HomeMy WebLinkAboutCouncil Agenda - 2020-12-14 COUNCIL AGENDA
MONDAY, DECEMBER 14, 2020 CITY OF KITCHENER
7:00 P.M. ELECTRONIC MEETING (TELEVISED/LIVE STREAMED) 200 KING STREET WEST
1. COMMENCEMENT
Land Acknowledgement.
Singing of "O Canada".
2. MINUTES
Minutes to be accepted as mailed to the Mayor and Councillors (regular meeting held November
23, 2020 and special meetings held November 23, 30 & December 7, 2020) Councillor C.
Michaud.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
4. COMMUNICATIONS REFERRED TO FILE NIL
5. PRESENTATIONS
a. Pari Karem and Tara Bedard, Immigration Partnership, to present the Immigration
Partnership update and 5-year strategy for building community through immigration in
Waterloo Region.
b. Mayor B. Vrbanovic to present a Certificate of Service to Councillors S. Davey, B. Ioannidis,
P. Singh, and to D. Chapman, Chief Administrative Officer, acknowledging their service to
the City of Kitchener.
6. DELEGATIONS
a. Martin Asling, Waterloo Region Yes in my Backyard Regarding the City of Kitchener
Housing Strategy, listed as Item B. 6 on the Committee of the Whole agenda.
b. The following delegations have registered regarding Development Services Department
report DSD-20-203, listed as Item 6 under the Community and Infrastructure Committee
report dated December 7, 2020.
Linda Li
Jorg Broschek
7. REPORTS OF COMMITTEES
8. UNFINISHED BUSINESS
9. NEW BUSINESS
a. Anthem of Freedom Councillor D. Chapman has given notice that she will introduce the
following motion for consideration this date:
WHEREAS the House of Commons in December 1995 officially recognized
February as Black History Month;
WHEREAS Black History Month in Canada continues to play an essential role to
educating and reminding Canadians that racism is not a matter just of the past;
and,
WHEREAS few Canadians know that slavery once existed in Canada, or that many
of the British Loyalists who came here after the American Revolution were Black;
and,
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COUNCIL AGENDA
MONDAY, DECEMBER 14, 2020 CITY OF KITCHENER
7:00 P.M. ELECTRONIC MEETING - 2 - 200 KING STREET WEST
WHEREAS Black History Month is essential to maintaining and strengthening the
Black community and reminds us that we have and will continue to overcome many
tribulations as our fight for equality continues;
THEREFORE BE IT RESOLVED that the City of Kitchener continue to show its
leadership in -racism, indigenous
initiatives & social justice issues; and further,
BE IT commemoration of Black
History Month in 2021, the City of Kitchener play the Many Roads to Freedom
video at the first Council meeting in February to honour Black History Month, and,
BE IT FINALLY RESOLVED that for future years, this idea be referred to the staff
and committee members on the Communications committee of the
Force on Equity, Diversity and Inclusion to be considered as part of the annual
calendar of events to be celebrated/commemorated by the City of Kitchener each
year.
b. Regional Council Update Mayor B. Vrbanovic.
10. QUESTIONS AND ANSWERS
11. BY-LAWS --- 1ST READING
a. To further amend By-law No. 2010-190, being a by-law to prohibit unauthorized parking of
motor vehicles on private property.
b. To further amend By-law No. 88-171, being a by-law to designate private roadways as fire
routes and to prohibit parking thereon.
c. To further amend By-law No. 2008-117, being a by-law to authorize certain on-street and
off-street parking of vehicles for use by persons with a disability, and the issuing of permits
in respect thereof.
d. To amend By-law 85-1, as amended, known as the Zoning By-law for the City of Kitchener
WAM Fischer Hallman GP Inc. 1250-1314 Fischer Hallman Road.
e. To amend By-law 85-1, as amended, known as the Zoning By-law for the City of Kitchener
Principia Development Ltd. 250 Woolwich Street.
f. To further amend By-law No. 2019-113, being a by-law to regulate traffic and parking on
highways under the jurisdiction of the Corporation of the City of Kitchener.
g. To confirm all actions and proceedings of the Council.
12. COMMITTEE OF THE WHOLE
Chair, Councillor C. Michaud.
13. REPORT OF THE COMMITTEE OF THE WHOLE
14. BY-LAWS --- 3RD READING
a. To further amend By-law No. 2010-190, being a by-law to prohibit unauthorized parking of
motor vehicles on private property.
b. To further amend By-law No. 88-171, being a by-law to designate private roadways as fire
routes and to prohibit parking thereon.
COUNCIL AGENDA
MONDAY, DECEMBER 14, 2020 CITY OF KITCHENER
7:00 P.M. ELECTRONIC MEETING - 3 - 200 KING STREET WEST
c. To further amend By-law No. 2008-117, being a by-law to authorize certain on-street and
off-street parking of vehicles for use by persons with a disability, and the issuing of permits
in respect thereof.
d. To amend By-law 85-1, as amended, known as the Zoning By-law for the City of Kitchener
WAM Fischer Hallman GP Inc. 1250-1314 Fischer Hallman Road.
e. To amend By-law 85-1, as amended, known as the Zoning By-law for the City of Kitchener
Principia Development Ltd. 250 Woolwich Street.
f. To further amend By-law No. 2019-113, being a by-law to regulate traffic and parking on
highways under the jurisdiction of the Corporation of the City of Kitchener.
g. To confirm all actions and proceedings of the Council.
COMMITTEE OF THE WHOLE AGENDA
MONDAY, DECEMBER 14, 2020
CHAIR COUNCILLOR C. MICHAUD
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. Tenders
Attached are reports from R. Scott, Manager of Procurement, recommending:
i. FIN-20-072 P20-105 Professional Services for Doon Village Road Bridge
Rehabilitation BRIDGE #1 and #2 (BRIDGE ID # 802 and # 803)
That Proposal P20-105 Professional Services for Doon Village Road Bridge
Rehabilitation BRIDGE #1 and #2 (BRIDGE ID # 802 and # 803), be
awarded to Wood Environment & Infrastructure Solutions, a Division of
Wood Canada Limited, Burlington, Ontario, at their proposed price of
$202,203.10, including contingencies of $18,382.10, plus H.S.T. of
$26,286.40, for a total of $228,489.50, provided a satisfactory contract is
executed.
2. CAO-20-008 2020 Business Plan Year-End Progress Report and 2021 Business
Plan Recommended Project List
Attached is Chie-20-008 (L. Burr) dated December 9,
2020.
That the City of Kitchener 2021 Business Plan Project List outlined in Appendix B
to report CAO-20-008 be approved, subject to budget deliberations.
3. COR-20-020 Prohibited Dog Designation Appeal - Brown
Attached is Corporate Services Department report COR-20-020 (S. Goldrup), dated
December 4, 2020.
That the decision of the Dog Designation Appeal Committee regarding an appeal
filed by S. Brown, wherein the Committee affirms the Dangerous Dog Designation
-Waterloo and
Stratford Perth, be ratified and confirmed.
4. COR-20-021 Execution of Agreement Renewals Waterloo Region Education and
Public Network (WREPNet)
Attached is Corporate Services Department report COR-20-021 (D. Murray), dated
December 9, 2020.
That the Mayor and Clerk be authorized to execute the fourth renewal agreement,
as a partner in the Waterloo Region Education and Public Network (WREPNet),
with Rogers Communications Partnership for the provisioning and supply of a dark
fibre network for a 5 year period beginning September 1st 2021 pending successful
renegotiation by WREPNet partners; said agreement to be to the satisfaction of
the City Solicitor; and
That the Manager, Procurement be authorized to execute a renewal agreement,
as a partner in the Waterloo Region Education and Public Network (WREPNet),
with Softchoice LP for the management and support of the WREPNet network, for
a 5 year period beginning January 1st 2021; said agreement to be to the
satisfaction of the City Solicitor; and further,
2
COMMITTEE OF THE WHOLE December 14, 2020
B. ADMINISTRATIVE REPORTS - CONT'D
That the Mayor and Clerk be authorized to execute an amending agreement to the
WREPNet Joint Venture Agreement, with all Waterloo Region Education and
Public Network (WREPNet) partners party to the Joint Venture Agreement; said
agreement to be to the satisfaction of the City Solicitor.
5. FIN-20-073 Cancellation, Refund, Reduction of Taxes
Attached is Financial Services Department report FIN-20-073 (F. Abdulhadi), dated
December 7, 2020.
That the applications to City Council for write-off, cancellation, reduction, or refund
of taxes totaling $130,331.06 as attached to Financial Services Department report
FIN-20-073, be approved, pursuant to Sections 354 and 357 of the Municipal Act,
S.O. 2
6. DSD-20-214 Housing for All City of Kitchener Housing Strategy
Attached is Development Services Department report DSD-20-214 (K. Cooper) dated
December 9, 2020.
That Housing for All, attached as Appendix A to DSD-20-214, be approved as the
challenges in our community, from 2020 through 2025;
That Housing for All be forwarded to the Region of Waterloo to guide
housing challenges;
That the Defining Affordability Sub-Committee work be referred to staff for
consideration in developing affordability targets for non market-based housing
policies, including inclusionary zoning; and further,
That the Engagement Sub-Committee draft terms of reference for a lived
experience working group to advise staff on implementation of the housing strategy
be referred to staff to finalize.
7. DSD-20-216 Declaration of Surplus 1470 Block Line Road, being Block 4 Plan
58M-520 and part of Part 5 58R-12916
Attached is Development Services Department report DSD-20-216 (R. Morgan), dated
December 7, 2020.
That lands described as 1470 Block Line Road, being Block 4, Plan 58M-520 and
part of Part 5, 58R-12916, to be more particularly described by Reference Plan to
be obtained, be declared surplus.
8. DSD-20-215 Request to Purchase Air Rights (Easement) over City-owned Land
(Breithaupt Street) for an Overhead Enclosed Privately Owned Walkway
Attached is Development Services Department report DSD-20-215 (B. Bennett), dated
December 7, 2020.
That the Mayor and Clerk be authorized to execute an Easement Agreement with
any/all of the registered owner(s) of 20, 25, 30 and/or 51 Breithaupt Street (as
necessary) for the granting of an approximate 103.94 sq metre air rights easement
between 20 Breithaupt Street and 25 Breithaupt Street for the purchase price of
of the City Solicitor;
3
COMMITTEE OF THE WHOLE December 14, 2020
B. ADMINISTRATIVE REPORTS - CONT'D
That the portion of the Breithaupt Street road allowance, to be described on a
stratified reference plan satisfactory to the City Solicitor, which is to be the subject
for the pu
authorized and directed to proceed with the required advertising, preparation and
registration of the necessary By-law(s) for the closure of said portion of the road
allowance; and further,
That the Mayor and Clerk be authorized to execute all documentation required to
complete the transaction, said documentation to be to the satisfaction of the City
Solicitor.
C. FOR INFORMATION
9. CAO-20-001 K-W Joint Services Initiative Committee 2020 Update
-20-001 (K. Dever) dated December
1, 2020.
Rise and Report
REPORT TO:Committee of the Whole
DATE OF MEETING:2020-12-14
SUBMITTED BY:Ryan Scott, Manager of Procurement,519-741-2200ext. 7214
PREPARED BY:PolinaSemenov,Procurement Specialist,519-741-2200ext. 7037
WARD(S) INVOLVED:Ward4
DATE OF REPORT:2020-11-27
REPORT NO.:FIN-20-072
SUBJECT:P20-105Professional Services for Doon Village Road Bridge
Rehabilitation BRIDGE #1 and #2 (BRIDGE ID # 802 and # 803)
RECOMMENDATION:
That Proposal P20-105 Professional Services for Doon Village Road Bridge
Rehabilitation BRIDGE #1 and #2 (BRIDGE ID # 802 and # 803), be awarded to Wood
Environment & Infrastructure Solutions, a Division of Wood Canada Limited,
Burlington, Ontario, at their proposed price of $202,203.10, including contingencies
of $18,382.10, plus H.S.T. of $26,286.40, for a total of $228,489.50, provided a
satisfactory contract is executed.
REPORT HIGHLIGHTS:
The purpose of this report is to obtain approval to proceed with an awardas per
Purchasing By-law 2017-106;
The reason this report is coming forwardis that the value of the bid being recommended
for award isin excess of the Council approved budget;
Therewere six (6) proposals received for this procurement;
This report supports the delivery of core services.
BACKGROUND:
The Engineering Services wishes to retain a Consultant for rehabilitation of Doon Village
Road Bridge #1 and #2 to restore up to the current standards and to maintain it in a safe
operating condition while ensuring the structural integrity.
Doon Village Bridge #1 and Bridge #2 are cast-in-place arch bridges, aligned in the east-
west direction, carries one lane of Doon Village Road overSchneider Creek. Both bridges
#1 and #2 are identical and located approximately 180m apart on Doon Village Road.
These bridges were constructed in 1924 and 1929 respectively and both the structures was
widened in 1986 to include a sidewalk, these structures are already well past their expected
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
1.i - 1
75-year service life. In June 2018 Structural Condition Survey and Assessment carried out
by Consultant recommended rehabilitation of this bridge structures to avoid further
escalated deterioration and to maintain them in safe operating condition.
The construction component for both the Bridges will begin in spring/summer of 2022,
utilizing one construction tender, however, this is subject to budget approval by Council.
REPORT:
As per clause 170.7.3 of the Purchasing By-law 2017-
Procurement Value, the Manager of Procurement shall submit a report to Council
recommending award of a purchase greater than $100,000 if any one or more of the
following conditions apply:
a. the value of the Bid being recommended for award including any
contingency allowance are in excess of the Council approved budget;
Proposalswere advertised publicly on the City of Kitchenerwebsite. Documents were
downloaded by nine(9) interested parties and by the closing date of Tuesday July 21, 2020,
six(6)proposalshad been received.
A listing of the responding parties follows for your reference:
AECOMKitchener ON*
Doug Dixon & Associates Inc.Brampton ON *
IBI GroupWaterloo ON *
Stephenson Engineering LimitedToronto ON
TSI Inc.Toronto ON
Wood Environment &
Infrastructure SolutionsBurlingtonON *
*Shortlisted candidates
The proposal submissions werereviewedand ratedbythe selection committeeS. Shah,
Design Engineer, S. Allen, Manager EngineeringDesign & Approvals and J. Stevenson,
EngineeringConstruction ProjectManager.
The review committee evaluated submissions and ashortlist of four(4) candidates* was
selected to submit pricing.
The committee recommends awarding the project tothe highest rated proponentwith the
lowest price,Wood Environment & Infrastructure Solutions, a Division of Wood Canada
Limited,Burlington, Ontario.
The selection committee rated the proposal submissions on the following criteria:
Evaluation of Proposed Project Manager
Completeness of the Proposal
1.i - 2
Qualifications / Expertise
Variety and Quality of Disciplines In House / In Consortium
Past Performance
Knowledge of the City (re: this area)
Effectiveness of Work Plan
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
In addition to the costs anticipated in this proposal, the design and implementation of these
types of projects typically involves city staff and resources from across the corporation.
These costs are included in the line item "Projected Costs: Staff Time/Permitting/Material
testing", and will be itemized when they exceed $125,000. Included in this line item are staff
time and expenses for all city staff in support of the project such as Engineering, Kitchener
Utilities, and Transportation Planning. The line item also includes all regulatory permitting,
geotechnical and material testing, detouring and traffic control, alternate access and parking
requirements and any other miscellaneous costs. Projects utilizing in-house staff will include
costs for inspection during construction and contract administration.
The net cost for this proposal (A), is fair and reasonable for a purchase of this scope but the
upset limit exceeds the budget allowance (B) provided within the budget. Funding for this
purchase is included within the approved capital forecast. The estimated deficit (D) will be
funded from the Road Bridge Repairs general provision account. There are sufficient funds
in the account to fund the deficit.
Request for Proposal P20-105
Doon Village Road Bridge#1 and #2 Rehabilitation
Estimated Cost for this Phase of Work
Request for Proposal P20-105 costs, including HST$ 228,489.50
less: HST rebate on tender (22,727.62)
Net Cost Being Awarded 205,761.88 A
Cost incurred to date 8,124.16
Projected Costs: Staff Time 26,072.38
Total Estimated Cost for this Phase of Work 239,958.42 C
Budget for this Phase of Work
Doon Village Road Bridge #802 70,000.00
Doon Village Road Bridge #803 70,000.00
Total Budget for this Phase of Work 140,000.00 B
Estimated Surplus/(Deficit) for this Phase of Work (B -C)$ (99,958.42)D
1.i - 3
Capital Budget The recommendation has no impact on the Capital Budget.
COMMUNITY ENGAGEMENT:
INFORM
the council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authoritiesrelated to this matter.
APPROVEDBY:Jonathan Lautenbach, Chief Financial Officer, Financial Services
Department
1.i - 4
REPORT TO:Council
DATE OF MEETING:December 14, 2020
SUBMITTED BY:KarenCooper, Manager, Strategic and Business Planning,
519-741-2200ext. 7817
PREPARED BY:LaurenBurr, Corporate Planning Analyst,519-741-2200ext. 7059
WARD(S) INVOLVED:All Ward(s)
DATE OF REPORT:December 9, 2020
REPORT NO.:CAO-20-008
SUBJECT:2020 Business Plan Year-End Progress Report and
Recommended 2021 Business Plan Project List
RECOMMENDATION:
That the City of Kitchener 2021 Business Plan Project List outlined in Appendix B to
report CAO-20-008 be approved, subject to budget deliberations.
REPORT HIGHLIGHTS:
This report presents the 2020 Business Plan Year-End Progress Report (Appendix A)
and the Recommended 2021 Business Plan Project List(Appendix B)
Progresswas made on 38 strategic and business plan projectsin 2020, with 10projects
completed overall.
The Recommended 2021 Business Plan Project List includes all 25 Strategic Plan
actions and15business plan projects continuing from 2020.
REPORT:
2020 Business Plan Year-End Progress Report
2020 was an unprecedented year as Kitchener responded to the COVID-19 pandemic. The
City placed the safety of citizens and staff as a top priority through its pandemic response
and recovery efforts, while also supporting the economic sustainability of businesses and
employers. To achieve these priorities, staff took complementary and innovative approaches
to modernize service delivery and improve efficiencies. This included enabling staff to work
from home, providing more services online, offering existing programs in new virtual formats,
providing training and supports to local businesses and establishing centralized service
counters at city hall. While some of the service delivery changes are only temporary to
address the pandemic restrictions, many will remain post-pandemic and provide long-term
benefits.
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2 - 1
redeployed to emergency operations and other functions. Up to 945 staff (42%) were on
declared emergency leave during
staffing impacts, as well as a pause on non-critical hiring from March to August, affected the
dates for 24 projects are included in this report. Through this challenging time, staff
demonstrated resiliency and made progress on 2020 Business Plan projects, with 10
projects completed. Council can beproud of how staff adapted to the challenges of the
pandemic andcontinued to deliver on the community priorities outlined in the Strategic Plan.
Of the 47 projects includedin the 2020 Business Plan, 29 werescheduled to be completed
in 2020. As of December 31,10projects have been completed, including 4strategic plan
projects.
Figure1:Year-EndStatusof the 2020 Business Plan
CompletedOn TrackDelayed or Not Started
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Strategic Projects
The City made considerableprogress in the projects committed to under the five goals of
the Strategic Plan. The following fourstrategic plan projects were completedin 2020:
Cycling and Trails Master Plan Update-In October, Council approved the updated
Cycling and Trails Master Plan, a long-
cycling facilities into a city-wide network. More than 3,000 residents provided feedback
during the development of the plan. Recommendations for the next 10 years include the
development of 43 km of on-street active transportation facilities, 13 km of off-street multi-
use trails, and improvements to walkways and trails that connect neighbourhoods.
2 - 2
Make It Kitchener 2.0 Strategy -In October, Council approved this bold, ambitious plan
to support business recovery, to create a future where everyone can make a difference,
and to propel our community forward.This 10-year plan will guide economic development
and community initiatives in the city and allow Council to invest up to an additional $110
million, without relying on a tax rate increase. The plan will puta spotlight on pandemic
recovery in our community and address affordable housing and new issues that have
emerged throughout the pandemic.
Housing Strategy As a key action from the 2019-2022 Strategic Plan, Housing for All,
gy has been recommended to Council. With a human rights-
based approach and a commitment to lived experience collaboration, the strategy
outlines city actions to help end homelessnessandhelp secure community, affordable
rental and affordable ownership housing, through advocacy, aligning policies, processes
and use of city land to facilitate more affordable housing, filling data gaps and effective
monitoring and accountability. Working collaboratively with our Advisory Committee, the
Region of Waterloo, members of the public, community partners and the development
industry, Housing for All is a made-for-Kitchener blueprint for an even more equitable and
caring community.
Reduce Social Stigma through Staff Training -An anti-stigma learning program for
City staff was launched in the fall 2020 learning catalogue, with greater focus given to
addressing both the topics of mental health and addiction. Anti-stigma training will now
become a core learning program with ongoing evaluation and customization as required
to meet the diversity of staff needs throughout the organization and to ensure the
content is relevant to evolving community needs.
Additional strategic plan progress includes:
Conversion ofGaukel Street into a community space with patio tables, lighting and
Indigenous art.
Approximately 7 kilometres of new multi-use trails.
Lighting at the Civic District Garage converted to LEDs.
648new trees planted.
2 - 3
Business Plan Projects
The City also made considerable progress on business plan projectswhich are additional
Council priorities.Thefollowing sixbusinessplan projects were completedin 2020:
Close the Loop with Citizens successfully
introduced close the loop emails for 15 parking case types and 15 property standard case
types, providing automated updates to customers when cases are created and when
assigned or closed.The project was further expanded in the fall to include 15 property
standard case types.
