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HomeMy WebLinkAboutCouncil Agenda - 2020-09-14WHEREAS a healthy, professional news media sector is essential for the proper functioning of civil society and democracy at the local, regional, provincial, federal and international levels; and WHEREAS residents of 190 Canadian communities — including residents of Kitchener, Elmira, and Guelph — lost 250 established news outlets due to closings or mergers between 2008 and 2018; and WHEREAS the news media in Waterloo Region have been instrumental during the COVID-19 pandemic, ensuring local citizens have accurate local information, despite nearly 500 journalists being laid off during the pandemic; THEREFORE BE IT RESOLVED that the Council of the City of Kitchener recognizes that a healthy, professional news media is essential to the proper functioning of democracy in the region; and, THAT the City urges other municipal councils within the region and across Canada to recognize that a robust news media is essential to the proper functioning of democracy in their jurisdictions; and, THAT the City endorses legislation and regulations to support and rejuvenate news outlets across Canada and urges the federal government to move quickly to pass legislation to ensure an ecosystem for a healthy news media to serve all Canadians; and, BE IT FINALLY RESOLVED that the resolution be forwarded to the area municipalities, local M.P.s and M.P.P.s and the Federation of Canadian Municipalities and Association of Municipalities of Ontario. WHEREAS the overdose crisis, attributed to contamination of the unregulated market by a wide variety of substances, has been one of the most significant public health crises in recent Canadian history; between January 2016 and December 2019, nearly 15,400 Canadians lost their lives from apparent opioid-related causes; and, WHEREAS the contaminated drug crisis has worsened during the COVID-19 pandemic, with the unregulated drug supply reported to be more toxic and service providers hampered by the COVID-19 pandemic, preliminary counts in Ontario show a 35% increase in the number of suspected overdose-related deaths; within Waterloo region, opioid-related poisoning deaths are expected to reach record levels in 2020; and, WHEREAS in August 2020, the federal Minister of Health called on all Provincial and Territorial Ministers of Health and regulatory colleges to proactively encourage practitioners to provide people who use drugs with a full spectrum of care, including access to safer, pharmaceutical-grade alternatives to the contaminated drug supply, for people at risk of overdose; and, WHEREAS the Federation of Canadian Municipalities, Ontario’s Community Health Centres, the Municipal Drug Strategy Network of Ontario, and others have requested support to facilitate the establishment of Safe Supply initiatives in Ontario communities; and, WHEREAS despite these and other recent proactive steps, funding and regulatory barriers continue to prevent people who use drugs and the community organizations supporting them from accessing or establishing a Safe Supply; and, WHEREAS offering Safe Supply initiatives to people who use drugs is an approach that will prevent death and injuries and reduce the community impacts of problematic substance use resulting in a healthier and safer community for everyone. NOW THEREFORE the City of Kitchener calls on the Provincial and Federal ministers of health and relevant regulatory Colleges to support and fund the provision of Safe Supply initiatives in our community; and, BE IT FURTHER RESOLVED that the City of Kitchener shares this resolution with our local health authorities and health care providers to encourage implementation of Safe Supply initiatives during this unprecedented time as an important component in their efforts to provide a health response to the overdose poisoning crisis; and, BE IT FINALLY RESOLVED that this resolution be shared with the provincial and federal Ministers of Health, all local Members of Parliament and Members of Provincial Parliament, all local municipalities, Waterloo Region Integrated Drug Strategy, KW4Health, Waterloo Wellington LHIN, Waterloo Region Crime Prevention Council, Ontario Health Team, Inner City Health Alliance, Alliance For Healthier Communities, Municipal Drug Strategy Network of Ontario, College of Physicians and Surgeons of Ontario, Ontario College of Pharmacists, Nurse Practitioners Association of Ontario, Registered Nurses Association of Ontario, Public Health Ontario, Public Health Agency of Canada, Canadian Public Health Association, Canadian Drug Policy Association, Federation of Canadian Municipalities, and the Association of Municipalities of Ontario. COMMITTEE OF THE WHOLE AGENDA MONDAY, SEPTEMBER 14, 2020 CHAIR COUNCILLOR D. SCHNIDER ND A. BY-LAWS LISTED ON THE AGENDA 2 READING That the by-laws considered by this Committee be taken as read a second time and be recommended for enactment. B. ADMINISTRATIVE REPORTS 1. DSD-20-152 Use of Affordable Housing Funding Attached is Development Services Department repot DSD-20-152 (K. Cooper) dated September 10, 2020. That the remaining $40,000 within the 2020 affordable housing budget be allocated to Option 1 (supportive housing indoor/outdoor amenity space) as outlined within Development Services Department report DSD-20-152. 2. COR-20-010 Dangerous Dog Designation Appeal Robins and Koc Attached is Corporate Services Department report COR-20-010 (S. Goldrup) dated September 14, 2020. That the decision of the Dog Designation Appeal Committee regarding an appeal filed by Ms. Anita Robins, wherein the Committee affirms the Dangerous Dog Designation applied to her - Waterloo and Stratford Perth, be ratified and confirmed. 3. COR-20-011 Memorandum of Settlement, CUPE 791 This report will be circulated under separate cover. 4. INS-20-010 Winter Sidewalk Maintenance Review Supplemental Report to INS- 20-009 Attached is Infrastructure Services Department report INS-20-010 (N. Lobley) dated September 10, 2020. Note: This is a supplemental repot to INS-20-009, listed as item 1 on Reports to be Considered by Council - Finance and Corporate Services Committee August 31, 2020. That, based on the results of the comprehensive Winter Sidewalk Pilot program from winter 2019/20, staff be directed to implement option 1 of Report INS-20- 010 which includes: program as of winter 2020/21; and 2020/21; an annualised cost of $230,000 be referred to the 2021 operating budget. C. FOR INFORMATION 5. CAO-20-004 2020 Business Plan Progress Report and Compass Kitchener Strategic Plan Evaluation Guide -20-004 (K. Cooper), dated September 9, 2020. Rise and Report REPORT TO: Council DATE OF MEETING:September 14, 2020 SUBMITTED BY: Justin Readman, General Manager, Development Services 519-741-2200 ext. 7646 PREPARED BY:Karen Cooper, Manager, Strategic and Business Planning, 519-741-2200 ext. 7817 WARD (S) INVOLVED: All DATE OF REPORT: Sept 10, 2020 REPORT NO.: DSD-20-152 SUBJECT: Use of Affordable Housing Funding RECOMMENDATION: THAT the remaining $40,000 within the 2020 affordable housing budget be allocated to Option 1 (supportive housing indoor/outdoor amenity space) as outlined within DSD-20-152. PURPOSE: As requested by Council on August 31, 2020, this report provides specific options for using the $40,000 remaining in the 2020 affordable housing budget. BACKGROUND: At least 450 units of supportive housing are required in the City of Kitchener to meet the needs of people who are homeless in our communityas indicated in the Needs Assessment presented to Council on January 9, 2020. th On February 24, 2020 Council participated in a Strategy Session on Affordable Housingand discussed the top issues that the Housing Strategy should address. Council identified homelessness as the top housing issue that needed to be addressed in Kitchener. Council reiterated the importance of supporting the Region of Waterloo in their mandate to address this issue and directed staff in developing the housing strategy to focus on actions that were within Kitchener’s local authority and jurisdiction. Council did not want to see duplication of effort between the City and the Region, and indicated they wanted to see collaboration. st On August 31, 2020 Council received the Draft Housing Strategy as a part of report DSD-20- 108.The strategy focused on the actions Kitchener could take, how it could collaborate with the Region and how it could advocate for the non-profit and private sector to attract federal and provincial funding for affordable housing to be developed in the city. Council was interested in *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1 - 1 input from the Advisory Committee on the use of the modest $40,000 remaining in the affordable housing fund. REPORT: Affordable Housing Strategy Advisory Committee The Affordable Housing Advisory Committee is composed of members of the public, Council, the non-profit community, advocates, people with lived experience, the development community, academia, and regional and city staff. Members of the Committee agree that responding to homelessness is the top issue and the most pressing issue to address. The Advisory Committee has focused on creating the “big ask” which included all participants’ plans and projects that required funding and advocacy. The list is included in the draft Housing Strategy. The following feedback has been received from members of the Advisory Committee with respect to potential uses for the available funding: One member of the Advisory Committee has suggested that the $40,000 remaining in the 2020 affordable housing budgetbe used to assist people in encampments. In a subsequent email exchange amongst the committee members, people raised various ideas on the use of the funds all pertaining to homelessness. Some wanted the funds to go towards permanent supportive housing, some wanted it to go to services like water and washroom facilities for people who were unsheltered. Each idea has merit, however they all fall under the Region’s mandate to provide services and funding to address homelessness. At the August 31 Council meeting, Council heard a heartfelt delegation from one member of the Advisory Committee to increase the amount of funding to approximately $94,000 and use it for a sanctioned encampment on a city site. A source of funding to increase the available budget was notidentified by the delegation. Since the August 31Council meeting, the Affordable Housing Definition sub-committee members have communicated via email and met on September 9 to further develop their ideas for a tiny home encampment on city property and have proposed 3 options as included in the options section of this report. Collaboration with the Region Council directed staff to support the Region in developing permanent supportive housing that people in the encampment at Lot 42/A Better Tent City can move into so the encampment can be closed, and the site return to operating in compliance with the zoning bylaw. Staff, acting on Council’s direction to work with the Region to find city and regional sites for permanent supportive housing, recommended, inreport DSD-20-108, that the remaining $40,000 in the Affordable Housing budget should be used to support this goal and to leverage *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1 - 2 opportunities to provide permanent modular supportive housing. Using funds in this way also ensures that the City does not over step its bounds in being a direct provider of shelter space. There is funding available from provincial and federal governments for permanent supportive housing. It is timely to collaborate with the Region to develop housing on city and regional sites in Kitchener that could be built quickly through private sector involvement and operated by our community’s non-profit housing and service providers. The aim is to secure sites and develop sites so occupancy can take place within a year. The Region believes its plan to end homelessness for sheltered and unsheltered people will result in everyone having accommodation in the coming months before winter.As reported to Council, this includes closing the 51 space Charles Street emergency shelter and replacing it with space for 120 men in hotel accommodation andspace for 80 to 90 people in dormitory accommodation. The Region has recently made arrangements for funding for emergency shelter space at a church, andnow is also providing funding forLot 42/A Better Tent City to allow it to continue providing accommodation for approximately 40 people over the winter. Options Potential uses of the remaining $40,000 in 2020 funding for affordable housing include: 1. Aligning with the Region’s plans to provide permanent supportive housing. ***RECOMMENDED*** The funds could be used to provide better indoor or outdoor amenity space in the supportive housing projects which are anticipated to commence within the next year. Using the funds for this purpose is consistent with Council’s direction to collaborate with the Region on moving unsheltered people to housing.This would have the effect of improving the quality and comprehensiveness of the supportive housing development for the benefit of residents and the surrounding host neighbourhood. 2. Supporting existing or planned projects being undertaken by the non-profit and service providers as demonstrated in our non-profit needs list. A request for expressions of Interest would be a fair way to allocate funds in this option. The following options have been put forward by members of the Advisory Committee but are not recommended for the reasons outlined: 3. Collaborating with non-profit service providers and/or private developers to pilot a ‘tiny home’ project. Concerns: The amount of available funding is not sufficient for this option. No non-profit has stepped forward or been identified to take this on. The City does not have the resources to take this on. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1 - 3 Council has previously stated that it does not wish to see the city take on Regional responsibilities with respect to shelter services/affordable housing. It is contradictory to request staff to support moving people from one encampment to permanent housing and then authorize another encampment. 4. Collaborating with Region and non-profits to use Regional or City land to allow for sanctioned encampments, and to have supportive services provided directly to them. Concerns: The amount of available funding is not sufficient for this option. It is contradictory to request staff to move people from one encampment to permanent housing and then authorize another encampment. The Region is focusing its efforts on securing supportive funding for the interim hotel and dorm style accommodation and for permanent supportive housing. 5. Collaborating with the Region to provide essential life services such as drinking water, and mobile shower units to encampments and the unsheltered population. Concerns: The Region has the resources to take this on without City involvement. Conclusion Staff recommend that the $40,000 in available funding be used to provide permanent supportive housing for people leaving homelessness, as it is a priority of the Advisory Committee, the community and Council. Regional staff have indicated that the City’s investment in an interior or exterior amenity space would be appropriate and appreciated. This recommendation keeps the roles of the City and Region separate, distinct and complementary. ALIGNMENT WITH THE CITY OF KITCHENER STRATEGIC PLAN: 2019-2022 Strategic Plan – Caring Community Goal: Enhance people’s sense of belonging and connection by…helping to make housing affordable. Strategic Plan Action: Create an Affordable Housing Strategy for Kitchener by 2020 in collaboration with Waterloo Region, community groups and the development industry. FINANCIAL IMPLICATIONS: There is $40,000 remaining in the Development Services Department operating budget for affordable housing initiatives. COMMUNITY ENGAGEMENT: INFORM - This report has been posted to the City’s website with the agenda in advance of the committee/council meeting. ACKNOWLEDGED BY: Justin Readman, General Manager, Development Service *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1 - 4 REPORT TO:Committee of the Whole DATE OF MEETING:September 14, 2020 SUBMITTED BY:Dog Designation Appeal Committee PREPARED BY:Sarah Goldrup, Committee Administrator, 519-741-2200 x 7275 WARD (S) INVOLVED:All DATE OF REPORT:September 14, 2020 REPORT NO.:COR-20-010 SUBJECT:Dangerous Dog Designation Appeal Robins RECOMMENDATION: That the decision of the Dog Designation Appeal Committee regarding an appeal filed by Ms. Anita Robins, wherein the Committee affirmsthe Dangerous Dog Designation applied to their PashaHumane Society of Kitchener-Waterloo and Stratford Perth, be ratified and confirmed. BACKGROUND: On March 25, 2020,the Humane Society of Kitchener-Waterloo and Stratford Perth designated Pasha,adog owned by Ms.Anita Robins, as a Dangerous Dog.The designation was applied did attack a dog without provocation in contravention to City of Kitchener By-law 2014-142 (Being a by-law with respect to the designation of Potentially Dangerous, Dangerous, Prohibited and Restricted Dogs). On March 30, 2020the Office of the City Clerk subsequently received correspondence from Ms.Robins appealing the Dangerous Dog Designation; and aNotice of Hearing was issued to the Respondentand Appellants,advising on August 24, 2020 a hearing of the Dog Designation Appeal Committee would be held to consider the matter.The Committee heard and considered evidence from all partiesand found that due to the severity of the attack, and the lack of substantive mitigating factors, the Dangerous Dog Designation should be confirmed. REPORT: The Dog Designation Appeal Committee established by the Council of the Corporation of the City of Kitchener pursuant to City of Kitchener Municipal By-law 2014-142 and the Statutory Powers Procedure Act R.S.O. 1990 Chapter S.22, sat onAugust 24, 2020,to consider an appeal filed with the City by Ms. Anita Robins. On that date, the Dog Designation Appeal Committee considered the evidence related to an incident resulting in the Dangerous DPasha testimony presented on behalf of the Respondent by Mr. Gary Boes, Animal Control Officer, and Ms. Erin Kearney, Associate City Solicitor; and, having reviewed all of the evidence submitted by Ms. Anita Robins, Appellant; the Committee hereby confirmsthe designation of Dangerous Pashapursuant to By-law 2014-142 assignedthe following conditions for the keeping of said DangerousDog: ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 2 - 1 (a)The owner shall ensure that all conditions pertaining to the designated dog are followed when it is off the property of the owner or otherwise in an enclosed yard as approved by the animal services provider unless specified otherwise in this designation; (b)The owner shall ensure that the animal services provider is provided with the new address and telephone number of the owner within two working days of moving the designated dog; (c)The owner shall provide the animal services provider with the name, address and telephone number of the new owner within two working days of selling or giving away the designated dog; (d)The owner shall advise the animal services provider within two working days of the death of the designated dog; (e)The owner shall advise the animal services provider forthwith if the designated dog runs at large or has bitten or attacked any person or animal; (f)The owner shall provide a copy of this designation to any person who keeps or harbours the designated dog; (g)The owner shall provide a copy of this designation to any veterinarian treating the requirements of this designation to the extent necessary to secure veterinary treatment for the dog at the discretion of the veterinarian; (h)The owner shall ensure that the designated dog has a current City dog license; (i)The owner shall ensure that the designated dog wears the tag or tags provided by the animal services provider at all timesand shall pay the reasonable cost for such tag or tags; (j)The owner shall ensure that the designated dog is kept, when it is on the lands and premises of the owner, confined: a.Within the dwelling; b.In an outdoor pen that is both secure and provides humane shelter to the satisfaction of the animal services provider; c.In an area with a secure and adequate fence to the satisfaction of the animal services provider however the animal services provider may refuse to approve any fenced area if, in the sole discretionof the animal services provider, a fenced area would provide insufficient protection to members of the public including unsupervised children who may wander into the area; or d.When outside of the dwelling and the approved pen or fenced area contemplated by subsections (b) and (c), under the effective control of a person of at least eighteen years of age and under leash, such leash not to exceed 1.8 metres (6 feet) in length and to be approved by the animal services provider, and, where the dog is required to wear a muzzle off its property by this designation shall also wear a muzzle confined in accordance with this subsection (d); (k)The owner shall ensure that the designated dog is kept caged, penned, or in a locked room not accessible to children or through inadvertence, or under the control of an occupant of the dwelling who is at least eighteen years of age when any person who does not habitually (l)The owner shall ensure that the designated dog is kept under the effective control of a person of at least eighteen years of age with the use of a body harness to be approved by the animal services provider, and under leash, such leash not to exceed 1.8 metres (6 feet) in length and to be approved by the animal services provider, at all times when the 2 - 2 to the satisfaction of the animal services provider; (m)The owner shall ensure that the designated dog wears a securely attached muzzle thatis and not caged or otherwise penned or confined to the satisfaction of the animal services provider; (n)The owner shall ensure that the warning sign or signs provided by the animal services normally approach and at any other place on the property as directed by the animal services provider. The sign(s) shall be posted in such a manner that it/they cannot be easily removed by passersby and the sign posted at the entrance, which a person would normally approach must be clearly visible to a person approaching the entrance, or, when in a multiple unit dwelling, the owner will provide thename of the property owner and property manager if any and allow the animal services provider to request that person to post a sign or signs; (o)The owner shall ensure that the designated dog is microchipped by a licensed veterinarian and supply the microchip information to the animal services provider. The owner shall also permit the animal services provider to verify the implantation of such microchip. (p)The owner shall not permit the designated dog to be walked, harboured, or to linger in a publicly accessible place, except for the purposes of transporting the designated dog to a vehicle. (q)The owner shall ensure the designated dog is securely contained in a manner approved by the animal services provider, such as begin caged, penned, or in a locked room not accessible to children, prior to the opening of any entrance where the designated dog is being housed. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: the delivery of core service. FINANCIAL IMPLICATIONS: There are no financial implications associated with this report. COMMUNITY ENGAGEMENT: INFORM -All those inattendance at the August 24, 2020,Hearingwere advised of the it would be considered at the September 14, 2020,Council meeting. In addition, a Notice of Decision was sent to the Appellant and the Respondents via registered mail onSeptember 4, 2020; thereby,furthernotifying both parties of when the delegation. ACKNOWLEDGED BY: Victoria Raab, General Manager, Corporate Services 2 - 3 REPORT TO:Community and Infrastructure Services DATE OF MEETING:September 14, 2020 SUBMITTED BY:Niall Lobley,Director,Parks and Cemeteries, 519-741-2600 ext. 4518 PREPARED BY:Faranak Hosseini, TransportationPlanning Project Manager, 519-741-2200 ext. 7665 WARD (S) INVOLVED:All Wards DATE OF REPORT:September 10,2020 REPORT NO.:INS-20-010 SUBJECT:Winter Sidewalk MaintenanceReviewSupplemental Report to INS-20-009 RECOMMENDATIONS: That, based on the results of the comprehensive Winter Sidewalk Pilot program from winter 2019/20, staff be directed to implement option 1 of Report INS-20-010which includes: Deployingthe assisted services for sidewalk and windrow clearing program as of winter 2020/21;and Deployingthe proactive bylaw enforcement program as of winter 2020/21; That the above recommendations be funded from an annualisedcost of $230,000 be referredto the 2021 operating budget. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 1 REPORT Staff submitted report INS-20-009 to the Community and Infrastructure ServicesCommittee in August 2020. The report presented the findings of each of the pilot programs and studies conducted during winter 2019/20 and provided options and recommendations for winter 2020/21 and beyond. Following the August 31 Committee meeting, staff have prepared this supplementary report to provide responsesto Council requests for additional informationon conducting additional pilots in newer residential areas. Report INS-20-009 is provided in Appendix 1. Winter Sidewalk MaintenanceAlternativeOptionsand Recommendations According to theanalysis and results illustrated in report INS-20-009 and the discussionsin the August 31 committee meeting, an additional wintersidewalkmaintenance optionhasbeen identifiedand provided below as Option 5.Staff are recommending that Option 1 best addresses the objectives of the City, enhances the range of winter sidewalk services that the City provides and is most closely aligned with community expectations. This option aids propertyowners who have difficulty clearing their sidewalks due to age or medical conditions which could also contribute to sidewalk network passability in general. This option is also expected to contribute to enhancing the sidewalk conditions by reminding the residents of the importance of sidewalk clearing and compliance to bylaw through the proactive bylaw enforcement program. Options 2, 3,4and 5 offer alternatives ifCouncil wish to consider alternatives. The fiveoptionsare listed below. Option 1Existing Program + Assisted Services + Proactive Bylaw Enforcement Implementation of the assisted services for sidewalk and windrow snow clearing program on a city-wide scale as of winter 2020/21. The capacity for winter 2020/21 will be approximately 150 spaces. The capacity to be increased annually by up to 50 spaces (approximately $35,000 per year) until the demand is met. Implementation of the proactive bylaw enforcement program as of winter 2020/21 with four officers. Annual operatingcostof this option would be$230,000(in addition to existing budget associated with the existing program). This would be increased by $35,000 per year until the demand is met in the assisted services program. Tax levy impact of operating costsof this option would be approximately0.2%. Average operating impact to homeownerwould be approximately$2 based on an average home assessed at $330,000 by MPAC. Option 2City-wide City-led Full ServiceWinter Sidewalk Maintenance City-wide City-led Full Service Winter Sidewalk Maintenance to be implemented over three phases.This option providessidewalk clearing services for all sidewalks after all snow occurrences to eliminate snow covered or icy conditions to bare pavement within 24 hours. -Phase 1 Winter 2020/21 route planning, equipment purchase, tendering for rental equipment, tree elevating and modifying the sidewalk repair program -Phase 2 Winter 2021/22 implementation of full service sidewalk snow clearing on approximately 50% of the sidewalks within the City pg. 2 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 2 -Phase 3 Winter 2022/23: This phase would include the implementation of full service sidewalk snow clearing on a city-wide scale Extension of the Assisted Services for Sidewalk and Windrow Clearing program with the current capacity of 105 spaces during Phase 1 and 2. Discontinue the services in Phase 3 (winter 2022/23). This program provides sidewalk and windrow snow clearing services for eligible seniors 65+ and residents living with a disability who cannot afford private snow clearingservices in winter 2020/21 and winter 2021/22. The estimated cost(over and abovetheexisting program costs)of this option would include a one-time upfront capital costof$4,400,000,and an annual operating costof $10,175,000. The tax levy impact of operating costswould be approximately7.9%and the average operating impact to homeownerwould be approximately$89 based on an average home assessed at $330,000 by MPAC. Option 3Priority Routes City-led Full Service Winter Sidewalk Maintenance + Assisted Services+ Proactive Bylaw Enforcement Priority Routes City-led Full Service Winter Sidewalk Maintenance to be implemented over two phases. This option providessidewalk clearing services for priority routes (approximately 50% of sidewalks) after all snow occurrences to eliminate snow covered or icy conditions to bare pavement within 24 hours. -Phase 1 Winter 2020/21 route planning, equipment purchase, tendering for rental equipment, tree elevating and modifying the sidewalk repairprogram -Phase 2 Winter 2021/22 implementation of full service sidewalk snow clearing on approximately 50% of the sidewalks within the City Implementation of the Assisted Services for Sidewalk and Windrow Snow Clearing program as of winter 2020/21. This program