HomeMy WebLinkAboutCAO-19-018 - 2019 Business Plan Year End ReportStaff Report
Chief Administrator: Office
I R
wwwkitchener.ca
REPORT TO:
Community & Infrastructure Services Committee
DATE OF MEETING:
January 13, 2020
SUBMITTED BY:
Kathryn Dever, Director, Strategy & Corporate Performance,
(519) 741-2200 ext. 7370
PREPARED BY:
Karen Cooper, Manager, Strategic & Business Planning,
(519) 741-2200 ext. 7817
WARD (S) INVOLVED:
All Ward(s)
DATE OF REPORT:
December 19, 2019
REPORT NO.:
CAO -19-018
SUBJECT:
2019 Business Plan Year End Report
RECOMMENDATION:
For Information
EXECUTIVE SUMMARY:
2019 was a year of many achievements for the City of Kitchener, including the completion of 28
projects in the 2019 Business Plan. 2019 marked a transition in the business planning process from
legacy projects implementing the 2015-2018 Strategic Plan to projects implementing the new 2019-
2022 Strategic Plan.
BACKGROUND:
Each year Council approves a list of priority projects to be undertaken by staff that implement the strategic
plan and that are significant to Council and the community. Staff use this list to prepare the annual
Business Plan, and report to Council and the public three times during the year on the status of projects.
Based on recommendations from Compass Kitchener, staff streamlined the 2019 Business Plan project
list and identified projects that reflected a transition between the 2015-2018 Strategic Plan and the 2019-
2022 Strategic Plan. The 2019 Business Plan included 57 projects and 18 ongoing programs as approved
by Council.
This report provides Council and the public with an overview of what was accomplished in the Business
Plan over the course of 2019. Appendix A provides a summary of projects completed in 2019. Appendix
B provides the complete list of the 57 projects and their year-end status, as well as the progress made
on each of the 18 ongoing initiatives.
REPORT:
Overall Status of 2019 Business Plan Implementation
Of the 57 projects in the 2019 Business Plan, 40 were scheduled to be completed in 2019. As of
December 31, 28 projects have been completed, and another 13 are on track to be completed by their
planned end date. 12 projects are delayed, 2 projects are on hold, and one has not been started yet. The
delays are primarily caused by shifts in internal technology, more time needed for involvement of
stakeholders and/or lack of dedicated resources. One project—the Parkland Dedication Policy—was
cancelled due to changes in provincial legislation.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
IF1 - 1
At the end of December 2019, the City will have achieved an overall completion rate of 70% with 28
projects. In 2018, the City achieved an overall completion rate of 19% with 10 projects.
Figure 1 depicts the current status of all projects in the 2019 Business Plan. Figure 2 depicts the
completion rate of projects intended to be completed in 2019.
Figure 1: Year -End Status of All
Projects in the 2019 Business Plan
2019 Project Completions
Of the 28 completed projects,
These projects are:
■ Completed
19 On Track
Delayed
Other
Figure 2: Year -End Status of Projects
Scheduled for Completion in 2019
■ Completed
Delayed
13 projects have been completed since the August reporting period.
• Complete Streets Policy
• Long Term Financial Plan
• Business Plan Alignment
• Comprehensive Zoning By -Law Review
• Direct Detect Business Case Analysis
• Heritage Best Practices Implementation
• Review of the Make It Kitchener Strategy
• Municipal Response to the Truth and Reconciliation Commission
Calls to Action
• Doon Pioneer Park Community Centre Expansion —
Design & Construction
• Incentives for Design /Architectural Innovation and Excellence
• Intergovernmental Relations — Municipal Infrastructure Funding
• Intergovernmental Relations — Passenger Rail
• Neighbourhood Use of Schools and Faith Based Facilities
Appendix A contains the complete list of all 28 business plan projects completed in 2019 and their
accomplishments. Highlights from 2019 include:
• 2019-2022 Strategic Plan — The Strategic Plan is ambitious, including five goals and 25
measurable action statements reflecting the shared aspirations of the community, council and
staff. Implementing the Strategic Plan over this term of Council help to achieve the vision of
Kitchener being an innovative, caring and vibrant city.
• Long Term Financial Plan — The Long Term Financial Plan builds on the city's current financial
strength to ensure that the city is well positioned now and in the future to meet the needs of a
growing community.
IF1 - 2
• Sustainable Urban Forest Strategy — Kitchener's first sustainable urban forest strategy was
developed after extensive community engagement, and provides a community vision as well as
a framework for the actions required to achieve a sustainable urban forest.
• Urban Design Manual — A comprehensive update resulted in an Urban Design Manual that
reflects evolving expectations for the design of buildings and public spaces, making it a
convenient resource for the development community and other stakeholders.
• Complete Streets — The City's Complete Streets guidelines include three goals to be prioritized
in every road reconstruction: design for safety, improve transportation choice, and advance
sustainability.
• Leisure Facilities Master Plan — Based on research, consultations and careful analysis, the new
Leisure Facilities Mater Plan guides recreation priorities over the next 10 years.
• Administrative Monetary Penalties System (AMPS) — Staff have implemented a new process
that makes it easier and faster for residents to resolve parking tickets without having to go through
a provincial court.
• Replacement of Fire Department Dispatch System —An Intergraph Computer Aided Dispatch
(CAD) system has been implemented across the City and Waterloo Regional Police Services to
enhance interoperability between the two public safety agencies.
• Municipal Roadway Speed Limit Review -- In fall of 2019, three neighbourhoods had their
speed limits reduced to 40 km per hour and 30 km per hour in school zones for a one-year pilot.
A report on the results will be brought to Council in 2020.
• Winter Maintenance Pilots — Sidewalks and Trails — Recognizing the importance of providing
year-round safe and accessible sidewalk conditions, staff conducted three pilot programs for
winter sidewalk maintenance in 2019, and will be evaluating nine more in the 2020 winter season.
2019 Projects on Track to Meet Scheduled Completion Date
Of the 29 projects on the 2019 Business Plan that have yet to be completed, the following 13 projects
are on track to be completed by their scheduled end date.
• Rehabilitation of City Hall Outdoor Spaces
• Digital Kitchener Strategy Implementation
• Mayor's Task Force on Equity, Diversity & Inclusion
• Huron Brigadoon Area School/Community Centre
• Mill Courtland Community Centre Expansion Business Case
• Reduce Municipal Barriers — Review Permitted Uses in Parks
• Affordable Housing Strategy
• Comprehensive Grants Review
• Development Services Review
• Civic Innovation Lab at Communitech
• Electronic Agenda Management
• Online Customer Service Portal
• Cycling and Trails Master Plan Update
Ongoing Initiatives
Appendix B outlines the recent progress of the 18 ongoing initiatives. As part of the Corporate
Sustainability Program, the Corporate Climate Action Plan was a significant achievement, with projects
completed in all of the plan's focus areas: buildings, fleet, waste, and outdoor lighting.
Status of 2019-2022 Strategic Plan Implementation
Council approved the 2019-2022 Strategic Plan in June 2019. The Strategic Plan contains 5 Goals and
each Goal has 5 action statements, with 25 action statements in total. Progress is already being made in
implementing the new Strategic Plan. Three of the 25 Strategic Plan action statements were completed
in 2019 and another 10 are in progress. The completed action statements are:
• Urban Design Manual • Corporate Climate Action Plan 0 Complete Streets
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Figure 3 shows the status of the 2019-2022 Strategic Plan action statements at the end of 2019.
Figure 3: Year -End Status of 2019-2022 Strategic Plan Implementation
■ Completed in 2019
IN In Progress
■ Starting in 2020
■ Starting in 2021
Looking Ahead to 2020
Staff have implemented the recommendations Compass Kitchener made to Council in April 2019 in the
development of the 2020 Business Plan. The Council approved 2020 project list includes a streamlined
list of 45 projects, compared to 57 in 2019 and 92 in 2018. Staff are increasing coordination across
departments and with a new focus on projects with concrete deliverables, staff are confident that we will
see stronger completion rates in 2020 with the Strategic Plan, budget and business planning processes
now aligned.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision to build an
innovative, caring and vibrant Kitchener.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
CONSULT — In 2018, the community was consulted on developing priorities for the 2019-2022 Strategic
Plan, which informed the 2019 Business Plan project list.
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: Completed 2019 Business Plan Projects
Appendix B: Business Plan Status Update — December 2019
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APPENDIX A: 2019 Business Plan Completions
1. 2019-2022 Strategic Plan*
On June 24, 2019 Council endorsed a new 2019-2022 Strategic Plan
for the City of Kitchener which reflects the shared aspirations of the S"TRATE GIC PLAN
community, council and staff. This plan includes five themes and°,. -x°•
specific goals. Implementation of the plan's 25 measurable action
statements will help Kitchener achieve its vision of an innovative,
caring and vibrant city. The plan will also be used to inform annual , W_rr
budgets and business plans.
kikchencr.ca/purplan hi i=�•.i 1t.
