique rental spaces in the community and how to access them.
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Sport KimKugler (519)741-2200ext. 7544
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CS66 Leisure Facilities Master Plan Status as of Apr 302019:COMPLETED
Expected Completion: Apr-2019
Description
Complete the Leisure Facilities Master Plan (LFMP) to provide the foundation for investment in existing leisure and
recreation facilities and services and determine future facilities and services within the City of Kitchener. The plan
will provide recommendations on new facilities to be incorporated into the development charges by-law.
Recent Progress
The Leisure Facilities Master Plan, along with the list of indoor and outdoor recreation facilities eligible for development
charge funding, was approved by Council on April 1, 2019. Recommendations from the 2019 Leisure Facilities Master
Plan will be prioritized and captured through the business planning process. Funding for the prioritized list of indoor
and outdoor recreation facilities eligible for development charge funding will allocated through the development
charge process, which is expected to be complete in June 2019. The next Leisure Facilities Master Plan will be
complete in 2023.
CORPORATE SERVICES DEPARTMENT – Projects and Programs
Office of the Mayor & Council Paul Grivicic (519)741-2200 ext.7795
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EC11 Intergovernmental Relations - Passenger Rail Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Work in collaboration with partners in the Toronto/Waterloo Region corridor to advocate for improved GO
passenger rail service including high speed rail as a priority infrastructure investment for the provincial
government.
Recent Progress
In late 2018 and early 2019, the provincial government and Metrolinx announced their plans for Two-Way All-
Day GO (TWADGO) Rail service on the Kitchener Line. Metrolinx is studying TWADGO and plans to release their
report later in 2019. In the April 11, 2019 provincial budget, the province announced a pause for High Speed
Rail.
Next Steps
City staff will continue to work with Connect The Corridor partners to advocate for Two-Way All-Day GO (TWADGO)
rail service along the Kitchener Line, and support Metrolinx's 2019 study as much as possible by providing data to
support TWADGO. High Speed Rail, although continuing with the Environmental Assessment but now on pause,
needs further clarity from the provincial government moving forward (i.e. move forward or formally cancel).
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SE15 Intergovernmental Relations - Municipal Infrastructure Funding Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Advocate for greater infrastructure funding for municipalities from the federal and provincial governments.
Recent Progress
In March 2019, the provincial government announced that it is opening the application intake and moving
forward with two of the four federal funding streams: Rural & Northern Infrastructure Fund, and Public Transit
Infrastructure fund. It was also announced that they intend to commence all four funding streams in 2019.
Next Steps
The remaining two federal funding streams (Green Infrastructure Fund, and Community, Culture, and Recreation
Infrastructure Fund), are expected to move forward later this year. All four funding streams are on track to
commence during 2019.
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Corporate Communications & Marketing Nicole Amaral (519)741-2200ext. 7861
OG24MunicipalResponsetotheTruthandReconciliationCommissionCallstoAction(StrategicItem)
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Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
This project will result in a potential municipal response for Council consideration to the 2015 Truth and
Reconciliation Commission’s Final Report, including its Calls to Action, and identify and make recommendations for
other ways the City can support Indigenous peoples in Kitchener. Deliverables will include a staff report detailing the
full scope of work and a report with recommendations on our approach to key issues defined through the initial
project scope.
Recent Progress
New community relationships are being developed which is helping to further understanding on the scope for
reconciliation.
Next Steps
A draft land acknowledgement is under review and a report is being prepared for Council's consideration which will
outline relevant calls to action from the Truth and Reconciliation Commission, and make recommendations on next
steps to advance reconciliation work by the corporation.
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OG20 Parks, Playgrounds and Trails Community Engagement Review Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
This action is a recommendation from the City’s lovemyhood strategy and supports the implementation of
improvements to public spaces in the city by prioritizing the way the City engages with residents in the development
or redevelopment of neighbourhood parks, playgrounds and trails. There will be a focus on serving the specific
needs of residents in terms of ages, interests, abilities and cultural backgrounds.
Recent Progress
Internal discussions have identified the scope and goals for the project, as well as staff stakeholders.
Next Steps
Staff are currently developing a project plan.