providesthe sidewalk and windrow snow clearing services for eligible seniors 65+ and residents living with a disability who cannot afford private snow clearing services. This program will be offered to residents on non- priority routes only as of winter 2021/22. Implementation of the Proactive Bylaw Enforcement program as of winter 2020/21with two officers. This programenforcesthe bylaw through winter seasons to increase bylaw compliance and sidewalk passability. This program would be applicable to non-priority routes only as of winter 2021/22. The estimated cost of this program would include a one-time upfront capital costof $3,750,000and an annual operating cost(in addition to existing program costs)of $6,065,000. This would be increased by $35,000 per year until the demand is met in the assisted services program.The tax levy impact of operating costswould be approximately 4.8%.The average operating impact to homeowners would be approximately $54 based on an average home assessed at $330,000 by MPAC. Option 4Existing Program + Contractor-Led Snow Event Winter Sidewalk Maintenance + Assisted Services + Proactive Bylaw Enforcement Contractor-led Snow Event Winter Sidewalk Maintenance over two phases. This option providessidewalk clearing services for all sidewalks after snow events (snow occurrences of 8cm or more) within 24 hours. pg. 3 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 3 -Phase 1 planning in winter 2020/21 -Phase 2 priority routes implementation as of winter 2021/22 Implementation of the Assisted Services for Sidewalk and Windrow Snow Clearing program as of winter 2020/21 with the capacity of 150 spaces. The capacity to be increased by 50 spaces per year until the demand is met. This program providessidewalk and windrow snow clearing services for eligible seniors 65+ and residents living with a disability who cannot afford private snow clearing services. This service will not be provided after snow events. Implementation of the Proactive Bylaw Enforcement program as of winter 2020/21 with four officers.This program proactively enforces the bylaw through winter seasons to increase bylaw compliance and sidewalk passability This program will not be enforced after snow events. The estimated cost of this program would include a one-time upfront capital costof $3,000,000and an annual operating cost(in addition to existing program budget)of $6,330,000. This would be increased by $35,000 per year until the demand is met in the assisted services program. The tax levy impact of operating costswould be approximately4.9%. The average operating impact to homeowners would be approximately $56 based on an average home assessed at $330,000by MPAC. Option 5(NEW) City-led Full Service Winter Sidewalk Maintenance Pilot City-led Full Service Winter Sidewalk Maintenance to be piloted during winter 2020/21. This option providessidewalk clearing services in the pilot areasafter all snow occurrences to eliminate snow covered or icy conditions to bare pavement within 24 hours Option 5A One Pilot Area: on 32km of representative sidewalks in winter 2020/21. The estimated cost of this pilot program isapproximately$140,000. Option 5B Two Pilot Areas: on two areas, each 32km of representative sidewalks in winter 2020/21. The estimated cost of this pilot program isapproximately$280,000. Accounting for thecriteria discussed in the committee meeting (i.e. suburban areas, slightly established areas, wider vs narrower lot frontages), staff have identified three potential pilot areas. The maps of the threepotential areas are provided in Appendix2. Please note that the pilot routes are not finalized. The maps provide a general idea of the candidate areas and currently include more than 32 km of sidewalks. The maps will be adjusted to include 32 km of sidewalks and may change slightly depending on the operational constraints. -Pilot Area 1and 2:Represent suburban neighbourhoodswith a high proportion of small (less than 30ft) frontages. -Pilot Area 3:Represents a suburban neighbourhood withvariouslot sizes. The demographic characteristicsof the 2019/20 full service pilot area is compared to the city-wide average and the results are as follows. Staff are working on comparable demographics for the proposed new pilot areas. pg. 4 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 4 DemographicsPilot AreaCity-Wide Average Age41.139.5 Average Income$70,802 $96,375 Average Frontage Width13.79m14.15m Average Assessed Property Value$286,913 $363,626 Option5 isfurther describedin the table belowin terms of objectives, scope, cost, resources, andrisks.For details of other options, please refer to Report INS-20-009. 1ProgramsCity-led Full Service Winter Sidewalk Maintenance pilot program to be implemented in winter 2020/21. Confirmthe resource and cost implications of providing sidewalk clearing 2Objectives services for all sidewalks after all snowoccurrences within 24-48 hours through pilot programs. Each pilot area would include approximately 32km of representative sidewalks. Evaluate the effect of different demographic characteristics on publicsupport for this program. Collect data on the performance of the pilotsand collect public feedback data to assess the willingness of the residents to pay for the service. Evaluate the results of the pilotsand report back to council in June 2021. 3ScopeThis pilot program is intended for all weather events including snowfalls, freezing rains or thaw/freeze events. The pilot program willbe in place from November2020 to April2021. Option 5A: The pilot program is intended to be implemented on 32km of representative sidewalksacross the City. Option 5B: The pilot program is intended to be implemented ontwo areas each32km of representative sidewalks across the City. 4Estimated CostOption 5A: Order of magnitude estimate is $140,000which includes $120,000 to run the program and $20,000 for public communications and engagement. Option 5B: Order of magnitude estimate is $280,000 which includes $240,000 to run the program and $40,000 for public communications and engagement. 5ResourcesCity staff to administer and manage the project City staff to operate the sidewalk snow clearing City staff to intake and resolve complaints 6Environmental It is expected that the greenhousegas emission be increased in the pilot Impactsareasduring 2020/21 winter months. 7Social/Community Reduces the burden of clearing sidewalks during winter months in the pilot Impactsareas. 8Snow and IceThe Snow and Ice Bylaw will not be applicablein the pilot areasduring BylawImpactswinter 2020/21. 9RisksTurfand propertydamage is expectedin the pilot areasespecially in areas where there areturf and/or hardscape encroachments. pg. 5 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 5 Public dissatisfaction as a result of additional pilots similar to pilots conducted in winter 2019/20. clearing sidewalks. Selecting pilot areas may be controversial. The result effectiveness will be dependent on weather conditions. COMMUNITY ENGAGEMENT: INFORM council / committee meeting. A copy of this report has been provided to the Mayor's Advisory Council for Kitchener Seniors, Kitchener Cycling and Trails Advisory Committee, Kitchener Youth Action Council, The Environment Committee, Grand River Accessibility Advisory Committee, Tri- CitiesTransportActionGroup, and previous delegates where contact information is available. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: T the delivery of core service by: Improvingthe design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost-efficient way; Developing a network of safe, comfortable and linked pedestrian facilities; Strengtheningthe capability and capacity within the organization to manage all of the city's assets; Creating more opportunities for citizen dialogue on community issues and introducingnew ways for people to getinvolvedin decisions that affect them; Strengtheningcommunication on issues of interest to the public and proactively publishing related documents in an accessible format to give citizens the information they needto . FINANCIAL IMPLICATIONS The tables below summarize the financial impact of each option. All tax levy and homeowner impactbelow are based on the annual operating costs. Option 1Financial Impacts Option 1One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner *Assisted Services for Sidewalk -$100,0000.1%$1 and Windrow Snow Clearing (150 spaces) Proactive Bylaw Enforcement-$130,0000.1%$1 (4 officers) Total-$230,0000.2%$2 *Staff recommends that the capacity be increased by 50 spaces per year until demand is met. This would be equal to a $35k cost increase per year until the demand is met pg. 6 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 6 Option2 Financial Impacts Option2One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner City-wide City-led Full Service $4,400,000$10,100,0007.8%$89 Winter Sidewalk Maintenance *Assisted Services for Sidewalk -$75,0000.1%$1 and Windrow Clearing (105spaces) Total$4,400,000$10,175,0007.9%$89 *This program will be discontinued in winter 2022/23 once the city-led winter sidewalk maintenance is implemented on a city-wide scale Option3 Financial Impacts Option3One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner Priority-Routes City-ledFull $3,750,000$5,900,0004.6%$52 Service WinterSidewalk Maintenance *Assisted Services for Sidewalk -$100,0000.1%$1 and Windrow Clearing (150 spaces) Proactive Bylaw Enforcement-$65,0000.1%$1 (2officers) Total$3,750,000$6,065,0004.8%$54 *Staff recommends that the capacity be increased by 50 spaces per year until demand is met. This would be equal to a $35k cost increase per year until the demand is met Option4 Financial Impacts Option4One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner Contractor-led Snow Event Winter $3,000,000$6,100,0004.7%$54 Sidewalk Maintenance *Assisted Services for Sidewalk -$100,0000.1%$1 and Windrow Clearing (150 spaces) Proactive Bylaw Enforcement -$130,0000.1%$1 (4 officers) Total$3,000,000$6,330,0004.9%$56 *Staff recommends that the capacity be increased by 50 spaces per year until demand is met. This would be equal to a $35k cost increase per year until the demand is met. pg. 7 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 7 Option5 Financial Impacts Option5One-Time Winter % Tax Levy Average Source Upfront 20/21Impact of Operating Capital Operating Operating Impact to CostCostCostsHomeowner Option 5AN/A$140,000N/AN/AWeather City-led Full Service Events Winter Sidewalk Stabilization Maintenance PilotReserve* One Pilot Area Option 5BN/A$280,000N/AN/AWeather City-led Full Service Events Winter Sidewalk Stabilization Maintenance Pilot Reserve Two Pilot Areas *The current balance in the Weather Events Reserve is $1,046,000 and the reserve policy indicates that the minimum balance should not drop below $1M. PREVIOUS CONSIDERATION OF THIS MATTER: In November 2016, reportnumber INS-16-087was submitted to City Council which identified the impact of city-wide sidewalk snow clearing practices, including order of magnitude costs. This report recommended that existing winter sidewalk maintenance practices be maintained until the changes to the provincial minimum maintenance standards were adopted. In June 2018, report number INS-18-023 was submitted to City Council which identified pilot programs to be implemented and evaluated in the 2018/2019 winter season. Two of the pilot programs including the proactive by-law inspection and theassisted services for sidewalk and windrow clearingwere approved by Council to be implemented and evaluated during the 2018/2019 winter season. In addition to these pilot programs,Council introduced and approved program to be implemented and evaluated during the 2018/2019 winter season. In May 2019, report numberINS-19-009was submitted to City Councilwhichpresented the evaluation results of the pilotprograms approved by Council in 2018 and recommended that the two pilots of Proactive Bylaw Enforcement and Assisted Services for Sidewalk and Windrow Clearing be extended for the winter 2019/20, the Neighbourhood Shared Snow Blower pilot to be continued to be monitored in winter 2019/20, andBylaw Review, Initial Clearing for 8cm Snow Events pilot, Develop Priority Route Options, and Representative Valid Surveybe piloted and studied during winter 2019/20.Council approved all the recommendations above and added two additional programs of Full Service Winter Sidewalk Maintenance and Snow Removal Application to be evaluated during the 2019/20 winter season. In October 2019, report numberCSD-19-032was submitted to City Council whichrecommended continuing the usage of bare pavement as the standard for winter sidewalk maintenance. The research results showed that this standard is consistent with other municipalities in terms of the pg. 8 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 8 required timelines and level of service. This standard also accounts for accessibility challenges as may be required for use of mobility devices and strollers. In August 2020, report number INS-20-009 was submitted to the Community and Infrastructure Committee which recommended that the two programs of Assisted Services for Sidewalk and Windrow Clearing and Proactive Bylaw Enforcement beimplementedas of winter 2020/21. ACKNOWLEDGED BY: Denise McGoldrick, General Manager, Infrastructure Services Appendix 1Report INS-20-009 Appendix 2Pilot Areas pg. 9 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 9 Appendix 1 Report INS-20-009 4 - 10 REPORT TO:Community and Infrastructure Services DATE OF MEETING:August 31, 2020 SUBMITTED BY:Niall Lobley,Director,Parks and Cemeteries, 519-741-2600 ext. 4518 PREPARED BY:Faranak Hosseini, TransportationPlanning Project Manager, 519-741-2200 ext. 7665 WARD (S) INVOLVED:All Wards DATE OF REPORT:August 20,2020 REPORT NO.:INS-20-009 SUBJECT:Winter Sidewalk MaintenanceReview ___________________________________________________________________________ RECOMMENDATIONS: That, based on the results of the comprehensive Winter Sidewalk Pilot program from winter 2019/20, staff be directed to implement option 1 of Report INS-20-009 which includes: Deployingthe assisted services for sidewalk and windrow clearing program as of winter 2020/21;and Deployingthe proactive bylaw enforcement program as of winter 2020/21; That the above recommendations be funded from an annualisedcost of $230,000 be referredto the 2021 operating budget. EXECUTIVE SUMMARY: This report presents theevaluationresults of the winter sidewalk maintenance pilots conducted in winter 2019/20and provides winter sidewalk maintenance options and recommendations for the winter 2020/21and beyond.The study concludes that: City-led sidewalk snow clearing options do not significantly increase sidewalk passability in a cost-effective way. A city-led winter sidewalk maintenance would increase the municipal portion of the property tax by 7.8% if implemented on a city-wide scale and by 4.6% if implemented on priority routes. City-led winter sidewalk maintenance options would increasecorporate-based Green House Gas (GHG)emissionssignificantly.However, it is hoped that city-led programs wouldreduce community-based GHGemissionsas a result of ashift from vehicle centric modes to more active transportation during winter months. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 11 The statistically valid survey showed that Status Quo withno changes to the current practice and no additional taximpact,is the most preferred scenario (54%). engagement staff recommends implementation of the assisted services for sidewalk snow clearing and proactive bylaw enforcement programs as of winter 2020/21.This recommendationwouldadda 0.2% increase on the municipal portion of property tax.Staff believe that this recommendation willachieve the best results, in the most cost effective and timely manner, and with the greatest amount of public support.This recommendation: Providesassistance toproperty owners who have difficulty clearing their sidewalks due to age or medical conditions; and, Is expected to contribute to enhancing the sidewalk conditions by reminding the residents of the importance of sidewalk clearing and compliance to bylaw. A summary oftheevaluation results ofthe alternative (pilot) programs implemented over the winters of 2018/19 and2019/20are outlined below. By-law Review(Completed in fall 2019, Report CSD-19-032) This programrevieweda potential change in the expected level of service from bare pavement to a safe, passable and consistent level of service throughout the entire city. Staff presented the results of this review to Council in October2019. The report recommended continuing the usage of bare pavement as the standard for winter sidewalk maintenance. The research results showed that the currentstandard is consistent with other municipalitiesand it accounts for accessibility challenges and the necessity required for mobility devices and strollers. Initial Clearing for Snow EventsPilot(Piloted during winter 2019/20) This pilot providedsidewalk clearing services after snow occurrences of 8cm or more on approximately 40km of representative sidewalkswithin 24 hours.Clearing was provided by an external contractor, retained by the City. The estimated cost of implementing this program on a city-wide level would include a $3Mone-time upfront capital cost along with a$6.1Mannual operating cost. This would beequal to a 4.7% additional increaseon the municipal portion ofproperty tax.The average associated tax increase would be$54based on an average home assessed by MPAC at $330,000. Findings: The pilot increased sidewalk passabilityby 6%in the pilot zonecompared to the no-service zone. The before/after resident survey results showed anoverall 40%satisfaction with the service in the pilot zone. 12% ofthe recipientswere willing to pay the extra tax to receive this service. pg. 2 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 12 FullServiceWinter SidewalkMaintenance Pilot(Piloted during winter 2019/20) This pilot providedCity-led sidewalk clearing services after all snow occurrences on approximately 40km of representative sidewalkswithin 24 hours. The estimated cost of implementingthis program on a city-wide level would includea $4.4Mone-time upfront capital cost along with a $10.1Mannual operating cost. This would beequal to a 7.8% additional increase on the municipal portion of property tax. The average associated tax increasewould be$89 based on an average home assessed by MPAC at $330,000. Findings: This pilot increased sidewalk passability by 9% in the pilot zone compared to the no-service zone. The before/after resident survey results showed an overall 80% satisfaction with the service in the pilot zone. 57% of the recipients were willing to pay the extra tax to receive this service. Priority Route Options(Initial model developed during winter 2019/20) The purpose of thisstudywas to define priority sidewalk routesfor city-led winter sidewalk maintenanceusing a data driven approach. Staff concludedthat at-least 50% of the sidewalks within the City should be coveredto provide benefit to the sidewalk users whileremainingfinancially and operationally viable. Using the data collected in the Full Winter Maintenance Service pilot program staff have estimated the cost of this program which wouldinclude a$3.75Mone-time upfront capital cost along witha$5.9M annual operating cost. This would be equal to a 4.6% increase on the municipal portion ofproperty tax. The average associated tax increase would be $52 based on an average home assessed by MPAC at $330,000. Proactive Bylaw EnforcementPilot(Piloted in winter 2018/19,revised and extendedin winter 2019/20) In this pilot the winter sidewalk maintenance bylaw wasproactivelyenforcedto increase bylaw compliance and sidewalkpassability. The estimated cost of implementing this programis$130,000per year (four officers). Findings: This pilot showedthat proactivebylawenforcementwould beeffective in increasing compliance once a notice is given.Data shows that receiving a notice in response to not meeting bylaw standards is sufficient to improve compliance for the remainder of the season. However,the data also shows that this program is not expected to reduce thenumber of complaints received from residents in respect to sidewalks being cleared. It is also not expected to sustainably address the chronic problem areas. pg. 3 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 13 Assisted Services for Sidewalk and Windrow ClearingPilot(Piloted in 2018/19, expanded in winter2019/20) This pilotprovidedsnow clearing services to eligible(income tested)seniors and persons living with a disability. The estimated cost of implementing this program is $100,000 forapproximately 150 properties. Findings: The survey results show that the program was supported strongly by those that received the service. It was run successfully via the Working Centre and was fully subscribed. Neighbourhood Shared Snow BlowerPilot (Piloted in 2018/19 and reviewed in 2019/20) In winter 2019/20staffmonitoredthe continued effectiveness of the winter 2018/19 neighbourhood shared snow blower pilot and exploredthe feasibility of requiring the neighbourhood shared snow blower participants to contributetothe assisted services program. Findings: The data indicates that approximately 80% of the sidewalksin the study areaare still being cleared by the shared snow blowersto a passable level. The survey results showedthat80% of the respondentswould be willing to utilize the sharedsnow blower to assist up to five neighbours within walking distance (500m) of their property. The data shows that the demand for this program is limited.Staff do not expect that the program remains successful in long term. Snow Clearing Application(Pilot discontinued in late 2019) The purpose of this study was to develop a technology application to connect residents in need of snow clearing with residents willing to assist. Given the significant challenges identified during the process, staffdid not pursue further work on developing the application. Public and Stakeholder Engagement Results sentto all addresses within the two 40km pilot (Full Service and Snow Event) areas. Residents received a survey (online, over the phone or paper based on preference by residents) to complete before and after receiving the service to learn about expectations and willingness to pay for services. A statisticallyvalid survey wasconductedto gauge the different winter sidewalk maintenance options. The survey showed that the Status Quo Scenario(i.e. no changes to the current practice and no additional tax impact)is the most preferred scenario(54%). 39% of respondents stated that the City should do more to clear sidewalks in winter with no clear consensus as to how this should be achieved; 17%, 13% and 9% preferred the Full Service City-Wide Service, Full Service Priority Routes and Snow Event Service respectively. 7% did not have any preference. The survey showed no bias by age, medical condition, household income or location towards their preference. pg. 4 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 14 AFocus Groups study wasalso conductedto understand the lived experience and the winter sidewalk maintenance options. The results of the Focus Groups study aligned with the outcome of the statistically valid survey and showed that most participants were reluctant to pay the extra tax for city-led winter sidewalk maintenance options identifying them as a nice to haveas opposed to a need to have. Recommendations Based onthepilot evaluationresults, stakeholder interviews, and public engagement staff make the following recommendation: Implementation of the assisted services for sidewalk snow clearing program on a city- wide scale as of winter 2020/21. The capacity for winter 2020/21 will be approximately 150 spaces. The capacity to be increased annually byup to50 spaces (approximately $35,000 per year)until the demand is met. Implementation of the proactive bylaw enforcement program as of winter 2020/21 with four officers. the upcoming winter season and an annualised cost of $230,000 will be referred to the 2021 operating budget.This would be equal to a 0.2% additional increase on the municipal portion of property tax. The average associated tax increase would be$2based on an average home assessed by MPAC at $330,000. pg. 5 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 15 BACKGROUND: Supporting avision of abalanced transportation network that accommodatesallroadusers regardless of age, ability or mode of transportationandin response tocommunityfeedback during approved and initiated in 2015.A summary of the studies conducted since then is provided below. 2016 Staff Report INS-16-087:This report evaluated the impacts of a city-ledsidewalk snow clearingprogramand reviewed the maintenance practices used in other municipalities. Based on this report,Council approved that existing winter sidewalk maintenance practices be maintained untilchanges to the Provincial Minimum Maintenance Standards were adopted and impacts of these changes be evaluated. 2018 Staff Report INS-18-023:This report recommended five pilot programs tobe evaluated during the 2018/19 winter season. Council approved twoprograms of Proactive Inspection and Partnership Grant (Assisted Services) to be piloted and evaluated during the 2018/19 winter seasonand deferred the decision regarding the rest of the recommendations to spring 2019.In addition to these pilot programs, Council introduced and approvedthe Neighbourhood Shared Snow Blower pilot programto be evaluated in winter 2018/19. 2019 Staff Report INS-19-009:This report presented the evaluation results of the pilot programs approvedby Councilin 2018and recommended the following: The two pilotsof Proactive Bylaw Enforcementand Assisted Servicesfor Sidewalk and Windrow Clearingbe extended for the winter 2019/20. The Neighbourhood Shared Snow Blower pilot to be continued to be monitored in winter 2019/20. The following studies be conducted and evaluated in the winter 2019/20: Bylaw Review, Initial Clearing for 8cm Snow Events pilot, Develop Priority Route Options, and Representative Valid Survey. Council approved all the recommendationsaboveand added two additional programs of Full Service WinterSidewalkMaintenance and Snow Removal Application tobe evaluatedduring the 2019/20 winter season. 