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HomeMy WebLinkAboutCouncil Agenda - 2021-06-281 COUNCIL AGENDA KITcHENER Electronic Meeting MONDAY, JUNE 28, 2021 CITY OF KITCHENER 7:00 PM - ELECTRONIC MEETING (TELEVISED/LIVE STREAMED) 200 KING STREET WEST Due to COVID-19 and recommendations by Waterloo Region Public Health to exercise physical distancing, City Hall is open for select services. Members of the public are invited to participate in this meeting electronically by accessing the meeting live -stream video at kitchener.ca/watchnow. While in-person delegation requests are not feasible at this time, members of the public are invited to submit written comments or participate electronically in the meeting by contacting delegation@kitchener.ca. Delegates must register by 5:00 p.m. on June 28, 2021, in order to participate electronically. Written comments will be circulated prior to the meeting and will form part of the public record. 1. COMMENCEMENT 1.a. Land Acknowledgement 1.b. Singing of "O Canada" 2. MINUTES 2.a. Minutes to be accepted as mailed to the Mayor and Councillors (regular meeting held May 17, 2021 and special meetings held May 17 and June 14, 2021) - Councillor D. Schnider. 3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF 4. COMMUNICATIONS REFERRED TO FILE 4.a. Flag Request under Policy MUN-FAC-442: • PKD Foundation of Canada — September 03 - September 07, 2021 5. PRESENTATIONS - NIL 6. DELEGATIONS 6.a. Tyler Ulmer, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. 6.b. Sandra Parks, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. 6.c. Susan Burke, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. 6.d. Marinus de Groot, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. 6.e. Karl Kessler, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. 6.f. Kae Elgie, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. 6.g. Deb Westman, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. 6.h. David Shaftoe, regarding Item 7.a.1 - Clause 1 - Heritage Kitchener Advisory Committee Report — June 1, 2021 - Designation of 16-20 Queen Street. *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. 1 MONDAY, JUNE 28, 2021 7:00 P.M. — ELECTRONIC MEETING 7. REPORTS OF COMMITTEES COUNCIL AGENDA 1WR 7.a. HERITAGE KITCHENER - JUNE 1, 2021 CITY OF KITCHENER 200 KING STREET WEST 7.a.1. That pursuant to Section 29 of the Ontario Heritage Act, the Clerk be directed to publish a Notice of Intention to designate the property municipally addressed as 16-20 Queen St N as being of cultural heritage value or interest, as outlined in the draft Cultural Heritage Impact Assessment report prepared by MHBC, dated May 19, 2021, including: • the exterior, and select interior attributes. Council is also being requested to consider the recommendation outlined in Development Services Department Report DSD -2021-111 (as outlined below and included in the Council Agenda): That the options presented in Report DSD -21-111 be received for information; and, That a decision on the Notice of Intention to Designate the property municipally addressed as 16-20 Queen Street North under section 29 of the Ontario Heritage Act be deferred until such time as a Notice of Intention to Demolish is received. 7.b. COMMUNITY AND INFRASTRUCTURE SERVICES COMMITTEE -JUNE 14, 2021 7.b.1. That the Uniform Traffic Bylaw be amended to prohibit parking at all times on the west (even - numbered) side of Peter Street from Martin Street to Whitney Place, as outlined in Development Services Department report DSD -2021-93. 7.b.2. That pedestrian crossovers (PXOs) be installed on the Iron Horse Trail at Union Boulevard, Glasgow Street, Gage Avenue, West Avenue, Mill Street, Madison Avenue, and Kent Ave, as outlined in Development Services Department report DSD -2021-63; and, That stopping be prohibited at any time 15 metres from the crossing at each approach, and ten (10) metres immediately following each crossing; and, That raised crossings be constructed at the Iron Horse Trail at Glasgow Street, Mill Street, and Madison Avenue; and, That a project budget of $250,000 be allocated from the remaining Ontario Municipal Commuter Cycling grant and the Iron Horse Trail improvements account for installation of PXOs and raised crossings on the Iron Horse Trail; and, That the existing stop controls at Young Street/Ahrens Avenue be reversed to require eastbound and westbound traffic on Ahrens Avenue to stop at Young Street while permitting traffic on Young Street to travel through Ahrens Avenue without stopping; and, That the existing stop controls at Chapel Street and Merner Avenue be reversed to require northbound and southbound traffic on Merner Avenue to stop at Chapel Street while permitting traffic on Chapel Street to travel through Merner Avenue without stopping; and, That the existing stop controls at Church Street and Cedar Street be reversed to require northbound and southbound traffic on Cedar Street to stop at Church Street while permitting traffic on Church Street to travel through Cedar Street without stopping, and, That four parking spaces on Francis Street (between Charles Street West and Hall's Lane West) be restricted between 6:30 to 9:30 a.m., 2:30 to 6:00 p.m. and 10:30 to 11:30 p.m. to permit bus lay-by areas until the Regional Transit Hub is operational; and further, That the Uniform Traffic Bylaw be amended accordingly. 2 MONDAY, JUNE 28, 2021 7:00 P.M. — ELECTRONIC MEETING COUNCIL AGENDA 1WE CITY OF KITCHENER 200 KING STREET WEST 7.b.3. That the vision for a consolidated service centre on the main floor of City Hall be endorsed as outlined in Community Services Department report CSD -2021-6, and staff be directed to prepare a detailed costing for the new centre to be considered as part of the 2022 budget process. 7.c. PLANNING AND STRATEGIC INITIATIVES COMMITTEE -JUNE 14, 2021 7.c.1. That the attached TransformWR strategy (Appendix A to Development Services Department report DSD -2021-94) be endorsed as the community climate change mitigation strategy for City of Kitchener; and, That Council endorses in principle an interim absolute community GHG emissions reduction target of 50% by 2030. Recognizing that the bold and immediate local actions in the attached TransformWR strategy (Appendix A) are expected to achieve a 30% reduction by 2030, Council calls for bold and immediate action from the provincial and federal government to enable municipalities to reach this deeper reduction target, and, That staff be directed to develop detailed plans to implement the TransformWR strategy and report back on any funding implications through future budget processes; and, That staff be directed to work with local partners on implementation, monitoring, and reporting progress on the goals outlined in the strategy, and, that the City of Kitchener advocate for provincial and federal support and action to achieve the community transformations outlined in TransformWR (Appendix A to Report DSD -2021-94); and, That an FTE be added to support Kitchener Utilities with developing, and implementing, a Kitchener Utilities Low -Carbon Sustainable Business Strategy that will support the transition to reduce greenhouse gases; and further, That this report be submitted to the Federation of Canadian Municipalities as the City of Kitchener's community scope progress on the Partners for Climate Protection Program Milestones 1-3 as renewed. 7.c.2. That the `Final Summary List of NPR Submissions and Responses' and the `Staff Responses to NPR Written and Verbal Submissions' in response to Official Plan Amendment OPA19/004/COK/TMW and Zoning By-law Amendment ZBA19/010/COK/TMW (Neighbourhood Planning Review), attached as Appendix `A' and Appendix `B', respectively, to Development Services Department report DSD -2021-92, be received for information; and, That those properties in the Secondary Plans, not proposed to be within a Major Transit Station Area, as determined by the Region of Waterloo, proceed to be zoned as part of Stage 2b of Zoning By-law 2019-051; and, That the `Neighbourhood Specific Urban Design Guidelines' for the; • Cedar Hill and Schneider Creek Neighbourhood • Victoria Park Neighbourhood; • Civic Centre Neighbourhood; • Rockway Neighbourhood; • King Street East Neighbourhood; and the • Midtown Neighbourhood; attached as Appendix `C' to Report DSD -2021-92, be approved, and adopted into the City's Urban Design Manual; and further, That staff continue to work through any of the outstanding issues in the submissions and develop a consultation and engagement strategy to appropriately consider the new Secondary Plans and Zoning at future Statutory Public Meetings before final 32 recommendations on Official Plan Amendment. 3 MONDAY, JUNE 28, 2021 7:00 P.M. — ELECTRONIC MEETING COUNCIL AGENDA IrlE CITY OF KITCHENER 200 KING STREET WEST 7.c.3. That the proposed guiding principles, as set out in Appendix `A' of Development Services Department report DSD -2021-95, be endorsed; and, That City of Kitchener staff collaborate with the Region of Waterloo to advance technical work for 15 Charles Street (former Transit Terminal) and adjacent parking lot owned by the City of Kitchener; and further, That staff report back to Council with a more detailed `Memorandum of Understanding'. 7.c.4. That Official Plan Amendment Application OPA/20/002/E/KA for Rockway Holdings Ltd. requesting a change in designation from Low Rise Residential to Medium Rise Residential to permit 4 multiple dwelling buildings on the parcel of land specified and illustrated on Schedule `A', be adopted, in the form shown in the Official Plan Amendment attached to Development Services Department report DSD -2021-41 as Appendix `A', and accordingly forwarded to the Region of Waterloo for approval; and, That Zoning By-law Amendment Application ZBA20/005/E/KA for Rockway Holding Ltd. be approved in the form shown in the "Proposed By-law", and "Map No. 1", attached to Report DSD -2021-41 as Appendix "B"; and, That in accordance with Planning Act Section 45 (1.3 & 1.4) that applications for minor variances shall be permitted for lands subject to Zoning By-law Amendment Application ZBA20/005/E/KA; and further, That the Grand River South Community Plan be repealed in its entirety. 7.c.5. That Zoning By-law Amendment Application ZBA21 /003/B/CD for Will -O Homes be approved in the form shown in the "Proposed By-law", and "Map No. 1", attached to Development Services Department report DSD -2021- 68 as Appendix `A'; and, That the City of Kitchener, pursuant to Section 51(31) of the Planning Act R.S.O. 1990, c.P.13, as amended, and By-law 2002-164 of the City of Kitchener, as amended, hereby grants draft approval to Condominium Application 30CDM-21206 for 450 Bridgeport Road in the City of Kitchener, subject to the conditions attached to Report DSD 2021-068 as Appendix `B'; and further, That in accordance with Planning Act Section 45 (1.3 & 1.4) that applications for minor variances shall be permitted for lands subject to Zoning By-law Amendment Application ZBA21 /003/B/CD. 7.c.6. That Zoning By-law Amendment Application ZBA20/011/E/KA for Reid's Heritage Homes Ltd. be approved in the form shown in the "Proposed By-law", and "Map No. 1" and "Map No. 2", attached to Development Services Department report DSD -2021-69 as Appendix "A"; and further, That in accordance with Planning Act Section 45 (1.3 & 1.4) that applications for minor variances shall be permitted for lands subject to Zoning By-law Amendment Application ZBA/20/011 /E/KA. 7.c.7. That Zoning By-law Amendment Application ZBA20/006/R/KA for Rockway Holding Ltd. be approved in the form shown in the "Proposed By-law", and "Map No. 1", attached to Development Services Department report DSD -2021-67 as Appendix "A"; and, 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-10202, in the City of Kitchener, for Rockway Holdings Ltd., as attached to Report DSD 2021-067 as Appendix `B'; and further, That in accordance with Planning Act Section 45 (1.3 & 1.4) that applications for minor variances shall be permitted for lands subject to Zoning By-law Amendment Application ZBA20/006/R/KA. 21 MONDAY, JUNE 28, 2021 7:00 P.M. — ELECTRONIC MEETING COUNCIL AGENDA I&E CITY OF KITCHENER 200 KING STREET WEST 7.c.8. That City -initiated Zoning By-law amendment ZBA21/007/COK/RK to By-law 85-1 (Parking for Additional Dwelling Units (Detached) Near LRT Stations), be approved in the form shown in the "Proposed By-law" dated May 12, 2021, attached to Development Services Department report DSD -2021-76 as Appendix `A'. 8. UNFINISHED BUSINESS 9. NEW BUSINESS 9.a. Motion M-84 Anti -Hate Crimes and Incidents and private member's bill Bill -C 313 Banning Symbols of Hate Act — Councillor P. Singh has given notice that he will introduce the following motion for consideration this date: WHEREAS racism and hate crimes in Kitchener have been on the rise since the start of the global pandemic; and, WHEREAS the City of Kitchener continues to seek opportunities to dismantle systemic racism; and, WHEREAS the City's Strategic Plan has identified Caring Community as a priority, and the proposed motion M-84 Anti -hate crimes and incidents and private member's bill Bill - C 313 Banning Symbols of Hate Act supports several of the bodies of work currently being moved forward under this strategic goal; and, WHEREAS MP Peter Julian's motion M-84 Anti -hate crimes and incidents and private member's bill Bill -C 313 Banning Symbols of Hate Act is an opportunity to make all Canadians feel safer in the communities that they live; THEREFORE IT BE RESOLVED that the City of Kitchener endorses MP Peter Julian's private member's motion, Motion M-84 Anti -Hate Crimes and Incidents and his private member's bill Bill -C 313 Banning Symbols of Hate Act; and, THEREFORE BE IT FURTHER RESOLVED that a copy of this resolution be sent to the Right Honourable Justin Trudeau, Minister of Municipal Affairs Steve Clark, Minister of Citizenship and Multiculturalism Parm Gill, to the local MP's and MPP's, to the Federation of Canadian Municipalities, to the Association of Municipalities Ontario, and all other municipalities in Ontario. 9.b. Rising Cost of Building Materials — Councillor B. loannidis has given notice that he will introduce the following motion for consideration this date: WHEREAS the prices for construction materials have seen dramatic increases during the pandemic; and, WHEREAS reports by Statistics Canada noted that the price of lumber increased by 68 percent between March 2020 and March 2021, while fabricated metal products and construction material rose by 9 percent; and, WHEREAS the Province of Ontario has seen an accelerated overall increase in demands for construction; and, WHEREAS the Province of Ontario has deemed residential construction as essential activity during province -wide emergency declarations and stay-at-home orders; and, WHEREAS Kitchener City Council considers it a matter of public interest as the increase in rates and demand could result in unsustainable costs on the local construction industry; THEREFORE BE IT RESOLVED the City of Kitchener advocate to the Federal and Provincial Governments to review actions that could be taken to help mitigate or offset the impacts related to the rising cost of building materials; and; 5 MONDAY, JUNE 28, 2021 7:00 P.M. — ELECTRONIC MEETING COUNCIL AGENDA 19-11 CITY OF KITCHENER 200 KING STREET WEST THEREFORE BE IT FINALLY RESOLVED that a copy of this resolution be forwarded to the Right Honourable Justin Trudeau; Honourable Doug Ford, Premier Ontario; Honourable Peter Bethlenfalvy, Minister of Finance; Honourable Hon. Victor Fedeli, Minister of Economic Development, Steve Clark, Minister of Municipal Affairs; Job Creation and Trade; local MP's and MPP's, to the Federation of Canadian Municipalities, Association of Municipalities of Ontario, and all other municipalities in Ontario. 10. QUESTIONS AND ANSWERS 11. BY-LAWS - 1ST AND 2ND READING 11.a. Being a by-law to amend Chapter 110 of The City of Kitchener Municipal Code regarding By- law Enforcement. 11.b. To further amend By-law No. 2010-190, being a by-law to prohibit unauthorized parking of motor vehicles on private property. 11.c. To further amend By-law No. 88-171, being a by-law to designate private roadways as fire routes and to prohibit parking thereon. 11.d. 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. 11.e. Being a By-law to exempt certain lots from Part Lot Control - Blocks 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13 and 14, Plan 58M-627 - Robert Ferrie Drive and Caryndale Drive. 11.f. Being a by-law to amend Chapter 101 of The City of Kitchener Municipal Code with respect to Appointment of Staff. 11.g. To confirm all actions and proceedings of the Council. 12. COMMITTEE OF THE WHOLE 12.a. TENDERS 12.a.1. FIN -2021-36 - T21-076 One (1) Electric Powered Tracked Articulated Boom Lift That T21-076 One (1) Electric Powered Tracked Articulated Boom Lift, be awarded to 2141965 ONTARIO INC, Ayr, Ontario, at their tendered price of $148,900.00, plus H.S.T. of $9,357.00, for a total of $168,257.00. 12.x.2. FIN -2021-37 - T21-012 Dodge Drive (New Dundee Road to Terminus) Sanitary Trunk Sewer That Tender T21-012 Dodge Drive (New Dundee Road to Terminus) Sanitary Trunk Sewer, be awarded to Earth Boring Co. Limited, Mississauga, Ontario, at their tendered price of $8,625,219.76, including provisional items and contingencies of $968,615.00, plus H.S.T. of $1,121,278.57, for a total of $9,746,498.33. 12.b. ADMINISTRATIVE REPORTS 12.b.1 DSD -2021-112 - 2021 Digital Main Street Funding That the Mayor and Clerk be authorized to sign a funding agreement with Ontario Business Improvement Area Association (OBIAA) Small Business Centre to deliver the Digital Service Squad program, with said agreement to be to the satisfaction of the City Solicitor: and further, That the General Manager, Development Services be authorized to execute on behalf of the City of Kitchener any amendments to the funding agreement provided such amendments are to the satisfaction of the City Solicitor. D MONDAY, JUNE 28, 2021 7:00 P.M. — ELECTRONIC MEETING COUNCIL AGENDA 1WR CITY OF KITCHENER 200 KING STREET WEST 12.b.2. FIN -2021-21 - Middle Strasburg Trunk Sanitary Sewer Budget Increase That the budget for the Middle Strasburg Trunk Sanitary Sewer (MSTSS) be increased by $6,000,000, funded by development charges. 12.b.3. COR -2021-19 -Nominating Committee —Reappointments for 2020-2022 Term That Clause 2 [eligibility requirement to either reside, work or own property in the City of Kitchener] of Policy 1-63 (Appointment to Boards and Committees) be suspended only for appointment to the Nominating Committee; and further, That representatives or their designates from the Kitchener Waterloo Community Foundation, Kitchener -Waterloo Multicultural Centre, the United Way Waterloo Region Communities, Capacity Canada, and the Greater Kitchener Waterloo Chamber of Commerce as outlined in COR -2021-19, be re -appointed to the Nominating Committee for a two-year term from October 2020 to November 14, 2022. 12.c. FOR INFORMATION ONLY 12.c.1. FIN -2021-35 - Summary of Tenders Approved by the Chief Administrative Officer — Road Reconstruction with Council Approved Sidewalk Infill 12.c.2. FIN -2021-29 - 2020 Development Charge Reserve Fund 12.c.3 CAO -2021-004 — 2021 Business Plan — June Progress Report 13. REPORT OF THE COMMITTEE OF THE WHOLE 14. BY-LAWS - 3RD READING 14.a. Being a by-law to amend Chapter 110 of The City of Kitchener Municipal Code regarding By-law Enforcement. 14. b. To further amend By-law No. 2010-190, being a by-law to prohibit unauthorized parking of motor vehicles on private property. 14.c. To further amend By-law No. 88-171, being a by-law to designate private roadways as fire routes and to prohibit parking thereon. 14.d. 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. 14.e. Being a By-law to exempt certain lots from Part Lot Control - Blocks 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13 and 14, Plan 58M-627 - Robert Ferrie Drive and Caryndale Drive. 14.f. Being a by-law to amend Chapter 101 of The City of Kitchener Municipal Code with respect to Appointment of Staff. 14.g. To confirm all actions and proceedings of the Council. 7 AV-�Ah 0 ba. MC TO q -n -WORMED NNW MM�E ,� jai ,rrr07M !% p r I !lam 'won _ oil •fllCll. �� �. i Y ;� Illllllpllf I!� �- h��a• .ice I e , p '""•tea..., = - 20 CWN - sf \ Y 04 3 7 R . 11 PT Pt Ilk 114"'�`�`... iJ q IR IL AV LU The Proposal 20 Queen Street North will be converted to a community hub. Providing much needed community performance space, pedestrian focused design, and inclusionary heritage preservation • 238 units with a mix of 1, 2, and 3 bedroom units • Preservation of key heritage features • 2800 sgft. of much needed community space • Encourages active transit • As -of -right zoning This proposal made a conscious decision to align with the City of Kitchener's Strategic Plan and Business Plan 0 Heritage Preservation 0 Affordable Housing Strategy E Inclusionary Heritage 0 Climate Strategy C37 Community Benefit Space 0 Kitchener -Wide Benefits Z rThoughtf ul Heritage Preservation Several aspects of the building are identified as having heritage importance. The goal of our proposal is to protect these important elements Exterior Preservation Interior Preservation li Aup1� Practical Feasibility 10 Incl i onary Heritage A "Heritage for All" approach that commits to reintroducing life to the heritage elements in a way that allows them to influence and be a part of a new, a more inclusive culture, that is taking shape 11 ImpMIS' ALL ity B flow TD TO 5t P, i FA < — V W.�" ('c PO O(Z- �Y - cov (3 L -C- CT, p To 5'h0v-) ('OtAOlc--5 LAOi�' rAr 'kc P p pjl- t,.,' L4 A -a -F -A fit S 12 Affor moble Housing Strategy The 20 Queen Street North development will address affordable housing in a unique and trend setting way, covering both spectrums of affordability $500,000 A partnership with a local not- for-profit to build supportive housing in the City of Kitchener 21 units in the building are to meet the Region of Waterloo's affordability criteria 13 te Strategy Our development addresses the City of Kitchener's Strategic Plan fort he Environment r w X 1,100 Concrete savings realized through our design will save the equivalent of 1,100 Canadian homes yearly emissions High performance heating and cooling systems will reduce the buildings energy consumption •• Our proposal focusses on providing for active transit oriented lifestyles 14 k Iwo IIPC Bene i o the Cit of 1 �rl lip $5,98009000.