Legislated Services Christine Tarling (519)741-2200ext. 7809
CS68 Electronic Records Management Strategy Status as of Apr 30th 2019: ON TRACK
Expected Completion: Dec-2019
Description
Implement the necessary and appropriate strategies, tools, processes and skills to systematically control the
creation, distribution, use and disposition of the City’s electronic records/information maintained as evidence of
business activities and transactions.
Recent Progress
Conducted research on strategies on how to apply the City’s Records Retention Schedule to records stored in
. Identified different
databases, City’s official web-based records and, City’s official social media records
approaches/options for applying retention to official records and identified stakeholders that need to be involved in the
project implementation.
Next Steps
Identify resource requirements. Engage stakeholders and gather information to solidify approaches/options
identified and further research tools to aid in managing official records in City’s webpages (internet andintranet)
and social media records.
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Legislated Services Christine Tarling (519)741-2200ext. 7809
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CS37 Online Business Licensing Status as of Apr 302019: ON HOLD
Expected Completion: TBD
Description
Implement the first phase of online business licensing (e.g. pilot with business license renewals).
Recent Progress
Staff have completed the folders required for implementation and taken this project as far as possible within its
control; further progress requires the AMANDA 7 upgrade to be completed.
Next Steps
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CS18 Electronic Agenda Management Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2020
Description
Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined manner.
Recent Progress
Completed a needs assessment through one-on-one interviews and group workshops with internal stakeholders
(including staff and Council) aimed at identifying "pain points" with the current agenda management process.
Completed a municipal scan of best practices in the field of meeting management. Met with vendors to discuss and
learn about third-party software. Currently evaluating the results of the needs assessment to finalize a
recommendation to the Corporate Leadership Team.
Next Steps
Conduct a comprehensive review of the agenda preparation process for standing committees and Council meetings
through a LEAN perspective to identify and implement efficiencies. Continue investigating potential implementation
of a third-party application that leverages existing technology owned by the City. Report back to Corporate
Leadership Team on findings and recommendations.
Technology Innovation & Services Dan Murray (519)741-2200 ext. 7825
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EC07 Broadband & Fibre Optic Infrastructure Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Work collaboratively with stakeholders to explore options to either encourage third party fibre optic investment in
Kitchener or partner with others to provide improved high-speed broadband infrastructure for Kitchener. High
speed internet access is increasingly viewed as essential infrastructure for a globally competitive economy.
Recent Progress
More information on the major carrier’s plans have been obtained allowing further refinement of the City’s
approach. Information on 5G implementations and approaches from the US will also be incorporated and influence
recommendations.
Next Steps
Further stakeholder consultation with the new information still needs to be completed before reporting back to
Council. A report outlining suggestions to prepare the City for Southwestern Integrated Fibre Technology (SWIFT),
5G implementations including both small cell and macro cell sites fibre will then be prepared for Committee.
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Technology Innovation & Services Dan Murray (519)741-2200ext. 7825
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CS62 Development of Public Internet Access Standard Status as of Apr 302019: COMPLETED
Expected Completion: Apr-2019
Description
Digital Kitchener outlined the development of a Public Internet Access Standard as part of the Inclusive theme. This
project will include working with community partners to define what attributes would constitute public access and
then using that definition, developing a minimum standard of free public Internet access to be adopted by the City.
This minimum standard can then be used to direct future investments for public access terminals or free Wi-Fi in
future projects.
Recent Progress
A Public Access to Technology (PATs) measurement standard has been developed and reviewed with stakeholders.
The standard sets benchmarks for service and defines metrics that will be used to measure our impact and
improvements over time. A number of initiatives that support public access to technology were included in the
SmartWR Smart Cities Challenge proposal as well. A Public Access to Technology (PATs) measurement standard is
complete, pending review and approval from Council in June 2019.
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CS64 Civic Innovation Lab at Communitech Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2020
Description
The establishment of a Civic Innovation Lab is a significant initiative in support of the Digital Kitchener strategy. The
lab is fully operational and is half way through a pilot project which concludes after 3 years. The focus is on
developing innovative solutions where Internet of Things (IoT) can help solve municipal challenges, work continues
on IoT projects in 2019.