2019 Staff Report CSD-19-032:The report recommended continuing the usage of bare pavement as the standard for winter sidewalk maintenance. The research results showed that this standard is consistent with other municipalities in terms of the required timelines and level of service. This standard also accounts for accessibility challenges thatmaybe required for use of mobility devices and strollers. pg. 6 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 16 REPORT Based on the Council directions in May 2019, staff have developed, implemented and evaluated alternative winter sidewalk maintenance programs during winter 2019/20.This report presents the findings of each of the programsandprovides options and recommendations for winter 2020/21 and beyond. Existing Winter Sidewalk Maintenance Practices (Status Quo) season for all City owned properties andwithin the municipality right-of-way adjacent toback- lotted properties.These sidewalks cover 235 kmout of 1,202 km of total sidewalks (19.5%) across the city. These sidewalks areusuallyplowed within 24 hours after cessation of snow.In an average winter the City uses approximately 723 tons of salt (3.35 tons/km) to treat these sidewalks.The 2020 budget to maintain these sidewalks is $1,583,605 ($6,740 per km). It should be noted that this cost does not include any one-time cost, overhead cost, snow loading cost and sidewalk/property/turf damage cost. Sidewalks in the downtown areas arealsomaintained by the City and funded through special by-law taxation to downtown properties.Sidewalks in the downtown area are consistently maintained to bare concrete through multiple visits during a 24-hour period. There is approximately 12 km of sidewalks in the downtown area. In an average winter the City uses 110 tons of salt (9.17 tons/km) to treat downtownsidewalks. All other sidewalks within the city are to be maintained throughout the winter by property owners -law Chapter 687 (Snow and Ice). Chapter 687 requires property owners to clear snow and ice from sidewalk(s) adjacent to their property within 24 hours after cessation of snow. The City of Kitchener is also responsible for clearing a growing network of Multi-Use Trails(MUT). MUTs are found in increasing lengths along Region roads and City streets and a growing network connects through parks and open spaces throughout the City. Approximately 35.1kmof MUT were cleared during winter 2019/20; this number has been growing at around 10% a year and is forecastedto continue to expand by at least 10% a year for the next 5 years. MUTs are not covered by Chapter 687 (Snow and Ice Bylaw), but in most instances are cleared of snow and ice within 24 hours of the cessation of snowby City crews.This is an extensive network of non-vehicle based active transportation routes that connects many areas of the City. This report does not address or propose any changes to the way in which the City operates its MUT network. Winter 2019/20Weather Conditions Review Weatherisa contributing factor to the pilot evaluation, and to sidewalk passability in any given winter. Analysis of winter weather 2019/20 versus the average of the preceding five winters shows that the number of snow occurrences and the average temperature of the 2019/20 winter season were similar to the past five-year trend. However, it is prudent to note that there were fewer prolonged freezing temperatures and more days with above zero temperatures were experienced this year which resulted in natural clearing of snow within a few days of most snow falls; we did not experience the accumulation of snow and ice in winter 2019/20 for example, as we did in pg. 7 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 17 winter 2018/19.Figures comparing the weather conditions of the 2019/20 winter season to the past five winter seasons are provided in Appendix A. By-Law Review This studyrevieweda potential change in the expected level of service from bare pavement to a safe, passable and consistent level of service throughout the entire city.Staff presented the Community Services Department report CSD-19-032 to the October2019 Committee meeting. The report recommended continuing the usage of bare pavement as the standard for winter sidewalk maintenance. The research results showed that this standard is consistent with other municipalities in terms of the requiredtimelinesand level of service. This standard also accounts for accessibility challenges as may berequired for use of mobility devices and strollers.Based on discussion at Council it was confirmed that bylawofficerswill continue to use discretion and judgmentwhen enforcing the bylaw,and that the bylaw will not be enforced until City crews have responded to all City-maintained sidewalks or 24 hours has passed whichever is the latter. The staff recommendations outlined above were approved by Council in the October 2019 Council Meeting. wasrepealed and replaced with a new Winter Maintenance By-law as outlined in the Community Services Department report CSD-19-032.As a result of the Committee meeting discussions, staff have added the following to the enforcement process. Staff have prepared an information pamphlet which outlines the sidewalk winter maintenance expectations, bylaw process, and reasons why residents are required to clear sidewalks. This information pamphlet ishanded out along with the notification letter that is issued for sidewalk clearing. The information pamphlet is provided in Appendix B. Staff have added the winter maintenance bylaw suspension event in the bylaw. According to this bylaw, at the Byl suspended in some extreme weather circumstances, for example, such as prolonged the bylaw may be suspended.This was not triggered during the 2019/20 winter season. Staff have set up an internal process where the operations division would notify the bylaw divisionwhen they have cleared the city-maintained sidewalks to bare pavement. This would create an unofficial delay in enforcement if the City takes more than 24 hours to reach bare pavement on city-maintained sidewalks.The Citydelayed the inspection processfor one dayon one occasion during winter 2019/20as the City-maintained sidewalks were not fully cleared within the required 24 hours. pg. 8 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 18 Initial Clearing for 8cm SnowEvents Pilot A Snow Event is declared by the City on a credible forecast and expectation of a snow fall of 8cm or more in a 24-hour period. It can also be declared when, irrespective of the forecast, the City receives more than 8cm of snow in a 24-hour period. A Snow Event is declared by the Director, Operations Roads and Traffic or their designate. Snow Event declaration is shared widely via The Initial Clearing forSnow Events pilot provided contractor delivered sidewalk snow clearing services. This service was providedwithin 24 hoursof cessation of snow aftera snow event was declaredon approximately 40km of representative sidewalks.The pilot area was selected as a representative example of sidewalks across Kitchenerand included a high number of pedestrian destinations such as schools, transit routes, churches, community centres and senior facilities. The area included a variety of sidewalk types(eg. curb facedsidewalk, sidewalks with boulevard, etc.) toprovide insight on maintenancechallengesin a variety of conditions. The pilot area map is provided in Appendix C.The aim of the pilot was as follows: To understand resident expectations and the ability of the contractor to meet those expectations of service delivery To evaluate contracted services To undertake accumulates For the purpose of this pilot project, staff hired a contractor (Snow Tech) for the winter season of 2019/20.The contractor took an averageof12hoursto clear the pilot route.In most casesthe contactor was able to clear sidewalks consistently to a walkable/passable standard. In instances wheresidewalks were not clearedby property ownersto bare pavement from previous snow falls before the declaration of snow event,the contractor was unable to reach bare pavementdue to the significant amount of packed snow. To evaluate the performance of this pilot program, sidewalk condition data was collected 24 hours after snow events (8cm or more snowfall)from the pilot area and a non-pilot area (status quo). The sidewalk conditions werecategorized into three categories of good, fair and poor as illustrated inFigure 1. Good sidewalk condition representeda sidewalk that meets the requirements of the bylaw which is bare dry/wet pavement for the full width of sidewalk. Fair sidewalk condition representeda sidewalk thatis not fully cleared of snow but is passable such as a thin and even layer of snow, without ice build up. Poor category represented asidewalk that is not passable such as uneven layer of snow, thick layer of snow or ice. pg. 9 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 19 Good Sidewalk ConditionFairSidewalk ConditionPoorSidewalk Condition Figure 1Sidewalk Condition Examples Based on the data collected, as illustrated in Figure 2,on average thepilot zoneoutperformed theno-service zone(cleared by property owners) by 6%. In other words, on average the length of sidewalks in the good and fair (passable)categoryin the pilot zone was 6% (2.4km out of 40km) higher compared to the no-service zone.The lengthof thesidewalksingoodcondition(completely bare sidewalks)in the pilot zonewas 10% (4km) higherthan theno-servicezone. 100% 13% ЊВі 90% 80% 33% 70% 37% 60% Poor 50% Fair 40% Good 30% 54% Sidewalk Length 44% 20% 10% 0% No ServiceSnow Event Figure 2Sidewalk Condition Evaluation Snow Event Pilot In this pilot program,a total of 79 complaints werereceived. Out of 79, 45 complaints were mainly regardingthe timingof the service. Residents indicated that they had already cleared their sidewalks before the contractor arrived. This was mainly due to: The time it took the contractor to complete the route; Some residents clearedsidewalks during and right after heavy snow events especially during the weekends;and Not all the residents were aware that a snow event had been declared by the City. The rest of the complaints wereregardingproperty damages including turf and hardscape damages caused by the snow removal equipment. To address the property damages,repair work has begunin May and is expected to be completed by end of summer. pg. 10 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 20 mail-outsseeking participation in before/after resident surveys weresent out to all properties within the pilot area. The first mail-out was sent in late November2019 to inform the residents about the pilot program. The mail-out included a short survey assessing the expectations and willingness of the residents to receive this service. The second mail-out was sent out in late March 2020(the end of the winter season)and askedabout the experience and willingness of the residents to receive this service given the expected cost and level of service. A before-after study is conducted to evaluate the results of these studies and the results are summarized below. Approximately 40% of the respondents were satisfied with the quality of the service both in terms of level of service and response time; Before the implementation of the program, 33% of the respondents were in favor of a tax increase to fund this service (50% were opposed). The level of support dropped to 15% after experiencing the service (opposition increased to 78%). 12% of the respondents were willing to pay the defined tax increase to implement this service on a city-wide level. 7% were indifferent and 81% were opposed. In summary, the program delivered a marginal improvement (6%) to sidewalk passabilitywithin 24 hours of a snow event over property owner cleared areas. The met the expectations of service of approximately 40% of residents in the pilot area. Before the pilot, a third of residents would have been willing to pay additional tax to support this service level and after receiving the service, this support decreased significantly; further declining after true costs were understood. FullService WinterSidewalkMaintenance Pilot The Full Service Winter Maintenance pilot provided sidewalk snow and ice clearing services after all snow occurrences on approximately 40km of representative sidewalks within 24 hours. The pilot area was selected to represent a variety of sidewalk conditions across the city. The pilot area map is provided in Appendix D. City staff undertook this work with the objective of maintaining sidewalks to the bylaw standard, free from ice and snow, to bare pavement within 24 hours of all snow falls, regardless of the amount of snow. Work was undertaken using machinery (approximately 30km of 40km) and hand equipment (shovels/snow blowers, 10km of 40km) and chemical treatment (salt application). It is noted that mechanical equipment alone didnot achieve bare pavement and so salt was applied alongside mechanical clearing. The aim of the pilot was to: Understand resident expectations and the ability of the cityto meet those expectations of service delivery Determine the length of continuous route that could be cleared consistentlyby city staff within an 8-hour shift Determine the ability of the city to consistently maintain sidewalks to bylaw conditions The snow clearing servicewas in effect from December 2019 toend of April 2020. Originally, 40km of sidewalk was selected asasingleroute but thepilot proved that only 30km of sidewalk pg. 11 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 21 can be covered in a single route. To address this,additional operatorswere added to the pilot route.A total of 20 areas were identified within the route where hand clearing was required. An additional staff member was addedto supportthis work.The operators were on route for a total of 52 days(out of 90 days).The run time(total time to complete the route)was on average 6 hr 42 min.The nature of the route demonstrated more obstacles to equipment than were initially envisioned. To evaluate the performance of this pilot program, sidewalk condition data was collected two times per week during the entire winter season. The sidewalk conditions werecategorized into three categories of good, fair and poor as showninFigure 1.As illustrated in Figure 3the data showed that on average this pilot zone outperformed the no-servicezone (cleared by property owners) by 9%. In other words, on average the length of the sidewalks in the good and fair (passable) categoryin the pilot zone was 9%(3.6km out of 40km)highercompared to theno-servicezone. The lengthof the sidewalks in good (completely bare)conditionin the pilot zonewas 18%(7.2km) higherthan theno-servicezone. ЊЉЉі 6% 15% ВЉі 15% БЉі 24% АЉі ЏЉі Poor ЎЉі Fair ЍЉі 79% Good 61% ЌЉі Sidewalk Length ЋЉі ЊЉі Љі No ServiceFull Service Figure 3Sidewalk Condition Evaluation Full ServicePilot In this pilot program a total of80 complaints were received. Out of 80 complaints, 42of them were regardingconcerns around quality of the service,salt usageand the program in general.The rest of the complaints wereregardingturf and hardscapedamages caused by the equipment.To address the property damages the repair workhas begunin May and is expected to be completed by end of summer. similar to the previous program,two mail-outs(first mailout in November 2019 and the second mailout in March 2020)weresent out to all properties within the pilot area. A before-after study is conducted,and the resultsare summarized below. pg. 12 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 22 Approximately 80% of the respondents were satisfied with the service quality both in terms of level of service and response time; Prior to the implementation of the program 52% of the respondents were in favor of a tax increase to fund this service (33% were opposed). The support increased to 61% after the implementation of the program (opposition decreased to 26%); 59% of the respondents were willing to pay the defined tax increase to implement this program on a city-wide level. 8% were indifferent and 33% were opposed. In summary, the pilot demonstrated that City staff are able to maintain approximately 30km of continuous sidewalk using a single operator and equipment consistently in an 8-hour shift, and that the majority of residents were satisfied with the level of service received. There was an e. Over half the residents were willing to pay more tax to receive the level of service, and this increased to just over 60% after the service had been delivered; this was only marginally diminished (to 59%) on understanding the full costs of delivery. Priority Route Options Thepurpose of this programwas to identify priority sidewalks for city-led sidewalk snow clearing. Priority sidewalks are sidewalkswith expected high usagethat provide the most benefit to frequent sidewalk users. Staff have utilized the sidewalk infill policy to guide and identifythe criteriafor selecting the priority sidewalks. The criteria include roadway volume and distance from major traffic hubs including LRT stations, bus stops, downtowncore, major employers, mixed use corridors, high schools, elementary schools, post-secondary schools, commercial zones, community program facilities, parks, special needs facilities, places of worship, and trails. A scoring system wasthenused to identify the priority routes according to these criteria. Staff exploredseveral options and concluded that at-least 50% of the sidewalks within the city should be included in the priority route for the program to be operationally andfinancially viable and to provide benefits to the community. The50% coverageis to avoid a largely disconnected priority route that would have to be driven alongby sidewalk maintenance vehiclesbutnot cleared. Through the Full Service Winter Sidewalk Maintenance pilot, staff have identified that the optimal length o route map that includes sections of sidewalk that are in continuous 30km sections or routes to maximize efficiency. Routes less than 30km will involve time for clearing equipment to drive without clearing, between sections of sidewalk. A concept illustrating how the priority route would look like is provided in Appendix E. If council directsstaff to pursue this program, the priority route would be revisited to maximize thebenefit to the community while being operationally and financially viable. pg. 13 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 23 Proactive Bylaw EnforcementPilot The purpose of this program was to proactively enforce the sidewalk snow clearing bylaw(i.e. to inspect for compliance to the bylaw standard in addition to the reactive response)to increase bylaw compliance and sidewalks passability. This was an extension of winter 2018/19 pilot program. Four proactive officers were temporarily hired to each inspect the sidewalk conditions in selected areaswithin the city. The areas were selected based on theirproximity to schools and senior facilities.The pilot was in place for a duration of five months from November 10, 2020to April 10, 2020. During the inspection process, the officer would visually inspect sidewalks, and in cases where sidewalks were not adequately cleared to the by-law maintenance standard, the officer would issue a one-time notice. An information pamphlet outlining the winter sidewalk maintenance expectations, the bylaw process and importance of keeping sidewalks clear was alsohanded out along with the notification letter.The officer would then return after 24 hours and if the sidewalk was still not adequately cleared, it would be sent for clearing contractor retained by the City is engaged to clear the sidewalk identified as not meeting the bylaw). At the time of arrival for clearing, if the sidewalk had still not been cleared, thecontractor would clear the sidewalk and the property owner would be invoicedfor the cost of clearing.For evaluation purposes, these events were logged by the officers. Where possible,the officers would identify residents who required assistance and provided contact information for supportincluding the assisted services program.Places werereserved in both pilot years onAssisted Servicesfor Sidewalk and Windrow Clearingto ensure that when such individuals are identified, and assuming they are eligible, support will be provided. A new approach was taken this year where staff have set up an internal process where operations (Parks & Cemeteries)notifies bylaw when they have cleared sidewalks to bare pavement. This created a delay in enforcement if the City would take more than 24 hours to reach bare pavement on city-maintained sidewalks. CityBylawdelayed the inspection process on one occasion during winter 2019/20 as the City-maintained sidewalks were not fully cleared within the required 24 hours. Staff have also added the winter maintenance bylaw suspension event in the bylaw which at the Bylaw Directorbe suspended in some extreme weather circumstances.This was not triggered during the 2019/20 winter season. As a result of the proactive bylaw enforcementpilot,a total of approximately 458km (approximately 23,000 properties) of sidewalks were inspected three times and 1,663 notices were issued. Out of 1,663 notices issued, 64 addresses were sent for clearing, which is 3.8% of the notices issued and 0.27% of the properties inspected. The data also shows that less than 1% of the properties that received notices during the first round of inspections, were not in compliance with the by-law in the second and third round of inspections. This data is summarized inthe tableon the following page.This data is also compared to that of last year in this table. pg. 14 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 24 Proactive Inspection Results Winter Length of sidewalk Number of Number Sent for Cleared by the seasoninspectedNoticesClearingcontractor (# properties Inspected) 2019/20458km of sidewalks1,6636449 (23,000 properties) 2018/1940km of sidewalks48033 (2,350 properties) The complaint-triggered (reactive enforcement)data was also analyzed to evaluate the effectof the proactive inspectiononthe reactive enforcement. The number of complaint-triggered (reactive enforcement) notices issued, addresses sent for clearing and sidewalks cleared by the contractor is summarized inthe tablebelow. These numbers are compared to that of last year and the average of the past five years without the proactive enforcementprogramin place. Reactive Inspection Results Winter seasonNumber ofNoticesNumber Sent for Cleared by the Clearingcontractor 2019/201,042219137 2018/191,233156139 Average 2014-20181,00220678 The key outcomes of this pilot program aresummarized below: The results showed that this program is effective in increasing compliance once a notice is received. This aligns with the results of the winter 2018/19 pilot. The cost of this program is estimated to be approximately $130,000 per year for four officers. The data analysis does not indicate a significant reduction in the reactive driven complaints or thechronic problem areas. Compared to an average winter season, without the proactive enforcement in place, the bylaw staff received a higher number of complaints. The majority of these complaints were in regards to cases where residentshad received a notice but believedthattheir efforts in clearing snow and ice off sidewalks were sufficient. These are typically the complaints that escalate to Council and management. In summary, the majority of properties inspected are cleared by owners to bylaw standards.Only 1,663notices were issued after inspection approximately69,000(23,000 properties three times). and, where notices are issued,they are effective inencouraging compliance promptly, with a lasting impact through the season. After two seasons of pilots, it does not appear that proactive bylaw enforcement is able to reduce the number of complaints or address chronic problem areas. It is reasonable, though at this pointspeculative,to assume that over successive years this may change with increased targeting of enforcement. pg. 15 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 25 Assisted Services for Sidewalk and Windrow ClearingPilot The purpose of this pilot was toevaluateprovidingassisted sidewalk and windrow snow clearing services,free of charge,toresidentsliving with a disability and/or over 65 years of age, andunable to afford private snow clearing services.This program was an extension of the pilot program in winter 2018/19. The capacity of the programfor winter 2019/20 was increased from50to105 properties. Considering the limited number of spaces this program wasnot heavily promoted. Word of mouth, limited media and community engagement via community centreswerethe primary avenues for promotion. Staff expect that, should Council direct continuation of this program thatthe capacity should be further increased to meet theanticipateddemandgenerated through higher promotion and repeat utilizationsand recommend that the capacity of the program be increased by 50 spaces per year until the demand is met. This pilotwascarried out in collaboration with the Working Centre and was fullyfunded by the City of Kitchener.Out of the 105vacancies, 20 of them were reserved forthe householdswho received aninfraction notice-law program and were eligible.Considering the close involvement of the Working Centre in this pilotthey were also interviewed to receive feedback. It was identified that the Working Centre is generally happy with continuing to collaborate with the City on this program. The Working Centre can support up to a maximum of 150 properties for the winter season of 2020/21.The estimated cost for 150 properties is $100,000 for theseason. To evaluate theprogramperformance, participants were surveyedinlate March2020.The survey inquired about their experience with the program andareas of potential improvement. As illustrated inFigure 4,98% of the respondentswere generally satisfied with the program. Program in General 2% 56%31%11% 2%2% Quality of Work 44%43%9% Response Time Џі 31%36%20%7% Application Process 2% 42%36%20% 0%10%20%30%40%50%60%70%80%90%100% ExcellentVery GoodGoodFairPoor Figure 4: User Survey Assisted Services Pilot Program In summary, the program has been well received and has generally met the expectations and needs of participants. Refined eligibility criteria have helped clarify access to the program and the program has been successful working in partnership with the Working Center. The program has not made significant impact to overall connected networks of cleared sidewalks, but does provide support for a community, that may be otherwise unable, in meeting the bylaw standards expected of a property owner. pg. 16 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 26 Neighbourhood Shared Snow BlowerPilot This pilot program was conductedin the winter season of 2018/19 when the City offered 10grants of $500towards the purchase ofshared snow blowers. Groups of residents,with a minimum of four group members,living in the same neighbourhood were eligibletoapply for the program. Despite the extensivecommunication around the pilot program, only eight eligible applications were received for the 2018/2019 winter season.In accordance withthe council direction (INS-19-009): Staff continued monitoring this program in the 2019/20 winter season to evaluate the effectiveness of this program in the secondyear of operation; and, Staff explored the feasibility of requiring the neighbourhood shared snow blower participants to participate in the assisted services program. To evaluate the effectiveness of this program in the second year of the operation, staff conducted inspections on a bi-weekly basis on the properties using the shared snow blowers. Staff also conducted a short survey in late March 2020 to capture the experience of the people enrolled in this program in the second year of operation.The inspections showed that on average about 80% of the sidewalks were cleared using the sharedsnow blowers. In about 88% of the cases the sidewalks were cleared to a passable level. In 48% of the cases the sidewalk was cleared down to bare pavement.This result is in line with the results of the last year and no significant change wasobserved in the second year of operation.80% of the survey respondents were generally satisfied withthe program. To explore the feasibility of requiring the neighbourhood shared snow blower participants to participate in the assisted services program, staff conducteda feasibility studyinNovember 2019. The eight program participants were asked about their willingness to use their shared snow blowers to helpresidents in need of snow clearing services. Five households responded. Staff caution that this is a very limited sample, but feedback indicated that 4 out5 (80%) would be willing to utilizethe snow blower to assist a neighbour in need of assistance within walking distance (500m) of their property. Despite of heavy promotion in winter 2018/19, staff was able to give out eight grants out of ten which indicates that the demand for this program is very low. Also due to complications around ownership and maintenance issues in the long term such as logistics of the owners moving to another location and repair costs staff do not expect that this program remains successful in the long term.Therefore,staff do not recommend this program. pg. 17 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 27 Snow Clearing Application The main objective of this program was to develop an applicationto connect residents in need of snow clearing with residents willing tovolunteer toassist.Staff worked with the Innovation Lab andidentified anumber of potential solutions but none of the solutions matched the desired state. Staff also reached out to other municipalitieswhichshows that similar applications have been developed over the years,but none have continued past the pilot phase. Most municipalities andother organizations that provide a matching service manually facilitate the matching process. In addition to the lack of internal capacity to manage a matching service and the lack of a suitable technological solution at this time, staff identified several key risks associated with such anapplication.Given the followingrisks, staff did not pursue further work on developing the application. Matching vulnerable community members with strangers and potential safety concerns. Resources will be required for administering/moderating the application. Solutions are required in the event a volunteer does not show up or does not perform the work in conformance with the by-law requirements. using technology. Therefore, staff may have challenges providing an inclusive service. Personal information security solutions are required to ensure the privacy of both the volunteers and participants in the program. Health/Safety of volunteers solutions are required to address incidents/injuries resulting from clearing snow. As part of the Love My Hood program, an action to assess the feasibility of expanding the Snow Angels program was completed in 2018. Similar risks were identified, and it was determined not to expand the Snow Angels program and instead to focus on a more comprehensive approach to encouraging neighbours helping one another. This includes the development of a guidebook for Snow Angels, the launch of the Good Neighbour recognition program in January 2020, and awareness campaigns encouraging residents to help their neighbours with snow shoveling and other identified needs. Winter Sidewalk MaintenanceAlternativeOptionsand Recommendations According to theanalysis and results illustrated in the previous sections,four different sidewalk winter maintenance optionshave been identified.Staff are recommending that Option 1 best addresses the objectives of the City, enhances the range of winter sidewalk services that the City provides and is most closely aligned with community expectations and needs. Options 2, 3 and 4 offer alternatives, in a preferential order against these criteria in the event that Council wish to consider alternatives. The four optionsare listed on the following pages, and further described in terms of objectives, scope, cost, resources, environmental impacts, social/community impactsand risks. Funding sources of the recommendation components are identified in the Financial Implications section. pg. 18 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 28 Option 1Existing Program + Assisted Services + Proactive Bylaw Enforcement 1Programsa)Implementation of the Assisted Services for Sidewalk and Windrow Snow Clearing program on a city-wide scale as of winter 2020/21. b)Implementation of the Proactive Bylaw Enforcement program as of winter 2020/21. 2ObjectivesProvide sidewalk and windrow snow clearing services for eligible seniors 65+ and residents living witha disability who cannot afford private snow clearing services. Proactively enforce the bylaw through winter seasons to increase bylaw compliance and sidewalk passability. 