-,� ,.,,-► $5,800,000 in development charges to. be paid to the City of - .A Kitchener and Region of �. Waterloo r - I Saving the equivalent of 1,100 homes' yearly carbon emissions through concrete savings t. 238 much needed housing units of which 21 units will meet the Region of Waterloo's affordability criteria $250,000 $250,000 to be spent by Momentum building out the community benefit space A 2,800 square foot community benefit space, valued at $1,500,000 to be built by Momentum and used by local emerging artists & performers and accessible by the public i h_mZ7-WI_ A NMI - I! The key exterior heritage resource, the front fagade and extensions, is to be d; f � r a�r 585 to 785 jobs Y+� created through the $100+ million project"'F' '-. p, preserve in p ace ,.� ,,� i.{ y 0 QUEEN Over $1,300,000 in yearly property tax revenue generation from the new housing units A dr�-7— p. A partnership including a $500,000 donation to a non-profit to build supportive housing in Kitchener Inclusionary heritage preservation to be completed by placing heritage elements of the interior into the publicly accessible community benefit space a rt. 'P.M f � r a�r 585 to 785 jobs Y+� created through the $100+ million project"'F' '-. p, preserve in p ace ,.� ,,� i.{ y 0 QUEEN Over $1,300,000 in yearly property tax revenue generation from the new housing units A dr�-7— p. A partnership including a $500,000 donation to a non-profit to build supportive housing in Kitchener Inclusionary heritage preservation to be completed by placing heritage elements of the interior into the publicly accessible community benefit space 0 `Closing Statin ent A designation of the building interior and exterior at this point in time will eliminate any development potential. Momentum Developments is asking for a vote against designation of the building at this stage. Momentum Developments would be support iveofa designation and Heritage Easement post -redevelopment in line with Staff's recommendation. 16 l Staff Report 1Tx Dbvelo n7entServicesDepartment www. kitchener.ca REPORT TO: City Council DATE OF MEETING: June 28, 2021 SUBMITTED BY: Bustamante, Rosa, Director of Planning, 519-741-2200 ext. 7319 PREPARED BY: Grohn, Victoria, Heritage Planner 519-741-2200 ext. 7041 WARD(S) INVOLVED: Ward 10 DATE OF REPORT: June 9, 2021 REPORT NO.: DSD -21-111 SUBJECT: Options for 16-20 Queen Street North RECOMMENDATION: That the options presented in Report DSD -21-111 be received for information; and That a decision on the Notice of Intention to Designate the property municipally addressed as 16-20 Queen Street North under section 29 of the Ontario Heritage Act be deferred until such time as a Notice of Intention to Demolish is received. REPORT HIGHLIGHTS: • The purpose of this report is to provide City Council with contextual background regarding the development proposal at 16-20 Queen Street North and options for consideration. • The key finding of this report is that the property municipally addressed as 16-20 Queen Street North has cultural heritage value or interest and meets the criteria for designation under the Ontario Heritage Act, however designation is not recommended at this time. • There are no financial implications. • Community engagement included consultation with the Heritage Kitchener committee. • The report supports the delivery of core services. BACKGROUND: The property municipally addressed as 16-20 Queen Street North is listed as a non- designated property of cultural heritage value or interest on the City's Municipal Heritage Register. The property was first identified as a property of interest in 1978 by the former Local Architectural Conservation Advisory Committee (LACAC) (now Heritage Kitchener), and was formally listed on the City's Municipal Heritage Register in 2010. The property was listed on the Municipal Heritage Register for its design, physical, historical, and associative values. The building was constructed in 1916. The Economic Mutual Fire Insurance *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 17 Company had its head office in the building between 1916 and 1954 and the Royal Conservatory of Music operated in the building between 1917 and 1935. The building was designed by notable architects William Henry Eugene Schmalz and Charles Knechtel and is a rare example of Beaux-Arts architecture in Kitchener. A Site Plan application has been received by the Planning Division for a proposal to construct a 34 -storey residential tower on the subject property. The front fagade and a portion of the returns (sides of the building) are proposed to be incorporated into the tower development, and select interior features are proposed to be repurposed within the development. The submission of a Heritage Impact Assessment (HIA) was a requirement of a complete Site Plan application. The HIA was required to confirm and expand, if appropriate, on the significance of the property, identify potential impacts associated with the development proposal, and recommend mitigating measures to avoid or reduce identified impacts. A draft HIA prepared by MHBC Planning and dated May 19, 2021 was submitted with the Site Plan application. The draft HIA prepared by MHBC Planning includes an evaluation of 16-20 Queen Street North using the established Ontario Heritage Act Regulation 9/06 criteria for designation. The draft HIA concludes that the property has cultural heritage value or interest and meets several of the criteria for designation under the Ontario Heritage Act. The HIA identifies both exterior and interior attributes that contribute to the cultural heritage value or interest of the property. As part of the Planning Division's standard practice, the draft HIA was circulated to the Heritage Kitchener committee for review and comment. Circulation of the HIA to the Heritage Kitchener committee is not a legislated requirement under the Planning Act or the Ontario Heritage Act. The comments provided by the Heritage Kitchener committee members are taken into consideration by Planning staff when formulating a professional position on the application and preparing comments and conditions. The Heritage Kitchener committee reviewed and discussed the draft HIA at its June 1, 2021 meeting. At this meeting, Heritage Kitchener passed a motion to Council recommending that staff be directed to issue a Notice of Intention to Designate the property municipally addressed as 16-20 Queen Street North under section 29 of the Ontario Heritage Act. REPORT: Draft HIA — 16-20 Queen Street North The draft HIA prepared by MHBC Planning evaluated the property municipally addressed as 16-20 Queen Street North using the established criteria in Regulation 9/06. The draft HIA confirms that the property has design/physical, historical/associative, and contextual value and is an exemplary example of Beaux-Arts architecture. The draft HIA identifies the following exterior and interior features as specific heritage attributes: Exterior: • The placement, setback and orientation of the building in its original location on Queen Street North; • The scale, form and massing of the original building; • Materials including brick with Flemish bonding and stone; UK • The symmetrical arrangement of the principal (east) elevation into three bays; • Original window and door openings including associated brick voussoirs and stone sills and headers and remaining original windows and doors; • Front portico of building including iron railings; • Central frontispiece of 20 Queen Street N. including stone door surround and entablature with date stone relief "1871-1916" and centred decorative console; • Cast stone features on front elevation including: front entrance columns, entablature with decorative consoles/corbels, medallion/shield and festoon bas-reliefs; • Cornicing on front elevation with Classical dentil mouldings; • Balconies including: second storey balcony with balustrade and associated balusters and newel posts and Juliette balconies on second and third storey window openings on front elevation. Interior: • Foyer of 20 Queen Street North with classical crown moulding, wood panelling and marble wainscotting; • Decorative crown mouldings throughout the building including Doric pilasters and Greek fretting; • Main meeting room on second storey level including c. 1916 electric fireplace; • Wood features including partition wall on third floor with glass windows and transoms separated by wood mullions and original staircases; • Original wood and terrazzo (foyer) flooring; • Original light fixtures; • Original Goldie & McCulloch Co. Limited Galt fireproof safe doors; • Mechanical equipment including: original boiler by Waterloo Manufacturing Company Limited, "Square D" breaker and Dominion Electric Manufacturing breaker. The draft HIA concludes that the property meets seven of the nine prescribed criteria outlined in Regulation 9/06 and therefore is worthy of designation under the Ontario Heritage Act. However, a property must only meet one of the prescribed criteria to qualify for designation. Though the draft HIA establishes that the property has cultural heritage value or interest and meets the criteria for designation, the HIA does not recommend that the property be designated. In addition to an evaluation of the cultural heritage value or interest of the property, the draft HIA contains an assessment of alternative development options. The draft HIA acknowledges that a `Do Nothing' alternative would result in no adverse impact to the existing heritage resource and its attributes as no development would occur. The draft HIA also acknowledges that demolishing the entire building would have the greatest impact on the heritage resource and is not recommended. A Phase Two Environmental Site Assessment was undertaken to investigate soil and groundwater quality on the site, and mercury contamination was discovered below the existing building. The draft HIA states that the development proposal requires the extraction of the contaminated soil which was a critical factor in the development of a proposal which removes most of the existing building. The HIA presents an alternative development option that would see raising the building to facilitate the extraction of the contaminated soil but notes that the mass and scale of the building present challenges for this option. 19 Designation Process Under the Ontario Heritage Act Section 29 of the Ontario Heritage Act enables municipalities to pass by-laws for the protection (designation) of individual properties that have cultural heritage value or interest. Heritage designation is a protection mechanism with long-term implications for the alterations and demolition of a cultural heritage resource. Ontario Heritage Act Regulation 9/06 prescribes the criteria for determining cultural heritage value or interest. The regulation requires that to be designated, a property must meet "one or more" of the criteria grouped into the categories of Design/Physical Value, Historical/Associative Value, and Contextual Value. Municipal councils can issue a Notice of Intention to Designate (NOID) as a way of preventing demolition or alterations to a property that may be worthy of designation. A property owner's consent is not required for the designation process to proceed. However, it has been the position of the City of Kitchener to pursue designation with the full support of a property owner. Under current Ontario Heritage Act regulations, once a NOID is issued and published in the local newspaper, anyone can object to the NOID within 30 days by providing written notice to the City Clerk. If an objection is received, it is referred to the Conservation Review Board (CRB) for a hearing. The CRB holds a public hearing to determine if the property should be designated. After the hearing, the CRB will provide a report to Council setting out a finding of facts and recommends whether the property should be designated or not. Council then considers the CRB report and can either pass a by-law to designate the property or withdraw the NOID and not designate the property. The decision of Council is final. A flow chart showing the current designation process under the Ontario Heritage Act is attached to this report as Appendix A. Ontario Heritage Act Amendments Changes to the Ontario Heritage Act have been enacted by the Province and will take effect on July 1, 2021. These changes include amendments to section 29 which is the section that lays out the process for designating a heritage property by a municipality. Under these new changes, once the City publishes a NOID, any person can object to the NOID within 30 days by providing a written notice to the City Clerk. If an objection is received, Council must then consider the objection and make a decision about whether or not to withdraw the NOID. If Council does not withdraw the NOID (or no objection is received), then Council may pass a by-law to designate the property. At that time, any person who objects to the by-law may appeal to the Ontario Land Tribunal (OLT) (formerly LPAT). The decision of the OLT is final and binding on Council. A flow chart showing the changes to the designation process under the Ontario Heritage Act is attached to this report as Appendix B. Designation of interior heritage attributes Typically, cultural heritage value is not narrowed to just front facades, nor does heritage value have to be confined to exterior attributes. There are approximately 13 individually designated properties across the City that have interior heritage attributes identified in the designating by-law registered on title of the property. However, most designations do not include interior features as it is difficult to monitor interior designations, particularly if in 20 private ownership. Rare and unique interior elements that are "fixed" to real property and have cultural heritage value can be designated. Options for Council Consideration Under section 29 of the Ontario Heritage Act, Council may choose to issue a Notice of Intention to Designate to facilitate the designation of a property or choose not to proceed with issuing a Notice of Intention to Designate, and in turn not designate a property. 1. Proceed with issuing a Notice of Intention to Designate Council may decide to pursue designation of the property municipally addressed as 16-20 Queen Street North. If a Notice of Intention to Designate (NOID) is issued, the property will be subject to certain interim protections. Any existing permit that allowed for the alteration or demolition of the property, including a building permit or demolition permit becomes void. Any proposed demolition or alteration affecting the property's heritage attributes will require Council's consent through the heritage permit process. Designation under the Ontario Heritage Act does not necessarily prohibit changes to a property but includes additional review processes to ensure alterations respect the cultural heritage value or interest of a property and do not negatively affect identified heritage attributes. Designation is about change management and how a building is altered, rather than whether or not a building is altered. If the NOID is published by June 30, 2021, then the current designation process under section 29 of the Ontario Heritage Act will apply. A draft Statement of Significance is attached as Appendix C of this report, outlining the cultural heritage value or interest of the property as well as the identified heritage attributes. 2. Deferring decision on the Notice of Intention to Designate to the demolition process (Recommended) Council may decide to defer a decision on the designation of the property municipally addressed as 16-20 Queen Street North until a demolition permit application and Notice of Intention to Demolish has been received by the City. Since the property is listed on the City's Municipal Heritage Register, the property owner must provide 60 days' notice in writing on an intention to demolish a building or structure. At that point, Council may choose to act on the intention to demolish and issue a NOID to designate the property to prevent demolition. The Heritage Kitchener committee would be consulted as part of this process. It is likely that this scenario would occur after July 1, 2021. As such, the new designation process under the Ontario Heritage Act would be followed. 3. Retaining a heritage qualified engineer to undertake additional building assessment The draft HIA prepared in support of the development proposal reports that mercury contamination was discovered below the existing building, primarily in the rear extension, and that an option to raise the rear portion of the building to address the contamination matter poses a significant challenge given the massing and scale of the building. The HIA 21 concludes that the development requires the extraction of the contaminated soil and that this was a critical factor in the decision to remove most of the existing building. Planning staff would like to better understand the various options to remediate the soil on site and the feasibility and costs of these options. Planning staff would like to retain an external engineering consultant who is a member of the Canadian Association of Heritage Professionals to undertake an independent study on behalf of the City to assess the feasibility of options to remediate the mercury contamination identified on the subject lands while conserving the building, subject to obtaining permissions from the property owner to access the property and building. It is estimated that this type of assessment may cost up to $20,000, depending on the level of complexity. A funding source has not yet been determined. Heritage Kitchener Committee Comments The Heritage Kitchener committee reviewed and considered the draft HIA prepared in support of the development proposal at 16-20 Queen Street North at its meeting on June 1, 2021. During this meeting, the committee members had opportunity to ask questions of the owner of the property and their consulting team. Heritage Kitchener committee members expressed concern with the proposal to only retain the front fagade and a portion of the returns on the existing building. Heritage Kitchener committee members questioned the rationale behind the proposal to demolish the majority of the building in order to address contamination issues on site and whether there are alternative solutions that would facilitate the retention of a greater portion of the existing building. Some committee members acknowledged the need for affordable housing in the City and noted that there are competing interests in the downtown when it comes to heritage preservation and housing. Several committee members identified this building as culturally significant to the downtown and commented that it should be preserved in its entirety. Following discussion around the development proposal and the contents of the draft HIA, the Heritage Kitchener committee carried a motion recommending that Council direct staff to issue a Notice of Intention to Designate the property municipally addressed as 16-20 Queen Street North under section 29 of the Ontario Heritage Act. Heritage Planning Comments Staff are of the opinion that the property municipally addressed as 16-20 Queen Street North has design/physical, historical/associative, and contextual value and meets the criteria for designation under section 29 of the Ontario Heritage Act. However, Heritage Planning staff do not believe a heritage designation is the best course of action currently for the following reasons. Pursuing designation at this time would be confrontational and may impact continuing efforts to achieve heritage objectives through the Site Plan process. The designation of both the exterior and the interior of the existing building has the potential to hinder staff's ability to work collaboratively with the property owner to achieve a balance of development and 22 heritage conservation objectives. Heritage Planning staff believe there is merit in continuing to work with the owner to explore additional opportunities to achieve an appropriate and meaningful level of conservation. This could include retaining a greater portion of the existing building, adaptively re -using interior features in-situ within the proposed development, and commemorative efforts to address public interpretation and understanding of the significance of the property. These and other possible measures do not require a heritage designation to be achieved and implemented, but rather continue good faith discussion and negotiation between City staff and the property owner through the Site Plan process. The purpose of proceeding with a Notice of Intention to Designate at this time would be to prevent the partial demolition of the 16-20 Queen Street North building and conserve the existing identified heritage attributes in-situ. Heritage Planning staff are of the opinion that heritage conservation objectives can be achieved in an appropriate and meaningful way, while allowing for redevelopment in a manner that is consistent with City planning principles and objectives. In consideration of the above, Heritage Planning staff is of the opinion that no action to designate the property municipally addressed as 16-20 Queen Street North is required at this time. Heritage Planning staff recommends deferring a decision on the Notice of Intention to Designate until such time as a demolition application and Notice of Intention to Demolish has been received from the City. At that time, City Council could choose to act on the Notice of Intention to Demolish and issue a Notice of Intention to Designate. Deferring a decision at this time would provide staff opportunity to have further discussions with the property owner and continue to work through the Site Plan process to balance development and meaningful heritage conservation efforts. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. 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 — This report has been posted to the City's website with the agenda in advance of the Council meeting. CONSULT — Heritage Kitchener has been consulted. PREVIOUS REPORTS/AUTHORITIES: • Ontario Heritage Act, 2021 • Ontario Regulation 9/06 • Planning Act, 2021 APPROVED BY: Justin Readman, General Manager, Development Services 23 ATTACHMENTS: Attachment A — Current designation process under section 29 of the Ontario Heritage Act Attachment B — Proposed designation process under section 29 of the Ontario Heritage Act Attachment C — Draft Statement of Significance (16-20 Queen Street North) 24 APPENDIX A 1. Designation by Municipal Bylaw (Section 29 of the Ontario Heritage Act) Designation proposed Council consuls with WC Concif Decision: Property not designated Proceed and desgn�iort? Nbttm of Intention to Designate: 1. Served on property owner 2. Served on DHT 3. Published in newspaper Dhjectimis within 30 days? Objection referred to CRIB tar heanng Council Der mn: Designate prerC� Designating oylaw passed & Notice at Withdrawal of registered on title Irtentior to Designate 1 Served on property owner 2 Served on OyT 3 Published in newspaper Notice of Designation. 1, Served on property owner 2. Served on OW 3. Published in newspaper Property not deargnaed Property listed on municipal and provincial registers Property listed on Canadian Register Notice of Hearirtg pubiisrad in newspaper CRB hearing and raoort Courcvl considers CRE Report 25 APPENDIX B Designation proposed OLT hearing_ A copy of the bylaw and a notice of appeal rights should be served on: Council consults with MHC 1. Served on property owner Ccundl passes bylaw within 120 2. Served an any person following three days• of issuing NOiD who objected 3. Served an OHT 'Council A notice of appeal rights must also No decision: be published in a newspa r. Proceed with Designating bylaw designatign? Y" *0 Notice of intrat n to designate (VOID): 1. Served on property owner 2_Served on OHT 3. Published in newspaper No Objections within 30 days of NODI D? Yes Designation by Municipal Bylaw (Section 29 of the Ontario Heritage Act) Appeals of bylaw within No 30 days? Yes OtT allows No A ppea l �n whole or in part Yes Notice of heaf i ng g iven Property not designated 'If council fails to meet these timelines, the NOIR will be deemed withdrawn, and council must issue a notice of withdrawal. For exceptions to the 120 -day timelines, please consult the guidance text. " Council fins a limited 90 day period to give its notice of intention to designate a property when the property is subject to an official plan amendment, a zoning bylaw amendment, or plan of subdivision. 26 OLT hearing_ one of the following three outcomes r OLT or council OLT dismisses Designating bylaw Jas directed} appeal OR Appeal comes into force. Cleric No repeals bylaw is withdrawn Wdesignating registers bylaw on title and serves ropy an OHT. Notre of withdrawal of intention 'Council Ame derision, within to designate: Carnes into force- Clerk 90 �- Yes 1. Served on property owner registers bylaw on title and Property listed on municipal W 2. Served on any person serves ropy on OFfT and ❑HT registers notice of intent who objected to designate? 3. Served on OHT A. Published in newspaper Property not designated 'If council fails to meet these timelines, the NOIR will be deemed withdrawn, and council must issue a notice of withdrawal. For exceptions to the 120 -day timelines, please consult the guidance text. " Council fins a limited 90 day period to give its notice of intention to designate a property when the property is subject to an official plan amendment, a zoning bylaw amendment, or plan of subdivision. 26 APPENDIX C Statement of Cultural Heritage Value or Interest Description of the Property The subject property is municipally addressed as 16-20 Queen Street North in the City of Kitchener within the Region of Waterloo and the Province of Ontario. It is located on the west side of Queen Street North in the City Commercial Core planning community between King Street West and Duke Street West. The subject property includes a three storey commercial building on a 0.23 -acre parcel with frontage on Queen Street North. Statement of Cultural Heritage Value or Interest The subject property demonstrates design/physical, historic/associative and contextual values. The exterior and interior of the former circa 1916 Economical Insurance building has design/physical value as a representation of the Beaux-Arts style in the City Kitchener which displays a high degree of craftsmanship and artistic merit. The building has retained its heritage integrity and is one of the few remaining examples of commercial Beaux-Arts architecture in Kitchener. Many of the exterior heritage attributes on the front facade are original and intact. The interior was designed with the vision of Classicism demonstrating that that there was design intent for the interior arrangement as it relates to aesthetics and functionality. Most of the interior layout and heritage attributes are original and intact. The historic/associative values of the property relate to its direct association with the Economical Mutual Fire Insurance Company of Berlin (now nationally known as Economical Insurance), William Schmalz (Sr), the Royal Conservatory of Music, George H. Ziegler, and William Henry Eugene (W.H.E.) Schmalz and Charles Knetchel. The Economical Mutual Fire Insurance Company was first established in Berlin (now Kitchener) in 1871. The company operated it's fourth headquarters from this building over three decades (1916 and 1952), including the Great Depression and World War II, and overcame significant, national economic and political changes during this time. Its operation yields information related to businesses within the City during this era. Several mergers took place from this building including the 1936 agreement with the Merchants Casualty Insurance Company of Waterloo, which broadened their insurance from solely fire, and the 1947 purchase of Northwestern Mutual Fire Association, which expanded the business to the Maritimes to offer insurance for automobiles, accidents and illnesses. As of 2021, the company has been in service for 150 years with head offices located in Waterloo Region. 27 William Schmalz (Sr) was the first Mayor of the City of Berlin (now City of Kitchener) when the City incorporated in 1912. He was also the managing director of the Economical Mutual Fire Insurance Company of Berlin between 1916 and 1933. The Royal Conservatory of Music operated out of this building between 1917 and 1935. Later the building housed the Ontario Conservatory of Music and the Elsie Ewald School of Dance. George H. Ziegler managed the Conservatory of Music in this building, conducted the Kitchener Musical Society Band, and was the organist and choir master for years at Trinity United Church. Architects W.H.E. Schmalz (son of William Henry Schmalz) and Charles Knetchel were commissioned to design the building. W.H.E. Schmalz was a notable architect in the City and possibly best known for designing the original 1924 Kitchener City Hall. W.H.E. Schmalz was also a member of the Chamber of Commerce, the Kitchener Parks Board, the Kiwanis Club and the Kitchener Musical Society. The contextual value of the property relates to its location within Downtown Kitchener. The building supports the character of the area and is functionally and historically linked to the surroundings including Goudie's Lane and Economical Insurance's fifth headquarters addressed as 10 Duke Street at the intersection of Duke Street and Queen Street North. The Duke Street headquarters was the successor to the company's location at 16-20 Queen Street North. Plaques embedded into the sidewalk outline the years that the Economical Mutual Fire Insurance Company and the Royal Conservatory of Music operated out of the building. Description of Heritage Attributes The heritage attributes supporting the cultural heritage value or interest of 16-20 Queen Street North are represented in the exterior and interior of the three storey commercial building. Key heritage attributes associated with the design/physical value of the built heritage resource include: Exterior • The placement, setback and orientation of the building in its original location on Queen Street North; • The scale, form and massing of the original building; • The materials including brick with Flemish bonding and cast stone; • The symmetrical arrangement of the principal (east) elevation into three bays; • The original window and door openings including associated brick voussoirs and stone sills and headers and remaining original windows and doors; • The front portico of the building including iron railings; • The central frontispiece of 16-20 Queen Street North including stone door surround and entablature with date stone relief 1871-1916" and centred decorative console; • The cast stone features on the front (east) elevation including front entrance columns, entablature with decorative consoles/corbels, medallion/shield and festoon bas-reliefs; • The cornicing on front (east) elevation with Classical dentil mouldings; and, • The balconies including second storey balcony with cast stone balustrade and associated balusters and newel posts and iron Juliette balconies on second and third storey window openings on front (east) elevation. Interior • The foyer of 16-20 Queen Street North with classical crown moulding, wood panelling and marble wainscoting; • The decorative crown mouldings throughout the building including Doric pilasters and Greek fretting; • The main meeting room on the second storey including circa 1916 electric fireplace; • The wood features including partition wall on third floor with glass windows and transoms separated by wood mullions and original staircases; • The original wood and terrazzo (foyer) flooring; • The original light fixtures; • The original Goldie & McCulloch Co. Limited Galt fireproof safe doors; and, • The mechanical equipment including: original boiler by Waterloo Manufacturing Company Limited, "Square D" breaker and Dominion Electric Manufacturing breaker. 29 Staff Report Financial Services Dbpartr7ent REPORT TO: Committee of the Whole DATE OF MEETING: 2021-06-28 www. kitchener ca SUBMITTED BY: Ryan Scott, Manager of Procurement 519-741-2200 ext. 7214 PREPARED BY: Jenny Ung, Associate Procurement Specialist, 519-741-2200 ext. 7216 WARD(S) INVOLVED: N/A DATE OF REPORT: 2021-06-07 REPORT NO.: FIN -2021-36 SUBJECT: T21-076 One (1) Electric Powered Tracked Articulated Boom Lift RECOMMENDATION: That T21-076 One (1) Electric Powered Tracked Articulated Boom Lift, be awarded to 2141965 ONTARIO INC, Ayr, Ontario, at their tendered price of $148,900.00, plus H.S.T. of $9,357.00, for a total of $168,257.00. REPORT HIGHLIGHTS: • The purpose of this report is to obtain approval to proceed with an award as per Purchasing By-law 2017-106; • The reason this report is coming forward is that only one (1) bid was received in response to this solicitation; • This report supports the delivery of core services. BACKGROUND: This unit will replace scissor lift unit 683 in INS — Facilities Management, as approved for replacement in the 2021 Annual Fleet Equipment Review. The current unit is thirteen (13) years old with a ten (10) year lifecycle. REPORT: As per clause 170.7.3 of the Purchasing By-law 2017-106, it states, "Regardless of 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: d. only one Bid was received in response to a Solicitation". *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 30 Tenders were advertised publicly on the City of Kitchener website. Documents were downloaded by seven (7) interested parties and by the closing date of Tuesday May 25, 2021, one (1) tender had been received. The following tender was received: 2141965 ONTARIO INC Ayr ON Bid Price $168,257.00 * The tender was reviewed by M. Lynch, Manager of Fleet Planning, who concurs with the above recommendation. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: The net cost for this tender (A), is fair and reasonable for a purchase of this scope and the upset limit is within the budget allowance (B) provided within the budget. Funding for this equipment is included within the approved capital budget. The estimated surplus (D) will remain within the Equipment Reserve Fund to fund future equipment purchases. Tender T21-076 One (1) Electric Powered Tracked Articulated Boom Lift Estimated Cost for this Tender Tender T21-076 including HST less: HST rebate on tender Net Cost Being Awarded 168,257.00 (16,736.36) 151,520.64 A Projected Costs for Additional Outfitting - Total Estimated Cost for this Tender $151,520.64 C Budget for this Tender Replacement of unit 683 in INS — Facilities Management $152,000.00 B Estimated Surplus/(Deficit) for this Tender (B - C) 479.36 D COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: There are no previous reports/authorities related to this matter. 31 APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services Department 32 Staff Report Financial Services Dbpartr7ent REPORT TO: Committee of the Whole DATE OF MEETING: 2021-06-28 www. kitchener ca SUBMITTED BY: Ryan Scott, Manager of Procurement, 519-741-2200 ext. 7214 PREPARED BY: Polina Semenov, Procurement Specialist, 519-741-2200 ext. 7037 WARD(S) INVOLVED: Ward 4 DATE OF REPORT: 2021-06-17 REPORT NO.: FIN -2021-37 SUBJECT: T21-012 Dodge Drive (New Dundee Road to Terminus) Sanitary Trunk Sewer RECOMMENDATION: That Tender T21-012 Dodge Drive (New Dundee Road to Terminus) Sanitary Trunk Sewer, be awarded to Earth Boring Co. Limited, Mississauga, Ontario, at their tendered price of $8,625,219.76, including provisional items and contingencies of $968,615.00, plus H.S.T. of $1,121,278.57, for a total of $9,746,498.33. REPORT HIGHLIGHTS: • The purpose of this report is to obtain approval to proceed with an award as per Purchasing By-law 2017-106; • The work is to be funded by a developer through a Council -approved credit/refund agreement, and will be paid back by development charges starting in 2028; • The total project costs (including design & construction costs) are approximately $3M higher than anticipated through the development charges bylaw; • There were three (3) tenders received for this procurement; • This report supports the delivery of core services. BACKGROUND: The City is proceeding with the construction of the Dodge Drive Trunk Sanitary Sewer. The total length of the work is approximately 1200m. The work includes the trenchless installation of a trunk sanitary main, local sanitary services, culvert replacements, and surface work reinstatement. The design and specifications for this project has been completed by MTE Consultants Inc., the construction administration and inspection of this project will be completed by City staff. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 33 Full funding for this project has been approved by Council as part of a credit refund agreement and the funds have been received from the developer. The project is scheduled to begin July 19, 2021, weather permitting. REPORT: Tenders were advertised publicly on the City of Kitchener website. Documents were downloaded by thirty-nine (39) interested parties and by closing date of Thursday June 10, 2021, three (3) tenders had been received. The following tenders were received: Earth Boring Co. Limited Network Sewer and Watermain Ltd Brantford Engineering and Construction Limited Mississauga ON Cambridge ON Brantford ON 101am- $9,746,498.33 $9,758,600.21 $11,282,797.46 The tender was reviewed C. Goulet, Project Manager, Development Engineering, who concurs with the above recommendation. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: In addition to the costs anticipated in this tender, 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 tender (A), is fair and reasonable and the upset limit is within the available funding (B) for the project. There is expected to be no surplus or deficit as the partner contributions have been calculated based on the known tender award amount. However, should costs exceed the estimate provided below, they will be covered by the developers as per the credit/refund agreement. 34 Tender T21-012 Dodge Drive Trunk Sanitary Sewer Estimated Cost for this Phase of Work Tender T21-012 costs, including HST less: HST rebate on tender Net Cost Being Awarded Costs Incurred to Date Projected Costs: Staff Time Projected Costs: Material Testing Total Estimated Cost for this Phase of Work Budget for this Phase of Work Developer Contribution Total Budget for this Phase of Work Estimated Surplus/(Deficit) for this Phase of Work (B - C) Estimated Surplus/(Deficit) from previous phases Total Estimated Surplus/(Deficit) $ 9,746,498.33 (969,474.27) 8,777,024.06 A 405,442.58 220,238.00 24,999.00 $ 9,427,703.64 C 9.427.703.64 $ 9,427,703.64 B IK $ - E The total estimated costs of the project are $9,427,704, compared to $6,524,000 which was included in the Development Charges bylaw. As noted earlier in the report, this project is subject to a credit/refund agreement. The developer who will be fully funding the work is aware of the revised costs of the project and has advised they would like to proceed with the project notwithstanding the fact it is well above the original cost -estimate. This higher project cost would be reflected in the development charges background study & bylaw which is in the process of being updated. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: DSD -19-275, Dodge Drive Trunk Sanitary Sewer and Road Restoration — Credit/Refund Agreement Request, December 9, 2019 APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services Department 35 l Staff Report 1Tx Dbvelo n7entServicesDepartment www. kitchener.ca REPORT TO: Council Meeting DATE OF MEETING: June 28, 2021 SUBMITTED BY: Chris Farrell, Manager Small Business Centre, 519-741 2200 ext. 7294 PREPARED BY: Chris Farrell, Manager Small Business Centre, 519-741 2200 ext. 7294 WARD(S) INVOLVED: All DATE OF REPORT: June 24, 2021 REPORT NO.: DSD -2021-112 SUBJECT: Digital Main Street - Digital Service Squad Agreement with Ontario Business Improvement Area Association (OBIAA) and City of Kitchener for the Waterloo Region Small Business Centre RECOMMENDATION: That the Mayor and Clerk be authorized to sign a funding agreement with Ontario Business Improvement Area Association (OBIAA) Small Business Centre to deliver the Digital Service Squad program, with said agreement to be to the satisfaction of the City Solicitor: and further, That the General Manager, Development Services be authorized to execute on behalf of the City of Kitchener any amendments to the funding agreement provided such amendments are to the satisfaction of the City Solicitor. EXECUTIVE SUMMARY: The Small Business Centre is applying for $150,000 in funding from the Ontario Business Improvement Area Association (OBIAA) to deliver the Digital Main Street — Digital Service Squad program, August 2020 to October 31, 2021. The program designed to help brick and mortar small businesses to adopt and implement new technology and digital marketing tools. A team of trained students provide one-on-one support to small business. BACKGROUND: Small Business Centre had offered Digital Main Street services since 2018 when it ran a collaborative pilot project with the founders of the platform, the City of Toronto Enterprise Centre. • In 2019 the Small Business Centre set up a Digital Service Squad, funded by OBIAA, with four postgraduate students. They provided services to over 550 main street businesses over ten months. This project ended December 31, 2019 • With funding from OBIAA in 2020-21, a team of 7 students contacted over 2200 business and provided digital marketing, e-commerce, and web development services to over 900 companies. This project ended on June 16, 2021. • The current program funding is from August 2021 to October 2021. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 36 OBIAA operates the Digital Main Street (DMS) platform and program, funded by the Province of Ontario. REPORT: The Digital Main Street (DMS) portal and programs are accessible to small businesses across the Province. The Waterloo Region Small Business Centre will deliver the Digital Service Squad (DSS) program designed to help brick and mortar businesses adapt to and navigate new digital marketing techniques and tools. A team of ten trained co-op students meet with small businesses at no cost to help them complete an online assessment and introduce them to online training modules to build their knowledge and skills. They can also assist with developing their Digital Transformation Plan (DTP) and then help them apply for a one-time $2,500 grant from OBIAA to implement it. This one-on-one DSS assistance also includes basic website set-up, Google My Business profiles, 3600 photos, digital storefront set-up with e-commerce (basic information on the ShopHERE program), creation, or enhancement of social media presence more. The Digital Service Squad will provide services to up to 800 businesses from August 2021 to October 31, 2021. This program targets businesses with fewer than 50 employees with a commercial location paying commercial taxes. In addition, where COVID-19 restrictions are in place, DSS members would provide outreach and one-on-one support through phone calls and video -based (Zoom) calls. The customer journey starts with a squad member helping a business complete a Digital Assessment of their existing digital assets and resources. The assessment serves as their roadmap to identify, improve, and adopt new technologies. The digital assessment generates a `to- do' list that aligns their existing digital practices to potential improvements and sets the framework for a digital marketing strategy. Businesses meet one-on-one with a Digital Service Squad student who make recommendations for technologies, tools, and an executable plan. Services include: • setting up Google my Business, • conducting a website or social media audit • recommend plugins such as online appointment calendars, point of sale/inventory systems • creating content and a social media calendar • setting up tools to tracking analytics • the framework for a basic website • or connect them to one of the other Digital Main Street programs The OBIAA funding is $150,000 to deliver the Digital Service Squad program in Waterloo Region from August to October 2021. The funding supports ten full-time co-op students and direct expenses, professional services, equipment, and print collaterals. The City of Kitchener, other municipalities, local BIA's, and other partners contribute in-kind support by co -marketing the program. The Small Business Centre Manager will submit monthly and final reports to the OBIAA. STRATEGIC PLAN ALIGNMENT: Strategic Priority: Strong & Resilient Economy Strategy: #2.2 Support the attraction, retention, and development of existing and new industries within the regional economy working in collaboration with the economic development corporation for Waterloo Region. 