Indigenous Competency Training for Staff -Kitchener launched a four-part learning
program for staff in partnership with the Region of Waterloo, City of Waterloo and City of
Cambridge in the fall of 2020, with a Phase Two planned for 2021.The sessions covered
original cultures, history of settlement and allyship with Indigenous Peoples and targeted
priority staff in areas relating to senior leadership roles andthose responsible for land-
based work and community development. The course will be adopted as a core learning
program and will be evaluated and enriched as needed to ensure that it fulfills the intent
of the Truth and Reconciliation Commission and effectively supportsemployees in
delivering service to Indigenous communities. This sought-after learning opportunity was
delivered to 80 participants over a four-weekperiod. The course was highly rated by
participants for both the acquisition of new knowledge and delivery of difficult content.
Civic Innovation Lab at Communitech Guided by the award-winning Digital Kitchener
strategy, the achievements of the Lab led the City of Kitchener to be recognized
internationally as a leading smart city and further solidified partnerships with local tech and
academic communities. Over the last three years, the Lab has successfully explored
emerging technologies such as Internet of Things (IoT), artificial intelligence, machine
learning, and augmented reality to support City service delivery transformation. The final
year of the Civic Innovation Lab pilot was a busy one with significant advancements in the
development and use of design sprints and rapid prototyping of ideas and technologies.
Staff developed a plan to integrate continuing the Digital Kitchener Innovation Lab
activities leveraging existing staff resources within the division. An update on the activities
of the Lab and our go-forward approach was presented to Council in December.
E-Tendering Vendors can now self-identify for interested commodities, access bid
documents and submit submissions electronically for solicitation opportunities at the City.
2 - 4
Development Services Review -Two Lean process reviews were completed, resulting in 18
distinct improvement projects that led to implementation of 34 improvements to the site plan
review and approval process and 9 improvements to public engagement processes. Highlights
include:an intuitivemap-based tool for finding information on development applications across
the City;aworkshop that attracted over 30 community members duringits first
offering;procurement of a video series to help explaincomplex planning concepts and
processes;reimaginedhighly visual and more accessible public notices;and establishing a
representativevolunteer group of citizens toassist staff by providing insight and feedback on
a variety of development services processes, improvements,projects,and policies.The
improvements will result in enhanced collaboration, better communication,streamlined and
more inclusive processes, increased accountability, and a continuous improvement culture.
Electronic Reimbursement Implementation A successful implementation to automate
employees expense reimbursements, the SAP Concur implementation is a Win/Win/Win for
our organization. It provides a simplified and automated system for staff to submit expenses
of SAPapplications. This project was a great example of collaboration between Accounting,
SAP Business Systems and our TIS teams and will serve the corporation for years to come.
Recommended 2021 Business Plan Project List
Given the significant financial and operational impactsof the COVID-19 pandemic, the
proposed 2021 Business Plan project list contains only projects continuing from 2020.
The 15continuing business plan projects are:
Budd Park Strategy
Cameron Heights Pool Feasibility Study
Southwest District Pool Business Case
Ice Demand Study
Transformation and Relaunch of Kitchener.ca
Indigenous Competency Training for Staff Phase 2
Electronic Agenda Management
Mobile Time Entry
Development Charge (DC) and Community Benefits Charge (CBC) Studies
Long Term Financial Plan Implementation
Point of Sale and Expansion of Payment Options
Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)
Facilities Infrastructure Program
Implementation of Significant Parks Projects
Rehabilitation of City Hall Outdoor Spaces Construction Phase 1
2 - 5
The Recommended 2021 Business Plan Project List is presented in AppendixB. Subject to
Council approval, including any adjustments that may result from budget decisions, the list
will be incorporated into the City of Kitchener 2021 Business Plan document, along with
updated core service and departmental profiles. The final 2021 Business Plan will be
STRATEGIC PLAN ALIGNMENT:
build an innovative, caring and vibrant Kitchener.
FINANCIAL IMPLICATIONS:
The business plan and the budget are developed in parallel through an iterative process of
review and revision that keeps the allocation of resources in sync with the planned work of
the organization as outlined in the strategic plan. Resources to completethe work identified
in Appendix B, Recommended 2021 Business Plan Project List, are currently provided in
the proposed 2021 budget as outlined in reports FIN-20-066 and FIN-20-068.
COMMUNITY ENGAGEMENT:
INFORM This report has been posted to the City
the council / committee meeting.
CONSULTIn 2018, Compass Kitchener consulted the public on developing community
priorities for the 2019-2022 Strategic Plan, which informed preparation of the 2021 Business
Plan project list.
PREVIOUS REPORTS/AUTHORITIES:
CAO-19-0132020 Business Plan Project List
CAO-20-0042020 Business Plan Progress Report and Compass Kitchener Strategic
Plan Evaluation Guide
APPROVEDBY:Dan Chapman, Chief Administrative Officer
ATTACHMENTS:
AppendixA2020 Business Plan Year-End Progress Report -December 31, 2020
AppendixBRecommended 2021 Business Plan Project List
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19 On the 2020 Business Plan
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rvices
Friendly Transportation
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ess Plan Projects
Impact of COVIDPeopleEnvironmental LeadershipVibrant EconomyCaring CommunityGreat Customer ServiceCommunity ServicesCorporate ServicesDevelopment ServicesFinancial SeInfrastructure Services
2022 Strategic Plan Evaluation Criteria2022 Strategic Plan Actions
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Contents IntroductionStatus of the 2020 Business Plan20192020 Business Plan Completions20192020 Busin
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3
p
the
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delivery
as a top
improve
is described
t the year.
and staff
project
other functions
the service
This report contains
Each
term benefits.
nesses and employers in the
-
modernize service delivery and
to
lan and other key priorities. These projects form
p
ogress on strategic and business plan projects. Revised
pandemic and provide long
-
trategic
s
the economic sustainability of busi
staff adapted to the challenges of the pandemic and continued to
ing
how
19 pandemic. The City placed the safety of citizens
-
2022 Strategic Plan, as well as 22 business plan projects.
mentary and innovative approaches
-
le
. Through this challenging time, staff demonstrated resiliency and made progress on
We are proud of
leave
recovery efforts, while also support
are included in this report
enabling staff to work from home, providing more services online, offering existing programs in new virtual formats,
d
lan, which is developed alongside the budget to ensure resources are aligned to complete the work.
including anticipated timing for completion. Regular progress is reported to Council and the public throughou
p
19 On the 2020 Business Plan
-
for 24 projects
include
and
its pandemic response and
-
This
usiness
dates
b
March
business plan,
end update on progress made in 2020.
-
Introduction Each year, Kitchener City Council approves a list of projects that implement the current the annualin the The 2020 Business Plan includes all 25 actions from the 2019year
Impact of COVID 2020 was an unprecedented year as Kitchener responded to the COVIDpriority throughmunicipality. To achieve these priorities, staff took compefficiencies. providing
training and supports to local businesses and establishing centralized service counters at city hall. While some ofchanges are only temporary to address the pandemic restrictions, many
will remain postBetweento 945 staff (42%) were on declared emergency pause on noncompletion 2020 Business Plan projects, with 10 projects completed.deliver on the community priorities
outlined in the Strategic Plan.
2 - 9
4
.
, including 4
of projects and their
chart
full
are expected to complete in the
The
, the City will have achieved an overall
%) are delayed, on hold, or not started
(62%)
62
29 projects
As of December 31
Delayed or Not Started
projects (
9
(66%)
2
.
19 projects
Of the 19 delayed 2020 projects, 5
.
Delayed
and one is expected to complete in 2022.
(17%)
2020. As of December 31, 10 projects (21%) have been completed
8 projects
completed
end
-
On Track
projects
(34%)
10 projects
were scheduled to be completed in 2020.
usiness Plan
.
Completed
34
-
0 out of the 29
13
ness Plan
(21%)
i
47 projects to be undertaken in
10 projects
with 1
%) are on track to meet their scheduled end dates
of the 2020 Bof the 29 Projects Scheduled for Completion in 2020
17
Completed
are expected to complete by 2021 year
for 2020,
comprises
3
StatusStatus
%
1
4
projects (,
8
in the 2020 Business Plan, 29
.
EndEnd
--
YearYear
:
statuses is included on pages
1:2
d
en
-
Status of the 2020 Bus The 2020 Business Plan strategic projects Figure Of the 47 projects completion rate of 3first quarter of 2021year Figure
2 - 10
5
Adaptation Fund
&
Construction Phase 1
Implementation
Review
Significant Parks Projects
Financial Plan
Tendering
-
Budd Park StrategyCameron Heights Pool Feasibility StudyIce Demand StudyTransformation and Relaunch of Kitchener.caElectronic Agenda ManagementCommunity Benefit Charge StudyLong Term
Point of Sale and Expansion of Payment OptionsMobile Time Entry
Southwest District Pool Business CaseImplementation of Federal Disaster Mitigation Implementation of Rehabilitation of City Hall Outdoor Spaces
Close the Loop with CitizensIndigenous Competency Training for StaffCivic Innovation Lab at CommunitechDevelopment Services Electronic Reimbursement ImplementationE
business plan projects
9 business plan projects
4 business plan projects
6
:
including
1
Use Trails and
:
-
, including
delayed into 202
are
eserve Fund
Working Space Network
-
:
Round Maintenance of Multi
-
include
er Service Portal Development
projects
First Street Plan for Gaukel Street
-
Kitchener 2.0 Strategy
Language Interpretation Support
-
scheduled for completion in 2020
Owned Property Review
-
completed
Cycling and Trails Master Plan UpdateMake It Affordable Housing StrategyReduce Social Stigma through Staff Training
Connectivity and YearPathwaysLeverage the Energy Efficiency RTree Planting Elimination BacklogIncubator, Accelerator and CoPedestrianCommunity Climate Action Plan Tree Canopy TargetCityEquity,
Diversity and Inclusion StrategyMill Courtland Community Centre Expansion Business CaseMultiCustomer Satisfaction ProgramOnline Custom
10
projects
strategic plan projects
projects are on track for their scheduled end date
8
49 strategic plan projects
4 strategic plan projects
The 81
2 - 11
6
.
issues. Going
.
3
as planned
is delayed until 2023.
. Online Business Licensing
begin in 2021
delayed into 202
is
will
Market
Facilities Infrastructure Program
and not included in future business plans
:
1 business plan project
Owned Property Brought to including
-
CityProtected Cycling Network Connected to the Downtown
delayed into 2022
did not start as planned as government relations focused on responding to pandemic
will be considered core service
are
Set and Communicate Service Levels and Customer Experience Program
scheduled for completion in 2022
Strategy
scheduled for completion in 2021
Government Relations and Advocacy
Bikeshare ProgramWaste Diversion StrategyHuron Brigadoon Area School/ Community Centre ConstructionOpen Space Arts and Culture Plan
strategic plan projects
projects
6
One strategic plan project scheduled for completion in 2020 7One strategic plan project Two strategic plan projects Work on forward Government Relations and Advocacyis on hold, as software
upgrades are needed in order to proceed.
2 - 12
7
At the
inning in 2021.
004.
-
20
-
oward achieving the community vision and in
Strategic Plan
Appendix B of report CAO
p
through the
2022 Strategic Plan:
-
(24%).
for the 2019
tion Criteria
2022 Strategic Plan can be found in
provides advice to Council on
/measures
-
have been completed
inable Development Goals (SDGs)
the Susta
identifies community priorities for action, and monitors progress t
Advisory Committee
n criteria for the 2019
Citizen
Compass Kitchener
2022 Strategic Plan Evalua
-
Overall Implementation of the Strategic PlanOverall Implementation of Implementation of Strategic Plan GoalsImplementation of Strategic Plan Actions
Compass Kitchener
2019 The participation. implementing the Strategic Plan. Compass Kitchener has 4 levels of evaluation criteriaOne evaluation metric has been proposed for each of the 25 Strategic Plan
actions. These metrics will be tracked by staff begend of 2020, 6 out of the 25 strategic plan actions
2 - 13
---
8
new issues
strategic
the next 10 years include the
affordable housing and
Cycling and Trails Master Plan, a long
updated
year plan will guide economic development and
the pandemic.
-
street active transportation facilities, 13 km of off
-
out
n the city and allow Council to invest up to an additional $110
approved the
More than 3,000 residents provided feedback during the
the five goals of the Strategic Plan. The following four
use trails, and improvements to walkways and trails that connect
-
Council
In October, wide network. development of the plan. Recommendations fordevelopment of 43 km of onstreet multineighbourhoods.
In October, Council approved this bold, ambitious plan to support business recovery, to create a future where everyone can make a difference, and to propel our community forward. This
10community initiatives imillion, without relying on a tax rate increase. The plan will put a spotlight on pandemic recovery in our community and address that have emerged through
:
in 2020
Completions and Achievements
progress in the projects committed to under
Projects
Plan
ake It Kitchener 2.0 Strategy
Cycling and Trails Master Plan UpdateM
1. 2.
2020 Business Plan Strategic The City made considerable plan projects were completed
2 - 14
9
-
se
u
ecure
s
and a
and the
and
eet the
Working
wnership
Kitchener
-
elp
o
unity.
Housing for
h
.
for
m
-
, the strategy
and
, filling data gaps
was launched in
rocesses
pproach
p
a
ffordable
ousing
a
is a made
h
ccountability
olicies, a
ased
ollaboration
p
b
c
-
s
community partners
omelessness
,
for City staff
h
2022 Strategic Plan,
ning
-
ight
r
ffordable
nd
lig
a
e
ental and
, a
r
xperience ore
elp
Housing for All
e
h
m
,
uman
h
onitoring and
dvocacy
ived
m
a
l
ffordable
acilitate
a
f
With a
stigma learning program
, through
ffective
-
and to
l
ity
c
ousing
As a key action from the 2019
ommitment to ommunity,
An antithe fall 2020 learning catalogue, with greater focus given to addressing both the topics of mental health and addiction. Antistigma training will now become a core learning program
with ongoing evaluation and customization as required to mdiversity of staff needs throughout the organization and to ensure the content is relevant to evolving community needs.
Council. coutlines city actions tochof and ecollaboratively with our Advisory Committee, the Region of Waterloo, members of the publicdevelopment industryblueprint for an even more vibrant
and caring com
Housing Strategy
Reduce Social Stigma through Staff Training
3. 4.
2 - 15
10
--
the
ontent.
providing automated
based work and community
-
the fall to include 15 property
e Online Customer Service Portal Development
part learning program for staff in partnership
-
lighting and Indigenous art.
delivering service to Indigenous communities. This sought
emails for 15 parking case types in the spring of 2020,updates to customers when cases are created and when assigned or closed. The project was further expanded instandard case types.
Kitchener launched a fourwith the Region of Waterloo, City of Waterloo and City of Cambridge in fall of 2020, with a Phase Two planned for 2021. The sessions covered original cultures,
history of settlement and allyship with Indigenous Peoples and targeted priority staff in areas relating to senior leadership roles and those responsible for landdevelopment. The course
will be adopted as a core learning program and will be evaluated and enriched as needed to ensure that it fulfills the intent of the Truth and Reconciliation Commission and effectively
supports employees in after learning opportunity was delivered to 80 participants over a fourweek period. The course was highly rated by participants for both the acquisition of new
knowledge and delivery of difficult c
Language Interpretation Support and th
-
use trails.
-
:
s
include
progress
Projects
ndigenous Competency Training for Staff
The conversion of Gaukel Street into a community space with patio tables, Approximately 7 kilometres of new multiLighting at the Civic District Garage converted to LEDs.648 new trees
planted. Close the Loop with CitizensI
1.2.
Other strategic plan Completion of the Community Climate Action Plan, Multiare anticipated in early 2021. Business Plan
2 - 16
11
on Lab
forward
-
.
.
st three years, the Lab has successfully
ng existing staff resources within the
The final year of the Civic Innovati
identify for interested commodities, access bid
-
winning Digital Kitchener strategy, the achievements
-
at the City of Kitchener
Vendors can now selfdocuments and submit submissions electronically for all solicitation opportunities
Guided by the awardof the Lab led the City of Kitchener to be recognized internationally as a leading smart city and further solidified partnerships with local tech and academic communities.
Over the laexplored emerging technologies such as Internet of Things (IoT), artificial intelligence, machine learning, and augmented reality to support City service delivery transformation.
pilot was a busy one with significant advancements in the development and use of design sprints and rapid prototyping of ideas and technologies. Staff developed a plan to integrate
continuing the Digital Kitchener Innovation Lab activities leveragidivision. An update on the activities of the Lab and our goapproach was presented to Council in December
Tendering
-
Civic Innovation Lab at CommunitechE
3.4.
2 - 17
12
ain better
based tool
-
will serve the
our suite of SAP
itive map
allows us to g
it
staff, which
is a Win/Win/Win for our
,
it enriches
example of collaboration between
launch
and
,
great
and processes; reimagined highly visual and implified and automated system for staff to
a s
o come.
and awareness
provides
This project was a
. It
ts, and policies. The improvements will result in enhanced
Two Lean process reviews were completed, resulting in 18 distinct improvement projects that led to implementation of 34 improvements to the site plan review and approval process and
9 improvements to public engagement processes. Highlights include: an intufor finding information on development applications across the City; a during its first offering; procurement
of a video series to help explain complex planning concepts more accessible public notices; and establishing a representative volunteer group of citizens to assist staff by providing
insight and feedback on a variety of development services processes, improvements, projeccollaboration, better communication, streamlined and more inclusive processes, increased accountability,
and a continuous improvement culture. A successful implementation to automate employees expense reimbursements, the SAP Concur organizationsubmit expenses and managers to approveapplications.Acco
unting, SAP Business Systems and TIS corporation for years t
Implementation
Electronic Reimbursement
Development Services Review
6.
5.
2 - 18
13
here.
egion. Due to the
a bikeshare
R
ikeshare feasibility study
b
Progress Update
design work is currently 60%
wide
-
egion
R
Completed in 2019.Read Complete Streets Kitchener A was approved that recommends a collaborative approach to program throughout the pandemic, the finalization of the bikeshare program
will likely be delayed until 2022.The detailed complete, with community engagement ongoing. A report to Council is anticipated in December 2020. The report will present the plan and
recommend an installation schedule.
20212022
--
23
Complete
Timeline to
Completed20192020 New date: 2022 2020 New date: 20
Project
Manager
Barry Cronkite Transportation Services Barry Cronkite Transportation Services Darren Kropf Transportation Services
.
ch
town by 2022
Connected to
cent
Project
ikeshare service in whi
b
made available for shared use
Actions
hare Program
Complete StreetsƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Bikes Implement abicycles are to the public in an effort to addrmiledetermine the most appropriate system.Protected Cycling Networkthe Downtown
Install a continuous and protected cycling network that connects adjaneighbourhoods to the down
.
Friendly Transportation
Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected.
-
2022
cent
Statement
2022 Strategic Plan
-
PeopleGOAL:
town by
Strategic Plan Action
Develop a set of Complete Encourage and incentivize Install a continuous and
1.
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
2 - 19
14
Use Trails have been
-
Progress Update
.
The Cycling and Trails Master Plan was presented to and approved by Council in October 2020. Read the Cycling and Trails Master Plan hereApproximately 7 km (5 km Regional, 1.8 km City)
of new Multicompleted. Some work has been delayed due to the pandemic.Gaukel Street was closed to traffic during the pandemic and will continue to remain closed as a passive pedestrian
space. Indigenous art has been installed. Staff continue to work on a more formal plan.
2022
-
Complete
Timeline to
Completed202020202020 New Date: 2021
Project
Manager ace Design
Liz Christensen Transportation Services Liz Christensen Parks & Open Sp& Development Darren Kropf Transportation Services
-
-
and
use trails and
Round
-
-
Trails and
road cycling et Plan for Gaukel
-
se
road trails U
--
education and
Project
connectivity and year
First Stre
-
Use Trails and Pathways
include on
-
, in one comprehensive plan
with an initial target of year
,
the 2010 Cycling Master Plan
e
Cycling and Trails Master Plan UpdateConnectivity and YearPedestrian
athways
1.4.1 Updatthe 2012 MultiMaster Plan to facilities, as well as offinfrastructurethat also addresses wayfinding.1.4.2 Maintenance of MultiP Prioritize actions,round maintenance to multipathways
through the Cycling and Trails Master Planround access to a minimum of an additional 3 km of existing trails by 2022.1.5.1 Street Develop plans to prioritize pedestrians over other
travel modes on Gaukel Street.
.
City
o
round access to
-
first streets
-
Statement
use trails and pathways
-
round maintenance t
-
Strategic Plan Action
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 andHall
and between the ION and Kitchener Market by 2022.
2 - 20
15
.
here
sources.
Progress Update
Progress Update
Work to begin in 2021
Project completed in 2019. Read the Corporate Climate Action Plan
2022
-
Complete
Timeline to
2021
ompleted
Complete
Timeline to C2019
-
Project
Manager
Darren Kropf Transportation Services
Project
Manager
Claire Bennett AdministrationDevelopment Services
et Plan for
Reporting
͵
Project
First Stre
-
Project
Market
Pedestrian
nually on greenhouse gas emission
1.5.2 Kitchener ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ
Corporate Climate Action PlanƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵anreduction will continue until 2026.
Statement
Statement
Environmental Leadership
Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural re
Strategic Plan Action
Launch and implement a
Strategic Plan Action
2.
2.1 Corporate Climate Action Plan by 2019 to achieve an absolute greenhouse gas emission reduction of at least 8% by 2026.
Goal:
2 - 21
16
-
project with similar
Progress Update
are planning to undertake engagement
retrofit the remaining lighting at the
Originally the 2020 capital energy reserve project was to Kitchener Operations Facility (KOF). Due to COVID19 safety concerns the project was switched to outfitting Civic District Garage
to LEDs.The KOF project is on hold until 2021 and will be reassessed if it or another payback will take its place.The community climate action plan will be presented to council early
in the first quarter of 2021. Staff provided an update to Council in November 2020 and through Winter 2020/2021 as well as Spring 2021.