3Scopea)Assisted Services The program would be available city-wide. Proof of eligibility would be required. The capacity of the program would be 150 properties in winter 2020/21. The capacity would increase by 50 properties by year until the demand is met. b)Proactive Bylaw Enforcement Four part-time temporary staff would be hired for each winter season. The program would be applicable city-wide. 4Estimated CostAnnual operating cost: $230,000. This would be increased by $35,000 per year until the demand is met in the assisted services program. % tax levy impact of operating costs: 0.2% Average operating impact to homeowner: $2 (based onan average home assessed at $330,000 by MPAC) 5Resourcesa)Assisted Services City staff to manage the contract City staff to administer and manage the project City staff to intake and resolve complaints b)Proactive Bylaw Enforcement Funding for part time by-law officers (4-month temp position grade7, step4) City staff to supervise the project City staff to administer and manage the project City staff to intake and resolve complaints 6Environmental This option would not impact current corporate COemissions. 2 Impacts 7Social/Community Assists eligible seniors and residents living with a disability to clear their Impactssidewalks. Helps increase consistency in sidewalk access during winter months and promotes more equity in the movement of people. 8Snow and Ice No impact on the Snow and Ice Bylaw. Bylaw Impacts 9Risks Assisted Services: Contractor/Working Centre performance may not be up to the City standards Proactive Bylaw Enforcement: Public perception and complaints pg. 19 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 29 Option 2City-wide City-led Full ServiceWinter Sidewalk Maintenance 1Programsa)City-wide City-led Full Service Winter Sidewalk Maintenance to be implemented over three phases -Phase 1 Winter 2020/21 route planning, equipment purchase, tendering for rental equipment, tree elevating and modifying the sidewalk repair program -Phase 2 Winter 2021/22 implementation of full service sidewalk snow clearing on approximately 50% of the sidewalks within the City -Phase 3 Winter 2022/23: This phase would include the implementation of full service sidewalk snow clearing on a city-wide scale b)Extension of the Assisted Servicesfor Sidewalk and Windrow Clearing program with the current capacity of 105 spaces during Phase 1 and 2. Discontinue the services in Phase 3 (winter 2022/23) 2ObjectivesProvide sidewalk clearing services for all sidewalks after all snow occurrencesto eliminate snow covered or icy conditions to bare pavement within 24 hours. Provide sidewalk and windrow snow clearing services for eligible seniors 65+ and residents living with a disability who cannot afford private snow clearing servicesin winter 2020/21 and winter 2021/22. 3Scopea)City-wide City-led Full Service Winter Sidewalk Maintenance Approximately 50% of the sidewalks will be serviced in winter 2021/22. All sidewalks within the City will be serviced in winter 2022/23. The service will be triggered after any snowfall, ice event or thaw/freeze event. This service will also be triggered to prevent and treat icy conditions as per the Minimum Maintenance Standard (MMS). stth The program will be in place from October 1to April 30of each year as of winter 2021/22. Turf and hardscape damage as a result of this service will be repaired by the City. b)Assisted Services The program would be available city-widefor winters2020/21and 2021/22. Proof of eligibility would be required. The capacity of the program would be 105properties in winters2020/21and 2021/22. 4Estimated CostOne-timeupfront capital cost: $4,400,000 Annual operating cost: $10,175,000. % tax levy impact of operating costs: 7.9% Average operating impact to homeowner: $89 (based on anaverage home assessed at $330,000 by MPAC) 5Resourcesa)City-wide City-led Winter Sidewalk Maintenance City staff to operate, supervise and manage the program. City staff to intake and resolve complaints. b)Assisted Services City staff to manage the contract and the project. City staff to intake and resolve complaints. 6Environmental This option would have the highest emission impact and will add significantly Impacts. pg. 20 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 30 7Social/Community Provides a highly consistent and connected sidewalk network during winter Impactsmonths and promotes equity in the movement of peopleof various demographics and abilities. Encourages active modes of transportation reducing the usage of vehicles therefore reducing green house gas emissions in the community. 8Snow and Ice The Snow and Ice Bylaw will not be applicableas of winter 2022/23. Bylaw Impacts 9RisksAsignificantnumber of turf and hardscape damage is expected especially in areas with turf or hardscape encroachments. Hardscape encroachments could pose a hazard to equipment and operators. Risk to operators and equipment mainly due to hardscape encroachments. Incidents could result in injury, equipment damage and suspension of operator permits. The unknowns not encountered in the pilot area could introduce complications; Prior reviews of development and engineering plans did not account for sidewalk winter maintenance and as a result challenges are expected considering the location of infrastructure such as Bell, Rogers, Hydro, Fire hydrants, mail boxes, etc where they arelocated adjacent to sidewalk. The greenhouse gas emission of this option would significantly increase the GHG reduction target. Experiencing an abnormal winter season with consistentwinter weather could impact the ability and quality of clearing sidewalks. Assisted Services: Contractor/Working Centre performance may not be up to the City standards pg. 21 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 31 Option 3Priority Routes City-led Full Service Winter Sidewalk Maintenance + Assisted Services+ Proactive Bylaw Enforcement 1Programsa)Priority Routes City-led Full Service Winter Sidewalk Maintenance to be implemented over twophases: -Phase 1 Winter 2020/21 route planning, equipment purchase, tendering for rental equipment, tree elevating and modifying the sidewalk repair program -Phase 2 Winter 2021/22 implementation of full service sidewalk snow clearing on approximately 50% of the sidewalks within the City b)Implementation of the Assisted Services for Sidewalk andWindrowSnow Clearing program as of winter 2020/21. c)Implementation of the Proactive Bylaw Enforcement program as of winter 2020/21. 2ObjectivesProvide sidewalk clearing services for priority routes (approximately 50% of sidewalks)after all snow occurrencesto eliminate snow covered or icy conditions to bare pavement within 24 hours. Provide the sidewalk and windrow snow clearing services for eligible seniors 65+ and residents livingwith a disability who cannot afford private snow clearing services. Proactively enforce the bylaw through winter seasons to increase bylaw compliance and sidewalk passability. 3Scopea)Priority Routes City-LedFull ServiceWinter Sidewalk Maintenance Sidewalks within the priority routes will be included in this service as of winter 2021/22. If council direct staff to pursue city-led sidewalk clearing on priority routes, thecurrent map will be further revised to capture a priority route which would deliver most benefits to the community while operationally and financially viable. The service will be triggered after any snowfall, ice event or thaw/freeze event. This service will also be triggered to prevent and treat icy conditions as per the Minimum Maintenance Standard (MMS). stth The program will be in place from October1to April 30of each year as of winter 2021/22. The turf and hardscape damage as a result of this program will be repaired by the City. b)Assisted Services The program would be available city-widein winter 2020/21 and on priority routes in winter 2021/22 and beyond. Proof of eligibility would be required. The capacity of the program would be 150 properties in winter 2020/21. The capacity would increase by 50properties by year until the demand is met. c)Proactive Bylaw Enforcement Twopart-time temporary staffwould be hired for each winter season. The program would be applicable city-wide in winter 2020/21 andonnon- priority routes in winter 2021/22 and beyond. 4Estimated CostOne-time upfront capital cost: $3,750,000 Annual operating cost: $6,065,000. This would be increased by $35,000 per year until the demand is met in the assisted services program. % tax levy impact of operating costs: 4.8% pg. 22 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 32 Average operating impact to homeowner: $54(based on an average home assessed at $330,000 by MPAC) 5Resourcesa)Priority-Routes City-led Full Service Winter Sidewalk Maintenance City staff to operate, supervise and manage the program. City staff to intake and resolve complaints. b)Assisted Services for Sidewalk and Windrow Snow Clearing Contract management Administration and project management Complaint intake and resolution c)Proactive Bylaw Enforcement Funding for part time by-law officers (4-month temp position grade7 step4) City staff to supervise the project City staff to administer and manage the project City staff to intake and resolve complaints 6Environmental . Impacts 7Social/Community Provides a highly consistent and connected sidewalk network on priority Impactsroutes during winter months and promotes equity in the movement of people of various demographics and abilities. Encourages active modes of transportation reducing the usage of vehicles therefore reducing green house gas emissions in the community Assists eligible seniors and residents living with a disability to clear their sidewalks on non-priority routes. 8Snow and Ice The Snow and Ice Bylaw will not be applicable on priority routesas of winter Bylaw Impacts2021/22. The bylaw will be applicable on non-priority routes. 9RisksCost estimates for the priority routes are not based on any pilot programs. The total capacity of the programcouldchange slightly depending on the priority route selection. The current prioritization aligns with the sidewalk infill policy. The cost of this program is estimated based on the three-year phased implementation of the city-wide winter sidewalk maintenance service. It is calculated for a maximum of 400 km in addition to the existing program (200km). Asignificantnumber of turf and hardscape damage is expected especially in areas with turf or hardscape encroachments. Hardscape encroachments could pose a hazard to equipment and operators. Risk to operators and equipment mainly due to hardscape encroachments. Incidents could result in injury,equipment damage,and suspension of operator permits. The unknowns not encountered in the full service pilot area could impact the ability to clear sidewalks; Prior reviews of development and engineering plans did not account for sidewalk winter maintenance and as a resultchallenges are expected considering the location of infrastructure such as Bell, Rogers, Hydro, Fire hydrants, Mail boxes, etc where they are located adjacent to sidewalk. The greenhouse gas emission of this option would significantly increase the corporate GHG emissions, impacting progress in achieving the 2026 GHG reduction target. pg. 23 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 33 Experiencing an abnormal winter season with consistent winter weather could impact the ability and quality of clearing sidewalks. Assisted Services: Contractor/WorkingCentre performance may not be up to the City standards Proactive Bylaw Enforcement: Public perception and complaints Option 4Contractor-Led Snow Event Winter Sidewalk Maintenance + Assisted Services + Proactive Bylaw Enforcement 1Programsa)Contractor-led Snow Event Winter Sidewalk Maintenance over two phases: i)Phase 1 planning in winter 2020/21 ii)Phase 2 priority routes implementation as of winter 2021/22 b)Implementation of the Assisted Services for Sidewalkand WindrowSnow Clearing program as of winter 2020/21 with the capacity of 150 spaces. The capacity to be increased by 50 spaces per year until the demand is met. This service will not be provided after snow events. c)Implementation of the Proactive Bylaw Enforcement program as of winter 2020/21 with four officers. This program will not be enforced after snow events. 2ObjectivesProvide sidewalk clearing services for all sidewalks after snow events (snow occurrences of 8cm or more) within 24 hours. Provide sidewalk and windrow snow clearing services for eligible seniors 65+ and residents living with a disability who cannot affordprivate snow clearing services Proactively enforce the bylaw through winter seasons to increase bylaw compliance and sidewalk passability. 3Scopea)Contractor-led Snow Event Winter Sidewalk Maintenance All sidewalks within the City will be included in this serviceas of winter 2021/22. The service will be triggered after snow events (i.e. snow falls more than 8cm within a 24-hours period)as of winter 2021/22. stth The program will be in place from October1to April 30of each yearas of winter 2021/22. Property damages as a result of this program will be repaired by the City. b)Assisted Services The program would be available city-wide. Proof of eligibility would be required. The capacity of the program would be 150 properties in winter 2020/21. The capacity would increase by 50 properties by year until the demand is met. Service will not be provided after snow events. c)Proactive Bylaw Enforcement Four part-time temporary staff would be hired for each winter season. The program would be applicable city-wide. Inspections will not take place after snow events. 4Estimated CostOne-time upfront capital cost: $3,000,000 Annual operating cost: $6,330,000. This would be increased by $35,000 per year until the demand is met in the assisted services program. % tax levy impact of operating costs: 4.9% pg. 24 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 34 Average operating impact to homeowner: $56 (based on an average home assessed at $330,000 by MPAC) 5ResourcesContractor-led Snow Event Winter SidewalkMaintenance This work will be fully contracted out City staff to supervise, administer and manage the project City staff to intake and resolve complaints Assisted Services for Sidewalk and Windrow Snow Clearing City staff to manage the contact and the project City staff to intake and resolve complaints Proactive Bylaw Enforcement Funding for part time by-law officers (4-month temp position grade 7 step 4) City staff to supervise the project City staff to administer and manage the project City staff to intake and resolve complaints 6Environmental Impactsemissions. 7Social/Community Reduces the burden of heavy snow lifting from residents. ImpactsAssists eligible seniors and residents living with a disability to clear their sidewalks. The assisted services and proactive bylaw enforcement programs help increase consistency in sidewalk access during winter months and promotes more equity in the movement of people 8Snow and IceThe Snow and Ice Bylaw will not be applicable within 24 hours of the end of BylawImpactsSnow Events (i.e. snowfall equal or more than 8cm). 9RisksAsignificantnumber of turf damage and property damage is expected especially in areas where there areturf and/or hardscape encroachments. Staffmay not be able to find a suitable contractor for this job.Interviews with contractors have shown there is little appetite to perform this type of work. Only two contractors bid on the work and the contractor awarded would not return for another year. According to the results of the surveys conducted in the pilot zone, public dissatisfaction is expected due to the infrequent and unpredictable nature of the program. Assisted Services: Contractor/Working Centre performance may not be up to the City standards Proactive Bylaw Enforcement: Public perception and complaints pg. 25 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 35 Staff Recommendation In developing a recommendation, staff reflected thatthe objective of Council was to investigate alternative means of winter sidewalk maintenance to enhance the sidewalk usage experience and to provide a passable, safe and connected sidewalk network during winter seasons. Considering that the City-led and contractor-led winter sidewalk maintenance programs only slightly increased the sidewalk passability it is concluded that these optionsdo not significantly contribute to the mentioned objective in a meaningful and cost-effective way. The statistical valid survey results showed that the majority of the Kitchener residents are not willing to pay the defined extra tax to fund these programs. Based on the performance results and the public engagement feedback staff recommends Option1. This option provides assistance to property owners who have difficulty clearing their sidewalks due to age or medical conditions which could also contribute to sidewalk network passability in general. The proactive inspection program is expected to contribute to enhancing the sidewalk conditions by reminding the residents of the importance of sidewalk clearing and compliance to bylaw. Staff believes that Option 1 willachieve the best results, in the most cost effective and timely manner, and with the greatest amount of public support. Emission Impact Emission impact is an important factor to consider in evaluating winter sidewalk maintenance rporate climate action goals. For this purpose, the emission impact of each of the winter sidewalk maintenance options above are estimated and summarized in the table below. Emission Impact Analysis OptionTotal Emission Additional Emission% Additional Impact per YearImpact to Status QuoEmission Impact Option 1 Existing Program170 tons-- Option 2 City-wide City-led Full 570 tons400 tons4% Service Winter Sidewalk Maintenance Option 3 Priority Routes City-394 tons224 tons2% ledFull ServiceWinter Sidewalk Maintenance Option 4 Contractor-led Snow 210 tons40 tons0.4% EventWinter Sidewalk Maintenance contribution significantly. As per the City of Kitchener Corporate Climate Action Plan the total amount of green house gas emission as of 2016 is 10,397 tons (total amount generating from Fleet is 3,584 tons), withthe goal to reduce this amount by 8% by 2026. To reachthis target the total emission impact should be decreased by approximately 250 tons per year. Option 2 and Option 3 would increase the total amount of greenhouse emission by approximately 400 tons/year and 224 tons/year respectively, impacting GHG reduction progress. pg. 26 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 36 It is important to note that though Option 2 and Option 3 will increase corporate emissions, it is expected these options will reduce community-based GHG emissions as the City works to achieve its Council approved 80% GHG reduction by 2050 community reduction target. Community GHG reductions will happen through a shift from vehicle centric modes to more active transportation during winter months.It is also expected that the usage of private gas operated snow blowers in the community be reduced which would also reduce green house gas emissions. The impact of this reduction is unknown due to inability to track emissions impacts at this level. Further, these ity. Salt Management The City of Kitchener recognizes the importance of effective salt management andis committed to best practices andcontinuous improvementin salt management.This approach isreviewed annually and revised as necessary to achieve effective salt management.All city winter maintenance staff are trained in this regard.A salt usage comparison of the options identified in this report is not feasible at this time. This is because r to staff at this time and therefore the salt usage of city-led winter sidewalk maintenance options cannot be compared to scenarios where the residents are responsible for clearing all sidewalks or a portion of thesidewalks. Internal Winter Maintenance Comparisons The City is involved with multiple winter control activitiesincluding road clearingand sidewalks clearing. Each of these winter control activities are unique, demanding different operational approaches, equipment, staffing and resources. Sidewalks are cleared as per the Winter Sidewalk bylaw to bare pavement within 24 hours. This is generally delivered using a specialised piece of equipment (trackless units, narrow,1.5m wide clearing width, slow, 2 between sidewalks to be plowed) and hand shoveling(with shovels and/or snow blowers). In most cases, most weather responses will require multiple passes (up to 3 or more) to fully treat sidewalks. Sidewalksin the downtown area are cleared to a higher service level, with the objective being to respond immediately to any winter weather. Road clearing is undertaken to internal service standards defined by Council that meet or exceed provincially established Minimum Maintenance Standards(MMS).Higher priority (Priority 1) routes are cleared initially, with lower priority (Priority 2 and 3) routes only being attended to when all work has been completed on higher priority routes. Large equipment with 3m or wider blades are used travelling at between 20-35km an hour, with large salt capacity and generally continuous blade down routes. In addition to the speed and efficiency with which surfaces can be cleared, there are key differences in the tools available to help clearing of surfaces during winter: Salt is used in all circumstances to provide de-icing. On roads, the presence of traffic effective pre-treatment, aiding the mechanical removal of snow by plows after winter pg. 27 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 37 weather occurs. Salt is not an effective pre-treatment onsidewalks due to lower surface temperatures and lack of heavy traffic volumes generating heat. Salt is applied in all operations during snow removal to help melt snow and ice, prevent build ups from occurring and to aid in traction. Vehicles passing over a roadway generate heatwhich, once snow has stopped and initial clearing has occurred, help to keep roadways clear of further build up snow and ice; the lower volume and lighter nature of users on sidewalks do not generate heat and so ice build up and accumulations (from the material pushed out of the roadway, or blowing snow) need to be re-treated and removed through multiple visits over the days following winter weather. As a result, generally speaking, sidewalks are the least efficient of the areas that the City provides winter services to, while roads are the most efficient. This is because the speedandefficiency of vehicles (in respect to rapidly moving and treating snow and ice),efficacy of network(wide, generally straight and consistent roads) and treatment options (pre-treatment efficacy of salt are higher on roads, than on sidewalks). As a result, roadways are less than half the cost of sidewalks to maintain in winter per lane kilometer (to a similar level of passability). These activities have evolved over time and are supported by a wide number of staff across the organisation, from communications, to customer services, from finance to operations. As such, many of the costs of providing these services are interwoven withindepartmental budgets across the corporation. In providing costs for all the options outlined in this report, the full cost has been accounted for in projections. This would ensure that all departments that will see an impact from an increased service delivery to winter sidewalks, would receive budget support to support these new activities. Next Steps & Implementation If approved by Council, Option 1 will be deployed as of winter2020/21.Detailed development of the programs will take place in fall 2020whichincludes obtaining resources such as staff and equipment, selecting and coordinating routes, developing engagementand communication materials, administration, and developing an evaluation systemto continuously evaluate and improve the programs. COMMUNITY ENGAGEMENT: This section summarizes the results of the public and stakeholder engagement regarding current winter sidewalk maintenance practices and alternative options. Statistical Valid Survey The purpose of the statistical valid survey was to gauge the current winter sidewalk maintenance practices and alternative options. Advaniswas retainedto conductthe survey. A total of 1000 telephone surveys from both landline and wireless subscribers were completed. The survey was conducted between March 20 and April 7. To ensure statistically valid results the data was weighted to reflect the Kitchener population based on age, gender, region and phone type ownership. Advanis confirmed that the COVID-19 pandemic did not impact the pg. 28 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 38 For the purpose of the survey four scenarios were defined including: Status Quo with noadditional tax impact, Full Service City-Wide with 8.5% additional municipal tax increase, Full Service Priority Routes with 5.2% additional municipal tax increaseand Snow Event Service with 7% additional municipal tax increase. The survey respondents were asked to rank the scenarios from their most favorable to the least favorable. It should be noted that due to a change in the tax impact calculation method the final tax impact numbers are lower than the numbers used in this survey. As illustrated in Figure 5, the survey showed that the Status Quo Scenario is the most preferred option (54%).17% of the respondents selected the Full Service City-Wide Scenario as their most preferred option. The Full Service Priority Routes Scenario and the Snow Event Scenariowere the third (13%)andfourth(9%)preferredscenarios.7% did not have any preference. The survey showed that there was no bias by age, medical condition, household income or location towards selecting any of the options. The full report of the survey is provided in Appendix F. Most Desirable Scenario Status Quo 54% Full Service City-Wide Scenario 17% selected a Full Service Priority Routes Scenario 13% scenario with involvement from Snow Event City-Wide Scenario the City of Kitchener 9% None of the Scenarios 7% Figure 5: Most Desirable Scenario Statistical Valid Survey Results Focus Groups The purpose of the Focus Groups study was to understand the lived experienceof the residents within the pilot areasandto understand maintenance matter. Results from focus group discussions are considered directional and are not intended to be a statistically significant representation of the target population. Environicswas retained to conduct this study.Environics designed, recruited andexecuted a series of four focus groups with Kitchener residents. The four groups included: Full Service Pilot Residents, Snow Event Pilot Residents, Residents Residing Outside of the Pilot Areas and Mixed Group (including residents from full service, snowevent and outside of pilot areas). Due to the COVID-19 pandemic, focus group discussions were conducted online using a digital platform. The topic of the pandemic was raised by the moderator at the beginning of each discussion but was not mentioned again during the discussionsby either the moderator or the participants. The results of the Focus Groups study aligned with the outcome of the statistically valid survey and showed that most participants were reluctant to pay the extra tax for city-led wintersidewalk maintenance options identifying them as a nice to have as opposed to a need to have. In comparison of the Full Service versus Snow Event Service, regardless of the pilot service experienced over the past winter, participants generally preferred the Full Service snow removal pg. 29 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 39 model and were less enthusiastic about the Snow Event service. By comparison those who experienced the Snow Event service felt it was infrequent and unpredictable. As a result people evaluated the snow event service through a lens of uncertainty. When presented the details on cost implications, a majority of participants felt that the Full Service model offered the greatest value of the two, although the preference was extremely sensitive to cost. The full report of this study is provided in Appendix G. Advisory Committees and Advocacy Groups Consultation CONSULT In 2018/2019 staff met with advisory committees and advocacy groups including Mayor's Advisory Council for Kitchener Seniors, Kitchener Cycling and Trails Advisory Committee, Kitchener Youth Action Council, Grand River Accessibility Advisory Committee, and Tri-CitiesTransportActionGroup. Through these sessions staff received valuable feedback regarding winter sidewalk maintenance practices including pilot options, data collection, and evaluation. INFORM In 2020 staff met with advisory committees and advocacy groups including Mayor's Advisory Council for Kitchener Seniors, Kitchener Cycling and Trails Advisory Committee, Grand River Accessibility Advisory Committee, and Tri-CitiesTransportActionGroup. In these meetings staffsharedthewinter 2019/20 pilot findings and staff recommendations.The purpose of the meetingswas toraise awareness in case the committees/groups wished to make adelegationto council in respect of theirposition on this issue. committee meeting. A copy of this report has been provided to the Mayor's Advisory Council for Kitchener Seniors, Kitchener Cycling and Trails Advisory Committee, Kitchener Youth Action Council, Grand River Accessibility Advisory Committee, Tri-CitiesTransportActionGroup, and previous delegates where contact information is available. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: the delivery of core service by: Improvingthe design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost-efficient way; Developing a network of safe, comfortable and linked pedestrian facilities; Strengtheningthe capability and capacity within the organization to manage all of the city's assets; Creating more opportunities for citizen dialogue on community issues and introducingnew ways for people to getinvolvedin decisions that affect them; Strengtheningcommunication on issues of interest to the public and proactively publishing related documents in an accessible format to give citizens the information they needto . pg. 30 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 40 FINANCIAL IMPLICATIONS The tables below summarize the financial impact of each option. Although some options will have a phased approach, the costs below are the annual impact once fully implemented. The costs have been broken into two buckets. 