Recent Progress
In 2018, the Lab developed an Internet of Things (IoT) data platform tool called CLARA. Several pilot projects are
underway including smart garbage receptacle monitoring, smart parking, asset tracking and research into smart
metering for gas and water. We just recently welcomed our next cohort of co-ops to the lab and development work
will continue through 2019 on these pilots.
Next Steps
Several pilots will continue through 2019 with new co-ops starting at the end of April. Work is underway for
pedestrian/bicycle counting, environmental sensing as well as some augmented reality videos and machine learning
exploration.
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CS65 Implementation of the Digital Kitchener Strategy Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2021
Description
Digital Kitchener, a four year digital strategy approved by Council in 2017, is a vision to make Kitchener more
Connected, Innovative, On-Demand and Inclusive. An annual work plan will be developed which includes a number
of initiatives that fulfill the action steps outlined in Digital Kitchener and help realize the vision. Staff will report back
to Council on the progress of the plan annually.
Recent Progress
An update was provided to Council in April on progress thus far for Digital Kitchener and the 2019 work plan. The
plan was endorsed by Council.
Next Steps
An update will come back to Committee for the Public Access Standard as well as 5G research and recommendations
over the next few months. Work will begin on the 2019 action plan items shared with Council over 2019.
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DEVELOPMENT SERVICES DEPARTMENT – ProjectsandPrograms
Administration - Development Services JustinReadman (519)741-2200ext. 7646
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CS74 Development Services Review (Strategic Item) Status as of Apr 302019: ON TRACK
Expected Completion:Aug-2020
Description
Kitchener is going through an extraordinary transformation that can be seen happening all around us. To ensure we
are in the best position possible to respond to exciting changes to the community we serve, the City is undergoing a
review of our development services to bring greater focus, coordination and accountability to our development
functions.
Recent Progress
A variety of engagement activities took place in the first quarter of 2019, including strategic sessions, focus groups,
and drop-in sessions to better understand participant's past experience with development-related services,
priorities for the review, and to articulate a shared vision for all development services stakeholders (i.e. Council,
Staff, community members, the development community) for what it means to work together to build a great city.
A staff report and presentation were prepared for May Committee/Council.
Next Steps
A project update will be presented to Council in May 2019 which will include the proposed shared vision for
development services stakeholders as well as the project scope and schedule for the first year of the development
services review. Preliminary feedback will be solicited from stakeholders until May 31, 2019 on how to improve the
site plan process and public engagement processes across development services, at which point a detailed review of
these processes will begin.
Building Mike Seiling (519)741-2200 ext. 7669
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CS55 AMANDA 7 and Public Portal Review Status as of Apr 302019: DELAYED
Expected Completion: Aug-2019
Description
The AMANDA software system requires a significant upgrade; AMANDA 7. Prior to implementation, testing of scripts
and set-up of security groups and reporting tools is necessary. The existing public portal is integral to the core
business. The project will include reviewing the existing public portal and other software options.
Recent Progress
Staff have worked with the vendor to identify required amendments to the software in advance of testing, which
has resulted in a delay in completing the project. The final product will be available for full testing at the end of May.
Next Steps
Staff will test and approve the public portal recently delivered by the vendor. Once tested and approved,
Technology, Innovation & Services (TIS) will complete a security scan prior to full implementation. The anticipated
completion of the project has moved from April to August 2019.
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Economic Development CoryBluhm (519)741-2200ext. 7065
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EC29 Review of the Make It Kitchener Strategy (Strategic Item) Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Conduct a review of the Make It Kitchener strategy.
Recent Progress
Staff have started developing a public consultation plan.
Next Steps
Stakeholder consultation is planned to occur between July and September 2019, with a major public consultation
event in September. Based on community input, a draft strategy will be presented to Council in Fall 2019.
Engineering Hans Gross (519)741-2200 ext. 7410
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SE05 Low Impact Development Design Guidelines - Stormwater Utility Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Low Impact Development (LID) is an approach to storm water management that mimics a site's natural hydrology as
the landscape is developed. Using the Low Impact Development approach, storm water is managed on-site and the
rate and volume of storm water reaching receiving waters is unchanged from predevelopment levels. These
guidelines will be integrated into the existing Development Manual.