2. Long Term Financial Plan*
Council endorsed the 2020-2029 Long Term Financial Plan in
September 2019. This plan highlights the city's strong financial
position, and identifies emerging challenges and trends. It provides ..
insight into the city's financial governance framework, highlighting `
policies and practices. With a strong reputation for financial
mss;
stability, Kitchener will strive to be financially responsible, flexible A
and sustainable. Guided by these principles, the Long -Term - -
Financial Plan will continue to build on the city's current financial
strength and ensure that the city is well positioned both now and in ZOZO-Z� OurrCity,Chry,Lnn-Term Financial Plan
Our Plan, Our Future
the future to meet the needs of a growing community
3. Urban Design Manual* 11
The City of Kitchener undertook a comprehensive update of the Urban F
Design Manual to reflect evolving expectations for the design of
buildings and public spaces. The urban design manual is a Urban
convenient, resource for the development community, as well as - O Desi
residents, special-interest groups, city council and staff who are
looking for information on our City's urban design guidelines and
standards. The manual and associated staff report were approved by*I
Council in September 2019.
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4. Complete Streets Policy*
A comprehensive Complete Streets approach uses every roadway
(re)construction project as an opportunity to improve the design and
functionality of a street for all users. The city's Complete Streets
design guidelines were considered and approved by Council in
October 2019. To achieve the vision, the city has three design goals
for every street to prioritize: design for safety, improve transportation d
choice and advance sustainability.
*These projects were labelled as "strategic" in the 2019 Business Plan, which included strategic items
from both the 2015-2018 and 2019-2022 Strategic Plans.
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5. Sustainable Urban Forest Strategy*
Council approved Kitchener's first sustainable urban forest strategy
and implementation plan in April 2019 after an extensive community
engagement and planning process including feedback from more
than 1,800 citizens. The strategy 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 for the actions required to achieve a sustainable
urban forest.
6. Sustainable Development Feasibility Study*
Kitchener's
Sustainable
Urban Forest
Strategy
2019-2039
In March 2019, Council endorsed the FCM/GMF Feasibility Study staff report. Through continuous
improvement, the City will refine its development review process to allow for ease of implementation of
net -zero energy development. The results of the "FCM/GMF Feasibility Study: Municipal Tools for
Catalyzing NetZero Energy Development" will be used to conduct specific business cases, establish
targets and engage with landowners for one or more pilot projects.
7. Municipal Response to the Truth and Reconciliation
Commission Calls to Action*
In June 2019, Council approved the recommendations of a report
on the Municipal Response to the Truth and Reconciliation
Commission Calls to Action including a land acknowledgement
practice and Indigenous cultural competency training for staff and
Council. In September, Council began delivering a land
acknowledgement as part of Council meetings. Staff have started
scoping out training programs and will integrate this work into
corporate learning and development programming.
8. Participatory Budgeting*
In the City's first venture into participatory budgeting, residents had input in
all stages of two park redesign processes and chose specific elements to
be included in their neighbourhood park. This process produced a final
product that reflected the desires of the community in a way that traditional
consultation would not have. Staff are making recommendations to Council
through the 2020 budgeting process to support committing future resources
to enhance people's sense of belonging and citizen engagement in creating
a caring community.
Truth and Reconciliation
Commission of Canada:
Cails toAction
/Ai 0
i
*These projects were labelled as "strategic" in the 2019 Business Plan, which included strategic items
from both the 2015-2018 and 2019-2022 Strategic Plans.
IF1 - 6
9. Business Plan Alignment
The 2019-2022 Strategic Plan contains measurable, specific
actions and a timeline for completion. Our long-term financial plan,
budgets and annual business plans have now been aligned to
implement the Strategic Plan. Through the annual business plan,
staff will measure and report on progress made in the
implementation of the Strategic Plan to Council and the public
three times per year.
10. Administrative Monetary Penalties System (AMPS)
The review to remove the parking ticket process from the Regional
Court House and implement an internal process that could be shared
with the City of Waterloo has been approved by Council and went live
on June 3, 2019. The new process makes it easier and faster for
residents to resolve parking tickets. The AMPS system will replace
parking tickets with penalty notices, giving the municipality discretion
to resolve parking penalties through a review by a screening officer or
a hearing, without having to go through a provincial court.
11. Municipal Roadway Speed Limit Review
4 City of Kitchener
2019 BUSINESS PLAN
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The staff report reviewing municipal speed limits was approved by
Committee on August 12, 2019. In fall of 2019, three neighborhoods - Huron,
Doon and Idlewood - had their speed limits reduced from 50 km/h to 40 km/h
and reduced to 30km/h in school zones. The pilot will run for a year, with the
city's transportation team monitoring all three neighbourhoods for the
duration of the pilot. A report with the findings is to be presented to Council
in 2020.
12. Winter Maintenance Pilots — Sidewalks and Trails
In May 2019, results and recommendations were reported to Council on the
evaluation of three pilot programs for winter sidewalk maintenance: Proactive
Inspection, Assisted Services for Sidewalks and Windrow Clearing and
Neighbourhood Shared Snow Blower. Recognizing the importance of
providing year-round safe and accessible sidewalk conditions to support
active transportation and environmental objectives, Council further directed
staff to evaluate nine winter sidewalk maintenance programs in the
2019/2020 winter season.
13. Leisure Facilities Master Plan
After ten months of research, consultations, and careful analysis, staff
developed the new Leisure Facilities Master plan. The plan was approved by
Council in April 2019. This is an important document that will guide recreation
priorities for the next 10 years.
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IF1 - 7
14. Comprehensive Zoning By -Law Review
In 2019, planning conducted a multi -phase, comprehensive
review of the City's Zoning Bylaw 85-1 to implement the new
Official Plan and other required changes. Following
consultations, staff presented a report to Council in October
for Stage 2 of the new bylaw, and the recommendations were
approved. Staff will proceed with assigning new residential
zones that are outside of neighbourhoods currently under
planning reviews via ward -by -ward engagement as part of
core service beginning in 2020.
15. Replacement of Fire Department Dispatch System
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.
16. Direct Detect Business Case Analysis
Direct Detect is a monitoring system that detects fire, smoke and
carbon monoxide, and is connected directly to Kitchener Fire.
When there is a threat, the system contacts Kitchener Fire and
ensures that an emergency response team is dispatched
immediately. In 2019, staff conducted a business analysis to
allow the fire department to reassess current business practices,
analyze technology systems, determine future needs, and
implement necessary steps to improve the direct detect program.
17. Doon Pioneer Park Community Centre Expansion — Design & Construction
The DPPCC expansion reflects the city's ongoing commitment
to providing high quality programming through facilities that are
safe and accessible. Once complete, an expanded community
centre will provide additional meeting spaces and program
rooms, as well as new amenities including a gymnasium and
spray ground to continue to enhance the visitor experience.
Staff expect to get occupancy in December 2019, with a soft
opening to the public expected in January 2020.
18. Neighbourhood Use of Schools and Faith Based Facilities
In 2019, a survey on community space availability within
Kitchener was distributed to local schools and churches.
Through this survey, respondents were encouraged to list their
space as an available rental on the SpaceFinder Waterloo
Region website. With this tool, venues can market rental
space by creating a listing and uploading a digital calendar,
while creatives can discover space based on location, price,
amenities, up-to-date availability and more. Staff will continue
to promote SpaceFinder to community groups seeking creative
space for neighbourhood gatherings and events through
LoveMyHood.ca.
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19. Review of the Make It Kitchener Strategy
Public consultation culminated in October and included stakeholder round
tables, a public digital survey and a large community symposium event. Initial
findings and emerging themes were presented to Council, CLT, and the
Economic Development, Arts and Culture, and Downtown Action Advisory
Committees. Staff will engage other departments' senior management teams as
well as key community partners to gain feedback and identify potential
partnership opportunities. In 2020, a new Make It Kitchener 2.0 strategy will be
developed with the Economic Development Advisory Committee.
20. Heritage Best Practices Implementation
Report CSD -15-08 recommended the development of a variety
of best practices regarding the conservation of cultural heritage
resources. Additional discussions with internal staff and
Heritage Kitchener have taken place on the remaining item for
this initiative - updates to delegated approval authority. The
report and draft by-law were presented for consideration by
Heritage Kitchener and Council in December 2019. Following a
Council decision, any remaining or long-term enhancements to
heritage practices and processes will be conducted through
continuous improvement initiatives as part of core service.
21. Development of Public Internet Access Standard
MAKE IT
KITEHENEH
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Appropriate Heritage Conservation
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.