1)Upfront Capital Cost which include the following: Purchase of all equipment Shelter with hookups to store trackless units Tree trimming contract Furniture/equipment for additional staff Communications program 2)Annual Operating Costs (labour, material and equipment) which include the following: Crews to replace sidewalk trip lip asphalt ramping withgrinding Crews for plowing and sidewalk treatment, loading salt for trackless units on route, snowloading Blower crews to clear inaccessible areas with either shovels or snowblowers Crewsto repair both turf damage and hardscape damage on cityproperties Annual contract for tree elevating oversidewalks Program Administrative Overhead including; Supervision, program coordination, routing, Admin, Communications, Corporate call centre, HumanResources and Fleet All tax levy and homeowner impactbelow are based on the annual operating costs. Most of the options also require a one-time upfront capital cost which is not part of the current ten-year capital forecast. Council would need to make decisions on how to reprioritize other projects withinthe forecast to fund this cost. Otherwise there would be additional tax levy impacts. Option 1Financial Impacts Option 1One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner *Assisted Services for Sidewalk -$100,0000.1%$1 and Windrow Snow Clearing (150 spaces) Proactive Bylaw Enforcement-$130,0000.1%$1 (4 officers) Total-$230,0000.2%$2 *Staff recommends that the capacity be increased by 50 spaces per year until demand is met. This would be equal to a $35k cost increase per year until the demand is met pg. 31 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 41 Option2 Financial Impacts Option2One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner City-wide City-led Full Service $4,400,000$10,100,0007.8%$89 Winter Sidewalk Maintenance *Assisted Services for Sidewalk -$75,0000.1%$1 and Windrow Clearing (100 spaces) Total$4,400,000$10,175,0007.9%$89 *This program will be discontinued in winter 2022/23 once the city-led winter sidewalk maintenance is implemented on a city-wide scale Option3 Financial Impacts Option3One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner Priority-Routes City-ledFull $3,750,000$5,900,0004.6%$52 Service WinterSidewalk Maintenance *Assisted Services for Sidewalk -$100,0000.1%$1 and Windrow Clearing (150 spaces) Proactive Bylaw Enforcement-$65,0000.1%$1 (2officers) Total$3,750,000$6,065,0004.8%$54 *Staff recommends that the capacity be increased by 50 spaces per year until demand is met. This would be equal to a $35k cost increase per year until the demand is met Option4 Financial Impacts Option4One-Time Annual % Tax Levy Average Upfront Operating Impact of Operating Capital CostOperating Impact to CostCostsHomeowner Contractor-led Snow Event Winter $3,000,000$6,100,0004.7%$54 Sidewalk Maintenance *Assisted Services for Sidewalk -$100,0000.1%$1 and Windrow Clearing (150 spaces) Proactive Bylaw Enforcement -$130,0000.1%$1 (4 officers) Total$3,000,000$6,330,0004.9%$56 *Staff recommends that the capacity be increased by 50 spaces per year until demand is met. This would be equal to a $35k cost increase per year until the demand is met pg. 32 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 42 PREVIOUS CONSIDERATION OF THIS MATTER: In November 2016, reportnumber INS-16-087was submitted to City Council which identified the impact of city-wide sidewalk snow clearing practices, including order of magnitude costs. This report recommended that existing winter sidewalk maintenance practices be maintained until the changes to the provincial minimum maintenance standards were adopted. In June 2018, report number INS-18-023 was submitted to City Council which identified pilot programs to be implemented and evaluated in the 2018/2019 winter season. Two of the pilot programs including the proactive by-law inspection and theassisted services for sidewalk and windrow clearingwere approved by Council to be implemented and evaluated during the 2018/2019 winter season. In addition to these pilot programs,Council introduced and approved program to be implemented and evaluated during the 2018/2019 winter season. In May 2019, report numberINS-19-009was submitted to City Councilwhichpresented the evaluation results of the pilotprograms approved by Council in 2018 and recommended that the two pilots of ProactiveBylaw Enforcement and Assisted Services for Sidewalk and Windrow Clearing be extended for the winter 2019/20, the Neighbourhood Shared Snow Blower pilot to be continued to be monitored in winter 2019/20, andBylaw Review, Initial Clearing for 8cm Snow Events pilot, Develop Priority Route Options, and Representative Valid Surveybe piloted and studied during winter 2019/20.Council approved all the recommendations above and added two additional programs of Full Service Winter Sidewalk Maintenance and Snow Removal Application to be evaluated during the 2019/20 winter season. In October 2019, report numberCSD-19-032was submitted to City Council whichrecommended continuing the usage of bare pavement as the standard for winter sidewalk maintenance. The research results showed that this standard is consistent with other municipalities in terms of the required timelines and level of service. This standard also accounts for accessibility challenges as may be required for use of mobility devices and strollers. ACKNOWLEDGED BY: Denise McGoldrick, General Manager, Infrastructure Services Appendix A Winter 2019/20 Weather Conditions Appendix B Proactive Bylaw Enforcement Information Pamphlet Appendix C Snow Event Winter Maintenance Pilot Map Appendix D Full Service Winter Maintenance Pilot Map Appendix E Priority Routes Concept Map Appendix F Statistical Valid Survey Report Appendix G Focus Groups Report pg. 33 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 43 4 - 44 The figure below compares the average temperature of the 2019/20 winter season with that of the past five years. Avg Mean Temp (2015-2019) \[°C\]Mean Temp (2019/2020) \[°C\] 15.00 10.00 ) C 5.00 o 0.00 -5.00 -10.00 Temperature ( -15.00 -20.00 Dec 1Dec 4Dec 7Dec 10Dec 13Dec 16Dec 19Dec 22Dec 25Dec 28Dec 31Jan 3Jan 6Jan 9Jan 12Jan 15Jan 18Jan 21Jan 24Jan 27Jan 30Feb 2Feb 5Feb 8Feb 11Feb 14Feb 17Feb 20Feb 23Feb 26Feb 29Mar 3Mar 6Mar 9Mar 12Mar 15Mar 18Mar 21Mar 24Mar 27Mar 30 Average Temperature The figure below compares the number of snowfalls of the 2019/20 winter season with that of the past five years. 2019/20202015-2019 25 20 20 15 ЊЋ 10 Number of Days Ѝ 4 5 0 Snow >2Snow >8 Snow Falls 4 - 45 4 - 46 4 - 47 4 - 48 O E V A E M O R E J T S A V E S H A N T Z L A N E L P T H G U A N N O C CRAIG DR HICKSON DR C O R N E L L A V E D O O N R D 4 - 49 4 - 50 O ATT S AW S T E OL NR E S RIT NIL G VA S E E V A N E D R A G 4 - 51 4 - 52 4 - 53 4 - 54 for April 14, 2020 Public Poll Results Winter Sidewalk Maintenance 4 - 55 2 to conduct a statistical valid survey to measure clearing bylaw. - Advanis the City cleared snow and ice on 40 km of sidewalks after snow events. the City cleared snow and ice down to bare pavement on 40 km of Snow event pilot: Snow events are defined as at least 8 cm of snow. There are an average of 5 snow events each winter.Full service pilot: sidewalk. In March 2020 the City of Kitchener retained Residents of Kitchener are required to clear snow and ice from sidewalks around their property within 24 hours after it stops snowing to be compliant with local bylaws. Each winter the City fields complaints from residents regarding sidewalks that have not been cleared, as well as from residents who do not like bylaw officers enforcing the snowTo address the contentiousness of sidewalk winter maintenance, the City piloted two snow removal projects during the 2019/2020 winter:opinions on the sidewalk winter maintenance options given their corresponding cost (which would be passed onto residents via a tax increase). Background 4 - 56 3 Northeast (N2A, N2B, N2K) South (N2C, N2E, N2P, N2R) Northwest (N2G, N2H, N2M, N2N) 2% 15%39%46%48%50%40%28%33%28%62%11% Survey 0%9% 31%36%33%49%51%38%29%33%38%53% Population minute telephone survey was conducted among the Kitchener public. A dual - cutters could be included in the sample. Overall, a total of 1,000 completes were - binary/Refused - 19 pandemic made it easier to reach residents by telephone, it did not impact their views on Segment Age 18 to 3435 to 5455 and older Gender MaleFemaleNon Region NorthwestNortheastSouth Phone Type Wireless onlyBothLandline only - Throughout the report, results that are statistically different between segments are shown with up/down arrows ( ). wĻƭǒƌƷƭ ƒğǤ ƓƚƷ ƭǒƒ Ʒƚ ЊЉЉі ķǒĻ Ʒƚ ƩƚǒƓķźƓŭ͵ A statistically valid 13sampling frame was employed in order to collect surveys from both landline and wireless subscribers, ensuring that cordcollected (576 landline and 424 wireless). Surveying was done between March 20 and April 7. Although the COVIDthe topic. The data was weighted to reflect the Kitchener population based on age, gender, region, and phone type ownership. For analysis purposes the city was divided into three regions by FSA. Methodology 4 - 57 4 , everyone maintaining sidewalks in wintertime. Cost Noneof the property tax bill which is $100 on a residence assessed at $330,000 by MPAC)of the property tax bill which is $60 on a residence assessed at $330,000 by MPAC). Property taxes would increase for regardless of whether their property is on a priority route or not. of the property tax bill which is $80 on a residence assessed at $330,000 by MPAC) all priority - are declared. . Priority routes priority routes only after snow events Description Residents would be expected to clear all of the snow and ice off sidewalks within 24 hours after it stops snowing. The City would clear the snow and ice off sidewalks. The City would clear the snow and ice off sidewalks along represent about 50% of the sidewalks in residential areas. Residents along nonroutes would still be responsible for clearing their own sidewalks.The City would clear the snow and ice off sidewalks Snow events are declared when at least 8 cm of snow falls within a 24 hour period. Residents would remain responsible for clearing their sidewalks for any snowfall that is less than 8 cm. wide - Residents were asked to examine four different scenarios for The full descriptions used in the survey can be found in the Appendix.Scenario Status QuoCityPriority RoutesSnow Events Summary of Four Scenarios Tested 4 - 58 5 Scenario is the most wide - the most (vs. 9% to 17% for the City Status Quo is the most preferred scenario tested. because residents believe the City is responsible to clear the among those with a medical condition/limitation (it is the most led Scenarios examined, the Scenario - favoured led scenarios). - quarters using them at least weekly. - Status Quo Of the four scenarios tested, 54% prefer the three CityThe Status Quo Scenario is preferred as residents believe they are responsible for clearing the sidewalks.17% of residents ranked this scenario as one of their most preferred scenario. This scenario is particularly preferred scenario for 25% of residents with a medical condition/limitation). This scenario is preferred sidewalks, it is a cost effective strategy, and having accessible sidewalks that are safe to use is important to them. Sidewalks are commonly used by residents with half using them daily, and threeThe Among the Citypreferred. Summary 4 - 59 6 led Scenario (86%) - Support for a tax increase is very strong among those preferring a Citywhile only 12% who prefer the Status Quo Scenario support a tax increase. Residents are split as to whether they support a tax increase so the City can be more involved in winter sidewalk clearing (43% were in agreement, and 46% disagreed). Summary 4 - 60 7 DETAILED FINDINGS 4 - 61 8 84% 82% 81% 70% 69% o not have Age & Condition Daily/Weekly Usage by hronic illness/medical condition, 55+ 18 to 3435 to 54 Do not have a condition/limitation 54: 390; 55+: 457; Have condition: 273; D - : 78% Have condition/limitation* *Condition/limitation defined as cmobile/dexterity limitation, vision impairment, or other condition. 34: 152; 35 - NET Daily/ Weekly 52% 26% 12% 8% 2% Sidewalk Usage Never Rarely Never Rarely Everyday a week Everyday a month A few timesA few times quarters use sidewalks at least weekly. Sidewalk usage is lower among those who are 55+ and - Threethose who have a medical condition or limitation. Half of residents use sidewalks daily A few times a week How often do you use sidewalks around the City? Base: (Total: 999, 18 A few times a month 4 - 62 q1 a condition: 719) 9 10 - in - hronic 19% 28% 23% 16% led Scenario - he overall 25% atus Quo 32% St 18 to 34, no condition/limitation35 to 54, no condition/limitation55+, no condition/limitationHave condition/limitation Prefer City Distribution of Residents Prefer Status Quo Scenario 31% 26% by Type of Scenario Preferred 2 residents) *Condition/limitation defined as cillness/medical condition, mobile/dexterity limitation, vision impairment, or other condition. - in - selected a 54% 39% scenario with involvement from the City of Kitchener 17% 13% 9% 7% Most Desirable Scenario led Scenario (378) - Status Quo led scenarios are either 18 to 34 or have a condition/limitation (59%). - wide Scenario 10 residents most prefer one of the three scenarios with City involvement. Nearly 1 - - in - City Snow Event Scenario None of the scenarios Priority Route Scenario Only 4do not have a preference among the tested scenarios.Among those preferring the Status Quo scenario, 55% are 35+ with no condition/limitation that would impact their ability to clear their sidewalks. A similar proportion of residents who prefer one of the city When asked to rank the four scenarios, the Status Quo is the most preferred scenario (preferred by 1 You just heard four scenarios for winter sidewalk maintenance in Kitchener. Thinking about what would be best for you and t 4 - 63 q6 community please rank the following four scenarios from 1 to 4, with 1 being the most desirable. Base: Total (1000); SelectedScenario (541); Selected a City 10 38% None 5%9% 38% 14%15%57% limitation No condition/ 54: - 45% he 2; 35 34: 15 9%- 11%11%25%43% 45% limitation Snow Event Scenario Have condition/ 36% led scenarios (47% vs. 36% among those 35 to - 8%9% 55+ 36%12%19%52% 36% Priority Route Scenario 5% 36% 10%10%16%58% 35 to 54 Most Desirable Scenario 47% City-wide Scenario 2%9% 47% 21%17%51% 18 to 34 39% Status Quo 7%9% 39% 13%17%54% led scenarios than those without a condition/liability (45% vs. 38%). - Aggregate Among the four scenarios tested, the Status Quo Scenario is the most preferred by each age group and among whose with or without a condition/limitation. However, those who are 18 to 34 are more likely than their older counterparts to prefer one of the three city54 and 36% among those 55+). Similarly, those with a condition/liability are more likely to prefer one of the city The Status Quo Scenario is the most preferred among each of the age group and condition/limitation segments You just heard four scenarios for winter sidewalk maintenance in Kitchener. Thinking about what would be best for you and t NET City 4 - 64 q6 overall community please rank the following four scenarios from 1 to 4, with 1 being the most desirable. (Total: 1000, 18390; 55+: 458; Have condition: 274; Do not have a condition: 719) Involvement 11 64% 45% 21% 14% 11% Base: Most abcde property difficulty cleaning snow prefer things to remain as they current are It is my responsibility to clean the snow on our It is not difficult to clean the snow on our property The cost of a tax increase is not worth the outcome Residents can/should help their neighbours who have Top 54% Scenario led scenarios. - Residents preferring the Status Quo Scenario do so because they believe clearing their sidewalk city Reasons for Preferring the Status Quo Scenario Why is this your most preferred scenario? Responses coded into multiple categories. (Based on highest ranked level in Q6). 4 - 65 q7 prefer the Status Quo (527) 12 49% 39% 35% 28% 24% Base: Most abcde that I like wide Scenario - City clean our sidewalks. to clean the snow ourselves comes to cleaning sidewalks Accessibility and safety are important when it wide Scenario do so because they believe the City is responsible to - It is the responsibility of the City to clear sidewalks I/Others have mobility issues that effect our ability It is cost effective to have taxes raised and have the Top 17% Scenario wide Scenario (175) - Residents preferring the Cityclear the sidewalks, it is a cost effective strategy, and having accessible sidewalks that are safe to use is important to them. Reasons for Preferring the City Why is this your most preferred scenario? Responses coded into multiple categories. (Based on highest ranked level in Q6). 4 - 66 q7 prefer the City 13 own 66% eir 39% 28% 17% 12% 11% a bcdef property that I like to cleaning sidewalks City clean our sidewalks primarily because it focuses on making the most used It is my responsibility to clean the snow on our I/Others use priority routes and they should be It is the responsibility of the City to clear sidewalks It is cost effective to have taxes raised and have the properly cleaned and/or cleaned in a timely fashion favoured Accessibility and safety are important when it comes Top 13% Scenario The Priority Route Scenario is sidewalks accessible and safe in a timely manner. Reasons for Preferring the Priority Route Scenario Why is this your most preferred scenario? Responses coded into multiple categories. (Based on highest ranked level in Q6). 4 - 67 q7 Base: Most prefer the Priority Route Scenario (110) 14 ld w event, 51% uld be very sno wo 25% 18% 17% 17% abcde I like property clean our sidewalks clean the snow ourselves It is my responsibility to clean the snow on our It is the responsibility of the City to clear sidewalks I/Others have mobility issues that effect our ability to It is cost effective to have taxes raised and have the City 9% Top Scenario responsibility to clear sidewalks. Reasons for Preferring the Snow Event Scenario Why is this your most preferred scenario? Responses coded into multiple categories. (Based on highest ranked level in Q6). 4 - 68 q7 Base: Most prefer the Snow Event Scenario (83) 15 NET 43% Agree led Scenarios - 19% Strongly Agree in 87% 24% 51% Somewhat Agree 46% 46% 44% 42% 40%40% 12% 11% Neither 55+ 18 to 3435 to 54 21% led Scenario Support for Tax Increase - HH income <$75kHH income $75k+ Somewhat Disagree Prefer City No condition/limitation Have condition/limitation Prefer Status Quo Scenario led Scenarios). Few who prefer the Status Quo scenario support a tax - 26% Strongly Disagree NET 46% Disagree Support for a tax increase is very strong among residents who prefer one of the City(87%). Support is also strong (51%) among those with a condition/limitation (who are also more likely to favour the Cityincrease (12%). Support for a tax increase is split but consistent with scenario preference Based on the information provided in the scenarios, I am supportive of a tax increase so that the City can be more involved 4 - 69 q9 winter sidewalk clearing. Base: (989) 16 32% 22% 21% 17% 6% 2% Total Annual Income Less than $25,000 $250,000 and over $25,000 to less than $50,000$50,000 to less than $75,000 $75,000 to less than $100,000 $100,000 to less than $250,000 48% Male Residents binary/Refused 2% - 50% Gender of Non Female 22% 19% 19% 17% 14% 9% Age of Residents 18 to 2425 to 3435 to 4445 to 5455 to 64 65 and older Do you identify yourself as...? Base: All residents (1000) The results have been weighted to reflect the age and gender distribution of Kitchener. Which of the categories best describe the total annual income, before taxes, of all members of your household? Base: (912) Profile of Participants What age are you? Base: All residents (1000) 4 - 70 gender age q10 17 53% 38% 9% Phone Type Both Wireless Only Landline Only Chronic illness/medical condition 20% Mobile/dexterity limitation 29% Vision impairment Northeast Other 7% 5% 33% South 1% 39% Regional Location Northwest Yes 24% 4 residents have a medical condition or limitation. Type of phones available to respondent. Base: All respondents (1000) - - Medical Condition or Limitation What region of Kitchener are you from? Base: All respondents (1000) in - - The results have been weighted to reflect the region and phone type distribution of the population.1 Are you affected by a medical condition or limitation? Multiple selections allowed. Base: All respondents (992) Profile of Participants 4 - 71 q11 phone_typeregion_r 18 APPENDIX 4 - 72 19 , material, and labour offs between: - are responsible for winter sidewalk maintenance: snow is removed, how residents and is responsible for winter sidewalk maintenance: when the city the cost to taxpayers,environmental impacts such as salt use, the use of gasoline powered equipment, and noise,the ability of the city to provide winter sidewalk maintenance service, and,the standards residents expect when it comes to maintaining sidewalks. residents can decide residents must clear their sidewalks to bare pavement within 24 hours after it snows,some residents may choose to not clear their sidewalks at all, or may not clear their sidewalks to bare pavement, and the quality of sidewalk clearing may vary making it difficult for people of all abilities to use the sidewalks. the city would aim to clear sidewalks within 24 hours after it stops snowing,the quality of sidewalk clearing would be consistent so that people of all abilities could use the sidewalks,motorized equipment would be used,sidewalk clearing could happen at any time of the day or night,there may be damage to grass and gardens near sidewalks, andequipment. This would be in addition to any other tax impacts in any given year such as base municipal tax increases and Regional or School Board increases. This would also be in addition to any utility related rate increases including water, sanitary, storm and natural gas. When it comes to maintaining sidewalks in wintertime, there are often tradeyou some information.Just like today, in scenarios where In scenarios where As I read each scenario, please think about what would be best for you and the overall community. Scenario Introduction 4 - 73 20 , are . everyone priority routes only after snow events sidewalks. Residents would no longer be all priority routes would still be responsible for clearing their own - the City of Kitchener would clear the snow and ice off sidewalks along the City of Kitchener would clear the snow and ice off sidewalks Residents would be expected to clear all of the snow and ice off sidewalks within 24 hours after the City of Kitchener would clear the snow and ice off wide Scenario: - Status Quo Scenario: it stops snowing or could be charged for the cost of snow clearing. Residents would decide when and how snow is removed. There would be no additional impact on property taxes in this scenario. City responsible for this. The cost of implementing this service would be $11 million which is equal to an 8.5 percent $100 on the average tax bill for a residence assessed at $330,000 by MPAC. Residences assessed at more than $330,000 would pay more, while residences assessed at less than $330,000 would pay less. This would be a recurring annual charge.Priority routes scenario:Priority routes represent about 50% of the sidewalks in residential areas and would include sidewalks along main streets, schools, and businesses. Residents along nonsidewalks. The cost of implementing this service would be $7 million which is equal to a 5.2 percent increase in the average tax bill for a residence assessed at $330,000 by MPAC. Residences assessed at more than $330,000 would pay more, while residences assessed at less than $330,000 would pay less. Property taxes would increase for regardless of whether their property is on a priority route or not. This would be a recurring annual charge.Snow events scenario: declared. Snow events are declared when at least 8 cm of snow falls within a 24 hour period. Residents would remain responsible for clearing their sidewalks for any snowfall that is less than 8 cm. The cost of implementing this service normal annual tax increase. This is about an extra $80 on the average tax bill for a residence assessed at $330,000 by MPAC. Residences assessed at more than $330,000 would pay more, while residences assessed at less than $330,000 would pay less. This would be a recurring annual charge. 1.2.3.4. Four Scenarios Examined 4 - 74 21 ards including nd . 0124 - 3.1 percentage points at the 95% confidence level - City of KitchenerAdvanisKitchener Residentsn=1000Telephone surveyASDE Listed & Unlisted phone number, RDD wireless phone numbersTelephone numbersAll sample contactedMar. 19, 2020 to Apr. 7, 2020Request permission on the phone+/Yes, by age, gender, region and phone typeMary Ann Charters, maryannm@advanis.netAdvanis(519) 340Provided in footnotes in the report is a member of the Canadian Research Insights Council (CRIC) and confirms that this research fully complies with all CRIC Sta CRIC Public Opinion Research Standards and Disclosure Requirements Research sponsor (including all financial sponsors)Research/data collection supplierPopulation representedSample sizeMode of data collectionSource of sampleType of sampleSample designStart and end dates of data collectionStrategies used to gain cooperationMargin of sampling error for total sampleIs data weighted?Contact for more informationSurvey text Methodology Advanisthe 4 - 75 ǞǞǞ͵ğķǝğƓźƭ͵ƓĻƷ 4 - 76 4 - 77 s w u o c t n o o S l i F g P s n i s e g t s d d n c r i p , 2020. u r ae u t j th a i g o o t e r el r t ARCPG Final Report for the City of Kitchener April 27 4 - 78 toof or as Ћ City hours cm 8 the : 24 residents of as experience services, by consisted Research fall within where lived pilot . defined of the costing Groups . 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UNSPLASH IMAGE CREDIT: Resident, Group 1 - I typically get my son out right away to help me; the snow gets cleared first thing in the morning before we all go in to work. 4 - 86 of . . as theirtheir ЊЉ of home clearing clear community, residents front their obligations transit or in ) of . the responsibility sidewalk etc these for publicfront their whoin or their with sidewalkbuildings of walkers, slips the fulfill walkway strollers) aware familiar to in transport and apartment clear less and homeowners were someone in active and (wheelchairs, were on residents lived event driveways groups (walking for safe the assumed who issues alla their relying in : in in contractors children liable create important Renters snow withgroups . vehicles to small participants accessibility residents was hours clear it with order withwithout to personally part, 24 most following felt elderly in complexes are the s ParentsThoseTheThose most k within owners - the ForhomehomestownhouseParticipantsobligationsincludingAnecdotally,sidewal Resident Obligations UNSPLASH IMAGE CREDIT: 4 - 87 ЊЊ knit - Resident, Group 1 - a closecommunity, generally you do yours and the neighbours close to you. This way, it always gets done. UNSPLASH IMAGE CREDIT: Resident, Group 2 - To my understanding you have 24 hours to clear the sidewalk in front of your house after a snowfall. 