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
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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
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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.
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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
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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:
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(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
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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
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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.
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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
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-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
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-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
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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4 - 43
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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
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4 - 46
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O
E
V
A
E
M
O
R
E
J
T
S
A
V
E
S
H
A
N
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L
A
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E
L
P
T
H
G
U
A
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O
C
CRAIG DR
HICKSON DR
C
O
R
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E
L
L
A
V
E
D
O
O
N
R
D
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4 - 50
O
ATT
S AW
S T
E
OL
NR
E
S
RIT
NIL
G
VA
S E
E
V
A
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E
D
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A
G
4 - 51
4 - 52
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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
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4 - 76
4 - 77
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ARCPG Final Report for the City of Kitchener April 27
4 - 78
toof
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hours
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:
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residents
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to
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cm
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residents
a
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Introduction
4 - 79
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4 - 80
a
as
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Methodology
4 - 81
in
of
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both
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out)
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related
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regarding
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find
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4 - 82
.
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4 - 83
А
UNSPLASH
IMAGE CREDIT:
ON SNOW CLEARING
GENERAL ATTITUDES
4 - 84
thethe
are
Б
shift
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during
on
utilizing
take
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thing
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the
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of
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Approach to Snow Clearing AaaSomesamelimited
UNSPLASH
IMAGE CREDIT:
4 - 85
В
Resident, Group 3
-
We try and make before we go to work and it gets packed down that big of a challenge.
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
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of
home
clearing
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on
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driveways
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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
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not
be
question
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sidewalks
clear
they
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were
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call
responsibility
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reported
fall
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-
obligations
clearmost
neighbors
that
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to
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for
.
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it
obligation
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manner
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front
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were
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sidewalks
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in
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were
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Most
clear
snow
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to
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or
so
for
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regarding
accessing
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bill
clear
residents
mentioned
of
timely
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a
walkways,
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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
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their
of
the
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tested
offering
descriptions
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for
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regarding
perceptions
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for
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of
by
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their
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predictable
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and
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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
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-
were
that
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communities
clear
boxes)
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activity
concerns
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to
of
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through
appreciated
difference
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of
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physical
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of
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ReliefEfficiencyFrequencyEaseneighbourhoods)Potentialattack)EncouragementReliabilityaccumulation)
few
Residentswinter,satisfiedA(lawns,damage
Evaluation of Services: Full Service Pilot
UNSPLASH
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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
;
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that
the
inspired
service
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to
plow,
event
a
event
arrived
.
from
the
a
This
.
led
by
topic
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plows
elaborated
lawn
about
a
particularthis
resulting
compared
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of
a
service
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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
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-
that
confusion
withregarding
others
stories
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for
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packed
reported
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reported
similar
cm
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of
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often
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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
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however,
increases
Service
clearing,
living
some
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while
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groups
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feasibility
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hours
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and
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shared
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most
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quickly
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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
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group,impression
-
dollar
participants
in
to
;
in
-
the
.
therefore
increases
service
implied
Service
left
done
value,
group
service
value
both
range,
Full
had
and
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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
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the
significant
increases
Service
-
perceived
of
felt
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service
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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
$
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for
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fees
pay
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responsible
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paying
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be
me
participants
to
to?
before
the
we
twice?
go
added
dinged
for
from
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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
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is
on
costs
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in
we
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ififdoes
of
math
considered live
makes
think
about
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damage
anything
be
for
Ifsorts
to
1.2.3.4.5.6.7.8.
Questions: Costs of Service Discussionsneededthe
UNSPLASH
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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
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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
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(City
some
offuture
wordservices
about
in
online
while
the
;
reported
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number
of
a
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through
be
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feltimportant
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and
and
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in
,
of
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includes
thesemedia)
the
it
of
programs
slide
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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
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of
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responsibility
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4 - 115
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4 - 119
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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
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2020 there will
to the public on
20
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available
An update on progress in
2022 Strategic Plan
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-
business plan project is described,
business plan projects
The 2019
:
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a strategic plan action project or
rojects included in the 20
The
monitored three times per year and reported
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for completion.
projects
as being
reflect additional Council and staff
kitchener.ca/businessplan
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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
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19
-
................................
5 Strategic Plan projects
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Friendly Transportation
-
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................................
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
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make
-
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Two projects have been
on
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35a
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Through this challenging time, staff
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-
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ing
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-
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
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.
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joins over 100 WCCD municipalities worldwide who have
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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
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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
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6543210
2 have not yet 2 are scheduled to
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-
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-
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Tree Planting Backlog Elimination
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-
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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
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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
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Results 3 were completed in 2019: 6 are on target to be completed in 2020:1
DRAFT
5 - 12
6
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-
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First Street Plan for Kitchener Market
-
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Environmental
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-
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
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9876543210
10
6 are scheduled to begin in 2021: 4 have not yet started due to the pandemic:
Use Trails &
-
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ategy
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-
:
:
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First Street Plan for Gaukel Street
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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
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Services
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50
25201510
Figure 5: August 2020 Status of Business Plan Projects by
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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 StreetsƚƩƉ 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 MarketƚƩƉ 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 PlanƚƩƉ 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 ManualƚƩƉ 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 PlanƚƩƉ 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 FacilitiesƚƩƉ 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/SchoolCaseƚƩƉ
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 LevelsƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵Customer Experience ProgramƚƩƉ 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
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access bid documents and drawingssubmit tenders, proposals and quotations electronically.
BP16BP17BP18BP19
DRAFT
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24
team
Contract package of parks rehabilitation is
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to be conducted by Infrastructure Canada.
Phase 2 has been tendered and awarded and is
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concrete repairs and surface preparation. Waterproofing
eseseses
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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
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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.
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DRAFT
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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
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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.
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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.
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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
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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.
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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?
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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.
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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
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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.
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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
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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
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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.