37 Strategic Action: # 26 Make It Start # 27 Make It Grow FINANCIAL IMPLICATIONS: The OBIAA funding supports the expenses for the Digital Service Squad project. COMMUNITY ENGAGEMENT: Entrepreneurship and innovation contribute to economic growth in the community. The Centre provides programs and services that support and complement other community entrepreneurial initiatives essential to the commercialization of small business within the Waterloo Region ecosystem. COLLABORATE — Waterloo Region Small Business Centre communicates, consults and collaborates with a broad range of community groups, organizations, agencies, secondary and post -secondary institutes, municipal, regional and provincial governments to ensure the entrepreneurial services and programs address the needs of small business in the community. The Waterloo Region Small Business Centre volunteers and the Board of Advisors are representative of these community groups. PREVIOUS REPORTS/AUTHORITIES: There are no previous reports/authorities related to this matter. APPROVED BY: Must be the Justin Readman, General Manager DSD ATTACHMENTS: Attachment A — Digital Main Street — Digital Service Squad Budget Attachment B — Waterloo Region Small Business Centre Statement of Income (comparative) 2019-2020 Attachment A Digital Service Squad Budget July 2021 to October 2021 Digital Main Street - Digital Service Squad Budget July 2021 - October 31, 2021 REVENUE OBIAA $ 150,000 EXPENSES Wages and Fringe Benefits $ 130,235 Professional Services $ 10,000 Computer $ 2,250 Travel $ 2,500 Cell $ 1,750 Zoom $ 1,000 Printing $ 2,265 Total Expenses $ 150,000 Net $ - Attachment B Waterloo Region Small Business Centre Income Statement for the Year Ended December 31, 2020 (with comparatives for the year ended December 31, 2019) 908,416 700,482 EXPENSES Salaries and Wages 2020 2019 REVENUES Ministry of Economic Development, Trade and 32,806 39,400 Employment 605,493 296,696 Ministry of Research and Innovation - 48,845 City of Cambridge 13,789 16,086 City of Kitchener 108,976 115,918 City of Waterloo 11,143 10,978 Region of Waterloo 37,500 50,000 Region of Waterloo - Self Employment Program 9,925 25,625 Sponsorships 118,543 118,033 Memberships 300 400 Registration Fees 2,747 17,562 Room Rentals - 339 908,416 700,482 EXPENSES Salaries and Wages ACCUMULATED SURPLUS (DEFICIT) 39 418,788 440,208 Administrative Expenses 32,806 39,400 Grants 326,003 96,438 Professional Services 75,582 83,609 Events and Publicity 21,544 17,625 Insurance 1,461 1,461 876,184 678,741 Net Profit (Loss) 32,232 21,741 ACCUMULATED SURPLUS (DEFICIT) 39 Opening Balance Net Profit (Loss) Closing Balance 101,794 80,053 32,232 21,741 134,026 101,794 m l Staff Report 1Tx Financial Services Dbpartr7ent www. kitchener. ca REPORT TO: Council DATE OF MEETING: June 28, 2021 SUBMITTED BY: Gross, Hans, Director of Engineering Services, 519-741-2200 ext. 7410 PREPARED BY: Spere, Chris, Manager, Construction Engineering, 519-741-2200 ext. 7412 Hagey, Ryan, Director, Financial Planning and Reporting, 519-741- 2200 ext. 7353 WARD(S) INVOLVED: Ward 5 DATE OF REPORT: June 10, 2021 REPORT NO.: FIN -2021-21 SUBJECT: Middle Strasburg Trunk Sanitary Sewer Budget Increase RECOMMENDATION: That the budget for the Middle Strasburg Trunk Sanitary Sewer (MSTSS) be increased by $6,000,000, funded by development charges. REPORT HIGHLIGHTS: The purpose of this report is to increase the budget for a project that is more complex than initially thought due to significant groundwater and soils challenges The financial implications are limited to an additional transfer from the development charges reserve, which is completely funded by growth. This report supports the delivery of core services. BACKGROUND: The Middle Strasburg Trunk Sanitary Sewer (MSTSS) is located in the southwest part of the city, in the vicinity of the Bleams Road and Fisher -Hallman Road. The project is required to develop different parcels of developer -owned land and is also key in delivering some public pieces of infrastructure including a branch library, community centre and school. The MSTSS project was identified as a fully growth -related piece of infrastructure through previous development charges studies. It was also subject to a credit/refund agreement with developers that wanted to advance its construction ahead of its 2022 construction timing. An agreement was originally approved by Council in 2018 and then updated/amended in 2019. Construction of the MSTSS was publicly tendered by the City and was awarded in the spring of 2020 at a cost of $15.5M. This was somewhat above the estimated cost of $14.7M, but still within the acceptable range of 120% (or $17.64M) contemplated in the credit/refund agreement. Based on the terms of the agreement, the developers had an option not to *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 41 proceed if the cost of the project was beyond $17.6M, but since it was being awarded at $15.5M, the tender was awarded. Work began in 2020 and is expected to be finished by the summer of 2021. REPORT: During the construction of the project, significant groundwater and soils challenges were encountered. These challenges were well beyond what was expected based on the information gathered from the boreholes drilled to test the underground conditions during the design phase of the project. The boreholes did not indicate the extent of groundwater and the frequent changes in soil type that have been experienced during construction and the issues encountered could not have been reasonably anticipated at the time of tendering the project. The additional construction complexities have led to claims for extra payment by the contractor in the range of $6M. The claims relate to the following activities and works by the contractors and consultant, some of which will take place during June and July 2021: • Removal and disposal of additional marl soil at the south-west corner of Fischer Hallman Road and Bleams Road including dewatering, removal and stockpiling on site to dry the soil, removal and disposal off site, and replacing the excavated marl soil with dry, compactable soil from the site. • Additional, time, labour and equipment to dewater and manage the groundwater inflow during the installation of the sewer using both open cut trenching and tunneling methodologies. • Changing the installation methodology of a section of sewer adjacent to the Huron Natural Area from open -cut trenching as per the design drawings to tunneling due to the extremely high inflow of groundwater. • Stand-by costs for the contractors to allow for additional examination and assessment of the soils and groundwater conditions for the sewer to be successfully installed. • Additional consultant engineering costs for the additional assessment of soils and groundwater conditions. Claims of this size are exceptional, and well beyond a normal contingency budget for a project of this scope. The nature and value of the claims have been reviewed by City staff, the project design consultant and the contract administration consultant. The cost increases proposed to continue and successfully complete the project are reasonable based on the conditions experienced. Based on the soil and groundwater conditions experienced during the MSTSS project, the developers involved with the credit/refund agreement are anticipating significant cost increases for their proposed developments as well. It is staff's recommendation that the additional unanticipated costs for the MSTSS be funded by development charges (DC's). While the project is subject to a credit/refund agreement with the developers, had the full costs of the project been known at the time of tender (now estimated to be $21.5M), the developers would have had the option to not proceed with the project, since it exceeded the cut-off price in the agreement ($17.64M). Now that the total project costs well exceed the upper limit in the agreement, staff believe the only viable option is to transfer the additional funds from the DC reserve. 42 STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: The recommendation would result in a $6M transfer from the Development Charges reserve to the Middle Strasburg Trunk Sanitary Sewer (MSTSS) capital account. Before considering this transfer, the DC reserve is projected to have a balance of $8.8M at the end of 2021. If the recommendation is approved, the ending balance would instead be $2.8M at the end of the year. Further, the City is undertaking an update of its DC bylaw, so any change in the DC reserve balance would be accounted for in the rates of the new DC bylaw (ie DC rates would increase to account for lower than projected DC reserve balances). COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: INS -18-012, Middle Strasburg Trunk Sanitary Sewer-Credit/Refund Agreement Request DSD -19-063, Middle Strasburg Trunk Sanitary Sewer-Credit/Refund Agreement Request APPROVED BY: Justin Readman, General Manager, Development Services 43 Staff Report 11:, JR Corporate Services Department wwwkitchener.ca REPORT TO: Committee of the Whole DATE OF MEETING: June 28, 2021 SUBMITTED BY: C. Tarling, Director of Legislated Services/City Clerk, 519-741-2200, ext. 7809 PREPARED BY: C. Tarling, Director of Legislated Services/City Clerk, 519-741-2200, ext. 7809 WARD (S) INVOLVED: All DATE OF REPORT: June 21, 2021 REPORT NO.: COR -2021-19 SUBJECT: Nominating Committee — Reappointments for 2020-2022 Term RECOMMENDATION: That Clause 2 [eligibility requirement to either reside, work or own property in the City of Kitchener] of Policy 1-63 (Appointment to Boards and Committees) be suspended only for appointment to the Nominating Committee; and further, That representatives or their designates from the Kitchener Waterloo Community Foundation, Kitchener -Waterloo Multicultural Centre, the United Way Waterloo Region Communities, Capacity Canada, and the Greater Kitchener Waterloo Chamber of Commerce as outlined in COR -2021-19, be re -appointed to the Nominating Committee for a two-year term from October 2020 to November 14, 2022. REPORT HIGHLIGHTS: • The purpose of this report is to re -appoint members to the Nominating Committee. • The financial implications are none. • Community engagement includes posting this report online. • This report supports the delivery of core services. BACKGROUND: The Nominating Committee's (the Committee) mandate is to assess applicants for the City's various Advisory Committees of Council and to present Council with a list of suggested candidates for each committee. When assessing applicants, the Committee considers the Terms of Reference for each Advisory Committee as well as the following criteria to determine the best fit for applicants: 1) The applicant's 1St choice of committee, wherever possible; 2) The applicant's expertise and interest as outlined in the application; 3) A mix of returning members and new members to support succession planning and continuity within the Committee; and, *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4) The application of equity and diversity to expand and more accurately reflect representation from across the community. In April 2014, Council passed a resolution to amend Policy GOV-BOA-10 (Nominating Committee — Terms of Reference) in order to appoint five (5) members or their designates to the Committee from the following organizations to serve two-year terms: • Kitchener Waterloo Community Foundation (KWCF) — President/Chief Executive Officer; • Kitchener -Waterloo Multicultural Centre (KWMC) — Chief Executive Officer; • United Way Waterloo Region Communities (UWayWRC) — Chief Executive Officer; • Capacity Canada (CC) — Chief Executive Officer; and, • Greater Kitchener Waterloo Chamber of Commerce (GKWCC) — President/Chief Executive Officer. The members of these organizations have brought their governance and recruiting experience along with their broad community perspective to the selection process for the Advisory Committee recruitments. They have consistently reviewed applications from citizens in a careful and thoughtful way ensuring their selections are in keeping with the Terms of References for the various Advisory Committees as well as the aforementioned criteria. Policy GOV-BOA-63 (Appointment to Boards and Committees) has not been revised with respect to Clause 2 [eligibility requirement to either reside, work or own property in the City of Kitchener] so there is still the need to suspend this Clause to enable the Committee members to serve when the offices of their organizations are not located in Kitchener and/or when the representative does not reside or own property in Kitchener. The current term of the Committee expired in October 2020. REPORT: Given the difficulty in finding members for the Committee in the past, the success of the current approach, and the members' willingness to continue to serve on the Committee, staff recommends continuing with the above-mentioned composition of the Committee for the 2020- 2022 term but with the following designates: • Kitchener Waterloo Community Foundation (KWCF) — Director of Philanthropy; and, • United Way Waterloo Region Communities (UWayWRC) — Vice -President of Strategy and Business Development. Staff also recommends taking no action to amend GOV-BOA-10 with respect to the Committee's composition and to continue with the suspension of Clause 2 of Policy GOV-BOA-63. Staff will continue to monitor the success of this approach and report back to Council in advance of the 2022-2024 term of the Committee for direction on whether to continue with the current approach. If at that time, Council feels the Terms of Reference for the Committee should be permanently amended including the removal of Clause 2 of Policy GOV-BOA-63, staff will undertake to make the necessary revisions at that time. 45 STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. 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 — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. COLLABORATE — The Nominating Committee is comprised of citizens who provide direct advice and recommendations regarding the composition of the City's advisory committees and boards. PREVIOUS REPORTS/AUTHORITIES: COR -18-012 — Nominating Committee — Reappointments for the 2018-2022 Term FCS -16-065 — Nominating Committee — Reappointments for 2016-2018 Term FCS -14-055 — Nominating Committee — Terms of Reference APPROVED BY: Victoria Raab, General Manager, Corporate Services Department ATTACHMENTS: None Staff Report Financial Services Dbpartr7ent REPORT TO: Committee of the Whole DATE OF MEETING: 2021-06-28 www. kitchener ca SUBMITTED BY: Ryan Scott, Manager, Procurement, 519-741-2200 ext. 7214 PREPARED BY: Ryan Scott, Manager, Procurement, 519-741-2200 ext. 7214 WARD(S) INVOLVED: 3, 10 DATE OF REPORT: 2021-06-01 REPORT NO.: FIN -2021-35 SUBJECT: Summary of Tenders Approved by the Chief Administrative Officer — Road Reconstruction with Council Approved Sidewalk Infill RECOMMENDATION: For Information Only REPORT HIGHLIGHTS: • The purpose of this report is to fulfill the requirements of the council resolution specific to Staff Report INS -15-051 • This report supports the delivery of core services. BACKGROUND: In accordance with Staff Report INS -15-051 where it was resolved that: "The Chief Administrative Officer be delegated authority to approve tenders for road reconstruction projects with Council -approved sidewalk infill, provided the total costs are within the approved budgets contained in the relevant departmental budgets and that a report regarding those tenders are provided to Council at its next regularly scheduled meeting." REPORT: The following recommendations for award were within budget and approved: • T21-001 Boehmer Street and Valewood Place Reconstruction • T21-014 Thaler Avenue (Fairway Road North to Windom Road), Southill Drive (Morgan Avenue to Windom Road), Windom Road (Thaler Avenue to End) Reconstruction *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 47 Administrative awards allow for an efficient and timely procurement process. Appendix 1 provides the details of the tender awards made by the Chief Administrative Officer since the previous Council meeting. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: As set out in Attachment A COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: • INS -15-051 Sidewalk Infill Policy • DSD -20-060-2021 Sidewalk Infill through Road Reconstruction — September 28, 2020, Community and Infrastructure Services Committee APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services Department ATTACHMENTS: Attachment A — CAO Tender Awards Attachment A — CAO Tender Awards Tender Number & Name List of Bidders (Successful Bidder Indicated in Bold) Award Price (Including Applicable HST) Budget T21-001 Boehmer Street and J-AAR Excavating Limited $4,390,631.36 The total budget for all Valewood Place Reconstruction phases of this project Sierra Infrastructure Inc is: $4,949,000.00 J. Weber Contracting Limited Navacon Construction Inc. The total estimated 410754 Ontario Limited o/a Sousa Concrete project surplus is: Nabolsy Contracting Inc. $488,073.65 Gedco Excavating Ltd. Bel -Air Excavating & Grading Ltd. Oxford Civil Group Inc. Regional Sewer and Watermain Ltd Steed and Evans Limited Network Sewer and Watermain Ltd E. & E. Seegmiller Limited Capital Paving Inc Lakeside Contracting Company Limited T21-014 Thaler Avenue (Fairway Sierra Infrastructure Inc $4,949,000.00 The total budget for all Road North to Windom Road), phases of this project Southill Drive (Morgan Avenue to Gedco Excavating Ltd. is: $5,874,000.00 Windom Road), Windom Road Nabolsy Contracting Inc. (Thaler Avenue to End) J. Weber Contracting Limited The total estimated Reconstruction J-AAR Excavating Limited project surplus is: E. & E. Seegmiller Limited $721,831.69 Bel -Air Excavating & Grading Ltd. Steed and Evans Limited Network Sewer and Watermain Ltd Regional Sewer and Watermain Ltd Staff Report Financial Services Dbpartr7ent REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: June 28, 2021 www. kitchener ca SUBMITTED BY: Lautenbach, Jonathan, Chief Financial Officer, 519-741-2200 ext. 7334 PREPARED BY: Goetz, Ruth -Anne, Budget Analyst, 519-741-2200 ext. 7335 WARD(S) INVOLVED: All DATE OF REPORT: June 3, 2021 REPORT NO.: FIN -2021-29 SUBJECT: 2020 Development Charge Reserve Fund RECOMMENDATION: For information REPORT HIGHLIGHTS: • The purpose of this report is to provide a summary of development charges that have been received and spent in 2020. • The key finding of this report is the ending balance of the development charge reserve in 2020 is a surplus of $8.5 million. • This report supports the delivery of core services. BACKGROUND: The Development Charges Act (1997) and its 2015 amendment (the "Act") requires that the Treasurer submit to Council an annual statement of the Development Charge Reserve Fund. REPORT: Summary of Development Charges Legislation: The Act provides the authority and process for the imposition and collection of development charges. Development charges (DCs) are generally paid as a part of the building permit process, and are collected to fund growth -related capital costs for services as allowed by provincial legislation. Services are grouped into two categories — discounted services and non - discounted services. The Act requires that a discount of 10% be applied to the growth - related capital costs for discounted services when calculating development charge rates. Non -discounted services refer to services for which the legislation does not require a reduction. The following table shows which services within the City of Kitchener fit into the discounted and non -discounted categories: *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 50 Discounted Services General Government Studies Parking Indoor Recreation Outdoor Recreation Cemeteries Library Non -Discounted Roads and Related Services Sanitary Servicing Watermains Storm/Watercourse Intensification Allowance Engineering Studies Public Works Fire A summary of the DC Reserve Fund by Category of Service is found in Table A. Determination of Development Charges: A Development Charges Background Study is required to be completed when updating a Development Charges by-law. The by-law is then valid for a period of up to 5 years. The Act stipulates that the DC rates may be indexed each year that the by-law remains in effect. As such, the City of Kitchener indexes the DC rates based on the non-residential construction price index, as provided by Statistics Canada. In 2020, there were two different DC rates in effect. The 2019 DC by-law stipulated that rate increases will come into effect on December 1 of each year. Therefore, the rates from January 1 to November 30, 2020 were increased on December 1, 2019 and the December 1 to December 31, 2020 rates reflect the new indexing of the rates. The 2020 DC rates are set out in Table B. Revenue DC collections in 2020 total $23.5M, which is an increase from the 2019 collections of $16.3M. Of the total revenue, $23.2M was attributable to residential development and $0.3M was for non-residential development. Expenses Net DC expenses to December 31, 2020 total $17.2M. Detailed