Recent Progress
As of last fall there have been 5 full road reconstruction projects tendered and constructed with LID incorporated
into the design (permeable concrete parking laybys, exfiltration systems in the storm sewer, bioretention and oil
and grit separation units). The incremental cost of including LID to mitigate extreme weather events is 3-5% of the
total project cost. LID continues to be incorporated into all construction works across the municipality to meet the
criteria established in the City's stormwater management policy (MUN-UTI-2003) and the Integrated Stormwater
Management Master Plan (2016).
Next Steps
An update to the Development Manual will incorporate changes to MUN-UTI-2003 as well as the design guidelines
and resources developed by the Toronto Region Conservation Authority and Credit Valley Conservation Authority
for LID implementation. A report to Council is expected in the Fall of 2019 outlining the newly updated Development
Manual. Internal engineering standards will continue to be refined as experience is gained in design and
construction projects being led by the Engineering Division and Stormwater Utility.
Planning Alain Pinard (519)741-2200 ext. 7319
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NB13 Sustainable Development Feasibility Study (Strategic Item) Status as of Apr 302019: COMPLETED
Expected Completion: Apr-2019
Description
Working with partner organizations, under the Federation of Canadian Municipalities (FCM) Green Municipal Funds
program, undertake a feasibility study to help inform sustainable development practices at a site or neighbourhood
scale. The emphasis is to be on energy sustainability.
Recent Progress
Report endorsed by Committee and Council in March 2019.
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Planning Alain Pinard (519)741-2200 ext. 7319
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NB65 Affordable Housing Strategy (Strategic Item)Status as of Apr 302019: ONTRACK
Expected Completion:Dec-2020
Description
Create an affordable housing strategy for Kitchener in collaboration with the Region of Waterloo, community groups
and the development industry.
Recent Progress
A new, temporary staff position was created and recruitment is underway. This individual will be tasked with project
management responsibilities related to the creation of an affordable housing strategy for Kitchener.
Next Steps
A work plan is being developed and staff report being prepared for June 2019.
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NB43 Heritage Best Practices Implementation Status as of Apr 302019: ONTRACK
Expected Completion: Dec-2019
Description
In follow up to Report CSD-15-08 which recommended the development of a variety of best practices regarding the
conservation of cultural heritage resources. The focus for 2019 will be on updates to delegated approval authority
and requirements for proposed demolition of listed properties.
Recent Progress
Staff have conducted municipal best practices research regarding delegated approval and submission requirements
for the demolition of listed properties on the heritage registry. There has been sufficient discussion with Heritage
Kitchener to proceed in drafting an update to the delegated approval by-law and supporting staff report.
Next Steps
Staff will work with the City's Legal Services to draft a new delegated approval by-law and supporting staff report for
consideration by Heritage Kitchener and Council.
Staff will prepare a discussion paper regarding submission requirements for the demolition of listed property, for
discussion at Heritage Kitchener.
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NB11 Comprehensive Zoning By-law Review Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Undertake a multi-phase, comprehensive review of the City's Zoning By-law 85-1 to implement the new Official Plan
and other required changes. The focus for 2019 will be on completing Stage 1 of the new Zoning By-law (Non-
Residential) and working on Stage 2 (Residential).
Recent Progress
Meetings with landowners/representatives regarding public comments were undertaken and issues resolved. The
final by-law for non-residential zones (stage 1) was approved by Committee and Council in April with some deferrals.
Work on residential zones (stage 2) has been re-initiated.
Next Steps
Staff will work to resolve several matters that were deferred from Council's April approval of stage 1 and return for
a decision on these in the spring. The next focus for 2019 will be on stage 2 – residential zones. Public and
development industry consultation on the residential base zones will occur in the spring and summer. Staff will
work with stakeholders to resolve issues and bring a by-law for Council and Committee to consider for approval in
the fall.