2022
-
Complete
Timeline to 20202020 New Date: 2021 2020 New Date: 2021
--
Project
Manager
Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services Dave Schmitt Forestry & Natural Areas Management
The
Project 2020.
availability, quality of
Tree Canopy Target
to LEDs in
Leverage the Energy Efficiency Reserve Fund Retrofit the remaining lighting at Aud Community Climate Action Plan Complete the 80x50 Community Climate Action Plan.2.4.1 Review the current
canopy cover and set an achievable target based on best practices as well as constraints such as land soil, etc. in order to guide ongoing and future investment in tree planting, protection
and maintenance.
ies and
canopy
.
ciency Reserve
i
Statement
.
ergy Eff
arting in 2019, leverage
.
StDevelop a Community Implement the
Strategic Plan Action
2.2 the EnFund and other resources to reduce consumption and emission at our facilitin our operations 2.3 Climate Action Plan with partner organizations by 2020 2.4 Sustainable Urban
Forest Strategy with a focus on establishing a tree target by 2020 and eliminating the current (2018) tree planting backlog by 2022
2 - 22
17
Progress Update
rt. However, increased access to recycling and
648 trees were planted in the fall. Planning has started for 2021 planting and will require approval of capital budget.Due to the pandemic, large public events were cancelled, and this
project is postponed until events restaorganics diversion across public facilities and spaces has been provided.
20222021
--
Complete
Timeline to 20202020 New Date: 2022
-
Project
Manager
Adam Buitendyk Forestry & Natural Areas Management Claire Bennett AdministrationDevelopment Services
acklog
B
Project
lanting
2022.
P
run events with large
-
ion
Tree
iminat
2.4.2 El Plant at least 750 trees in 2020, with the goal of reaching 2,500 trees and eliminating the current backlog by the end of 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.
Statement
.
diversion programs at
Reduce waste diverted to
Strategic Plan Action
2.5 landfills by implementing new our facilities and events by 2021
2 - 23
18
.
here
Progress Update
about this project
Completed 2019.Read the Urban Design Manual here.Completed 2019. Learn
ng arts and culture, and great places
dd
Complete
Timeline to Complete2019Complete2019
Project
Manager
Dayna Edwards Planning Cory Bluhm Economic Development
Project
Buildout of 44 Gaukel
Urban Design ManualƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵3.2.1 ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵
-
tech
wide
-
-
h/med
2021 for the food
-
Build a vibrant city by making strategic investments to support job creation, economic prosperity, thrivi
Vibrant Economy
Strategic Plan Action Statement
Complete a new Urban Design Manual Foster the creation of a city
3.
3.1 by 2019 that expresses city building and design expectations to ensure vibrant new development throughout Kitchener.3.2 network of incubators, accelerators and coworking spaces by
completing the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019manufacturing and healtindustries.
GOAL:to live.
2 - 24
19
2020. Strategy
.
Because of the
October
investigating
here
Progress Update
are
owned space and with
-
Staffopportunities for incubators within Citypotential partners. Business cases will be prepared and presented in late 2020 and 2021.The strategy was approved by Council in implementation
will commence.Read the Make It Kitchener 2.0 Strategy Initial focus has been on supportive housing. Due to the pandemic, finalization of the review is delayed until 2021.pandemic and
urgent need around affordable housing and Make It Kitchener, components of the review commenced in 2020. Comprehensive review and completion anticipated in 2021.
2021
-
Complete
Timeline to 2020Completed 20202020 New date: 2021
msky &
u
Project
Manager
Cory Bluhm Economic Development Lauren Chlumsky Economic Development Lauren ChlRob Morgan Economic Development
-
-
ubators.
eview
Project
Accelerator and Co
ties by 2020 to determine
tech industry inc
comprehensive review of city
-
Owned Property R
-
3.2.2 Incubator, Working Space Network Lease all spaces in the Creative Hub, explore the potential to facilitate a Food Incubator with a business case pending, and explore partnerships
for the development of manufacturing and health/med Make It Kitchener 2.0 Strategy Develop the Make it Kitchener 2.0 Strategyby 2020 with a focus on transformative actions to ensure
the attraction, success and retention of diverse businesses, talent, and arts/culture across the city.City Complete aowned properhow they could be effectively used to advance city strategic
objectives.
Kitchener 2.0
owned properties by 2020 to
Strategic Plan Action Statement
Develop the Make it Complete a comprehensive review of
-
3.3 Strategy by 2020 with a focus on transformative actions to ensure the attraction, success and retention of diverse businesses, talent, and arts/culture across the city.3.4 citydetermine
how they could be effectively used to advance city strategic objectives.
2 - 25
20
a
s
this step
.
3
City and Business
Progress Update
Through Make It Kitchener,
date of 202
-
Make It Kitchener 2.0 provideland disposition framework. Due to the pandemic, disposition of a key property will be delayed until 2021. The Improvement Area will develop a new Downtown
Strategic Plan in 2021.City Council emphasized a need to develop a vision through comprehensive community engagement for each site prior to disposition. Undertaking will result in the
revised project endWork to begin in 2021.Work to begin in 2021.
1
2022022
--
3 0
Complete
Timeline to 2020 New date: 202 2022021
Project
Manager
Brian Bennett Economic Development Cory Bluhm Economic Development Cory Bluhm Economic Development
͵
Project
owned property brought to
-
Owned Property Brought to
-
Innovation District (Bramm Yards) Civic District Master Plan
arket
3.5.1 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 citymarket
by 2020.3.5.2 Master Plan Finalize the Innovation District (Bramm Yards) Master Plan by 2022.3.5.3 ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ
-
an by 2021 and
ision for downtown
Strategic Plan Action Statement
Develop a v
3.5 Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new cityowned property brought to market by 2020.
Finalize the Innovation District (Bramm Yards) Master Plthe Civic District Master Plan by 2022.
2 - 26
21
s
is
ork
&
made
Council
s
The w
to be
August 2020
is
Given delay
roup
in
tegy
one interviews and
-
on
-
19 pandemic, the work of
-
ded to June 30th, 2021.
n
Housing Stra
an Equity Office
to be hired in 2021.
dedicated working g
7
Progress Update
by
s been exte
committees continued to meet and actively
-
recommended
31, 2020 and staff were directed to continue
that will make up
nd the sub
Equity, Diversity and Inclusion resumed regular meetings and collaboratively developed a workplan focused on work is being advancedup of representatives from the larger task force.approved
the creation of and associated staffing due to the onset of the COVIDthe task force haThe Draft Housing Strategy was delivered to Council on August working towards the final Housing
Strategy. Public feedback was obtained on the Draft Housing Strategy through virtual focus groups, onean Engage Kitchener Survey. The Advisory Committee awork on their mandates. Staff
also presented on the preliminary feasibility analysis on Inclusionary Zoning to Council and were subsequently directed to continue thwork. The presented to Council in December 2020.
date:
Complete
Timeline to 2020 New 2021 Completed 2020
-
er
Project
Manag
Elin Moorlag Silk AdministrationCommunity Services Andrew Ramsaroop Planning
.
industry
Strategy
represented
-
Project
f Waterloo,
nity groups and the
o
reate an Equity, Diversity
Equity, Diversity and Inclusion Strategy Cand Inclusion focused on better 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 commudevelopment
.
f
o
.
nclusion
I
nity groups and
industry
Statement
Diversity and
Caring Community
,
Strategic Plan Action
Create a comprehensive Create an Affordable Housing
4.
4.1 EquityStrategy by 2020 to combat systemic barriers to full economic and social participation in the city 4.2 Strategy for Kitchener by 2020 in collaboration with the Region Waterloo,
commuthe development
GOAL:supporting our diverse populations & helping to make housing affordable.
2 - 27
22
redeployed to
launched in the
-
was
Q1 of 2021.
in
.
here
program was re
Progress Update
gma training will now become a core
anticipate starting
sti
-
but
,
stigma learning
-
An antiIncreasing our Understanding of Mental Health and the topics of mental health and addiction through this course. Antilearning program with ongoing evaluation and customization
as required to meet the diversity of staff needs throughout the organization and to ensure the content is relevant to evolving community needs. Project Completed 2019. Learn about this
project Staff resource supporting this project run summer programs and services. Staff resources have not been available to reconvene this work
d
e
Complete
Timeline to Completed 2020Complet20192020 New date: 2021
ood
er
Project
Manag
Paula Dunn Human Resources Mark Hildebrand NeighbourhPrograms & Services
tigma
S
raining
ocial
for Safe
T
S
respond
needs
Business Case
Project taff
S
Reduce Support Mill Courtland
4.3.1 through Provide staff with the resources toeffectively to changing community demographics. 4.3.2 Consumption and Treatment FacilitiesƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵4.4.1 Community Centre
Expansion Complete a assessment and business case to determine the requirements for an addition to the Mill Courtland Community Centre.
.
d an Open
resources
and support
an
ers,
Statement
Strategic Plan Action
Reduce social stigmas Better utilize existing facilities,
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 provide relevant programming at community centthe equitable distribution of leisure programs and across neighbourhoods. Start work on the Mill Courtland Community Centre
expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community CentreSpace Strategy by 2021.
2 - 28
23
.
vacancies in the Parks
Progress Update
approved. Application to the Province for
Project to start in 2021Detailed design has been completed. Building permits have been approval of design and budget have been submitted by Waterloo Region District School BoardProgress
has not been possible as a result of pandemic response priorities and staffing Design and Development section.
20212021
--
Complete
Timeline to 20212020 New date: 2022 2020 New date: 2022
er
Project
Manag
Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Niall Lobley Parks & Cemeteries
͵
/ Community
Rosenberg
Project
New Huron Brigadoon Open Space Strategy
function, are planned,
4.4.2 Community Centre/SchoolBusiness CaseƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ 4.4.3 Area School Centre Construction Construct a joint school/community centre in the Huron Brigadoon area, in partnership
with the Waterloo Region District School Board.4.4.4 Develop an open space strategy to explore the value of open spaces, how they maintained, and managed, and including a review of
permitted uses in parks.
Statement
Strategic Plan Action
2 - 29
24
and
is scheduled for
eference
r
pandemic. Support for
-
erms of
he t
Progress Update
ists and cultural organizations will be
he appropriate time to commence
Waterloo for stakeholder consultation,
T
Developed partnership with the Region of Waterloo and the City of research and analysis. Tplanning for stakeholder consultation late 2020.community engagement is postprofessional art
2021
-
Complete
Timeline to 2020 New date: 2022
er
Project
Manag
Emily Robson Economic Development
cultural
-
Project
engaging a broad
section of the
-
Arts and Culture Plan Develop a new and inclusive Arts and Culture Plan by crosscommunity including the arts and creative industry sector and multicommunities.
section
-
Statement
cultural communities to
-
Strategic Plan Action
Engage a broad cross
4.5 of the community including the arts and creative industry sector and multidevelop an inclusive arts and culture Plan by 2021.
2 - 30
25
n
2020
Progress Update
project is expected to complete in 2021.
The
ivery channels, with feedback collection across
Staff are working with the selected vendor to finalize the contract for this service. A more limited implementatioof this service, with key frontline users including Bylaw, Revenue,
Corporate Contact Centre and Community Centres, is scheduled to be complete by the end of with additional roll out to more staff in early 2021.The program has been adjusted to reflect
current service delmultiple channels starting in late 2020. Additional service channels will be incorporated into the program as they open.
Complete
Timeline to
2020 New date: 2021 2020 New date: 2021
Project
Manager
Jana Miller Corporate Customer Service Christine Baker Corporate Customer Service
-
-
-
person
-
7 on
-
language
r Satisfaction
-
24
an organization
Project
Language
-
ulti
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 customers.Customer Satisfaction Program Implement wide CustomeProgram that enables realtime feedback, monitoring and reporting of satisfaction data to drive service improvements.
of real
wide
-
collection
demand customer .
-
Great Customer Service
Provide onIntroduce a corporate
5.
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 services by 2020.
GOAL:
2 - 31
26
endor in the
v
y the
. The public will be able to test the
Progress Update
2021
launch will take place once the feedback from the
Project to start in 2021Project to start in 2021
The project had been on track to launch in December 2020 with a soft (beta/test) version of the new website and MyKitchener portal to be available to the public. At the time of this
update, exact timing for this launch is being reviewed because of delays bdevelopment of some of the functionality. It is likely to launch early in functionality of the portal during
the beta testing and we will make improvements based on their feedback. The official public beta version has been reviewed and final changes to the website and portal have been made.
20222022
--
Complete
Timeline to
2020 New date: 2021 20212021
Project
Manager
Jana Miller Corporate Customer Service Jana Miller Corporate Customer Service Jana Miller Corporate Customer Service
on
-
services in
-
ugh a
Project
a centralized online
Development
aunch
Online Customer Service Portal Lservice portal where citizens can access their eone place thropersonalized, single signaccount. Set and Communicate Service LevelsƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵Customer
Experience ProgramƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵
.
by 2022
and allowing financial
,
es, including: tree
Enhance customer experience Set clearly communicated and Implement a comprehensive
Strategic Plan Action Statement
5.3 online by delivering customized information, providing easy access to servicestransactions by 2021.5.4 specific service levels for frequently asked about or accessed City servicmaintenance,
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 from
2 - 32
27
closure
terms of reference for
January 2020. Terms of
p the
.
in
o
ce.
due to focus on reopening
Progress Update Terms of reference for consultant services was drafted in March 2020. Work pausedfacilitiesConfirmed involvement of Waterloo Region District School Board to assist with
the study reference for consultant services was drafted in February 2020. Work paused due to teacher strike, pandemic and retirement of key staff resourPlanning is underway to develthe
pool business case.Work was paused due to closure of facilities and the impacts on ice sport organizers
2021
-
Timeline to Complete 2020 New date: 2021 2020 New date: 2021 20202020 New date: 2021
Project Manager Kim Kugler Sport Kim Kugler Sport Kim Kugler Sport Jeremy Dueck Sport
relocate
e
Feasibility Study
Pool Business Cas
Community Services Budd Park Strategy Identify potential sites and estimated costs to 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 Waterloo Region District 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.
BP02BP03BP04BP05
2020 Business Plan Projects
2 - 33
28
-
ck, the
portal to be available to
portal and website
-
version has been reviewed and final changes
providing automated updates to customers when
further expanded in the fall to include 15 property
Progress Update Completed 2020close the loop emails for 15 parking case types in the spring of 2020,cases are created and when assigned or closed. The project was standard case types.
so that the entire online experience
likely be early in 2021. The public will be able to test the
Timeline to Complete Completed 2020
is delayed
Progress Update The project had been on track to launch in December 2020 with a soft (beta/test) version of the new website and MyKitchenerthe public. At the time of this update, exact
timing for this launch is being reviewed because of delays by the vendor in the development of some of the portal functionality. Although the website portion of this project is on tralaunch
launches at the same time. This will provide the most complete user experience that meets our customer's expectations for this project. The adjusted beta launch date willfunctionality
of the website and portal during the beta testing and we will make improvements based on their feedback. The official launch will take place once the feedback from the public beta to
the website and portal have been made.
Project Manager Jana Miller Corporate Customer Service
Timeline to Complete 2020 New date: 2021
ing
Project Manager Nicole Amaral Corporate Communications & Market
notifications to enable citizens to
-
the
first designed
-
have
to
Community Services Close the Loop with Citizens Expand email autoreceive email notifications for all parking complaints.Corporate Services Transformation and Relaunch of Kitchener.ca
Relaunch Kitchener.ca as a usersite that is easy for residents to quickly find any information they are looking for, as well as interested in delivered to them.
BP06 BP07
2 - 34
29
19 health and economic
-
staff curriculum as a
that it fulfills the intent of the
Cambridge in the Fall of 2020. The sessions
community development. A prioritization
part learning program in partnership with the Region of
-
based work and
-
Provincial governments are focused on COVID
Progress Update Kitchener launched a fourWaterloo, City of Waterloo and City of covered original cultures, history of settlement and allyship with Indigenous Peoples and targeted priority
staff in areas relating to senior leadership roles as well as those responsible for landframework to identify key staff has been developed for application to training throughout 2021
and beyond. The course will be adopted as a core learning program and will be evaluated and enriched as needed to ensure Truth and Reconciliation Commission and meets the needs of employees
in delivering service to Indigenous communities. Initial training for council will be deployed in December 2020 and can be expanded if needed using the foundation for future learning.
Staff working on other Government Relation issues related to pandemic response and support, e.g. emergency operating funding from federal and provincial government. Federal and impacts/priorities,
which change regularly; staff have been advocating about local impacts.
2021
-
Timeline to Complete Completed 20202020
Project Manager Paula Dunn Human Resources Paul Grivicic Office of the Mayor & Council
-
-
l
members
indigenous staff
-
Corporate Services Indigenous Competency Training for Staff Implement training for staff to improve customer service and increase capacity of nonand council across the organization to
develop respectful relationships with indigenous peoples.Government Relations & Advocacy Plan 20202021 Work collaboratively with Council to determine and priorities for the 20202021
advocacy period with the federal/provinciagovernment.
BP08BP09
2 - 35
30
pected completion by December 2020.
Progress Update The contract for the new system was awarded in September 2020. Implementation and configuration are currently underway with an exBeta user testing is set to begin in
December 2020 with a phased in launch occurring in early 2021.Designs and plans for online platform are complete within Licensing Services. Moving to online public portal is dependent
on AMANDA 7 and online payment options. This project is on hold until these system upgrades are complete.
TBD
-
Timeline to Complete 2020 New date: 2021 2020
Project Manager Jeff Bunn Legislated Services Helen Fylactou Legislated Services
through
Corporate Services Electronic Agenda Management Create, prepare, approve and publish meeting agenda packages and minutes in a more efficient, collaborative, streamlined manner.Online
Business Licensing Bring applying and paying for a business license online, available to the public the AMANDA Public Portal.
BP10BP11
2 - 36
31
cember
technologies.
De
-
2019 to the end of 2020
tee on Dec 7th.
-
led initiatives into corporate capital
-
continuous improvement opportunities were identified, which will help
forward approach will be presented to commit
-
; and, piloting ways to leverage resident
Progress Update Four new improvement projects were completed between September 2020: leveraging AMANDA to report measures of success in the site plan process; improving file management
accountability in development processes; developing a new urban design scorecard that will streamline the requirement for an urban design briefprojects. A final report highlighting
improvements from midwill be shared with Council in early 2021. Throughout the development services review, manyinform and operationalize future continuous improvement workplans.
Progress Update The final year of the lab pilot has been a busy one with significant advancements in the development and use of design sprints and rapid prototyping of ideas and Staff
have developed a plan to integrate continuing the Digital Kitchener Innovation Lab activities leveraging existing FTEs within the division. An update on the activities of the Lab and
our go
Timeline to Complete Completed 2020
Timeline to Complete Completed 2020
Project Manager Margaret Love Administration Development Services
Project Manager Dan Murray Technology Innovation & Services
a review of our
year pilot.
-
enters its final year
Development Services
the 3
Corporate Services Civic Innovation Lab at Communitech Focus on bringing the knowledge gained and products developed out of the Lab and operationalize them within the City as the Labof
Development Services Review Undergodevelopment services to bring greater focus, coordination and accountability to our development functions.
BP12 BP13
2 - 37
32
has
delayed
is
nt Charges study
live November 2020. Training for
went
for the end of November/beginning of
. The Point of Sale part of the project
Progress Update Provincial legislation proclaimed in Fall 2020. Planning to combine this review with a Developmeupdate starting in Q1 2021.December Capital Variance report planned to
go to Council in Q1 2021. Other 2020 LTFP actions (e.g. policy updates) will be delayed until 2021.SAP Concur Expense staff is scheduled December. Cutover plan communicated to the
organization.Expansion of Payment Options part of the project starteduntil 2021.
Timeline to Complete 2020 New date: 2021 2020 New date: 2021 Completed 20202020 New date: 2021
Project Manager Ryan Hagey Financial Planning Ryan Hagey Financial Planning Brenda Johnson Accounting Saleh Saleh Revenue
us
past
ified
.
ptions
xpense
based forms.
-
paper
Implementation
corporate credit card,
Term Financial Plan
-
payment options for vario
g
benefit charge study to support
lan
ansion of Payment O
recommended actions ident
P
xp
inancial
, and expand
F
.
erm
T
Financial Services
ong
eimbursements to eliminate
Community Benefit Charge Study Complete a communityestablishing a charge under the new Bill 108 framework L Implement/consideras 2020 items in the Lon Electronic Reimbursement Implementation
Consolidate all employee travel and ereimbursements includingmileage, parking, conference and petty cash r Point of Sale and E Replace the existing Point of Sale system, which is its
life cycleservices.
BP14BP15BP16BP17
2 - 38
33
by
off
-
at the City of
September. Project kick
-
identify for interested commodities,
-
mid
-
.
2020, build Q1 2021 and roll out to initial groups
end
spring.
-
-
Completed 2020
Progress Update Agreement signed scheduled for November 2nd with Kronos Team. Initial estimated milestones include workshops completed yearmid Vendors can now selfaccess bid documents
and submit submissions electronically for all solicitation opportunitiesKitchener
Progress Update Progress is ongoing although somewhat delayed (6 months) due to recruitment delays during the pandemic. As this project is projected to be completed in March 2028, is
expected that the delays will not impact overall project.
2028
-
Timeline to Complete 2020 New date: 2021 Completed 2020
Timeline to Complete 2020
Project Manager Jason Winter Asset Management & Business Solutions Ryan Scott Procurement
Project Manager Nick Gollan Sanitary & Stormwater Utilities
based timesheets.