4 - 88 is the law feel - ЊЋ from dealt clear some in this by not be question snow was only did not the send aware to to to sidewalks clear they There were . would City and came that few it the . who property (very call responsibility concerns when . footpaths reported fall their ownedcould - obligations clearmost neighbors that residentssnow to City homeowner they a the for for . the that Regional other afterhowever was mind of it obligation concerned manner of aware versus assistance front and top were clearing), sidewalks City in City were not the assumedor snow Most clear snow anonymous . some werethe to . or so for area, regarding accessing do bill clear residents mentioned of timely to a to a walkways, obligations in Mostroads/streetsSomedowntownconfusion terms responsibility City Obligations CityofIntheirofficersactuallyinclinedwith CITY HALL IMAGE CREDIT: KPMB, KITCHENER 4 - 89 ЊЌ - Resident, Group 2 - If you call the bylaw officer, the time they actually get there conditions have usually changed. enjoy calling on our neighbours. UNSPLASH IMAGE CREDIT: Resident, Group 2 - I assume the to just clear the downtown core, so businesses can stay open? Any City owned property would be cleared by them. 4 - 90 UNSPLASH ЊЍ IMAGE CREDIT: PILOT PROJECTS PERSPECTIVES ON 4 - 91 in (asthe Full with who ЊЎ their of the thoseresided tested offering descriptions than question, as who . given valueinto service seen observations (including those fell value were pilot . was their lesser It option of for among . other be . services service greatest impacts to asked Service (even the the each pilot season) both of first Full on no of taxation thus, the winter with were questions value and, participants city 2020 thoughts / the areas regarding perceptions manymost the preferred for service 2019 of by pilot their costs, the raised for the to groups asked areas of clarification all in predictable during asked from service were turned considered either and and in was then Event additional service and . full participants Participants residing services Snow . conversation seeking of area) most option pilot the experience, comprehensive received pilot both Evaluation of Services Overview Participantspilotdescribed)ofOverall,hadmostAnalysistheServiceWhenresidents UNSPLASH IMAGE CREDIT: 4 - 92 the by) was very ЊЏ heart same a camethere or the properties during months day) experienced a to in time back generally plows place colder theonce every were years the actually day damage than taken : occur and the pulling during in more had as previous by resident would years causing early included pilot to (such one come how the ; community plows removal by previous the would injuries in snow aware snow service satisfaction (compared from that for surprised related were walking sidewalks machines about during often service and the their area knowing in clearing Reasons - were that . communities clear boxes) pilot activity concerns snow to of service (pleased through appreciated difference (residents of risk Service physical - . a electrical residents of Full expressed level service for lawn service reduce of walking the the of(residents to noticed duty their of of of with to pavement, had residents ReliefEfficiencyFrequencyEaseneighbourhoods)Potentialattack)EncouragementReliabilityaccumulation) few Residentswinter,satisfiedA(lawns,damage Evaluation of Services: Full Service Pilot UNSPLASH IMAGE CREDIT: 4 - 93 ЊА Resident, Group 1 - I was very happy this winter. My husband has health issues and he would have been the one out there. We found it very helpful. UNSPLASH IMAGE CREDIT: Resident, Group 1 - Not only did they would come by more than once to ensure it was always cleared! Sometimes three times a day! 4 - 94 to thethe ЊБ were snow many others . operated the - contractor They leaving while .residents satisfied ; City that the inspired service few to plow, event a event arrived . from the a This . led by topic snow plows elaborated lawn about a particularthis resulting compared the of a service their on cleared if out before service Participants enthusiastic before removal . find neighbours of damaged to this notifications determination pass and for sidewalks badly City the quality where areawould pedestriansfor their friends over the up by knew service pilot plows contractor from fewthe . a clearing down signed Event - that confusion withregarding others stories when/if had Snow for definition, packed reported few the reported similar cm get in 8 engaging expressedVery unsafe regarding . skepticism . of the . often living residents of resident act contribute ManyuncertainwouldsidewalksResidentsknewdefinitionOnetoserviceTheexpressmachines Residents Evaluation of Services: Snow Event Pilot UNSPLASH IMAGE CREDIT: 4 - 95 ЊВ more Click here to listen to Resident, Group 2 - We definitely knew it was a snow event and chose to shovel our sidewalk anyways because we knew how long it would take the City to get there. UNSPLASH IMAGE CREDIT: Resident, Group 2 - If we have to wait going to be a snow event.. People have already walked all over the snow and packed it down. It makes it harder for us. 4 - 96 all ЋЉ was of when areas, voiced property know pilotto service preferences descriptions I many clearing to the the do in felt . (how however, increases Service clearing, living some Full delivery pilot - while clearing, groups ; Service significant to service delivering provideFull . service toService misunderstanding implied City costthe Similar uneven . Full Event the asked and the of about Snow clearing were for regarding widespread expensive of service the of to areas Event feasibility . enthusiastic questions soundedthe preference Snow concerns service a hours with reactions timeliness were and 24 service doubted outside mixed the within expressed also groups tempered expressed Service living that Full shared many most Some quickly . sidewalks a both is ResidentsofparticipantswereWhileconcernstaxescityGroupshelpful,it Evaluation of Services: Non UNSPLASH IMAGE CREDIT: 4 - 97 ЋЊ Resident, Group 2 - If everyone took an approach of waiting for the get done; and leaving it for longer can be problematic depending on how bad the snowfall is. UNSPLASH IMAGE CREDIT: Resident, Group 4 - all the streets within 24 hours The likelihood of getting to all the sidewalks seems next to impossible. 4 - 98 UNSPLASH ЋЋ IMAGE CREDIT: AND CONCERNS WEIGHING BENEFITS 4 - 99 - the Full ЋЌ relief as removal discretion service, snow service . any of of sidewalks City use Event the their to quality timing . , it Snow clear cover do need to theto to consistent always implications hurry unable a will cited in cost . City compared on those residents plows groups for the offering that by all that help focused snow Service and acrossimplies - damage service Full clearing the the acknowledged to removal of residents,property Residents . also onabout snow comes it benefits potential Service burden Benefits and Concerns (Full Service)Fullof mainResidentsServicewhenConcernsand UNSPLASH IMAGE CREDIT: 4 - 100 ЋЍ The following is a synthesized list of results Concerns Damage from plow Timeliness of service Service pilot. - Additional costs/tax implications Waste of resources if it is a small snowfall What is appropriate accumulation of snow? Note: Benefits and concerns did not vary significantly between groups who had experienced pilot service and those who had not. Money better spent on targeting service to those who need it traffic areas - clear) Reliable Benefits Walkability improved Avoids health problems Consistent quality of service Relieves burden from residents Regular upkeep of high (including seniors, those with mobility issues) Takes discretion away from residents (when to Fills gaps for rental properties not fulfilling duties Benefits and Concerns (Full Service)During the focus groups, the moderator asked participants to list the benefits of and concerns regarding the Fullfrom all four focus groups. (Note: the list includes multiple mentions and is presented in order of frequency). 4 - 101 not Benefit: Full Service Resident, Group 1 It will probably make people happierstress free and makes it easier for people: whether its someone pushing a stroller, someone older, someone walking a dog.Concern: Full Service Resident, Group 4 Where I grew up, often they are on day three would we be so reassured the sidewalks are cleared faster? GETTY IMAGES IMAGE CREDIT: 4 - 102 to to . as as thethe lead those ЋЏ of in be deliver react includedsnow, to ultimately and concern not to would of a quality contribute prevalent may the service also seniors service contractor morning properties, would was a more about Event the of Event accumulations own in (including were contractors service Snow service Snow their of large own concerns the home that of thethe of clear damage be engagement their felt that . felt on express not . Timeliness removal few to . benefits should city A property may the shovel .staff particular, sidewalks the they main residents concerned in and with if ; (who City residents the cannot as were and across delivered Some felt service many uncleared . who property assisting work be shiftwork when this to and clearing to residents their those issues) with might Residents as for about . prompted snow related unsafe that those to helping Event accumulation), mobility as service comparison, confusion Benefits and Concerns (Snow Event)Snowhelping snowwellwithconsistentBytoleadingConcernsdiscussionsthisserviceaccountable UNSPLASH IMAGE CREDIT: 4 - 103 ЋА residents do a better job The following is a synthesized list of results . Concerns Damage from plow Inconsistent service Timeliness concerns Reduced quality of service Note: Benefits and concerns did not vary significantly between Contractors not as accountable as the City or homeowners groups who had experienced pilot service and those who had not. Timeliness of service: residents will still have to shovel sidewalks Confusing (What is 8cm? How to know when there is a snow event?) Benefits with City Better than nothing Avoids heart attacks Walkability improved Consistent quality of clearing Relieves burden from residents Helps shift workers (more timely clearing) Helps those who cannot shovel on their own (including seniors/those with mobility issues) Helps people keep up with large accumulation Faster service form contractor than City service More equipment/resources with contractor than Benefits and Concerns (Snow Event)During the focus groups, the moderator asked participants to list the benefits of and concerns regarding the Snow Event pilotfrom all four focus groups. (Note: the list includes multiple mentions and is presented in order of frequency). 4 - 104 get in and Benefit: Snow Event Resident, Group 3 I live in an area densely populated seniors so a challenge to get it all cleaned up after a Concern: Snow Event Resident, Group 4 Contractors are there to do a job get out. I would take better care of my property than they will GETTY IMAGES IMAGE CREDIT: 4 - 105 UNSPLASH ЋВ IMAGE CREDIT: ANALYSIS SERVICE COST SNOW REMOVAL 4 - 106 ЌЉ were each service with information costs the that reassess with to note associated to began asked Snow Event concerns were important always and is assessed by MPAC at $330,000) It 7% increase on municipal property taxes . although $80 average increase (based on an average home benefits participants costs pilot groups, group details, the the related increases. focus - of regarding across tested, analysis ways information projects Full Service : different qualitative pilot more in a assessed by MPAC at $330,000) below two with 8.5% increase on municipal property taxes the $100 average increase (based on an average home Reactions to Proposed Service Costs addition to other utility and service Followingofvaluediscussedoutlined UNSPLASHUNSPLASH IMAGE CREDIT: IMAGE CREDIT: 4 - 107 on ЌЊ they many higher almost ; following that based who was and range), the a amounts past anticipating models by model the group,impression - dollar participants in to ; in - the . therefore increases service implied Service left done value, group service value both range, Full had and the of expressed variance from for . the percentage greatest end they . the greatest rejected as the : than varied the service appetite (and increases participants of offer the increases, to participants at to typically than type offering to sidewalks received ranges be reducing cost discussions clear seen implications of winter and either model better would intuitive was less amount for the maintain bills cost the (expensive) they were more tax as throughout were dollar model costs could during about expression weretheir the to noted assumed more they the significant increases Service - perceived of felt increases service using were amounts added incur Full more to the information be amount Many the DollarWhenparticipantscosts . the DollarPercentagewouldRegardlessunanimouslyWhilereceivecostinclined Reactions to Proposed Service Costs Whileconsistencies UNSPLASH IMAGE CREDIT: 4 - 108 on felt get ЌЋ hire these not we they will if opinion and for per How an even this which 50 $ a for that? fees pay of forming my responsible there . paying Youto Is cost be me participants to to? before the we twice? go added dinged for from Will it sense get this will comes tois residents : make budget? as what questions responsible event going of well complex, above are snow (verbatim) as It change, . every go who and variety City can like they a follow it the townhouse to property, included look people and winter that a by of my or hard mild to lot solved? is both snowya prompted about a increase nervous be this Questions condo done . the have extra me a What is on costs . in we issues ififdoes of math considered live makes think about I damage anything be for Ifsorts to 1.2.3.4.5.6.7.8. Questions: Costs of Service Discussionsneededthe UNSPLASH IMAGE CREDIT: 4 - 109 ЌЌ Resident, Group 1 - weighing the costs vs. benefits\] is disingenuous. A presentation of $100 assessment of costs nor a fair question to ask people because representative of the actual costs to UNSPLASH IMAGE CREDIT: 4 - 110 ЌЍ Resident, Group 3 - different ways of solving this problem that is lower in cost and will end up with the same result to help those who need it most UNSPLASH IMAGE CREDIT: 4 - 111 ЌЎ service. If the city was going to come every definitely not for the service we got this winter. Snow Event Resident, Group 2 If it was for the same service we received this Snow Event Resident, Group 3 more Click here to listen to Views on Costs of Services There are many people who live on fixed incomes and slight increases in costs will people. Full Service Resident, Group 3 Having it in effect and seeing how it actually Both Services Resident, Group 4 4 - 112 UNSPLASH ЌЏ IMAGE CREDIT: PREFERENCES COMMUNICATION 4 - 113 - a toof of the - that ЌА (City some offuture wordservices about in online while the ; reported necessary number of a communications mail, through be responsibilitiesbroadly . areas feltimportant the channels and and details in , of would includes thesemedia) the it of programs slide centres service, variety social considered a of communicating the notifications outside clearing, of they online, costs following about through communicating community snow getting the mail, what to ; at of Residents on the service, . of (inof mail, idea Kitchener responsibility information services of . the the approach decision the times in frequency City . channel. liked on City participants clearing the receiving and services a one radio, pronged friends service, - take people snow of thanmediums about detail group to and about multi recalled in clearing a outlets), more Many social . who focus asked snow regarding and informed information media by adequate neighbours qualifications areas through then about be web residents and this to social pilot decision recommended receive family, were offered in online and including versus were from effective City they Communication Preferences Overview ParticipantswebsitemouthResidentswereifcommunicateParticipantsoffered,thepreferredResidentshypotheticalexamplescommunications UNSPLASH UNSPLASH IMAGE CREDIT: IMAGE CREDIT: 4 - 114 ЌБ Service - Example Resident from Group 4 -communication; Resident from Group 4 - , 2cm of snow, when/ how Eg Service Snow Removal means that - Changes to Snow removal in the City of Kitchener are coming your way! The City of Kitchener is launch FullSnow Removal as of November 1, 2021. Fullall sidewalks in the City of Kitchener will be cleared by City of Kitchener Employees 24 hours after a 2cm accumulation. Your responsibilities Clear communication about the logistics. will it be cleared. What happens if the road plow blocks an intersection after the sidewalk plow has cleared the sidewalk. How will grass repair be managed? Resident from Group 3 - Example -communication; Resident from Group 2 Great news...! The City of Kitchener will now be clearing the sidewalks in all of our neighbourhoods starting in the winter of 2020. No need to worry about snowfall amounts, or the safety of pedestrians. Time frame expectations (when it will be done) expectations of residents (keep sidewalks clear) (Let people know is it going to be done in 24 hours or how long so people know if they have to do it) Resident from Group 4 - Resident from Group 1 - for helping fund this program. worry about after a snowfall. what work they no longer have to do. onboard is to start off by telling them them that they have one less thing to Then be specific with what, when, how, and how much it will cost them. Assure The most important thing to get people I know there are folks who will be unhappy about a raise in taxes to pay for their desire to be seen as a good neighbourAnd write how other neighbours are very glad for it. And provide testimonials of residents who are benefiting from the service such as folks who have mobility issues and seniors. 4 - 115 UNSPLASH ЌВ IMAGE CREDIT: CONCLUSIONS 4 - 116 . . on be the this The City to . ЍЉ activity through service burdenwith the a impact the predictable service as receiving . around of andfrequency of actual frame familiarity and the communicated getting timing and result many to be on a articulated of preferences and detail as and of barrier should recall rarely comprehensive a City description, dependingterms and damage ; snowfall) habitual the in a resident of dependability communications by cost as service both hrs to area represents not property 24 it resident but pilot decisions as responsibility, of existing contractor . about within sensitive adequate the from service interest inclusive were General annoyance, highly sidewalksUsing be - . an is homeowner pavement ofmost concerned to clearing detracted a as areas the bare as also mail) a quickly snow have pilot to is clearing however, in any were direct may enjoyed (clear (when characterized and dissipate about shared pilot service, are model residents can acknowledged residents this to Event website) through in conditions obligations Most Conclusions Service widely(City service . Snow is their communications Full this Interest the neighbourhoods weather online in . with in the neighbours residents future with communications Kitchener that interest familiar (including of regarding compliers - explored, connects project Kitchener bills, City . strongly non associated responsibilities to tax channels pilot which the feel generally of questions projects in one are clearing service optionprogram 2020 / pilot as many property variety the homeowner SnowResidentsa . 2019of two too clearing of attractive the SnowHomeownersfavourablyOfreliefindividualraisesanserviceWinterdetails 4 - 117 . . or as vs can reject ЍЊ impact dollars study Kitchener residents service percentage annually (in of a for . 100 taxation by $ . neighbours ( City removal sensitivity Ranges with on service impact . service amount price snow tax transparent the creates service appetite see it .accompanied dollar municipal for total and of be the advanced many actual service ; type of resident clearing may an an appetite relatable connection on the this as to snow the interest amount resident . Ultimately, intuitive articulation consider feedback This consistent, . as a . resident down they appreciate objections enhanced actual not on of is reliable who costsit a amounts when raise articulate minimum) as Costs transparent to and a impact - impact obtain determine . and topic keeping (at to to serve residents the this high snowfall and for secondary will clear a is on is than a amount significant a after cost routine express to to palatable dollar impacts has percentages is require residents a accurate recommended information current clearing in is just that will with of and this groups costing their not services sensitivity point impact Conclusions so and focus helpful about research services tax sensitivity althoughprice obligation in and a of removal maintaining more price amounts of taxes, used have, removal snow on quantitative to regarding homeowner for dollar favour articulation any of snow property in the considered communications . an need on for research that are articulations direction terms from than service accept of taxpayers in prefer of costs increase) to clear further who % rather 5 . imperative level variety 8 cost resulting is taxes, ThoseanyResidentsincrease/impactanItpreferablypercentages)provide have the to to actual The nice CommunicatingConfusionDueproperty 4 - 118 Appendix 2 Pilot Areas 4 - 119 SB LVD L D E E 4 - 120 4 - 121 4 - 122 REPORT TO:Council DATE OF MEETING:September 14, 2020 SUBMITTED BY:Kathryn Dever, Director, Strategy & Corporate Performance, (519) 741-2200 ext. 7370 PREPARED BY:Karen Cooper, Manager, Strategic and Business Planning (519) 741-2200 ext.7817 Lauren Burr,Corporate Planning Analyst, (519) 741-2200 ext. 7059 WARD (S) INVOLVED:All Ward(s) DATE OF REPORT:September 9,2020 REPORT NO.:CAO-20-004 SUBJECT:2020 Business Plan Progress Report and Compass Kitchener Strategic Plan Evaluation Guide ___________________________________________________________________________ RECOMMENDATION: For Information BACKGROUND: 2020 has been an unprecedented year as the City responded to the COVID-19 pandemic. Some staff were redeployed to support emergency operations, others were placed on declared emergency leave, and others worked from home. Through this challenging time, staff demonstrated resiliency and made progress on 2020 Business Plan projects as outlined in this report. Council annually approves a list of projects thatimplement the Strategic Planandother projects that are a priority to Counciland departments.These projects form theannualBusiness Plan. TheBusiness Plan and the budget are developed in parallel to ensure resources arealignedto completethework.The 2020 Business Plan includes all 25actions from the 2019-2022 Strategic Plan,as well as 22 business plan projects. The COVID-19 pandemic affected s ability tocomplete workand theApril Business Plan Progress Report was cancelled.Appendix Ato this reportprovides the Business Plan Progress Report covering the period January 1 to August 31, 2020. It contains the complete list of projects and their currentstatus. Compass Kitchener has the mandate to create evaluation criteria and to evaluate implementation of the Strategic Plan.The Business Plan progress reportsform a source of information for Compass Kitchener in monitoring implementation of the Strategic Plan.Compass Kitchener developed evaluation criteria for the 2019-2022 Strategic Plan in consultation with Appendix B to this report contains Compass KitchenerCompass Kitchener representatives will be attendance at the September 14 Council Meeting to present the Guide to Council. Localizing(SDGs) is an important component ofthe 2019-2022 Strategic Plan,and this report provides an update on progressin localizing the SDGs. Asa foundational piece, staff compiled data for more than90indicators that can be used to measure progress on the SDGs. Staff worked in collaboration with staff at the cities of Cambridge and Waterloothrough a federally funded project with the World Council on City Data(WCCD).WCCD representatives will attend the September14 Council meeting to present a Platinum Certificate to Council in recognition of ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 5 - 1 REPORT: Overall Status of the 2020 Business PlanProjects The 2020 Business Plan includes 22 business plan projects. As of August 31, twobusiness plan projects have been completed in 2020. Fifteen business plan projects are currently underway, while 5 business plan projects have not yet started due to the pandemic. The 2019-2022 Strategic Plan includes five goals and 25 strategic actions to be implemented during this term of Council. The2020 Business Plan includes all 25 strategic actions. Threestrategicactions were completed previously in 2019.The 25 strategic actions encompass 35 strategic projects as some actions contain multiple projects. Figure 1 illustrates the Status of BusinessPlanand Strategic Plan projects. Figure 1 -August 2020 Business Plan Status 40 35 30 25 20 15 10 5 0 Business Plan Projects Strategic Plan Projects Status of the Strategic Plan Actions Of the 25strategic plan actions, threewere completed in 2019, 20were scheduled to be underwaythis yearandtwoactionswere to commence in 2021.Two of the 20 scheduled actions are being moved to 2021.Nine actions were to be completed in 2020, and sixare on targetto be completed this year. Figure 2: August 2020 Status of Strategic Plan Actions by Goal 6 5 4 3NOT STARTED IN PROGRESS 2 COMPLETED 1 0 People FriendlyEnvironmentalVibrantCaringGreat TransportationLeadershipEconomyCommunityCustomer Service 5 - 2 Status of the Strategic Plan Projects Atotal of 35 projects are tobe delivered to achieve the 25 actions over this term ofCouncil. Five of these projects were completed in 2019. As of August 31, 20strategic plan projects are in progress.The other 10 strategic plan projects have not yet started.Significant progress has been made on thefollowing: Cycling and Trails Master Plan Update will be presented to Council in October Gaukel Streetwas converted to pedestrian use during the pandemic and a formal plan will be presented to Council in 2021 Community Climate Action Plan on schedule to be presented to Council later in 2020 Make It Kitchener 2.0 Strategyto be presented to Council in the fall DraftHousing Strategy was presented to Council on August 31and is on track to be completed by December Anti-stigma training will be re-launched in the fall 2020learning program Aworking beta version of the Online Customer Service Portal will be launched publicly in the fall The following projects experienced delays due to the pandemicand efforts are being made to complete them in a timely manner now that staff are returning to usualwork: Bikeshare Program City-Owned Property Review Equity, Diversity and Inclusion Strategy Customer Satisfaction Program Thefour strategic plan projectsthat have not yet started due to the pandemic are: Waste Diversion Strategy: Increase Waste Diversion atOur Public Spaces and Eventspublic events cancelled City-Owned Property Brought to Marketchanges to the market being monitored Mill Courtland Community Centre Expansion Business Casestaff reassigned Open Space Strategyhiringpaused Figure 3: August 2020 Status of Strategic Plan Projects by Goal 10 9 8 7 6 NOT STARTED 5 IN PROGRESS 4 COMPLETED 3 2 1 0 People FriendlyEnvironmentalVibrantCaringGreat Customer TransportationLeadershipEconomyCommunityService 5 - 3 Status of the Business Plan Projects The 2020 Business Plan includes22 business plan projects. As of August 31,twoprojects have been completed.They are: Close the Loop with CitizensStaff have expanded E-TenderingStaff have implemented an e- email auto-notifications to enable citizens to receive tendering module to enable vendors to self- email notifications for all parking complaints.identify for interested commodities, access bid documents and drawings, and submit tenders, proposals and quotations electronically. 15projects are in progress, with some experiencing delays due to the pandemicas indicated in Appendix A to this report.The Southwest District Pool Case is scheduled to commence in the fall.Four projects have not yet been started due to the pandemic,including: Ice Demand Study Government Relations and Advocacy Plan 2020-2021 Community Benefit Charge Study Mobile Time Entry Figure 5: August 2020 Status of Business Plan Projects Figure 4: August 2020 Status by Department of Business Plan Projects 257 6 20 5 NOT STARTED 4 15 NOT STARTED IN PROGRESSS 3 IN PROGRESS 10 COMPLETED 2 COMPLETED 1 5 0 CommunityCorporateDevelopmentFinancialInfrastructure 0 ServicesServicesServicesServicesServices Total 5 - 4 Localizing Sustainable Development Goals The 2020 Business Plan Progress Report also provides an update on localization of the United Nations SustainableDevelopment Goals (SDGs). As expressed in the 2019-2022Strategic Plan, the City of ment and localizing the 17 SDGs. Each of the 25 action statements within the 2019-2022 Strategic Plancan be connected to at least one of the SDGs. TheCity of Kitchener was one of 15 Canadian municipalities chosen to be part of theData for Canadian Cities Pilot Project, funded by the Government of Canada. This project is an initiative of the World Council on City Data (WCCD) to support municipalities in achieving certification in ISO 37120 -Sustainable Development of Communities: Indicators for City Services and Quality of Life.Kitchenernowjoins over 100 municipalities worldwide who have embraced ISO 37120,the first international standard on city data. With support from the WCCD, the City of Kitchener provided data on over 90 indicators to achieve platinum certification in 2020 for ISO 37120 alongside the Cities of Waterloo and Cambridge. WCCD will present thiscertification to Council on September 14, 2020. In 2020, theCityof Kitchener was also awarded $94,700from a federalSustainable Development Goals grantto localize and communicate the SDGs across the community,including: 1)existing metrics, including the strategic plan and data collected for ISO 37120. 2)Provide CLT with enhanced understanding and a framework for solution development and resource-based decision making that integrates the SDGs in key plans and initiatives, including engagement and communications. 3)Develop a public-facing interactive dashboardthat illustrates progress made on strategic and business plan projects, metrics chosen by Compass Kitchener to measure theimpact of the strategic plan actions, as well as metrics pertaining to the SDGs and ISO 37120. Staff will create an integrated approach through cross-departmental awareness-building, improved decision-making tools, and external engagement with key stakeholders to communicate on the City progress in achieving the SDGsandISO certification and making them meaningful in our local context. 5 - 5 Compass Kitchener Strategic Plan Evaluation Compass Kitchener has the following goals, objectives and responsibilities regardingmonitoring and evaluating implementation of the Strategic Plan. Goals To monitor and evaluate progress against achievement of strategic priorities. To report on progress made toward achieving strategic priorities to Council and the community. Objectives To determine evaluation criteria for use in measuring Council implementation of strategic priorities. Responsibilities Reporting to Council on critical community priorities to assist in the establishment and updating of-year Strategic Plan and annual Business Plans. Kitchener. Reporting on performance to Council and the Community on an annual (Report Card) basis. Compass Kitchener provided a set of recommendations to Council in April 2019 regarding evaluating implementation of the strategic plan which have been put into practice. One was to jointly develop evaluation criteria with staff. To that end Compass Kitchener co-hosted with Senior Leadership at the City joint meetings with representatives of allthe Advisory Committees to Council to discuss objectives for the evaluationof implementation of the Strategic Plan. Compass Kitchener developed draft criteria Jan 2019 -All Advisory Committees Meetingto discuss evaluationcriteria objectives April 2019 -Report to Councilwith recommendation to develop evaluation criteriawith staff June 2019-Council approval of 2019-2022 Strategic Plan Sept 2019 -CLT meetingto discuss potential evaluation criteria Nov 2019 -Check back with All Advisory Committees January 2020 -Draft evaluation criteria September 2020 -Finalized evaluation criteria Considering the input received, Compass Kitchener developed anevaluation guide, included as Appendix B to this report. Compass Kitchener has developed the following 4 levels of evaluation criteria: Evaluation Criteria for Overall Implementation of the Strategic Plan Evaluation Criteria for Overall Implementation of SDGs through the Strategic Plan Evaluation Criteria for Implementation of Strategic Plan Goals Evaluation Criteria for Implementation of Strategic Plan Actions Compass Kitchenerwill present its evaluation criteria and guide to Council on Sept 14,2020. 