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Planning Alain Pinard (519)741-2200ext. 7319
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NB21 Hidden Valley Land Use Study Status as of Apr 302019: ON TRACK
Expected Completion: Aug-2019
Description
Develop a master/community plan for the Hidden Valley area. This project will identify any public interest in the
Hidden Valley lands including opportunities to protect and/or acquire natural features and sensitive lands.
Implementation will be through Official Plan and Zoning Bylaw amendments.
Recent Progress
A draft land use master plan document was prepared and circulated to stakeholders for comment.
Next Steps
Staff to present the land use master plan document to Committee and Council in June.
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NB26 Urban Design Manual Status as of Apr 302019: ONTRACK
Expected Completion: Dec-2019
Description
Create a new urban design manual to implement the new Official Plan, make the document more efficient and
effective, complement specific design briefs and provide guidance on City building and design expectations to
ensure vibrant new development in Kitchener.
Recent Progress
Consideration of stakeholder feedback and preparation of a final draft of the manual has been undertaken over the
last several months.
Next Steps
Industry and community consultation will continue through the spring and summer. Staff will present manual for
Council approval in the fall.
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NB36 Incentives for Design/Architectural Innovation and Excellence Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Evaluate potential incentives for the development of landmark building design and architecture at strategic
locations within the City.
Recent Progress
Design and Architectural excellence has been included as a community benefit within the Downtown Bonusing
provisions in the City's new zoning by-law (CRoZBy). This means that landmark building design and architecture is
incentivized through the development approval process. It is one of the pre-defined community benefits that
qualifies a developer to obtain additional density.
Next Steps
The Kitchener Great Places award nominations are underway, and the award ceremony has been scheduled for early
November. This award program has been reviewed/amended in part to support this project. Staff will continue to
review other potential incentive possibilities.
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Transportation Barry Cronkite (519)741-2200ext. 7738
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NB18 Complete Streets Policy (Strategic Item) Status as of Apr 302019: DELAYED
Expected Completion: Dec-2019
Description
The City of Kitchener has a number of policies and practices that promote complete streets. The development of a
complete street policy would review best practices and combine elements into a coordinated policy document that
ensures planning, design and implementation of an element of the City’s transportation network considers and aims
to meet the needs of all users regardless of age, ability and travel choice.
Recent Progress
Community engagement has been conducted. Staff have been working on identifying key principles and cross-
sectional street designs; however, due to several constraints, the project has experienced a delay. Approximately
half of the policy has been drafted to-date.
Next Steps
Staff will complete the draft policy and circulate the document for comment. It is anticipated that staff will present
the policy to Council in September. Project end date has been moved from Aug to Dec 2019.
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SE12 Cycling and Trails Master Plan Update (Strategic Item)
2019: DELAYED
Status as of Apr 30
Expected Completion: Apr-2020
Description
Updating the 2010 Cycling Master Plan will include on-road cycling facilities, as well as incorporate off-road trails
cycling infrastructure. Cycling related education and programming will be addressed.
Recent Progress
A consultant was hired and the project was initiated, however, the project has been delayed as a result of this
process. Community working groups were developed and are scheduled monthly throughout the project. Branding
has been established. A community engagement plan has been finalized.
Next Steps
A strategy session will be held with Council on May 27th. A launch event is planned for June at Stanley Park on
Neighbours day. Community engagement will continue through the summer. The end-date for the project is
anticipated to be April 2020, moved from December 2019.
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NB34 Community Traffic Safety Advisory Committee Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Consider options to revise the mandate of an existing advisory committee to create a co-operative partnership
between City staff, community groups and other agencies that seek to enhance traffic and pedestrian safety in
Kitchener. The committee will provide input and feedback on traffic safety issues such as school zone concerns,
traffic calming requests and traffic-related education initiatives.
Recent Progress
Other regional municipalities were contacted and have confirmed that there is no interest in forming a new
committee. As such, the existing cycling and trails advisory committee supports maintaining the existing committee
structure, and has agreed to redefine and broaden their scope.
Next Steps
A report and new terms of reference will be written that recommends changing the existing cycling and trails
advisory committee to a committee that includes all aspects of transportation and trail safety.