-
and submit tenders,
,
tendering module to enable vendors to
-
bile time entry for operations,
execute stormwater management
identify for interested commodities, access bid
Infrastructure Services
Financial Services
-
Tendering
-
Implement mo
Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Plan and infrastructure projects across the city to leverage the DMAF grant funding and advance the implementation
of the 2016 Integrated Stormwater Management Master Plan.
Mobile Time Entry eliminating the need for paper E Implement an eselfdocuments and drawingsproposals and quotations electronically.
BP18BP19 BP20
2 - 39
34
f
2021 period. By end o
-
ld. RFP issued for a number
plementation of a decision
deliverables are being rescheduled to align with the 2022
Progress Update The project was delayed due to the pandemic, with a key member of the team supporting facility recovery preparation. Finalbudget. Work has progressed on supporting data
work, including Building Condition Assessments, a municipal comparator survey, and an industry benchmarking review; as well as the continuing pilot imsupport software (Assetic Predictor)
to assist in developing capital projections.Schlegel Phase 1 is completed. Phase 2 has been tendered and awarded and is on schedule for late summer 2021 completion.Survivor Garden is
currently on hoof park rehabilitations to start in 2021. Additional scope of work to address site and facility conditions and other areas of work was approved by Council in October
2020. Winter work approved for 20202020, waterproofing insulation and granular fill will be completed for Phase 1. Phase 1 will be completed by end of Q3 2021.
202120212021
- --
Timeline to Complete 2020 New date: 2022 20202020
Project Manager Beatrice Powell Facilities Management Niall Lobley Parks & Cemeteries Lynda Stewart Facilities Management
Park;
; and
on Carl Zehr
capital
RBJ Schlegel
r Spaces
ing
ss the infrastructure
urvivor Garden
focus
,
Program
term maintenance and
-
comprehensive review of facility
construction associated with the rehabilitation
Infrastructure Services
Facilities Infrastructure Conduct ainfrastructure needs that will incorporate building condition assessments, sustainability opportunities, and accessibility needs to identify current
gaps and inform longimprovement strategies to addredeficit.Implementation of Significant Parks Projects Complete Phase 2 design work for plan, design and construct the Scomplete the
upgrade to Westwood Park.Rehabilitation of City Hall OutdooConstruction Phase 1 Begin of City Hall Outdoor spacesSquare and College Street.
BP21BP22BP23
2 - 40
2019-2022 Strategic Plan Actions
1.PEOPLE-FRIENDLY TRANSPORTATION
GOAL: Transform how people move through the city by making the transportation network
safe, convenient, comfortable and connected.
Strategic Plan Action Project Project Timeline to
Manager Complete
1.1 Develop a set of Complete Streets Complete Streets Barry Cronkite Completed
(safe and comfortable) guidelines and an ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Transportation in 2019
associated evaluation scorecard by 2020 Services
to apply to roadway construction
projects.
1.2 Encourage and incentivize Bikeshare Program Barry Cronkite 2020-2022
alternative modes of transportation by Implement a bikeshare service in which Transportation
developing and subsidizing a bikeshare bicycles are made available for shared use to Services
program by 2021.
determine the most appropriate system.
1.3 Install a continuous and protected Protected Cycling Network Connected to Darren Kropf 2020-2023
cycling network that connects adjacent the Downtown Transportation
neighbourhoods to the downtown by Install a continuous and protected cycling Services
2022. network that connects adjacent
neighbourhoods to the downtown by 2022.
1.4 Improve connectivity and year-round 1.4.1 Cycling and Trails Master Plan Update Liz Christensen Completed
maintenance to multi-use trails and ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵ Transportation in 2020
pathways as prioritized through the Services
Cycling and Trails Master Plan with an
initial target of providing year-round
access to a minimum of an additional 3
km of existing trails by 2022.
1.4.2 Connectivity and Year-Round Liz Christensen 2020-2022
Maintenance of Multi-Use Trails and Parks & Open
Pathways Space Design &
Prioritize actions, connectivity and year-Development
round maintenance to multi-use trails and
pathways through the Cycling and Trails
Master Plan, with an initial target of year-
round access to a minimum of an additional
3 km of existing trails by 2022.
1.5 Develop a plan to create pedestrian-1.5.1 Pedestrian-First Street Plan for Gaukel Darren Kropf 2020-2021
first streets between Victoria Park and Street Transportation
City Hall and between the ION and Develop plans to prioritize pedestrians over Services
Kitchener Market by 2022. other travel modes on Gaukel Street.
1
2 - 41
Strategic Plan Action Project Project Timeline to
Manager Complete
1.5.2 Pedestrian-First Street Plan for the Darren Kropf 2021-2022
Kitchener Market Transportation
Develop plans to prioritize pedestrians over Services
other travel modes between the Kitchener
Market ION station and Kitchener Market.
2.ENVIRONMENTAL LEADERSHIP
GOAL: Achieve a healthy and livable community by proactively mitigating and adapting to
climate change and by conserving natural resources.
Strategic Plan Action Project Project Timeline to
Manager Complete
Corporate Climate Action Plan Claire Bennett Completed
2.1 Launch and implement a Corporate
ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Reporting Administration- in 2019
Climate Action Plan by 2019 to achieve
annually on greenhouse gas emission Development
an absolute greenhouse gas emission
reduction will continue until 2026. Services
reduction of at least 8% by 2026.
Leverage Energy Efficiency Reserve Fund Claire Bennett 2020-2022
2.2 Starting in 2019, leverage the
Leverage the fund to undertake energy Administration-
Energy Efficiency Reserve Fund and
efficiency retrofit projects on City of Development
other resources to reduce consumption
Kitchener assets and capture and reinvest Services
and emission at our facilities and in our
the operating savings to pay for capital
operations.
costs.
2.3 Develop a Community Climate Community Climate Action Plan Claire Bennett 2020-2021
Action Plan with partner organizations Complete the 80x50 Community Climate Administration-
by 2020. Action Plan. Development
Services
2.4 Implement the Sustainable Urban 2.4.1 Tree Canopy Target Dave Schmitt 2020-2021
Forest Strategy with a focus on Review the current canopy cover and set Forestry &
establishing a tree canopy target by an achievable target based on best Natural Areas
2020 and eliminating the current practices as well as constraints such as land Management
(2018) tree planting backlog by 2022. availability, quality of soil, etc. in order to
guide ongoing and future investment in
tree planting, protection and maintenance.
2.4.2 Tree Planting Backlog Elimination Adam Buitendyk 2020-2022
Plant at least 750 trees in 2020, with the Forestry &
goal of reaching 2,500 trees and Natural Areas
eliminating the current backlog by the end Management
of 2022.
2
2 - 42
Strategic Plan Action Project Project Timeline to
Manager Complete
2.5 Reduce waste diverted to landfills Waste Diversion Strategy: Increase Waste Claire Bennett 2020-2022
by implementing new diversion Diversion in Our Public Spaces and Events Administration-
programs at our facilities and events by Expand the Waste Diversion Station to all Development
2021. City-run events with large volunteer Services
involvement, and evaluate expanded
waste diversion stations at events, parks
and public facilities.
3.VIBRANT ECONOMY
GOAL: Build a vibrant city by making strategic investments to support job creation, economic
prosperity, thriving arts and culture, and great places to live.
Strategic Plan Action Project Project Timeline to
Manager Complete
Urban Design Manual Dayna Edwards Completed in
3.1 Complete a new Urban Design
ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Planning 2019
Manual by 2019 that expresses city
building and design expectations to
ensure vibrant new development
throughout Kitchener.
3.2.1 Buildout of 44 Gaukel Cory Bluhm Completed in
3.2 Foster the creation of a city-wide
ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Economic 2019
network of incubators, accelerators
Development
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.
3.2.2 Incubator, Accelerator and Co-Cory Bluhm 2020-2021
Working Space Network Economic
Lease all spaces in the Creative Hub, Development
explore the potential to facilitate a Food
Incubator with a business case pending,
and explore partnerships for the
development of manufacturing and
health/med-tech industry incubators.
3.3 Develop the Make it Kitchener 2.0 Make It Kitchener 2.0 Strategy Lauren Chlumsky Completed in
Strategy by 2020 with a focus on ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵ Economic 2020
transformative actions to ensure the Development
attraction, success and retention of
diverse businesses, talent, and
arts/culture across the city.
3
2 - 43
Strategic Plan Action Project Project Timeline to
Manager Complete
3.4 Complete a comprehensive review City-Owned Property Review Lauren Chlumsky 2021
of city-owned properties by 2020 to Complete a comprehensive review of city-& Rob Morgan
determine how they could be owned properties by 2020 to determine Economic
effectively used to advance city how they could be effectively used to Development
strategic objectives. advance city strategic objectives.
3.5 Develop a vision for downtown 3.5.1 City-Owned Property to Market Brian Bennett 2021-2023
Kitchener and continue to position Develop a vision for downtown Kitchener Economic
downtown Kitchener as a leading and continue to position downtown Development
destination for redevelopment Kitchener as a leading destination for
opportunities, with at least one new redevelopment opportunities, with at
city-owned property brought to market least one new city-owned property
by 2020. Finalize the Innovation District brought to market by 2020.
(Bramm Yards) Master Plan by 2021
and the Civic District Master Plan by
2022.
3.5.2 Innovation District (Bramm Yards) Cory Bluhm 2020-2021
Master Plan Economic
Finalize the Innovation District (Bramm Development
Yards) Master Plan by 2021.
3.5.3 Civic District Master Plan Cory Bluhm 2021-2022
Finalize the Civic District Master Plan by Economic
2022. Development
4.CARING COMMUNITY
GOAL:
community spaces and programs; better engaging, serving and supporting our diverse
populations and helping to make housing affordable.
Strategic Plan Action Project Project Manager Timeline to
Complete
Equity, Diversity and Inclusion Strategy Elin Moorlag Silk 2020-2021
4.1 Create a comprehensive Equity,
Create an Equity, Diversity and Inclusion Administration-
Diversity and Inclusion Strategy by 2020 to
Strategy focused on better engaging and Community Services
combat systemic barriers to full economic
serving marginalized and under-
and social participation in the city.
represented people, as well as creating a
more inclusive City workplace.
4.2 Create an Affordable Housing Strategy Affordable Housing Strategy Andrew Ramsaroop Completed
for Kitchener by 2020 in collaboration with ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵ Planning in 2020
the Region of Waterloo, community
groups and the development industry.
4
2 - 44
Strategic Plan Action Project Project Manager Timeline to
Complete
4.3 Reduce social stigmas experienced by 4.3.1 Reduce Social Stigma through Paula Dunn Completed
those living with mental illness and Staff Training Human Resources in 2020
addiction in our community through staff ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵
training and supporting the creation of
appropriate safe consumption and
treatment facilities in Kitchener.
4.3.2 Support for Safe Consumption Completed
and Treatment Facilities in 2019
ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵
4.4 Better utilize existing facilities, 4.4.1 Mill Courtland Community Centre Mark Hildebrand 2020-2021
provide relevant programming at Expansion Business Case Neighbourhood
community centres and support the Complete a needs assessment and Programs & Services
equitable distribution of leisure programs business case to determine the
and resources across neighbourhoods. requirements for an addition to the Mill
Start work on the Mill Courtland Courtland Community Centre.
Community Centre expansion by 2020 and
the Rosenberg Community Centre by
2021. Complete the Huron Brigadoon
Community Centre and an Open Space
Strategy by 2021.
4.4.2 New Rosenberg Community Mark Hildebrand 2021
Centre/School Business Case Neighbourhood
With the Catholic School board, Programs & Services
complete a needs assessment and
business case to determine the
requirements for a joint community
centre/school in the Rosenberg area.
4.4.3 Huron Brigadoon Area School / Mark Hildebrand 2020-2022
Community Centre Construction Neighbourhood
Construct a joint school/community Programs & Services
centre in the Huron Brigadoon area, in
partnership with the Waterloo Region
District School Board.
4.4.4 Open Space Strategy Niall Lobley 2020-2022
Develop an open space strategy to Parks & Cemeteries
explore the value of open spaces, how
they function, are planned, maintained,
and managed, and including a review of
permitted uses in parks.
4.5 Engage a broad cross-section of the Arts and Culture Plan Emily Robson 2020-2022
community including the arts and creative Develop a new and inclusive Arts and Economic
industry sector and multi-cultural Culture Plan by engaging a broad cross-Development
communities to develop an inclusive arts section of the community including the
and culture Plan by 2021. arts and creative industry sector and
multi-cultural communities.
5
2 - 45
5.GREAT CUSTOMER SERVICE
GOAL:
easy and convenient services.
Strategic Plan Action Project Project Timeline to
Manager Complete
5.1 Provide on-demand Multi-Language Interpretation Support Jana Miller 2020-2021
customer service support in Implement a 24-7 on-demand multi-language Corporate
many languages through the interpretation support for telephone and in-person Customer
Corporate Contact Centre by inquiries to enable staff in all facilities to ensure a Service
2020. more consistent and equitable experience for all
customers.
5.2 Introduce a corporate-Customer Satisfaction Program Christine Baker 2020-2021
wide Customer Satisfaction Implement an organization-wide Customer Corporate
Program that will allow for Satisfaction Program that enables real-time Customer
the collection of real time feedback, monitoring and reporting of satisfaction Service
feedback from customers data to drive service improvements.
accessing city facilities,
programs, and services by
2020.
Online Customer Service Portal Development Jana Miller 2020-2021
5.3 Enhance customer
Launch a centralized online service portal where Corporate
experience online by
citizens can access their e-services in one place Customer
delivering customized
through a personalized, single sign-on account. Service
information, providing easy
access to services, and
allowing financial
transactions by 2021.
5.4 Set clearly Set and Communicate Service Levels Jana Miller 2021-2022
communicated and specific Set clearly communicated and specific service levels Corporate
service levels for frequently for frequently asked about or accessed City services, Customer
asked about or accessed City including: tree maintenance, parking, property Service
services, including: tree standards complaints, snow clearing and grass
maintenance, parking, cutting by 2022.
property standards
complaints, snow clearing
and grass cutting by 2022.
5.5 Implement a Customer Experience Program Jana Miller 2021-2022
comprehensive Customer Implement a comprehensive Customer Experience Corporate
Experience Review Program Review Program to help ensure services are easy Customer
to help ensure services are Service
easy and convenient to perspective by 2022.
perspective by 2022.
6
2 - 46
2021 Business Plan Projects
Community Services Project Timeline to
Manager Complete
BP01 Budd Park Strategy Kim Kugler 2020-2021
Identify potential sites and estimated costs to relocate the recreational Sport
assets at Budd Park and compare the costs to the economic benefits of
using the Budd Park for employment lands.
BP02 Cameron Heights Pool Feasibility Study Kim Kugler 2020-2021
Sport
Collaborate with the Waterloo Region District 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.
BP03 Southwest District Pool Business Case Kim Kugler 2020-2021
Sport
Engage community residents/stakeholders in a needs assessment and
business case to determine the elements to be included in the new pool.
BP04 Ice Demand Study Jeremy Dueck 2020-2021
Evaluate ice user needs and trends for ice time to determine the timing of a Sport
new arena.
Corporate Services Project Timeline to
Manager Complete
Transformation and Relaunch of Kitchener.ca 2020-2021
BP05 Nicole Amaral
Relaunch Kitchener.ca as a user-first designed site that is easy for residents
Corporate
to quickly find any information they are looking for, as well as to have the
Communications
& Marketing
BP06 Indigenous Competency Training for Staff Phase 2 Paula Dunn 2021
Review the learning program developed under Phase 1 (2020) to ensure it is
Human
comprehensive and fulfills the learning objectives of the Calls to Action.
Resources
Pilot the existing learning program to address the urgent need for staff
training and to collect more feedback on the suitability of the program in
different areas of the organization.
BP07 Electronic Agenda Management Jeff Bunn 2020-2021
Legislated
Create, prepare, approve and publish meeting agenda packages and
Services
minutes in a more efficient, collaborative, streamlined manner.
7
2 - 47
Financial Services Project Timeline to
Manager Complete
BP08 2020-2021
Mobile Time Entry Jason Winter
Implement mobile time entry for operations, eliminating the need for Asset
paper-based timesheets. Management &
Business
Solutions
BP09 2020-2021
Development Charge (DC) & Community Benefits Charge (CBC) Studies Ryan Hagey
development charges study and investigate whether the Financial
City should prepare a community benefits charge study. Planning
BP10 2020-2021
Long Term Financial Plan Implementation Ryan Hagey
Implement/consider recommended actions identified as 2020 items in the Financial
Long-Term Financial Plan. Planning
BP11 2020-2021
Point of Sale and Expansion of Payment Options Saleh Saleh
Replace the existing Point of Sale system, which is past its life cycle, and Revenue
expand payment options for various services.
Infrastructure Services Project Timeline to
Manager Complete
BP12 Facilities Infrastructure Program Beatrice Powell 2020-2022
Conduct a comprehensive review of facility infrastructure needs that will Facilities
incorporate building condition assessments, sustainability opportunities, Management
and accessibility needs to identify current gaps and inform long-term
maintenance and capital improvement strategies to address the
infrastructure deficit.
BP13 Rehabilitation of City Hall Outdoor Spaces Construction Phase 1 Lynda Stewart 2020-2021
Complete construction associated with the rehabilitation of City Hall Facilities
Outdoor spaces, focusing on Carl Zehr Square and College Street. Management
BP14 Implementation of Significant Parks Projects Niall Lobley 2020-2021
Complete Phase 2 design work for RBJ Schlegel Park; plan, design and
Parks &
construct the Survivor Garden; and undertake design and tender
Cemeteries
preparation for Westwood Park.
BP15 Implementation of the Federal Disaster Mitigation and Adaptation Fund Nick Gollan 2020 -2028
(DMAF)
Sanitary &
Plan and execute stormwater management infrastructure projects across Stormwater
the city to leverage the DMAF grant funding and advance the Utilities
implementation of the 2016 Integrated Stormwater Management Master
Plan.
8
2 - 48
REPORT TO:Committee of the Whole
DATE OF MEETING:December 14, 2020
SUBMITTED BY:Dog Designation Appeal Committee
PREPARED BY:Sarah Goldrup,Committee Administrator,519-741-2200 ext. 7275
WARD(S) INVOLVED:All
DATE OF REPORT:December 4, 2020
REPORT NO.:COR-20-020
SUBJECT:Prohibited Dog Designation Appeal Brown
RECOMMENDATION:
That the decision of the Dog Designation Appeal Committee regarding an appeal filed
by S.Brown, wherein the Committee affirmsthe Dangerous Dog Designation applied
-Waterloo and Stratford Perth,
be ratified and confirmed.
REPORT HIGHLIGHTS:
On November 23, 2020, the Dog Designation Appeal Committee consideredthe appeal
of S. Brown to amend
Twithin the City, but this designation would be upheld
should the dog return to the municipality.
The Committee affirm the Dangerous Dog Designation with enhanced conditions.
This report supports the delivery of core services.
BACKGROUND:
While being
individuals on July 4, 2020, and September 30, 2020, as well as wasallowed to run at large
on several occasions. On September 28, 2020, a Dangerous Dog Designation was served
to N.
unaware of these occurrences. Further unbeknownst to S. Brown, several requirements of
the Dangerous Dog Designation were not abided by, and after finding the dog tied up in a
shipping container, the Kitchener-Waterloo Humane Society took possession of the dog
Society and on October 16, 2020, the Humane Society of Kitchener-Waterloo and Stratford
Clerk subsequently received correspondence from S. Brown appealing the Prohibited Dog
Designation; and a Notice of Hearing was issued to the Respondent and Appellant, advising
on November 23, 2020, a hearing of the Dog Designation Appeal Committee would be held
to consider the matter.
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3 - 1
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 on November 23, 2020, to
consider an appeal filed with the City by S. Brown.
On that date, the Dog Designation Appeal Committee considered a joint statement of facts
and joint proposalthat a Dangerous Dog Designation with enhanced conditions be
S. Brown
designation would be upheld
should the dog return to the municipality.
incidents that caused the Humane Society to lay either designation; and, as S. Brown has
indicated that they are willing to abide by the conditions of the Dangerous Dog Designation;
and, as the Humane Society has stated their satisfaction after viewing interactions between
of Dangerous Dog
-law 2014-142 assigned the following conditions for
the keeping of said Prohibited Dog:
Having considered all of the evidence and exhibits presented on behalf of the
Respondent by Eugenia Maciel, Animal Control Officer, and Erin Kearney, Associate
City Solicitor; the Committee hereby confirms the designation of Dangerous Dog applied
to , by the Humane Society of Kitchener-Waterloo and Stratford Perth; and,
pursuant to By-law 2014-142 assigns the following conditions for the keeping of said
Dangerous Dog:
a)The owner shall ensure that all conditions pertaining to the dog when it is off the
property of the owner including any leashing and muzzling requirements are
complied with in any City Off-Leash Park 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 seven days prior to the relocation of
the designated dog. The owner shall allow the animal services provider to perform
an inspection of the new address prior to the relocation of the designated dog if
such address is located within the City of Kitchener. The owner shall provide the
animal services provider with the name, addressand telephone number of any
new owner seven days prior to the time of sale or giving away of the designated
dog;
c)The owner shall provide the animal services provider with the name, address and
telephone number of any person who temporarily cares for or houses the
i.The animal services provider must inspect and approve the temporary
address at which the designated dog is to be lodged.
ii.Natalie Davis shall not be permitted to care for or house the designated
dog.
d)The owner shall advise the animal services provider within two working days of
the death of the designated dog;
3 - 2
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 for any period of time;
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 licence;
i)The owner shall ensure that the designated dog wears the tag or tags provided
by the animal services provider at all times and 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:
i.Within the dwelling;
ii.In an outdoor pen that is both secure and provides humane shelter to the
satisfaction of the animal services provider;
iii.In an area with secure and adequate fencing to the satisfaction of the
animal services provider; however the animal services provider may refuse
to approve any fenced area if in their sole discretion a fenced area would
provide insufficient protection to a member of the public including
unsupervised children who may wander into the area; or,
iv.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 at least 18 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 in accordancewith this
k)The owner shall ensure that the designated dog wears a securely attached
muzzle that is satisfactory to the animal services providers at all times when it is
penned or confined to the
satisfaction of the animal service provider;
l)The owner shall ensure that the warning sign or signs provided by the animal
person would 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 the name 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;
m)The owner shall ensure that the designated dog is not kept or harboured in a
a multiple unit dwelling or lodging house the dog may be kept or harboured at
other premises subject to all the conditions imposed on the keeping of the dog
pursuant to this designation;
3 - 3
n)The owner shall ensure that the designated dog is microchipped by a licensed
veterinarian and supply the microchip information to the animal servicesprovider.