lists are included in the DC Reserve Fund Transactions in Tables C, D and E. Since 2004, different rates have been charged for the Central Neighbourhoods as compared to the Suburban Areas of the City (as defined in the DC by-law). Related revenues and expenses broken down by service are shown for both of these areas in Table E. Expenses are allocated to either the Central Neighbourhood or the Suburban Area based on whether the service is considered to be city wide, or related only to a specific area. If a service is considered city wide, the expense is allocated based on estimated population growth in each area as provided in the background study. Reserve Fund Balances The DC Reserve Fund at December 31, 2020 was in a surplus position of $8.5M compared to a surplus of $2.2M at the end of 2019. The overall reserve balance is broken out into further detail in Table E. The detail provided shows the balances in the Suburban Areas 51 and the Central Neighbourhoods, which is then divided into Residential and Non -Residential services. These services are further divided into the Discounted and Non -Discounted categories, and then split into balances by service. Some services may reflect a deficit while others reflect a surplus. When the background study was completed, the reserve balances in each service were included in the development charge rate calculation, therefore over time, it is anticipated that the deficits will be recovered and the surpluses utilized. Exemptions DC exemptions in 2020 total $3.6M compared to $11 AM in 2019. A summary of major exemptions is included in Table F. Of the total exemptions, $2.7M was attributable to residential development and $0.9M was for non-residential development. Major exemptions are additional dwelling units in existing buildings, public school board use, redevelopment allowance*, 50% industrial enlargements, local board use and accessory building. *If a redevelopment occurs and proof of demolition is provided, the development charge applicable shall be reduced by an allowance that equals the number and types of residential units and the non-residential gross floor area of the former development, at the rates applicable at the time the first building permit for the re -development is issued. Credit/Refund Agreements The City may, by agreement, permit a developer to provide services for development of land in lieu of payment of the development charge. At December 31, 2020, credits of $6.5M were outstanding compared to $10.3M at the end of 2019. Refer to Table G for more details. Deferral Agreements New in 2020, the City has entered into several DC deferral agreements. The More Homes, More Choice Act (Bill 108), the Plan to Build Ontario Together Act (Bill 138), and the COVID- 19 Economic Recovery Act (Bill 197) have made amendments to the DC Act to allow for the deferral of payment of development charges until occupancy for rental housing, non-profit housing and institutional developments. The City has entered into five deferral agreements by the end of 2020, with a total value of $2.7M. Refer to Table H for more details. By-law A new DC by-law came into effect July 1, 2019 for a term of no longer than five years. Work has started to update this by-law, which would take into account the legislative amendments to the DC Act including changes to the collection timing of development charges and removing the 10% mandatory reduction for discounted services. No Additional levies The City of Kitchener has not imposed, directly or indirectly, a charge related to a development or a requirement to construct a service related to a development, except as permitted by the Act or another Act. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: Financial implications are discussed above and detailed in the attached appendices. 52 COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: • FIN -20-054 Development Charge (DC) & Community Benefit Charge (CBC) Update • DC Act • More Homes More Choices Act (Bill 108) APPROVED BY: Jonathan Lautenbach, Chief Financial Officer ATTACHMENTS: Table A: Development Charges Reserve Fund Summary by Category of Services Table B: Development Charge Rates Table C: 2020 Transactions Table D: 2020 Expenses Table E: Reserve Fund Transactions by Service Table F: 2020 Exemptions Table G: Credit for Service Agreements Table H: Deferral Agreements 53 TABLE A DEVELOPMENT CHARGE RESERVE FUND SUMMARY BY CATEGORY OF SERVICES Non -Discounted Discounted Total Res Non -Res Total Res Non -Res Total Balance December 31, 2019 1,579,659 (6,487,692) (4,908,033) 8,492,180 (1,339,842) 7,152,338 2,244,305 DC Act Revenue 8,627,332 220,672 8,848,004 14,576,728 43,079 14,619,807 23,467,811 Interest Income (Expense) 21,796 (93,185) (71,389) 153,720 (18,949) 134,771 63,382 Expenses 8,196,600 2,488,744 10,685,344 6,089,609 451,467 6,541,076 17,226,420 Balance December 31, 2020 2,032,187 (8,848,949) (6,816,762) 17,133,019 (1,767,179) 15,365,840 8,549,078 TABLE B DEVELOPMENT CHARGE RATES (effective from January 1 to November 30) Central Suburban Residential Development Neighbourhoods Areas Single detached or semi-detached dwelling $12,700 $18,955 / dwelling unit Townhouse or street townhouse dwelling $8,917 $13,310 /dwelling unit Multiple or duplex dwelling $6,418 $9,582 /dwelling unit Lodging House $3,608 $5,386 / dwelling unit Non -Residential Development" Gross floor area of building $21.03 $58.32 / square metre $1.94 $5.42 / square foot DEVELOPMENT CHARGE RATES (effective from December 1 to December 31) Central Suburban Residential Development Neighbourhoods Areas Single detached or semi-detached dwelling $13,030 $19,448 / dwelling unit Townhouse or street townhouse dwelling $9,149 $13,656 / dwelling unit Multiple or duplex dwelling $6,585 $9,831 /dwelling unit Lodging House $3,702 $5,526 / dwelling unit Non -Residential Development" Gross floor area of building $21.58 $59.84 / square metre $2.00 $5.56 / square foot 55 TABLE C CITY OF KITCHENER SUBURBAN AREA DEVELOPMENT CHARGE RESERVE 7012002 2020 TRANSACTIONS Surplus (Deficit) Balance December 31, 2019 841,343 Revenues DC Act Revenue 18,521,133 Interest Income (Expense) 31,575 Total Revenues 18,552,708 Expenditures Strasburg Rd N and Sewers - Refund 3,762,028 City Share of Subdivisions 468,475 Webster St Storm Sewer Upgrade 500,000 Fisher Hallman Sanitary Extension 75,000 Biehn Dr and Sanitary Sewer Trunk Extension 564,825 Old Huron Road (281,677) Doon S Sanitary Pumping Station - Refund 1,154,298 SCADA 38,559 Old Mill Rd Sanitary Pumping Station 1,377,000 Upper Hidden Valley Sanitary Pumping Station and Forcemain 462,825 Miscellaneous Creek Rehab 133,810 Hidden Valley Creek Improvements 22,542 Schneider Creek Watercourse 154,530 Idlewood Creek Rehabilitation (53,173) Kolb Drain/Smetana to Rothsay (30,691) Engineering Studies 186,749 Monitor Upper Blair Creek 82,469 Master Plan/Feasibility Studies 75,507 Fire Technology from Master Plan (25,531) Fire Radio System Upgrade 9,860 Equipment Acquisitions and Upgrades 1,409,914 Equipment Acquisitions Recovery (99,000) KOF Recovery 333,000 Planning Studies 222,880 Dundee N Secondary Plan & Studies 263,683 Fairway & Blockline PARTS/Secondary Plan 66,738 Community Benefit Charge Study 98,145 Heritage Impact Assessments 8,333 Library Technology Upgrade 32,780 Library Resources, Furniture & Equipment 72,693 Community Library/South End 624,202 Huron Brigadoon Community Centre 967,710 Cameron Pool Study 83,423 Open Space Strategy 105,113 Traynor to Wilson Trail Paving 340,765 Pedestrian Bridge 881 - Montgomery Cr 13,086 New Neighbourhood Parks 794,924 RBJ Schlegel Park 330,454 Park Rehab - Vanier & Wilson 179,932 Park Rehab - Westwood 159,679 McLennan Park Improvements 220,905 91 Moore - Sustainable Building Improvements 26,695 Library Recovery (717,618) Civic District Parking Garage Recovery 901,697 Charles and Benton Parking Garage Recovery (17,980) Total Expenditures 15,099,558 Surplus (Deficit) Balance December 31, 2020 4,294,493 56 TABLE C CITY OF KITCHENER CENTRAL NEIGHBOURHOODS DEVELOPMENT CHARGE RESERVE 7012006 2020 TRANSACTIONS Surplus (Deficit) Balance December 31, 2019 Revenues DC Act Revenue Interest Income (Expense) Total Revenues Expenditures Intensification Allowance Cycling Infrastructure Fire Technology from Master Plan Fire Radio System Upgrade Planning Studies - Dundee N Secondary Plan & Studies - Fairway & Blockline PARTS/Secondary Plan Community Benefit Charge Study Heritage Impact Assessments Library Technology Upgrade Library Resources, Furniture & Equipment Community Library/South End Huron Brigadoon Community Centre Cameron Pool Study Open Space Strategy Traynor to Wilson Trail Paving Pedestrian Bridge 881 - Montgomery Cr New Neighbourhood Parks RBJ Schlegel Park Park Rehab - Vanier & Wilson Park Rehab - Westwood McLennan Park Improvements 91 Moore - Sustainable Building Improvements Library Recovery Civic District Parking Garage Recovery Charles and Benton Parking Garage Recovery Total Expenditures Surplus (Deficit) Balance December 31, 2020 4,946,678 31,806 (228,610) 598,518 (9,587) 3,703 83,696 99,017 25,062 36,855 3,129 12,310 27,297 234,398 363,390 31,327 39,472 127,962 4,914 298,507 124,091 67,568 59,962 82,954 10,025 (68,382) 101,303 (2,020) 1,402,962 4,978,484 2,126,861 4,254,585 57 TABLE D CITY OF KITCHENER DEVELOPMENT CHARGE RESERVE 2020 EXPENSES Growth Related Funding in 2020 Non -Growth Related Funding in 2020 Central Suburban Area Neighbourhoods Total DC Tax Based Sanitary Storm Water Federal Gas External Total Non -DC DC Reserve DC Reserve Funding Capital Utility Utility Water Utility Parking Utility Tax Recoveries Funding Strasburg Rd N and Sewers- Refund 3,762,028 - 3,762,028 155,000 155.000 City Share of Subdivisions 468,475 - 468,475 - - Webster St Storm Sewer Upgrade 500,000 - 500,000 - - Fisher Hallman Sanitary Extension 75,000 - 75,000 - Intensification Allowance - (228,610) (228,610) 149,596 149,596 Cycling Infrastructure - 598,518 598,518 299,259 318.362 617,621 Biehn Dr and Sanitary Sewer Trunk Extension 564,825 - 564,825 Old Huron Road (281,677) - (281,677) (51,196) (51,196) Doon S Sanitary Pumping Station - Refund 1,154,298 - 1,154,298 - SCADA 38,559 - 38,559 389,971 389,971 Old Mill Rd Sanitary Pumping Station 1,377,000 - 1,377,000 1,683,000 1,683,000 Upper Hidden Valley Sanitary Pumping Station and Forcemain 462,825 - 462,825 - Miscellaneous Creek Rehab 133,810 - 133,810 Hidden Valley Creek Improvements 22,542 - 22,542 202,878 202,878 Schneider Creek Watercourse 154,530 - 154,530 154,530 154,530 Idlewood Creek Rehabilitation (53,173) - (53,173) (226,685) (226,685) Kolb Drain/Smetana to Rothsay (30,691) - (30,691) (308,846) (308,846) Engineering Studies 186,749 - 186,749 - Monitor Upper Blair Creek 82,469 - 82,469 - Master Plan/Feasibility Studies 75,507 - 75,507 - Fire Technology from Master Plan (25,531) (9,587) (35,118) - Fire Radio System Upgrade 9,860 3,703 13,563 54,457 147,688 202,145 Equipment Acquisitions and Upgrades 1,409,914 - 1,409,914 Equipment Acquisitions Recovery (99,000) - (99,000) - KOF Recovery 333,000 - 333,000 - Planning Studies 222,880 83,696 306,576 103,044 103,044 - Dundee N Secondary Plan & Studies 263,683 99,017 362,700 40,300 40,300 - Fairway & Blockline PARTS/Secondary Plan 66,738 25,062 91,800 35,700 35,700 Community Benefit Charge Study 98,145 36,855 135,000 15,000 15,000 Heritage Impact Assessments 8,333 3,129 11,462 2,689 2,689 Library Technology Upgrade 32,780 12,310 45,090 266,894 266,894 Library Resources, Furniture & Equipment 72,693 27,297 99,990 11,110 11,110 Community Library/South End 624,202 234,398 858,600 95,400 95,400 Huron Brigadoon Community Centre 967,710 363,390 1,331,100 147,900 147,900 Cameron Pool Study 83,423 31,327 114,750 12,750 12,750 Open Space Strategy 105,113 39,472 144,585 33,915 33,915 Traynor to Wilson Trail Paving 340,765 127,962 468,727 22,024 104,987 127,011 Pedestrian Bridge 881 - Montgomery Cr 13,086 4,914 18,000 2,000 2,000 New Neighbourhood Parks 794,924 298,507 1,093,431 104,490 104,490 RBJ Schlegel Park 330,454 124,091 454,545 45,455 45,455 Park Rehab - Vanier & Wilson 179,932 67,568 247,500 202,500 202,500 Park Rehab - Westwood 159,679 59,962 219,641 180,359 180,359 McLennan Park Improvements 220,905 82,954 303,859 146,141 146,141 91 Moore - Sustainable Building Improvements 26,695 10,025 36,720 371,280 371,280 Library Recovery (717,618) (68,382) (786,000) Civic District Parking Garage Recovery 901,697 101,303 1,003,000 - Charles and Benton Parking Garage Recovery (17,980) (2,020) RESIDENTIAL Opening Reserve: DC Act Revenue Industrial Exemption Funding Downtown Exemption Funding Interest Income (Expense) Total Revenue Strasburg Rd N and Sewers - Refund City Share of Subdivisions - Webster St Storm Sewer Upgrade - Fisher Hallman Sanitary Extension Biehn Or and Sanitary Sewer Trunk Extension Old Huron Road Doon S Sanitary Pumping Station - Refund SCADA Old Mill Rd Sanitary Pumping Station Upper Hidden Valley Sanitary Pumping Station and Forcemain Miscellaneous Creek Rehab Hidden Valley Creek Improvements Schneider Creek Watercourse Idlewood Creek Rehabilitation Kolb Drain/Smetana to Rothsay Engineering Studies Monitor Upper Blair Creek Master Plan/Feasibility Studies Fire Technology from Master Plan Fire Radio System Upgrade Equipment Acquisitions and Upgrades Equipment Acquisitions Recovery KOF Recovery Planning Studies - Dundee N Secondary Plan & Studies - Fairway & Blockline PARTS/Secondary Plan Community Benefit Charge Study Heritage Impact Assessments Library Technology Upgrade Library Resources, Furniture & Equipment Community Library/South End Huron Brigadoon Community Centre Cameron Pool Study Open Space Strategy Traynor to Wilson Trail Paving Pedestrian Bridge 881 -Montgomery Cr New Neighbourhood Parks RBJ Schlegel Park Park Rehab - Vanier & Wilson Park Rehab - Westwood McLennan Park Improvements 91 Moore - Sustainable Building Improvements Library Recovery Civic District Parking Garage Recovery Charles and Benton Parking Garage Recovery TABLE E DEVELOPMENT CHARGE RESERVE FUND SUBURBAN AREAS RESERVE FUND TRANSACTIONS BY SERVICE NON -DISCOUNTED SERVICES DISCOUNTED SERVICES Sanitary Storm Intens'n Engineering Public Total Indoor Outdoor Total Roads Sewer Water Sewer Allowance Studies Works Fire Non -Discounted Studies Parking Cemeteries Recreation Recreation Library Discounted (2,806,983) 1,967,304 2,153,461 3,771,757 - (1,185,520) (2,801,764) 321,037 1,419,292 (611,044) (191,531) 129,455 8,484,592 (207,540) (1,614,145) 5,989,787 2,796,708 2,447,594 162,418 - - 414,163 1,595,002 504,440 7,920,325 313,511 1,148,477 56,074 4,743,103 2,987,637 1,090,563 10,339,365 Total 7,409,079 18,259,690 (41,992) 25,065 27,521 45,764 (13,662) (32,410) 7,163 17,449 (8,600) 4,735 1,783 127,810 2,646 (17,616) 110,758 128,207 2,754,716 2,472,659 189,939 45,764 400,501 1,562,592 511,603 7,937,774 304,911 1,153,212 57,857 4,870,913 2,990,283 1,072,947 10,450,123 18,387,897 3,047,243 3,047,243 - 3,047,243 341,987 341,987 - 341,987 365,000 365,000 - 365,000 54,750 54,750 - 54,750 367,646 24,199 20,476 412,321 - 412,321 (205,624) (205,624) - (205,624) 934,981 934,981 - 934,981 28,148 28,148 - 28,148 1,005,210 1,005,210 - 1,005,210 337,862 337,862 - 337,862 97,681 97,681 - 97,681 16,456 16,456 - 16,456 92,718 92,718 - 92,718 (38,816) (38,816) - (38,816) (22,404) (22,404) - (22,404) 136,327 136,327 - 136,327 60,202 60,202 - 60,202 55,120 55,120 - 55,120 (18,638) (18,638) - (18,638) 7,198 7,198 - 7,198 1,043,336 1,043,336 - 1,043,336 (79,200) (79,200) - (79,200) 266,400 266,400 - 266,400 - 162,699 162,699 162,699 - 192,485 192,485 192,485 - 48,718 48,718 48,718 - 71,644 71,644 71,644 - 6,083 6,083 6,083 - 32,780 32,780 32,780 - 72,693 72,693 72,693 - 624,202 624,202 624,202 - 967,710 967,710 967,710 - 83,423 83,423 83,423 - 105,113 105,113 105,113 - 340,765 340,765 340,765 - 13,086 13,086 13,086 - 794,924 794,924 794,924 - 330,454 330,454 330,454 - 179,932 179,932 179,932 - 159,679 159,679 159,679 - 220,905 220,905 220,905 - 26,695 26,695 26,695 - (717,618) (717,618) (717,618) - 712,341 712,341 712,341 - (14,204) (14,204) (14,204) Total Expenses 3,971,002 2,330,400 20,476 145,635 251,649 1,230,536 (11,440) 7,938,258 481,629 26,695 1,051,133 2,144,858 710,194 4,414,509 12,352,767 Net Change for the Year (1,216286) 142,259 169,463 (99,871) 148,852 332,056 523,043 (484) (176,718) 1,153,212 31,162 3,819,780 845,425 362,753 6,035,614 6,035,130 Closing Reserve Balance (4,023,269) 2,109,563 2,322,924 3,671,886 (1,036,668) (2,469,708) 844,080 1,418,808 (787,762) 961,681 160,617 12,304,372 637,885 (1,251,392) 12,025,401 13,444,209 TABLE E DEVELOPMENT CHARGE RESERVE FUND SUBURBAN AREAS RESERVE FUND TRANSACTIONS BY SERVICE NON -DISCOUNTED SERVICES DISCOUNTED SERVICES Sanitary Storm Intens'n Engineering Public Total Indoor Outdoor Total Roads Sewer Water Sewer Allowance Studies Works Fire Non -Discounted Studies Parking Cemeteries Recreation Recreation Library Discounted Total NON-RESIDENTIAL Opening Reserve: (4,204,970) (919,265) 396,531 1,096,073 - (427,516) (1,282,905) (7,338) (5,349,390) (289,866) (928,480) - - - - (1,218,346) (6,567,736) DC Act Revenue 80,513 63,164 4,663 - - 11,925 44,650 14,479 219,394 9,010 33,039 - - - - 42,049 261,443 Industrial Exemption Funding Downtown Exemption Funding Interest Income(Expense) (58,062) (15,532) 4,888 13,057 (5,791) (18,153) 25 (79,568) (4,633) (12,431) (17,064) (96,632) Total Revenue 22,451 47,632 9,551 13,057 6,134 26,497 14,504 139,826 4,377 20,608 24,985 164,811 Strasburg Rd N and Sewers- Refund 714,785 714,785 - 714,785 City Share of Subdivisions 126,488 126,488 - 126,488 - Webster St Storm Sewer Upgrade 135,000 135,000 - 135,000 - Fisher Hallman Sanitary Extension 20,250 20,250 - 20,250 Biehn Or and Sanitary Sewer Trunk Extension 135,979 8,951 7,574 152,504 - 152,504 Old Huron Road (76,053) (76,053) - (76,053) Doon S Sanitary Pumping Station - Refund 219,317 219,317 - 219,317 SCADA 10,411 10,411 - 10,411 Old Mill Rd Sanitary Pumping Station 371,790 371,790 - 371,790 Upper Hidden Valley Sanitary Pumping Station and Forcemain 124,963 124,963 - 124,963 Miscellaneous Creek Rehab 36,129 36,129 - 36,129 Hidden Valley Creek Improvements 6,086 6,086 - 6,086 Schneider Creek Watercourse 61,812 61,812 - 61,812 Idlewood Creek Rehabilitation (14,357) (14,357) - (14,357) Kolb Drain/Smetana to Rothsay (8,287) (8,287) - (8,287) Engineering Studies 50,422 50,422 - 50,422 Monitor Upper Blair Creek 22,267 22,267 - 22,267 Master Plan/Feasibility Studies 20,387 20,387 - 20,387 Fire Technology from Master Plan (6,893) (6,893) - (6,893) Fire Radio System Upgrade 2,662 2,662 - 2,662 Equipment Acquisitions and Upgrades 366,578 366,578 - 366,578 Equipment Acquisitions Recovery (19,800) (19,800) - (19,800) KOF Recovery 66,600 66,600 - 66,600 Planning Studies - 60,181 60,181 60,181 -Dundee N Secondary Plan & Studies - 71,198 71,198 71,198 -Fairway & Blockline PARTS/Secondary Plan - 18,020 18,020 18,020 Community Benefit Charge Study - 26,501 26,501 26,501 Heritage Impact Assessments - 2,250 2,250 2,250 Library Technology Upgrade - - - Library Resources, Furniture & Equipment - - - Community Library/South End - - - Huron Brigadcon Community Centre - - - Cameron Pool Study - - - Open Space Strategy - - - Traynor to Wilson Trail Paving - - - Pedestrian Bridge 881 -Montgomery Cr - - New Neighbourhood Parks - - - RBJ Schlegel Park - - - Park Rehab - Vanier & Wilson - - - Park Rehab - Westwood - - - McLennan Park Improvements - - - 91Moore - Sustainable Building Improvements - - - Library Recovery - - - Civic District Parking Garage Recovery - 189,356 189,356 189,356 Charles and Benton Parking Garage Recovery - (3,776) (3,776) (3,776) Total Expenses 1,056,449 735,432 7,574 81,383 93,076 413,378 (4,231) 2,383,061 178,150 185,580 363,730 2,746,791 Net Change for the Year (1,033,998) (687,800) 1,977 (68,326) (86,942) (386,881) 18,735 (2,243,235) (173,773) (164,972) (338,745) (2,581,980) Closing Reserve Balance (5,238,968) (1,607,065) 398,508 1,027,747 (514,458) (1,669,786) 11,397 (7,592,625) (463,639) (1,093,452) (1,557,091) (9,149,716) Total Suburban Areas Reserve (9,262,237) 502,498 2,721,432 4,699,633 (1,551,126) (4,139,494) 855,477 (6,173,817) (1,251,401) (131,771) 160,617 12,304,372 637,885 (1,251,392) 10,468,310 4,294,493 TABLE E DEVELOPMENT CHARGE RESERVE FUND CENTRAL NEIGHBOURHOODS RESERVE FUND TRANSACTIONS BY SERVICE Total R -u- 503,412 207,942 711,354 127,503 4]4,]54 23,389 1,973,499 1,231,011 450,16] 4,280,323 4,991,6]] lut-ificatio.A11-- NON -DISCOUNTED SERVICES DISCOUNTED SERVICES - (162,313) cyclimiuf buctur. 424,948 424,948 88,189 Sanitary Stam 1.1..'n E.gl.cerirg Public Total - Indoor Out- (6,997) (6,997) Total 1,279 221 R-. Sewer Water Sewer Albwa.ce Studien -I. Fire Non -Discounted Studies Parking CemNeriea Recreation R.-io. Library Diacou.tetl Total RESIDENTIAL 2,]03 Planning Stud - 61,101 61,101 61,101 Openiw Reserve: - 158,583 1,]82 1601365 (59,578) 161,937 25,393 118391402 371,598 1631644 2,502,396 2,662,761 OC Act Rw.nu. - 500,2]] - 206,]29 ]0],005 128,4]] 470,688 22,970 1,943,876 1,224,413 446,939 4,237,363 4,944,369 luct-W! Exemption Finding 26,905 - H.rtlage Impact Assessments - 2,284 1]3,5]0 - - DowMow. Exemption Fu.diW Iut-I.come(ElT-) 3,135 1,213 - 4,348 (974) 4,066 419 29,623 61598 3,228 - 42,960 - 47,308 Total R -u- 503,412 207,942 711,354 127,503 4]4,]54 23,389 1,973,499 1,231,011 450,16] 4,280,323 4,991,6]] lut-ificatio.A11-- (162,313) (162,313) - (162,313) cyclimiuf buctur. 424,948 424,948 88,189 (1,138,303) (41,166) (811,330) - 424,948 FireTe hu boy from MasterPlan (6,997) (6,997) - 355 1,279 221 809 - (6,997) Fire Ratlio Sy... Upgratle 2,703 2,703 - - 2,]03 Planning Stud - 61,101 61,101 61,101 -Ountle. N S.coudary Plan & Stutli.s (14,637) ]2,286 (13,617) (852) (1,033) ]2,286 ]2,286 -Faihi & Bb Ii. PARTS/Seco.chh Plan - 18,296 (12,336) (631) (224) 18,296 181296 Commu.tly B..elk CM1arge Study - 26,905 (66,29]) 26,905 26,905 H.rtlage Impact Assessments - 2,284 1]3,5]0 2,284 2,284 Lb1hTecn.1bgy UpguWh - (2,590) (2,590) 12,310 12,310 12,310 Lb_Resources, Furniture& Equipment - 1,000 1,000 2],29] 2],29] 2],29] Community Lib.,ry .ulh Entl - - 22,595 234,398 234,396 234,398 Huron B,ig VIu. Community Centre - 363,390 26,]31 363,390 33 390 Cameron Pool Study - 31,327 6,]66 31,32] 31,32] Ops. Sp ace Strategy - - 39,472 39,4]2 39,4]2 Tray.m to Wil- Trail Paving - 12],962 127,962 12],962 Pudast,i,u B,idg,881-MO ouo Cr - - 4,914 4,914 4,914 NewN.iohuu.,l Pans - - 298,507 298,50] 298,50] RBJ SCM1legel Park - 124,091 124,091 124,091 ParkReM1ab-Vanier&Wilson - - 67,558 67,568 6],568 Park R.M1ab-W.stwootl - - 59,962 59,962 59,962 MCLenna.PaMlmprov uh - - 82,954 82,954 82,954 91 Moore -Sustainable Buidi�g Improvements 10,025 10,825 10,025 -Lucy Recovery - - (68,382) (68,382) (68,382) Citic Di"fl" Parking Garage Recovery - 80,029 - 80,029 80,029 CM1atl.s aud B.