22. Hidden Valley Land Use Study
The Hidden Valley Land Use Master Plan was approved by Council on
June 24, 2019. The work completed as part of the Land Use Master Plan
process has helped forge a path forward through the challenging issues
within the Hidden Valley area. A further consultative process, study and
technical review, as part of core service work, will ensure that any future
development in the area will have positive impacts on the city's social,
environmental, economic and cultural objectives.
23. Incentives for Design/Architectural Innovation and Excellence
In 2019, staff evaluated potential incentives for the development of
landmark building design and architecture at strategic locations
within the City. The new Urban Design Manual, approved by Council
in September, outlines the city's expectations for design excellence
and architectural innovation. The Kitchener Great Places Awards
program was held on November 19, 2019 to honour design
excellence and innovation in the areas of urban design,
sustainability and heritage conservation.
AdKITIC HEN ER'S
GREAT
PLACES
AWARDS 2019
IFI - 9
A
Delegated
Approval
Authority
iTT
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.
22. Hidden Valley Land Use Study
The Hidden Valley Land Use Master Plan was approved by Council on
June 24, 2019. The work completed as part of the Land Use Master Plan
process has helped forge a path forward through the challenging issues
within the Hidden Valley area. A further consultative process, study and
technical review, as part of core service work, will ensure that any future
development in the area will have positive impacts on the city's social,
environmental, economic and cultural objectives.
23. Incentives for Design/Architectural Innovation and Excellence
In 2019, staff evaluated potential incentives for the development of
landmark building design and architecture at strategic locations
within the City. The new Urban Design Manual, approved by Council
in September, outlines the city's expectations for design excellence
and architectural innovation. The Kitchener Great Places Awards
program was held on November 19, 2019 to honour design
excellence and innovation in the areas of urban design,
sustainability and heritage conservation.
AdKITIC HEN ER'S
GREAT
PLACES
AWARDS 2019
IFI - 9
24. Development of a Water Leak Policy
A Water Leak Adjustment policy was approved by Council in March 2019,
allowing Kitchener Utility residential customers' limited financial relief for
high water consumption due to leaks. This policy also supports water
conservation as it encourages customers to fix leaks due to plumbing
failures.
25. Development Charges Background Study
The Development Charges Act and its associated regulation allow
municipalities to collect development charges to pay for growth -related
capital costs to service new development. Under the terms of the Act,
municipalities must prepare a development charge background study
and pass a bylaw to determine the development charges. Kitchener's
DC bylaw expired in July 2019, and as a result, the City worked with
an external consultant to complete the required background study and
associated engagement to help inform the new bylaw. This has been
completed and a new bylaw was approved by Council in June.
DEN'ELOPMENT CHARGES
BACKGROUND STUDY
26. Utility Meter Mobile Workforce Management System (MWMS)
In 2017, the City partnered with Clevest to design and implement a mobile
solution, tightly integrated with SAP, for work order management. The team
collaborated on detailed blueprinting and wireframing of the end-to-end
experience for water, gas and rental water heater services. The solution has
been refined through multiple testing cycles and staff trained up on both the
solution and their new mobile devices. As of December 2019, both the water
and gas meter implementation are now underway, streamlining work order
management in the field and eliminating paper-based processes.
27. Intergovernmental Relations - Passenger Rail
On November 12, 2019, the Minister of Transportation announced the
creation of a Business Advisory Council to support Two Way All Day _--.1--
GO (TWADGO) rail service on the Kitchener Line. Also in November, ;T AEAEEEEE�
a Metrolinx committee for the Kitchener Line released their report and
recommendations for TWADGO. City staff will continue to work with
Connect the Corridor partners and the newly established Business
Advisory Council to advocate for Two -Way All -Day GO (TWADGO) --- ----°
rail service along the Kitchener Line, and support Metrolinx's
November report and recommendations.
28. Intergovernmental Relations - Municipal Infrastructure Funding
In October 2019, the Provincial government announced the
opening of the application intake process for the Green
Infrastructure Fund. However, nothing has yet been announced
for municipalities with populations over 100,000. The Provincial 0
commitment was to commence all funding streams by the end
of 2019, and staff await the portion of the Green Fund for ex
municipalities with populations greater than 100,000. Ongoing advocacy will continue.
IF1 - 10
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DEN'ELOPMENT CHARGES
BACKGROUND STUDY
26. Utility Meter Mobile Workforce Management System (MWMS)
In 2017, the City partnered with Clevest to design and implement a mobile
solution, tightly integrated with SAP, for work order management. The team
collaborated on detailed blueprinting and wireframing of the end-to-end
experience for water, gas and rental water heater services. The solution has
been refined through multiple testing cycles and staff trained up on both the
solution and their new mobile devices. As of December 2019, both the water
and gas meter implementation are now underway, streamlining work order
management in the field and eliminating paper-based processes.
27. Intergovernmental Relations - Passenger Rail
On November 12, 2019, the Minister of Transportation announced the
creation of a Business Advisory Council to support Two Way All Day _--.1--
GO (TWADGO) rail service on the Kitchener Line. Also in November, ;T AEAEEEEE�
a Metrolinx committee for the Kitchener Line released their report and
recommendations for TWADGO. City staff will continue to work with
Connect the Corridor partners and the newly established Business
Advisory Council to advocate for Two -Way All -Day GO (TWADGO) --- ----°
rail service along the Kitchener Line, and support Metrolinx's
November report and recommendations.
28. Intergovernmental Relations - Municipal Infrastructure Funding
In October 2019, the Provincial government announced the
opening of the application intake process for the Green
Infrastructure Fund. However, nothing has yet been announced
for municipalities with populations over 100,000. The Provincial 0
commitment was to commence all funding streams by the end
of 2019, and staff await the portion of the Green Fund for ex
municipalities with populations greater than 100,000. Ongoing advocacy will continue.
IF1 - 10
Appendix B
Business Plan Status Update - December 2019
2020-2029 Long Term Financial Plan
Our City, Our Plan, Our Future
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Contents
OFFICEOF THE CAO........................................................................................................................................................ 3
Strategy and Corporate Performance.........................................................................................................................3
COMMUNITY SERVICES DEPARTMENT...........................................................................................................................4
Administration........................................................ ........................................................................................................
4
By -Law Enforcement...................................................................................................................................................5
CorporateCustomer Service.......................................................................................................................................6
Fire..............................................................................................................................................................................7
Neighbourhood Programs & Services.........................................................................................................................7
CORPORATE SERVICES DEPARTMENT...........................................................................................................................
10
Corporate Communications & Marketing.................................................................................................................11
LegislatedServices....................................................................................................................................................12
Technology Innovation & Services............................................................................................................................13
DEVELOPMENT SERVICES DEPARTMENT......................................................................................................................
14
Administration..........................................................................................................................................................14
EconomicDevelopment............................................................................................................................................16
Planning.....................................................................................................................................................................16
Transportation..........................................................................................................................................................18
FINANCIAL SERVICES DEPARTMENT.............................................................................................................................
21
Administration..........................................................................................................................................................21
Accounting................................................................................................................................................................22
AssetManagement...................................................................................................................................................22
FinancialPlanning.....................................................................................................................................................23
Revenue....................................................................................................................................................................24
Procurement.............................................................................................................................................................
24
INFRASTRUCTURE SERVICES DEPARTMENT..................................................................................................................
25
Administration..........................................................................................................................................................25
FacilitiesManagement..............................................................................................................................................25
Parks& Cemeteries...................................................................................................................................................26
Sanitary and Stormwater Utilities.............................................................................................................................29
Utilities......................................................................................................................................................................29
2
IF1 - 12
OG27 2019-2022 Strategic Plan
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
The project is complete.
CS75 Business Plan Alignment
Status as of Dec 31s' 2019: COMPLETED
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 allthree.
Recent Progress
The strategic plan informed the preparation of the 2020 business plan and budget, and will inform the reporting
process of both going forward. The strategic plan, business plan and budget processes are now aligned.
CS43 Core Service Management Framework
Ongoing Program
Description
Design and implement a framework, structure, processes, tools and decision points for core service performance
management. The framework will drive core service performance excellence based on continuous improvement,
contribute to building a high-performance organization and ensure the City delivers on its strategic priorities and
commitments.
Recent Progress
Core services will not be expected to report on 2020 performance data using the metrics of previous years.
Next Steps
Staff will work with the Corporate Leadership Team to develop a framework for managing the performance of core
services to ensure they provide what citizens want in the most reliable, convenient and cost-efficient way, including
regular monitoring and review of results to understand trends and make adjustments.
IF1 - 13
CS47 Internal Audit & Service Reviews
Ongoing Program
Description
Oversee development and internal support for an annual corporate -wide service improvement work plan. Help
protect the City's assets and interests through evaluating the effectiveness of governance, risk management
processes, efficiency, controls and compliance.