The owner shall also permit the animal services provider to verify the implantation
of such microchip;
o)The owner shall ensure the designated dog is securely contained in a manner
approved by the animal services provider, such as being caged, penned, or in a
locked room not accessible to children:
i.Prior to the opening of any entrance where the dog is being house; and/or,
ii.Whenever someone who does not habitually reside at the premises where
the dog is being housed attends at or visits the
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
There are no financial implications associated with this report.
COMMUNITY ENGAGEMENT:
INFORM -All those in attendance at the November 23, 2020, hearing were advised of the
meeting. In addition, a Notice of Decision was sent to the Appellant and the Respondents
via registered mail on November 30th, 2020; thereby, further notifying both parties of when
as a delegation.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authoritiesrelated to this matter.
APPROVEDBY:Victoria Raab, General Manager, Corporate Services
3 - 4
REPORT TO:Committee of the Whole
th
DATE OF MEETING:December 14, 2020
SUBMITTED BY:Murray,Dan,Director Technology Innovation and Services,519-
741-2200ext. 7825
PREPARED BY:Murray, Dan, Director Technology Innovation and Services, 519-
741-2200 ext. 7825
WARD(S) INVOLVED:All
th
DATE OF REPORT:December 9, 2020
REPORT NO.:COR-20-021
SUBJECT:Execution of Agreement Renewals Waterloo Region Education
and Public Network (WREPNet)
RECOMMENDATION:
That the Mayor and Clerk be authorized to execute the fourth renewal agreement, as
a partner in the Waterloo Region Education and Public Network (WREPNet), with
Rogers Communications Partnership for the provisioning and supply of a dark fibre
network for a 5 year period beginning September 1st 2021pending successful
renegotiationby WREPNet partners; said agreement to be to the satisfaction of the
City Solicitor; and
That the Manager, Procurementbe authorized to execute a renewal agreement, as a
partner in the Waterloo Region Education and Public Network (WREPNet),with
Softchoice LP for the management and support of the WREPNetnetwork, for a 5 year
period beginning January 1st2021; saidagreement to beto the satisfactionofthe
City Solicitor; and further,
That the Mayor and Clerk be authorized to execute an amending agreementto the
WREPNet Joint Venture Agreement,with all Waterloo Region Education and Public
Network (WREPNet) partners party to the Joint Venture Agreement;said agreement
to be to the satisfaction of the City Solicitor.
REPORT HIGHLIGHTS:
WREPNet has been an extremely successful partnership among local public institutions
for over 20 years and continues to provide greater network access at a fraction of the
costs for all partners.
The recommendations support continuing as a partner in this collaborative partnership.
This report supports the delivery of core services.
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Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
4 - 1
BACKGROUND:
In January of 2000, the City of Kitchener entered intoa joint venture with the Region of
Waterloo, the City of Waterloo, the City of Cambridge, the local school boards, the
Cambridge and Waterloo library boards and Conestoga College. The purpose of the joint
venture was to implement and operate an affordable, dedicated, high speed fibre optic
network for the educational and public sector institutions across the region. This fibre optic
network which is referred to as Waterloo Region Education and Public Networkor
WREPNetis widely utilized and has grown from the original 227 sites to over 358sites in
the past 20years.
WREPNetis a prime example of how municipal governments and other public sector
partners can work collaboratively to reduce cost, enhance network access and share
services. The WREPNetmodel has been extremely effective for the past 20years.
WREPNetis quite unique to the region and is an envied model of many of our surrounding
municipalities.
Current members of WREPNetinclude;
Regional Municipality of Waterloo
City of Kitchener
City of Waterloo
City of Cambridge
Waterloo Region District School Board
Waterloo Catholic District School Board
Waterloo Public Library
Kitchener Public Library
Conestoga College
Grand River Hospital
Services of Waterloo
The WREPNetjoint venture is structured by a framework of legal agreements which include;
1.A cost sharing agreement amongst the partners based on number of sites. This
agreement needs to be amended to add new members to the joint venture partnership and
define responsibilities of participation in the governance model. This agreement outlines
the responsibility of each partner to manage billing of the two agreements (described below)
directly with the respective organizations and that all shared costs will be broken out by
partner on a per site basis.
2.A lease agreement to supply and maintain dark fibre optic cabling for the WREPNET
network. The original agreement was signed between the partners and Fibretech
Telecommunications Inc. on August 1, 2000. It was then assumed by Atria in 2005, and
then again assumed by Rogers Communications Partnership in 2013. This agreement has
been renewed a total of three times for five year terms.
3.An agreement to provide support and implementation services and management of
the entirenetwork for the partners. The original agreement was signed between the partners
4 - 2
and Unis Lumin Inc., and was assumed in 2011 by Softchoiceand was renewed again in
2016.
REPORT:
st
The current agreement for dark fibre with Rogers expires August 31of 2021and the
st
agreement for network management and support with Softchoice expires December 31
2020. Both contracts include a provision for a 5-yearrenewal term. The end dates of the
agreements are intentionally separated to allow for less disruption to the WREPNET
partners in the case of a non-renewal. The WREPNET partners collectively agreed to renew
the contract with Rogers well in advanced of the renewal date to ensure any changes to
costs could be accommodated for in the 2016 budget planning cycles, aswell as to ensure
the ongoing interest of Rogers to continue to support the partnership and the model as it
was assumed from Atria.
The overarching agreement with Rogers allows for an adjustment in monthly cost per site
at the end of each 5-yearterm. This adjustment is based on Consumer Price Index
throughout the previous term.
In order to extend the current agreements with both Rogers and Softchoice they must be
signed by the City of Kitchener and all other WREPNET partners who have all voted in
agreement to pursue renewals to both agreements.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
Capital BudgetAll costs to fund the portion of the costs for WREPNET
have been budgeted for in the 2021budgetfor the WREPNet project.Increases to the
pricing of the dark fibre optic services are tied to the increase of the Consumer Price Index
(CPI) over the course of the previous contract term. Anticipated increases have been
planned for in the 10-yearcapital budgetforecast.
COMMUNITY ENGAGEMENT:
INFORM
the council / committee meeting.
COLLABORATE The WREPNetpartnership has involved a number of local public sector
entities in a very cost effective and successful collaborative venture for well over 20 years.
PREVIOUS REPORTS/AUTHORITIES:
4 - 3
FCS-15-049Execution of Agreement Renewals Waterloo Region Education and
Public Network (WREPNet) sought authorization to execute the last required agreement
renewals.
APPROVEDBY:Victoria Raab General Manager, Corporate Services
4 - 4
REPORT TO:Council
DATE OF MEETING:December 14, 2020
SUBMITTED BY:Saleh Saleh, Director of Revenue,519-741-2200 ext.7346
PREPARED BY:Feras Abdulhadi, Tax Specialist,519-741-2200 ext.7440
WARD(S) INVOLVED:All
DATE OF REPORT:December 7, 2020
REPORT NO.:FIN-20-073
SUBJECT:Applications for Cancellation, Refund, Reduction of Taxes
th
December 14Hearing
RECOMMENDATION:
That the applications to City Council for write-off, cancellation, reduction, orrefund
of taxes totalling $130,331.06as attached to Financial Services Department report
FIN-20-073, be approved, pursuant to Sections354 and 357 of the Municipal Act,S.O.
.
BACKGROUND:
Sections354 and 357 of the Actallow the local municipality to write-off, cancel, reduce or
refund all or part of taxes levied on land in the year in respect of which the application is
made for certain specific reasons as laid out in thesesectionsof the Act.
REPORT:
Eighteen applications for adjustment of taxes under Sections 354 and357 of the Actwere
processed, resulting in a net reduction of taxes in the amount of $130,331.06. The required
notices to the affected parties were sent out in accordance with the relevant legislation.
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5 - 1
The following table shows a breakdown of the reduction in taxes in this report by the
applicable reason.
Relevant
Total Taxes
subsectionof the Reason for Application
Reduced
Act
354(2)(a)Uncollectible taxes$4,521.42
357(1)(a)Ceases to be liable for tax at rate it was taxed$(985.49)
357(1)(c)Became exempt$20,449.57
357(1)(d)(ii)Damaged and substantially unusable$34,145.08
357(1)(f)Gross or manifest clerical/factual error (in the assessment roll)$38,455.68
357(1)(g)Repairs/renovations preventing normal use $33,744.80
Total$130,331.06
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
through the delivery of core service.
FINANCIAL IMPLICATIONS:
The tax reductions are shared with the Regional Municipality of Waterloo and the School
Boards.The net effect to the City of Kitchener is a reduction in current year revenue,
including a reduction in City levies of $27,311.80 and a reduction in BIA levies of $6,191.37,
both of which are accommodated within the 2020 Operating Budget.The City share forms
-offs, which carries a net revenue budget
of $1.1million annually.
COMMUNITY ENGAGEMENT:
INFORM
the council meeting.
The required notices to the affected parties were sent out in accordance with the relevant
legislation under Section 357 of theAct.
ACKNOWLEDGED BY: Jonathan Lautenbach, Chief Financial Officer.
5 - 2
REPORT TO:Council
DATE OF MEETING:December 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
Andrew Ramsaroop, Engagement and Program Manager
519-741-2200 ext. 7242
WARD(S) INVOLVED: All
DATE OF REPORT:December 9, 2020
REPORT NO.:DSD-20-214
SUBJECT:Housing for All – City of Kitchener Housing Strategy
RECOMMENDATION:
T
hat Housing for All, attached as Appendix A to DSD-20-214, be approved as the
housing strategy to guide the city’s actions and investmentsto address housing
challenges in our community, from 2020 through 2025;
That Housing for All be forwarded to the Region of Waterloo to guide understanding
of the City of Kitchener’s interest and priorities in working collaboratively with the
Region in support of the Region’s mandate to address housing challenges;
T
hat the Defining Affordability Sub-Committee work be referred to staff for
consideration in developing affordability targets for non market-based housing
policies, including inclusionary zoning; and further,
T
hat the Engagement Sub-Committee draftterms of reference for a lived experience
working group to advise staff on implementation of the housing strategy be referred
to staff to finalize.
REPORT HIGHLIGHTS:
This report seeks Council approval of Housing for All,the housing strategy for the City
of Kitchener, prepared in collaboration with the Housing Strategy Advisory Committee,
Council, stakeholders and the public.
*** This information is available in accessible formats upon request. ***
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6 - 1
Housing for All sets out 7 priorities:
o Human Rights Based Approach to Housing
o Commitment to Lived Experience Collaboration
o Help End Homelessness
o Help Secure Community, Affordable Rental and Affordable Ownership Housing
o Advocacy
o Align Policies, Processes & Use of City Land to Facilitate More Affordable Housing
o Fill Data Gaps and Establish Effective Monitoring and Accountability Mechanisms
Financial implications have been addressed through the proposed 2021 budget,
including operational funding of $125,000 in Development Services to support housing
initiatives, existing staff resources in Planning and Economic Development, the council
approved creation of a position in the new Equity Team to ensure implementation of the
strategy and up to $15 million through the Economic Development Investment Fund and
development ofinnovative investment models, leadership and partnerships in creating
mixed-income communities.
Community engagement included in person and virtual meetings of the Advisory
Committee and its sub-committees, two Engage Kitchener Surveys to capture public
comments, meetings and interviews with diverse stakeholders and related engagement
in the creation of Make It Kitchener 2.0 where affordable and attainable housingwas
identified as the community’s top priority.
This report supports the Caring Community Strategic Plan Goal by creating an
Affordable Housing Strategy.
BACKGROUND:
On June 24, 2019 Council approved the 2019-2022 Strategic Plan, including the Caring
Community Goal which focuses in part on helping to make housing affordable and the
strategic action to create an Affordable Housing Strategyby 2020in collaboration with the
Region of Waterloo, development industry and not-for-profit housing service providers.
Council received the Affordable Housing Strategy Work Program summarized in the
following graphic on June 24, 2019.
Figure 1: Work Program
6 - 2
The Affordable Housing Strategy Advisory Committee, formed to advise staff, first met in
November 2019 and met 9 times with their last meeting on November 26, 2020. Council
received the Housing Needs Assessment on January 13, 2020 and participated in a Strategy
Session focused on Affordable Housing Issues and Options on February 24, 2020. Council
identified homelessness as the top issue to focus on and noted the importance of supporting
the Region of Waterloo in their mandate to lead and address this issue. In addition, Council
wanted to see improvements to housing options across the housing continuum. Results of
an Engage Kitchener Survey launched on March 13, 2020 and concludingon May 8, 2020
informed the development of the draft Housing Strategy presented to Council on Aug 31,
2020. A second Engage Kitchener Survey launched on September 28, 2020 and concluding
on November 30, 2020, informed the creation of the recommended housing strategy.
Housing Situation
Kitchener’s housing situation has dramatically shifted since 2016. Key findings from the
Housing Needs Assessment showed a 41% increase in average rents andthat the average
price for a house increased by 104% between 2009 to 2019, with most of the increase since
2016. Recent information (July 2020) from the Kitchener Waterloo Association of Realtors
indicates that housing prices continue to rise in the city due in part to purchasers moving
from the Toronto area. This summer theaverage home price was reported to be $639,814
1
in Waterloo Region. As well, about 28% of renter households in the City are in Core
2
Housing Need based on 2016 census information.
Ideally, housing needsand housing supply match up. In Kitchener’s case there is a gap
between housing needs and housing supply. There is a need for 450 units of supportive
housing, 5,000 units of community housing and 9,300 units of affordable rental housing to
fill gaps in the existing supply. Filling these needs became targets for the housing strategy.
What the City Can Do
Staff identified the municipal tools available to the City to address housing issues. Council
wanted to ensure that the housing strategy does not duplicate work done by the Region and
others. The array of tools available to the City of Kitchener are listed below.
Figure 2:Housing Tools Available to Local Municipalities
1
Kitchener Waterloo Association of Realtors, 2020
2
CMHC defines a household as being in Core Housing Need if its housing costs more than 30% of the household
income to pay the median rent, and/or the housing requires major repairs and/or if there is overcrowding in the housing.
(CMHC)
6 - 3
PORT:
RE
Housing for All is Kitchener’s comprehensive strategy to realize the right to housing using
the tools available to a local municipality. It is a five-year strategy that builds on work
underway, identifies new work to be undertaken, and promotes partnerships and
collaboration.
Housing Work Across the Region
Staff from the Region were represented on the Advisory Committee and contributed to
developing the strategy. The Region recently established an inter-municipal group to co-
ordinate and collaborate on housing and homelessness issues and opportunities. Each
municipality is identifying how it can contribute to address housing issues, including
reviewing municipal sites for affordable housing potential. The City of Waterloo has now
completed a needs assessment and their Council recently directed their staff to prepare a
housing strategy. Consideration of undertaking a housing strategy will be before City of
Cambridge Council in February. Kitchener, Cambridge and Waterloo staff are continuing to
work together to advance inclusionary zoning and are interested in further collaboration on
policies to advance affordable housing.
Kitchener Housing Targets
The following housing continuum graphic illustrates housing targets for the city by type of
housing and range of household incomes.
6 - 4
Principles
Housing for All is developed on a foundation of the following principles:
Stable, secure, affordable housing asa human right shouldbe available for everyone
Lived-experience focused – implementationconsiderations must involve people
affected the most
Equity, diversity, and inclusion principles to help identify and remove barriers and
reinforce best practices
Explicit anti-racist/anti-discriminatory principles to address housing equity issues
Focus efforts on achievable actions in realistic timelines that Kitchener has
jurisdiction or resources to do
Work collaboratively with others through partnerships and creative solutions, to make
the needed substantive and long-lasting changes to help make housing affordable.
In addition to housing, coordinated support systems and income security must be in
place
Priorities and Actions
Housing for All is a five-year plan that contains seven priority areas with specific
implementing actions. The list of actions is extensive however, some work was underway
or has been started while the strategy was being prepared. The strategy serves to co-
ordinate work across several departmentsand with the Regionof Waterloo. Appendix B
contains the list of all actions and the status of work underway on implementation of Housing
for All as well as indicating assigned staff.
1.Human Rights Based Approach to Housing
Address Nimbyism
Develop and promote fact-based research
Ensure that theright to housing informs and is responsive to climate change
Provide sufficient resources to realize the right to housing
Collaborate with The Shift on a two-year pilot project to localize implementation of
housing as a human right
2.Commitment to Lived Experience Collaboration
Recognize and treat those in need of housing or related social benefits as experts in
what is required and able to positively inform the outcome of decision-making
processes
Ensure knowledge of rights and provide access to relevant information and sufficient
time to consult
Ensure meaningful participation in the design, implementation and monitoring of
housing policies and decisions
Work with community organizations, like the Social Development Centre, to
proactively identify and eliminate socio-economic barriers to participation
Create and implement a two-year pilot project for staff to work with and learn from a
Lived-Experience Working Group on addressing housing issues in the city, to gain
advice on strategy implementation and to monitor progress.
6 - 5
3.Help End Homelessness
Target: Facilitate the creation of 450 units of new supportive housing
Provide leadership in providing 2 city sites to match 2 regional sites in Kitchener for
supportive housing
Advocate for the Region and local municipalities to provide sites for diverse types of
supportive housing across the region and for appropriate supports from Ontario
Health Teams
Advocate for ShelterCare to gain a permanent home
Work with the Region and operators to facilitate development of:
o OneROOF supportive housing for youth
o YWCA supportive housing for women
o A transition plan for A Better Tent City to move to an alternate location and provide
innovative supportive housing that meets resident’s needs
o Indwell redevelopment of St Marks Church for supportive housing
o Housing for people in encampments, in shelters and leaving homelessness
Advocate for the Region to address encampments incorporating a human rights-
based approach
Support the Region and Service Providers to improve and enhance the quality of
people centered information and Coordinated Access System to gain further insight
into the diverse types of supportive housing needed.
4.Help Secure Community, Affordable Rental and Affordable Ownership Housing
Target: Facilitate the creation of new community housing, new affordable rental and
new affordable home ownership housing, with a priority to focus on housing for
households with low incomes
Advocate for development of Kitchener’s share of options for households on the
Community Housing Waiting List
Identify City lands suitable for others to develop for affordable housing and seek to
incorporate community housing, below market rental & below market ownership units
Pilot 2 city sites involving community housing in proximity to transit /major transit
station areas
Help connect Kitchener’s experienced non-profit housing sector with developers,
through partnerships and creative solutions, to make the needed substantive and
long-lasting changes to help make housing more affordable
5.Advocacy
Jointly develop a Region/City Charter to ensure collaboration and opportunities to
identify and address housing challenges in Kitchener.
6 - 6
Request the Region of Waterloo, in collaboration with local municipalities, non-profit
housing, support, and philanthropic organizations and the private sectors, to develop
a funding strategy to end homelessness through a reimagined shelter, supportive and
community housing plan.
Jointly advocate with the Region for Provincial and Federal funding for housing for
community building, sustainability and economic recovery, including:
oHouse of Friendship seeking 2 sites and funding for the ShelterCare integrated health
and transitional housing concept (80 units) and a supportive housing project (60 units)
oYWCA-KW seeking a site and funding for approximately 50 one-bedroom units of
affordable supportive housing for women
oThe Working Centre to acquire and renovate a second site (Water Street 2.0) and add
40 units of housing to their portfolio
oKitchener Housing Inc (KHI) seeking a site and working in partnership with a developer
to create new community housing and to purchase buildings to preserve affordable
housing
oOneROOF proposal to develop approximately 58 units of supportive housing for youth
who are homeless on their site
oA Better Tent City moving to an alternate location with innovative supportive housing
that meets resident’s needs
oWaterloo Region Habitat for Humanity seeking sites for affordable home ownership
oIndwell St Mark’s Redevelopment and 2-3 more sites in Kitchener for approximately
120 to 180 supportive housing units
oMenno Homes seeking funding to complete project under development
oHabilitation seeking funding for a supportive housing project
oReception House Waterloo Region seeking a site and funding for the development of
a Refugee Services Hub.
oThresholds Homes and Supports is seeking to develop 2 supportive housing sites
oKW Urban Native Wigwam Project is seeking to develop a site for affordable housing
oJohn Howard Society Waterloo-Wellington seeking funding for a full-time staff to help
develop a housing strategy/model
oChurch and Religious Institutions within the City have expressed interest in
redeveloping their surplus lands to accommodate affordable housing and are looking
for capital funds and development expertise
oPrivate Sector Affordable Housing developers have expressed interest in developing
more affordable housing units, but face barriers around acquiring sites and capital
funds.
Request the Region to revise its Housing and Homelessness Plan to further
incorporate local municipal input based on local needs identified through needs
assessments and continue to develop future plans in collaboration with local
municipalities, non-profit housing and service providers, philanthropic organizations
and the private sector.