- Parkiig Garage Recovery - (1,596) (1,596) (1,596) Total Eyr..ses 262,635 (4,294) 258,341 180,872 78,433 494,742 8051430 2051623 1,675,100 119331441 Net CM1mge for fle Y- 240,]]] 212,236 453,013 (53,369) 396,321 23,389 1,568,]5] 425,581 244,544 2,605,223 3,058,236 Closing Reserve B,1- 399,360 214,018 613,378 (112,94]) 556,258 48,782 3,408,159 797,179 406,186 5,107,619 5,]20,99] NONRESIDENTIAL OW.iw Reserve: - - (1,226,492) 88,189 (1,138,303) (41,166) (811,330) - (121,496) (1,259,799) OC All Rw.... - - - 924 - 355 1,279 221 809 - - - 1,030 2,309 ludas W Exemption Fmdi.g - - - - OowMo'w. Exemption Fu.tli.g I.t.reat Income (Expeime) (14,637) 1,020 (13,617) (852) (1,033) (1,885) (15,502) Total 111- (13,713) 1,375 (12,336) (631) (224) (855) (13,193) lut-iticatio.Al1-- (66,297) (66,29]) - (66,29]) Cyclim1uf sbuctur. 1]3,5]0 1]3,5]0 - 1]3,5]0 FireTe hu boy from Master Pla. (2,590) (2,590) - (2,590) Fire Ratllo System Upgratle 1,000 1,000 - 1,000 Planning Stud - 22,595 22,595 22,595 -Du.tlee N S.contlary Plan & Stutlies - 26,]31 26,]31 26,731 -Fairway & Bbckli. PARTS/S.co.chh PIs. - 6,]66 6,766 6,]66 Co.-ity-,fit Charge Study - 9.950 91950 9,950 Heritage Impact Assessments - 845 845 845 Library Tecn.obgy Upgratle - - - LbuuyResources, Fumitura& Equipment - - - Commu.Ry Library/S-1, Entl - - - 11- B,ig VIu . C,un-ity C -u, - - - Cam.ro. Pool Study - - openSpaceStrategy Tray- IuW ileo. Trail Paving - - - - - - Pudaetrian B,idg, 881 - MuuI o ry Cr - - - N-N.igh..,1-,1 Pahl - - - RBJSCM1legel Park - - PmkRaM1ab -Vanier & W ileo. - Park Rehab - W..uu,I - - - MCLenna.PaMlmprov.m.Ms Z'.- - - III Sustainable Biidiw 1.prw.m..ts - Lbrery Recovery - - CivicOisMctParkiwGarageRec h - 21,274 21,274 21,274 CM1atles aud Benton Prolong Garage Recovery - (424) (424) (424) Total Epms.s 10],2]3 (1,590) 105,683 66,887 20,850 87,737 1931420 Net Chm for tna year (1201986) 2,965 (118,021) (6],518) (21,074) (88,592) (206,613) Gloving Reserve Bal- (1,34],4]8) 91,154 (1,256,324) (108,684) (101,404) (210,088) (1,66,412) Total Central Negnb,,,h, tle Reserve (948,118) 305,172 (642,946) (221,631) 456,854 48,782 3,408,159 797,179 408,188 4,897,531 4,254,585 Total Development CM1arges Reserve (9,262,237) 502,498 2,721,432 4,699,633 (948,118) (1,551,126) (4,139,494) 1,160,649 (6,816,763) (1,473,032) 325,063 209,399 15,712,531 1,351064 (843,204) 15,365,841 8,549,078 TABLE F DEVELOPMENT CHARGE 2020 EXEMPTIONS 50% Industrial Enlargement 257,320 Accessory Building 6,418 Additional Dwelling Unit(s) in Existing 2,438,120 Local Board 18,007 Public School Board 441,930 Redevelopment Allowance 398,864 3,560,659 62 TABLE G DEVELOPMENT CHARGE CREDIT FOR SERVICE Activa Activa Monarch Activa Activa Primeland Developments Peter Dietrich Kruse Holdings Inc. Holdings Inc. Corporation Holdings Inc. Holdings Inc. (2003) Limited Balance December 31, 2019 6,003 2,403 295,772 67,209 2,318,648 1,578,106 343,128 New Credits Credits Used 58,065 Credits Cancelled 4,618 Refund Given 148,513 Balance December 31, 2020 6,003 2,403 295,772 71,827 2,318,648 1,578,106 136,550 Service Lower Hidden Valley Strasburg Creek Laurentian Doon South Pumping Blair Creek Drive Ottawa Trussler Pumping Strasburg Rd and PS and appurtenances Trunk Sewer EA/Design Work Station and works Bridge works Station and works associated works Registered Plan Plan 58M-422 Plan 58M-471, 472, 473 30T-08204 58M-528, 30T-07202 & 30T-08203 30T-08204 58M-607 (30T-98201) EastForest/Decora Lands 30T-07204 Plan 58M-338, 374, 426, 427,428 Date of Service November 15, 2006 December 8, 2008 March 5, 2013 December 10, 2013 February 18, 2014 May 31, 2016 September 14, 2017 Original Credit $1,400,000 $1,642,555 $302,776 $545,363 $2,729,075 $1,578,106 $593,242 Estimated Total Refund $7,097,889 $876,861 $5,402,156 Estimated Refund Remaining $1,656,959 Refund to be given at earliest 30 -Jun -19 30 -Jun -22 30 -Jun -23 30 -Jun -20 TABLE G (continued) DEVELOPMENT CHARGE CREDIT FOR SERVICE Hallman Construction Sunvest Reid Freure Developments Activa Becker Limited Limited Limited Holdings Inc. Estates Inc. Total Balance December 31, 2019 692,531 1,089,499 670,392 1,756,537 1,477,754 10,297,982 New Credits - Credits Used 482,125 540,190 Credits Cancelled 4,618 Refund Given 462,133 696,546 447,973 1,142,673 863,890 3,762,028 Balance December 31, 2020 230,398 392,653 222,419 613,864 131,739 6,000,382 Service Strasburg Rd and associated works Registered Plan TBD Date of Service September 14, 2017 Original Credit $692,531 Estimated Total Refund Estimated Refund Remaining Refund to be given at earliest 30 -Jun -20 Strasburg Rd and associated works TBD September 14, 2017 $1,089,499 30 -Jun -20 Strasburg Rd and associated works TBD September 14, 2017 $670,392 30 -Jun -20 Strasburg Rd and associated works TBD September 14, 2017 $1,756,537 30 -Jun -20 Strasburg Rd and associated works TBD September 14, 2017 $1,756,537 30 -Jun -20 TABLE H DEVELOPMENT CHARGE DEFERRAL AGREEMENTS Chris Fernandes Edge Architects Ltd Schlegel Villages Inc Savic Homes Ltd PPC Ltd Design Corp 544 Bridceoort Rd 695 Block Line Rd 1430 Hiohland Rd W 595 Strasburg Rd 80 McGee Ave Total Balance December 31, 2019 New deferrals 444,711 511,469 613,248 1,025,274 89,124 2,683,826 Payments - Balance December 31, 2020 444,711 511,469 613,248 1,025,274 89,124 2,683,826 Year Permit issued 2020 2020 2020 2020 2020 l Staff Report 1Tx Chief Administrator's Office www.kitchener. ca REPORT TO: Council DATE OF MEETING: June 28, 2021 SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance 519-741-2200 ext. 78xx PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning, 519-741-2200 ext. 7817 WARD(S) INVOLVED: All Ward(s) DATE OF REPORT: June 24, 2021 REPORT NO.: CAO -2021-004 SUBJECT: 2021 Business Plan - June Progress Report RECOMMENDATION: For information REPORT HIGHLIGHTS: • This report presents the 2021 Business Plan June Progress Report (Appendix A). • This progress report lets Council and the community know that, due to the pandemic, completing 22 of the 25 strategic actions are expected to be completed by 2022 and and 3 of the strategic actions are now to be completed in 2023. • Of the strategic and business projects expected to be completed this year, 3 strategic and 2 business projects have been completed as of the end of June. An additional 8 projects are to be completed by year end. Updates on delayed projects and future year projects are provided in this report. • This report supports the achievement of the city's strategic vision to build an innovative, caring and vibrant Kitchener. BACKGROUND: As previously reported, the COVID-19 global pandemic dramatically changed the lives of Kitchener residents and citizens throughout Waterloo Region and around the world. Over the past year, the City placed the safety of citizens and staff as a top priority throughout its pandemic response and recovery efforts, while also supporting the economic sustainability of businesses and employers in the municipality. Council approved the 2020 budget focusing on delivery of the Strategic Plan and continued this focus within a constrained budget in 2021 to address financial impacts of the pandemic. These were sound decisions that enabled city staff to focus on key priorities while delivering core services. Increasingly, the pandemic has had impacts on staff workloads, retention, retirements and recruitment that are being felt in the organization affecting service delivery and operations. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. The Corporate Leadership Team has been working to address these issues through supports to employees, reviewing workloads to focusing on priorities, and reassessing what are reasonable expectations during these times. This includes balancing core service workload with pandemic response and addressing related staffing resource challenges. The 2021 Strategic Plan and Business Plan commitments have also been reviewed. While a great deal of progress has been made this year despite the pandemic and workload challenges, a number or projects have been delayed, and several since the April update that Council received. These delays are concentrated in a few key areas, as a result of both the pandemic and resourcing challenges. With respect to the 25 Actions in our 2019-2022 Strategic Plan, staff remain committed to action all of them within the term of Council, however 3 actions will now be completed in 2023. REPORT: Overall Status of Strategic Plan Actions The following chart illustrates the status of the 25 Strategic Plan actions KITCHENER'S STRATEGIC PLAN .,pr, �cnsruru 2014-2422 0 in 1* 0 ID People-Frieady Emairorwraental AbFaM C., 'ig Great Customer Transportation Leadership Economy Ccaprrwr'4 5e(** Corporate Cr ­to tlrham Desi ldul64"�a Cornpktr strer� �" EquM, ❑leer & ge ARian Plan Manual Imclusl0n Slratoteg4 nterpretation pport Bikmham f5dency Marde PFOSgram Reserve Pmdd eceeler�ata aettec4 Heu 6�er 5atl5facklon �Rf vroer m Protected 05acind Cmrmeurrty Mabe it Ifitrhereer Reduce -6.1 CVrcustomer netwc4 [Smote Action Plen .2.0.2.0Strategy spines ser4ce portal Cityproperty Open Space Strategy Set and rxnrmxnnkute Ccmnectiwity and Ire* Canopy Tar®at reA-, +fgaltable facility —4—k� meinttemis©e of trot +Tree Piami`ng Pcktrlbutlon —0 to merkrt Pedestrian -MM Wa5te DWr!A m Oevelnp a4i)AIOIt kt5 and CL&Wre CU5tormare%perlemce Strest5 StrateW for vommtoum, Plan program Wamm Yard, Ark: al5uk lame 3621 update Status of 2021 Scheduled End Date Projects In total, nine strategic actions are completed of which three have been completed in 2021 as scheduled. An additional four projects are on track for completion by the end of 2021. Four projects are delayed. 2021 Completed Projects • Community Climate Action Plan • Customer Satisfaction Program • On -Line Customer Service Portal 67 ommunity Climate Action Plan ICLIMAI EACTIONm Customer Satisfaction Program TransformWR is a region -wide response to the global climate crisis. It is a long-term strategy to achieve an 80% local greenhouse gas emission (GHG) reduction target (based on 2010 levels), and identifies local action needed to reduce emissions by 30% by 2030. It was prepared by ClimateActionWR collaborative, led by Reep Green Solutions and Sustainable Waterloo Region with participation from the Cities, Townships and the Region. On June 14, 2021, the Planning and Strategic Initiatives Committee recommended to Council that TransformWR be adopted as the city's Community Climate Action with an implementation plan specific to the City of Kitchener to be prepared. The closure of City facilities and the cancellation of programming due to the province -wide shutdown means there are limited service areas to expand feedback collection at this time. When areas reopen, the City's service offerings will be reviewed to determine what to include in the next quarter. Staff are looking into collecting feedback on Golf (book a tee time online and onsite feedback) and are working with the ActiveNet team to implement post -registration and post - programming feedback collection, that will launch when programming reopens. On -Line Customer Service Portal In the first 120 days since MyKitchener launched to the public, 7,487 accounts were registered - an average of 62 new accounts each day. With over a million views, there has been a 98.5% success rate in searches. Top 5 widgets • My property taxes • My utilities • Programs and activities • Road closures • Job opportunities Top 5 pages • Homepage • Job opportunities • Kitchener Golf • Contact us • COVID-19 updates 2021 On Track Projects • City -Owned Property Review • Equity, Diversity and Inclusion Strategy • Mill Courtland Community Centre Expansion Business Case • Multi -Language Interpretation Support 2021 Delayed Projects • Bringing a Property to Market • Pedestrian -First Street Final Plan for Gaukel Street • Open Space Strategy • Tree Canopy Target Brinaina a Proiect to Market The comprehensive property review is anticipated to be presented to Council in September 2021. Recommendation for a property to be put on the market requires additional community consultation and the impact of the pandemic on market conditions needs to be considered. It is anticipated that a property brought to market will occur in 2022. Pedestrian -First Street Plan for Gaukel Street Additional seating has been added to the Joseph Street/Charles Street block for summer 2021. Permanent solution delayed to 2022 due to pandemic restrictions while the interim solution remains in place. Open Space Strategy As part of the Strategic Plan action to equitably distribute leisure facilities an Open Space Strategy was to be prepared to update and replace the 2010 Parks Strategic Plan. Budget to undertake the work was provided in 2020, however, the pandemic impacts delayed starting the new plan with budget deferral to 2021. Ongoing staff resource challenges (Manager vacancy and DEL impacts) and legislative changes (Development Charges and Community Benefit Charges) have caused additional delays. Places and Spaces is the working title for this new plan. This reflects that the spaces that we have in parks and open space across the City are important parts of building places for the City and at a neighbourhood level. The Planning Act requires that the Parkland Dedication bylaw and the supporting Parks Plan be in place no later than September 2022. Staff have prioritized the Spaces component of the strategy to be developed in 2021. Engagement will occur through summer and fall 2021 and Spaces will be presented to Council alongside a Parkland Dedications bylaw in the first half of 2022. It is anticipated that engagement on the Places component will begin in late summer and fall 2021, continuing through to summer 2022 with Places presented to Council in the first half of 2023. A Council Strategic Session in August is planned to provide a more fulsome update on Places and Spaces and to seek engagement with Council on emerging themes. Tree Canopy Target In 2019, the City of Kitchener adopted the City's first Sustainable Urban Forest Strategy (SUFS), outlining a community informed vision for urban forestry across the City of Kitchener. Stemming from that plan, two actions were embedded in the Strategic Plan: • Eliminate the 2018 tree planting backlog by 2022 • Establishing a tree canopy target by 2020 The tree inventory and risk assessment has been delayed but is underway in 2021. Work started on a tree pruning program in 2020 is now delayed due to staffing pressures but is being revisited in 2021. COVID-19 also created a delay in receiving updated tree canopy data for the City. Work to develop a tree canopy target includes understanding the priorities for tree canopy through seeking feedback on what is important about how the City provides and maintains canopy cover. Work is also needed to understand the desire and capacity for future investments in the tree canopy from to ensure that a target is aligned with the financial capacity of the City to be able to deliver on. Due to staffing vacancies this work cannot be completed as planned in 2021. Status of 2022 Scheduled End Date Projects On Track Projects • Bikeshare Program • Connectivity and Year -Round Maintenance of Multi -Use Trails and Pathways • Pedestrian -First Street Plan for Kitchener Market • Tree Planting to Eliminate Backlog • Arts and Culture Plan • Huron Brigadoon Area School/Community Centre Construction • Leverage the Energy Efficiency Reserve Fund • Set and Communicate Service Levels • Customer Experience Program Delayed Project • Waste Diversion Strategy work commenced in 2019 but is postponed due to the lack of events during the pandemic. Projects now Scheduled for 2023 • Protected Cycling Network Connection to the Downtown • New Rosenberg Community Centre/School Business Case • Open Space Strategy - Places Component • Innovation District (Bramm Yards) Master Plan • Civic District Master Plan Overall Status of Business Plan Projects On Track Projects 6 business plan projects are on track for their scheduled end date, including: • Budd Park Strategy (2021) • Cameron Heights Pool Feasibility Study (2021) • Southwest District Pool Business Case (2021) • Rehabilitation of City Hall Outdoor Spaces — Construction Phase 1 (2021) • Facilities Infrastructure Program (2022) • Implementation of Federal Disaster Mitigation & Adaptation Fund (2028) with caution due to staffing level Delayed Projects 6 business plan projects are delayed with completion now planned for 2022, as follows: • Ice Demand Study - Likely to begin in 2022 but TBD on completion. • Mobile Time Entry - Delay due to workload pressures. Phased approach considered for roll-out with implementation starting in Q1 of 2022 • Development Charge (DC) and Community Benefits Charge (CBC) Studies - Work with consultant underway - won't be completed in time to be reflected in the 2022 capital forecast. Approval by Council to be sought in Q1 2022 with new rates effective July 1, 2022 • Long Term Financial Plan Implementation - Investment policy approved in April 2021. Capital variance report delayed to 2022 due to implementation of new roles/structure in Financial Services • Point of Sale and Expansion of Payment Options — Point of Sale delayed to 2022, Work continues on expanded online payment options. • Implementation of Significant Parks Projects - RBJ Schlegel remains on track for late 2021/early 2022 completion. Other significant park projects have been started with engagement initiated in Spring 2021. Completion of upgrades in 2022 delayed as per previous April update due to staff on DEL. 70 STRATEGIC PLAN ALIGNMENT: This report supports the achievement of the city's strategic vision to build an innovative, caring and vibrant Kitchener. FINANCIAL IMPLICATIONS: None COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. CONSULT — In 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. On May 6, 2021 Compass Kitchener hosted a virtual meeting of all of the Advisory Committee Chairs and Vice Chairs. Twenty-three advisory committee members attended, including Compass Kitchener members. One of the workshop sessions held addressed evaluating strategic plan progress. Staff presented a summary of the status the strategic plan projects and the advisory committee members discussed their views on highlights of progress made to date. General Comments on Highlights of Strategic Plan Progress • All of it! • Appreciate approach to sustainability that we aren't seeing in other cities • Very innovative • Happy to see vibrancy is wrapped into planning metrics (notjust economic) in urban design • Many completed items are strategies so implementation will show progress over time • Impressive to see how far we've come • Impressed by how much is being done. • Excited to see areas such as complete streets, bike programs, affordable housing. Specific Highlights of Strategic Plan Progress • Great Customer Service initiatives regarding the portal and website update were mentioned the most at 10 times. • Housing for All and Make it Kitchener 2.0 were mentioned 7 times each. • Caring Community initiatives including CTS, Sanguen training, mental health strategy and anti -stigma training were mentioned 6 times. • People -friendly Transportation initiatives including cycling grid, cycling and trails master plan, and pedestrian first streets were mentioned 4 times. • Progress during pandemic was mentioned 3 times • Planning for vibrancy and people -first city received 1 mention each Compass Kitchener will be reporting more fully on the results when they present their 2021 Report Card to Council in the fall. 71 PREVIOUS REPORTS/AUTHORITIES: CAO -21-002 2021 Business Plan April Progress Report CAO -20-008 2020 Business Plan Year -End Progress Report and Recommended 2021 Business Plan Project List APPROVED BY: Dan Chapman, Chief Administrative Officer ATTACHMENTS: Appendix A: 2021 Business Plan Progress Report —June 30, 2021 72 CITY OF KITCHENER 2021 BUSINESS PL►I Progress fart .dune 2, 2021 I� -, i7ur caupd' 1r�r A,Siiii�7 -. t�+I+I�SeLY n P�su�y pr o�+d V aed sera tpr fs MAW mm %9 woo r+. . vur ec�ivtun4yr expand „ee�,i IGEeryryr 73 Contents Introduction.............................................................................................................................................................................................................. 3 Impactof COVID-19: One Year Later........................................................................................................................................................................ 3 Overall Status of the 2021 Business Plan Projects.................................................................................................................................................... 4 2019-2022 Strategic Plan Evaluation Criteria........................................................................................................................................................... 6 Localizing the UN's Sustainable Development Goals................................................................................................................................................ 6 StrategicPlan............................................................................................................................................................................................................ 7 Overall Status of Strategic Plan Actions....................................................................................................................................................... 