5 - 6 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: innovative, caring and vibrant Kitchener. FINANCIAL IMPLICATIONS: None COMMUNITY ENGAGEMENT: CONSULT In 2018,Compass Kitchener consulted the public on developing community priorities for the 2019-2022 Strategic Plan, which informed preparation of the 2020Business Plan project list. Compass Kitchener has been consulted onthe development of the 2020 Business Plan Progress Report. INFORM committee meeting. ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer Appendix A: 2020Business Plan Progress ReportAugust 2020 Appendix B: Compass Kitchener Strategic Plan Evaluation Guide 5 - 7 August 2020 Progress Report August 31, 2020 Appendix A: 2020 Business Plan Progress Report 5 - 8 2 . 2020 a business the priorities Business Plan in work that City 2020 there will to the public on 20 In . work priority The global pandemic in available An update on progress in 2022 Strategic Plan - . end report. - business plan project is described, business plan projects The 2019 : 22 a strategic plan action project or rojects included in the 20 The monitored three times per year and reported P for completion. projects as being reflect additional Council and staff kitchener.ca/businessplan was to be an action projects is included in this report. progress report and a year : Strategic pl includes 25 actions relating to five strategic goals. The 25 actions encompass a total of 35 distinct projects. Business plan projects: Business Plan August strategic plan action project or Introduction staff will undertake in 2020.have been categorized plan projectEach including anticipated timing completing the Sharing Our Results Progress on projects to Council and the public until project completion. 2020 afbe this The 2020 Business Plan and progress reports are 2234556788 10121417191920222224 ...... ................ .......... .............. ............... ................... .................. ........................................ ................................................ .......................... ................................................................................ ...................................................................................... ................................................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................................................ ................................................................ ................................ ................................................................................................ ................................................................................................ ................................................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................................................................................ 19 - ................................ 5 Strategic Plan projects 2 Friendly Transportation - le ................................ usiness Plan Projects 2022 Strategic Plan Actions - Impact of COVIDStatus of the 22 Business Plan ProjectsPeopEnvironmental LeadershipVibrant EconomyCaring CommunityGreat Customer ServiceCommunity ServicesCorporate ServicesDevelopment ServicesFinancial ServicesInfrastructure Services Status of Status of 35 Strategic Plan projects ocalizing Sustainable Development Goals Contents IntroductionSharing Our Results L Results 2019 2020 B DRAFT 5 - 9 3 Strategic Plan Projects August 2020 Status of All Projects - Figure 1 Business Plan Projects 50 40353025201510 . and other hiring from progress on many of the critical make - non on declared emergency Two projects have been on were city staff are currently underway. pause 35a (42%) up to 97 Through this challenging time, staff , as well as , 19 , redeployed to emergency operations - impacts up to 945 staff , were ing 19 pandemic. - staff taff are evaluating revised end dates for the remaining at a given time. Impact of COVID 2020 has been an unprecedented year as the City responded to the COVIDdemonstrated resiliency and made progress onprojects within the 2020 Business Plan.completed in 2020, and another From March to Augustworkforce functionsIn additionleave TheseMarch to Augustnine strategic plan projects and nine business plan projectsRevised completion dates have been provided for eight projects, and sreopening plan. DRAFT 5 - 10 4 er our the in Agenda With making tools, - . City of Kitchen The City of decision Data for Canadian Cities to communicate on - n municipalities chosen to be their 17 Sustainable improved achieve platinum certification in an integrated approach through to localizing building, key stakeholders - create and with the first international standard on city data. We will work to localize and communicate the SDGs across . 0 Sustainable Development Goals joins over 100 WCCD municipalities worldwide who have World Council on City Data initiative departmental awareness 2022 Strategic Plan can be connected to at least one of the SDGs. for ISO 37120 alongside the Cities of Waterloo and Cambridge. - - he City of Kitchener was one of 15 Canadia Localizing for Sustainable DevelopmentDevelopment Goals (SDGs). Each of the 25 action statements within the 2019 Tpart of the Pilot Project, funded by the Government of Canada. Kitchener nowembraced ISO 3712Kitchener is a city that takes pride in accountability. We understand the importance of measuring and monitoring our performancesupport from the World Council on City Data team, theprovided data on over 90 indicators 2020 Staff are undertakingthe City of Kitchenercrossand external engagement local context. DRAFT 5 - 11 5 NOT STARTEDIN PROGRESSCOMPLETED Great Service Customer Caring Community Status of 25 Strategic Plan Actions by Goal Vibrant Economy begin in 2021: Waste Diversion Strategy: Increase Waste Diversion in City Owned Property Brought to Market; Innovation Set and Communicate Service LevelsCustomer Experience Program Leadership Environmental started due to the pandemic: 2.5 Our Public Spaces and Events3.5 District (Bramm Yards) Master Plan; Civic District Master Plan5.4 5.5 Figure 2: August 2020 People Friendly Transportation 6543210 2 have not yet 2 are scheduled to Round - Actions ; Support for Safe : 2022 - Development Working Space Network - Connected to the Downtown Plan; Connectivity and Year Strategic Plan 25 Tree Planting Backlog Elimination ; Use Trails & Pathways - the First Street Plan for Gaukel Street - to be completed in 2021 Language Interpretation Support - Canopy Target Owned Property Review - Status of - Urban Design ManualBikeshare Program Complete StreetsCorporate Climate Action PlanCommunity Climate Action PlanMake It Kitchener 2.0 StrategyAffordable Housing StrategyReduce Social Stigma Through Staff TrainingMultiOnline Customer Service PortalCityCustomer Satisfaction ProgramProtected Cycling Network Cycling and Trails Master PedestrianLeverage the Energy Efficiency Reserve FundTree Incubator, Accelerator and CoEquity, Diversity and Inclusion StrategyHuron Brigadoon Area School/Community Centre ConstructionArts and Culture Plan ------------------- .1 12.1 3.1 2.3 3.3 4.2 4.3 Consumption and Treatment Facilities5.1 5.3 3.4 5.2 1.2 1.3 1.4 Maintenance of Multi1.5 2.2 2.4 3.2 4.1 4.4 4.5 are in progress 0 2 are in progress but completion is delayed until 2021: Results 3 were completed in 2019: 6 are on target to be completed in 2020:1 DRAFT 5 - 12 6 staff NOT STARTEDIN PROGRESSCOMPLETED Great Service Customer changes to the market Caring Community hiring paused Vibrant Economy public events cancelled - Master Plan Events First Street Plan for Kitchener Market - Leadership Environmental Owned Property Brought to Market - Figure 3: August 2020 Status of 35 Strategic Plan Projects by Goal PedestrianInnovation District (Bramm Yards) Master PlanCivic District New Rosenberg Community Centre/School Business CaseSet and Communicate Service LevelsCustomer Experience ProgramWaste Diversion Strategy: Increase Waste Diversion at Our Public Spaces and Citybeing monitoredMill Courtland Community Centre Expansion Business CasereassignedOpen Space Strategy People Friendly Transportation 9876543210 10 6 are scheduled to begin in 2021: 4 have not yet started due to the pandemic: Use Trails & - Working Space Network - ategy Round Maintenance of Multi - : : Safe Consumption and Treatment Facilities First Street Plan for Gaukel Street - Program Status of the 35 Strategic Plan Projects -Language Interpretation Support - Owned Property Review - completed in 2019 in progress Complete StreetsCorporate Climate Action PlanUrban Design ManualBuildout of 44 GaukelSupport for Bikeshare Protected Cycling Network Connected to the DowntownCycling and Trails Master PlanConnectivity and YearPathwaysPedestrianLeverage the Energy Efficiency Reserve FundCommunity Climate Action PlanTree Canopy TargetTree Planting Backlog EliminationIncubator, Accelerator and CoMake It Kitchener 2.0 StrategyCityEquity, Diversity and Inclusion StrategyAffordable Housing StrReduce Social Stigma Through Staff TrainingHuron Brigadoon Area School/Community Centre ConstructionArts and Culture PlanMultiCustomer Satisfaction ProgramOnline Customer Service Portal Development are were Results 5 20 DRAFT 5 - 13 7 NOT STARTEDIN PROGRESSSCOMPLETED Services Infrastructure NOT STARTEDIN PROGRESSCOMPLETED Tendering - Status of E Services Financial Department Services s Total Development Business Plan Projects Figure 4: August 2020 Services Corporate 50 25201510 Figure 5: August 2020 Status of Business Plan Projects by Services Community 76543210 Close the Loop with Citizen Projects 2021 - Construction Phase 1 : Implementation 22 Business Plan the pandemic : and Expansion of Payment Options s: Status of the - completed in 2020 not yet started due to in progres Tendering - Close the Loop with CitizensEBudd Park StrategyCameron Heights Pool Visibility StudyTransformation and Relaunch of Kitchener.caIndigenous Competency Training for StaffElectronic Agenda ManagementOnline Business LicensingCivic Innovation Lab at CommunitechDevelopment Services ReviewLong Term Financial Plan Electronic Reimbursement ImplementationPoint of Sale Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Facilities Infrastructure ProgramImplementation of Significant Parks ProjectsRehabilitation of City Hall Outdoor Spaces Southwest District Pool CaseIce Demand StudyGovernment Relations and Advocacy Plan 2020Community Benefit Charge StudyMobile Time Entry are were have Results 215 1 is scheduled to begin in the fall: 4 DRAFT 5 - 14 8 egion. The r here. y be delayed until l e k Update affected stakeholders has . Progress eses YY being reviewed. Bikeshare feasibility study was wide - mpleted in 2019 Co Read Complete Streets Kitchener Project Started: A regionapproved that recommends a collaborative approach to a bikeshare program throughout the launch of the program will li2022. Project Started: The detailed design is being finalized and engagement with directly begun. Funding alternatives and operational challenges are 2019 20212022 -- Complete Timeline to Completed2020 New date: 2022 2020 ices Project Manager Barry Cronkite Transportation Services Barry Cronkite Transportation Services Darren Kropf Transportation Serv . made available for Project ikeshare service in b Actions town by 2022 hare Program cent neighbourhoods to the ch bicycles are Complete Streets‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Bikes Implement awhishared use to the public in an effort to addrfeasibility study to determine the most appropriate system. Protected Cycling NetworkConnected to the Downtown Install a continuous and protected cycling network that connects adjadown Plan Friendly Transportation - People . 1. Strategic cent Statement 2022 Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected. - town by 2022 Strategic Plan Action Develop a set of Complete Encourage and incentivize Install a continuous and 1.1 Streets (safe and comfortable) guidelines and an associated evaluation scorecard by 2020 to apply to roadway construction projects.1.2 alternative modes of transportation by developing and subsidizing a bikeshare program by 2021.1.3 protected cycling network that connects adjaneighbourhoods to the down 2019 GOAL:DRAFT 5 - 15 9 ncil in of , km City) In 2020 . budget km regional, 2 (8 will be completed. presented to Council in 2021. s km e rails YesYYes T : se U - ulti year approved capital - Project started: A draft of the formal Cycling and Trails Master Plan report is complete and will be presented to CouOctober.Project started Priority projects have been developed against 10approximately 10new M Project started: Gaukel Street was closed to traffic during the pandemic and will continue to remain closed as a passive pedestrian space. A formal plan will be Work to begin in 2021 20222022 - - To Complete in 20202020To Complete in 2020 New Date: 2021 2021 ies Barry Cronkite Transportation Services Liz Christensen Parks & Cemeter Darren Kropf Transportation Services Darren Kropf Transportation Services - - use - with 3 km , Trails and include onwayfinding. se , in one round access Round U - - - ͵ et Plan for et Plan for Use Trails and - connectivity and First StreFirst Stre -- education and l Street. the 2010 Cycling Master Plan round maintenance to multi - athways Cycling and Trails Master Plan Update Updateand the 2012 MultiPathways Master Plan to road cycling facilities, as well as offroad trails infrastructurecomprehensive plan that also addresses Connectivity and YearMaintenance of MultiP Prioritize actions,yeartrails and pathways through the Cycling and Trails Master Planan initial target of yearto a minimum of an additional of existing trails by 2022.PedestrianGaukel Street Develop plans to prioritize pedestrians over other travel modes on Gauke PedestrianKitchener Market‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ . round access to - first streets - use trails and pathways - round maintenance to - Improve connectivity and Develop a plan to create minimum of an additional 3 1.4 yearmultias prioritized through the Cycling and Trails Master Planwith an initial target of providing yeara km of existing trails by 2022 1.5 pedestrianbetween Victoria Park and City Hall and between the ION and Kitchener Market by 2022. DRAFT 5 - 16 10 was the . ting itchener 19 safety here will be - K similar payback utfit . and lan is on schedule to P 2021 ing at the t ue to COVID project with . ction . D A he Aud to LEDs T on hold till Progress Update limate ouncil later in 2020. eses . is C C YY or another 2020 capital energy reserve project project was switched to o it the ommunity C perations Facility (KOF) he KOF project Project completed in 2019 Read the Corporate Climate Action Plan Project Started: *Originally the to retrofit the remaining lighOconcernsremaining lighting at Treassessed if will take its placeProject Started: The be presented to 2022 - Complete Timeline to ompleted in 2020 C2019 2020To Complete --- Project Manager Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services Reporting * Project to LEDs in 2020. ud A community by proactively mitigating and adapting to climate change and by conserving natural resources. nually on greenhouse gas emission he Corporate Climate Action Plan‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵anreduction will continue until 2026.Leverage the Energy Efficiency Reserve Fund Retrofit the remaining lighting at T Community Climate Action Plan Complete the 80x50 Community Climate Action Plan. . Environmental Leadership 2. . ciency Reserve i Statement ergy Eff arting in 2019, leverage Achieve a healthy and livable . Strategic Plan Action 6 Launch and implement a StDevelop a Community 2.1 Corporate Climate Action Plan by 2019 to achieve an absolute greenhouse gas emission reduction of at least 8% by 202 2.2 the EnFund and other resources to reduce consumption and emission at our facilities and in our operations 2.3 Climate Action Plan with partner organizations by 2020 Goal:DRAFT 5 - 17 11 . Staff has been restart. canceled, analyzed through remote were vents events and is being public to meet target. 2020 was deferred to fall 2020 postponed until e o eses ing YYN data has been collected increased access to recycling and organics across public facilities and spaces project is canopy this Project Started: Tree sensing and digital imaging are preparing to report back to Council in fall 2020 on progress and to seek direction on canopy targets. Project Started: Spring tree plantand spring 2021 as a result of COVID impacts to contractor availability. Pending capital budget approval, staff hope Project Started: Due to the pandemic, andHowever, diversionprovided. 20222021 -- in 2020 To Complete 20202020 - Dave Schmitt Parks & Cemeteries Adam Buitendyk Parks & Cemeteries Claire Bennett AdministrationDevelopment Services ion iminat El acklog B order to guide ongoing run events with large - lanting P e goal of reaching 2,500 trees and Tree Canopy Target Review the current canopy cover and set an achievable target based on best practices as well as constraints such as land availability, quality of soil, etc. in and future investment in tree planting, protection and maintenance.Tree Plant at least 750 trees in 2020, with theliminating the current backlog by the end of 2022.Waste Diversion Strategy: Increase Waste Diversion in Our Public Spaces and Events Expand the Waste Diversion Station to all Cityvolunteer involvement, and evaluate expanded waste diversion stations at events, parks and public facilities. . . 2020 and Implement the Sustainable Reduce waste diverted to 2.4 Urban Forest Strategy with a focus on establishing a tree canopy target by eliminating the current (2018) tree planting backlog by 2022 2.5 landfills by implementing new diversion programs at our facilities and events by 2021 DRAFT 5 - 18 12 2020 and with here. . here owned space - Business cases to be presented eses Progress Update .. YY . Strategy implementation to commence arts and culture, and great places to about this project Completed 2019 Read the Urban Design Manual Completed 2019 Learn Project Started: Started in 2020. Staff investigating opportunities for incubators within Citypotential partners.in 2020 and 2021.Project Started: Strategy to be presented to Council in Fall of for approvalafterward. in 20192019 dd 1 202 - Complete Timeline to CompleteComplete2020To Complete2020 Project Manager Dayna Edwards Planning Cory Bluhm Economic Development Cory Bluhm Economic Development Lauren Chlumsky Economic Development - tech industry - Project spaces in the Creative ormative actions to ensure Urban Design Manual‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Buildout of 44 GaukelIncubator, Accelerator and CoWorking Space Network Lease all Hub, explore the potential to facilitate a Food Incubator with a business case pending, and explore partnerships for the development of manufacturing and health/medincubators.Make It Kitchener 2.0 Strategy Develop the Make it Kitchener 2.0 Strategy by 2020 with a focus on transfthe attraction, success and retention of diverse businesses, talent, and arts/culture across the city. - - h/med Vibrant Economy with a focus working - 3. Statement Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving Strategic Plan Action 2021 for the food - Complete a new Urban Design Foster the creation of a cityDevelop the Make it Kitchener 3.1 Manual by 2019 that expresses city building and design expectations to ensure vibrant new development throughout Kitchener.3.2 wide network of incubators, accelerators and cospaces by completing the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019manufacturing and healttech industries.3.3 2.0 Strategy by 2020 on transformative actions to ensure the attraction, success and retention of diverse businesses, talent, and arts/culture across the city. GOAL:live.DRAFT 5 - 19 13 on of a key i Initial focus on Supportive . es pandemic, finalization delayed to YNo d in 2020. e Due to roperty will be delayed to 2021. City and BIA may Project Started: Review initiatHousing. 2021.Project Started: Make It Kitchener 2.0 will provide a land disposition framework. Due to pandemic, dispositpdevelop a new Downtown Strategic Plan in 2021. Work to begin in 2021. Work to begin in 2021 e in 2 2022022 -- 1 in 2020 To Complete New date: 2021 To Complet2020 New date: 2021 2022021 msky & u Lauren ChlRob Morgan Economic Development Brian Bennett Economic Development Cory Bluhm Economic Development Cory Bluhm Economic Development ould be eview ͵ property brought - comprehensive review owned properties by 2020 - . Owned Property ROwned Property Brought to -- 2 arket City Complete aof cityto determine how they ceffectively used to advance city strategic objectives.CityM Develop a vision for downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new city ownedto market by 2020.Innovation District (Bramm Yards) Master Plan Finalize the Innovation District (Bramm Yards) Master Plan by 202 Civic District Master Plan‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ - s) Master comprehensive owned properties - Complete aDevelop a vision for 3.4 review of cityby 2020 to determine how they could be effectively used to advance city strategic objectives.3.5 downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new city ownedproperty brought to market by 2020. Finalize the Innovation District (Bramm YardPlan by 2021 and the Civic District Master Plan by 2022. DRAFT 5 - 20 I 14 supporting & and Council committees have met - eted, delayed due to staff was compl Progress Update es YYes programs; better engaging, serving & ng Strategy presented to Council, and public engagement of 2020. Project Started: The project has been started but was resource being unavailable/limited from approximately March until September. In recent months a workplan has been developed for 2020 and 2021 which includes eight specific strategy. While work on this strategy continues, the City has engaged an external trainer to provide equity training to City Council and all management staff by the end of September. Equity training to all remaining city staff will be provided by the end Project Started: Housing Needs Assessment engaged through Strategy Session in February. Public feedback obtained on issues and options through Engage Kitchener survey. Advisory Committee and the suband actively worked on their mandates. Draft Affordable Housion draft to commence in fall. Related Inclusionary Zoning initiative underway in collaboration Cities of Cambridge and Waterloo and Region of Waterloo; consultant retained to assess feasibility. in Complete Timeline to in 2020 To Complete2020 New date: 2021 To Complete - Project Manager Elin Moorlag Silk AdministrationCommunity Services Andrew Ramsaroop Planning connection by providing welcoming community spaces & Project focused on f Waterloo, . nity groups and o represented - reate an Equity, Equity, Diversity and Inclusion Strategy CDiversity and Inclusion Strategybetter engaging and serving marginalized and underpeople, as well as creating a more inclusive City workplace.Affordable Housing Strategy Create an Affordable Housing Strategy for Kitchener by 2020 in collaboration with the Region commuthe development industry helping to make housing affordable. & . . nclusion I Caring Community industry f Waterloo, o Statement 4. nity groups and the Diversity and , Strategic Plan Action Create a comprehensive Create an Affordable 4.1 EquityStrategy by 2020 to combat systemic barriers to full economic and social participation in the city 4.2 Housing Strategy for Kitchener by 2020 in collaboration with the Region commudevelopment GOAL:our diverse populations DRAFT 5 - 21 15 to - our deployed launched in the fall - at which time project e adjusted for 2021. . here . es No Y supporting this project has been re workshops scheduled for the first half of 2020 . resource stigma - Project Started: Antiwere postponed due to public health directives to avoid inperson gatherings. This program will be reUnderstanding of Mental Healtfocus given to addressing both topics through this course. This course will be evaluated against business plan objectives to determine if programming needs to b Project Completed 2019 Learn about this project Project started: Staff run summer programs and services. Staff expected return in September 2020will resumeProject to start in 2021 2019 d e in 2020 To Complete in 2020CompletTo Complete 2021 Paula Dunn Human Resources Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services ͵ Business respond Safe needs Business Case staff trainingfor ƚ ĬĻŭźƓ źƓ ЋЉЋЊ Courtland Reduce social stigma through Provide staff with the resources toeffectively to changing community demographics. Support Consumption and Treatment Facilities‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Mill Community Centre Expansion Complete a assessment and business case to determine the requirements for an addition to the Mill Courtland Community Centre.New Rosenberg Community Centre/SchoolCase‘ƚƩƉ Ʒ . resources across and support the and an Open Space ers, Reduce social stigmas Better utilize existing 4.3 experienced by those living with mental illness and addiction in our community through staff training and supporting the creation of appropriate safe consumption and treatment facilities in Kitchener 4.4 facilities, provide relevant programming at community centequitable distribution of leisureprograms and neighbourhoods. Start work on the Mill Courtland Community Centre expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community CentreStrategy by 2021. DRAFT 5 - 22 16 - budget and planning for pause in hiring for non hiring YesNoYes ty of Waterloo for stakeholder consultation, research and Project Started: Detailed design has been completed. Building permits have been approved. Application to the Province for approval of design andhave been submitted by Waterloo Region District School Board; awaiting Provincial approval. Project Started: Progress has not been possible as a result of pandemic response priorities and earlier critical roles. Project Started: Developed partnership with the Region of Waterloo and the Cianalysis. Developing Terms of Referencestakeholder consultation in late 2020. 202120212021 --- 202020202020 Mark Hildebrand Neighbourhood Programs & Services Niall Lobley Parks & Cemeteries Emily Robson Economic Development the cultural - including a engaging a broad / Community section of the - Huron Brigadoon Area School Centre Construction Construct a joint school/community centre in the Huron Brigadoon area, in partnership with Waterloo Region District School Board.Open Space Strategy Develop an open space strategy to explore the value of open spaces, how they function, are planned, maintained, and managed, and review of permitted uses in parks.Arts and Culture Plan Develop a new and inclusive Arts and Culture Plan by crosscommunity including the arts and creative industry sector and multicommunities. - - Engage a broad cross 4.5 section of the community including the arts and creative industry sector and multicultural communities to develop an inclusive arts and culture Plan by 2021. DRAFT 5 - 23 17 . were plans for a Substantial . pandemic. finalized in est. . ming were received 2021. ti can be revised to reviewing Bids due to key staff being zens to t and will be they The launch plan for the now original the orporate Leadership Team delayed f/how working beta version will be taff are full Progress Update eseses A YYY on track for has been confirmed, demos have been is expected to complete inis , however s to determine i current service delivery models has been completed though most key staff project e ortal design hared with Council and C Project Started: An RFP for a vendor for the project was issued this spring, just prior to the pandemic. and have been evaluated. A vendor is expected to be confirmed in early September. project will require adjustmentearly fall with some implementation to occur before end of year. Project Started: An RFP process for a vendor is complete and a vendor has been selected. Work on the project was redeployed2020 pilot supportThe project Project Started: Thworkredeployed for much of the duration of the PsWidgets (the many functions within the portal) continue to be developed.launched publicly this fall for citi In in in ee 0 Complete Timeline to To Complete2020To Complet202 New date: 2021 To Complet2020 city by providing friendly, easy and convenient services. Project Manager Jana Miller Corporate Customer Service Christine Baker Corporate Customer Service Jana Miller Corporate Customer Service - - on - n - services in customers. person - - 7 on - language ugh a - 24 an organization Project a centralized online Development Language - ulti aunch MInterpretation Support Implement a demand multiinterpretation support for telephone and ininquiries to enable staff in all facilities to ensure a more consistent and equitable experience for all Customer Satisfaction Program Implement wide Customer Satisfaction Program that enables realtime feedback, monitoring and reporting of satisfaction data to drive service improvements.Online Customer Service Portal Lservice portal where citizens can access their eone place thropersonalized, single sigaccount. of real wide - Great Customer Service collection demand customer . 