Request (through AMO) that the Government of Ontario develop and adopt a
provincial housing strategy including measurable targets and sufficient funds for
ending homelessness and ensuring access of all Ontarians, including those of limited
income, to housing of an adequate standard without discrimination. It should also
take into consideration the needs of Indigenous people, LGBTQ people, people with
disabilities including mental illness, women experiencing domestic violence, lone
parents, immigrants and newcomers and other people living in poverty or with low
incomes.
6 - 7
6.Align Policies, Processes & Use of City Land to Facilitate More Affordable Housing
Report to Council on the feasibility and implications of potential policies:
o Inclusionary Housing Policy and implementing Zoning Bylaw
o Lodging House Policy and implementing Zoning Bylaw
o Parking Waiver Policy and Zoning Bylaw for affordable housing developments
o Parkland Dedication Waiver Policy for affordable housing developments
o Tenant Assistance Policy and implementing Bylaw to mitigate impacts from
redevelopment of rental apartments on current tenants, including consideration of
developers providing advance notice & assistance to residents eg. relocation support
o Community Improvement Plan for affordable housing
Continue improving the development approval process with input from the
development industry and the community
Consider fast trackingnon-profit and affordable housing developments through city
processes
Continue the Fee Waiver Policy for non-profit organizations and consider expanding
its application to affordable housing units provided in private sector development
applications
Consider establishment of an Affordable Housing Reserve Fund to support affordable
housing initiatives
Develop a strategy for the use of city lands for affordable housing and play a
leadership role in advancing innovative mixed housing communities, as a model for
other Canadian communities to replicate
Assess feasibility of including affordable housing in the development of new or
redeveloped City facilities, eg. community centers
Request the Region to prioritize collaborative determination and designation of Major
Transit Station Areas in the Regional Official Plan
Request the Region and School Boards to consider reviewing with the City the
feasibility and implications of reducing the Regional and School Board shares of
Development Charges for affordable housing development
Requestthe Region to considerfeasibility and implications for funding for growth
related (future) affordable housing developments in creating development charge
policies
7.Fill Data Gaps and Establish Effective Monitoring and Accountability Mechanism
Provide annual updates to Council, the public and staff on housing needs
assessments
Provide regular public reports on success and challenges in implementing Housing
for All
Undertake additional work to assess housing needs for:
o Indigenous people
o LBGTQ+ community
o People earning the minimum wage
6 - 8
o People who are homeless – especially for people with mental health and addiction
challenges
o People with disabilities with low to moderate incomes
o Recent immigrants
o Seniors, especially those in rental housing or requiring care. (The population aged 65
years and older increased by 35% from 2006 to 2016 and is expected to almost double
(increase by 94%) by 2041.
o Single parents
o Students and youth
Track and monitor renovictions, where tenants are displaced from their homes to
allow major renovations or redevelopment to proceed and housing held for
investment in Kitchener
Use the City’s Social Media Platforms to engage and inform the public on addressing
housing issues in the city
Develop an annual work plan to implement Housing for All including timing and
responsibilities, to be used to inform annual budgets
Recommend an annual operating amount to support housing initiatives
Provide staffing to support implementation of the Affordable Housing Strategy
STRATEGIC PLAN ALIGNMENT:
This report supports the Caring Community Strategic Plan Goal by creating an Affordable
Housing Strategy in collaboration with the Region of Waterloo, community groups and the
development industry.
FINANCIAL IMPLICATIONS:
Financial implications have been addressed through the proposed 2021 budget, including:
annual operational funding of $125,000 to support housing initiatives,
existing staff resources in Planning and Economic Development,
creation of a council approved position on the new Equity Team to ensure completion
of the strategy, and
up to $15 million through the Economic Development Investment Fund for
development of innovative investment models, leadership and partnerships in
creating mixed-income communities.
The recommendations have no impact on the Capital Budget and no impact on the proposed
2021 Operating Budget.
Federal and provincial governments have pledged funding for municipalities to deal with the
pandemic, including providing housing for people who are homelessand funding for
affordable housing. Funding would be administered through the Region. Kitchener’s work
on the needs assessment and the identification of opportunities with non-profit and service
providers has positioned it well to help advocate for and attract needed funding for creating
new affordable housing.
6 - 9
COMMUNITY ENGAGEMENT:
This phase of the project primarily used the INFORM and CONSULT aspects of the City’s
engagement strategy with COLLABORATE for data components. Appendix C provides a
summary of the engagement and the list of engagement contacts. The community was
engaged using the following methods:
Advisory Committee workshops and sub-committee meetings
Engage Kitchener Surveys
One-on-one stakeholder interviews
Meetings with community groups
Kitchener Market
Social media posts.
It is estimated that city staff engaged with close to 500 people including citizens,
stakeholders, members of the Advisory Committee, city staff and Members of Council.
The Engagement sub-committee suggests that City staff move towards the COLLBORATE
and EMPOWER aspects on the City’s engagement strategy and explore new ways of
engaging with the public including moving away from point-in-time engagement to
meaningfully engaging, empowering and collaborating with people with lived experience.
INFORM - This report has been posted to the City’s website with the agenda in advance of
the committee/council meeting.
Affordable Housing Strategy Advisory Committee
The Affordable Housing Advisory Committee is composed of members of the public, four
members of Council, representatives of the non-profit community, the development
community, academia and regional and city staff. The Committee Co-Chairs are Karen
Coviello, CEO of Habitat for Humanity Waterloo Regionand Justin Readman, General
Manager of Development Services at the City of Kitchener. The Committee has made
significant contributions, through brainstorming, review and comments, and in providing their
insights to support the creation of Housing for All. The Committee played a significant role
in advocating for people with lived experience to be heard and their views addressedin
developing and implementing the strategy.
The Affordable Housing Strategy Advisory Committee provided information and feedback
on the following:
Kitchener Housing Needs Assessment
Housing Continuum focus
Identifying the Key Stakeholders
Engagement
Housing as a Human Right
Lived Experience
Advocacy
6 - 10
Quick Wins and Key Directions
Draft Strategy
Prioritizing City Actions
Recommended Strategy
Four sub-committeeswere formed to focus on:
Affordability
Engagement
Research and Best Practices
Lodging House Review
The Affordable Housing Strategy Advisory Committee has fulfilled its mandate and will be
wound down once Council approves the Affordable Housing Strategy.Staff will commence
implementation of the housing strategy and report to Council on regular intervals to update
on progress.
The Affordability sub-committee undertook research and proposed a definition of
affordability.Staff will consider this work in the process of developing affordability targets
for non market-based housing policies, including inclusionary zoning.
The Engagement sub-committee drafted terms of reference for a lived experience group to
provide advice on implementing the housing strategy. Staff will refine and finalize the terms
of reference and establish the lived experience working group.
The Research and Best Practices sub-committee provided input throughout the
development of the strategy.
The Lodging House sub-committee members will commence working with staff in early
2021. This work was delayed due to the pandemic.
PREVIOUS REPORTS/AUTHORITIES:
PREVIOUS CONSIDERATION OF THIS MATTER:
DSD-20-108 – Draft Housing Strategy – Tabled for Public Input
DSD-20-034 – Council Strategy Session – Affordable Housing Issues and Options
DSD-20-006 – Affordable Housing Strategy Phase 2: Housing Needs Assessment
DSD-19-134 – Affordable Housing Strategy – Work Program Overview
CAO-19-010 – City of Kitchener 2019-2022 Strategic Plan
CSD-17-034 – Development Incentives for Affordable Housing Implementation
CSD-17-018 – Development Incentives for Affordable Housing – Phase 2
CSD-15-085 – Development Incentives for Affordable Housing Discussion Paper
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Attachments:
Appendix A: Housing for All – Recommended Housing Strategy
Appendix B: Status of Work Underway on Implementation of Housing for All
Appendix C: Engagement Summary
6 - 11
ndix A: Housing for All – Recommended Housing Strategy
Appe
6 - 12
caring community.
a blueprint for a more
December 2020
Housing For All
6 - 13
is the City of Kitchener’s
ations Special
eur on Housing,
For All
Leilani Farha, United NRapport February 2020
.”
Housing comprehensive strategy to realize the right to housing and help make housing available to a local municipality.
“ ”
“The present global housing crisis is not like any previous crisis of its kind. It is not caused by a decline in resources or an economic downturn but rather by economic growth, expansion
and driver of growing socioeconomic inequality, increasing wealth for those who own housing and driving those who do not into greater debt and poverty
For All
development industry.
Responding to public concern over expressed by the public in the Strategic Plan Environics Survey, Council directed completed by 2020 in collaboration with the Region of Waterloo, community
groups and
A Human Rights Based Strategy to Address Homelessness and Housing
Housing
2
6 - 14
3
In order to uphold commitments made to respond to the Calls to Action of the Truth and Reconciliation Commission, a region-wide Reconciliation Action Plan is being launched by area municipalities
and the Region. This work will involve comprehensive engagement with local Indigenous communities, including Elders, knowledge keepers and youth, to better understand the range of interests,
community needs, opportunities, and associated challenges experienced locally.
Land and Call to Action Acknowledgement We acknowledge that Kitchener is situated on the traditional territory of the Neutral, Anishinaabeg and our responsibility to serve as stewards
for the land and honour the original caretakers who came before us. We would also like to acknowledge that our community is enriched by the enduring knowledge and deep-rooted traditions
of the diverse First Nations, Métis and Inuit in Kitchener today.We acknowledge that the City’s initial response to the Calls to Action of the Truth and Reconciliation Commission is
a starting point in the City’s journey to develop meaningful relationships and work toward reconciliation with the local First Nations, Métis and Inuit communities. We recognize and
acknowledge, however, that a more comprehensive approach to reconciliation is required to address systemic inequities, racism and to better support, celebrate and deliver services to
Indigenous Peoples in Kitchener.
6 - 15
Brian Doucet
Alex Sumner, Mike Maxwell,
Debbie Chapman, Christine Michaud,
Ryan Pettipiere
Rhonda Wideman
was prepared under the direction of Justin Readman, General Manager of Development Planning Division, Andrew Ramsaroop, Planning Division, Mike Seiling, Building Division, Brandon Technology
Innovation and Services
Council: Dave Schnider, Paul Singh Industry: Academic: Region:LHIN:
informed by the voices of those with lived experience, generously shared through in-person, virtual and survey connections. We would like to thank Co-Chairs Karen Coviello members.
Acknowledgments
Public: Regan Sunshine Brussé, Charles Nichols, Alan Praught, Janice Bock.Karen Coviello, Dan Driedger, Aleksandra Petrovic Graonic, Jessica Bondy, Joe Mancini, Al Mills, Carl Cadogan
4
6 - 16
5
Kitchener is a dynamic city experiencing strong recent growth and development which is expected to continue in the future. Kitchener is part of the fastest growing region in Canada.
Over a 25-year period, Kitchener is expected to grow by approximately 80,000 people, which is equivalent to about 35,000 new households . The city is changing with taller buildings,
increasing urbanization and a trend to smaller household sizes. This growth
The city is attracting a wide diversity of people eager to live and work in attracting and retaining residents requires housing options that serve all income levels and household types.
As our city becomes more diverse, we must become a more equitable and inclusive community. A city where everyone feels like they belong, are welcome, their needs are met and they can
fully share in our city’s prosperity.
market for housing and applications to permit new residential development continue to be submitted to the city. Many businesses are struggling due to stay safe - if you had a home.
Responding to homelessness during the pandemic demonstrated that as a society we could do better. Providing housing and supports resulted in improvements in health and housing outcomes
for people who are homeless.
Pandemic
Overview Equity, Diversity, Inclusion
6 - 17
help identify and
is a human right and needs
– implementation must involve
with others through partnerships and
Housing for All is developed on the following principles:
The current housing delivery and support system is not functioning cannot be met by market forces and the development industry needed to meet people’s needs.
to be available for everyoneremove barriers and reinforce best practices that Kitchener has jurisdiction or resources to do creative solutions, to make the needed substantive and long-In
addition to housing,
Housing for All is our strategy to realize the right to housing.
6
6 - 18
7
.
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t
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l
o
s
a
o
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y
a
w
r
u
o
k
a
e
w
t
t
’
ngage Kitchener
n
includes the important priorities Survey Respondent
August 2020
a
c
e
E
W
Align Policies, Processes and Use of
Advocacy “ ”
.
For All
e
u
s
s
“The City of Kitchener has the opportunity to be a leader in Waterloo Region. We need bold iand bold, decisive actions are the only thing that will get us ahead of the curve.”
Housing for the City to address to reduce inequality in our Collaboration Monitoring and Accountability Mechanism
housing continuum - from homelessness to issues throughout the housing continuum issues throughout the continuum. All levels of government, the private sector and the non-housing need
in a community.
Housing Continuum
6 - 19
* the numbers around the perimeter of Wheelhouse are the City’s targets** The numbers within the Wheelhouse are income deciles for Kitchener
Housing
Housing
Community
Supportive
Shelter
Housing
Home
Ownership
HomelessEmergency
a
Home
Housing
Ownership
The Wheelhouse: new way of looking at the housing contiuum 8
6 - 20
9
dvocacy
A
Contents
6 - 21
Healthcare Equitable
: Healthcare on
26%
Healthcare
Theme 1: 28% answered: system and housing system need to be interconnected.Theme 2:answered: access to healthcare for the most vulnerable populations.Theme 3: 13% answered location including
mobile clinics.
Post-
Post- Post-
Education
Theme 2: 13% answered:secondary institutions are responsible for educating and removing stigma.Theme 3: 12% answered:secondary institutions should provide more socially aware and inclusive
educations in planning, health and economics.
Post- Secondary
Theme 1: 19% answered: secondary institutions should be responsible for providing adequate for students.
Theme 1: 20% answered: housing providers should provide good housing, diverse options and appropriate supports.
Theme 2: 15% answered:housing providers should continue to listen and advocate.Theme 3: 15% answered: housing providers need more support, funding and resources.
The
Private
Private
Theme 1: 15% answered: need for the private sector/developers to collaborate with government and non-
Theme 2: 15% of answered: Sector should have an awareness of the need in the community.
Theme 3: 14% of answered: sector should have a social responsibility to the community,
Private Sector
Roles Everyone has a role to play in addressing homelessness and housing issues. Public opinion from Kitchener residents on how the various sectors can contribute to addressing housing
and homelessness issues is summarized below*.
Theme 3: 6% answered: Government should establish guidelines and regulations to housing.
Theme 1: 26% answered: Government should provide development incentives.
Theme 2: 8% answered: between levels of government.* This chart is derived from the Phase 3 Engage Kitchener Survey
Government
10
6 - 22
11
Direct
Sharing
Provision
Financial
and Land
Advocacy
Information
Planning
Education
Strategies
Partnerships
Process
Research
Approval
uses all of these tools, except
For All
What the City Can Do Under provincial housing services legislation, the System Manager responsible to address housing and homelessness issues from a public sector perspective. We support
the Region in delivering its to be complementary and supportive of Region of Waterloo mandate, roles, responsibilities and their are unique to the City and where Kitchener has jurisdiction
or resources. Housing direct provision of housing. The City leaves direct provision to experienced housing builders and by the City but now operates at arms-length from the municipality
and receives funding from the sector housing builders and operators.
6 - 23
fact-based
ugust 2020
ngage Kitchener
Survey RespondentEA
with the Shift on a two-year
Nimbyism
“ ”
that the right to housing informs
housing, elimination of NIMBYism, a proactive approach to homelessness (give people homes!!), and an explicit commitment to anti-racism and anti-discrimination”
researchand is responsive to climate change right to housingpilot project to localize implementation of housing as a human right
Actions:•••••
it has potable water, sanitation facilities, electricity and other basic services, and it is accessible to schools, health services and employment opportunities.Rights to health, education,
and employment,Rights to non-discrimination, equality, inclusion,Right to life, security and sustainability.
•••The right to housing is interdependent with •••
Human Rights Based
Priority 1: Approach to Housing
The Government of Canada committed to the United Nations that we would “recognize the right of everyone to an adequate standard of living… including adequate food, clothing and housing.”
In 2019 Canadian law recognized that the right to adequate housing is a fundamental human right by passing the The right to adequate housing means all levels of governments must ensure
that everyone – especially the disadvantaged - has access to adequate housing.
12
6 - 24
13
Recognize and treat those in need of experts in what is required and able to positively inform the outcome of decision-making processes Ensure knowledge of rights and provide access
to relevant information and Ensure meaningful participation in the design, implementation and monitoring of housing policies and decisions Work with community organizations,to proactively
identify and eliminate socio-economic barriers to participation Create and implement a two-year pilot on addressing housing issues in the city, to gain advice on strategy implementation
and monitor progress.
Actions:•••••
across the housing continuum. We need to be people focused – to listen and learn from Rights-based participation supported by government transforms residents into active citizens and
engaged community members, sustainable communities. and well housed. We understand that some voices feel unheard, undervalued or unseen in our community and don’t feel represented in
decision-making. We know that this must change. We still have so much more to learn and hear from our residents. The journey ahead still needs your vision, your input, your energy,
your investment and your talent to bring the strategy to life. To ensure a collective direction, ongoing collaboration and dialogue is essential. We can’t create a community where everyone
can make a for All, together!
Commitment to Lived Experience
Priority 2: Collaboration
Kitchener is attracting a wide diversity of people eager to live and work in the long-term prosperity, as attracting and retaining residents requires housing options that serve all income
levels and household types. As our city becomes more diverse, we must become a more equitable and inclusive community. A city where everyone feels like they belong, are welcome, their
needs are met and they can fully share in our city’s prosperity. To ensure equitable, diverse inclusive communities, housing must serve as a safety net, a platform and as a building
block for inclusion.The Needs Assessment and the responses to the engagement survey indicate that more than half of residents in Kitchener have phenomenon within the city that has been
increasing since 2016. We need to develop
6 - 25
for the Region to address
the Region and Service Providers
YWCA supportive housing for womenA transition plan for A Better Tent City to move to an alternate location and provide innovative supportive housing that meets resident’s need Indwell
redevelopment of St Marks Church for supportive housing in shelters and leaving homelessness
encampments incorporating a human rights-based approachto improve and enhance the quality of people centered information and Coordinated Access System to gain further insight into the
diverse types of supportive housing needed
••
the Region and operators to
for the Region and local for ShelterCare to gain a
leadership in providing 2
OneROOF supportive housing for youth
city sites to match 2 regional sites in Kitchener for supportive housingmunicipalities to provide sites for diverse types of supportive housing across the region and for appropriate
permanent home
Actions:Eliminate homelessness in the shortest ••••
Help End Homelessness
ugust 2020
ngage Kitchener
Survey RespondentEA
“ ”
Priority 3:
“there are many marginalized groups in the city that face unique barriers in accessing housing. The city should have an understanding of how these barriers can intersect to bar people
from
the creation of 450 units of new
60 housing units for youth 70 housing units for women 170 housing units for men50 housing units for people with acute concurrent mental health and addiction challenges100 units for people
with cognitive challenges
Meeting the needs of our most vulnerable citizens requires creative solutions and the Region and community partners to create sustainable solutions to address the needs of people who
are homeless in our city. Targets:supportive housing.•••••
14
6 - 26
15
Kitchener’s experienced non-
development of Kitchener’s share
City lands suitable for others to develop
2 city sites involving community housing
of options for households on the Community community housing, below market rental and below market ownership unitsin proximity to transit /major transit station areaspartnerships and
creative solutions, to make the needed substantive and long-lasting
Actions: ••••
creation of new community
our community. We need to ensure a need to think beyond housing to ensure all aspects of our community enable an Targets: with a priority to focus on housing for households with low
incomes.
for many
across the Region
Priority 4: Ownership Housing
at monthly rents under $1,300 for
are currently on the waiting list for Rent Supplement and Below Market Rent live in Kitchener. people with household incomes under $63,000 are needed. Nearly 4,000 are for people paying
more than 50% of their income on rent.households.
•••
6 - 27
(through AMO) that the
Request Government of Ontario develop and adopt a provincial housing strategy including measurable targets homelessness and ensuring access of all Ontarians, including those of limited
income, to housing of an adequate standard without discrimination. It should also take into consideration the needs of Indigenous people, including mental illness, women experiencing
domestic violence, lone parents, immigrants and newcomers and other people living in poverty or with low incomes.
•
the Region of Waterloo, in the Region to revise its
Request collaboration with local municipalities, philanthropic organizations and the private sectors, to develop a funding strategy to end homelessness through a reimagined shelter,
supportive and community housing plan. Request further incorporate local municipal through the City’s Needs Assessment and continue to develop future plans in collaboration with local
municipalities, providers, philanthropic organizations and the private sector.
••
Advocacy
ugust 2020
ngage Kitchener
Survey RespondentEA
a Region/City Charter to
Priority 5:
“ ”
“Whether you are on OW, Ontario disability, a senior working \[or\] make a low Income there housing that is in good repair, safe, that you can would end up in a shelter or the street”
ensure collaboration and opportunities to identify and address housing challenges in Kitchener.
Advocacy can bring about change to political priorities, funding levels, legislation, and and homelessness are framed with clear proposals to address the issues and enlisting other partners
to augment federal and provincial funding are keys to success.Actions: •
16
6 - 28
17
seeking funding for a full-
ohn Howard Society Waterloo-
J Wellington strategy/model Church and Religious Institutions within the City have expressed interest in redeveloping their surplus lands to need capital funds and development expertise
Private Sector developers have expressed interest in units, but face barriers around acquiring sites and capital funds.