Recent Progress
17 staff from all departments have completed Lean Green Belt training and are implementing various service and
process improvements through the pursuit of Green Belt designations. Two new Lean resources were launched to
support staff in continuous improvement: a K -Hub (staff Intranet) resource and tools page, and online on -demand
White Belt (introductory) training. In addition, Internal Audit staff have completed or begun 5 of 6 planned assurance
audits; one audit has been postponed pending the recruitment of the Director of Human Resources.
Next Steps
A process improvement intake process is being developed to gather input from a number of sources, including
customer experience, to help prioritize and resource services for review across the organization, twice per year.
CS73 Corporate Project Management Needs Assessment
Status as of Dec 31s' 2019: 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.
Next Steps
This project will be undertaken and completed in 2020.
NB63 Mayor's Task Force on Equity, Diversity and Inclusion
Expected Completion: Dec -2020
Description
The Mayor's Task Force on Equity, Diversity and Inclusion will create an Equity, Diversity 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
Phase I of the task force (Sept - Dec 2019) launched, with a total of 54 people on board. Introductory workshops were
held with all task force members, followed by the beginning of the monthly meetings. The focus of the first few task
force meetings: developing a terms of reference and vision statement for the task force, priority -setting, relationship -
building, story sharing and formulating a set of guidelines for community engagement as the work of the task force
continues. A corporate employee engagement strategy throughout the organization has simultaneously begun,
starting with presentations about the task force to the Corporate Leadership Team and the five Senior Management
Teams.
Next Steps
Further dialogue and updates about the work will be presented within departments and divisions on an ongoing
basis.
r
IF1 - 14
NB64 Comprehensive Grants Review
Status as of Dec 315' 2019: ON TRACK
Expected Completion: Aug -2020
Description
Review the City's current grants program to identify opportunities for improvements.
Recent Progress
Preliminary engagement of targeted group of grant recipients and other stakeholders has been completed.
Next Steps
Staff are analyzing the input received in preliminary engagement in preparation for a report to Community
Infrastructure Services Committee in 2020.
CS56 Administrative Monetary Penalties System (AMPS)
Status as of Dec 31St 2019: COMPLETED
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 project is complete.
CS03 Research Best Practices on Cat Management
Status as of Dec 315' 2019: DELAYED
New Completion: Aug -2020
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 regarding best practices. Staff have been working with the Humane
Society on their position as it relates to the management of the city's cat population.
Next Steps
Staff are scheduled to take a report to Committee in the first half of 2020 with information on best practices.
5
IF1 - 15
Corporate Customer11
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hk
OG19 Development of the Online Customer Service Portal (Strategic Item) Status as of Dec 31s' 2019: 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
Vendor has begun work on priority integrations related to the first -phase functionality of the portal. Development of
the "proof of concept" to test the single sign -on capability has begun. Development of high-resolution
wireframes/early prototype of the portal are complete and ready for user experience testing in the New Year.
Next Steps
Promotion of upcoming (early 2020) UX (user experience) testing sessions with the public (citizens testing the
functionality of an early prototype of the portal) and opportunity to provide their feedback about how the portal
works. Changes will be made to its functionality based on UX testing outcomes.
OG23 Close the Loop with Citizens
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
Description
Expand the 2018 auto -notification (Close the Loop) pilot to enable citizens to receive email notifications forall
parking complaints.
Recent Progress
A technology provider has been secured. Staff have mapped key project milestones. End date has been moved to
April 2020.
Next Steps
Development and sign off on scope of work with the technology provider. Development of business processes and
scripting continues in preparation for implementation of the technology.
CS61 Replacement of Fire Department Dispatch System
Status as of Dec 31St 2019:
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 project is complete.
CS67 Direct Detect Business Case Analysis
Status as of Dec 31St 2019: COMPLETED
Dec -2019
Description
Conduct a business analysis to reassess current business practices, analyze technology systems, determinefuture
needs and implement the necessary steps to improve the direct detect program.
Recent Progress
The project is complete.
IF1 - 16
Jon Rehill (519)741-2200 ext. 5500
CS45 Implementation of Emergency Management and Business Continuity Program Ongoing Program
Description
Develop and implement a corporate wide resiliency plan to enhance our emergency management capabilities and
continuity of operations.
Recent Progress
In September 2019 we completed a third round of the IMS200 training with key COK Staff and Support Staff that have
a key roles/responsibilities in the COK Emergency Response Plan and within the EOC. We also updated the KOF
Primary EOC with new technology that helps to enhance the Common Operating Picture (C.O.P.). This includes the
updated GeoHub application that provides GIS (ESRI) Mapping of our COK critical infrastructure. The technology
updates completed in the Incident Command room (i.e. Goodrich Room) have been tested in the October 24th 2019
Regional Exercise 'Hazy Day'. The initial stages of implementation of the new public notification system called Alert
Waterloo Region (AWR) have begun and include creation of incident templates, data sources and training of key
personnel in Kitchener Fire Dispatch on how to use the sytem. The City of Kitchener AWR Working Group was
established along with identification of the AWR system administrators and super -users. The AWR will help to notify
the community, Kitchener staff and Direct Detect clients of large scale emergencies. Recently this included ability to
contact Fire Departments during a failure of the EDACS by implementing a full failover to the BearCom system.
Next Steps
In 2020, The Business Continuity worksheets (i.e. mini -plans) template will continue to be created along with
conducting mini -workshops on how to complete these worksheets. The KFD Business Units began their Worksheets in
2019 and will be completed by Q1 of 2020. Training for using the AlertWR system will be ongoing and integration of
the City's "critical staff" employee data will also be finalized once new COK staff have been dedicated to the
PeopleSoft system. The IMS200 will also continue with the next round of training slated for April/May of 2020. The
launch of the Regional Flood Planning initiative will see 10 workshops with various community and internal
stakeholders involved on moving the community to the new Zone 1-8 as created by the GRCA. The Secondary EOC at
City Hall will also be completed in 2020.
NB42 Doon Pioneer Park Community Centre Expansion -Design & Construction
Status as of Dec 31s' 2019: COMPMED
Dec -2019
Description
Commence the design and construction of expanded space at the Doon Pioneer Park Community Centre, includinga
gymnasium and other program and partner spaces to meet the needs of the growing community.
Recent Progress
All aspects of construction continues to move forward to meet December 2019 occupancy. Inside detail work being
completed. Splashpad is installed.
Next Steps
Staff expect to get occupancy December 2019 at which point staff will move to install IT/Security and move in. Soft
opening to the public expected in January 2019. Completion of remaining outside site work will continue into January
2019.
IF1 - 17
NB29 Business Case for Mill Courtland Community Centre Expansion (Strategic Item)
Status as of Dec 31s' 2019: ON TRACK
Expected Completion: Dec -2020
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
Business case discussions will begin Q1 of 2020.
NB59 Huron Brigadoon Area School / Community Centre Construction (Strategic Item)
Status as of Dec 31" 2019: 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
Project team working on details of facility design phase. Staff moving towards completion of a construction
agreement with the WRDSB.
Next Steps
Project team continues with final details of facility design phase. Construction cost estimates to be completed next at
80% design. Construction agreement to be finalized and the operational agreement with the WRDSB to begin.
NB57 Age Friendly Kitchener Implementation
Ongoing Program
Description
Implement recommendations in the action plan priority areas of accessible and affordable neighbourhoods, access to
information, belonging and connectedness and well-being, with the vision of a community in which we can live well
and age well.
Recent Progress
We have achieved actionable steps in moving towards an "Age Friendly Kitchener" through the development and
implementation of training, inclusive programs, partnerships and planning: successful implementation of two "age
friendly" programs: GoIf4Life and Sharing Dance; Dementia Friendly Training delivered to I<FD suppression staff in
partnerships with the Alzheimer's Society; expansion of the Senior Day program to include extended day hours; two
"Ride -A -Bus" workshops; and development of an older adult landing page on the website.
Next Steps
Expanding on the success of the GoIf4Life program, further exploration into the development of supportive and
inclusive programs to support the participation of older adults in direct programs. Planning, development and
implementation is expected to begin for the following action items: Age Friendly Planning, Neighbourhood Links,
Community Ambassador Program, Inclusive Volunteering and the business recognition program.
IF1 - 18
NB60 Implementation of LoveMyHood Initiatives
Ongoing Program
Description
This action comes from the City's LoveMyHood strategy recommendations for 2018-2019 including:
• Neighbourhood Places Program (greening, seating, resident led public art, neighbourhood signage, cul-de-sac
enhancements)
• Block Connector Program
• Neighbourhood Leadership Program
• Event -in -a -Trailer
• Research into best practices for multi -residential community space
Recent Progress
In 2019, we accomplished a number of LoveMyHood action items and supported many resident -led grant projects
funded through the Neighbourhood Matching Grant, Placemaking Challenge and Community Garden Grant. In April
2019, the Wildflowers Neighbourhood Action Plan was delivered to Council. In April 2019, the Neighbourhood Places
Program including greening, seating and art was brought forward and approved by Council in June 2019.