5. - providing easy access and allowing financial , ervices by 2020. Provide onIntroduce a corporateEnhance customer experience Strategic Plan Action Statement 5.1 service support in many languages through the Corporate Contact Centre by 2020 5.2 Customer Satisfaction Program that will allow for the time feedback from customers accessing city facilities, programs, and s 5.3 online by delivering customized information, to servicestransactions by 2021. GOAL:DRAFT 5 - 24 18 Project to start in 2021Project to start in 2021 20222022 -- 20212021 Jana Miller Corporate Customer Service Jana Miller Corporate Customer Service Communicate Set and Service Levels‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵Customer Experience Program‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵ . by 2022 Set clearly communicated and Implement a comprehensive 5.4 specific service levels for frequently asked about or accessed City services, including: tree maintenance, parking, property standards complaints, snow clearing and grass cutting 5.5 Customer Experience Review Program to help ensure services are easy and convenient to access 2022. DRAFT 5 - 25 19 March . Work paused due . the closure was drafted in reopening facilities Terms of reference for n . retirement of key staff resource. and January 2020 fall as planned. oo pandemic eses YYNN 2020. in Work paused due to focus o will begin this . erms of reference for consultant services Progress Update Project Started: T2020Project Started: Confirmed involvement of Waterloo Region District School Board to assist with the study consultant services was drafted in February 2020to teacher strike, Project Started: WorkProject Started: Work was paused due to closure of facilities andimpacts on ice sport organizers Completed d 2021 - in 2020in 2020in 2020 Timeline to Complete To Complete To Complete 2020To Complete Complete2020 Kugler Project Manager Kim Sport Kim Kugler Sport Kim Kugler Sport Jeremy Dueck Sport Jana Miller Corporate Customer Service e Projects Feasibility Study Waterloo Region District Pool Business Cas notifications to enable citizens - Business Plan Community Services Budd Park Strategy Identify potential sites and estimated costs to relocate the recreational assets at Budd Park and compare the costs to the economic benefits of using the Budd Park for employment lands.Cameron Heights Pool Collaborate with the School Board to determine the renovations and estimated costs to isolate the pool operation from the school operation to preserve a recreational asset in the downtown.Southwest District Engage community residents/stakeholders in a needs assessment and business case to determine the elements to be included in the new pool.Ice Demand Study Evaluate ice user needs and trends for ice time to determine the timing of a new arena.Close the Loop with Citizens Expand email autoto receive email notifications for all parking complaints. BP02BP03BP04BP05BP06 2020 DRAFT 5 - 26 20 taff ; s series will pandemic change regularly . homepage, mobile and egion of Waterloo, City of , which justments for further issues related to /priorities elation R ge. The sessions will cover original cultures, emergency operating funding from federal and overnment Federal and Provincial governments are focused on G . eses YYNo training scheduled for the second quarter of 2020 was postponed 19 health and economic impacts - part learning program in partnership with the R - person - Progress Update Project Started: User testing, engagement plan, research and recommendations complete as well as navigation and page structuring. Content writing, document audit and remediation and form building are underway. Website internal design concepts approved, and initial user consultation and testing complete. Launch of beta site with portal planned for fallProject Started: Inwhile content was updated for virtual delivery. This fall, Kitchener is launching a fourWaterloo and City of Cambridhistory of settlement and allyship with Indigenous Peoples. The first be attended by priority staff with the aim to evaluate the content to fit with organizational needs and make any necessary adprogramming in 2021.Project Started: Staff working on otherresponse and support, e.g.provincial governmentCOVIDhave been advocating about local impacts. 2021 - in 2020in 2020 Timeline to Complete To Complete To Complete 2020 ing Project Manager Nicole Amaral Corporate Communications & Market Paula Dunn Human Resources Paul Grivicic Office of the Mayor & Council - - - information 2021 - the have to customer service and Corporate Services Transformation and Relaunch of Kitchener.ca Relaunch Kitchener.ca as a userfirst designed site that is easy for residents to quickly find any information they are looking for, as well as them.Indigenous Competency Training for Staff Implement training for staff to improve increase capacity of nonindigenous staff and council members across the organization to develop respectful relationships with indigenous peoples.Government Relations & Advocacy Plan 2020 Work collaboratively with Council to determine and establish the 2021 advocacy period with the federal/provincial government. BP07BP08BP09 DRAFT 5 - 27 21 d of this en . Work is work of the lab and currently being e the complete within Licensing Services. t project will wrap up at the pilot approach to continu - eseses YYY services in an ongoing manner to the organization. lab The final year of the pilot focused on putting developed ideas into the field Project Started: RFP released and vendor selected; draft vendor agreement reviewed as part of the Phase 2 Technology Solution Assessment. Worked with Directors to identify and document divisional report approval workflows. Implementation scheduled and staff training planned for this fall.Project Started: Designs and plans for online platform are Moving to online public portal is dependent on AMANDA 7 and online payment options. On hold until those are ready to go. Project Started: The Digital Kitchener Innovation Lab piloyear. and shifting towards design sprints and rapid prototyping of ideasunderway to develop a postdeliver TBD - in 2020in 2020 To Complete 2020To Complete Jeff Bunn Legislated Services Helen Fylactou Legislated Services Dan Murray Technology Innovation & Services year - approve and products developed Business Licensing Electronic Agenda Management Create, prepare, publish meeting agenda packages and minutes in a more efficient, collaborative, streamlined manner.Online Bring applying and paying for a business license online, available to the public through the AMANDA Public Portal.Civic Innovation Lab at Communitech Focus on bringing the knowledge gained and out of the Lab and operationalize them within the City as the Labenters its final year of the 3pilot. BP10BP11BP12 DRAFT 5 - 28 22 3 . new new 1 . 3 in 2020 LTFP . Will review A final report additional . public . Two as well as is being delayed to 2021 proclaimed have been completed will commence related to e plan process sit . site plan process public engagement planned for spring will be delayed until later in 2020 ) new improvements projects 4 o eses YNY have been completed and implementation is underway policy updates improvement project related to Project Started:Project Started: Project Started: Progress Update Since February 2020, engagementimprovement projects related to the new improvement projects related to the improvement project related to public engagementSeptember.One due to the pandemic (I.e. the development of walking tours)improvement projects are anticipated to commence in Novemberto Council is anticipated in early 2021 Progress Update Provincial legislation was delayed and has still not been need for study once details of the legislation are known. June Capital Variance report planned to go to Council in fall. Other actions (e.g. or 2021. 00 Timeline to Complete To Complete in 2020 New date: 2021 Timeline to Complete To Complete in 202To Complete in 202 Project Manager Margaret Love Administration Development Services Project Manager Ryan Hagey Financial Planning Ryan Hagey Financial Planning ified Study Term - g benefit . lan P . inancial F a review of our erm T ong Development Services Development Services Review Undergodevelopment services to bring greater focus, coordination and accountability to our development functions. Financial Services Community Benefit Charge *new*Complete a communitycharge study to supportestablishing a charge under the new Bill 108 framework LImplementation Implement/considerrecommended actions identas 2020 items in the LonFinancial Plan BP13 BP14BP15 DRAFT 5 - 29 23 vendor has response and and a . andemic p Go live date scheduled for . RFP was issued . is being finalized the project. Currently entering phase 3 of the Project started July 2020 off late September - 19. identify for interested commodities, access bid documents - - o eses self ontract with the vendor YYN C . now submissions electronically for all solicitation opportunities. t Expecting kick submi endors can Project Started:Project Started: Project Started: Completed in 2020. SAP Concur Expense project was scheduled to start in March 2020 but was delayed due to COVIDlate fall of 20205 implementation phases for project plan (system configuration, review and validation) Project has been delayed due to the pandemic.been selected. Project on hold due to staff availability resulting from recovery. Vand 2020 in 2020in 2020 To Complete To Complete To Complete in 2020 New date: 2021 Completed Brenda Johnson Accounting Saleh Saleh Revenue Jason Winter Asset Management & Business Solutions Ryan Scott Procurement , - and , ansion of xp past its life cycle based forms. tendering - - bile time entry for payment options for eliminating the need eimbursements to ptions based timesheets. paper corporate credit card, - xpense reimbursements Tendering - Implement mo Electronic Reimbursement Implementation Consolidate all employee travel and eincludingmileage, parking, conference and petty cash reliminate Point of Sale and EPayment O Replace the existing Point of Sale system, which is and expandvarious services.Mobile Time Entry operations, for paper E Implement an emodule to enable vendors to selfidentify for interested commodities, access bid documents and drawingssubmit tenders, proposals and quotations electronically. BP16BP17BP18BP19 DRAFT 5 - 30 24 team Contract package of parks rehabilitation is . to be conducted by Infrastructure Canada. Phase 2 has been tendered and awarded and is . concrete repairs and surface preparation. Waterproofing eseseses YYYY . d April. Since then, demolition and decommissioning has been - arted: Project Started: Project Started: Project Started: Project St Progress Update Administrative processes have been established to meet the anticipated financial and compliance auditsSeveral design and construction projects are in various stages of completion. Progress is ongoing. The project was delayed due to the pandemic with a key member of the supporting facility recovery preparation. Final deliverables are being rescheduled to align with the 2022 budget. Some work is progressing such as Building Condition Assessments and other analysis such as industry comparator review and data modeling. Schlegel Phase 1 is completedon schedule for late summer 2021 completion Survivor Garden is currently on holdbeing develope The project was awarded in February and construction mobilization started in March 2020. The site was shut down during the pandemic but was able to resume in midcompleted as well as began in September 2020 2028 202120212021 - --- Timeline to Complete 2020 202020202020 Project Manager Nick Gollan Sanitary & Stormwater Utilities Beatrice Powell Facilities Management Niall Lobley Parks & Cemeteries Lynda Stewart Facilities Management s , ss RBJ r Spaces and ; and complete the stormwater management term maintenance and - comprehensive review of facility on Carl Zehr Square and College Park; plan, design and construct condition assessments, construction associated with the ing urvivor Garden Construction Phase 1 Infrastructure Services Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Plan and execute infrastructure projects across the city to leverage the DMAF grant funding and advance the implementation of the 2016 Integrated Stormwater Management Master Plan.Facilities Infrastructure Program Conduct ainfrastructure needs that will incorporate building sustainability opportunities, accessibility needs to identify current gapand inform longcapital improvement strategies to addrethe infrastructure deficit.Implementation of Significant Parks Projects Complete Phase 2 design work for Schlegel the Supgrade to Westwood Park.Rehabilitation of City Hall Outdoo Begin rehabilitation of City Hall Outdoor spacesfocusStreet. BP20BP21BP22BP23 DRAFT 5 - 31 Compass Kitchener Evaluation Criteria for the City of Kitchener 2019-2022 Strategic Plan September 2020 5 - 32 1 Contents Introduction 3 Background 3 Process to Develop Evaluation Criteria 4 Evaluation Criteria for Overall Implementation of the Strategic Plan 5 Evaluation Criteria for Overall Implementation of SDGs through the Strategic Plan 6 Evaluation Criteria for Implementation of Strategic Plan Goals 7 Evaluation Criteria for Implementation of Strategic Plan Actions 8 5 - 33 2 Strategic Plan Evaluation Guide Introduction Purpose: This document outlines the criteria that will be used by Compass Kitchener to evaluate the implementation of the City of Kitchener 2019-2021 Strategic Plan. Criteria are provided for: An overall evaluation of implementation of the Strategic Plan An overall evaluation of implementation of localizing Sustainable Development Goals through the Strategic Plan Evaluation of Implementation of the Strategic Plan Goals Evaluation of Implementation of the Strategic Plan Actions Background Compass Kitchener provides advice to Council on Guiding Principles, Values, and Strategic Compass Kitchener creates and leads public engagement processes with staff to determine community concerns. It identifies community priorities for action, and monitors progress toward achieving the community vision and in implementing the Strategic Plan. The community priorities comprise an integral component of the City of Kitchener Strategic Plan. Compass Kitchener Goals, Objectives and Responsibilities in its terms of reference include: Goals To monitor and evaluate progress against achievement of strategic priorities. To report on progress made toward achieving strategic priorities to Council and the community Objectives To determine evaluation criteria for use in measuring Council implementation of strategic priorities. Responsibilities Reporting to Council on critical community priorities to assist in the establishment of, -year Strategic Plan and annual Business Plans. tegic Plan for the City of Kitchener. w eporting on performance to Council and the Community on an annual (Report Card) basis. 5 - 34 3 Process to Develop Evaluation Criteria Compass Kitchener provided a set of recommendations to Council in April 2019 regarding evaluating implementation of the Strategic Plan which have been put into practice. One recommendation was to jointly develop evaluation criteria with staff. To that end, Compass Kitchener co-hosted with Leadership Team joint meetings with representatives from all of the Advisory Committees to Council to discuss objectives for the evaluation of implementation of the Strategic Plan. Compass Kitchener developed draft evaluation criteria and discussed them with Corporate Leadership Team. Jan 2019 All Advisory Committees Meeting April 2019 Report to Council June 2019-Council approval of 2019-2022 Strategic Plan Sept 2019 CLT meeting Nov 2019 Check back with All Advisory Committees Considering the input received, Compass Kitchener developed the criteria in this evaluation guide. The guide will be used by Compass Kitchener to evaluate implementation of the 2019-2022 Strategic Plan. This is the first time that evaluation criteria has been developed along with the development of the Strategic Plan and with input from City staff. As such the guide should also be useful to staff and the public in knowing what the expectations are for implementing the Strategic Plan. 5 - 35 4 Evaluation Criteria for Overall Implementation of the Strategic Plan Compass Kitchener has developed the following criteria in the form of the following six questions to assess the overall implementation of the Strategic Plan. 1.Does the Strategic Plan connect mission to its vision? City Mission: Proudly providing valued services for our community City Vision: "Together we will build an innovative, caring and vibrant Kitchener." The Strategic Plan makes a promise to the community that the City will deliver on the priorities that matter to the community: people-friendly transportation, environmental leadership, a vibrant economy, a caring community and great customer service Do the goals and actions align with vision and support mission. 2.Is the Strategic Plan realistic? Are deadlines achievable? Is sufficient budget provided? 3.Is the Strategic Plan integrated? Do elements of Strategic Plan support each other? 4.Is the Strategic Plan balanced? Is there a balance between the goals? 5.Is the Strategic Plan complete? Are there holes in the Strategic Plan or potential activities that are unsupported? 6.Is the document clear? Are statements 5 - 36 5 Evaluation Criteria for Overall Implementation of SDGs through the Strategic Plan An important component of the 2019-2022 Strategic Plan is its commitment to the localization of the United Nations Sustainable Development Goals (SDGs). The Strategic Plan states: Government of Canada in embracing the universality of the 2030 Agenda and to supporting the implementation of the SDGs in Canada and internationally. The SDGs are global, but with a local lens, we can do our part to contribute to their success Compass Kithrough implementation of the Strategic Plan goals and actions. Each of the 25 action statements within the 2019- 2022 strategic plan can be connected to at least one of the SDGs. 5 - 37 6 Evaluation Criteria for Implementation of Strategic Plan Goals Compass Kitchener will evaluate the 5 Strategic Plan Goals of the Strategic Plan based on four criteria, timing, budget, impact and accountability as outlined below: 1.Timing Were strategic actions completed in expected timeframe? What degree and kind of progress has been made for each of the 25 actions? 2. Budget Were strategic actions completed on or within budget? 3.Impact How did strategic actions deliver on anticipated or desired impacts? How did progress on, or completion of strategic actions make a difference in the city and for citizens? Were other actions completed that advanced the strategic plan goals? 4.Accountability How did the City do on presenting progress reports that were relevant, timely and publicly profiled? How well did the City do in making progress on developing a Strategic Plan Dashboard to improve reporting to the public? 5 - 38 7 Evaluation Criteria for Implementation of Strategic Plan Actions Compass Kitchener will use the Annual Business Plan Updates and a review of reports to Council to evaluate implementation of the 25 strategic plan actions and the following main criteria specific to each action. People-friendly Transportation Transform how people move through the city by making the transportation network safe, comfortable and connected. Strategic Actions Evaluation Criteria Develop a set of Complete Streets (safe and Increase in number of completed streets comfortable) guidelines and an associated demonstrated through mapping. evaluation scorecard by 2020 to apply to roadway construction projects. Encourage and incentivize alternative modes of More people are using bikes and for a wider transportation by developing and subsidizing a variety of trips, number of rentals, people, bikeshare program by 2021. bikes and bike parking facilities Improve connectivity and year-round maintenance to multi-use trails and pathways as prioritized through the Cycling and Trails Master Number of kilometers provided over the 3 km Plan year-round access to a minimum of an minimum additional 3 km of existing trails by 2021. Number of connected adjacent neighbourhoods Develop a plan to create pedestrian-first streets (of the total) by a continuous link between Victoria Park and City Hall and between the ION and Kitchener Market by 2022. Install a continuous and protected cycling More people are using connections network that connects adjacent neighbourhoods to the downtown by 2022. 5 - 39 8 Environmental Leadership Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural resources. Strategic Actions Evaluation Criteria Launch and implement a Corporate Climate Planned vs actual Greenhouse Gas reduction (report Action Plan in 2019 to achieve an absolute annually) greenhouse gas emissions reduction of at least 8% by 2026. Starting in 2019 leverage the Energy Efficiency Reserve Fund and other resources to reduce Report on number and type of projects and their planned consumption and emissions at our facilities and in and actual impact our operations Develop a Community Climate Action Plan with partner organizations by 2020 Planned vs actual Greenhouse Gas reduction (report annually) Implement the Sustainable Urban Forest Strategy with a focus on establishing a tree Number of trees planted and amount of backlog reduction canopy target by 2020 and eliminating the reported annually current (2018) tree planting backlog by 2022 Reduce waste diverted to landfills by implementing new diversion programs at our facilities and events by 2021. Report on quantities of waste reduced or diverted and innovation used to reduce waste 5 - 40 9 Vibrant Economy Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and culture, and great places to live. Strategic Actions Evaluation Criteria Number of places provided for people to connect that are Complete a new Urban Design Manual by 2019 that are safe, delightful, comfortable and inclusive with public expresses city building and design expectations to art and beautiful trees ensure vibrant new development throughout Kitchener. Foster the creation of a citywide network of Number of new businesses and number of jobs created incubators, accelerators and co-working spaces by completing the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019-2021 for the food, manufacturing and health/med-tech industries. Develop the Make it Kitchener 2.0 Strategy by 2020 Number of new and retained businesses and jobs and with a focus on transformative actions to ensure the number of arts organizations, artists and people employed attraction, success and retention of diverse businesses, talent, and arts/culture across the city. Use of city properties are aligned to the Strategic Plan or Complete a comprehensive review of city-owned advancement of policy objective through their disposition properties by 2020 to determine how they could be and how many city owned properties are made available effectively used to advance city strategic objectives. Develop a vision for downtown Kitchener and Number and nature of opportunities realized continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new parcel of land brought to market by 2020. Number and nature of opportunities realized and broad Finalize master plans for the Bramm Yards by public support for the plan 2021 and for the Civic District by 2022. 5 - 41 10 Caring Community better engaging, serving and supporting our diverse populations and helping to make housing affordable. Strategic Actions Evaluation Criteria Create a comprehensive Equity, Diversity, and More participation from under-represented people and an increase in numbers of people using programs and Inclusion Strategy by 2020 to combat systemic barriers services to full economic and social participation in the city. Create an Affordable Housing Strategy for Kitchener The increase in affordable housing stock that matches by 2020 in collaboration with the Region of Waterloo, community need and demand, with the objective that community groups and the development industry everyone has a home. Number of staff who receive training re: tools and techniques Reduce the stigma experienced by those living with for working effectively with community members living with mental illness and addiction in our community by mental illness and addiction educating and training staff, and by supporting the creation of appropriate safe Community needs are identified, programs are aligned with consumption and treatment facilities in Kitchener. those needs, and participation measured. Increase in usage of Better utilize existing facilities, provide relevant community facilities programming, support the equitable distribution of leisure programs and resources across neighbourhoods Beautiful and welcoming community facility meets needs of community and is well used Complete:Huron Brigadoon Community Centre by 2021 Engagement effectiveness - number and diversity of people Open Space Strategy by 2021 involved and percentage of public wants are reflected in the Strategy Commence work on developing Mill Courtland Community Centre by 2020 and Rosenberg Were projects started on time Community Centre by 2021 Engage a broad cross-section of the community, Engagement effectiveness - number and diversity of including the arts and creative industry sector and people, artists and partnerships involved, the number and multi-cultural communities to develop a new and nature of partnerships and initiatives identified and inclusive Arts and Culture Plan by 2021. established - people s are reflected in the Plan 5 - 42 11 Great Customer Service services. Strategic Actions Evaluation Criteria Introduce a corporate-wide Customer Satisfaction Program that will allow for the collection of real-time Feedback used to inform improvements to facilities, feedback from customers accessing City facilities, programs and services programs and services by 2020. Increase in number of languages provided (from the Provide on-demand support for customer service 2019 base case and annually thereafter) and level of requests in many languages by 2020. usage of each Enhance the online experience for customers by Number of people creating accounts and number of delivering customized information, providing easy transactions access to services, and allowing them to conduct financial transactions by 2021. Implement a comprehensive program of Customer Results/Improvements are made public and % Experience Reviews to help ensure services are easy improvement (i.e. shift from negative to positive feedback) over time is included in reporting perspective by 2021. Set specific and clearly communicated service levels for frequently asked about or accessed City services, Publish nature and number of service standards set including tree maintenance, parking, property each year and the percentage of services completed as standards complaints, snow clearing and grass per service levels set cutting by 2022. 12 5 - 43 REPORTS TO BE CONSIDERED BY COUNCIL SEPTEMBER 14, 2020 CITY OF KITCHENER FINANCE AND CORPORATE SERVICES COMMITTEE AUGUST 31, 2020 1. That the following motion be referred to the September 14, 2020 Council meeting to allow staff an opportunity to propose a second pilot project location including possible funding options to complete the project: 2019/20, staff be directed to implement option 1 of Infrastructure Services Department report INS-20-009, which includes: Deploying the assisted services for sidewalk and windrow clearing program as of winter 2020/21; and, Deploying the proactive bylaw enforcement program as of winter 2020/21; 2. That financial policy FIN-PLA- Financial Services Department report FIN-20-054, including an annual interest rate of Prime + 2% for: Development Charge Rate Freezes; and, Development Charge Deferrals related to institutional and rental housing development; and further, That no interest be charged for Development Charge Deferrals related to non-profit housing development. PLANNING & STRATEGIC INITIATIVES COMMITTEE AUGUST 31, 2020 1. That Zoning By-law Amendment Application ZBA20/007/W/AP for 1333 Weber Street East for 1776411 Ontario Ltd. for the purpose of changing the zoning by removing Holding Provisions 76H, 77H, and 22HSR from the lands specified in the attached Map No.1, in the form shown in y- Report DSD-20-103 as Appendix A, be approved. 2. That Zoning By-law Amendment Application ZBA19/002/O/BB (Gravel Ridge Trail; 25302229 Ontario Inc.) for the purpose of changing the zoning from Agricultural Zone (A-1) to Residential Six Zone (R-6) with Site Specific Regulation Provision 754R and Open Space Two Zone (P-2) - dated April 18, 2020, attached to Development Services Department Report DSD-20-074 as Appendix A, be approved; and further, That the Laurentian West Community Plan be amended as follows: - the lands legally described as Part of Lots 130, German Company Tract, RP 58R-16451, - Plan; and, That the Urban Design Brief attached to Development Services Department Report DSD- 20-074 as Appendix B, be adopted and provide the basis for future site development; and further, That in accordance with Planning Act Section 45 (1.3 & 1.4) that applications for minor variances shall be permitted for lands subject to Zoning By-law Amendment Application ZC19/002/O/BB.