HomeMy WebLinkAboutCouncil Agenda - 2021-12-13Council Meeting Agenda
Monday, December 13, 2021, 7:00 p.m.
Electronic Meeting
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(a)kitchener.ca. Please refer to the delegations section on the agenda below for registration
deadlines. Written comments will be circulated prior to the meeting and will form part of the public
record.
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
Pages
1. COMMENCEMENT
The electronic meeting will begin with a Land Acknowledgement given by the
Mayor and the singing of "O Canada."
2. MINUTES FOR APPROVAL
Minutes to be accepted as mailed to the Mayor and Councillors (regular meeting
held November 22, 2021 and special meetings held November 22, 29, 30 and
December 6, 2021) - Councillor S. Davey.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF
4. COMMUNICATIONS REFERRED TO FILE
4.1. Liquor License Sales and Patio Extensions
Acknowledgements of receipt of Council's resolution regarding liquor
license sales and patio extensions from various municipalities.
5. PRESENTATIONS
6. DELEGATIONS
Pursuant to Council's Procedural By-law, delegations are permitted to address
the Committee for a maximum of five (5) minutes. Delegates must register by
5:00 p.m. on December 13, 2021, in order to participate electronically.
6.1. Kitchener -Wilmot Hydro and Waterloo North Hydro Merger
6.1.a. Jerry Van Ooteghem, Kitchener -Wilmot Hydro and Jim Phillips,
Kitchener Power Corp. Board - Regarding Financial Services
Department report FIN -2021-68, listed as Item 12.2.a. on the
Committee of the Whole agenda this date.
6.2. Compass Kitchener
6.2.a. Dan Chapman, Chief Administrative Officer, City of Kitchener - To
provide opening remarks regarding Chief Administrator's Office report
CAO -2021-5, listed as Item 12.3.a on the Committee of the Whole
agenda this date.
6.2.b. Judith Stephens -Wells, Chair, Compass Kitchener and Omar Samad,
Vice -Chair, Compass Kitchener - Regarding Chief Administrator's
Office report CAO -2021-5, listed as Item 12.3.a on the Committee of
the Whole agenda this date.
7. REPORTS OF COMMITTEES
7.1. FINANCE AND CORPORATE SERVICES COMMITTEE - DECEMBER
6, 2021
7.1.a. COR -2021-28 - Digital Kitchener and Innovation Lab Update
That Corporate Services Department report COR -2021-28 - Digital
Kitchener and Innovation Lab Update be received for information.
7.1.b. DSD -2021-167 - Conrad Centre for the Performing Arts Interim
Operating Model
That the Mayor and Clerk be authorized to execute a two-year lease
agreement with the Kitchener Waterloo Symphony at the Conrad
Centre for the Performing Arts, with terms and conditions generally
consistent with the current lease agreement, said agreement to be
satisfactory to the City Solicitor, as outlined in Development Services
Department report DSD -2021-167; and,
That the proposed grant program to support access to the Conrad
Centre for Performing Arts, as outlined in Appendix A of Development
Services Department report DSD -2021-167 be approved with an
annual budget in 2022 of $80,000; and,
Page 2 of 191
That the Deputy Chief Administrative Officer and General Managers
be authorized to execute agreements with recipients pertaining to the
proposed grant program; and further,
That staff develop a scope of work and Terms of Reference for the
development of a long-term model for the Conrad Centre for the
Performing Arts.
7.1.c. DSD -2021-172 - Partnership with Textile Magazine for the 2022 Artist
in Residence Appointment
That Development Services Department report DSD -2021-172,
regarding the Partnership with Textile Magazine for the 2022 Artist in
Residence Appointment, be received for information.
7.2. COMMUNITY AND INFRASTRUCTURE SERVICES COMMITTEE -
DECEMBER 6, 2021
7.2.a. DSD -2021-213 - All -way Stop Control - Forest Creek Drive at Apple
Ridge Drive
That the Uniform Traffic Bylaw be amended for the installation of an
all -way stop control at the intersection of Forest Creek Drive at Apple
Ridge Drive, as outlined in Development Services Department report
DSD -2021-213.
7.2.b. CSD -2021-16 - Mappedin and Kitchener Fire Department Agreement
- Digitization of City Mapping
That the Fire Chief be authorized to execute the Agreement, subject
to the satisfaction of the City Solicitor, with Mappedin Inc. for the
sharing of mapping data and feedback in exchange for enhanced
mapping through technology for emergency response purposes, as
outlined in Community Services Department report CSD -2021-16, and
any amendments and renewals.
7.2.c. DSD -2021-210 - City of Kitchener Vision Zero Strategy
That staff be directed to implement the Vision Zero Strategy for roads
under jurisdiction of the City of Kitchener as outlined in Development
Services Department report DSD -2021-210; and further;
That funds be reallocated from the annual Formal Traffic Calming
budget in 2022, 2023, 2024 and 2025 to support implementation of
the Vision Zero Strategy.
Page 3 of 191
7.2.d. INS -2021-12 - Rotary Club of Kitchener 100th Anniversary
Recognition Projects
That staff be directed to negotiate a legal agreement with the Rotary
Club of Kitchener (per Corporate Policy GOV-COR-2000 Municipal
Sponsorship) to name the Band Stand at Victoria Park the Rotary
Band Stand, in exchange for $100,000. towards its refurbishment in
2022, as outlined in Infrastructure Services Department report INS -
2021 -12; and,
That the term for the sponsorship of the Band Stand at Victoria Park
be the replacement lifespan of the asset; and,
That the request submitted by the Rotary Club of Kitchener, (per
Corporate Policy MUN-FAC-475 Naming/Renaming - Corporate
Facilities for Commemorative or Non -Monetary Purposes), be
approved; and further,
That Duke Street Plaza, located at Kitchener City Hall, formally be
named Rotary Plaza.
7.2.e. DSD -2021-228 - Significant Planning Applications Update - Quarterly
Report
That Development Services Department report DSD -2021-228, titled
Significant Planning Applications Update - Quarterly Report, be
received.
8. UNFINISHED BUSINESS
9. NEW BUSINESS
9.1. REGIONAL COUNCIL UPDATE — MAYOR B. VRBANOVIC
9.2. NOTICE OF MOTION
9.2.a. Councillor S. Marsh - Vacant Home Tax
Councillor S. Marsh has given notice that she will introduce the
following motion for consideration this date:
"WHEREAS affordable housing in the Province and in the City of
Kitchener continues to be an issue requiring municipalities to
consider every tool available to them in efforts to increase the
supply and affordability of housing; and,
WHEREAS the City of Kitchener has adopted "Housing for All —
The City of Kitchener's Housing Strategy" demonstrating a
commitment to addressing the housing crisis within the
municipality; and,
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10.
11.
WHEREAS Kitchener continues to seek opportunities to address
the local housing crisis recognizing the need for safe, adequate
and affordable housing; and,
WHEREAS the City of Toronto is implementing a tax on vacant
residential units to encourage property owners to rent out those
properties and other municipalities in the Province are
considering doing the same;
THEREFORE BE IT RESOLVED that City of Kitchener staff be
directed to work with the Region of Waterloo and area
municipalities to consider the feasibility of implementing a
property tax charge on vacant residential units as a means of
encouraging occupancy of those vacant units and that staff
report back on the findings to the Finance and Corporate
Services committee in June 2022."
QUESTIONS AND ANSWERS
BY-LAWS
11.1. 1ST AND 2ND READING
11.1.a. Being a bylaw to provide for the establishing and laying out of part of
Monarch Woods Drive as public highway in the City of Kitchener.
11.1.b. Being a by-law to assume certain lands within the City of Kitchener
as public highway.
11.1.c. Being a by-law to amend Chapter 380 of The City of Kitchener
Municipal Code with respect to Tariff of Fees - Planning Matters.
11.1.d. Being a by-law to amend Chapter 503 of The City of Kitchener
Municipal Code with respect to Adult Entertainment Parlours - Fees
11.1.e. Being a by-law to amend Chapter 710 of The City of Kitchener
Municipal Code with respect to Building Permits and Fees.
11.1.f. Being a by-law to amend Chapter 501 of The City of Kitchener
Municipal Code with respect to Business Licence Fees.
11.1.g. Being a by-law to amend Chapter 375 of The City of Kitchener
Municipal Code with respect to Tariff of Fees - Committee of
Adjustment.
11.1.h. To further amend By-law No. 88-171, being a by-law to designate
private roadways as fire routes and to prohibit parking thereon.
11.1.i. 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 bypersons
with a disability, and the issuing of permits in respect thereof.
Page 5 of 191
12.
11.1.j. To further amend By-law No. 2010-190, being a by-law to prohibit
unauthorized parking of motor vehicles on private property.
11.1.k. To confirm all actions and proceedings of the Council.
COMMITTEE OF THE WHOLE
12.1. TENDERS
12.1.a. FIN -2021-66 - Non -Standard Procurement - Two(2) Trailer Mounted
Drum Type Brush Chippers
That Douglas Powertech Enterprises Inc., Toronto, Ontario, be the
sole source provider for Two (2) Trailer Mounted Drum Type Brush
Chippers, at their quoted price of $249,200.00, plus H.S.T. of
$32,396.09, for a total of $281,596.79.
12.1.b. FIN -2021-67 - Q21-026 Excess Soils Management Services
That Quotation Q21-126 Excess Soils Management Services — Co-
operative, be awarded to Kieswetter Excavating Inc., St. Clements,
Ontario, at their quoted price of $605,076.00, plus H.S.T. of
$78,659.88, for a total of $683,735.88, for a one (1) year term, with
an option to renew for two (2) additional twelve (12) month terms.
12.2. ADMINISTRATIVE REPORTS
12.2.a. FIN -2021-68 - Final Shareholder Approval of Kitchener -Wilmot Hydro
and Waterloo North Hydro Merger
That Council provide final approval to proceed with the proposed
merger between Kitchener Power Corp. and Waterloo North Hydro
Holding Corporation and their subsidiaries Kitchener -Wilmot Hydro
Inc. and Waterloo North Hydro Inc.;
WHEREAS on October 4, 2021 Council of The Corporation of the
City of Kitchener approved the Memorandum of Understanding
(MOU) between The Corporation of the City of Kitchener, The
Corporation of the Township of Wilmot, The Corporation of the City
of Waterloo, The Corporation of the Township of Woolwich, The
Corporation of the Township of Wellesley, Kitchener Power Corp.
(KPC), and Waterloo North Hydro Holding Corporation (WNH),
regarding the proposed merger between Kitchener Power Corp. and
Waterloo North Hydro Holding Corporation and their subsidiaries
Kitchener -Wilmot Hydro Inc. and Waterloo North Hydro Inc.;
AND WHEREAS The Corporation of the City of Kitchener is the
beneficial and registered owner of 92.25% of the issued and
outstanding shares in the capital of KPC and The Corporation of the
11
14
16
Page 6 of 191
Township of Wilmot is the beneficial and registered owner of 7.75%
of the issued and outstanding shares in the capital of KPC;
AND WHEREAS the Corporation of the City of Waterloo is the
beneficial and registered owner of 73.2% of the issued and
outstanding shares in the capital of WNH, the Corporation of the
Township of Woolwich is the beneficial and registered owner of
20.2% of the issued and outstanding shares in the capital of WNH,
and The Corporation of the Township of Wellesley is the beneficial
and registered owner of 6.6% of the issued and outstanding shares
in the capital of WNH;
AND WHEREAS KPC owns all of the issued and outstanding shares
in the capital of Kitchener -Wilmot Hydro Inc. ("KWHI") (an OEB-
regulated electricity distributor) and Kitchener Energy Services Inc.
("KESI"), and has minority interest in Grand River Energy Solutions
Inc.;
AND WHEREAS WNH owns all of the issued and outstanding shares
in the capital of Waterloo North Hydro Inc. ("WNHI") (an OEB-
regulated electricity distributor) and Alliance Metering Solutions Inc.
("AMS"), and has a minority interest in Grand River Energy Solutions
Inc. and Eyedro Green Solutions Inc.
AND WHEREAS the conditions set out in the MOU have been
satisfied and incorporated into a more detailed "Merger Participation
Agreement" (MPA), to be signed by all parties;
AND WHEREAS KPC and WNH recently completed a public input
process related to the proposed merger, referred to as "Connecting
Local Power", with no major concerns being raised by members of
the public that would prevent the parties from proceeding with the
proposed transaction;
AND WHEREAS all parties agree that it is beneficial for KPC and
WNH to proceed with a proposed merger to amalgamate KPC and
WNH and related subsidiaries under a new municipally owned
corporation (Amalco Holdco) with municipal ownership share as
follows (rounded):
• City of Kitchener 53.4%
• City of Waterloo 30.8%
• Township of Woolwich 8.5%
• Township of Wilmot 4.5%
Page 7 of 191
• Township of Wellesley 2.8%
AND WHEREAS a Unanimous Shareholders' Agreement (USA) has
been prepared, to be signed by all parties after the merger has been
approved by the Ontario Energy Board, that outlines governance and
other corporate considerations for the newly formed entity;
NOW THEREFORE IT BE RESOLVED that the Council of The
Corporation of the City of Kitchener hereby grants its approval as
Shareholder, to proceed with the proposed merger between
Kitchener Power Corp. and Waterloo North Hydro Holding
Corporation and their subsidiaries Kitchener -Wilmot Hydro Inc. and
Waterloo North Hydro Inc.; in accordance with the provisions of the
MPA and USA Agreements; and further
That the Mayor and Clerk be authorized to execute the MPA and
USA agreements as well as any incidental documentation
determined to be necessary, by their Legal Counsel in consultation
with the City's Chief Administrative Officer, to complete this merger;
said agreements /documentation to be to the satisfaction of the City's
Legal Counsel; and
Further that an application (MAADs application) under the Ontario
Energy Board Act 1998 be submitted jointly by KWHI and WNHI to
seek approval of the merger and related relief from the Ontario
Energy Board.
12.2. b. CAO -2021-6 - 2021 Business Plan Year -End Progress Report and 63
Recommended 2022 Business Plan Project List
That the 2022 Business Plan Project List in Appendix A to Report
CAO -2021-6 be approved.
12.2.c. COR -2021-32 - Membership Appointments for Equity & Anti -Racism 87
Advisory Committee
That the list of recommended citizen candidates for the Equity and
Anti -Racism Advisory Committee for the inaugural term of January 1,
2022 to November 14, 2022, as outlined in COR -2021-32, be
approved.
12.2.d. COR -2021-35 - Declare Surplus to the City's Needs Lands on 92
Bleams Road for Purpose of Re -conveyance to Subdivider
That the City declare surplus to its needs land legally described as
Part of Lot 1, Registrar's Compiled Pan 1469 designated as Part 1
on Reference Plan 58R-12745 to permit the re -conveyance of the
said lands to the Subdivider; and further,
Page 8 of 191
13
14
That Legal Services be directed to re -convey the said lands to the
Subdivider at no cost, on terms and conditions satisfactory to the City
Solicitor.
12.2.e. COR -2021-36 - Appointments to the Property Standards Committee 95
and the Board for Centre in the Square
That Kimmy Adams be approved as a mid-term appointment for the
Property Standards Committee for the term of December 1, 2021 to
November 14, 2022, as outlined in staff report COR -2021-36; and,
That Emily Durst, Megan Hall, and Alan Rego be approved for their
first terms on the Board of Directors for the Centre in the Square for
the term indicated in Appendix A, as attached to staff report COR -
2021 -36; and finally,
That the second term of Mary Dever be approved for the Board of
Directors for the Centre in the Square for the term indicated in
Appendix A, as attached to staff report COR -2021-36.
12.2.f. COR -2021-37 - Corporate Policy Review - Repeal of Policies 98
That the corporate policies listed in Appendix A as attached to staff
report COR -2021-37 be repealed.
12.2.g. CSD -2021-18 - Execution of Facility Rental Agreements 132
That the Manager, Community Centres be authorized to execute one
or more agreements with Strong Start Charitable Organization to rent
space in one or more City Community Centre for the "Get Ready for
School Program", said agreement(s) to be to the satisfaction of the
City Solicitor; and further,
That the Manager, Community Centres or the Director,
Neighbourhood Programs and Services be authorized to execute
routine agreements for the short-term rental of space at community
centres, said agreements to be developed to the satisfaction of the
City Solicitor.
12.3. FOR INFORMATION
12.3.a. CAO -2021-5 - Compass Kitchener Strategic Plan Evaluation 135
12.3.b. CAO -2021-7 - K -W Joint Services Initiative Committee 2021 Update 186
REPORT OF THE COMMITTEE OF THE WHOLE
BY-LAWS
14.1. 3RD READING
14.1.a. Being a bylaw to provide for the establishing and laying out of part of
Page 9 of 191
15.
Monarch Woods Drive as public highway in the City of Kitchener.
14.1.b. Being a by-law to assume certain lands within the City of Kitchener
as public highway.
14.1.c. Being a by-law to amend Chapter 380 of The City of Kitchener
Municipal Code with respect to Tariff of Fees - Planning Matters.
14.1.d. Being a by-law to amend Chapter 503 of The City of Kitchener
Municipal Code with respect to Adult Entertainment Parlours - Fees
14.1.e. Being a by-law to amend Chapter 710 of The City of Kitchener
Municipal Code with respect to Building Permits and Fees.
14.1.f. Being a by-law to amend Chapter 501 of The City of Kitchener
Municipal Code with respect to Business Licence Fees.
14.1.g. Being a by-law to amend Chapter 375 of The City of Kitchener
Municipal Code with respect to Tariff of Fees - Committee of
Adjustment.
