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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, *Accessible formats and communication supports are available upon request. If you require* assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994. 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. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 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 ЊЉ ƦƩƚƆĻĭƷƭ Б ƦƩƚƆĻĭƷƭЋВ ƦƩƚƆĻĭƷƭ ΛЋЊіΜ ΛЊАіΜ ΛЏЊіΜ 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 2 - 6 1 2 - 7 334782 131315182125272728313233 ...... ............... .............. ................ ......................................................... .................. ........................................ ........................ ......................... .................................................... ............................ ............................. ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ 19 On the 2020 Business Plan ................................ - rvices Friendly Transportation - ................................ ess Plan Projects Impact of COVIDPeopleEnvironmental LeadershipVibrant EconomyCaring CommunityGreat Customer ServiceCommunity ServicesCorporate ServicesDevelopment ServicesFinancial SeInfrastructure Services 2022 Strategic Plan Evaluation Criteria2022 Strategic Plan Actions -- Contents IntroductionStatus of the 2020 Business Plan20192020 Business Plan Completions20192020 Busin 2 - 8 3 p the . U 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 Streets‘ƚƩƉ 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 Plan‘ƚƩƉ 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 Manual‘ƚƩƉ 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 Facilities‘ƚƩƉ 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 Case‘ƚƩƉ 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 Levels‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵Customer Experience Program‘ƚƩƉ 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. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 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. *** This information is available in accessible formats upon request. *** 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. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 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. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 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 . n o i t u l o s a o t 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 6 - 34 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 6 - 35 • 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 6 - 36 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, 6 - 37 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 6 - 38 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 6 - 39 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% 6 - 40 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 6 - 41 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-