•••
is
moving to an alternate
seeking funding for a
seeking funding to
St Mark’s Redevelopment
A Better Tent City location with innovative supportive housing that meets resident’s needs Waterloo Region Habitat for Humanity ownership Indwell and 2-3 more sites in Kitchener for
approximately 120 to 180 supportive housing units Menno Homes complete project under development KW Habilitation supportive housing project Reception House Waterloo Region seeking a
site and funding for the development of a Refugee Services Thresholds Homes and Supports is seeking to develop 2 supportive housing sites KW Urban Native Wigwam Project housing
••••••••
seeking a
to acquire and
seeking 2 sites and
for Provincial and
seeking a site and funding
proposal to develop
Continued
House of Friendship funding for the ShelterCare integrated health and transitional housing concept (80 units) and for supportive housing project (60 units)YWCA-KW for approximately 50
one-bedroom for women The Working Centre renovate a second site (Water Street 2.0) and add 40 units of housing to their portfolio Kitchener Housing Inc (KHI)site and working in partnership
with a developer to create new community housing and to purchase buildings to OneROOF approximately 58 units of supportive housing for youth who are homeless on their site
Federal funding for housing for community building, sustainability and •••••
•
Priority 5:
6 - 29
for
for
and implementing
the development
developments
•••approval process with input from the development industry and the community
•
and
and
y
and implementing
on the feasibility and
implementing Zoning Bylaw Zoning Bylaw implementing Bylaw to mitigate impacts from redevelopment of rental apartments on current tenants, including consideration of developers providing
advanced notice and assistance to residents including relocation plans
implications of the following potential •••
Actions:•
Align Policies, Processes and Use of City Land to
Priority 6:
role to play in establishing policies that residents. Reducing time and costs in the development review process can contribute housing generates a broad range of jobs and could have
a major impact on the pandemic and wellbeing.
18
6 - 30
19
the Region and School the Region to consider
Request Boards to consider reviewing with the City the feasibility and implications of reducing the Regional and School Board shares of development development Request feasibility and
implications for funding for growth related (future) in creating development charge policies
••
feasibility of including
a strategy for the use of the Region to prioritize
and play a leadership role in advancing innovative mixed housing communities, as a model for other Canadian communities to replicate.Assess development of new or redeveloped City facilities,
eg. community centers Request collaborative determination and designation of Major Transit Station
•••
of an
Continued
the Fee Waiver Policy for
through city processeshousing units provided in private sector development applications.
Priority 6:•••
6 - 31
amily with a Child with
Fa DisabilityDecember 2020
“ ”
“Many adults with developmental disabilities live with their aging parents. They are not even counted as needing housing, and yet they’re only one family health issue away from potentially
being homeless or falling into patterns of addiction and mental health challenges \[...\]”
renovictions, where
to support
an annual operating amount
an annual work plan to
the City’s Social Media Platforms
Seniors, especially those in rental housing or requiring care. (The population aged 65 years and older increased by 35% from 2006 to 2016 and is expected to almost double (increase by
94%) by 2041.Single parentsStudents and youth
•••tenants are displaced from their homes to allow major renovations or redevelopment to proceed and housing held for investment in Kitchener. Use to engage and inform the public on
addressing housing issues in the city.timing and responsibilities, to be used to inform annual budgetsto support housing initiatives Strategy
•••••
to assess
Priority 7:Monitoring and Accountability Mechanisms
regular updates to Council, regular public reports on success
Indigenous peoplePeople earning the minimum wagePeople who are homeless – especially for people with mental health and addiction challengesPeople with disabilities with low to moderate
incomesRecent immigrants
assessmentsfor All••••••
Council members requested that the 2020 and reported regularly back to Council.Actions: •••
20
6 - 32
21
The Working Centre’s “Water
Daetwyler in Vogelsang Green, Kitchener.
6 - 33
December 2020
Housing For All
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Appendix B: Status of Work Underway on Implementation of Housing for All
Priority 1: Human Rights Based Approach to Housing
Action: Address Nimbyism
Status: City staff has begun work to address Nimbyism through the development of the Housing Strategy. City staff is
currently working on a lived experience working group focused on the research from the SDCWR and The SHIFT
Staff: Planning, Equity
Action: Develop and promote fact-based research
Status: City staff has begun work to address fact-based research and its role in addressing Nimbyism through the
development of the Housing Strategy. The City supported the Social Development Centre and UW to promote lived
experience-based research around displacement. City staff are currently working on a lived experience working group
focused on the research from the SDCWR and The SHIFT.
Staff: Planning, Equity
Action: Ensure that the right to housing informs and is responsive to climate change
Status: Preliminary opportunities for further research have been identified with the housing strategy and the City’s
Sustainability Office and as well as REEP to look into energy poverty, and climate change vulnerability
Staff: Planning, Sustainability -Underway
Action: Provide sufficient resources to realize the right to housing
TBD
Action:Collaborate with the Shift on a two-year pilot project to localize implementation of housing as a human right
Status: To commence in January
Staff: Planning and Equity
Priority 2: Commitment to Lived Experience Collaboration Transparent and Participatory Decision-Making
Action: Recognize and treat those in need of housing or related social benefits as experts in what is required and
able to positively inform the outcome of decision-making processes
Status: City staff, through the Advisory Committee, has learned about working with those with lived experience. We
have identified we have much more to learn. The Engagement Sub-committee has drafted a terms of reference that
envisions an implementing working group with majority lived experience membership
Staff: Equity
Action: Ensure knowledge of rights and provide access to relevant information and sufficient time to consult
Status: TBD
Staff: Equity
Action: Ensure meaningful participation in the design, implementation and monitoring of housing policies &
decisions
Status: TBD
Staff: Planning, Equity
Action: Work with community organizations, like the Social Development Centre, to proactively identify and
eliminate socio-economic barriers to participation
Status: TBD
Staff: Planning, Equity
Action: Create and implement a two-year pilot project for staff to work with and learn from a Lived-Experience
Working Group on addressing housing issues in the city, to gain advice on strategy implementation and monitor
progress.
Status: Terms of Reference to be finalized
Staff: Planning, Equity
Priority 3: Help End Homelessness
Set Targets: Facilitate the creation of 450 units of new transitional and supportive housing. This includes:
• 60 housing units for youth
•70 housing units for women
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• 170 housing units for men
• 50 housing units for people with acute concurrent mental health and addiction challenges
• 100 units for people with cognitive challenges
Status: Underway
Staff: Region of Waterloo with support from Planning, Economic Development
Action: Provide leadership in providing 2 city sites to match 2 regional sites in Kitchener for supportive housing
Status – Underway
Staff: Economic Development
Action: Advocate for the Region and local municipalities to provide sites for diverse types of supportive housing
across the region and for appropriate supports from Ontario Health Teams
Status: Underway
Staff: Economic Development, Equity
Action: Advocate for ShelterCare to gain a permanent home
Status: Underway
Staff: Office of CAO, Equity
Action: Work with the Region and operators to facilitate development of:
OneROOF Roof supportive housing for youth
YWCA supportive housing for women
A transition plan for A Better Tent City to move to an alternate location and provide innovative supportive
housing that meets resident’s needs
Indwell redevelopment of St Marks Church for supportive housing
Housing for people in encampments, in shelters and leaving homelessness -
Status: Underway
Staff: Planning, Equity, Economic Development
Action: Advocate for the Region to address encampments incorporating a human rights-based approach
Status: Underway
Staff: Office of CAO, Equity
Action: Support the Region and Service Providers to improve and enhance the quality of the existing people
centered information and the Coordinated Access System to gain further insight into the diverse types of supportive
housing needed.
Status: Underway
Staff: Office of the CAO, Equity - Underway
Priority 4: Help Secure Community, Affordable Rental and Affordable Ownership Housing
Action: Facilitate developing Kitchener’s share of options for households on the Community Housing Waiting List
Status: TBD
Staff: Economic Development, Planning
Action: Identify City lands suitable for others to develop for affordable housing and seek to incorporate community
housing, below market rental and below market ownership units
Status: Underway
Staff: Economic Development
Action: Pilot 2 city sites involving community housing in proximity to transit /major transit station areas
Status: Underway
Staff: Economic Development
Action: Help connect Kitchener’s experienced non-profit housing sector with developers, through partnerships and
creative solutions, to make the needed substantive and long-lasting changes to help make housing more affordable
Status: Underway
Staff: Economic Development
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Priority 5: Advocacy
Action: Jointly develop a Region/City Charter to ensure collaboration and opportunities to identify and address
housing challenges in Kitchener.
Status: Underway
Staff: CAO Office, Planning, Equity
Action: Request the Region of Waterloo, in collaboration with local municipalities, non-profit housing, support, and
philanthropic organizations and the private sectors, to develop a funding strategy to end homelessness through a
reimagined shelter, supportive and community housing plan.
Status: Underway
Staff: Planning, Equity, Economic Development
Action: Jointly advocate for Provincial and Federal funding for housing for community building, sustainability and
economic recovery, including:
House of Friendship seeking 2 sites and funding for the ShelterCare integrated health and transitional housing
concept (80 units) and for supportive housing project (60 units)
YWCA-KW seeking a site and funding for approximately 50 one-bedroom units of affordable supportive
housing for women
The Working Centre to acquire and renovate a second site (Water Street 2.0) and add 40 units of housing to
their portfolio
Kitchener Housing Inc (KHI) seeking a site and working in partnership with a developer to create new
community housing and to purchase buildings to preserve affordable housing
OneROOF has a Roof’s proposal to develop approximately 58 units of supportive housing for youth who are
homeless on their site
A Better Tent City moving e to an alternate location with innovative supportive housing that meets resident’s
needs
Waterloo Region Habitat for Humanity seeking sites for affordable home ownership
Indwell St Mark’s Redevelopment and 2-3 more sites in Kitchener for approximately 120 to 180 supportive
housing units
Menno Homes seeking funding to complete project under development
Habilitation seeking funding for a supportive housing project
Reception House Waterloo Region seeking a site and funding for the development of a Refugee Services Hub.
Thresholds Homes and Supports is seeking to develop 2 supportive housing sites
KW Urban Native Wigwam is seeking to develop a site for unites of affordable housing
John Howard Society Waterloo-Wellington seeking funding for a full-time staff to help develop a housing
strategy/model
Church and Religious Institutions within the City have expressed interest in redeveloping their surplus lands to
accommodate affordable housing and need capital funds and development expertise
Private Sector Affordable Housing developers have expressed interest in developing more affordable housing
units, but face barriers around acquiring sites and capital funds.
Status: Underway
Staff: CAO Office, Planning, Economic Development
Action: Request the Region to revise its Housing and Homelessness Plan to further incorporate local municipal input
based on local needs identified through the City’s Needs Assessment and continue to develop future plans in
collaboration with local municipalities, non-profit housing and service providers, philanthropic organizations and the
private sector.
Status: Underway
Staff: Planning
Action: Request (through AMO) that the Government of Ontario develop and adopt a provincial housing strategy
including measurable targets and sufficient funds for ending homelessness and ensuring access of all Ontarians,
including those of limited income, to housing of an adequate standard without discrimination. It should also take
into consideration the needs of Indigenous people, LGBTQ people, people with disabilities including mental illness,
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women experiencing domestic violence, lone parents, immigrants and newcomers and other people living in poverty
or with low incomes.
Status: TBD
Staff: Mayor’s Office
Priority 6: Align Policies, Processes and Use of City Land to Facilitate More Affordable Housing
Report to Council on the feasibility and implications of the following potential policies:
Inclusionary Housing Policy and implementing Zoning Bylaw (Underway)
Lodging House Policy and implementing Zoning Bylaw (Underway)
Parking Waiver Policy and implementing Zoning Bylaw for affordable housing developments (Underway)
Parkland Dedication Waiver Policy for affordable housing developments (Underway)
Tenant Assistance Policy and implementing Bylaw to mitigate impacts from redevelopment of rental
apartments on current tenants, including consideration of developers providing advanced notice and
assistance to residents including relocation plans
Community Improvement Plan for affordable housing
Status: Underway
Staff: Planning
Action: Continue improving the development approval process with input from the development industry and the
community
Status: Underway
Staff: Planning
Action: Consider Fast Tracking non-profit and affordable housing developments through city processes
Status: Underway
Staff: Planning
Action: Continue the Fee Waiver Policy for non-profit organizations and consider expanding its application to
affordable housing units provided in private sector development applications.
Status: TBD
Staff: Planning and Finance
Action:Consider establishment of an Affordable Housing Reserve Fund to support affordable housing initiatives
Status: TBD
Staff: Planning and Finance
Action: Develop a strategy for the use of city lands for affordable housing and play a leadership role in advancing
innovative mixed housing communities, as a model for other Canadian communities to replicate.
Status: Underway
Economic Development
Action: Assess feasibility of including affordable housing in the development of new or redeveloped City facilities,
eg. community centers
Status: TBD
Action: Request the Region to prioritize collaborative determination and designation of Major Transit Station Areas
in the Regional Official Plan
Status: Underway
Staff: Planning
Action: Request the Region and School Boards to consider reviewing with the City the feasibility and implications of
reducing the Regional and School Board shares of Development Charges for affordable housing development
Status: TBD
Finance staff
Action: Request Region to consider feasibility and implications of funding for growth related (future) affordable
housing developments in creating development charge policies
Status: TBD
Staff: Finance staff
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Priority 7: Fill Data Gapsand Establish Effective Monitoring and Accountability Mechanisms
Action: Provide regular updates to Council, the public and staff on housing needs assessments
Status: TBD
Planning to prepare this in conjunction with Economic Development and Equity
Action: Provide regular public reports on success and challenges in implementing Housing for All
Status: TBD
Staff: Equity position toreport on this
Action: Undertake additional work to assess housing needs for:
Indigenous people
LBGTQ+ community
People earning the minimum wage
People who are homeless – especially for people with mental health and addiction challenges
People with disabilities with low to moderate incomes
Recent immigrants
Seniors, especially those in rental housing or requiring care. (The population aged 65 years and older
increased by 35% from 2006 to 2016 and is expected to almost double (increase by 94%) by 2041.
Single parents
Students and youth
Status: TBD
Staff: Planning, Equity
Action: Track and monitor renovictions, where tenants are displaced from their homes to allow major renovations or
redevelopment to proceed and housing held for investment in Kitchener.
Status: TBD
Staff: Planning
Action: Use City’s Social Media Platforms to engage and inform the public on addressing housing issues in the city.
Status: TBD
Staff: Communications
Action: Develop an annual work plan to implement Housing for All including timing and responsibilities, to be used
to inform annual budgets
Status: TBD
Staff: TBD
Action: Recommend an annual operating amount to support housing initiatives
Status: DSD Operating budget includes $125,000
Staff: TBD
Action: Provide staffing to support implementation of the Affordable Housing Strategy
Status: Existing staff resources in Planning and Economic Development and creation of the position on the new Equity
Team to ensure completion of the strategy
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Appendix C: Engagement Summary
Draft Housing Strategy
Engagement Results
Please tell us what you like about the
Draft Housing Strategy
What could make this document
Supportive Housing and other needed housing.
even better?
24%
27%
Right to Housing, Human Rights and Equity
Diversity and Inclusion
19%
Greater
focus on
groups
Liked the Strategy overall
19%
10%
15%
More
opportunities
More
to increase
What other guiding principles do
explanation
social and
you believe should be added?on actions,
co-operative
housing and
action and
innovative
more concise
uses of land
document
More thoroughly
What else should be considered
identifying groups
%
2
2
who are most
Strategy?
Quicker Timelines for
11% said more
11%
50% said more
these goals
representation
clear language,
of lived
concise and easier
experience
to digest
Environment and
11%
Climate Change
11% said easier
Top 5 Actions Based on Priorities
to navigate
1.2.3.4.5.
Identifying A priority Identifying
Inclusionary
City and pilot project – City lands of including
Zoning – Ranked
Regional Ranked high AH in the
high priority by
sites for priority by others to development
54%
permanent 49%develop – of new or
supportive
Ranked high redeveloped
housing – priority by City facilities
Ranked high 46%–Ranked
priority by high priority
52%by 45%
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Engagement Contacts
1. Advisory 9 Advisory Committee Meetings
Committee o First Meeting: Introduction and Reviewing Workplan
Meetings o Second Meeting: Issues and Opportunities and Priorities on the
Continuum
o Third Meeting: Building Engagement and Issues and Options
o Fourth Meeting (Virtual): Key Directions
o Fifth Meeting (Virtual): Finalizing Key Directions and Envisioning
the Draft Strategy
o Sixth Meeting (Virtual): Committee received the first Draft of the
Housing Strategy and provided comments
o Seventh Meeting (Virtual): Committee updates on engagement,
and recent council decisions
o Eighth Meeting (Virtual): Committee updates on Sub-committee
work, engagement and other relevant city documents
o Ninth Meeting (Virtual): Committee received the recommended
Housing Strategy: Housing for all
Sub-committee meetings
o Affordability Sub-committee
o Engagement Sub-committee
o Research and Best Practices Sub-Committee
o Lodging House Sub-committee (Staff working group)
2. Stakeholder Non-Profit Community
Interviews o Kitchener Housing Inc.
o REEP Green Solutions
o Traverse Independence
o KW Urban Native Wigwam
o Social Development Centre Waterloo Region
o KW Multicultural Centre
o YWKW
o Ray of Hope
o House of Friendship
o The Working Centre
o A Better Tent City
o John Howard Society of Waterloo-Wellington
o One Roof
o Indwell
o Wellbeing Waterloo Region Staff
Post Secondary
o Conestoga Students Inc.
o UW Supportive Housing Researchers
o UW Peace and Conflict -Map the System Affordable Housing
Government
o Region of Waterloo Housing Staff
o City of Kitchener Staff
Kitchener Fire
By-law Enforcement
Licensing
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Others
o Community Land Trust chat with Sean Campbell
o Chat with Mike Morrice
3. Engage 177 Unique survey responses for Phase 3: Issues and Options
Kitchener Survey o A mix of media including: online, digital and paper
o Thanks to collaboration and leadership from our non-profit
community partners such as House of Friendship, YWKW, and
One Roof paper copies of the survey were delivered to people
with lived experience to ensure they were able to participate.
78 Unique survey responses for Phase 4: Draft Housing Strategy
o Online Survey focused on the initial impressions of the Draft
Housing Strategy and what people would like to see improved in
final strategy
4. Focus Groups Kitchener Waterloo Association of Realtors
Downtown Action Advisory Committee (DAAC)
Peoples Action Group (PAG)
Kitchener Housing Inc. Residents (3 locations)
Neighbourhood Associations
Families and Service Providers in the Developmental Services Sector
Mayors Advisory Committee on Kitchener Seniors (MACKS)
5. Other Council Strategic Session on Affordable Housing
Opportunities to Leadership Waterloo
be Connected Waterloo Region Immigration Partnership Working Group (member)
ALIVE Meetings at the Social Development Centre
Urban Development Institute
Canadian Urban Institute’s series on housing (discussions with other
municipalities)
Kitchener Waterloo Community Foundation – Do Good Dialogue
(Attending)
Kitchener Market Information Booth
Kitchener Waterloo Community Foundation – Do Good Dialogue (Panelist)
Wellbeing Waterloo Region – Everyone Deserves a Place to Call Home
(attended)
House of Friendship – Sweet Beginnings – ShelterCare (attended)
Region of Waterloo Housing and Community Services – Ideation Sessions
Canadian Federation of Women Kitchener-Waterloo – received comments
Phase 3: it is estimated that city staff engaged with 200 people during this phase
Phase 4: it is estimated that city staff engaged with 226 people during this phase
Over the two phases it is estimated that city staff engaged with nearly 500 people including citizens,
members of the advisory committee, city staff and Members of Council
6 - 42
REPORT TO:Committee of the Whole
DATE OF MEETING:December 14, 2020
SUBMITTED BY:Brian Bennett,Manager, Business Development,519-741-2200 X 7230
PREPARED BY:Rob Morgan, Capital Investment Advisor, 519-741-2200 X7734
WARD (S) INVOLVED:3
DATE OF REPORT:December 7, 2020
REPORT NO.:DSD-20-216
SUBJECT:Declaration of Surplus-1470 Block Line Road, being Block 4 Plan 58M-
520andpart of Part 5 58R-12916.
___________________________________________________________________
RECOMMENDATION:
That lands described as 1470 Block Line Road, being Block 4, Plan 58M-520 and part of
Part 5, 58R-12916, tobe more particularly described by Reference Plan to be obtained, be
declared surplus.
BACKGROUND/REPORT:
The subject landis approximately 1.1 acres in area, and is presently zoned Major Institutional
(I-3) and is located at the intersection of Block Line Road and Hanover Street.
The properties have been reviewed by staff and it has been determined that there is no current
or futureMunicipalneed for the land.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
the delivery of core service.
FINANCIAL IMPLICATIONS:
Not Applicable
***This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
7 - 1
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES
There are no previous reports/authorities related to this matter
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Department
Subject Parcels:
7 - 2
REPORT TO:Committee of the Whole
DATE OF MEETING:December 14,2020
SUBMITTED BY:Brian Bennett, Manager, Business Development, 519-741-2200 X 7230
PREPARED BY:Brian Bennett, Manager, Business Development, 519-741-2200 X 7230
GarettStevenson, Senior Planner 519-741-2200 X 7070
WARD (S) INVOLVED:Ward10
DATE OF REPORT:December 7,2020
REPORT NO.:DSD-20-215
SUBJECT:Request to purchase air rights (easement) over City-owned land
(Breithaupt Street) for an overhead enclosed privately owned walkway.
RECOMMENDATION:
That the Mayor and Clerk be authorized to execute an Easement Agreement with any/all of the
registered owner(s) of 20, 25, 30 and/or 51 Breithaupt Street (as necessary) for the granting of an
approximate103.94 sq metre air rights easementbetween 20 Breithaupt Street and 25 Breithaupt
Street for the purchase price of $64,600,subject to the, said agreement to be to
the satisfaction of the City Solicitor;
That the portion of the Breithaupt Street road allowance, to be described on a stratified reference
plan satisfactory to the City Solicitor, which isto bethe subject ofthe above noted Easement
authorized and directed to proceed with the required
advertising, preparation and registration of the necessary By-law(s) for the closure of said portion
of the road allowance;and further,
That the Mayor and Clerk be authorized to execute all documentation required to complete the
transaction, said documentation to be to the satisfaction of the City Solicitor.