14.1.h. To further amend By-law No. 88-171, being a by-law to designate
private roadways as fire routes and to prohibit parking thereon.
14.1.1. 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.
14.1.j. To further amend By-law No. 2010-190, being a by-law to prohibit
unauthorized parking of motor vehicles on private property.
14.1.k. To confirm all actions and proceedings of the Council.
ADJOURNMENT
Page 10 of 191
Staff Report
Financial Services Department
REPORT TO: Committee of the Whole
DATE OF MEETING: 2021-12-13
J
KtgR
www. kitchener ca
SUBMITTED BY: Ryan Scott, Manager, 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: 2021-12-03
REPORT NO.: FIN -2021-66
SUBJECT: Non -Standard Procurement - Two (2) Trailer Mounted Drum Type
Brush Chippers
RECOMMENDATION:
That Douglas Powertech Enterprises Inc., Toronto, Ontario, be the sole source
provider for Two (2) Trailer Mounted Drum Type Brush Chippers, at their quoted price
of $249,200.00, plus H.S.T. of $32,396.09, for a total of $281,596.79.
REPORT HIGHLIGHTS:
• The purpose of this report is to obtain approval to proceed with an award as per
Purchasing By-law 2017-106;
• This report supports the delivery of core services.
BACKGROUND:
A Standard Procurement (competitive public process) was conducted; however it did not
result in the receipt of any Bids. This is a permitted circumstance to recommend the use of
Non -Standard Procurement under clause 170.8.2 of the Purchasing By-law 2017-106.
Units 13618 and 17653 in INS — Parks and Cemeteries have been approved for replacement
through the Annual Equipment Review. These new units will be used for forestry
maintenance activities. The current units are five (5) and eight (8) years old with an
anticipated life cycle of eleven (11) years. Although they have not met the anticipated
lifecycle, it was agreed that they should be replaced early due to their unreliability, extreme
downtime, and the projected costs to maintain has exceeded their current value.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 11 of 191
REPORT:
As per clause 170.8.2 of the Purchasing By-law 2017-106, it states, "The use of a Non -
Standard Procurement process is only permitted under the following circumstances:
a. where a Standard Procurement process was conducted in accordance with
this By-law and applicable procedures and has not resulted in the receipt of
any Bids;"
As per clause 170.8.3 of the Purchasing By-law 2017-106, it states, "All non-standard
Procurement processes must be approved and conducted in accordance with this By-law
including the table set out in this section and all applicable procedures."
Requirement
Procurement
Value
Excluding Taxes
Procurement
Process
Approval Authority
Goods,
Up to $99,999
Non -Competitive or
Director of Supply
Services, Construction,
Limited Competition
Services
Consulting Services
Goods,
Greater than
Non -Competitive or
Council
Services, Construction,
$100,000
Limited Competition
Consulting Services
The quotation 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 Quotation (A), is fair and reasonable for a purchase of this scope, but
the upset limit is beyond the allowance provided within the budget (B). Funding for this
equipment is included within the approved capital budget. The estimated deficit (D) will be
funded from previous surpluses that have been closed out to the Equipment Reserve Fund.
Page 12 of 191
Two (2) Trailer Mounted Drum Type Brush Chippers
Estimated Cost for this Procurement
Quoted costs including optional equipment and HST
less: HST rebate on quote
Net Cost Being Awarded
Projected Costs for Additional Outfitting
Total Estimated Cost for this Quote
Budget for this Quotation
Replacing Unit 13618 & 17653
Estimated Surplus/(Deficit) for this Quotation (B - C)
COMMUNITY ENGAGEMENT:
$ 281,596.79
$ (28,010.16)
$ 253,586.63 A
$ 253,586.63 C
$ 230,000.00 B
$ (23,586.63) D
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.
APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services
Department
Page 13 of 191
Staff Report
Financial Services Department
REPORT TO: Committee of the Whole
DATE OF MEETING: 2021-12-13
J
KtgR
www. kitchener ca
SUBMITTED BY: Ryan Scott, Manager, Procurement 519-741-2200 ext. 7214
PREPARED BY: Steve Rudak, Procurement Specialist, 519-741-2200 ext. 7213
WARD(S) INVOLVED: N/A
DATE OF REPORT: 2021-11-30
REPORT NO.: FIN -2021-67
SUBJECT: Q21-126 Excess Soils Management Services — Co-operative
RECOMMENDATION:
That Quotation Q21-126 Excess Soils Management Services — Co-operative, be
awarded to Kieswetter Excavating Inc., St. Clements, Ontario, at their quoted price
of $605,076.00, plus H.S.T. of $78,659.88, for a total of $683,735.88, for a one (1) year
term, with an option to renew for two (2) additional twelve (12) month terms.
REPORT HIGHLIGHTS:
• The purpose of this report is to obtain approval to proceed with an award as per
Purchasing By-law 2017-106;
• There were five (5) quotations received for this procurement; and
• This report supports the delivery of core services.
BACKGROUND:
The City generates excess materials as a result of infrastructure digs within the right of way
and includes aggregate accumulated from catch -basin and sanitary works and street
sweepings and cemetery works. The materials collected are trucked and sorted at the
Kitchener Operations Facility for future processing.
In 2020 the Ministry of Environment introduced new legislation that requires the generator
of excess soils to minimize impact from materials accepted as waste at the landfill. This
legislation ensures all excess materials are appropriately measured, tested, reused, and/or
transferred to approved receiving facilities based on test result classification.
This quotation is based on fixed unit prices on an estimated representative sampling of
services required under this contract and includes the associated pricing and quantities
required to meet new legislation.
*** This information is available in accessible formats upon request. ***
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Page 14 of 191
The average annual spend over the past two (2) years was $374,669.50. The actual spend
will depend on the level of activity throughout the term of the contract.
REPORT:
Quotations were advertised publicly on the City of Kitchener website. Documents were
downloaded by thirty-one (31) interested parties and by the closing date of Monday
November 15, 2021, five (5) quotations had been received.
The following quotations were received: Bid Price
Kieswetter Excavating Inc. St. Clements, On $683,735.88
Peritus Environmental Consultants Inc. Breslau, On $908,529.37
Ground Force Environmental Corp. Kitchener, On $1,091,167.55
Vertex Professional Services Ltd. Sherwood Park, Al $1,311,774.59
DJ Jackson Haulage Limited St. Paul's, On $1,363,224.09
The average price to manage excess soils generated from various City works has increased
22% from the 2019 contract.
The quotation was reviewed by T. Gaber, Manager Operations (Gas & Water) and M.
Engel, Project Manager (Operations) who concur with the above recommendation.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
Funding will be provided from various operating accounts, which have sufficient funds to
cover the anticipated expenses associated with this contract.
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
APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services
Department
Page 15 of 191
Staff Report
REPORT TO: Council
DATE OF MEETING: December 13, 2021
SUBMITTED BY: Jonathan Lautenbach, Chief Financial Officer
PREPARED BY: Jonathan Lautenbach, Chief Financial Officer
WARD(S) INVOLVED: All Wards
DATE OF REPORT: Dec 9, 2021
REPORT NO.: FIN -2021-68
J
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www. kitchener ca
SUBJECT: Final Shareholder Approval of Kitchener -Wilmot Hydro and
Waterloo North Hydro Merger
RECOMMENDATION:
That Council provide final approval to proceed with the proposed merger between
Kitchener Power Corp. and Waterloo North Hydro Holding Corporation and their
subsidiaries Kitchener -Wilmot Hydro Inc. and Waterloo North Hydro Inc.;
WHEREAS on October 4, 2021 Council of The Corporation of the City of Kitchener
approved the Memorandum of Understanding (MOU) between The Corporation of the
City of Kitchener, The Corporation of the Township of Wilmot, The Corporation of the
City of Waterloo, The Corporation of the Township of Woolwich, The Corporation of
the Township of Wellesley, Kitchener Power Corp. (KPC), and Waterloo North Hydro
Holding Corporation (WNH), regarding the proposed merger between Kitchener
Power Corp. and Waterloo North Hydro Holding Corporation and their
subsidiaries Kitchener -Wilmot Hydro Inc. and Waterloo North Hydro Inc.;
AND WHEREAS The Corporation of the City of Kitchener is the beneficial and
registered owner of 92.25% of the issued and outstanding shares in the capital of KPC
and The Corporation of the Township of Wilmot is the beneficial and registered owner
of 7.75% of the issued and outstanding shares in the capital of KPC;
AND WHEREAS the Corporation of the City of Waterloo is the beneficial and
registered owner of 73.2% of the issued and outstanding shares in the capital of WNH,
the Corporation of the Township of Woolwich is the beneficial and registered owner
of 20.2% of the issued and outstanding shares in the capital of WNH, and The
Corporation of the Township of Wellesley is the beneficial and registered owner of
6.6% of the issued and outstanding shares in the capital of WNH;
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 16 of 191
AND WHEREAS KPC owns all of the issued and outstanding shares in the capital of
Kitchener -Wilmot Hydro Inc. ("KWHI") (an OEB-regulated electricity distributor) and
Kitchener Energy Services Inc. ("KESI"), and has minority interest in Grand River
Energy Solutions Inc.;
AND WHEREAS WNH owns all of the issued and outstanding shares in the capital of
Waterloo North Hydro Inc. ("WNHI") (an OEB-regulated electricity distributor) and
Alliance Metering Solutions Inc. ("AMS"), and has a minority interest in Grand River
Energy Solutions Inc. and Eyedro Green Solutions Inc.
AND WHEREAS the conditions set out in the MOU have been satisfied and
incorporated into a more detailed "Merger Participation Agreement" (MPA), to be
signed by all parties;
AND WHEREAS KPC and WNH recently completed a public input process related to
the proposed merger, referred to as "Connecting Local Power", with no major
concerns being raised by members of the public that would prevent the parties from
proceeding with the proposed transaction;
AND WHEREAS all parties agree that it is beneficial for KPC and WNH to proceed with
a proposed merger to amalgamate KPC and WNH and related subsidiaries under a
new municipally owned corporation (Amalco Holdco) with municipal ownership share
as follows (rounded):
• City of Kitchener 53.4%
• City of Waterloo 30.8%
• Township of Woolwich 8.5%
• Township of Wilmot 4.5%
• Township of Wellesley 2.8%
AND WHEREAS a Unanimous Shareholders' Agreement (USA) has been prepared, to
be signed by all parties after the merger has been approved by the Ontario Energy
Board, that outlines governance and other corporate considerations for the newly
formed entity;
NOW THEREFORE IT BE RESOLVED that the Council of The Corporation of the City
of Kitchener hereby grants its approval as Shareholder, to proceed with the proposed
merger between Kitchener Power Corp. and Waterloo North Hydro Holding
Corporation and their subsidiaries Kitchener -Wilmot Hydro Inc. and Waterloo North
Hydro Inc.; in accordance with the provisions of the MPA and USA Agreements; and
further
That the Mayor and Clerk be authorized to execute the MPA and USA agreements as
well as any incidental documentation determined to be necessary, by their Legal
Counsel in consultation with the City's Chief Administrative Officer, to complete this
merger; said agreements /documentation to be to the satisfaction of the City's Legal
Counsel; and
Page 17 of 191
Further that an application (MAADs application) under the Ontario Energy Board Act
1998 be submitted jointly by KWHI and WNHI to seek approval of the merger and
related relief from the Ontario Energy Board.
REPORT HIGHLIGHTS:
• A proposed merger between Kitchener -Wilmot Hydro and Waterloo North Hydro was
announced on October 1, 2021
• The City of Kitchener is the majority shareholder of Kitchener -Wilmot Hydro and any
proposed merger requires shareholder approval
• A Memorandum of Understanding was approved by Kitchener on October 4t" and
signed by all parties that outlined the main elements of the proposed merger
• A Merger Participation Agreement has been prepared that further outlines the details of
the proposed transaction and is a required to be submitted with as part of a MAADs
application to the Ontario Energy Board for final merger approval
• A draft Unanimous Shareholder's Agreement has been prepared for the new entity that
would be signed once approval of the merger is provided by the Ontario Energy Board
• The City of Kitchener would hold a 53.39% ownership share in the new entity under the
proposed merger
BACKGROUND:
Kitchener -Wilmot Hydro (KWH) and Waterloo North Hydro (WNH) announced on October
1, 2021 that they intended to move forward with a merger of the two utilities. The City of
Kitchener is currently the majority shareholder of KWH with a 92.25% ownership share and
as such, any merger involving KWH requires City of Kitchener approval.
A Memorandum of Understanding (MOU) that outlined the main elements of the proposed
merger was approved by Kitchener Council on October 4th and signed by two utilities and
their respective municipal shareholders. A public consultation process was also launched
on October 5t" by the utilities to provide the public with an opportunity to learn more about
the proposed merger and to provide feedback. This consultation process is now complete,
with no major concerns being raised that would prevent the parities from moving forward
with the proposed transaction.
Under a proposed merger, the City of Kitchener would continue to be the majority
shareholder of the larger newly formed entity with a 53.39% ownership share. The proposed
merger is expected to be beneficial for both utilities, municipal shareholders, and KWH and
WNH customers.
A Merger Participation Agreement (MPA) has been drafted that outlines specific details of
the proposed transaction and is a legal document that is required to be signed by all parties,
prior to seeking final merger approval from Ontario Energy Board (OEB). As a final step in
the process, the Kitchener Power Corp (KPC) Board and Staff are recommending that
Council provide Kitchener Shareholder approval to move forward with the proposed merger
by adopting the resolution outlined in the recommendation of this report.
Page 18 of 191
REPORT:
The electricity distribution landscape in Ontario has been changing, with more mergers and
acquisitions taking place involving Local Distribution Companies (LDCs) in recent years.
Recent and proposed mergers include Veridian and Whitby Hydro, Guelph Hydro and
Alectra, Peterborough Hydro and Hydro One, Orillia Power and Hydro One, Energy Plus
and Brantford Power. This trend in mergers and acquisitions is a result new regulatory and
policy changes that has made merger opportunities more attractive for LDCs. In addition,
consolidation of LDCs has been encouraged by the Province in order to ensure stable and
reliable energy distribution for communities across Ontario.
Preliminary discussions regarding the proposed merger between KWH and WNH, and the
potential benefits that a merger could provide, began in 2019. Grant Thornton was engaged
by the utilities to explore what a potential merger may look like and to better understand the
benefits that it could provide, both from an individual utility and an existing shareholder
perspective. Municipal shareholders were engaged early in the process as any merger
involving both parties would require approval of municipal shareholders.
The City of Kitchener is currently the majority shareholder of KWH with 92.25% ownership
share. The Township of Wilmot is the minority shareholder with a 7.75% equity stake.
The City of Waterloo is currently the majority shareholder of WNH with a 73.2% ownership
share. The Township of Woolwich and Township of Wellesley own 20.2% and 6.6% equity
stake respectively.
Under the proposed merger the ownership share for municipal shareholders would be
adjusted as follows:
53 9%1f;µi
Kitchener will remain a majority shareholder of the new utility with a 53.39% ownership
share. Making sure that the new entity continues to be locally owned is an important
consideration. By merging with WNH now, it is expected that the new utility will remain
responsive to community and customer needs.
Page 19 of 191
After completing financial and legal due diligence process, an MOU was approved by
Kitchener Council on October 4t" and entered into by all parties on October 5th. The MOU
outlined several objectives/benefits that the merger between KWH and WNH is expected to
achieve:
• Customers will enjoy ten-year distribution rate stability and distribution rates as low
or lower than in a standalone alternative
• Distribution rates of the former KWH and WNH service territories will harmonize over
time
• Continued excellence in customer service
• Total cost savings to be shared amongst the Municipal Shareholders and customers
• Stronger and more sustainable cash flow to Municipal Shareholders via interest and
dividends
• The ability to dedicate significant leadership and focus on innovation and growth
• A larger entity with a stronger balance sheet capable of supporting future growth
• Improved service reliability leveraging best practices and capabilities of both LDCs
• A stronger energy and infrastructure partner for local businesses and communities
• Alignment with provincial government policies encouraging consolidation in the
electricity distribution sector
• Increased ability to access financial and other resources available to invest in non-
regulated energy services, businesses and solutions for customers
From a shareholder perspective, the newly formed utility will provide additional dividends
for Kitchener which are outlined in the financial implications section of this report. These
additional dividends will be allocated through the City's annual budget process.
The signing of the MOU signaled the intent of all parties to proceed with the proposed
transaction and a public consultation process was launched by the utilities on October 5t"
This public engagement process, referred to as "Connecting Local Power", provided an
opportunity for the public to learn more about the planned merger and to provide feedback
regarding the proposed transaction. The summary of the activities that were included as part
of the consultation process are included in an appendix to this report (see attached public
engagement report — Appendix A).
The feedback from the public consultation process was mostly positive with no major
concerns being raised that would prevent the parties from moving forward with the proposed
merger.
An MPA has been drafted that outlines the specific details of the proposed transaction. The
MPA is a legally binding agreement that is required to be signed by all parties prior to seeking
final approval from the OEB. Kitchener Council has had the opportunity to review this draft
agreement prior to bringing this report forward to seek final shareholder approval. Some of
the key elements that are included in the MPA have been outlined in a letter provided by the
City's legal counsel (see attached letter — Appendix B)
In addition to the MPA, a Unanimous Shareholder Agreement (USA) has been drafted and
will be signed by all parties once the OEB provides approval of the proposed merger. The
USA is also a binding legal agreement that outlines important corporate governance
Page 20 of 191
considerations for the newly merged utility. Some elements that this agreement covers are
outlined in Appendix B.
Proceeding with a merger between KWH and WNH will ensure that customers of both
utilities continue to receive reliable and stable electricity distribution, both now and in the
future.