7 Strategic Plan Completions and Achievements........................................................................................................................................... 8 2019-2022 Strategic Plan Actions............................................................................................................................................................................. 9 People -Friendly Transportation................................................................................................................................................................... 9 EnvironmentalLeadership......................................................................................................................................................................... 12 VibrantEconomy........................................................................................................................................................................................ 14 CaringCommunity..................................................................................................................................................................................... 18 GreatCustomer Service............................................................................................................................................................................. 22 BusinessPlan Projects............................................................................................................................................................................................. 24 Business Plan Project Completions............................................................................................................................................................ 24 BusinessPlan Projects............................................................................................................................................................................................. 25 CommunityServices................................................................................................................................................................................... 25 CorporateServices..................................................................................................................................................................................... 26 FinancialServices....................................................................................................................................................................................... 26 InfrastructureServices............................................................................................................................................................................... 28 2 74 Introduction Each year, Kitchener City Council approves a list of projects that implement the current strategic plan and other key priorities. These projects form the annual business plan, which is developed alongside the budget to ensure resources are aligned to complete the work. Each project is described in the business plan, including anticipated timing for completion. Regular progress is reported to Council and the public throughout the year. The 2021 Business Plan includes all 25 actions from the 2019-2022 Strategic Plan, as well as 14 business plan projects. This report contains an update on progress made between April 30, 2021 and June 30, 2021 and provides an update on new completion dates for projects. Impact of COVID-19: Fifteen Months Later On March 11, 2020, the lives of Kitchener residents and citizens throughout Waterloo Region and around the world changed as the World Health Organization declared COVID-19 a global pandemic. Over the past year, the City has 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 in the municipality. 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. Through this challenging time, staff demonstrated resiliency and made progress on strategic projects, with 3 projects completed in each of 2019 and 2020, and 3 more completed in the first quarter of 2021. While this would be a commendable start to any year, the progress made to date in 2021 is especially noteworthy after 15 months of living with COVID-19. Council and the community can be proud of how staff adapted to the challenges of the pandemic and continued to deliver on the community priorities outlined in the Strategic Plan. 75 Overall Status of the 2021 Business Plan Projects The 2021 Business Plan comprises 40 projects, with 24 projects that were initially planned to be completed this year. Thirteen are were expected to be completed in 2022, 2 in 2023 and 1 in 2028. As at the end of June 2021, 5 projects have been completed, an additional 8 projects are on track to be completed in 2021, 17 projects are now expected to be completed in 2022, 5 projects are to complete in 2023 and 1 in 2028. The description of projects and their status is included on pages 10-21. Complete Projects Projects completed to date in 2021 include: 3 Strategic plan projects • Community Climate Action Plan • Customer Satisfaction Program • Online Customer Service Portal Development Upcoming Completions • 8 additional projects on track for completion in 2021 • 20 projects on track for 2022 completions • 5 projects on track for 2023 completions • 1 project on track for 2028 2021 Strategic plan project upcoming completions • City -Owned Property Review • Equity, Diversity and Inclusion Strategy • Mill Courtland Community Centre Expansion Business Case • Multi -Language Interpretation Support 2 Business plan projects • Transformation and Relaunch of Kitchener.ca • Electronic Agenda Management 2021 Business plan project upcoming completions • Budd Park Strategy • Cameron Heights Pool Feasibility Study • Southwest District Pool Business Case • Rehabilitation of City Hall Outdoor Spaces — Construction Phase 1 4 76 2022 Strategic plan project upcoming completions • Bikeshare Program • Connectivity/Year-Round Maintenance Multi -Use Trails and Pathways • Pedestrian -First Street Final Plan for Gaukel Street • Pedestrian -First Street Plan for Kitchener Market • Tree Planting to Eliminate Backlog • Tree Canopy Target • Arts and Culture Plan • Huron Brigadoon Area School/Community Centre Construction • Leverage the Energy Efficiency Reserve Fund • Bringing a Project to Market • Waste Diversion Strategy: Increase Waste Diversion at Public Spaces and Events • Set and Communicate Service Levels • Customer Experience Program 2023 Strategic plan project upcoming completions • Protected Cycling Network Connection to the Downtown • New Rosenberg Community Centre/School Business Case • Open Space Strategy • Bramm Yard Master Plan • Civic District Master Plan 2022 Business plan project upcoming completions • Facilities Infrastructure Program • Ice Demand Study - Likely to begin in 2022 but TBD on completion. • Mobile Time Entry • Development Charge & Community Benefits Charge Studies • Long Term Financial Plan Implementation - Capital variance report • Point of Sale and Expansion of Payment options. • Implementation of Significant Parks Projects 2028 Business plan project upcoming completion • Implementation of Federal Disaster Mitigation & Adaptation Fund 5 Irl 2019-2022 Strategic Plan Evaluation Criteria The Compass Kitchener Citizen Advisory Committee provides advice to Council on priorities on a regular basis, with the community's input and participation. Compass Kitchener identifies community priorities for action, and monitors progress toward achieving the community vision and in implementing the Strategic Plan. Compass Kitchener has 4 levels of evaluation criteria/measures for the 2019-2022 Strategic Plan: • Overall Implementation of the Strategic Plan • Overall Implementation of the Sustainable Development Goals (SDGs) through the Strategic Plan • Implementation of Strategic Plan Goals • Implementation of Strategic Plan Actions One evaluation metric has been proposed for each of the 25 Strategic Plan actions. These metrics will be tracked by staff beginning in 2021. As of June 30, 2021, 7 out of the 25 strategic plan actions have been completed (28%). Compass Kitchener's evaluation criteria for the 2019-2022 Strategic Plan can be found in Appendix B of report CAO -20-004. Localizing the UN's Sustainable Development Goals At the United Nations (UN) Sustainable Development Summit in September 2015, world leaders from Canada and other member states adopted the 2030 Agenda for Sustainable Development and 17 Sustainable Development Goals (SDGs) to end poverty, fight inequality, confront injustice and tackle climate change by 2030. The City of Kitchener is committed to working with the Government of Canada in embracing the 2030 Agenda and to supporting the implementation of the SDGs in Canada and internationally. Each of the 25 action statements within the 2019-2022 strategic plan connect to at least one of the SDGs. In the fall of 2020, staff worked with local consultant, Green Beacon, begin work on localizing and adapting the SDGs for the Kitchener context. This project will provide a roadmap for the City to fully integrate, implement, and operationalize SDGs within the strategic planning process and will serve as a model regionally, nationally, and globally. This localized project has enabled the City to set specific benchmarks and measure progress towards achieving the SDGs within current and future strategic plans. Once the localized SDG targets and indicators are finalized and benchmark data has been collected, they will be shared with the public through an online Citizen Dashboard. ri Strategic Plan Overall Status of Strategic Plan Actions KITCHENER'S STRATEGICPLAN COMPLETED - IN PROGRESS ® NOT STARTED 2 0 1 4- 2 G 2 2 4D .40 ID 4* People-lrienffir Enwrorrnental Vibrant L.!-ing Great Customer Tranwortatkc Leadler*ip E®enomy Ccanarunity 5er9 Caworate UT3te Lrrban Desi Mufti -b Complete streets Action Plan Manual McEQLk-sl, Dluer bB $ ` intrrpretraattioonnesupport Incluslan Strategy gikeshare Energy EffHency I+tcutow end 'wffordable Cvskarmer satisfaction program Reserve Fund Kcelewatar @etwwt kcus5ng Strategy DroEram nP 4D etwofic €y€blg Comrnunrty M2 St 5t eg fxrxr Reduce social {Inline customer perq CFinnetr Action Plan.4 Strategy si*nes serriioe portal Cerrnectiuity and Tree {�Iy Ter�ek C property Open S09w Rretepr Set and ccarrrxrrricate reuiew. property +'Egdk@ble facility sen`vca levels rrainterance of trails +Tree p�IxMR dMkrlbutlan to market Pedestrian-Ilrst Stra to oa.+er Develop Dow a+r%". Arts and Cutt,Ire 1Catstarrrer experiernce akreetb Strategy ` f� Downtown, Ptar+ r pragrern &ramm Yard, Cex Dl5trK,-t lune =1 Lrpdae 7 79 Strategic Plan Completions and Achievements The City is making progress under each of the five goals of the Strategic Plan. The following strategic plan projects have been completed to date in 2021. Community Climate Action Plan 1 CLI MATE.ACTIONWe Customer Satisfaction Program TransformWR is a region -wide response to the global climate crisis. It is a long-term strategy to achieve an 80% local greenhouse gas emission (GHG) reduction target (based on 2010 levels), and identifies local action needed to reduce emissions by 30% by 2030. It was prepared by ClimateActionWR collaborative, led by Reep Green Solutions and Sustainable Waterloo Region with participation from the Cities, Townships and the Region. On June 14, 2021, the Planning and Strategic Initiatives Committee recommended to Council that TransformWR be adopted as the city's Community Climate Action with an implementation plan specific to the City of Kitchener to be prepared. The closure of City facilities and the cancellation of programming due to the province -wide shutdown means there are limited service areas to expand feedback collection at this time. When areas reopen, the City's service offerings will be reviewed to determine what to include in the next quarter. Staff are looking into collecting feedback on Golf (book a tee time online and onsite feedback) and are working with the ActiveNet team to implement post -registration and post - programming feedback collection, that will launch when programming reopens. On -Line Customer Service Portal In the first 120 days since MyKitchener launched to the public, 7,487 accounts were registered - an average of 62 new accounts each day. With over a million views, there has been a 98.5% success rate in searches. Top 5 widgets Top 5 pages • My property taxes • Homepage • My utilities • Job opportunities • Programs and activities • Kitchener Golf • Road closures • Contact us • Job opportunities • COVID-19 updates Other strategic plan progress includes: • Construction of the Protected Cycling Network is underway • The New Director of Equity, Anti -Racism and Indigenous Initiatives started at the city in June and will oversee completion of the Mayor's Task Force work on a new EDI strategy by the fall of 2021 and recruiting to complete her staff team. • Supportive housing projects are being developed as part of implementing Housing For All, the City's housing strategy. 2019-2022 Strategic Plan Actions People -Friendly Transportation GOAL: Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected. Plan Action Statement Project Project Manager Timeline to Complete Progress UpdateStrategic 1.1 Develop a set of Complete Complete Streets Barry Cronkite Completed Completed in 2019. Streets (safe and comfortable) in 2019 guidelines and an associated work completed in 2019. Transportation Read Complete Streets Kitchener here. evaluation scorecard by 2020 Services to apply to roadway construction projects. 1.2 Encourage and incentivize Bikeshare Program Barry Cronkite 2020-2022 A region -wide bikeshare feasibility study alternative modes of was approved that recommends a transportation by developing Implement a bikeshare service in which bicycles Transportation collaborative approach to a bikeshare and subsidizing a bikeshare are made available for shared use to the public Services program throughout the region. A program by 2021. in an effort to address the "last mile," following regionwide project team is investigating a feasibility study to determine the most the use of e -bikes and e -scooters as part appropriate system. of the future program and note that 01 Plan Action Project Project Timeline Progress UpdateStrategic qq Statement Manager to Complete traditional private bikeshare providers have changed their business model to reflect a wider range of transportation options. 1.3 Install a continuous and Protected Cycling Network Connected to the Darren Kropf 2020-2023 Construction is underway. protected cycling network Downtown that connects adjacent Transportation neighbourhoods to the Install a continuous and protected cycling Services downtown by 2022. network that connects adjacent neighbourhoods to the downtown by 2022. 1.4 Improve connectivity and 1.4.1 Cycling and Trails Master Plan Update Liz Christensen Completed Completed in 2020. year-round maintenance to in 2020 multi -use trails and pathways Update the 2010 Cycling Master Plan and the Transportation Read the Cycling and Trails Master Plan as prioritized through the 2012 Multi -Use Trails and Pathways Master Plan Services here. Cycling and Trails Master Plan to include on -road cycling facilities, as well as with an initial target of off-road trails infrastructure, in one providing year-round access comprehensive plan that also addresses to a minimum of an additional education and wayfinding. 3 km of existing trails by 2022. 1.4.2 Connectivity and Year -Round Liz Christensen 2020-2022 Trail improvements are being planned on Maintenance of Multi -Use Trails and Pathways several community trails and bridges Parks & Open including: Traynor to Wilson, Kingsway to Prioritize actions, connectivity and year-round Space Design & Vanier, sections of the Laurentian Trail, maintenance to multi -use trails and pathways Development bridges in Vanier, Rothsay, Lynn Valley 10 MN Plan Action Project Project Timeline Progress UpdateStrategic Statement Manager to Complete through the Cycling and Trails Master Plan, with and Victoria Park. Work is anticipated to an initial target of year-round access to a be completed by the end 2021. minimum of an additional 3 km of existing trails by 2022. 1.5 Develop a plan to create 1.5.1 Pedestrian -First Plan for Gaukel Street Darren Kropf 2020-2022 Gaukel Street was closed to traffic during pedestrian -first streets the pandemic and will continue to between Victoria Park and Develop plans to prioritize pedestrians over Transportation remain closed as a passive pedestrian City Hall and between the ION other travel modes on Gaukel Street. Services space. The block between King St and and Kitchener Market by Charles St will be turned into passive 2022. space in late spring 2021, subject to development construction completing, and additional formal seating will be added to the Joseph St/Charles St block in summer 2021. Permanent solution delayed to 2022 due to pandemic restrictions (interim solution will remain in place) 1.5.2 Pedestrian -First Street Plan for Kitchener Darren Kropf 2021-2022 A project charter has been approved. Market Staff is investigating programming and Transportation low-cost street interventions. Develop plans to prioritize pedestrians over Services other travel modes between the Kitchener Market ION station and Kitchener Market. 11 RK Environmental Leadership Goal: Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural resources. Plan Action Project Project Timeline to Progress UpdateStrategic Statement Manager Complete 2.1 Launch and implement a Corporate Climate Action Plan TBD Completed Project completed in 2019. Corporate Climate Action Work completed in 2019. Reporting Administration - in 2019 Plan by 2019 to achieve an annually on greenhouse gas emission Development absolute greenhouse gas reduction will continue until 2026. Services Read the Corporate Climate Action Plan here. emission reduction of at least 8% by 2026. 2.2 Starting in 2019, leverage Leverage the Energy Efficiency TBD 2020-2022 Originally the 2020 capital energy reserve project the Energy Efficiency Reserve Reserve Fund was to retrofit the remaining administrative office Fund and other resources to Administration- lighting at the Kitchener Operations Facility (KOF). reduce consumption and Leverage the fund to undertake Development Due to COVID-19 safety concerns the project was emission at our facilities and energy efficiency retrofit projects on Services switched to outfitting Civic District Garage and KOF in our operations. City of Kitchener assets and capture Shops & Stores. Both projects are underway. and reinvest the operating savings to pay for capital costs. Once new staff is onboard likely to continue but modified due to COVID 2.3 Develop a Community Community Climate Action Plan Samantha Completed TransformWR is a region -wide response to the global Climate Action Plan with Tavenor in 2021 climate crisis. It is a long-term strategy to achieve an partner organizations by Complete the 80x50 Community Administration- 80% local greenhouse gas emission (GHG) reduction 2020. Climate Action Plan. Development target (based on 2010 levels), and identifies local Services action needed to reduce emissions by 30% by 2030. It was prepared by ClimateActionWR collaborative, 12 01 Plan Action Project Project Timeline to Progress UpdateStrategic $Utement: Manager Complete led by Reep Green Solutions and Sustainable Waterloo Region with participation from the Cities, Townships and the Region. On June 14, 2021, the Planning and Strategic Initiatives Committee recommended to Council that TransformWR be adopted as the city's Community Climate Action with an implementation plan specific to the City of Kitchener to be prepared. 2.4 Implement the 2.4.1 Tree Canopy Target Dave Schmitt 2020-2021 The final tree canopy dataset has been received Sustainable Urban Forest from the consultant. Community and Council Strategy with a focus on Review the current canopy cover and Forestry & engagement regarding Kitchener's tree canopy and establishing a tree canopy set an achievable target based on Natural Areas the setting of a tree canopy target is delayed and target by 2020 and best practices as well as constraints Management will occur when staffing secured. eliminating the current such as land availability, quality of (2018) tree planting backlog soil, etc. in order to guide ongoing by 2022. and future investment in tree planting, protection and maintenance. 2.4.2 Tree Planting Backlog Adam 2020-2022 Spring tree planting was cancelled in 2020 due to Elimination Buitendyk the pandemic. A fall tree plant took place in 2020 and staff remain optimistic that by the conclusion of Plant at least 750 trees in 2020, with Forestry & the spring 2022 tree planting season, the 2018 the goal of reaching 2,500 trees and Natural Areas backlog of street trees will have been eliminated, eliminating the current backlog by Management delivering on the Strategic Plan target. the end of 2022. 13 Strategic Plan Action Statement Project Project Manager Timeline to Complete Progress Update 2.5 Reduce waste diverted to Waste Diversion Strategy: Increase TBD 2020-2022 Due to the pandemic, large public events were landfills by implementing Waste Diversion in Our Public cancelled, and this project is postponed until events new diversion programs at Spaces and Events Administration- restart. Recycling and organics diversion has also our facilities and events by Development increased across public facilities and spaces, 2021. Expand the Waste Diversion Station Services including a pilot project to improve waste station to all City -run events with large wayfinding for people with visual or learning volunteer involvement, and evaluate impairments as well as English as a second language expanded waste diversion stations at (ESL) visitors. Once new staff is onboard, likely to events, parks and public facilities. continue but modified due to COVID. 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. 