BACKGROUND:
Breithaupt Block Phase 3 (20 Breithaupt Street, BB3) is a new 300,000 sq ft office tower that is now
under construction by Breithaupt Block Phase III Inc & 2308559 Ontario Limited (Breithaupt), with
REPORT:
Perimeter Development Corporation the parent companywould like to construct an overhead walkway
to connect the new office tower at20Breithaupt Street (BB3) to the building at 25 Breithaupt Street (BB2)
(2184647 Ontario Limited & Breithaupt Block Inc are the owners), in a similar way that the buildings
***This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
8 - 1
in BB1 and BB2 are connected. The overhead walkway will enhance collaboration betweenall 3
buildings, providing a seamless experience for employees, free of the exterior elements
The City would provide an easement to the ownersof 25 Breithaupt Street and 20 Breithaupt Street. The
land below the overhead walkway would remain in City ownership. The three-dimensional area occupied
by the overhead walkway would be subject to a road closure by-law.
Staff circulated the request to members of the Property Management Team, Region of Waterloo, Grand
River Transit, all utilities providers, as well as Transportation, Engineering, and Building staff, and no
concerns were raised.The height of the walkway from the street (not less than 8.5 metres) will not impede
current or future transportation operations or maintenance of Breithaupt Street.
In order to facilitate the transaction a by-law to close that portion of the walkway space (as set out on the
stratified reference plan) will need to be passed. The surface area of Breithaupt Street between the
bottom of the walkway to the center of the earth would remain as City road allowance, as it houses City
infrastructure including storm, sanitary and water services.
The easement is for the life of the development,and extinguishes when either BB2 or BB3 no longer
exist.
would be responsible for the construction,
maintenance and repairs of the overhead walkway, as well as the removal and/or replacement at their
cost. Inaddition,they
road allowance as it relates to the air space.
Easement Valuation
Staff have obtained an appraisal for the easement of the 103.94 square metres of air rights.The Fair
Market Value established for the easement is $64,600.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
delivery of core service.
FINANCIAL IMPLICATIONS:
The proceeds from the transaction will be deposited into the Land Reserve Account.
COMMUNITY ENGAGEMENT:
INFORM
committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authoritiesrelated to this matter
8 - 2
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services Department
Attachments:
Attachment A:
8 - 3
8 - 4
REPORT TO:Council
DATE OF MEETING:December 14, 2020
SUBMITTED BY:Kathryn Dever, Director Strategy & Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY:Kathryn Dever, Director Strategy & Corporate Performance,
519-741-2200 ext. 7370
WARD (S) INVOLVED:All
DATE OF REPORT:December 1, 2020
REPORT NO.:CAO-20-001
SUBJECT:K-W Joint Services Initiative Committee 2020Update
___________________________________________________________________________
RECOMMENDATION: That report # CAO-20-001, regarding K-W Joint Services Initiative
Committee 2020 Update, be received for information.
REPORTHIGHLIGHTS:
The purpose of this report is to provide Council with an update on recent and active Joint
Services Initiatives between Kitchener and Waterloo.
The key finding of this report Is that of 10 joint initiatives undertaken over the last year,
five were successfully completed and five will carry forward into 2021.
There are no financial implications associated with this report.
The community was informed by posting of the report to t
agenda in advance of the Council meeting, and current information on the joint services
page
This report supports the delivery of core services.
BACKGROUND:
This report is intended to provide Council with an update on recent and activeJointServices
Initiatives between Kitchener and Waterloo. The two Cities have an established history of
collaboration and cooperation. A formalized approach to joint initiatives through the Kitchener-
Waterloo Joint Services Initiatives Committee (JSIC) has been in place for over 15 years.
Through this initiative the two cities work together to identify common servicesand ways to
streamline them to benefit residents in both cities. The initiative seeks to maximize effectiveness
and efficiency of resources and service delivery,complete strategic joint initiatives,andtransfer
knowledge/build capacityfrom best practices.Over 75joint initiatives have been
undertaken-some project-specific and formally completed, and others continuing as ongoing
practice. The JSIC also supports collaboration opportunities that arise throughout the year and
are not formally planned, as long as they provide mutual benefit and efficient use of collective
resources.
***This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
9 - 1
An annual program of joint projects are identified which align to three basic principles:
Accessibility:Citizen-focused, withresidents able to understand the purpose of the
project and its benefits.
Accountability:Clear areas of responsibility representing the needs of both
communities.
Affordability:Maximize cost efficiencies where possible, without sacrificing benefits to
residents.
REPORT:
Annual initiative opportunities are identified in the fall of each year for the upcoming year, with
suggestions scoped prior to review by the JSIC, which is made up of the CAOs and senior
leadership teams for each city. At t
opportunities and considersthe following criteria in setting annualjoint initiatives:
Enhances the ability of either city to deliver or develop a service or program outside of
its resources,
Creates service-level improvements, while either maintaining costs or producing future
savings,
Provides operational and/or capital opportunities, and/or
Features best practices of both organizations.
Due to the Covid-19 pandemic, the complexity of some continuingjoint initiatives, other
collaborations underway between the two cities, and ongoing pandemic response, the JSIC did
not meet and did not identify new initiatives for 2021.
2019-2020 Joint ServicesInitiative Accomplishments
Fiveinitiatives were successfully completed last year;key accomplishments are highlighted
below:
Sidewalk and Road Inspection Programs:Develop a shared program for annual inspections
programs for sidewalks and road rights-of-way. Based on changes to maintenance standards,
the need for enhanced inspection programs is increasing above the current pavement condition
inspection program conducted every other year. More frequent inspections will identify condition
issues sooner, establish resource requirements toaddress, and minimize risks.
Kitchener adopted an internal program using temporary staff to inspect sidewalks and
capture condition data, which will result in savings of approximately $5,000 annually.
Sidewalk cost and quality metrics were captured and will be further assessed to
determine potential to sharestaff resources between theCities, and to expand into
other assets such as trails.
Processes, experiences and successes are being sharedwith Waterlooand
communication is open to share findings, challenges, data management/software
solutions and future opportunities to collaborate.
For road inspection, identified that the cities currently use different inspection software
programsthat areintegrated with different work management programs;coordination is
limited.
9 - 2
Road pavement condition data collection approaches will be discussed in upcoming
years, including considering a joint contract for pavement condition inspection.
Winter ControlCollaborative Advertising: Enhance current winter control advertising, ensuring
citizens in both communities continue to receive consistent messages, and evolve
communications to be more social media and web-based, to better inform residents and provide
greater level of customer service.
Kitchener created graphics and messages through collaboration with Waterloo,
Cambridge and Region of Waterloo; Waterloo augmented communication through
Published flyer indicating Kitchener and Waterloo shared streets and maintenance
responsibilities for leaf collection and winter control.
Developed consistent approach, communications and timing for Snow Announcements
including timing of declaration, cancellation, and extensions; this represents the greatest
benefit of this initiative, recognizing that timing of announcements is not always identical
due to weather patterns, which can vary across the geography of the region.
Formalize Enforcement of Special Events:s regarding enforcement
Staff from both Cities formalized an ongoing relationship for event enforcement support,
including mitigating risk factors and addressing WSIB components.
The new collaborative approach was successfully implemented for WLU Homecoming and
will be applied going forward to ensure effective resource sharing for all events that require
additional staffing services.
Fleet and Inventory Software Sharing:Investigate the opportunity to support continuous
improvement of fleet and inventory management by assessing potential use by Waterloo of
-house built and highly regarded FLINT system.
s FLINT system through discussions on
features, benefits and data requirements.
Waterloo opted to stay with their current vendor and cloud-based solution; both teams
remain open to sharing best practices and collaborating in the future
Specialized Fire Rescue Training:Explore the opportunity for both Fire Services to conduct
joint training on high angle rescue and trench rescue.
Kitchener Fire has the ability torespond to both high angle and trench emergency at a
technical and operational level, as well ascapacity to respond in all NFPA specialized
rescue platforms.
While this specific training initiative did not move forward due to different annual training
program priorities, the Cities remain open to conduct joint training as capacity and
common work programs permit.
9 - 3
ContinuingJoint Services Initiatives
Fouractive and complex initiatives continuedfrom last yearand will carry forward into
2021; progress updates are highlighted below:
Speed Limit Review:BothCities, along with other regional partners are undertaking a review of
the uniform speed limit of 50km/hour. This review willevaluate benefitand feasibility of
reducing the uniform speed limit to 40km/hourin an effort to enhance roadway safety.
A Region-wide project team was established and research conducted to determine best
practices in other municipalities.
Education campaigns carried out prior to pilots commencing in each city (different
timing) in twoneighbourhoods each.
Pilots remain in place tobe reviewed for widespread implementation post-pandemic.
Next steps includemaking final determination on extension to additional
neighbourhoods or city-wide in 2021 after data collection and analysis; Waterloo will
complete their Transportation Master Plan before deploying the new limits city-wide.
Investigation of New Stormwater Grant/IncentivesPrivate Stormwater Enhancement:
Investigate the potential for a new stormwater grant for private property owners to enable private
property owners to enhancestormwater management on their properties, reducing runoff to
municipal systems.
Summary report completed by Reep Green Solutions, synthesizing results and key
themes from three community charettes held in Kitchener, Waterloo and Cambridge.
Identified keyneeds, which are: awareness-building within neighbourhoods; education
on residential green infrastructure; and, financial incentives to offset the cost and/or
motivate action.
Next steps include developing incentive approach (not a grant program) focused on
awareness-building, education and proposed incentive programs, for Council
consideration; and, developing a new demonstration stormwater rain garden in Waterloo,
with access for public viewing.
Inclusionary Zoning Affordable Housing:Assess the impact of Provincial legislation requiring
the inclusion of affordable housing units in new residential development projects, and the option
for municipalities to implement such zoning. The assessment will include exploring opportunities
to combine resources to conduct a study and implement Inclusionary Zoning, since based on
data and prepare a municipal assessment report as a precursor to implementing Inclusionary
Zoning. Pending possible changes to the legislation, long-term resource/cost sharing may be
required to develop, implement and report on new zoning provisions.
Collaboration expanded to include City of Cambridge and Region of Waterloo; ongoing
communications established.
Background and other municipal practice research completed to assess feasibility.
Joint consultant selection and funding contributions to complete required financial impact
analysis, facilitated through the City of Kitchener procurement process; cost savings of
9 - 4
up to $65,500 vs. sole procurement, as well as benefits in time savings and knowledge
sharing.
Key stakeholder meetings held with developers and affordability advocates to discuss
fiscal impact analysis preliminary findings, and to review pro forma assumptions against
real-world projects in the Region; Kitchener aligned this workwith its Affordable Housing
Strategy; Waterloo is preparing a similar workplan.
Kitchener Council received the financial impact analysis and background information in
October 2020; Waterloo and Cambridge councils will receive theirreports this Fall.
Subject to Council support, staff will then undertake detailed policy and program
development, community engagement and updated financial modeling; continued cost
sharing will be considered for this component.
Getting Around(previously known as ):Explore the cost and risks to
implement an app providing residents real-time access to information including progress on the
.
Kitchener has taken the lead on this initiative and piloted asolution internally over winter
2019/2020 and identified several improvements required.
Kitchener staff continued to work with vendor to improvethe applicationandarenow
underway withcontinued internal piloting forsnow eventsforwinter 2020/2021.
Staff are continuing to demonstrateapp to key internal stakeholders and developing a
risk management and communications plan; communication and data management plan
will be developed prior to the app being released to the public.
App will also be piloting by customer service external test groups prior to release to
general public.
Potential operational cost savings through reduced call volumes to the CCC related to
winter maintenance progress during full plow events.
One initiativeplanned for this year will carry forward into 2021, with progress dependent on
action by the Region of Waterloo; it is described below:
Stormwater Management (SWM) Facilities Risk Assessment:Undertakea SWM facilities risk
assessment to mitigate chlorides entering drinking water,through a partnership between the
Cities of Kitchener and Waterloo, and the Region of Waterloo.
Area municipalities met including Region of Waterloo, Kitchener, Waterloo, Cambridge,
Wilmot and Woolwich;Region advised some Source Protection Policy boundaries would
be changing and it was determined it would be better to hold off on risk assessments
until the boundaries are finalized to avoid redundant work.
The initiative cannot progress until Region of Waterloo issues finalized Source Protection
Policy boundaries and framework for municipalities to follow when conducting the SWM
facility risk assessments; timeline is unknown at this point.
9 - 5
Broader Collaboration
Recognizing the merits of broader collaboration,the JSIC is committed to including other area
municipalities as project partners, pursuing-
and upper tier jurisdiction, and to recognizing municipal collaboration outside the formal annual
JSIC program. Recent examples of successful local and local-regional initiatives include:
Coordinated pandemic responseand recovery/reopening planning including
approaches, processes, templates, and communications to the public
Kitchener and Waterlooparticipatedin the Data for Canadian Cities Project and joined
theWorld Council on City Data(WCCD) Global Network,officially receivingISO
37120 Platinum-level certification. This international recognition isawarded to cities that
reach the highest standard in collecting, sharing, and using data to effectively make
decisions. City of Cambridge supported this collaboration, having receivedcertification
in 2016.
Area municipal CAOscontinue to identify broader collaboration opportunities to
improve service effectiveness and efficiency for citizens,with an emphasis on enhanced
collaboration between the Region of Waterloo and local municipalities.
Inaugural joint leadership meetingsbetween
and the Region of Waterloocorporate leadership team have establishedformal
ongoing communication and collaboration around key issues and opportunities.
STRATEGIC PLAN ALIGNMENT:
the delivery of core service.
FINANCIAL IMPLICATIONS:
Capital Budget The recommendation has no impact on the Capital Budget.
Operating Budget The recommendation has no impact on the Operating Budget.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.Both Cities maintain current information about active jointservice
initiatives and upcoming projects at: www.kitchener.ca/jointservicesand
www.waterloo.ca/jointservices.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authoritiesrelated to this matter.
APPROVEDBY:Dan Chapman, Chief Administrative Officer
9 - 6
REPORTS TO BE CONSIDERED BY COUNCIL
DECEMBER 14, 2020 CITY OF KITCHENER
FINANCE AND CORPORATE SERVICES COMMITTEE DECEMBER 7, 2020
1. That the Mayor and Clerk sign the Collaborative Decision-
attached to Community Services Department report CSD-20-006, subject to the satisfaction of the
City Solicitor; and,
-OHT as outlined in Schedule
B of the Collaborative Decision-Making Agreement as attached to Community Services
Department report CSD-20-006; and further,
That the required KW4-OHT funding contribution of $25,000 per year to be allocated in 2020 and
2021, totaling $50,000, be approved.
2. That the proposed amendments to City of Kitchener Municipal Code Chapter 25 (Procedure), be
approved, as outlined in Corporate Services Department report COR-20-12 and Appendix 1; and
further,
That staff be directed to prepare a by-law to repeal and replace the City of Kitchener Municipal
Code Chapter 25 (Procedure), to incorporate the proposed amendments, and to bring that by-law
forward for consideration at the next regularly scheduled City Council meeting.
3. That Corporate Services Department report COR-20-019, regarding the Digital Kitchener
Innovation Lab be received for information; and further,
That staff from Economic Development report back to Council regarding future partnership
opportunities with Communitech in Q1 2021.
COMMUNITY AND INFRASTRUCTURE SERVICES COMMITTEE DECEMBER 7, 2020
1. That Zoning By-law Amendment Application ZBA20/008/F/AP for 1250-1314 Fischer Hallman
Road for WAM Fischer Hallman GP Inc. for the purpose of changing the zoning by removing
Holding Provisions 83H and 84H (both under By-law 85-1) from the lands specified in the attached
-
Development Services Department report DSD-20-
2. That the City of Kitchener acknowledge that Strawberry Park Inc. intends to name private streets:
located at 142 Rosemount Drive; and further,
ected to proceed with the required advertising, preparation
and registration of the necessary By-
-20-180.
3. That the City of Kitchener acknowledge that Hallman Construction Ltd. intends to name a private
Creek Drive; and further,
roceed with the required advertising,
preparation and registration of the necessary By-
outlined in Development Services Department report DSD-20-202.
4. That the Uniform Traffic Bylaw be amended for the removal of a current parking prohibition on the
east (odd-numbered) side of Rothsay Avenue from Matthew Street to Smetana Drive, as outlined
in Development Services Department report DSD-20-201.
5. That the Uniform Traffic By-law be amended to prohibit parking at any time on the north / west
(even-numbered) side of Trillium Drive from a point 310 metres south of Mcbrine Drive to a point
130 metres east of Washburn Drive, as outlined in Development Services Department report DSD-
20-204.
REPORTS TO BE CONSIDERED BY COUNCIL
DECEMBER 14, 2020 CITY OF KITCHENER
COMMUNITY AND INFRASTRUCTURE SERVICES COMMITTEE DECEMBER 7, 2020
6. That a Protected Downtown Cycling Grid be installed that includes:
Separated bike lanes on Joseph Street (Victoria Street to Queen Street), Ontario Street
(Joseph Street to King Street), Cedar Street North (Church Street to Lancaster Street),
Duke Street East (Cedar Street to Frederick Street), Duke Street West (Victoria Street to
Water Street), Queen Street (Joseph Street to Church Street) and Water Street North
(Joseph Street to Weber Street);
Neighbourhood bikeways on Breithaupt Street (King Street to Margaret Avenue), Maynard
Avenue (Margaret Avenue to Young Street), Chapel Street (East Avenue to Lancaster
Street), Lancaster Street (Frederick Street to Weber Street), Church Street (Queen Street
to Madison Avenue), Madison Avenue (Church Street to the Iron Horse Trail), Benton Street
(Iron Horse Trail to Courtland Avenue), Water Street (Jubilee Drive to Joseph Street), David
Street, Stirling Lane, Pandora Street (Stirling Lane to Duke Street), Waverly Road (Gage
Avenue to Strange Street), and Duke Street West (Victoria Street to Wellington Road); and
Boulevard multi-use trail on Margaret Avenue (Victoria Street to Queen Street) and Otto
Street (Queen Street to Frederick Street); and,
That Joseph Street (Ontario Street to Victoria Street) be converted to one-way westbound motor
vehicle operation; and,
That Ontario Street (Charles Street to King Street) be converted to one-way northbound motor
vehicle operation; and,
That Cedar Street (Weber Street to Church Street) be converted to one-way southbound motor
vehicle operation; and,
That Duke Street East (Frederick Street to Cedar Street) be converted to one-way eastbound
motor vehicle operation; and,
point 35 m west of Queen Street) be converted to one-way
eastbound motor vehicle operation and on-
to a point 50 m east of Ontario Street); and,
That all streets included in the Downtown Cycling Grid be set to a speed limit of 40 km/h; and,
That the Uniform Traffic Bylaw be amended accordingly, and further;
That $1,000,000 of Federal Gas Tax funding be allocated to the Cycling Infrastructure capital
account in 2021 to help fund the construction of the Protected Downtown Cycling Grid, as outlined
in Development Services Department Report DSD-20-203.
7. That the Mayor and Clerk be authorized to execute a Golf Cart Path Cost Share Agreement,
subject to the satisfaction of the City Solicitor, with the Ministry of Transportation for the Province
of Ontario, as outlined in Community Services Department report CSD-20-009; and further,
8. That staff be directed, as outlined in Community Services Department report CSD-20-007, to
develop an anti-idling by-law to regulate/enforce the behaviour within the City.
9. That user fees for sport groups renting recreational facilities be reduced by 28% while capacity
limits are restricted to 10 people, as outlined in Community Services Department report CSD-20-
010.
PLANNING AND STRATEGIC INITIATIVES COMMITTEE DECEMBER 7, 2020
1. That Zoning By-law Amendment application ZBA19/006/F/BB for Principia Development Ltd.
requesting to change the zoning from Agriculture Zone (A-1) with Site Specific Regulation
Provision 1R to Residential Three (R-3) and Residential Six (R-6) on the parcel of land specified
REPORTS TO BE CONSIDERED BY COUNCIL
DECEMBER 14, 2020 CITY OF KITCHENER
PLANNING AND STRATEGIC INITIATIVES COMMITTEE
-
November 1, 2019, attached to Development Services Department report DSD-20-098 as
That modifications to Draft Plan of Subdivision, 30T-11205, be approved, attached to Report
DSD-20-
That in accordance with Planning Act Regulation 45 (1.3 & 1.4), applications for minor
variances shall be permitted for lands subject to Zoning By-law Amendment Application
ZBA19/006/F/BB.
2. That Official Plan Amendment Application OP20/003/F/JVW for Max Becker Enterprises
requesting a change to the Land Use Designations on Map 22e in the Rosenberg Secondary
Plan be adopted in the form shown in the Official Plan Amendment attached t Development
Services Department report DSD-20-
the Region of Waterloo for approval; and,
That Zoning By-law Amendment Application ZC20/009/F/JVW for Max Becker Enterprises be
-
20-lation 45 (1.3 & 1.4)
that applications for minor variances shall be permitted for lands subject to Zoning By-law
Amendment Application ZC20/009/F/JVW; and further,
That the City of Kitchener, pursuant to Section 51 (44) of the Planning Act R.S.O. 1990,
Chapter P 13 as amended, and Delegation By-law 2002-64, hereby modifies the conditions of
draft approval for Plan of Subdivision Application 30T-09201, in the City of Kitchener, for Max
Becker Enterprises as attached to Report DSD 20-