After extensive discussions, the completion of financial and legal due diligence, and
finalization of legal agreements that are required to proceed with the proposed merger, staff
are recommending that Council provide final shareholder approval to move forward with the
proposed merger by adopting the resolution included in the recommendation of this report.
The KPC board has already approved moving forward with the proposed merger and are
also recommending that Council provide shareholder approval for Kitchener (see attached
letter - Appendix C).
If the shareholders for KWH and WNH provide final approval to move forward with the
proposed merger, authorizing the signing of the MPA, a joint Mergers, Acquisitions,
Amalgamations, and Divestitures (MAADs) application would be prepared by the utilities as
the next step in the process and submitted to the OEB for final merger approval. If the
merger is approved by the OEB the USA would then be executed by all parties as the final
step in the process.
Jerry VanOoteghem, CEO of KWH, and Jim Phillips, KPC Board Chair, will be in attendance
to provide a presentation for Council and answer any questions that Council may have
regarding the proposed merger.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The City of Kitchener currently receives approximately $6 million in annual dividends and
interest from KWH.
Under the proposed merger it is estimated that the City of Kitchener will receive
incremental returns of $9.6M over a 20 -year timeframe.
In addition to the incremental returns that are a direct result of a proposed merger, a
dividend policy change that would be required to align with WNH's dividend policy will
provide an increase of an estimated $28 million for Kitchener over a 20 -year timeframe.
Dividends from ownership of the hydro utility are allocated through the City's annual
budget process help address both the City's operating and capital need. It is anticipated
that increased incremental returns from the merger will be considered through the City's
2024 budget process.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
Page 21 of 191
A public engagement process, "Connecting Local Power", was launched by the two utilities
on October 5th. A public engagement report that summarizes the activities and feedback
received regarding the proposed merger is attached as Appendix A
APPROVED BY: Dan Chapman, CAO
ATTACHMENTS:
Appendix A — Public Engagement Report — Prepared by National PR
Appendix B — Summary of Legal Agreements — Prepared by BLG
Appendix C — Letter from KPC Board — Prepared by Jim Phillips, KPC Board Chair
Page 22 of 191
Connecting Local Power
Consulting the Community on the Proposed Merger of
Kitchener -Wilmot Hydro and Waterloo North Hydro
Public Engagement Report
Prepared for: Kitchener -Wilmot Hydro and Waterloo North Hydro
Prepared by: NATIONAL Public Relations
November 2021
Page 23 of 191
TaNe of Contents
PublicEngagement Report..................................................................................................................3
Appendix 1: Public Communications..................................................................................................8
Appendix 2: Resident Inquiry Responses.........................................................................................16
Appendix3: Media Coverage.............................................................................................................21
Appendix 4: Website Analytics..........................................................................................................23
Appendix 5: Social Media Insights.....................................................................................................28
�OBJ�
Page 24 of 191
Connecting Local Power — Consulting the Community on the Proposed Merger of Kitchener -Wilmot
Hydro and Waterloo North Hydro
Public Engagement Report
November 2021
Executive Summa
On October 1, 2021, Kitchener Power Corporation and Waterloo North Hydro Holding Corporation made
a public announcement about the proposed merger of Kitchener -Wilmot Hydro and Waterloo North
Hydro. The announcement launched the public engagement phase of this proposed merger.
The objectives of the communications strategy and public engagement plan were:
1. Inform and engage customers, residents, and employees.
2. Raise awareness and understanding of the rationale, details, and benefits of the merger.
Key messages and various communications products, such as a news releases and FAQs were developed
to support the announcement. A microsite — vwrv��nr.,spin.in_ c.t .ngllocali ower.ca —was launched to be the
public hub for all communications and engagement with the public. The announcement was made in a
virtual news conference where media reporters were invited to participate, and a subsequent public
information session was held to inform residents, ensure a high level of transparency, and answer any
questions residents had about the proposed merger.
Conclusion
All communications and public engagement activities have been met with relatively positive community
feedback, as well as fair and factual media coverage. Based on interactions and questions received
during the four-week public engagement effort, we conclude that there are no major community
concerns related to this proposed merger.
Background
Like several other local power utilities in communities across Ontario, Kitchener -Wilmot Hydro and
Waterloo North Hydro decided to take the next step in their ongoing collaboration efforts by combining
operations to create a larger, local, and publicly owned power utility.
In October 2021, a public announcement was made about the proposed merger between Kitchener -
Wilmot Hydro and Waterloo North Hydro. All five municipalities that would be impacted by the merger
approved the commencement of the merger process during their respective municipal council meetings
on October 4 or 5.
A communications campaign — Connecting Local Power — was launched, including the website, with the
primary objective being to keep residents and key stakeholders informed while seeking public input.
Page 25 of 191
Communications
Before the public announcement on October 1, presentations were delivered to each of the five
municipal shareholder councils to outline the communications approach and public engagement phase.
On October 1 and in the subsequent days and weeks, internal and external communications materials
were prepared and/or distributed including:
• Key messages.
• Communications package for municipal Councillors.
• FAQs.
• Media release.
• Social media posts.
• Ads in local newspapers including the Waterloo Region Rural Post, Waterloo Chronicle,
Woolwich Observer and New Hamburg Independent.
See Appendix 1 for a copy of select public communications.
In addition, the Connecting Local Power website was launched with graphics, external resources, and
other informative content. Two versions of the site were developed, one with preliminary information
for the October 1 announcement, and then the full website, which was launched following the October
4 and 5 municipal Council approvals of the merger, including a call to action for residents to submit
questions and provide feedback on the proposed merger
News Conference
A virtual news conference was held on October 1 through Zoom to announce the proposed merger and
featured prepared remarks from:
• David Petras, Board Chair, Waterloo North Hydro Holding Corporation
• Jim Phillips, Board Chair, Kitchener Power Corporation
The following officials were available for media Q&A session following the remarks:
• Les Armstrong, Mayor of Township of Wilmot
• Rene Gatien, Chief Executive Officer of Waterloo North Hydro
• Dave Jaworsky, Mayor of Waterloo
• Joe Nowak, Mayor of Township of Wellesley
• Sandy Shantz, Mayor of Township of Woolwich
• Jerry Van Ooteghem, Chief Executive Officer of Kitchener -Wilmot Hydro
• Berry Vrbanovic, Mayor of Kitchener
Five local journalists attended the conference. Following the announcement, coverage was picked up by
CBC, CTV Kitchener, The Record, and more. See Appendix 3 for media coverage.
4
Page 26 of 191
Website
A website, rn w .,_coirn.irn_ectt.irn. Ilocall ovnreir.ca, was developed ahead of the official announcement and
launched on October 1. Users could visit the site to find key stats, the official news release sharing
details about the proposed merger, external resources, and were presented with an option to submit
inquiries. The website also hosted the public information session registration and related information.
Following the municipal council approvals of the Memorandum of Understanding on October 4 and 5,
an updated version of the website was made available with additional information and resources, as
well as a timeline to help residents understand what the next steps would entail. The update also
included the call to action for public input.
As of November 23, the website has received a total of 16 inquiries from residents with comments and
questions. See Appendix 2 for a list of responses for each resident inquiry received.
Within the first month of the website launch (October 1- November 11) there were a total of 3,806
visitors to the connectinglocalpower.ca website. The highest number of users were from the following
five municipalities: Kitchener, Toronto, (City of) Waterloo, Cambridge, and Brampton. The single largest
number of website visitors came from Kitchener, at 407. About 173 users downloaded files, which were
available as resources on the site.
See Appendix 4 for a full website analytics report, including a breakdown of website visitors by region.
Social Media
Content and graphics were created for social media posts related to the proposed merger and the public
information sessions. These posts were shared with all five municipalities, as well as Kitchener -Wilmot
Hydro and Waterloo North Hydro, who then shared these posts on their Twitter and Facebook pages.
The social media posts were also included in a communications package that was shared with municipal
Councillors.
See Appendix 5 for a thorough overview of engagement across Twitter and Facebook for the period of
October 1-19.
Earned Media
Earned media is any placement or publicity that is gained without paid advertising.
From October 1 to shortly after the public information session on October 19, various outlets covered
the proposed merger. The estimated total media reach is approximately 5,462,600 unique visitors for all
online, print and broadcast media hits. A full list of media coverage since October 1 can be found in the
Appendix.
Paid Advertising
Ads were placed in local newspapers that promoted the announcement of a proposed merger and
encouraged readers to visit con nectinglocaIpower.ca to learn more. The local newspapers were the
Waterloo Region Rural Post, Waterloo Chronicle, Woolwich Observer and New Hamburg Independent.
The average reach of these ads was approximately 83,499 people.
Page 27 of 191
Engagement
A virtual public information session was held on October 19 at 7:00 PM. Residents could register
through ver .,_car.in.in_ c.tii_ngllocallipoweir.ca, by email,ii fq.. local) oweir.ca or a designated phone
line.
The session was held on Zoom. Residents who attended received an overview of the proposed merger
and had their questions answered by the following panelists:
• Jim Phillips, Board Chair, Kitchener Power Corporation
• Rene Gatien, Chief Executive Officer of Waterloo North Hydro
• Jerry Van Ooteghem, Chief Executive Officer of Kitchener -Wilmot Hydro
There were 25 residents who RSVP'd to the information session.
There were 23 people in attendance, 17 of whom were residents, and six who were speakers, tech
support, a note -taker, and the moderator. Of the 17 residents in attendance, nine were from Kitchener,
three were from Waterloo, two were from Woolwich, and two were from Toronto. One identified their
municipality as 'Other'.
The session consisted of a steady flow of questions, with three attendees submitting theirs in advance.
Following the launch of the website, there have been a total of 16 inquiries submitted via the 'Have Your
Say' section. Of these inquiries, seven residents were located in Waterloo, five in Kitchener, two in
Wilmot and two in Woolwich.
Questions have been received consistently and the majority are focused on rates increasing following
the merger. Other inquiries include:
• Electric vehicle rebates
• Service impacts
• Investments in innovation and climate change
Key Themes and Community Feedback
While community engagement with residents is ongoing, the proposed merger has received relatively
positive feedback and limited opposition from community members.
Residents of all five municipalities raised several key concerns in their inquiries through the website
form and questions posed at the information session. Sixteen inquiries were received via
i;u ff�a,, , 2un,un, ; p,ngVgj gg.jpgwer.ca and responses were emailed directly to the residents. The questions and
feedback from residents and full answers provided are in Appendix 2. Key themes from the information
session and the website are summarized below.
Page 28 of 191
Rates
Hydro distribution rates are by far the largest concern of community members. Concerns that the
merger would increase rates and how the harmonization between Kitchener -Wilmot Hydro and
Waterloo North Hydro's would affect certain customers' rates were frequent questions.
Solar Panels
Some customers of both utility companies were concerned that their existing contracts related to solar
panels would expire under a new entity.
Impact on Service
Customers posed questions about how the merger will impact their quality -of -service.
Other Mergers
Residents of the five municipalities are aware of other hydro mergers happening across Ontario
including in nearby Brantford and Cambridge. There were several questions related to this theme.
Innovation and Climate Change
While not being directly mentioned, innovation and climate change were themes of many inquiries,
including ones related to solar panels and electric vehicles.
Jobs
A question related to jobs and staffing challenges was posed at the information session.
Electric Vehicles
A resident inquired about how this merger will affect any factors as they consider purchasing an electric
vehicle.
Timeline
At the information session, a few residents inquired about next steps and the proposed name for the
new entity.
Next Steps
Over the next few weeks, each of the five municipalities will have to make a final decision on the status
of the proposed merger.
If approved by all municipalities, in January of 2022, the utility companies must submit an application for
approval to the Ontario Energy Board (OEB). Following approval, it is anticipated that operations will
commence in the summer of 2022.
There will be continued monitoring of traditional and social media to assess public perception of the
process. As well, replies will be issued consistently for all resident inquiries that come in through the
website and designated email.
Page 29 of 191
Connecting Local Power — Consulting the Community on the Proposed Merger of Kitchener -Wilmot
Hydro and Waterloo North Hydro
Public Communications — Appendix 1
November 2021
1) Media Releases
(1) October 1 Release — Proposed Merger Official Announcement
IKitchener Power Corporation and Waterloo North (Hydro Holding Corporation Announce Proposed
Merger
October 1, 2021
Combined local and publicly -owned utility to benefit customers through innovation, enhanced service
and operational efficiencies
After thorough discussions and in-depth analysis, Kitchener Power Corporation and Waterloo North
Hydro Holding Corporation today announced a proposed merger of their local power utilities, Kitchener -
Wilmot Hydro and Waterloo North Hydro. The municipalities of Kitchener, Waterloo, Wellesley, Wilmot
and Woolwich are the shareholders of the two holding corporations.
Like several other local power utilities in communities across Ontario, Kitchener -Wilmot Hydro and
Waterloo North Hydro are considering taking the next step in their ongoing collaboration efforts by
combining operations to create a larger, local and publicly -owned power utility that will provide reliable
service, invest in new technologies, generate cost savings through operational efficiencies and keep
local jobs in our communities.
If approved by the five municipal councils and the Ontario Energy Board, combining the two utilities
would create the seventh largest utility in Ontario by number of customers. A larger customer base will
allow the combined utility to focus on efficiency and innovation to better provide for the needs of our
growing communities.
With a proposed contiguous service territory serving the municipalities of Kitchener, Waterloo,
Wellesley, Wilmot and Woolwich, customers will benefit from having a larger, local and publicly -owned
utility that can maintain the highest quality of service for customers while having the capacity to
modernize and adapt to significant changes in Ontario's electricity sector. The combined utility will have
more resources to invest in new technologies that benefit customers, such as managing smart home and
energy data, automated restoration of power outages, microgrids and local renewable generation.
"By combining with Kitchener-Wolmot Hydro, our board believes this is a good deal for Waterloo North
(Hydro customers and our shareholders in Waterloo, Woolwich, and Wellesley. Ontario's ellectridty
sector is changing quickly and this proposed merger is a (local solution that willl help our communities
adapt to these changes and thrive in the years ahead. This larger, locally -owned utility will have more
resources to invest in technologies that benefit customers while helping our communities' transition to
a lower carbon economy."
- David Petras, Chair, Waterloo North Hydra Holding Corporation
Page 30 of 191
The size and stability of the combined utility will help ensure distribution rates remain competitive and
stable for customers. Distribution rates for all customers are projected to increase at less than the rate
of inflation over the 10 years following the merger, leaving more money in customers' pockets.
Thereafter, the combined utility will harmonize distribution rates over time between Kitchener -Wilmot
Hydro and Waterloo North Hydro customers.
Residents stand to benefit from the larger, local and publicly -owned utility as municipalities are
projected to receive an increase in incremental dividends and interest on their investment over the 10 -
year period following the merger. Municipalities can re -invest these dividends into local services that
residents rely on.
Residents, through the five municipal stakeholders involved in the merger, will continue to have
oversight of their local power utility. Each municipality will receive proportional ownership in the
combined utility and representation on the new Board of Directors.
This announcement is accompanied by the launch of a community website, connectinglocalpower.ca,
where residents of all five municipalities can visit to learn more.
"Waterloo North lHydro its a maturall merger Ipartineir for IKitchener-Wilmot lHydro given the utilities'
shared vaV ues, strong record of dedicated service to customers and vision to build a stronger utility that
can invest in our future. Tlhis its a win -win-win scenario for customers, muwunicilpall shareholders and
empVoyees. When it comes to service, customers will benefit from having the same reHablle service -- and
more -- as the combined utility wily have greater resources to invest in new technologies. From a
financial l standpoint, this merger its a win for customers and municipal l shareholders as the combined
utility wiH keep rates competitive whHe reducing costs through operational efficiencies. And when it
comes to employees, this IlocA merger will l keelp.jobs mere in our community."
- Jim Phillips, Chair, Kitchener -Power Corp
Layoffs are not expected at either utility company because of the merger. There are vacancies that have
not been filled and some pending retirements. The head office will be the current Kitchener -Wilmot
Hydro office in the City of Kitchener, with a second work location at the current Waterloo North Hydro
office, at which activities will include leading innovation and new technology development.
A Memorandum of Understanding (MOU) for the proposed merger will be presented to all five
participating municipal councils for approval on Monday, October 4 and Tuesday, October 5.
Kitchener -Wilmot Hydro and Waterloo North Hydro are committed to engaging customers and
employees through timely, respectful, transparent, and reliable communication throughout this entire
merger process. Community engagement is expected to begin the first week of October 2021, subject to
municipal council approvals of the MOU. The planned community engagement will include public
information sessions and information available on a new community website: connectinglocalpower.ca.
Following the community information and engagement initiative, the five municipal councils are
expected to make a final decision on the proposed merger in December 2021. If approved by the
municipal councils, the merger application will be submitted thereafter to the Ontario Energy Board for
regulatory approval, which is expected in the third quarter of 2022. The new company is expected to
begin operations soon after regulatory approval.
Page 31 of 191
(II) October 6 Release — Municipal Councils approve MOU for proposed merger
Municipal couuncills approve Memorandum of Understanding foir proposed IKitchener-Wiillrnot lHydro
and Waterloo North Hydro merger
October 6, 2021
Public information session on October 19
The municipal councils of Kitchener, Waterloo, Wellesley, Wilmot and Woolwich have approved a
Memorandum of Understanding (MOU) as a first step in the proposed merger of Kitchener -Wilmot
Hydro and Waterloo North Hydro. The approvals, which came on October 4 and 5, follow the October 1
announcement that Kitchener Power Corporation and Waterloo North Hydro Holding Corporation are
moving forward on a proposed merger of the utilities.