Next Steps
In 2020, the Neighbourhood Development Office will continue to support and implement ongoing programs and
initiatives, continue to fund neighbourhood projects through grants, and complete the remaining action items such as
the Event in a Trailer and Neighbourhood Leadership Program.
NB58 Review of Community Centre Use of Space and the Neighbourhood Association Affiliation Policy
Status as of Dec 31s' 2019: DELAYED
New Completion: Aug -2020
Description
This action comes from the Community Centre Audit and as an action of the LoveMyHood 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 isa 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
Potential actions to support the objectives of the project have been shared with a working group of Neighbourhood
Associations. These were also shared with council at a strategy session. Feedback has been received from both
groups and will be incorporated into the next phase of revisions.
Next Steps
Draft policies will be shared with stakeholders for their feedback. A workshop including multiple stakeholders will be
held to discuss opportunities for collaboration and advancing the vision of our community centres as neighbourhood
hubs where there is something for everyone and all are welcome and included. A report to council with
recommendations will be prepared. End date has been moved to June 2020.
IF1 - 19
Kim Kugler (519)741-2200 ext. 7544
NB55 Neighbourhood Use of Schools and Faith Based Facilities Status as of Dec 31s' 2019: COMPLETED
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 facilitiesfor
greater access to their indoor and outdoor facilities.
Recent Progress
The project is complete.
CS66 Leisure Facilities Master Plan
Status as of Dec 31" 2019: COMPLETED
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 project is complete.
OG25 Intergovernmental Relations —Advocacy Ongoing Program
Description
Develop annual advocacy strategies to effectively communicate City priorities among other levels of government.
Recent Progress
In 2019, advocacy focused on two projects: Municipal Infrastructure Funding and Passenger Rail. Detailed descriptions
of recent progress and next steps for each can be found in the following two sections.
SE15 Intergovernmental Relations - Municipal Infrastructure Funding Status as of Dec 31" 2019: COMPLETIA
Dec -2019
Description
Advocate for greater infrastructure funding for municipalities from the federal and provincial governments.
Recent Progress
In late October 2019, the Provincial government announced that it is opening the application intake process for the
fourth or four funding streams, the Green Infrastructure Fund. However, it is only partly open as it is for municipalities
with populations less than 100,000. Nothing has yet been announced for municipalities with populations over
100,000.
Next Steps
The remaining funding stream (Green Infrastructure Fund) has been partly opened, for municipalities with populations
less than 100,000. The Provincial commitment was to commence all funding streams by the end of 2019, so we await
the remaining portion of the Green Fund for municipalities with populations greater than 100,000. Ongoing advocacy
will continue.
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IF1 - 20
EC11 Intergovernmental Relations - Passenger Rail Status as of Dec 31St 2019: CO
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
The Southwestern Ontario Transportation Plan is expected to be released before the end of the year. We await this
report and a chance to comment. The Province has tempered expectations for High Speed Rail, but supports High
Frequency Rail and other transportation infrastructure. On November 12, 2019, the Minister of Transportation
announced the creation of a Business Advisory Council to support Two Way All Day GO (TWADGO) rail service on the
Kitchener Line. This Business Advisory Council is comprised of community and business leaders from across the
Innovation Corridor, and will work with Minister Mulroney, the Ministry of Transportation and Metrolinx to deliver a
set of recommendations to continue moving TWADGO forward. Also in November 2019, a Metrolinx committee for
the Kitchener Line released their report and recommendations for TWADGO. Pending Metorlinx Board approval, it will
then go to the Provincial government for approval and funding. Connect The Corridor members (which includes
Kitchener) support the recommendations.
Next Steps
City staff will continue to work with Connect the Corridor partners and the newly established Business Advisory
Council to advocate for Two -Way All -Day GO (TWADGO) rail service along the Kitchener Line, and support Metrolinx's
recently released (November 2019) report and recommendations. Connect the Corridor is advocating for High
Frequency Rail service west of Toronto.
OG24 Municipal Response to the Truth and Reconciliation Commission Calls to Action
Status as of Dec 31St 2019: COMPLETED
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
Council approved the recommendations in report COR -19-021 including a land acknowledgement practice and
Indigenous cultural competency training for staff and council. In September 2019 Council began delivering a land
acknowledgement as part of Council meetings.
Next Steps
The project is complete. Staff have started scoping out training programs and will integrate this work into corporate
learning and development programming.
11
IF1 - 21
OG20 Parks, Playgrounds and Trails Community Engagement Review Status as of Dec 31s' 2019: DELAYED
New Completion: Aug -2020
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
Staff from various internal divisions have met to discuss the review and developed a project charter and timelines.
Best practice research, review preparations and community engagement activities planned for 2020 are underway.
Next Steps
A report to Council is expected in 2020 indicating the findings and recommendations of the Parks, Playgrounds and
Trails Community Engagement Review. The anticipated date for the completion of this review has shifted to the first
half of 2020 to provide more time for the review process and opportunities for community engagement activities.
CS18 Electronic Agenda Management
Status as of Dec 31s' 2019: ON TRACK
Expected Completion: Dec -2020
Description
Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined manner.
Recent Progress
Received budget approval of $50,000 for implementation and capital costs associated with a third -party
agenda/meeting management software.
Next Steps
Preparing a project charter and estimated timeline for the procurement of a third -party vendor, and arranging for
vendor presentations as part of the selection.
CS37 Online Business Licensing
Status as of Dec 31St 2019: ON HOLD
Expected Completion: TBD
Description
Implement the first phase of online business licensing (e.g. pilot with business license renewals).
Recent Progress
No further progress has been made since the last update as it is still pending the implementation of AMANDA 7 and an
online payment platform.
Next Steps
Legislated services staff have completed the folders required for implementation. Further work cannot take place until
the AMANDA 7 upgrade has taken place as well as the implementation of an online payment system.
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IF1 - 22
Legislated Services MAIWd-M, I
CS68 Electronic Records Management Strategy
Status as of Dec 31" 2019: DELAYED
New Completion: Apr -2020
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
Identified approaches for applying records and information practices to social media, database, and web -based
electronic records. Developed an implementation plan for managing social media, web, and database records.
Completed the 1st draft of the implementation strategy (whitepaper) and a PowerPoint presentation. Gathered
information from the Region of Waterloo regarding their experience using archiving tools to manage their social media
and web -based records. Attended an initial demo for two (2) automated capturing tools for social media and web -
based records.
Next Steps
Develop a matrix of functionality requirements comparing the functionality each archiving tool can offer. Collaborate
with stakeholders to obtain their preference for the approaches identified and gather their feedback for the
implementation plan. Organize a full demo of the archiving tools with internal stakeholders present to develop a
better understanding of the tools. Revise the implementation strategy to reflect feedback from stakeholders.
CS62 Development of Public Internet Access Standard
Status as of Dec 31St 2019: COMPLETED
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
The project is complete.
CS65 Implementation of the Digital Kitchener Strategy
Status as of Dec 31" 2019: 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. The annual work plan includes initiatives that fulfill the actions
outlined in Digital Kitchener and help realize the vision. Staff reportsto Council annually on progress.
Recent Progress
Opportunities for 2020 are being identified and will be presented to Council in early 2020 as in previous years.
Next Steps
Opportunities for the 2020 are being identified and will be presented to Council in early 2020 as in previous years. An
update on 5G opportunities and broadband investment will also be forthcoming.
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IF1 - 23
CS64 Civic Innovation Lab at Communitech
Status as of Dec 31" 2019: 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, workcontinues
on IoT projects in 2019.
Next Steps
Work on topics areas such as smart parking, stormwater monitoring and automated meter reading will continue into
2020. We are also looking at areas of the new strategic plan that the work of the lab can enhance such as Customer
Service, Environment, Caring Community and People Friendly Transportation.
EC07 Broadband & Fibre Optic Infrastructure
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
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
Discussions with the 3 major providers on small cell and 5G opportunities are still underway. With the Rogers 5G lab at
Communitech opening, further opportunities to work closely with them have been presented.
Next Steps
An update report outlining recommendations and opportunities to prepare the City for enhanced broadband including
both small cell and macro cell sites and fibre will be provided for council consideration in early 2020.
CS74 Development Services Review Status as of Dec 31St 2019: 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 reviewing our
development services to bring greater focus, coordination and accountability to our development functions.
Recent Progress
In an effort to improve two service areas: (1) the site plan review / approval process and (ii) public engagement
processes, fourteen problem statements, and associated root causes, were identified by stakeholders, prioritized, and
presented at two "solutions generation" workshops in October 2019. Over 80 participants, including staff, the
development community, and public participants, generated hundreds of potential solutions. Each idea was reviewed,
grouped into themes where possible, and sorted based on impact and effort. Of the solutions generated and sorted,
nine pilot improvement events were held in November to build momentum by delivering on high -impact / low effort
solutions (i.e. quick wins).