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Transportation Barry Cronkite (519)741-2200ext. 7738
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NB46 Automated Speed Camera Program for Traffic Calming Status as of Apr 302019: ONTRACK
Expected Completion: Dec-2019
Description
Subject to the passing of new Provincial legislation related to speed cameras, staff will investigate the potential use
of this technology to address speeding concerns in school zones.
Recent Progress
A Request for Proposal (RFP) has been issued by the City of Toronto on behalf of most communities in southern
Ontario, including Waterloo Region. The Region has agreed to lead the initiative. One camera is proposed to be
rotated amongst 32 locations throughout the Region (four in Kitchener). The Region is intending to forward a report
to Regional Council following the awarding of the RFP recommending adoption of an Automated Speed Enforcement
(ASE) program in the Region of Waterloo.
NextSteps
The four schools that will receive the ASE unit will be identified and a staff report will be prepared for Councils
consideration. The City of Kitchener will work with the Region to develop a public communications plan.
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NB61 Review Municipal Roadway Speed Limit Status as of Apr 302019: ON TRACK
Expected Completion: Aug-2019
Description
Review and/or establish a new uniform posted speed limit for municipal roadways.
Recent Progress
Research has been completed and it has been determined that a holistic change in uniform speed limit is not
feasible. However, the Highway Traffic Act allows the City to establish “neighbourhood safety zones” where speed
limits can be reduced. Staff have determined that the preferred approach is to establish a pilot project in one or
two neighbourhoods in the City to measure the effectiveness of this approach. This is a joint initiative with the City
of Waterloo, who will be recommending a similar approach.
Next Steps
Staff will work to identify an appropriate neighbourhood for the pilot project. Staff will prepare a report to Council
recommending the location of the pilot project installation, which is anticipated to be installed in the fall.
FINANCIAL SERVICES DEPARTMENT – Projects and Programs
Administration - Financial Services Jonathan Lautenbach (519)741-2200 ext. 7334
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CS09 Long Term Financial Plan (Strategic Item) Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Prepare a consolidated long term financial plan that will be the financial framework for the City going forward. The
framework will incorporate policy work pertaining to reserves, debt, and enterprise investments.
Recent Progress
Council approved the project scope and timeline in April. The draft long term financial plan will be brought forward
to council this fall.
Next Steps
A Council strategic session is planned in May focusing on two specific issues: Infrastructure Funding and Operating
Budget Room (Expiring Debt)
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Accounting Brenda Johnson (519)741-2200 ext. 7647
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CS69 Automation of Payment Processing Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Multi-phase project including investigation and automation of corporate credit card processing, online travel and
expense claims, and electronic storage in SAP of payment documentation such as invoices and cheque remittances
in an effort to reduce paper and streamline processes.
Recent Progress
Analyzed feedback from administration and management stakeholders, and from SAP Collaborative Value
Assessment and proposing that an electronic purchasing solution is recommended to best meet the procurement
needs for low-dollar high volume purchases. This is being investigated by SAP Business Solutions, Procurement, and
Accounting. Staff are moving to next phase of the project – automation of corporate credit card automation. Staff
have met with TIS to have current corporate credit card processing mapping completed.
Next Steps
Investigate credit card automation solutions. Different options include SAP, Concur, US bank, and investigate what
other municipalities are currently using.
Financial Planning Ryan Hagey (519)741-2200 ext. 7353
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OG10 Participatory Budgeting (Strategic Item) Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Report on pilot project that enables community members to directly decide how to spend part of the City'sbudget,
allowing them to make budget decisions that affect their lives.
Recent Progress
As part of the participatory budgeting pilot project, the City identified a budget to invest in two neighbourhood
parks and staff worked with neighbours to make decisions around what they wanted to see included. Each
community voted over multiple stages to select the final park design for construction. Sandhills Park is
currently with procurement services and it is anticipated that work will commence in spring and be completed
through the summer. Plans are finalized and site work has commenced using internal resources. Works
identified through the Participatory Budgeting (PB) process for Elmsdale have been relocated to the Chandler
Mowat Community Center (CMCC) after site works identified that the previous use of the site as a landfill
made implementing the elements unwise. Engagement and consultation on the final design of the PB elements
at CMCC has been completed and a final plan is being developed. It is anticipated work will be undertaken
through summer on implementing improvements.