Now that all five participating municipal councils have passed the MOU, community engagement on the
proposed merger begins. Customers and residents of the municipalities of Kitchener, Waterloo,
Wellesley, Wilmot and Woolwich are encouraged to visit r. p_mn cti 1gl_pc ]pp air �� to learn more
about the proposed merger and provide feedback.
"Our board welcomes the news that Waterloo North Hydro's municipal shareholders, the councils of
Waterloo, Woolwich, and Wellesley, have passed the IMermorandum of Understanding supporting this
proposed merger. We believe this a good deal) for the three municipalities and Waterloo North Hydro's
ciustorner.s. This larger, (locally -owned uutihty will have more resources to invest in technologies that
benefit customers while helping our communities' transition to a (lower carbon economy. We look
forward to hearing from customers and cornmuniity members in the coming weeks."
David Petras, Chair, Waterloo North Hydro Holding Corporation
Kitchener -Wilmot Hydro and Waterloo North Hydro will host joint public information session on
Tuesday, October 19 at 7 p.m. Due to the COVID-19 pandemic, the public information session will be
held online along with access by telephone.
Customers and residents can register for the virtual public information session at
1nr rinc.t a 11 iim lie c lip ir. or by email at, rla c rlrnl~ i.imglpa llfa2 eir._!g or by telephone at 519-
747-6334 ext. 78334.
"Kitclhener-WiiImot lHydro welcomes the alpprovall of a Memorandum of Understanding by the municipal
councils of Kitchener and Wilmot. Waterloo North lHydro is a natural) merger partner for Kitchener -
Wilmot lHydro given the utlliitues" shared values, strong record of dedicated service to customers and
vision to build a stronger utility that can invest in our future. Thus is a win -win-win scenario for
customers, municipal shareholders and ernployees. We're excited to start our public engagement and
receive feedback from community members of alll five umunicipalities."
Jim Phillips, Chair, Kitchener -Power Corp
Following the public information session and community engagement initiative, the five municipal
councils are expected to make a final decision on the proposed merger in December 2021. If approved
by the five municipal councils, the merger application will be submitted thereafter to the Ontario Energy
10
Page 32 of 191
Board for regulatory approval, which is expected by the third quarter of 2022. The new company is
expected to begin operations soon after regulatory approval.
Like several other local power utilities in communities across Ontario, Kitchener -Wilmot Hydro and
Waterloo North Hydro are planning to take the next step in their ongoing collaboration efforts by
combining operations to create a larger, local and publicly -owned power utility that will provide reliable
service, invest in new technologies, generate savings through operational efficiencies and keep local
jobs in our communities.
2) Links to virtual news conference and public information session recordings
I astN� Connecting
,._. _ . it (Virtual News Conference —October 1, 2021)
Publl.ic_InformationI.i_ Sessions .-._CoIr�ne -t�.n Locall_Pow it (Virtual Public Information Session —
October 19, 2021)
11
Page 33 of 191
3) Ads in local newspapers
Connecting
[.,(.)ca1 [`ower
A Proposed Merger Between
Xitcherier-WRrrior Hydro and
%Naterrlcc, North Aydro
Virtual Public
information
Sessions
October 19th
3 p m 6 7 prn
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conn ect i ngloca G power ca
to mgisterw'nJ lewn riiope
Connecting
Local Power
Kitchener -Wilmot Hydro and Waterloo North Hydro are plarrining
to combine operations and create a larger, local, anti publicly
owned power utility.
,/ Putting customers first
V Reinvesting in local communities
,/ Keeping jobs in our region
a
Vlisitr Erni w iii qluf,lpowri (.,i to learn how this will benefit
your community.
Ad placed in the Woolwich Observer
and The New Hamburg Independent.
Connecting
Local Power
Kitchener -Wilmot Hlydro and Waterloo North Hydro are planining
to conrene operations and create a larger, local, and publicly
owned power UtIbiry.
V putting custorners, first
V Reinvesting iin local communities
v/ Keeping jobs in our region
Visit c surto i 1111 q o(�ill: rcovjr- i i to learn how this will benefit
your community
Ads placed in the Waterloo Chronicle
and the Waterloo Region Rural Post.
12
Page 34 of 191
4) Website FAQs
Question
Answer
Why merge now?
Ontario's electricity sector is changing quickly,
and this proposed merger is a local solution that
will help our communities adapt to these changes
and thrive in the years ahead. This larger, local,
publicly owned utility will have more resources to
invest in technologies that benefit customers
while helping our communities' transition to a
lower carbon economy.
Of all electric utilities in the province, why is a
This proposed merger is about Kitchener -Wilmot
merger between Kitchener -Wilmot Hydro and
Hydro and Waterloo North Hydro taking the next
Waterloo North Hydro the best solution?
step in their ongoing collaboration efforts by
combining operations to create a larger, local and
publicly -owned power utility that will provide
reliable service, invest in new technologies,
generate cost savings through operational
efficiencies and keep local jobs in our
communities.
Kitchener -Wilmot Hydro and Waterloo North
Hydro are natural merger partners given the
utilities' contiguous service areas, shared values,
strong record of dedicated service to customers
and vision to build a stronger utility that can
invest in our future.
What's going to happen with our hydro rates?
The size and stability of the combined utility will
Are they eventually going to go up?
help ensure distribution rates remain competitive
and stable for customers. Distribution rates for all
customers are projected to increase at less than
the rate of inflation over the 10 years following
the merger, leaving more money in customers'
pockets.
Thereafter, the combined utility will harmonize
distribution rates overtime, between Kitchener -
Wilmot Hydro and Waterloo North Hydro
customers.
13
Page 35 of 191
How does this merger align with climate change
action?
Having a larger customer base will boost our
capacity for collective climate action. The larger,
combined utility will allow for greater
investments in new technologies and services
that will benefit customers and help reduce
emissions, such as managing smart home and
energy data, automated restoration of power
outages, renewable microgrids and supporting
local renewable generation.
What's going to happen to my billing cycle? Will
Initially, your billing cycle will not be affected by
there be any service changes?
the merger. The municipalities of Kitchener,
Waterloo, Wellesley, Wilmot, and Woolwich are
committed to ensuring the smoothest transition
possible through the merger process.
We will ensure that there are no impacts on
service reliability to customers because of the
merger.
Our commitment to affordable, reliable power is
why we're always looking at new and innovative
solutions, including this merger and streamlining
of operations, to improve our service to the
communities we serve.
How many jobs will be lost because of this
Layoffs are not expected at either utility company
merger? Which utility company is expected to
because of the merger. There are vacancies that
lose the most jobs?
have not been filled and some pending
retirements. There may be adjustments made to
work locations and day-to-day duties as we
combine the assets and services of Kitchener -
Wilmot Hydro and Waterloo North Hydro.
The head office will be the current Kitchener -
Wilmot Hydro office in the City of Kitchener, with
a second work location at the current Waterloo
North Hydro office, at which activities will include
leading innovation and new technology
development.
14
Page 36 of 191
How will this affect collective bargaining
Kitchener -Wilmot Hydro and Waterloo North
agreements at both utility companies?
Hydro will work with IBEW Local 636 and PWU
Local 1000 to ensure a smooth transition to the
new utility company. Both companies will
support all unionized and non -unionized
employees throughout this process and will be
open and transparent with employees along the
way.
The head office will be the current Kitchener -
Where will the head office be?
Wilmot Hydro office in the City of Kitchener, with
a second work location at the current Waterloo
North Hydro office, at which activities will include
leading innovation and new technology
development.
What's your brand? What will this new company
What we're focused on right now is engaging
be called?
with the community, and if approved, seeing this
merger through to a successful completion. Once
approved, the new utility will unveil a new
company name and brand.
What's next in the process?
Community engagement will begin the first week
of October 2021. Following the community
information and engagement initiative, the five
municipal councils are expected to make a final
decision on the proposed merger in December
2021. If approved by the municipal councils, the
merger application will be submitted thereafter
to the Ontario Energy Board for regulatory
approval, which is expected in the third quarter
of 2022. The new company is expected to begin
operations soon after regulatory approval.
15
Page 37 of 191
Connecting Local Power — Consulting the Community on the Proposed Merger of Kitchener -Wilmot
Hydro and Waterloo North Hydro
Resident Inquiry Responses—Appendix 2
November 2021
Resident Inquiry
Response
Waterloo Resident:
Thank you for sharing your feedback, it has been noted. If you have any
additional comments or questions, please feel free to submit them again
I think that the merger makes a lot of
through this we:bsi.re,.
sense. Go for it.
Kitchener Resident:
Thank you for sharing your feedback, it has been noted. If you have any
additional comments or questions, please feel free to submit them again
I am very much in favour of the
through this w h i.l ,.
merger — have been for many years.
Waterloo Resident:
Thank you for sharing your feedback on the proposed merger between
Kitchener -Wilmot Hydro and Waterloo North Hydro. Rate structures are
This appears to be a reasonable
determined and set by the Ontario Energy Board. For residential
initiative, but I have a couple of points
customers, the distribution charge on the bill, from your local utility, is a
I wish to make.
fixed charge per month and is not impacted by the amount of electricity
used. Your point is noted, however, that residents who work from home,
Given the increasing number of those
likely have higher bills due to higher consumption, as well as seniors who
working from home due to the
are not working.
pandemic (a situation I do not think
will change in the foreseeable future),
Your point is noted regarding the expense of installing electric vehicle
I believe adjustment to the billing
chargers and the need for incentives especially considering our climate
structure needs to be made. I suspect,
change goals, which electrical vehicles help us achieve.
but have no data to check this, that
due to increased day -time demand,
the electrical companies have done
If you have any additional comments or questions, please feel free to
rather well during the pandemic.
submit them again through this nreb�ite.
Under the circumstances, I believe
charges should be reduced. I
personally have changed from TOU to
constant billing because I believed it
would offer a small saving. That seems
to be the case, but I will not be able to
confirm until we are into the winter
season.
This raises a further issue. I think that
seniors (i.e., retired folks) should have
a lower rate than others. This should
be easy to put in place and would be
much fairer.
Finally, I would like to know that
incentives will be made available to
those who opt for either fully electric
or hybrid electric vehicles. My next
vehicle will be one of those and I am
16
Page 38 of 191
concerned about both the cost of
installing an adequate supply line as
well as increased use of electricity.
Thank you.
Waterloo Resident:
Thank you for sharing your feedback, it has been noted.
I am concerned about prices
The size and stability of the combined utility will help ensure distribution
increasing even more.
rates remain competitive and stable. Distribution rates for all customers
are projected to increase at less than the rate of inflation over the next
10 years, leaving more money in your pocket.
If you have any additional comments or questions, please feel free to
submit them again through this uyekrsjte.
Kitchener Resident:
Thank you for your inquiry and feedback, which has been noted.
With Kitchener Wilmot having the
The size and stability of the combined utility combined with operational
lowest rates, and Waterloo North
savings will help ensure distribution rates remain competitive and stable
having the highest, how will merger
for customers. Distribution rates for all customers are projected to
this be a saving to the residents of
increase at less than the rate of inflation over the 10 years following the
Kitchener and Wilmot?
merger, leaving more money in customers' pockets.
Has there been any other offers to buy
Kitchener Wilmot?
Kitchener Wilmot Hydro and Waterloo North Hydro are constantly
having conversations with other utilities to see how we can provide
more value to our customers and municipal shareholders. Over the
years, we have been approached by other utilities, however the
municipalities of Kitchener, Waterloo, Wellesley, Wilmot, and Woolwich
decided on a local solution through this merger process and are
committed to ensuring the smoothest transition possible.
If you have any additional comments or questions, please feel free to
submit them again through this website.
Kitchener Resident:
Thank you for your inquiry.
I currently have solar panels on my
Your contract with Kitchener Wilmot Hydro will not be impacted at this
roof and a contract with Kitchener
time. This proposed merger strives to provide the same, if not better
Wilmot Hydro as per the MicroFIT
quality of service.
program. Will this impact that contract
or will it be terminated?
For specific information related to your contract, it is recommended you
contact the hydro company directly.
If you have any additional comments or questions, please feel free to
submit them again through this website.
Waterloo Resident:
Thank you for sharing your feedback, it has been noted. If you have any
additional comments or questions, please feel free to submit them again
I am in full support of this proposed
through this w.ebsiae..
merger.
17
Page 39 of 191
Wilmot Resident:
Thank you for your feedback and inquiry. It has been noted,
As a former customer of Waterloo
The facility was built in 2011 and was a necessary move for the
North Hydro and now a customer of
continued growth and expansion of Waterloo North Hydro.
Kitchener Wilmot my query surrounds
the assumption of debt. Waterloo
North built a new facility costing
The existing debt (including any outstanding amount for the new facility)
millions and was it seemed always in
and promissory notes with each of the municipalities, will be assumed
debt. Is this paid for and if not how
by the new corporation and is reflected in the ownership shares for each
will this be allocated?
municipality.
Through streamlining and efficiencies, an additional $15 million in
incremental dividends over the first 20 years, is projected to be available
for municipalities in proportion to their ownership shares, which can be
re -invested into local services that residents rely on.
If you have any additional comments or questions, please feel free to
submit them again through this uyebsjte.
Waterloo Resident:
Thank you for sending in an inquiry.
Kitchener Utilities is responsible for
Kitchener Utilities is responsible for water and natural gas services while
electricity, water, and natural gas
Kitchener Wilmot Hydro is responsible for electricity distribution
services. Will customers in Waterloo
services. The proposed merger of Kitchener -Wilmot Hydro and Waterloo
see any changes to their water (City of
North Hydro will not result in any changes to your current water or
Waterloo) or natural gas (Enbridge)
natural gas service providers.
service providers?
If you have any additional comments or questions, please feel free to
submit them again through this website.
Waterloo Resident:
Thank you for sharing your feedback.
While I will support the merger, it is
Kitchener -Wilmot Hydro and Waterloo North Hydro are working to
based on the assumption that the rate
ensure that distribution rates remain competitive and stable for
payers will benefit from these
customers. Savings from efficiencies will offset rate increases so that
efficiencies. The savings should be
rates in the merged entity will be lower than what they would be on a
used to offset the need for rate
stand-alone basis.
increases. Broadly, I feel the costs of
municipal services (property tax,
water, etc.) have routinely increased
Distribution rates for all customers are projected to increase at less than
ata rate in excess of inflation, and
the rate of inflation over the next 10 years. Thereafter, the combined
some benefit to the rate payer would
utility will harmonize distribution rates over time, between Kitchener -
be a nice benefit and is being stated
Wilmot Hydro and Waterloo North Hydro customers. The utility portion
here. The commitment should be met
represents about 25% of the typical total bill for a residential customer,
and kept.
with the remainder being the energy consumed by a customer.
If you have any additional comments or questions, please feel free to
submit them again through this website.
Kitchener Resident:
Thank you for your inquiry.
As a business owner, what will this
Kitchener -Wilmot Hydro and Waterloo North Hydro are working to
merger mean for my hydro rates? A
ensure that distribution rates remain competitive and stable for
lot of my business/services are done
customers. Distribution rates for all customers are projected to increase
during peak rate times and that is not
at less than the rate of inflation over the next 10 years. Thereafter, the
something I can change. Kitchener
combined utility will harmonize distribution rates over time, between
Wilmot's lower hydro rates are
Kitchener -Wilmot Hydro and Waterloo North Hydro customers. The
important to me and my business, I
utility portion represents about 25% of the typical total bill for a
don't want to see that jeopardized.
residential customer and less than that for a business customer, with the
remainder being the energy consumed by a customer. Advisors at KWH
W:?
Page 40 of 191
19
Page 41 of 191
and at the new utility would be pleased to discuss energy efficiency
initiatives that may help our customers to reduce their energy
consumption and their total bill.
If you have any additional comments or questions, please feel free to
submit them again through this website.
Kitchener Resident:
Thank you for your inquiry.
What are the projected hydro rates for
The size and stability of the combined utility will help ensure distribution
Kitchener Wilmot customers after the
rates remain competitive and stable for customers. Distribution rates for
proposed merger? My concern is my
all customers are projected to increase at less than the rate of inflation
rates increasing after the merger, this
over the 10 years following the merger, leaving more money in
would not be acceptable.
customers' pockets. Thereafter, the combined utility will harmonize
distribution rates over time, between Kitchener -Wilmot Hydro and
Waterloo North Hydro customers. The utility portion represents about
25% of the typical total bill for a residential customer, with the
remainder being the energy consumed by a customer.
If you have any additional comments or questions, please feel free to
submit them again through this website.
Woolwich Resident:
Thank you for sharing your feedback. Having a larger, local and publicly -
owned utility will help deliver reliable and affordable service.
If this action is going to make my
hydro more reliable and doesn't
If you have any additional comments or questions, please feel free to
increase the price . I support this
submit them again through this we sjte.
merger.
Woolwich Resident:
Thank you for your feedback.
The proposed merger should only be
This proposed merger will help to ensure distribution rates remain
done to benefit those that pay the
competitive and stable for customers. Distribution rates for all
fees. In one section above it states "to
customers are expected to increase at less than the rate of inflation over
ensure distribution rates remain stable
the next 10 years, leaving more money in your pocket.
and competitive ...... while returning
higher dividends to municipalities." If
We project the combined utility could save as much as $2.9 million/year
this merger is returning higher
dividends then that means rates or
through streamlining and efficiencies. As you stated, this will result in
monthly connection charges can be
additional dividends that can be reinvested into every municipality that
lowered. The electrical service was
will be impacted by this proposed merger. The five municipalities in
never designed to be revenue source
aggregate are projected to receive a return of approximately $15 million
for the municipalities, but a service
in incremental dividends and interest over the 20 -year period following
provider. Stop using rate payers as a
the merger. Each municipality will receive its share based on their
cash cow to support unnecessary
ownership in new company. Municipalities can re invest these dividends
projects for cities. Any benefit of this
into local services that residents and rate payers, such as yourself, can
should be for the rate payers benefit.
rely on.