Next Steps
In early 2020, additional work will be required to fully implement and monitor the improvements from the November
pilot projects. A continuous improvement implementation plan will be developed and approved by the project
Steering Committee. New improvement events will continue to be held by multi -disciplinary teams throughout 2020.
14
IF1 - 24
SE28 Corporate Sustainability Program (Strategic Item)
Ongoing Program
Description
Create a program around corporate sustainability at the City of Kitchener. The focus for 2019 will be the Corporate
Climate Action Plan and creating a revolving energy efficiency fund.
Recent Progress
The Corporate Climate Action Plan (CorCAP) is now in the implementation stage, with projects completed in all of the
plan's focus areas: buildings, fleet, waste, and outdoor lighting. The City has been selected as a 'Showcase City' in
FCM's new pilot program, which will help guide the climate action process and provide resources and recognition.
Specific to the energy reserve fund, projects included installation of variable frequency drives at City Hall (pumps and
fans) and a major LED lighting retrofit at the Aud. Corporate Sustainability has also been working to establish a tracking
and communications process for utility consumption across facilities.
Next Steps
A number of capital energy reducing projects are planned for 2020; for many of them, the savings will be captured and
reinvested through the energy reserve fund. The 2020 energy reserve fund project will be a LED retrofit at the KOF.
Corporate Sustainability will continue participation in FCM's Showcase City's Pilot and will be expanding the
programing of the waste diversion station at City run events. The Community climate action plan and community
adaptation plan will be finalized in 2020.
CS55 AMANDA 7 and Public Portal Review
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
Description
The AMANDA software system requires a significant upgrade to 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
This project has been delayed due to the release of new AMANDA software.
Next Steps
The new release of AMANDA software has delayed the migration of the Public Portal II. The vendor is providing a
patch to fix the problems. Once the patch is implemented and tested staff will continue with the migration of Public
Portal II. Technology, Innovation & Services (TIS) will complete a security scan prior to full implementation. The
anticipated completion of the project is April 2020.
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IF1 - 25
Economic Development
EC29 Review of the Make It Kitchener Strategy
Description
Conduct a review of the Make It Kitchener strategy.
Recent Progress
• • 11 ext. 7065
Status as of Dec 31St 2019: COMPLETED
Dec -2019
Public consultation culminated in October which included wrapping up stakeholder round tables, a public digital
survey on engage and a large community symposium event. Since then, the consultation data, opinions, and ideas that
were collected have been reviewed. Initial findings and emerging themes were presented to Council, CLT, and the
Economic Development, Arts and Culture and Downtown Action Advisory Committees in late October and early
November.
Next Steps
Staff will be engaging other departments' senior management teams, as well as key community partners, to gain
feedback and identify potential partnership opportunities. The review is now complete and in 2020 a New Make It
Kitchener 2.0 strategy will be developed. Staff will work with the Economic Development Advisory Committee on the
development of a draft strategy, and will consult with other advisory committees as appropriate.
EC27 Implementation of the Make It Kitchener Strategy
Ongoing Program
Description
This program covers all projects related to implementing the Make It Kitchener strategy including: Make It Start —
Creative Hub at 44 Gaukel Street, Make It Vibrant — Special Events and Urban Experience Strategy, Make It Start —
Digital raining for Entrepreneurs, Make It start —Advanced Manufacturing Incubator, Make It Urban — Rockway
Centre Partnership Development, Make It Grow — Music and Film Industry Office, Make It Urban — Upper Level
Market Transformation, Make It Spark— Federal and Provincial Funding for the Arts.
Planning
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NB26 Urban Design Manual (Strategic Item)
Delia '• /1 ext. 7327
Status as of Dec 31St 2019: COMPLETED
Aug -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
The project is complete.
NB13 Sustainable Development Feasibility Study
Status as of Dec 31ST 2019: COMPLETED
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
The project is complete.
16
IF1 - 26
NB21 Hidden Valley Land Use Study
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
The project is complete.
NB43 Heritage Best Practices Implementation
Status as of Dec 31ST 2019: COMPLETED
Dec -2019
Description
In follow up to Report CSD -15-08 which recommended the development of a variety of best practices regardingthe
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
Additional discussions with internal staff and Heritage Kitchener have taken place on the remaining item for this
initiative - updates to delegated approval authority. The report and draft by-law were presented for consideration by
Heritage Kitchener and Council in December 2019.
Next Steps
Following a Council decision, any remaining or long-term enhancements to heritage practices and processes will be
conducted through continuous improvement initiatives as part of core service.
NB11 Comprehensive Zoning By-law Review
Status as of Dec 31" 2019: COMPLETED
Dec -2019
Description
Undertake a multi -phase, comprehensive review of Zoning By-law 85-1 to implement the new Official Plan. The
2019 focus is to complete Stage 1 of the new Zoning By-law (Non- Residential) and work on Stage 2 (Residential).
Recent Progress
Consultations concluded and a report, by-law, supporting Official Plan Amendment, and accompanying material for
Stage 2 of the new zoning by-law were prepared and presented to October 7th Planning & Strategic Initiatives
Committee. With the exception of one regulation being deferred until December for further consideration, the
recommendations were approved by Council and staff. Staff will proceed with assigning new Residential zones that are
outside of neighbourhoods currently under planning reviews via Ward -by -Ward engagement in 2020 as part of core
service.
NB36 Incentives for Design/Architectural Innovation and Excellence Status as of Dec 31St 2019: COMPLETED
Dec -2019
Description
Evaluate potential incentives for the development of landmark building design and architecture atstrategic
locations within the City.
Recent Progress
The City's new Urban Design Manual was approved in September 2019 and outlines the City's expectations for design
excellence and architectural innovation. The Kitchener Great Places Awards program was held on November 19, 2019.
17
IF1 - 27
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NB65 Affordable Housing Strategy (Strategic Item)
Status as of Dec 315' 2019: ON TRACK
Expected Completion: Dec -2020
Description
Create an affordable housing strategy for Kitchener in collaboration with the Region of Waterloo, communitygroups
and the development industry.
Recent Progress
There has been significant progress on acquisition and analyses of housing and socio -demographic data within our
region and specific to Kitchener. A comprehensive Municipal Housing Assessment report has been drafted, which will
provide and summarize baseline information, form important background for the next ph aces of work, satisfy the
provincial legislative study requirements related to Inclusionary Zoning and provide part of the basis for future
partnership and funding opportunities. A broad and collaborative Advisory Committee including non -profits, support
services, housing industry, members of the public, interest groups, councillors and staff has been developed. A
committee meeting took place in November 2019 and actions have been taken on the creation of an engagement
plan.
Next Steps
The Housing Assessment background report will be presented to Committee and Council in January 2020. Staff will
continue to work with the Advisory Committee, undertake stakeholder meetings/interviews, and identify quick wins
and longer term options and opportunities for all aspects of the housing spectrum. The next phase of the project
(January -April 2020) will focus on identifying issues/risks and options.
NB38 Implementation of the Growth Management Strategy
Ongoing Program
Description
Continue to manage and operate this program which coordinates land development decisions with decisions on the
capital forecast and development charges in order to better manage growth in the City of Kitchener. This program
also creates opportunities for broad ranges of housing and transportation choices, maximizing existing
infrastructure and technologies.
Recent Progress
Annual Monitoring Report for September 2019 Committee/Council, bi-annual Kitchener Growth Management Plan
Sept 2019 - Sept 2021 for September 2019 Committee/Council, analysis and commenting on numerous provincial
legislative, policy or regulatory changes, input and review of Region Official Plan/Municipal Comprehensive Review
topics.
Next Steps
Annual Monitoring Report, input and review of Region Official Plan/Municipal Comprehensive Review topics and
documentation, additional city -specific growth management data and system updates.
NB61 Review Municipal Roadway Speed Limit
Status as of Dec 315' 2019: COMPLETED
Description
Review and/or establish a new uniform posted speed limit for municipal roadways.
Recent Progress
The project is complete.
Aug -2019
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Transportation
NB18 Complete Streets Policy (Strategic Item)
:. • 11 ext. 7738
oft
Status as of Dec 31st 2019: OMPLETED
Dec -2019
Description
The City of Kitchener has a number of policies and practices that promote complete streets. The development of
complete street policy would review best practices and combine elements into a coordinated policy documentthat
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
The Complete Streets Design Guidelines were approved by Council in October 2019. The project is complete.
SE12 Cycling and Trails Master Plan Update (Strategic Item)
Status as of Dec 31St 2019: ON TRACK
Expected Completion: Apr -2020
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 zoneconcerns, traffic
calming requests and traffic -related education initiatives.
Recent Progress
Phase 2 of community engagement has begun. This phase of engagement will focus on the network map as well as
establishing a vision, mission, goals, strategies, and actions.