14 Strategic Plan ActionProject 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. Work completed in 2019. Project Manager Economic Development Timeline to Complete Progrett• e , 3.2.2 Incubator, Accelerator Cory Bluhm 2020-2021 Staff is investigating opportunities for incubators and Co -Working Space within City -owned space and with potential Network Economic partners. Business cases will be prepared and Development presented to Council in late 2021. 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-tech industry incubators. 3.3 Develop the Make it Kitchener 2.0 Make It Kitchener 2.0 Lauren Completed Completed in 2020. Strategy by 2020 with a focus on Strategy Chlumsky in 2020 transformative actions to ensure the Read the Make It Kitchener 2.0 Strategy here. attraction, success and retention of Develop the Make it Economic diverse businesses, talent, and Kitchener 2.0 Strategy by Development 2020 with a focus on arts/culture across the city. transformative actions to 15 Strategic Plan ActionProject Project Timeline to Progrett• e , Manager Complete ensure the attraction, success and retention of diverse businesses, talent, and arts/culture across the city. 3.4 Complete a comprehensive review City -Owned Property Review Brian Bennett 2021 Initial focus has been on supportive housing sites. of city -owned properties by 2020 to & Rob Morgan Due to the pandemic, finalization of the review is determine how they could be Compcomprehensive a comp delayed until 2021. Because of the pandemic and effectively used to advance city review of city -owned properties by 2020 to Economic urgent need around affordable housing and Make It strategic objectives. determine how they could be Development Kitchener, components of the review commenced effectively used to advance in 2020. A comprehensive review and completion is city strategic objectives. anticipated in late 2021. 3.5 Develop a vision for downtown 3.5.1 City -Owned Property Brian Bennett 2021-2023 This will occur once the City owned property review Kitchener and continue to position Brought to Market has been completed in late downtown Kitchener as a leading Develop a vision for Economic Development 2021. It is expected that the first property will be destination for redevelopment downtown Kitchener and brought to market in 2022 after comprehensive opportunities, with at least one new continue to position community engagement. city -owned property brought to downtown Kitchener as a market by 2020. Finalize the leading destination for Innovation District (Bramm Yards) redevelopment Master Plan by 2021 and the Civic opportunities, with at least District Master Plan by 2022. one new city -owned property brought to market by 2020. 16 Strategic Plan Action Statement Project Project Timeline to Progress Update Manager Complete 3.5.2 Innovation District Cory Bluhm 2020-2021 The current focus is working with University of (Bramm Yards) Master Plan Waterloo to build out the Health Innovation Arena Economic New date: on the Health Sciences Campus. The project is Finalize the Innovation Development 2023 delayed and is expected to be completed in 2023 District (Bramm Yards) Master Plan by 2022. 3.5.3 Civic District Master Cory Bluhm 2021-2022 Preliminary project planning has started. A Plan visioning exercise will be completed before the Economic New date: Master Plan commences. The project is delayed Finalize the Civic District Development 2023 and is expected to be completed in 2023 Master Plan by 2022. 17 4. Caring Community GOAL: Enhance people's sense of belonging & connection by providing welcoming community spaces & programs; better engaging, serving & supporting our diverse populations & helping to make housing affordable. Plan Action Statement Project Project Manager Timeline to Complete ProgressStrategic ... 4.1 Create a comprehensive Equity, Diversity and Inclusion Elin Moorlag Silk 2020-2021 The Mayor's Task Force on Equity, Diversity & Equity, Diversity and Inclusion Strategy Administration- Inclusion is on track to complete work by the end Strategy by 2020 to combat Create an Equity, Diversity and Community of June 2021. There are currently seven task force systemic barriers to full Inclusion Strategy focused on better Services working groups developing equity -informed strategies and recommendations in the following economic and social engaging and serving marginalized areas: participation in the city. and under -represented people, as . Policy well as creating a more inclusive City . Training workplace. • Demographic Data Collection • Hiring & Recruitment • Communications • Community grant for racialized groups • Mentorship program for low-income youth The deliverables of the working groups will be compiled into a comprehensive Equity & Anti - Racism Strategy for the City of Kitchener, to be implemented by the newly formed Equity, Anti - Racism & Indigenous Initiatives staff team. 4.2 Create an Affordable Affordable Housing Strategy Andrew Completed Completed in 2020. Housing Strategy for Kitchener Create an Affordable Housing Ramsaroop in 2020 by 2020 in collaboration with Strategy for Kitchener by 2020 in Planning Read Kitchener's Housing For All strategy, here the Region of Waterloo, collaboration with the Region of community groups and the Waterloo, community groups and the development industry. development industry. 109 .N Plan Action Project Project Timeline Progress UpdateStrategic Statement Manager to Complete 4.3 Reduce social stigmas 4.3.1 Reduce Social Stigma through Paula Dunn Completed Completed in 2020. experienced by those living Staff Training Human in 2020 with mental illness and Provide staff with the resources to Resources Anti -stigma training will now become a core addiction in our community respond effectively to changing learning program with ongoing evaluation and through staff training and community demographics. customization as required to meet the diversity supporting the creation of of staff needs throughout the organization and to appropriate safe consumption ensure the content is relevant to evolving and treatment facilities in community needs. Kitchener. 4.3.2 Support for Safe Consumption Completed Completed in 2019. and Treatment Facilities in 2019 Work completed in 2019. Learn about this project here. 4.4 Better utilize existing 4.4.1 Mill Courtland Community Mark Hildebrand 2020-2021 Staff have been able to start the business case in facilities, provide relevant Centre Expansion Business Case Neighbourhood Q2. They are currently completing a terms of programming at community Complete a needs assessment and Programs & reference to hire a consultant. centers, and support the business case to determine the Services equitable distribution of leisure requirements for an addition to the programs and resources across Mill Courtland Community Centre. neighbourhoods. Start work on the Mill Courtland 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. 19 91 Strategic Plan Action Project Project Timeline Progress Update Statement Manager to Complete 4.4.2 New Rosenberg Community Mark Hildebrand 2021 Project moved out to 2023 to 2026 by the school Centre/School Business Case Neighbourhood board. With the Catholic School board, Programs & New date: complete a needs assessment and Services 2023 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 Weekly construction meetings have started. FM Community Centre Construction Neighbourhood project Manager at regular meetings and Construct a joint school/community Programs & reporting back. Construction agreement centre in the Huron Brigadoon area, Services between City and School board completed and in partnership with the Waterloo signed. Negotiations for Operating agreement Region District School Board. between the City and Board pending. 4.4.4 Open Space Strategy Niall Lobley 2020-2022 Due to staffing contraints and the ongoing Develop an open space strategy to Parks & New date: impacts of COVID-19, this project is now delayed. explore the value of open spaces, Cemeteries 2023 'Spaces' is being advanced to be completed by how they function, are planned, the provincial timelines of September 2022 and maintained, and managed, and will be discussed with Council in 2021. including a review of permitted uses Engagement on both Spaces and Places will occur in parks. in 2021 and 2022. The Places component now has an anticipated completion in 2023. 20 92 Plan Action Statement Project Project Manager Timeline to Complete Progress UpdateStrategic 4.5 Engage a broad cross- Arts and Culture Plan Emily Robson 2020-2022 The City developed a partnership with the Region section of the community Develop a new and inclusive Arts and Economic of Waterloo and the City of Waterloo for including the arts and creative Culture Plan by engaging a broad Development stakeholder consultation, research and analysis. industry sector and multi- cross-section of the community A Terms of Reference and plan for stakeholder cultural communities to including the arts and creative consultation are under development. develop an inclusive arts and industry sector and multi -cultural Consultation was anticipated for late 2020, culture Plan by 2021. communities. however this has been postponed until later in 2021. The appropriate time to commence community engagement for the Culture Plan is post -pandemic, and therefore engagement has been postponed. Support for professional artists and cultural organizations will be considered as part of the COVID recovery plan. Specific engagement on these initiatives in underway. 21 93 Great Customer Service GOAL: Increase people's satisfaction, trust and engagement with the city by providing friendly, easy and convenient services. Plan Action Project Project Timeline to Progress UpdateStrategic Statement Manager Complete 5.1 Provide on -demand Multi -Language Interpretation Support Jana Miller 2020-2021 Plan to implement will be phased with staff customer service support in providing telphone support being trained to many languages through the Implement a 24-7 on -demand multi- Corporate use the service this summer (eg. CCC, Revenue, Corporate Contact Centre by language interpretation support for Customer Service Counters etc.) Staff who require 2020. telephone and in-person inquiries to Service providing in-person support (eg. community enable staff in all facilities to ensure a centres) will be trained in fall when technology more consistent and equitable experience is in place. for all customers. 5.2 Introduce a corporate -wide Customer Satisfaction Program Christine 2020-2021 Completed in 2021. Customer Satisfaction Program Baker that will allow for the collection Implement an organization -wide Completed This is as complete in terms of the services it of real time feedback from Customer Satisfaction Program that Corporate in 2021 available during Covid. There are more services customers accessing city enables real-time feedback, monitoring Customer to expand to and additional technology (kiosks) facilities, programs, and and reporting of satisfaction data to drive Service to explore however this will rely on moving services by 2020. service improvements. past the pandemic to regular service offerings. 5.3 Enhance customer Online Customer Service Portal Jana Miller Completed Completed in 2021. The MyKitchener customer experience online by delivering Development in 2021 service portal launched in beta (an almost customized information, Corporate finished version the public can provide providing easy access to Launch a centralized online service portal Customer feedback on) to the public on March 1, 2021. services, and allowing financial where citizens can access their e -services Service The public is testing the functionality of the transactions by 2021. in one place through a personalized, single portal during the beta test and staff are sign -on account. monitoring feedback and making 22 Plan Action Project, Project Timeline to Progress UpdateStrategic Statement Manager Complete improvements based on what we learn. Later in 2021, the project team will regroup to review the scope of Phase 2 of the portal's development, which will include additional new functionality for residents. See the new website and access the portal: www.kitchener.ca 5.4 Set clearly communicated Set and Communicate Service Levels Jana Miller 2021-2022 Project to start in 2022. and specific service levels for frequently asked about or Set clearly communicated and specific Corporate Service areas where this will be required are accessed City services, service levels for frequently asked about Customer without capacity to work on this at this time. including: tree maintenance, or accessed City services, including: tree Service More work is needed to ensure proper data parking, property standards maintenance, parking, property standards collection to have the appropriate data to set complaints, snow clearing and complaints, snow clearing and grass service levels with. Project to start in late 2021. grass cutting by 2022. cutting by 2022. 5.5 Implement a Customer Experience Program Jana Miller 2021-2022 Project now to start and end in 2022. This comprehensive Customer hinges on data from Customer Satisfaction Experience Review Program to Implement a comprehensive Customer Corporate Program and it will take approximately a year help ensure services are easy Experience Review Program to help Customer to have enough data to show a full review. and convenient to access from ensure services are easy and convenient Service the customer's perspective by to access from the customer's perspective 2022. by 2022. 23 Business Plan Projects Business Plan Proiect Completions 1. Transformation and Relaunch of Kitchener.ca 2. Electronic Agenda Management Manage Report Templates One Window Track Reports Solution The 3600 Difference Paper -less Eliminate Meetings Emails Submit Reports Seamlessly On March 1, 2021, the City of Kitchener launched its comprehensive new online experience for Kitchener residents, including a completely transformed website and new, cutting-edge online customer service portal called MyKitchener. The seamless integration between the new website, portal and City services reimagines how municipalities offer services online. The City has redeveloped its online presence from the ground up, incorporating best -in -class web design practices to give Kitchener residents the information they're looking for right away. The MyKitchener experience includes a new website with plain language content. By lowering the reading level of the website from college to grade seven, the City is making their website more accessible and easier to understand. The City hopes that the new website and MyKitchener portal will empower residents to self -serve on their schedule. Agenda.NET is the City's first corporate -wide, fully automated application for submitting agenda items and managing meetings for Council, Standing Committees, and quasi-judicial committee meetings, such as the Committee of Adjustment. Through engagement across the City in 2019, stakeholders identified opportunities to improve our report development and submission process. Valuable feedback made it clear that the City is ready for an enhanced and efficient report writing and meeting management software solution. Agenda.NET creates enhancements and efficiencies, including automatically assigning report numbers, document versioning, cross -departmental collaboration, and automated approval workflows. For report writers and approvers, it is time to make creating and submitting items to Council and Committee meetings easy! 24 •M Business Plan Projects 25 97 Community. -Update CompleteManager BP01 Budd Park Strategy Kim Kugler 2020-2021 A condition report has been completed for the facilities on the site. The work to evaluate the benefits of the Budd Identify potential sites and estimated costs to relocate Sport Lands for employment and for recreation is underway. the recreational 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 Awaiting WRDSB's signature on the MOU for the roles and Collaborate with the Waterloo Region District School Sport responsibilities of the City and WRDSB related to the Board to determine the renovations and estimated costs feasibility study. Once the MOU is signed the TOR will be to isolate the pool operation from the school operation to circulated. preserve a recreational asset in the downtown. BP03 Southwest District Pool Business Case Kim Kugler 2020-2021 Planning is underway to develop the terms of reference for Engage community residents/stakeholders in a needs Sport the pool business case. assessment and business case to determine the elements to be included in the new pool. BP04 Ice Demand Study Jeremy 2020-2021 Delayed due to COVID and impacts on user groups. Likely to Dueck begin sometime in 2022 but unclear at this time when it Evaluate ice user needs and trends for ice time to New date: could be completed. determine the timing of a new arena. Sport 2022 25 97 26 •M Corporate Complete ... BP05 Transformation and Relaunch of Nicole Amaral Completed in The website and portal launched March 1, 2021. Kitchener.ca Corporate Communications 2021 Post -launch administrative work will be ongoing, Relaunch Kitchener.ca as a user -first & Marketing including governance, training, documenting designed site that is easy for residents processes, early improvements, etc. to quickly find any information they are looking for, as well as to have the information they're interested in delivered to them. BP06 Electronic Agenda Management Jeff Bunn Completed in Agenda.Net was launched February 5, 2021 for City staff Create, prepare, approve and publish Legislated Services 2021 and on February 19, 2021 for council and members of the meeting agenda packages and minutes public. Post -launch rollout will continue within the in a more efficient, collaborative, organization as more Committees are added to the streamlined manner. platform. 26 •M 27 99 Services ProjectFinancial ... Complete Update the City's development charges study and New date: capital forecast. Recommend approval by Council in Q1 investigate whether the City should prepare a 2022 2022 with new rates effective July 1, 2022 community benefits charge study. BP09 Long Term Financial Plan — Implementation Ryan Hagey 2020-2021 Investment policy completed and approved in April 2021. Implement/consider recommended actions Financial Planning New date: Delay in capital variance report until 2022 due to identified as 2020 items in the Long -Term 2022 implementation of new roles/structure in financial planning Financial Plan. & reporting. 13P10 Point of Sale and Expansion of Payment Options Saleh Saleh 2020-2021 Expansion of Payment Options for Utility and Property Tax Replace the existing Point of Sale system, which is Revenue New date: customers went live on February 24, 2021. The next phase past its life cycle, and expand payment options 2022 of the project will consider the expansion of payment for various services. options for Business Licensing, Building Permit, Planning and Miscellaneous Receivable services. The Point of Sale part of the project is delayed until 2022. 27 99 28 100 Infrastructure Services Project .•Update Manager Complete BP11 Facilities Infrastructure Program Beatrice 2020-2022 Several project activities have been completed: a capital Powell budget restructuring exercise, background research on Conduct a comprehensive review of facility municipal and industry comparators, and development of a infrastructure needs that will incorporate building Facilities capital planning framework and processes. Financial modelling condition assessments, sustainability opportunities, Management and projection work are ongoing, and a series of stakeholder and accessibility needs to identify current gaps and workshops will be conducted starting in May 2021. inform long-term maintenance and capital improvement strategies to address the infrastructure deficit. BP12 Rehabilitation of City Hall Outdoor Spaces — Lynda 2020-2021 Construction activities continued in Winter 2020/2021. It is Construction Phase 1 Stewart expected that underground work will be completed in Carl Zehr Square in the Spring 2021 and final preparations will be taking Begin construction associated with the rehabilitation Facilities place for surface concrete placement. Mechanical installations of City Hall Outdoor spaces, focusing on Carl Zehr Management for the ice rink and water feature are underway. The Square and College Street. demolition of the upper terrace will also be a focus area of work. 28 100 29 101 Infrastructure Services Project .•Update Manager Complete BP13 Implementation of Significant Parks Projects Niall Lobley 2020-2021 Design work for RBJ Schlegel Phase 2 is nearing completion Complete Phase 2 design work for RBJ Schlegel Park; Parks & New date: with construction tenders being issued and prepared through plan, design and construct the Survivor Garden; and Cemeteries 2022 spring. Construction is scheduled for summer and fall 2021. complete the upgrade to Westwood Park. Survivor Garden was deferred in 2020 due to the impacts of COVID; discussions have recently resumed with the donor and it is anticipated that this will move forward in 2021, with a tentatively completion of end of 2021. Westwood Park is part of a bundle of parks projects that has been awarded for design, engagement and implementation; Westwood Park will have design and engagement completed in 2021, and it is anticipated a tender for work will be issued and awarded in 2021. Construction may need to be deferred to 2022. BP14 Implementation of the Federal Disaster Mitigation Nick Gollan 2020-2028 Currently finalizing reporting and financial claim templates for and Adaptation Fund (DMAF) Sanitary & the program. Preceding conditions of the DMAF agreement are Plan and execute stormwater management Stormwater complete, including Greenhouse Gas Assessment report, First infrastructure projects across the city to leverage the Utilities Nations pre -consultation, and a framework to track Community DMAF grant funding and advance the implementation Employment Benefits. Agreements with Grand River of the 2016 Integrated Stormwater Management Conservation Authority and REEP (DMAF funding recipients) Master Plan. have been executed. Approximately 9% of construction for the DMAF-WIP (Water Infrastructure Program) is completed to date. 29 101