Being in Woolwich, we will get the
short end of the profits while
If you have any additional comments or questions, please feel free to
Waterloo, Kitchener and Cambridge
submit them again through this �nrebsjte.
will benefit the most.
Wilmot Resident:
Thank you for your feedback.
Hello, I am hoping that this proposed
The larger, combined utility will allow for greater investments in new
merger will lead to a greater capacity
technologies and services that will boost capacity for collective climate
for innovation in terms of greening our
action and help to reduce emissions.
power supply, specifically an
investment in more solar panels and
It will help municipalities achieve their climate change goals by having a
batteries at the home or microgrid
larger customer base that will allow the combined utility to focus on
level. Green Mountain Power (in
efficiency and innovation.
19
Page 41 of 191
Vermont) is doing very innovative
things with virtual battery -based
microgrids using batteries and solar
panels in residences. I would love to
see that level of innovation here.
Investments in new technologies and services that will benefit
customers and help reduce emissions include the management of smart
home and energy data, the automated restoration of power outages,
renewable microgrids and local renewable generation such as solar
panels and battery storage as you suggested.
If you have any additional comments or questions, please feel free to
submit them again through this �nrebsite.
Waterloo Resident:
Thank you for sharing your feedback. We appreciate your thoughtful
consideration on reinvestments within our local community. We have
This sounds like a great plan. I suggest
received similar inquiries/suggestions before.
that the money saved be reinvested in
improvements to the electricity
This merger is good news for local climate action. The larger, combined
transmission grid, including energy
utility will allow for greater investments in new technologies and
storage that complements renewable
services that will boost capacity for collective climate action and help
energy projects. Such investments
to reduce emissions.
would support the emissions -
reduction efforts that have been
It will help municipalities achieve their climate change goals by having a
undertaken by the region's eight
larger customer base that will allow the combined utility to focus on
municipalities, specifically
efficiency and innovation such as energy storage and renewable
TransformWR and 50by30. These
generation.
plans call for fuel switching for heating
of buildings, replacing natural gas with
Both utilities have and will continue to invest in the necessary
electrically -powered heat pumps. This
distribution system upgrades to enable new technologies as we move
will require careful attention and
towards a low carbon future.
coordination to ensure the electricity
supply and transmission can power
If you have any additional comments or questions, please feel free to
the heating of buildings. It would
submit them again through this �nrebsite.
make sense to use the savings of this
merger to invest in the necessary
upgrades.
Other feedback and inquiries that were raised during the public info session and News Conference
include:
• Can you speak to what the projected impacts are if the two companies do not merge?
• Will this merger slow down your efforts to provide solar customers with a feature that allows
them to use mid -peak or peak rates?
• As a solar owner, Waterloo North Hydro allows the solar credit to be applied to the
administrative and distribution fees. Will this continue for solar customers such as myself that
have taken advantage of this program?
• Would the new entity consider merging with the new entity that will be formed by Energy+ and
Brantford Hydro?
• Why are Kitchener -Wilmot Hydro and Waterloo North Hydro pursuing a merger together and
not with other utilities nearby? I know London Hydro expressed an interest publicly a few years
ago about acquiring local distribution companies. What happened to those discussions?
• Why is now a good time for this merger?
• Are you experiencing staffing challenges across your organizations or within specific areas such
as unionized field staff, engineering, administration, etc.?
• Are there any proposed names for the new entity or timelines?
20
Page 42 of 191
Connecting Local Power — Consulting the Community on the Proposed Merger of Kitchener -Wilmot
Hydro and Waterloo North Hydro
Media Coverage - Appendix 3
November 2021
The numbers in bold brackets provide an average circulation number for each publication.
Online/Print
1. October 1 - at r( ...IRe i n Ifro u1n irdu s n o uu� .... �n..jg...irtt j8 (800,000)
2. October 1- IICg.� l n it n .._ terloaf... �s�r lr._�a1gll_iti s._ nn unc ...u�ne�r8elr (175,000)
3. October 1- Pr p.psgd...i eir8eir lbe.It......._eein.._Kii-tclh ineir:::Willi .�.11� lr. .._�.i� ._W .� Iri�s�._ ir�l�...11� Ira
(320,000)
4. October 1 - itchen r.-WrilmotH d..WaterlooNorth Sy ji ...gi�8piili.Ia.i_.._i��lll �rB lr (64,000)I
5. October 1 - II d Kitch t rWiiix�t.H at rll o.l rthI� (75,000)e -for Ii_l:.............................................................. .. _d
6. October 1- W .�eo".i a .._Re ioin �� diro com anise announce Ian to irneir a (1,550,000)
7. October 4 - Kitchener....IRo �ir.._ or oration and Waterloo.._Noir�l�....IHfdiro IHoldl n Coirpoira�tion
Anno nce IProposed Merger
....................................................................
(150,000)
8. October 6 - Aire ...c uln 1pplirlpip ir In.slim irg lr (64,000)
9. October 7 -1 tical a ........_ Ir u. l[IIIi�ii s._.t ._I a (head with foirirmnall ,
irneir8 lr (5 000)
........................
10. October 20 - Wa.�eirll�a ...IReBi n.. g pir...lpll lrr s._s ....iro ..11 lb u s._6 ...iCwi irou ...fir n m8 fir....).._ .'![ s
(74,000)
11. October 2021 - Kitche1rne1ran ._Wa,teirll_oo..poweir u�tillirtiies pllan vto merge (8,500)
Broadcast
October 1:
1. .7 .._e .s..._ ...90.0...E (5,000)
2..5.7.0.._e .s..._1.2 3.0..pm (5,000)
3. J.B.0 12:30W . u (6,000)
4. .rANews Kitchener,..j.:20. M (320,000).1.._
5. 570 e sa.1..n ..lp.0 (5,000)
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6. 57 e sa.1..1..e ..lp.! (5,000)
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8. .5.7.0...INe s..._ ..:A.0 p a (6,500)
21
Page 43 of 191
9. 570...Newsa.._6. 25...1. . (6,500)
10. .57.0 _u @. ..s 6..0.5.... , (6,500)
11. 57 N s,.5:35M. (6,500)
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12. 57 ...II ...._:' :.0.6 p (6,500)
13. 57.0...IIS .s..:59..p (3,700)
14. 57 ...II s�.._ ..3....p (3,700)
15.:7..0 III sw._ . 5 pm (3,700)
16. .IIH..Y.11 �.._IE. .ff 4:.Q.O (16,000)
17. 7�N s,...................... .. M (3,700)
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18. 57 N s,. .3 M (3,700)
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19. 57 N s,...................... .. M (3,700)
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20. 57 .._ .s,.._3.61`�...1 . . (3,700)
21.30
.I..IR_�o._s._2n...m..... (6,000)
22. 570.._I�e......._sa.._2.4 QD... 1 (3,700)
23. .IIS. Kadin nga...10 6...p.M. (6,000)
24.::IAV...IIs.._11Ciii... ..p
f... 295 000
25. .VI�e.. .s...�5�
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October 2:
October 4:
October 6:
October 7:
26. ..�..v...News.._Kliitcheiner.._ .15.. im (250,000)
27. ._JI.._6..00._u�. (1,800)
28. ::IFV.._Ne s...Kiit e eir.R...6..2....p..![n (295,000)
29. 70.._Ne......._sa...4.937...p.1 . 3 700
30. 570 New, .»:,l0.. j . 6 500
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31. 570 New, ._6.4 ... 1 . 6 500
32.:'X70.._e......._s._6..°..2...li.. 6 500
33. E. .0,S._ .I I .IR.A.._6...0 a..im (4,000)
34. E. .n,S._ .I I .IR.A....7...0 a..im (1,000)
35. IFIL 9..05 .IICI .IR.,...7: 2. aim.. (1,000)
37. 7.V...II a s...Kiit !r. ....'7.: ...1 ..... (250,000)
22
Page 44 of 191
Connecting Local Power — Consulting the Community on a Proposed Hydro Merger
Website Metrics - Appendix 4
November 2021
Summary Report + Events
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Page 45 of 191
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Page 46 of 191
Website User Breakdown — Regional (Canadian Cities)
The following website user visit tracking is based on IP addresses that Google can detect.
Municipality
Number of Visitors
Kitchener
407
Toronto
159
Waterloo
127
Cambridge
111
Brampton
63
Ashburn
42
Quebec City
38
Unknown Region
35
Hamilton
33
London
20
Baden
18
Guelph
17
Mississauga
13
New Hamburg
13
Montreal
11
Halifax
10
Windsor
9
Elmira
8
Ottawa
8
Markham
7
Burlington
6
Halifax
6
Kawartha
6
Oakville
6
Whitby
6
Barrie
5
Milverton
4
Newmarket
4
Ajax
3
Brantford
3
Chatham - Kent
3
Erin
3
Kingston
3
Oshawa
3
Stratford
3
Calgary
2
Dartmouth
2
Fergus
2
Georgina
2
Greater Sudbury
2
25
Page 47 of 191
Grimsby
2
Kincardine
2
Lakefield
2
La m bton
2
Langley
2
Listowel
2
Milton
2
Orangeville
2
Peterborough
2
Pickering
2
Port Elgin
2
Quinte West
2
Richmond
2
Saugeen Shores
2
Sault Ste. Marie
2
Vancouver
2
Vaughan
2
Woodstock
2
Aurora
1
Bradford
1
Brant
1
Brighton
1
Caledon
1
Collingwood
1
Courtice
1
Dublin
1
Elora
1
Enfield
1
Fort Erie
1
Goderich
1
Halton Hills
1
Hanover
1
Hawkesbury
1
Lakeshore
1
Leamington
1
Lincoln
1
Longueuil
1
Niagara Falls
1
Parksville
1
Pelham
1
Penetanguishene
1
Regina
1
Richmond
1
Sainte -Adele
1
Sarnia
1
Simcoe
1
26
Page 48 of 191
Smithville
1
South Bruce Peninsula
1
St-Bruno-de-Montarville
1
Strathroy
1
Surrey
1
Thunder Bay
1
Utica
1
Victoria
1
Welland
1
27
Page 49 of 191
Connecting Local Power — Consulting the Community on the Proposed Merger of Kitchener -Wilmot
Hydro and Waterloo North Hydro
Social Media Insights - Appendix 5
November 2021
OBJECTIVE
The objective of this report is to provide a summary of top social media conversations
around the proposed merger between Kitchener -Wilmot Hydro and Waterloo North Hydro,
with coverage focusing on:
• Posts published by The City of Waterloo, Waterloo North Hydro, City of Kitchener,
Kitchener -Wilmot Hydro, and Wilmot Township
• Breakdown of coverage engagement, as well as key metrics
• Posts with the largest engagement and reach (likes, sha res, comments)
METHODOLOGY
Timeframe: October 1 — 19, 2021
Location: Canada
Language: English
Social Media t: Twitter, Facebook, Linkedln
IT, ltter posts were captured using Meltwater, whi le all other social pasts required the use of manual research. There is an
especially limited line fsight on Linkedln and Facebaalc .Wren[, as majority of it is private media which means it is not
available for public viewing.
TWEET BREAKDOWN BY IMPRESSIONS
40D,000
35',00' - 355, 790
30',000
250,000
w 200,000 155,495
is0A0o 35,642 101,927
100,000 13,457 8 518 14,310 6,665
o s 3,588 f s
50,000 18,509 89
ati ory d o� �p p5 �o� ori n�o� o�o� "o' tiyo� oo yao� Sn� ti ry �o� "c'
TWEET BREAKDOWN BY VOLUME
2 4 4
1 g
a o-
"c'stip >� va "0'v�"O tilts -9 v�
W."
Page 50 of 191
7
7
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1
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Page 50 of 191
HIGHEST ENGAGEMENT
(DIRECT)
L..
KEY METRICS
46 Total Tweets (25 Wginal Tweets)
30 Use
714K Impres s
4721( Reach n
Ih p 1 Kt;ho W tl,:'1"
Well ley. W'II—tiWW—WO,h pp.-dE
Mn ef� f41 U ptiarvdortg' (Mnl l) f"s, -'p
Pn t1 p —I 1-g f K'tche le0111—t Hydr. alld
Wtat C N ,tri Hy'I-
_ HIGHEST ENGAGEMENT _
(INDIRECT)
W
T ta, ve
TOP TWITTER AUTHORS
'' A ' f"I'M ,—,
i 104k
J Kl'.".:ihfi'1;s''enpr
2 {+,hk
5 '�j (I,IuelyvTr+cerloo
i ;.i47ie
Fl '�"ksli-tiul¢,
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9 (f /giyi 5tnnbumt
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i I'Jk
t QAY¢v✓fiptNG
h If W.
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TOP KEYWORDS
rerniner r.+Hnryll c tlr rlC)I„a rin
i-111hiiC': iulf rn :;titan...
av mng
Proposed rneirger 17Mve s
(rnl rH61 hirrtMep ..
til bhc lnh-minoflctn L.ttrs.,Ainlg
ITI dly1f11' (I1u11 11” Inder
.. ex6 ing annou In :eine..,
City of Kitchener
amt SUMMARY
,, to ^ :< - X':,t ,e. Irr.. d".t , 1'i't ,Til u> u'r, The City of Kitchener published a total oftwo posts, which were engaged
with 4 times (2 likes, 2 retweets)
J + •"t gt fq The reach of the@City Kitchener Twitter platform is 83.8K
0,138 E08I4^
4 �n,w of Ku�hmnree'nC ...
1r,^
NEWS" Municipai COLI1161s approve h)IPrrorancltflm Of
U d I^'tn,I3cling for propor(rcd KIt'chenv,,i- 1mot H:ycftn
and Wateil Mcsrtih Ikydaro merger, F"1ulblic information
s.Tua'.gf�n cm OutQbcr fpm. Road Tnarr„ I,P Jv .1.,1 J o(.)l.,
ftlk r1 reer , i� , t .
m h
*Hover over images for direct link to posts
o. ds
REMINDER: Join - this evening to
ask yt.aettiony HIld
IalIx na'+rtp klbcrut tl pnd>wwdJ.n
go, baol.,en
K itchEnel' Wil—A Hydl'O .Y no ViAcdUO
N.,th 1'qyd00. T'?
rmkl 4er fr,,,r u,rr li thl., t 11Sr :rra1 +nnt
*.„ion It 7 lnrrl_
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, t,.,[,['1>
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29
Page 51 of 191
KlrfaPHyd ro
I,,,.11, SUMMARY
'0- "r1,;r r w Ira„ un Va x nn r , ,w qw,11 or f cr f u,.,arr KWHydro published a total of four posts, with a combined engagement of
'd,rrI nm o Mf L -H 30 A �PQ 'Irrj N 1 8 (5 likes, 3 retweets)
1V .Itsµ , X47 -n; .I,,, ,°a,M The reach ofthe@I(WHydro Twitter platform is 7.6K
6561 rdla✓ r 7,547 f- ) ,,.i
w w�m
loin „s this evening to ask questions and learn more
elh. ut flhpr.p. d r—gC rJdwJp4hU7 K 9 .Y ge1C,-iN'ilrrO
Hydro and Wrnterloo North Flydrrr. To regirsteu for —,pulr,,fic, Yr,4ermenwxn r,,;sior, W 7 P. m. o,r Octobc i 19.
.t ,_,i t �, il.<:
Cod"Inectin nm
f.Af 1'ri v r �1"
rvU nr„r�, r„, ana l�
, 'd' gl',ic'.Mllarswgr,c:.r
* Hover over images for direct link to posts
Wilmot Township SUMMARY
Wilmot Township published a total of one post, which was engaged 11
r1 r1 =d i Ia, tl ” times(4 likes, 6 retweets, l quote tweet)
The reach of the @WilmotTownship Twitter plattorm is 3.6K
59 . ;{ fW i
* Hover over images for direct link to posts
30
Page 52 of 191
City of Waterloo a
(V
U wh,j 611 k ", I (,I ,,.;M N)..
642 58,5K � .. ........ .
Thre muricipal couri6s of Kitchener, Waterloo,
Welke,,�floy, Wilk'not und Wodwich have, approvod to
Memorandur) of Jnderstar&ng (MOU) as a first step
un the proposod ITergro of Kitchono-Wilrnot Hydro and
Watemlocj North Hydro. -
V��' , , ,, , —I, -, r" flh,r, I f,d ... ........ r,
Afl,
", I
4',
14, '1', M"dil14 OIAA)ON
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' Hover over images for direct link to posts
Waterloo Norith Hydro
{oa.tlnrlu HIIh'i h, X A, VI
,i Iri 'I I A "I
194 5,559
SUMMARY
• The City of Waterloo published a total of one post, which received 15
pieces of engagement (5 retweets, 10 likes)
• The reach ofthe @CityWaterloo Twitter platform is 58.5K
SUMMARY
• WN Hydro published a total of four posts, with a combined engagement
of 17 (11 likes, 6 retweets)
• The reach of the @I(WHydro Twitter platform is 6.6K
1111111,� lo-,� D111 IM—
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31
Page 53 of 191
Connecting
rA t Pc)vw,
&lih
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f � w rty ve K I luntihr ry ,..