Next Steps
A draft of the Cycling and Trails Master Plan is expected to be complete by the end of January 2020.
NB39 Implementation of the Traffic Calming Program Ongoing Program
Description
The City of Kitchener endorses traffic calming as a means to reduce speeding, through traffic and collisions in
residential neighbourhoods, thereby improving safety and quality of life for residents. Traffic calming projects will be
rated and prioritized annually by staff and approved by Council based on criteria and the allocated annual budget.
Recent Progress
Council approved initiating reviews in 2019 for three locations: Deer Ridge Drive, Holborn Drive and Robert Ferrie
Drive. Also in 2019, traffic calming plans were approved and implemented along four roadways: Patricia Avenue, Old
Chicopee Drive, Caryndale Drive and Woodhaven Avenue. Additionally, multiple pedestrian crossings were
implemented. Seasonal traffic calming was implemented on app. 80 roadways throughout the City. Decorative
Crosswalks were installed on Duke Street East and a mural was painted in front of the Market on Eby Street.
Next Steps
New proposed locations for traffic calming will be presented to Council early in 2020. Ongoing reviews will
continue. Seasonal traffic calming will be implemented on app. 100 streets. Additionally, Transportation Services
will continue to support resident led traffic calming measures and recommend the implementation of the Complete
Streets guidelines where possible.
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SE13 Implementation of the Cycling Master Plan Ongoing Program
Description
Installing/implementing the recommended infrastructure/programming as outlined in the Cycling Master Plan.
Recognizing the social, health, environmental and economic benefits of cycling, the City of Kitchener Cycling Master
Plan enhances the choice to cycle as a viable means of transportation and recreation through the provision of safe,
comfortable, and connected bikeway network on city streets and quality multi -use trails.
Recent Progress
A separated bike lane pilot was designed and installed on Queen's Boulevard, Belmont Avenue and Water Street
which is 5km in length (10 linear KM). Baseline data collection was completed and on-going evaluation is underway.
Painted bike lanes were installed on portions of Franklin Street, Duke Street (contraflow), and Young Street
(contraflow, with bike signal). Eight events, totaling 137 event hours of service, were provided by Kitchener Bikecheck
and 13 volunteers in 2019. A total of 1675 bikes were parked at these events, an increase of 212 bikes from the
previous high (in 2017). This included a new event: Link Picnic Festival.
Next Steps
A new Cycling and Trails Master Plan will be presented to Council in April 2020. New cycling facilities to be installed
in 2020 include the Dutch -inspired roundabout, painted bike lanes on a portion of Stirling Avenue and Vanier Drive,
boulevard multi -use trail on Wilson Avenue, and secure bike parking at Kitchener Market and Duke Ontario parking
garage.
SE14 Implementation of the Sidewalk Infill Program
Ongoing Program
Description
Sidewalk infrastructure is a key component of the urban environment that encourages and facilitates walking and
active transportation, supports community health, vitality and safety. Sidewalks contribute significantly to a
sustainable community and a pedestrian friendly environment.
Recent Progress
In 2019, approximately 820 meters of new sidewalk was installed along Rock Avenue, Vanier Drive, Connaught Street,
and Lancaster Street, and an additional 550 meters within the Centreville Neighbourhood. In addition a new multi-
use trail connection was installed between Huron Road and Huron Heights Secondary School, and between
Conestoga College and Fischer -Hallman Road.
Next Steps
App. 2km of sidewalk will be installed in the lower Doon neighbourhood.
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NB34 Community Traffic Safety Advisory Committee
Status as of Dec 31ST 2019: DELAYED
New Completion: Apr -2020
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 zoneconcerns,
traffic calming requests and traffic -related education initiatives.
Recent Progress
Options are being investigated and a staff report and new terms of reference will be written that recommends
changing the existing cycling and trails advisory committee to a complete streets and trails advisory committee that
includes all aspects of transportation and trail safety. This falls in line with the recently approved complete streets
guidelines and highlights overall street safety as a concern. An update will be presented to the Cycling and Trails
Advisory Committee in December.
Next Steps
A report to council will be brought forth in April 2020.
NB46 Automated Speed Camera Program for Traffic Calming
Status as of Dec 31s' 2019: DELAYED
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
The Region is currently preparing a report to Council with a recommended, region -wide strategy.
Next Steps
An update report will be prepared in January 2020. It will be presented to Regional Council followed by our local
Council. Completion of this project is anticipated to be August 2020.
CS09 Long Term Financial Plan
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 endorsed the Long Term Financial Plan in September 2019. The recommended actions included in the plan will
be implemented starting in 2020. The project is complete.
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CS69 Automation of Payment Processing
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
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
Met with Legislated Services on electronic storage of accounts payable documents and received a demo on SAP
invoice software. Met with SAP team, aligned budget for Concur implementation for 2020 implementation for
employee expenses, (credit card, travel and other expense).
Next Steps
The investigation phase are nearing completion and next steps are to being implementation in March 2020 for
employee expense components.
SE17 Development of Asset Data Systems
Ongoing Program
Description
Further develop the City's data management systems to include all asset groups, taking into account Council
priorities and legislated requirements.
Recent Progress
The Business Solutions — Work Management team has continued to enhance and introduce new business process
functionality in support of collecting, reporting and analyzing work activities and asset management related data. In
addition, several inspection programs and real-time dashboard tools were also implemented. This assisted in the
creation of more detailed information necessary to make proactive operational decisions based on a data -driven
approach.
Next Steps
Enhanced integration between enterprise systems is becoming a priority to ensure the effective and efficient flow of
information. Focus will be taken in 2020 to implement a strategy to improve the data flow between CityWorks, SAP,
PeopleSoft and FLINT. As well, a key focus will be to mobilize the use of work management tools to increase
efficiencies and productivity throughout the cycle of work management activities (e.g. mobile time entry). In addition,
on-going effort to mobilize solutions to assist in getting the right information to the right staff at the right time with
CityWorks and ESRI solutions will continue.
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SE18 Development of Detailed Asset Management Plans
Ongoing Program
Description
Develop framework and work towards the development of detailed asset management plans/processes for all
asset groups to support data -driven decisions and optimize the total cost of ownership for the city's assets based
on defined levels of service for each asset class. The focus for 2019 will be developing asset management plans for
the Gas Utility and Pumping Stations.
Recent Progress
In this past year, the team has focused on completing an updated asset management plan for our sanitary asset
category, while beginning a more comprehensive analysis and asset management plan for the city's' pumping
stations. As well, a phase 1 asset management plan has been completed for our parking assets both enterprise and
community lots & structures. Further progress has been completed on developing a framework for levels of service
across asset categories. A gas utility asset management plan has also begun leveraging external expertise to support
a comprehensive approach.
Next Steps
Further updates of asset management plans will continue with the development of phase 2 plans for our stormwater
utility and water utility. As well, further development of levels of service and leveraging the information to better
align budgetary resources to the ability to provide services balanced with the health of the infrastructure.
The investigation phase are nearing completion and next steps are to being implementation in March 2020 for
employee expense components.
OG10 Participatory Budgeting
Status as of Dec 31" 2019: COMPLETED
Aug -2019
Description
Report on pilot project that enables community members to directly decide how to spend part of the City's budget,
allowing them to make budget decisions that affect their lives.
Recent Progress
The project is complete.
CS41 Development Charges Background Study (2019)
Status as of Dec 31s' 2019: COMPLETED
Description
5 -year update to the City's Development Charges Background Study and By-law as required by legislation.
Recent Progress
The project is complete.
Aug -2019
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Procurement AM
OG08 E -Tendering
Status as of Dec 31St 2019: 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
Due to a lack of internal resources for this project, no further work will occur in 2019. The project will be moved to
2020 and be done upon completion of the new procedures, protocols and procurement templates as well as by-law
review.
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.
CS71 Purchasing Procedures to Support New By-law
Status as of Dec 31s' 2019: DELAYED
Expected Completion: Dec -2019
Description
Develop purchasing procedures that support by-law and complete an analysis of current Procurementtem plates
Recent Progress
Working with the consultant and internal legal representative on policies, procedures, protocols and updated
solicitation document templates as well as by-law. Staff have completed a first draft of all documents with consultant
and will be moving to second draft in 2020 when new management staff are in place.
Next Steps
Summary of consultant's findings, recommendations, procedures/protocols and by-law review to be examined by
staff including new management team in 2020. Expect to present summary findings to CLT, training and roll out to
the rest of Procurement and then the rest of the organization.
OG26 Development of a Water Leak Policy
Apr -2019
Description
The purpose of this policy is to provide customers defined relief from water leaks that occur as a result of
malfunctioning toilets, water softeners, leaking taps inside or outside, reverse osmosis units, irrigation systemsand
ruptured pipes on the customer's side of the water meter.