Next Steps
Staff are preparing final report evaluating the participatory budgeting process in conjunction with the
University of Waterloo. It is anticipated that all works being implemented at Sandhills Park and CMCC will be
completed in 2019, though minor elements may need to be addressed in early 2020.
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CS41 Development Charges Background Study (2019) Status as of Apr 302019: ON TRACK
Expected Completion: Aug-2019
Description
5-year update to the City’s Development Charges Background Study and By-law as required by legislation.
Recent Progress
Background work completed, and draft Development Charge (DC) Study and Bylaw published. Stakeholder input
session in early May, with public input meeting in mid-May.
Next Steps
Final Council approval of DC Study and Bylaw in June.
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Revenue Saleh Saleh (519)741-2200 ext. 7334
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OG26 Development of a Water Leak Policy Status as of Apr 302019: COMPLETED
Expected Completion: Aug-2019
Description
The purpose of this policy is to provide customers defined relief from water leaks which may occur as a result of
malfunctioning toilets, water softeners, leaking taps inside or outside, reverse osmosis units, irrigation systems and
ruptured pipes on the customer’s side of the water meter.
Recent Progress
A Water Leak Adjustment policy was completed ahead of schedule and approved by Council in March 2019,
allowing Kitchener Utility residential customers’ limited financial relief for highwater consumption due to leaks.
This policy also supports water conservation as it encourages customers to fix leaks due to plumbing failures.
The Leak Adjustment policy and the application forms have been posted on the Kitchener Utilities website.
Procurement Margaret Fisher (519)741-2200 ext. 7241
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OG08 E-Tendering Status as of Apr 302019: ON HOLD
Expected Completion: TBD
Description
Implement an e-tendering module to enable vendors to self-identify for interested commodities, access bid
documents and drawings and submit tenders, proposals and quotations electronically.
Recent Progress
No further work has been done in 2019.
Next Steps
The final stage of receiving vendor proposals (RFP documents) and using on-line evaluations on bids and tenders
system will be implemented once the procurement project with the consultant has been completed.
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CS71 Purchasing Procedures to Support New By-law Status as of Apr 302019: ON TRACK
Expected Completion: Dec-2019
Description
Develop purchasing procedures that support by-law and complete an analysis of current Procurement templates.
RecentProgress
A consultant recently completed and presented their summary of findings and recommendations in the Snapshot
Review and RADAR (Risk Assessment, Diagnostic and Recommendation) Report. This included results from their
review of on-line survey results, procurement templates, policies, procedures, protocols, by-law as well as
interviews with selected representatives across the city.
Next Steps
Present summary of consultant's findings, recommendations and next steps of project to the Corporate
Leadership Team. Working with the consultant and internal legal representative, draft policies, procedures,
protocols and updated solicitation document templates.
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INFRASTRUCTURE SERVICESDEPARTMENT – Projects and Programs
Facilities Management Asad Qureshi (519)741-2600 ext. 4424
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EC28 Rehabilitation of City Hall Outdoor Spaces Status as of Apr 302019: ON TRACK
Expected Completion: Apr-2020
Description
Final design of City Hall outdoor critical infrastructure.
Recent Progress
A Request For Proposal (RFP) for professional services to complete the final design and contract administration was
completed by staff and posted to the City's website. RFP was closed on May 1st and will be awarded by June 2019.
Next Steps
Once the current Request For Proposal is awarded, work will begin on final construction specifications with
tendering for construction works anticipated Q4 2019.
Parks & Cemeteries Niall Lobley (519)741-2600 ext. 4518
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Status as of Apr 302019: COMPLETED
SE06 Sustainable Urban Forest Strategy (Strategic Item)
Expected Completion: Apr-2019
Description
This project will include the delivery of a Sustainable Urban Forest Strategy which will set the course of action for a
socially desirable urban forest that can be achieved and maintained based on the true capacity of the City to
manage resources. Work will also include recommendations regarding how the City can create a citywide public-
private program which is a recommendation from the City’s ‘lovemyhood’ strategy.