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r t:
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eci lYr„t 1. .i.0 rn
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1
* Hover over images for direct link to posts
'Lay ilkalerlc+e�
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..,r 1 ., Ix gvr rl 7 A y,,N,, , , � (K ='ti �Yr
.--,o`rl rf
Teu lmm,'r fir art µAlb Ar �— u ty r.. GFunin t rf,. ulpr,mr
M
SUMMARY
• The City of Kitchener Facebook posts were engaged with
34 times (5 comments, 22 reactions, and 9 shares)
• Of the 5 comments, two were not relevant to the
announcement and one was deleted/is no longer visible
to the public
• The City of Kitchener Facebook group has a reach of 35K
Connecting �.
SUMMARY
The City of Waterloo's three Facebook posts about the
',. proposed merger were engaged with 10 ti mes(1
comment an d 9 reactions)
maH'Y ;f.
C t,r rxf rtu',wuerlrsu a..
4:VI,;.Ir n v r rr nHC,
Hydio 4 'hada n rr Po( ier lidi,r .r r. r p t.ok"vipl Iter r,r
i ik?r y dl �h :auar Klrr,i*r, mrh a rr pa a nr,t o e�Ml, ;a
I vi art 1 r , II n ;ti y;nal t Icy pe ear{i r er ro;.R1}t.
A
KNnclhener Power Corpoirltron, and Waterloo North.
VHyd. H.Iel m Curp.rah*i— Arr—un— pr tpo,,—I.,.,
" i :nr,,. t rwao'oP. Vkodrrr
oily O w4ue'loo ...
Thar rvrunic 1,M
dBc,ralra ah tare.:grprupert a M&uk(�N)I IdUrfl of r 1rda.r;aamdie. OACM. uor,
atrt'nt:ep iiflep'nl.,c,.el nuva'.er ofWtcher,t WiRrnr Hyihc-rrd
4"J'.aY'r^i`ri,'rn hdorlYr Nye1 rs:i.
C
Municipal councils approve lblemorandurn
of Understanding for proposed Kitchene...
�. �,I, ,r ni r r rr r ✓
(f�„�i LiNrk f ) r�rxv,manrry r �^i 4e✓.
32
Page 54 of 191
ORFAWANUk I W1, AN4, I.- (Ile nland t. yol I, 11,1n, I llvd�
& C,Ljn6 cVlktiup,-Lam We wmno-Ud a p I
1101611 'Ifr1 K t " I hl, I I I,pmm. "'d I IW
.—my 4 — um. "m &
Ot,,,ww y 0,,, For nfo. rA
rp'. t , , tP.f :ziv, "111
r—po-d—A- 'A O'h—W �,l 4 4', m
W,ei Wo No v fl H yOr a J a ppt,jwd r ar,dt ii w, 0
b
f K,tdVel—t [
,Yqwmw—y— "
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of I iyo. vii'd
Am
"w1m, IN"',
Ai
it
33
Page 55 of 191
J.Mark Rodger
Borden Ladner Gervais LLP
T: 416-367-6190
Bay Adelaide Centre, East Tower
mrodger@blg.com
22 Adelaide Street West
Toronto, ON, Canada M5H 4E3
T 416.367.6000
F 416.367.6749
blg.com
December 6, 2021
DELIVERED BY EMAIL
Mr. Dan Chapman
City of Kitchener
200 King Street West
Kitchener, ON N2G 4G7
Dear Mr. Chapman
L=G
Borden Ladner Gervais
Re: Amalgamation of Kitchener Power Corp. and Waterloo North Hydro Holding
Corporation
The City of Kitchener (the "City") retained Borden Ladner Gervais LLP (`BLG") to provide legal
advice with respect to a proposed merger between Kitchener Power Corp. ("KPC") and Waterloo
North Hydro Holding Corporation ("WNHHC") (the "Proposed Transaction" or "New Holdco").
Specifically, New HoldCo will own 100% of the issued and outstanding shares of the newly
amalgamated electricity local distribution company ("New LDC"), which will be regulated and
licensed by the Ontario Energy Board (the "OEB"), along with other existing subsidiary corporations.
Due Diligence Report
As part of BLG's mandate, the City instructed us to carry out legal due diligence as more particularly
described in Section IV of our due diligence report. Extensive legal due diligence was undertaken and
our due diligence report was delivered to the City on August 9, 2021. Since the due diligence report is
a confidential document which is subject to solicitor -client privilege, this letter has been prepared at
the City's request to provide a public summary of the relevant legal documents based, in part, on our
due diligence.
Amalgamation Related Legal Agreements
The proposed mergers constitute legally binding commercial transactions. Two legal agreements
have been developed and negotiated over the past several months that prescribe and chart the future
relationship between the various municipal shareholders and the proposed merged companies. These
agreements are known as the Merger Participation Agreement and the Unanimous Shareholders'
Agreement. BLG provided advice to the City on both Agreements.
Page 56 of 191
Lawyers I Patent & Trademark Agents
L=G
Borden Ladner Gervais
The Merger Participation Agreement
The Merger Participation Agreement (the "MPA") is the agreement that describes key elements of
the amalgamation mechanics and the rights and responsibilities of the municipal shareholders and
the companies pertaining to the implementation of the mergers. Among other things, the MPA sets
out the equity ownership between the five municipal shareholders at the New Holdco company level
as follows:
Kitchener
53.39%
Wilmot
4.49%
Waterloo
30.83%
Woolwich
8.51%
Wellesley
2.78%
A number of months will pass after all the municipal councils approve the legal agreements and
before the mergers actually close. For example, Ontario Energy Board approval is required before
the distribution company mergers can take place and this regulatory process will take several
months. Accordingly, the financial position of each of the companies involved in the transactions
will change over this period. To manage these typical financial fluctuations the MPA includes price
adjustment mechanisms to ensure that these changes are accounted for. The net result will be an
additional dividend payment to the Kitchener -Wilmot municipalities or to the Waterloo et al
municipalities depending on the net gain or loss arising from these adjustments. The payment will be
made through a special share class dividend. Note that these closing adjustments are typical for
utility mergers of this type and will have no impact on the equity allocations set out above.
The MPA also sets out the representations, warranties and covenants of the parties addressing issues
such as confirming the municipal ownership of shares in the existing companies, the absence of
undisclosed liabilities, compliance with laws, statements about environmental conditions of the
businesses, disclosure of material contacts, carrying on business in the normal course and other
typical and traditional vendor representations and covenants.
The location of the head office and executive functions is also mandated in the MPA. This includes
the requirement that the new merged holding company and distribution company maintain its
administration and operations buildings, including executive functions, at 301 Victoria Street South,
Kitchener. This location will be for an indefinite period and can only be changed with Kitchener's
approval.
Under the MPA, the signatories agree to indemnify each other against violations of promises made
such as representations, warranties and covenants. The maximum exposure has been capped at $15
million (pro -rated to reflect the ownership level of each municipality) which can only be triggered if
a claims threshold of $250,000 has been met.
As directed by Kitchener Council, the MPA also includes a section on regulatory approvals that
mandates that the Ontario Energy Board will be asked to approve, as a separate and distinct head of
relief sought, that legacy distribution rate classes be maintained for a minimum period of 20 years
Page 572of 191
L=G
Borden Ladner Gervais
after closing to ensure that Kitchener's electricity distribution rates are comparable to status quo
rates if no merger had occurred.
Finally, Kitchener and Wilmot's tree reforestation grants program will continue post -merger
consistent with past practice. Kitchener Council also will be consulted with respect to the new
merged company name.
The MPA will executed after this agreement have been approved by all municipal shareholders.
Thereafter the MPA will be filed with the Ontario Energy Board as part of the supporting evidence
for the New LDC and New Holdco mergers.
The Unanimous Shareholder's Agreement
Where the MPA focuses largely on merger implementation, the Unanimous Shareholder's
Agreement (the "USA") sets out the relationship between the municipal owners and the new
companies. The USA includes various corporate governance requirements including the
composition of the new 13 member parent holding company board (7 directors to be appointed by
Kitchener with a minimum of 4 independent Kitchener directors) and the new 9 member distribution
utility company board (2 directors to be appointed by Kitchener both of whom may be non -
independent). The majority of the New LDC board will be comprised of independent directors.
Under Ontario law, shareholders can remove certain decision-making powers from the board of
directors in order for the municipal councils to decide these matters. Special Majority Shareholder
Approval (66 2/3) will be required for changes such as new auditors, buying or selling assets or other
transactions with an economic value greater than 10% of the consolidated book value of parent
holding company and its subsidiaries. Super Majority Shareholder Approval (90%) will be required
for any action that would dilute a shareholder's ownership percentage, changing the debt/equity rate
beyond certain levels and changing the geographic extent of the distributors operations.
The USA also includes various rights and duties with respect to conveyance of a municipalities
interests in the company including pre-emptive rights for new share offerings, a right of first refusal
if another shareholder receives an offer on their shares, piggy back rights to allow other shareholders
to require their shares to be acquired as part of an offer to another shareholder, drag along rights and
options with respect to the sale of surplus assets.
The USA also contains a non -competition clause designed to allow the municipalities to continue to
own and operate separate existing businesses (such as Kitchener's natural gas franchise) and other
designated activities on municipal owned sites (such as district energy and solar panels ) within the
municipality. The newly merged companies agree not to pursue a current designated business
activity within a municipal shareholder's borders without first obtaining that municipality's written
consent. Prior to a municipality undertaking a new energy-related venture within its borders, that
municipality agrees to explore, on a good faith basis, possible collaboration on such ventures with
the appropriate merged utility company.
Page 58�bf 191
L=G
Borden Ladner Gervais
Finally, the USA includes a dividend policy including target dividend payments for the first three
financial years of the new companies' existence, including a target dividend of 50% payout of the
net operating income of the merged companies.
Ontario Energy Board Approval
If all municipal shareholders of KPC and WHNHC approve the MPA and USA, an application must
be made to the Ontario Energy Board to approve the merger of the Kitchener -Wilmot and Waterloo
electricity distribution companies. This approval is required before the New LDC amalgamation can
be completed. The Ontario Energy Board filing is known as a MAADs application (MAAD stands
for Mergers, Amalgamations, Acquisitions and Divestitures).
In deciding whether to approve the merger of the two electricity distribution companies, the Board
applies what is known as the "no harm" test. This test is articulated in the OEBs Handbook to
Electricity Distributor and Transmitter Consolidation and associated MAADs Filing Requirements
issued January 19, 2016. This Handbook is intended to provide guidance to applicants and
stakeholders on MAADs applications. In order to demonstrate "no harm", the distributor applicants
must show that there is a reasonable expectation based on underlying cost structures that the costs to
serve customers following a consolidation will be no higher than they otherwise would have been.
In other words, customers cannot be made worse off than compared with the status quo (i.e. if no
merger would have taken place). It is anticipated that the OEB regulatory process will take
approximately 6 months to complete.
If the OEB approves the merger, then the amalgamation transactions will close, generally within 60
days from the date of such approval. At closing, Articles of Amalgamation will be filed with the
Province to create the new companies that shall bring the new corporations into effect.
Yours Very Truly,
Borden Ladner Gervais LLP
original signed by Mark Rodger
J.Mark Rodger*
*Jonathan Rodger Professional Corporation
126025657:v2
Page 594of 191
December 3, 2021
To: Members of Council
From: Kitchener Power Corp. Board of Directors
Subject: Update on Proposed Merger
At our last meeting on October 4, 2021, Council approved the Memorandum of Understanding
(MOU) for the proposed merger of Kitchener Power Corporation (KPC) and Waterloo North
Hydro Holding Corporation (WNH HoldCo) and their two Subsidiaries, Kitchener -Wilmot Hydro
Inc. and Waterloo North Hydro Inc. The MOU sets out the basic terms of the transaction at a
high level. The MOU is generally non-binding and does not commit the parties to a transaction
although the provisions within the MOU generally require both parties to honour the terms in
the binding Merger Participation Agreement if the transaction does proceed.
Council also directed the KPC Board of Directors and staff to proceed with negotiating and
finalizing the Merger Participation Agreement and the Unanimous Shareholders' Agreement;
and to launch the Customer Engagement process with a report back to Council prior to
December 31, 2021, for final merger approval.
Following is a summary of our progress since our last Council presentation.
Merger Participation Agreement
The Merger Participation Agreement (MPA) is a comprehensive binding agreement that sets
out the rights and obligations of all parties with respect to the merger and addresses important
post -closing matters. The MPA is a merger implementation contract that is superseded by the
Unanimous Shareholders' Agreement once the transaction is completed, and all closing
matters are fulfilled.
The key terms of the Merger Participation Agreement include the Equity Allocation amongst the
five shareholders, the terms regarding Post -Closing adjustments, the provision of Common and
Special Share classes, Representations and Warranties, and Customary and Specific
Covenants relevant to each shareholder.
Page 60 of 191
Since the MOU was approved by Council in early October, extensive discussions and
negotiations have occurred between the CEO's of Waterloo North Hydro and Kitchener -Wilmot
Hydro as well as the CAD's of the five Shareholder municipalities and our respective legal
counsels. Agreement has now been reached by all parties on the final language for all clauses
in the Merger Participation Agreement, including certain terms required by the shareholders of
Kitchener Power Corp.
The proposed MPA is now presented to Council for final approval. The MPA, if approved by
Council, will be filed as evidence in support of the Ontario Energy Board's MAADs application.
Unanimous Shareholders' Agreement
The Unanimous Shareholders' Agreement (USA) is a binding agreement that governs the new
corporation, once the merger transaction is completed, and is intended to carry on indefinitely or
until amended by the municipal shareholders.
The key terms of the Unanimous Shareholders' Agreement include the business of the
Corporation, governance structure and composition of the boards, matters that require
Shareholder approval, Shareholder rights with respect to the purchase and sale of shares and
the Dividend policy.
As with the MOU, after extensive discussions and negotiations between the parties and their
respective legal counsels, agreement has been reached on the final language for all clauses in
the Unanimous Shareholders' Agreement including certain terms required by the shareholders
of Kitchener Power Corp.
The proposed USA is now presented to Council for final approval and, if approved, will be
appended to the MPA and filed as evidence in support of the Ontario Energy Board's MAADs
application.
Community Engagement
As directed by Councils at the October meeting, a Customer Engagement process was
launched following approval of the Memorandum of Understanding by all Councils. A microsite
was developed called "Connecting Local Power" as a hub to provide the public with information
on the proposed merger and to provide feedback. In addition to the public announcement on
October 1, a virtual public information session was held on October 19 for residents to receive
an overview of the proposed merger and to have their questions answered. Each organization
also communicated messages through social media.
According to National PR, who was engaged to lead the public engagement process, the
overall community feedback was relatively positive and media coverage was fair and factual.
Page 61 of 191
Recommendation
The Board of Directors of Kitchener Power Corp., Kitchener -Wilmot Hydro Inc. and Kitchener
Energy Services Inc. has considered the proposed Merger Participation Agreement, the
Unanimous Shareholders' Agreement and the Community Engagement report at a meeting of
each board on December 3, 2021, and is recommending to proceed with the proposed merger.
It is recommended that:
a) Each of the Municipalities authorize each of Kitchener Power Corp., Kitchener -
Wilmot Hydro Inc. and Kitchener Energy Services Inc. to enter into the Merger
Participation Agreement.
b) Each of the Municipalities enters into the Merger Participation Agreement.
Jerry Van Ooteghem and I look forward to the discussion with Council at our upcoming
meeting.
Regards,
9 '7-Z?Xf'
James C. Phillips,
Chair, Kitchener Power Corp.
Page 62 of 191
l
Staff Rep ort K� R
ChiefAdministrator's Office www.kitchener, ca
REPORT TO: Council
DATE OF MEETING: December 13, 2021
SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning,
519-741-2200 ext. 7817
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: December 7, 2021
REPORT NO.: CAO -21-006
SUBJECT: 2021 Business Plan Year -End Progress Report and
Recommended 2022 Business Plan Project List
RECOMMENDATION:
That the 2022 Business Plan Project List in Appendix A to Report CAO -21-006 be approved.
REPORT HIGHLIGHTS:
• This report presents the Recommended 2022 Business Plan Project List (Appendix A)
and the 2021 Business Plan Year -End Progress Report (Appendix B).
• Progress was made on completing 9 projects including 7 strategic projects and 2
business projects in 2021.
• The Recommended 2022 Business Plan Project List contains 36 projects, including 12
Strategic Plan actions, 12 business projects from 2021 and 12 new business projects.
• Funding provisions for the 2022 Business Plan projects are included in the 2022 Budget.
• The community was informed by posting the report on the City's website with the
agenda in advance of the Council meeting.
• This report helps implement the City's Strategic Plan commitment to accountability by
providing a year-end progress report on the 2021 Business Plan and recommending
projects for the 2022 Business Plan.
REPORT:
2021 Business Plan Year -End Progress Report
2021 saw Kitchener continuing to respond to the COVID-19 pandemic. The City placed the
safety of citizens and staff as a top priority through its pandemic response and recovery
efforts, while also supporting the economic sustainability of businesses and employers. To
achieve these priorities, staff implemented innovative approaches to modernize service
delivery and improve efficiencies. Many staff continued to work from home, providing
services online, offering existing programs in new virtual formats, providing training and
supports to local businesses and establishing centralized service counters at city hall.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 63 of 191
Through this challenging time, staff demonstrated resiliency and made progress on the 2021
Business Plan projects. As of December 31, 9 projects have been completed, including 7
strategic plan projects and 2 business projects. As indicated in the following illustration 13
of 25 Strategic Actions have now been completed with 7 being completed in 2021.
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Award Winning Strategic Plan and Projects
Council 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, which remained relevant
to the public.