Recent Progress
The project is complete.
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SE16 Management of the Water Infrastructure Program Ongoing Program
Description
Champion the annual monitoring and minor rate adjustments for stormwater, sanitary and water utilities to ensure
the pro -active and preventative maintenance and capital replacement aligns with Council's direction established
through the September 25, 2017
Recent Progress
In 2019, initiatives to ensure high quality and safe drinking water were undertaken, including over 2000 samples for
bacterial analysis, 3400 chlorine residuals, and over 250 lead analyses. Approximately 24% of the city's valves were
operated to ensure reliability. Ongoing maintenance of water, sanitary and stormwater infrastructure in 2019 saw
approximately 100 km of watermains cleaned and over 600 catch basins cleaned, removing over 320 metric tons of
sediment from the city's catch basins. Over 180 km of sanitary sewers were maintained through the flushing
program, with more than half of these accomplished as part of preventative maintenance. Additionally,
approximately 6 km of reconstruction projects were undertaken, replacing aging underground water, sanitary and
stormwater infrastructure.
Next Steps
Next year water, sanitary and stormwater utilities will continue with their ongoing and preventative maintenance
programs. The water utility will continue to test and replace valves and will introduce a new mobile valve
inspection program in 2020. They will also look to streamline their cross -connection program, progress with
another 100+ km of watermain cleaning, and address customer water quality complaints. Sanitary and stormwater
initiatives for 2020 will focus on sediment management through catch basin cleaning as well as maintenance of
stormwater ponds. Storm main repairs and sanitary repairs will also comprise part of the 2020 work plan.
Approximately 6km of reconstruction projects are planned for 2020, which will further replace aging underground
water, sanitary and stormwater infrastructure.
Facilities Management .• • 611 ext. 4424
EC28 Rehabilitation of City Hall Outdoor Spaces Status as of Dec 31s'2019: ON TRACK
Expected Completion: Apr -2020
Description
Final design of City Hall outdoor critical infrastructure.
Recent Progress
Pre -qualification of General Contractors and sub -trades has been completed. Tender documents were posted
November 1st and the evaluation of bids was completed in December.
Next Steps
The tender award will be recommended to Council in January 2020. Once a contract is fully executed, and winter
programming ends, the general contractor will have access to the site in March 2020. Phase 1 involves work on Carl
Zehr Square and College St.
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SE06 Sustainable Urban Forest Strategy
Status as of Dec 31ST 2019: COMPLETED
Apr -2019
Description
This project will include the delivery of a Sustainable Urban Forest Strategy which will set the course of action fora
socially desirable urban forest that can be achieved and maintained based on the true capacity of the Cityto
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
The project is complete.
SE29 Complete Winter Maintenance Pilots — Sidewalks and Trails Status as of Dec 31" 2019: COMPLETED
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
The project is complete.
NB56 Reduce Municipal Barriers — Review Permitted Uses in Parks Status as of Dec 31s' 2019: 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 thatare
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
One of the most requested uses in parks from the initial neighbourhood strategy engagement was public BBQs. A
BBQ design is complete and new units are being fabricated to be installed in Ward 6.
Next Steps
Engagement on the Open Space Strategy will be initiated by end of 2019. Through 2020, engagement in the strategy
will guide a review of permitted uses. A draft will be delivered in 2020, to be approved with the strategy in 2021.
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SE30 Implementation of Sustainable Urban Forestry Program
Ongoing Program
Description
This program will consist of implementing the Sustainable Urban Forest Strategy including developing a 10 year
implementation plan with initial focus on enhancing the tree planting program, improving customer service and
developing an inspection program.
Recent Progress
Staff have focused efforts on enhancing the tree planting program. This began in fall 2019 and will be continuing
through to 2021 where 1000 trees per year will be planting which is more than 3 times the normal planting target in
order to eliminate the tree planting backlog. There was also extensive collaboration and internal engagement to
map out the current process related to tree inquiries so that proposed changes can be made which will focus on
customer service, risk and asset management and field based operations. This will lead to early implementation of a
tree inspection program in 2020/2021. In 2019, pilots in community participation in the Urban Forest have been
successfully engaged; while community planting in parks (LoveMyHood) saw slightly lower uptake than expected,
the subsidized tree planting program with REEP was over subscribed.
Next Steps
Staff will be undertaking a full inventory and inspection of all City owned tree assets which will span two years.
The intent is to then develop a more robust proactive risk management program in 2021. The tree planting
backlog will continue to be tackled. Furthermore, analysis on the 2019 canopy cover will be completed in 2020 and
a target for the City will be established. Pending budget approval, it is hoped that a pilot tree pruning program can
be engaged to start to realistically map and cost a service level and need for proactive tree pruning programs.
SE31 Implementation of Trails Master Plan Projects
Ongoing Program
Description
This work includes all planning, design and capital construction associated with the implementation of the Trails
Master Plan. The focus in 2019 will be on completing:
• The north/south sections of the Iron Horse trail,
• Adding lighting,
• Replacing the Trestle bridge
Recent Progress
In 2019, there was construction work on the Iron Horse Trail which is expected to be completed in 2020. Over 1km
of multi -use trail was constructed on Courtland Avenue between Mill St and Hayward as part of the
extension/connection to the Iron Horse Trail. The replacement of the trestle bridge near Victoria Park was
undertaken. Staff also oversaw an additional 1km of trail upgrades and improvements. There was also continuing
work on the Cycling and Trails Master Plan including extensive community engagement.
Next Steps
In 2020, it is expected that the Cycling and Trails Master Plan will be completed which will provide future direction
and guide trail development both for recreation and transportation purposes. Following the completion of the plan
and endorsement by Council, staff will further develop an implementation strategy and plan for 2021 onwards
budget considerations. Major reconstruction and development of the Wilson Ave - Courtland/Vanier Drive trail
corridor will be undertaken and approximately 1.5km of informal granular trail will be reconstructed to full multi -use
trail corridor with connections to the new crossing of the iON tracks to Fairway and links to the community pending
budget approval.
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SE31 Implementation of Parks Master Plan Projects
Ongoing Program
Description
This work includes all planning, design and capital construction associated with the implementation of the Parks
Master Plan. The focus in 2019 will be on the following three projects:
• RBJ Schlegel Park Phase 1 construction,
• Construction of the Doon Pioneer Skate Park,
• Developing a guiding vision for the Grand River Park (GRP).
Recent Progress
Construction work on RBJ Schlegel Park continued with a focus on sportsfields development as well as playground
and splashpad installation. Work also included the completion of the Sandhills Park rehability and redefining the
needs of Elmsdale Park as part of the Participatory Budget projects. As well, a number of projects were undertaken
such as improvements at Uniroyal Goodrich park, Kiwanis Park, as well as providing direction on new parks through
the subdivision planning process. A program of replacing sand playground surfaces (less accessible) with Engineered
Wood Fibre (more accessible) has been started.
Next Steps
Work will begin on the development of the Open Space Strategy which will replace the Parks Strategic Plan. A
number of projects will be undertaken and/or completed including various park redevelopments (Uniroyal Goodrich,
skatepark at Upper Canada, etc.). Staff will also continue to provide guidance and input on the subdivision park
development program. Staff will also explore opportunities at Huron Natural Area for partnerships related to First
Nation and Indigenous cultures.
CS59 Parkland Dedication Policy Update Status as of Dec 31s' 2019: CANCELLED
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
Bill 108 was announced in early summer 2019 and within Bill 108 there appear to be significant changes to both
where and how, and how much, can be collected in respect to parkland dedication, up to the point that it is unclear if
dedication will remain a tool for municipalities in the future. Regulations under the act are pending and it is not
considered productive to invest work in this business plan project until greater clarity around Bill 108 is established.
Work will then likely be delivered through subsequent discussion on Community Benefit Charges (the potential
successor to Development Charges under Bill 108) and/or as part of the Parks Open Spaces Strategy in starting in
2020.
Next Steps
No activity is scheduled on this update at this time, due to Bill 108. Future work will be embedded within the
Community Benefits Charge discussions and Parks & Open Spaces Strategy.
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SE05 Low Impact Development Design Guidelines - Stormwater Utility Status as of Dec 31St 2019: DELAYED
New Completion: Apr -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. LID
guidelines will be integrated into the existing Development Manual.
Recent Progress
46 proposed street cross sections have been developed in draft form by the consultant. These cross sections are
currently being vetted by various city divisions to address any utility design conflicts, and once finalized, they will be
incorporated into the Development Manual.
Next Steps
A report to Council is expected in May of 2020 outlining the newly updated Development Manual, including updated
cross sections for how LID will be incorporated in the municipal right of way.
Greg St. • •11 ext. 4538
CS60 Utility Meter Mobile Workforce Management System (MWMS) Status as of Dec 31St 2019:
Completed: Apr -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 project is complete.
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