Recent Progress
In April Council approved Kitchener's first sustainable urban forest strategy and implementation plan. Council's
approval occurred after a comprehensive planning exercise and community engagement process. Staff will now
focus on implementing the plan based on approved priorities and funding.
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SE29 Complete Winter Maintenance Pilots – Sidewalks and Trails Status as of Apr 302019: ON TRACK
Expected Completion: Aug-2019
Description
This work includes completing two pilot projects for the winter sidewalk maintenance (proactive by-law; assisted
services; neighbourhood snowblower initiative) and the year-round maintenance of trails in school zones.
Recent Progress
Staff completed the implementation and evaluation of three pilot programs for winter sidewalk maintenance:
Proactive Inspection, Assisted Services for Sidewalks and Windrow Clearing and Neighbourhood Shared Snow
Blower. A staff report has been prepared for the May 13, 2019 Committee and May 27, 2019 Council meeting
that reviews past efforts regarding improvements to the City’s winter sidewalk maintenance practices,
presents the analysis and results of the pilot programs evaluation, and provides recommendations and
options for the 2019/2020 winter season and beyond. Staff also completed the year-round maintenance of
trails in school zones pilot and are preparing a staff report for June Committee/Council, which includes the
evaluation of that pilot and community engagement completed around the project.
Next Steps
Following direction from Council in May, staff will prepare for the implementation of the program for the winter
2019/2020 by selecting and coordinating routes, developing engagement materials, and developing an evaluation
system. The Year-round Maintenance of Trails in School Zones report is scheduled for June 10, 2019 Committee
and June 24, 2019 Council.
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Parks & Cemeteries Niall Lobley (519)741-2600 ext. 4518
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CS59 Parkland Dedication Policy Update Status as of Apr 302019: ON TRACK
Expected Completion: Apr-2020
Description
Comprehensive review and update of the current Parkland Dedication Policy related to acquiring parkland (or cash-
in-lieu payment) through development applications.
Recent Progress
Long Range Planning will be undertaking stakeholder engagement as the primary stakeholders involve the
development community. Announcements within Bill 108 may impact scope/delivery.
Next Steps
An internal staff review of the draft policy, by-law and discussion paper is planned. Consultation with affected user
groups to be scheduled in Q3 2019.
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NB56 Reduce Municipal Barriers – Review Permitted Uses in Parks Status as of Apr 302019: ON TRACK
Expected Completion: Apr-2020
Description
This action is a recommendation from the city’s lovemyhood strategy and supports positive change in
neighbourhoods through a review of permitted uses in parks to provide clarity on a range of uses that are
acceptable and outline a streamlined process to review requests for park use. This review will be done in
collaboration with the City’s Neighbourhood Development Office and By-law Enforcement.
Recent Progress
Staff have reviewed the existing status around campfires and have begun to look for specific locations where it
would be pre-approved as well as preparing a public guide on where this work can occur. Staff completed a review
to confirm where and what types of BBQs can occur in parks.
Next Steps
Continue to deliver 'pilot' support materials - campfires and BBQs are two areas which have been reviewed early
and for which program support materials are in development. Q3/Q4 2019 will see initial engagement around
Open Space Strategy within which this work will be included.
Utilities Greg St. Louis (519)741-2600 ext. 4538
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CS60 Utility Meter Mobile Workforce Management System(MWMS)Status as of Apr 302019:COMPLETED
Expected Completion: Dec-2019
Description
Source a highly configurable and flexible mobile workforce management solution to facilitate in field management
of a variety of gas and water related legislated activities. The proposed solution will replace the current paper based
systems, integrate through SAP service orders and Cityworks work orders allowing dispatchers to input into a queue
of work plans delivered to staff by mobile devices through the MWMS.
Recent Progress
The chosen Clevest application has been fully developed and deployed to staff for Water Meters installations and is
in operation in the field. The more fulsome application of this program will continue to be rolled out to various
work areas within gas and water utilities as deemed appropriate and is now considered part of core service
delivery.
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