The innovation and quality of the Strategic Plan was recognized by Municipal World with
their inaugural Innovation Award presented to the City in November 2021.
The Cycling and Trails Master Plan won the Award of Merit as part of the Canadian Institute
of Planners (CIP) 2021 Awards for Planning Excellence program in the category of
Sustainable Mobility Transportation and Infrastructure. It also won the Transportation
Planning Project of the Year award from the Ontario Traffic Council. The award recognizes
excellence in transportation planning by highlighting projects that display innovation, support
sustainability and contribute to people's quality of life.
Housing for All, Kitchener's housing strategy received the Peter J Marshall award for
demonstrating creativity and success in implementing new, innovative ways of serving the
public from the Association of Municipalities of Ontario.
Completed Strategic Actions
The City made considerable progress in the projects under the five goals of the Strategic
Plan. The following 7 strategic plan actions were completed in 2021:
Page 64 of 191
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Award Winning Strategic Plan and Projects
Council 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, which remained relevant
to the public.
The innovation and quality of the Strategic Plan was recognized by Municipal World with
their inaugural Innovation Award presented to the City in November 2021.
The Cycling and Trails Master Plan won the Award of Merit as part of the Canadian Institute
of Planners (CIP) 2021 Awards for Planning Excellence program in the category of
Sustainable Mobility Transportation and Infrastructure. It also won the Transportation
Planning Project of the Year award from the Ontario Traffic Council. The award recognizes
excellence in transportation planning by highlighting projects that display innovation, support
sustainability and contribute to people's quality of life.
Housing for All, Kitchener's housing strategy received the Peter J Marshall award for
demonstrating creativity and success in implementing new, innovative ways of serving the
public from the Association of Municipalities of Ontario.
Completed Strategic Actions
The City made considerable progress in the projects under the five goals of the Strategic
Plan. The following 7 strategic plan actions were completed in 2021:
Page 64 of 191
1. Connectivity & Year -Round Maintenance of Multi -Use Trails
Strategic Plan Action: Prioritize actions, connectivity and year-round maintenance to
multi -use trails and pathways through the Cycling and Trails Master Plan, with an initial
target of year-round access to a minimum of an additional 3 km of existing trails by 2022.
The City upgraded over 4 km of existing trails to provide year-round maintenance
between 2019-2021, exceeding the initial target of 3 km by 2022. An additional 4.485
km are planned for upgrading to provide year-round maintenance in 2022.
2. Community Climate Action Plan
Strategic Plan Action: Develop a Community Climate Action Plan with partner
organizations by 2020.
Kitchener Council, along with all municipalities in Waterloo Region, endorsed Transform
WR as the community climate action plan with a community greenhouse gas emission
reduction target of an 80% reduction (based on 2010 levels) by 2050 (80by50). It also
included an interim community GHG reduction target of 50% by 2030.
3. Equity, Diversity and Inclusion Strategy
Strategic Plan Action: Create an Equity, Diversity and Inclusion Strategy focused on
better engaging and serving marginalized and under -represented people, as well as
creating a more inclusive City workplace.
Kitchener's Corporate Strategy on Equity and Anti -Racism was developed by the
Mayor's Task Force on Equity, Diversity and Inclusion. The strategy is made up of the
following actions:
• Establish a full-time permanent staff team to lead Equity, Anti -Racism and
Indigenous Initiatives work at the City of Kitchener (Complete)
• Develop an Equity, Inclusion & Anti -Racism Policy which outlines the corporate
commitment to equity, inclusion and anti -racism and specific expectations for
leadership, staff and volunteers to support this commitment (Complete)
• Develop a Funding Opportunity for Black, Indigenous & Racialized Groups to
support community -led programs, initiatives or events meant to decrease inequities
and increase opportunities and well-being for racialized communities in Kitchener
(Complete)
• Develop, implement and maintain a Corporate Equity & Anti -Racism Training
Strategy, including ongoing, mandatory training for all staff, volunteers, leadership
and members of City Council (Complete)
• Develop and Implement a Longitudinal, Systematic Demographic Data
Collection Strategy for the Corporation in order to better understand how
representative staff, clients and stakeholders are of the community, and help identify
systemic barriers and opportunities to make the workplace and services more
inclusive (In Progress)
• Develop an Equity & Anti -Racism Communications Guide for staff, leadership and
the Communications Division as a practical tool and educational resource (In
Progress)
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• Conduct an Equity Audit of Human Resources Policies & Practices in Hiring,
Recruitment & Promotion at the City and implement recommendations (Complete)
• Develop recommendations for a revised Youth Mentorship Program for low-
income youth to replace the original youth mentorship program which has been run
by the City for the past 20 years (In Progress)
• The Task Force also recommended that an Equity and Anti -Racism Advisory
Committee to Council be created and it has now been established. (Complete)
4. Multi -Language Customer Service
The Strategic Plan Action to provide on -demand customer service support in many
languages is now being provided through the Corporate Contact Centre.
5. Customer Satisfaction Program
The Strategic Plan Action to develop a corporate -wide Customer Satisfaction Program
that allows for the collection of real time feedback from customers accessing city
facilities, programs, and services was initiated in 2021.
6. Online Customer Experience
Strategic Plan Action: Enhance customer experience online by delivering customized
information, providing easy access to services, and allow financial transactions by 2021.
The MyKitchener portal launched with the website revamp in March of 2021. It is the
City's new online experience for anyone who lives, works or plays in Kitchener and is a
first of its kind in Canada. People can create an account to access a new self -serve
portal and personalize their online experience with the city.
7. Customer Experience Review Program
The Strategic Plan Action to develop a comprehensive Customer Experience Review
Program has been initiated in 2021 to help ensure services are easy and convenient to
access from the customer's perspective ahead of the 2022 target timing.
In addition, elimination of the Tree Planting Backlog of the Urban Forestry Strategy has
been completed with the planting of over 630 trees in 2021. Much work on the development
of a tree canopy target occurred in 2021 and is to be presented to Council in early 2022.
Completed Business Plan Projects
Two business plan projects were completed in 2021:
1. Transformation and Relaunch of Kitchener.ca
Relaunch Kitchener.ca as a user -first designed site that is easy for residents to quickly
find any information they are looking for, as well as to have the information they are
interested in, delivered to them.
2. Electronic Agenda Management
Create, prepare, approve and publish meeting agenda packages and minutes in a more
efficient, collaborative, streamlined manner.
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Recommended 2022 Business Plan Project List
The 2022 Business Plan project list included as Appendix A to this report contains both
strategic actions and business projects that are a priority for Council and/or for staff.
Strategic Actions
The 12 Strategic Actions to be completed in 2022 and in 2023 include:
People Friendly Transportation
1. Encourage and incentivize alternative modes of transportation by developing and
subsidizing a bikeshare program by 2021.
2. Install a continuous and protected cycling network that connects adjacent
neighbourhoods to the downtown by 2022.
3. Develop a plan to create pedestrian -first streets between Victoria Park and City Hall
and between the ION and Kitchener Market by 2022.
Environmental Leadership
4. Starting in 2019, leverage the Energy Efficiency Reserve Fund and other resources
to reduce consumption and emission at our facilities and in our operations.
5. Implement the Sustainable Urban Forest Strategy with a focus on establishing a tree
canopy target by 2020
6. Reduce waste diverted to landfills by implementing new diversion programs at our
facilities and events by 2021.
Economic Vibrancy
7. Foster creation of a city-wide network of incubators, accelerators and co -working
spaces by completing buildout of 44 Gaukel in 2019, advancing work on a Creative
Hub and undertaking business cases in 2019-2021 for food manufacturing and
health/med-tech industries.
8. Complete a comprehensive review of city -owned properties by 2020 to determine
how they could be effectively used to advance city strategic objectives.
9. Develop a vision for downtown Kitchener and continue to position downtown
Kitchener as a leading destination for redevelopment opportunities, with at least one
new city -owned property brought to market by 2020.Finalize the Innovation District
(Bramm Yards) Master Plan by 2021 and the Civic District Master Plan by 2022.
Caring Community
10. Better utilize existing facilities, provide relevant programming at community centers,
& support equitable distribution of leisure programs and resources across
neighbourhoods. Start work on the Mill Courtland Community Centre expansion by
2020 and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon
Community Centre by 2021 and complete an Open Space Strategy by 2021.
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11. Engage a broad cross-section of the community including the arts and creative
industry sector and multi -cultural communities to develop an inclusive arts and culture
Plan by 2021.
Great Customer Service
12. Set clearly communicated and specific service levels for frequently asked about or
accessed City services, including: tree maintenance, parking, property standards
complaints, snow clearing and grass cutting by 2022.
Business Projects
In the 2022 Business Plan List there is a significant increase in the number of business
projects. This is due to the backlog of projects delayed in 2021 during the pandemic now
being addressed in 2022 and taking on new projects as work begins to return to a new
normal. Of the 25 business projects, 12 projects are continuing from 2021 and 12 are new
projects.
The 12 continuing business projects are:
1. Budd Park Strategy
2. Cameron Heights Pool Feasibility Study
3. Southwest District Pool Business Case
4. Ice Demand Study
5. Mobile Time Entry
6. Development Charge (DC) and Community Benefits Charge (CBC) Studies
7. Long Term Financial Plan — Implementation
8. Point of Sale and Expansion of Payment Options
9. Facilities Infrastructure Program
10. Rehabilitation of City Hall Outdoor Spaces — Construction Phase 1 &2
11. Implementation of Significant Parks Projects
12. Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)
The 12 new business projects are:
1. New Greenhouse Gas Emissions Reduction Target(s)
2. Demographic Data Collection Strategy to guide the identification and removal of
systemic barriers in City programs and services.
3. Launch of the Grant Program for Black, Indigenous & Racialized groups (RISE Fund)
4. Fire Station 8 Location Study
5. City Hall Customer Service Counter
6. Budget System Implementation
7. Climate Event Sensor Implementation
8. Asset Management Planning
9. Concur Invoice Automation
10. E -invoices for Miscellaneous Receivables
11. Water Infrastructure Program
12. Sustainable Urban Forest Strategy (SUFS) Implementation
The 2022 Business Plan Project List approved by Council will be incorporated into the City
of Kitchener 2022 Business Plan document, with updated core service and departmental
profiles. The 2022 Business Plan will be published and posted on the website in early 2022.
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STRATEGIC PLAN ALIGNMENT:
The Strategic Plan states:
"We are committed to being accountable to the community we serve. The 2019-
2022 Strategic Plan contains measurable, specific actions and a timeline for
completion. Our long-term financial plan, budgets and annual business plans will
be aligned to implement the Strategic Plan. We will measure and report on our
progress to council and the public throughout the life of this plan. We will report
to council three times a year and share results (both our successes and
challenges) with Kitchener residents. The City's Compass Kitchener Citizen
Advisory Committee will review and assess our progress, and publicly report on
an annual basis how well we are doing."
This report helps implement City accountability by providing a year-end progress report on
the 2021 Business Plan and recommending projects for the 2022 Business Plan.
FINANCIAL IMPLICATIONS:
Capital Budget — provisions for capital funding for Business Plan projects have been
included in the 2022 Budget.
Operating Budget — provisions for operating funding for Business Plan projects have been
included in the 2022 Budget.
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 2022 Business
Plan project list.
PREVIOUS REPORTS/AUTHORITIES:
• 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 — Recommended 2022 Business Plan Project List
Appendix B — 2021 Business Plan Year -End Progress Report
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Appendix A: 2022 Business Plan Project List
PART 1: Strategic Plan Projects
1. People -Friendly Transportation
Goal: Transform how people move through the city by making the transportation network safe, convenient,
comfortable and connected.
2. Environmental Leadership
Goal: Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by
conserving natural resources.
1.2 Encourage and incentivize
Bikeshare Program
Barry Cronkite 2022
alternative modes of transportation
Implement a bikeshare service in which bicycles are
Transportation
by developing and subsidizing a
made available for shared use to the public in an effort
Services
bikeshare program by 2021.
to address the "last mile," following a feasibility study to
Development
facilities and in our operations.
determine the most appropriate system.
Services
1.3 Install a continuous and protected
Protected Cycling Network Connected to the
Darren Kropf 2023
cycling network that connects
Downtown
Transportation
adjacent neighbourhoods to the
Install a continuous and protected cycling network that
Services
downtown by 2022.
connects adjacent neighbourhoods to the downtown by
Management
(2018) tree planting backlog by 2022.
2022.
1.5 Develop a plan to create
1.5.1 Pedestrian -First Plan for Gaukel Street
Darren Kropf 2022
pedestrian -first streets between
Develop plans to prioritize pedestrians over other travel
Transportation
Victoria Park and City Hall and
modes on Gaukel Street.
Services
between the ION and Kitchener
1.5.2 Pedestrian -First Street Plan for Kitchener Market
Darren Kropf 2023
Market by 2022.
Develop plans to prioritize pedestrians over other travel
Transportation
modes between the Kitchener Market ION station and
Services
Kitchener Market.
2. Environmental Leadership
Goal: Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by
conserving natural resources.
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2.2 Starting in 2019, leverage the
Leverage the Energy Efficiency Reserve Fund
Anna Marie 2022
Energy Efficiency Reserve Fund and
Leverage the fund to undertake energy efficiency retrofit
Cipriani
other resources to reduce
projects on City of Kitchener assets and capture and
Administration -
consumption and emission at our
reinvest the operating savings to pay for capital costs.
Development
facilities and in our operations.
Services
2.4 Implement the Sustainable Urban
2.4.1 Tree Canopy Target
Josh Shea 2022
Forest Strategy with a focus on
Review the current canopy cover and set an achievable
Forestry &
establishing a tree canopy target by
target based on best practices as well as constraints such
Natural Areas
2020 and eliminating the current
as land availability, quality of soil, etc. in order to guide
Management
(2018) tree planting backlog by 2022.
ongoing and future investment in tree planting,
protection and maintenance.
2.5 Reduce waste diverted to landfills
Waste Diversion Strategy: Increase Waste Diversion in
Anna Marie 2022
by implementing new diversion
Our Public Spaces and Events
Cipriani
programs at our facilities and events
Expand the Waste Diversion Station to all City -run events
Administration -
by 2021.
with large volunteer involvement, and evaluate
Development
expanded waste diversion stations at events, parks and
Services
public facilities.
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3. Vibrant Econo
Goal: Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and
culture, and great places to live.
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4.4 Better utilize existing facilities,
3.2 Foster the creation of a city-wide
010 !ill 1 1
3.2.2 Incubator, Accelerator and Co -Working Space
Cory Bluhm
2023
network of incubators, accelerators
Network
Economic
Neighbourhood
and co -working spaces by completing
Lease all spaces in the Creative Hub, explore the
Development
programs and resources across
the buildout of 44 Gaukel in 2019,
potential to facilitate a Food Incubator with a business
neighbourhoods. Start work on the
advancing work on a Creative Hub and
case pending, and explore partnerships for the
undertaking business cases in 2019-
development of manufacturing and health/med-tech
and the Rosenberg Community
2021 for food manufacturing and
industry incubators.
Centre by 2021.
Business Case
health/med-tech industries.
With the Catholic School Board, complete a needs
Neighbourhood
3.4 Complete a comprehensive review
City -Owned Property Review
Brian Bennett
2022
of city -owned properties by 2020 to
Complete a comprehensive review of city -owned
Economic
Rosenberg area.
determine how they could be
properties by 2020 to determine how they could be
Development
2
effectively used to advance city
effectively used to advance city strategic objectives.
strategic objectives.
3.5 Develop a vision for downtown
3.5.1 Downtown Vision and City -Owned Property
Brian Bennett
2023
Kitchener and continue to position
Brought to Market
Economic
downtown Kitchener as a leading
Develop a vision for downtown Kitchener and continue
Development
destination for redevelopment
to position downtown Kitchener as leading destination
opportunities, with at least one new
for redevelopment opportunities, with at least one new
city -owned property brought to
city -owned property brought to market by 2022.
market by 2020.
Finalize the Innovation District (Bramm
3.5.2 Innovation District (Bramm Yards) Master Plan
Cory Bluhm
2023
Yards) Master Plan by 2021
Finalize the Innovation District (Bramm Yards) Master
Economic
Plan by 2023.
Development
and the Civic District Master Plan by
3.5.3 Civic District Master Plan
Cory Bluhm
2023
2022•
Finalize the Civic District Master Plan by 2023.
Economic
Development
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.
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4.4 Better utilize existing facilities,
4.4.1 Mill Courtland Community Centre Expansion
Mark 2022
provide relevant programming at
Business Case
Hildebrand
community centers, & support
Complete a needs assessment and business case to
Neighbourhood
equitable distribution of leisure
determine the requirements for an addition to the Mill
Programs &
programs and resources across
Courtland Community Centre.
Services
neighbourhoods. Start work on the
Mill Courtland Community Centre
expansion by 2020
and the Rosenberg Community
4.4.2 New Rosenberg Community Centre/School
Mark 2023-2026
Centre by 2021.
Business Case
Hildebrand
With the Catholic School Board, complete a needs
Neighbourhood
assessment and business case to determine the
Programs &
requirements for a joint community centre/school in the
Services
Rosenberg area.
2
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5
Complete the Huron Brigadoon
10111 1111111111 !1! Ell "I'
4.4.3 Huron Brigadoon Area School /Community
Mark 2022
Community Centre by 2021
Centre Construction
Hildebrand
services, including: tree
Construct a joint school/community centre in the Huron
Neighbourhood
complaints, snow clearing and grass cutting by 2022.
Brigadoon area, in partnership with the Waterloo Region
Programs &
and grass cutting by 2022.
District School Board.
Services
Complete an Open Space Strategy by
4.4.4 Open Space Strategy
Mark Parris 2023
2021.
Develop an open space strategy to explore the value of
open spaces, how they function, are planned,
maintained, and managed, and including a review of
permitted uses in parks.
4.5 Engage a broad cross-section of
Arts and Culture Plan
Emily Robson 2023
the community including the arts and
Develop a new and inclusive Arts and Culture Plan by
Economic
creative industry sector and multi-
engaging a broad cross-section of the community
Development
cultural communities to develop an
including the arts and creative industry sector and multi -
inclusive arts and culture Plan by
cultural communities.
2021.
S. Great Customer Service
Goal: Increase people's satisfaction, trust and engagement with the city by providing friendly, easy and convenient
services.
• ® ®® . ®®.
5.4 Set clearly communicated and
Set and Communicate Service Levels Jana Miller 2022
specific service levels for frequently
Set clearly communicated and specific service levels for Corporate
asked about or accessed City
frequently asked about or accessed City services, Customer
services, including: tree
including: tree maintenance, parking, property standards Service
maintenance, parking, property
complaints, snow clearing and grass cutting by 2022.
standards complaints, snow clearing
and grass cutting by 2022.
Page 72 of 191
Part 2: Business Plan Projects
Page 73 of 191
4
Fire Station 8 Location Study
Helena Foulds
2022 X
Identify potential sites for Fire Station 8, including an analysis of
Administration
response times based on an eight -station model.
- Community
Services
5
City Hall Customer Service Counter
Jana Miller
2022 X
Centralize all in-person services at City Hall to one service counter
Corporate
located on the main floor, including the addition of a back -end
Customer
work area to provide customer service support.
Service
6
Budd Park Strategy
Kim Kugler
2022 X
Identify potential sites and estimated costs to relocate the
Sport
recreational assets at Budd Park and compare the costs to the
economic benefits of using the Budd Park for employment lands.
7
Cameron Heights Pool Feasibility Study
Chris Oke/
2022 X
Collaborate with the Waterloo Region District School Board to
Kim Kugler
determine the renovations and estimated costs to isolate the pool
Sport
operation from the school operation to preserve a recreational
asset in the downtown.
8
Southwest District Pool Business Case
Kim Kugler
2022 X
Engage community residents/stakeholders in needs assessment &
Sport
business case to determine elements to included in the new pool.
9
Ice Demand Study
Jeremy Dueck
2023 X
Evaluate ice user needs and trends for ice time to determine the
Sport
timing of a new arena.
Page 73 of 191
Page 74 of 191
10
Budget System Implementation
Ryan Hagey
2023 X
Replace the existing Budget System, which was developed in-
Financial
house more than 20 years ago, with an external software solution.
Planning
11
Climate Event Sensor Implementation
Jason Winter
2023 X
Investigating and initial implementation of climate sensors
Asset
throughout the City to gain climate related data for modelling,
Management
real-time analysis, and emergency response.
& Business
Solutions
12
Asset Management Planning
Jason Winter
2022 X
Develop and publish two key asset management plans for Facilities
Asset
and Water categories to support adherence to 0. Reg 588/17
Management
& Business
Solutions
13
Concur Invoice Automation
Lisa Dueck
2023 X
Invoice management solution to fully digitize AP processes.
Financial
Includes invoice capture, tracking, approvals and enhanced
Operations
reporting for spend analysis.
14
E -invoices for Miscellaneous Receivables
Lindsey Taylor
2022 X
Customers are frequently requesting e -invoices for Miscellaneous
Revenue
Receivables which represent services that are generally billed
through the City's financial system (SAP). Examples of services
billed through miscellaneous receivables include Direct Detect for
alarm monitoring, Parking and Cemetery sales. Property tax and
utility accounts are not included in miscellaneous receivables.
Completion of this project will allow customers to receive invoices
by e-mail.
15
Mobile Time Entry
Jason Winter
2022 X
Implement mobile time entry for operations, eliminating the need
Asset
for paper-based timesheets.
Management
& Business
Solutions
16
Development Charge (DC) & Community Benefits Charge (CBC)
Ryan Hagey
2022 X
Studies
Financial
Update the City's development charges study and investigate if the
Planning
City should prepare a community benefits charge study.
17
Long Term Financial Plan — Implementation
Ryan Hagey
2022 X
Implement/consider recommended actions identified as 2020
Financial
items in the Long -Term Financial Plan.
Planning
18
Point of Sale and Expansion of Payment Options
Saleh Saleh
2023 X
Replace the existing Point of Sale system, which is past its life
Revenue
cycle, and expand payment options for various services.
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MOORE=
19
Water Infrastructure Program Bu Lam 2023
X
Undertake an assessment of the Water Infrastructure program Sanitary &
originally completed in 2017 and review for the next 5 years. This Stormwater
will inform the long-term maintenance and renewal strategy for Utilities
water infrastructure (water, sanitary and stormwater) I to ensure
continued safe, reliable and efficient service delivery.
20
Sustainable Urban Forest Strategy (SUFS) Implementation Josh Shea 2023
X
Continue to implement the SUFS by providing grant funding to REEP Parks &
Green Solutions to partner on private tree planting and stewardship Cemeteries
and planting 400 trees in parks before the end of 2023 to replace
trees lost through EAB, storms and other events.
21
Facilities Infrastructure Program Beatrice 2022
X
Conduct a comprehensive review of facility infrastructure needs Powell
that will incorporate building condition assessments, sustainability Facilities
opportunities, and accessibility needs to identify current gaps and Management
inform long-term maintenance and capital improvement strategies
to address the infrastructure deficit.
22
Rehabilitation of City Hall Outdoor Spaces — Construction Phase 1 Lynda 2022
X
and Phase 2 Stewart
Complete construction associated with the rehabilitation of City Facilities
Hall Outdoor spaces. Management
23
Implementation of Significant Parks Projects Niall Lobley 2022
X
Complete construction of RBJ Schlegel Park — phase 2, Westwood Parks &
Park and Brubacher Parks. Cemeteries
Tender and award work at Alpine, Vanier/Traynor/Wilson and
Shoemaker Parks.
Initiate engagement at Oaten/Fergus/ldlewood and Kinzie Parks.
24
Implementation of the Federal Disaster Mitigation and Adaptation Nick Gollan 2026
X
Fund (DMAF) Sanitary &
Plan and execute stormwater management infrastructure projects Stormwater
across the city to leverage the DMAF grant funding and advance the Utilities
implementation of the 2016 Integrated Stormwater Management
Master Plan.
Page 75 of 191
Appendix B: 2021 Business Plan Year -End Progress Report
PART 1. Completed Strategic Plan Actions
1. People -Friendly Transportation
GOAL: Transform how people move through the city by making the transportation network safe, convenient, comfortable
and connected.
1.1 Develop a set of Complete
Streets (safe and comfortable)
guidelines and an associated
evaluation scorecard by 2020 to
apply to roadway construction
projects.
Complete Streets Barry Cronkite Completed
Work completed in 2019. Transportation 2019
Services
Read Complete Streets
Kitchener here...
1.4 Improve connectivity and
1.4.1 Cycling and Trails Master Liz Christensen Completed
The Cycling and Trails Master
year-round maintenance to
Plan Update Transportation 2020
Plan was presented to and
multi -use trails and pathways as
Update the 2010 Cycling Master Services
approved by Council in
prioritized through the Cycling
Plan and the 2012 Multi -Use
October 2020.
and Trails Master Plan with an
Trails and Pathways Master Plan
Read the Cycling and Trails
initial target of providing year-
to include on -road cycling
Master Plan hug .e.
round access to a minimum of an
facilities, as well as off-road trails
an absolute
additional 3 km of existing trails
infrastructure, in one
Plan ,h_�r.
by 2022.
comprehensive plan that also
Development
addresses education &
reduction will continue until
Services
wayfinding.
2026.
1.4.2 Connectivity & Year- Liz Christensen
jr
The City upgraded 4.01 km of
2.3 Develop a Community
Round Maintenance of Multi- Parks & Open
existing trails to provide year -
Use Trails Space Design &
round maintenance between
Cipriani
Prioritize actions, connectivity Development
2019-2021, exceeding the
Complete the 80x50
and year-round maintenance to
initial target of 3 km by
multi -use trails and pathways
2022. An additional 4.485 km
through the Cycling and Trails
are planned for 2022.
Services
Master Plan, with an initial
target of year-round access to a
minimum of an additional 3 km
of existing trails by 2022.
2. Environmental Leadership
Goal: Achieve a healthy and livable
community by proactively
mitigating and adapting to climate change and by conserving
natural resources.
ffi
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r2.lLach and implement a
Corporate Climate Action Plan
Anna Marie Completed
te Climate Action Plan by
Work completed in 2019.
Cipriani 2019
Read the Corporate Climate Actioachieve
an absolute
Reporting annually on
Administration-
Plan ,h_�r.
greenhouse gas emission
greenhouse gas emission
Development
reduction of at least 8% by 2026.
reduction will continue until
Services
2026.
2.3 Develop a Community
Community Climate Action
Anna Marie
Climate Action Plan with partner
Plan
Cipriani
Read the Community Climate
organizations by 2020.
Complete the 80x50
Administration-
Action Plan heire.
Community Climate Action
Development
Plan.
Services
Page 76 of 191
3. Vibrant Economy
GOAL: Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts
and culture, and great places to live.
3.1 Complete a new Urban
Design Manual by 2019 that
expresses city building and design
expectations to ensure vibrant
new development throughout
Kitchener.
Urban Design Manual Dayna Edwards Completed
Work completed in 2019. Planning 2019
.• ®..
Read the Urban Design Manual
3.2 Foster the creation of a city-
3.2.1 Buildout of 44 Gaukel Cory Bluhm Completed
providing welcoming community spaces & programs; better
wide network of incubators,
Work completed in 2019. Economic 2019
Learn about this project .l
accelerators and co -working
Development
Elin Moorlag Silk
spaces by completing the
Strategy
Administration- Learn about this project here.
buildout of 44 Gaukel in 2019,
Create an Equity, Diversity and
Community
advancing work on a Creative
Inclusion Strategy focused on
Services
Hub and undertaking business
better engaging and serving
cases in 2019-2021 for the food
marginalized and under-
manufacturing and health/med-
represented people, as well as
tech industries.
creating a more inclusive City
3.3 Develop the Make it
Make It Kitchener 2.0 Strategy Cory Bluhm Completed
Kitchener 2.0 Strategy by 2020
Develop the Make it Kitchener Economic 2020
Read the Make It Kitchener 2.0
with a focus on transformative
2.0 Strategy by 2020 with a Development
Strategy r gjg t.
actions to ensure the attraction,
focus on transformative actions
success and retention of diverse
to ensure the attraction,
businesses, talent, and
success and retention of
arts/culture across the city.
diverse businesses, talent, and
arts/culture across the city.
4. Caring Community
GOAL: Enhance people's sense
of belonging & connection by
providing welcoming community spaces & programs; better
engaging, serving & supporting
M
our diverse populations & helping
to make housing affordable.
4.1 Create a comprehensive
Equity, Diversity and Inclusion
Elin Moorlag Silk
Equity, Diversity and Inclusion
Strategy
Administration- Learn about this project here.
Strategy by 2020 to combat
Create an Equity, Diversity and
Community
systemic barriers to full
Inclusion Strategy focused on
Services
economic and social
better engaging and serving
participation in the city.
marginalized and under-
represented people, as well as
creating a more inclusive City
workplace.
Page 77 of 191
5. Great Customer Service
GOAL: Increase people's satisfaction, trust and engagement with the city by providing friendly, easy and convenient
services.
IM 1' 1 11 1111 JOIN
.• ®..
4.2 Create an Affordable
Affordable Housing Strategy
Andrew Completed
Communication will be launched
Housing Strategy for Kitchener
Create an Affordable Housing
Ramsaroop 2020
Read the Strategy hre.
by 2020 in in with
Strategy for Kitchener by 2020
Planning
the Region of Waterloo,
in collaboration with the Region
Customer
community groups and the
of Waterloo, community groups
Service
development industry.
and the development industry.
4.3 Reduce social stigmas
4.3.1 Reduce Social Stigma
Paula Dunn Completed
experienced by those living with
through Staff Training
Human 2020
mental illness and addiction in
Provide staff with the resources
Resources
our community through staff
to respond effectively to
Christine Baker
Communication will be launched
training and supporting the
changing community
in 2022
creation of appropriate safe
demographics.
Corporate
consumption and treatment
enabling real-time feedback,
Customer
facilities in Kitchener.
monitoring and reporting of
Service
facilities, programs, and services
4.3.2 Support for Safe
Completed
Learn about the CTS project
by 2020.
Consumption and Treatment
2019
5.3 Enhance customer
Facilities
Jana Miller
Learn about this project hr.
5. Great Customer Service
GOAL: Increase people's satisfaction, trust and engagement with the city by providing friendly, easy and convenient
services.
Page 78 of 191
IN
.• ...
5.1 Provide on -demand
Multi -Language Interpretation
Jana Miller
Communication will be launched
customer service support in
Support
in 2022
many languages through the
Implement a 24-7 on -demand
Corporate
Corporate Contact Centre by
multi -language interpretation
Customer
2020.
support for telephone and in-
Service
person inquiries to enable staff
in all facilities to ensure a more
consistent and equitable
experience for all customers.
5.2 Introduce a corporate -wide
Customer Satisfaction Program
Christine Baker
Communication will be launched
Customer Satisfaction Program
Implement an organization -wide
in 2022
that will allow for the collection
Customer Satisfaction Program
Corporate
of real time feedback from
enabling real-time feedback,
Customer
customers accessing city
monitoring and reporting of
Service
facilities, programs, and services
satisfaction data to drive service
by 2020.
improvements.
5.3 Enhance customer
Online Customer Service Portal
Jana Miller
Learn about this project hr.
experience online by delivering
Launch a centralized online
customized information,
service portal where citizens can
Corporate
providing easy access to
access their e -services in one
Customer
place through a personalized,
Service
services, and allowing financial
single sign -on account.
transactions by 2021.
Page 78 of 191
smiffim
5.5 Implement a comprehensive
Customer Experience Review
Program to help ensure services
are easy and convenient to
access from the customer's
perspective by 2022.
Customer Experience Program
Implement a comprehensive
Customer Experience Review
Program to help ensure services
are easy and convenient to
access from the customer's
perspective by 2022.
a I IBM, IN
Jana Miller
Corporate VW
Customer
Service
This program launched in Fall
2021 with a comprehensive
review of the Kitchener Utilities
widget on the MyKitchener
portal (after substantial citizen
feedback was received through
the Customer Satisfaction
Program).
Implementation is ongoing —
undertaken as citizen feedback
indicates they are needed.
PART 2. Strategic Plan Actions To Be Completed (2022 and 2023 completion dates)
1. People -Friendly Transportation
GOAL: Transform how people move through the city by
making the transportation network safe, convenient,
comfortable and connected.
1.2 Encourage and incentivize
Bikeshare Program
Barry Cronkite 2022
A region -wide bikeshare feasibility
alternative modes of
Implement a bikeshare service
Transportation
study was conducted and recommends
transportation by developing
in which bicycles are made
Services
a collaborative approach to a bikeshare
and subsidizing a bikeshare
available for shared use to the
program throughout the region. A
program by 2021.
public in an effort to address
region -wide project team is
the "last mile," following a
investigating the use of a -bikes and e -
feasibility study to determine
scooters as part of the future program,
the most appropriate system.
as traditional private bikeshare
providers have changed their business
model to offer a wider range of
transportation options. The new
bikeshare program is anticipated to
launch region -wide in spring 2022. An
update report will be shared with
Council before the program launches.
1.3 Install a continuous and
Protected Cycling Network
Darren Kropf 2023
Construction began in spring 2021. In
protected cycling network that
Connected to the Downtown
Transportation
October 2021, a celebration was held
connects adjacent
Install a continuous and
Services
with the community to officially open
neighbourhoods to the
protected cycling network
separated bike lanes on Joseph Street,
downtown by 2022.
that connects adjacent
with construction on Water Street
neighbourhoods to the
being completed shortly after. Due to
downtown by 2022.
property access issues, the work on
Queen Street is delayed to 2022.
Tender preparation for phase two of
construction in 2022 is on track. Phase
2 construction will include separated
bike lanes on Cedar Street and Ontario
Street, a boulevard multi -use trail on
Margaret Avenue and Otto Street and
traffic diversion for neighbourhood
bikeways on Lancaster Street, Chapel
Street and Madison Avenue.
4
Page 79 of 191
2. Environmental Leadershi
Goal: Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by
conserving natural resources.
1.5 Develop a plan to create
1.5.1 Pedestrian -First Plan for
Darren Kropf 2022
Gaukel Street, between Charles Street
pedestrian -first streets
Gaukel Street
Transportation
and Joseph Street, has functioned as a
between Victoria Park and City
Develop plans to prioritize
Services
passive pedestrian space for more than
Hall and
pedestrians over other travel
Admin-
a year, and with pandemic restrictions
reduce consumption and
modes on Gaukel Street.
Development
easing has become host to a variety of
emission at our facilities and in
projects on City of Kitchener
Services
community and city -led events. In the
our operations.
assets and capture and reinvest
Fall of 2021, huts were added to
operating savings to pay capital
support Halloween and holiday
costs.
programming.
2.4 Implement the Sustainable
2.4.1 Tree Canopy Target
Josh Shea 2022
Gaukel Street, between King Street and
Urban Forest Strategy with a
Review the current canopy
Forestry &
Charles Street, currently provides
focus on establishing a tree
cover and set an achievable
Natural Areas
primary access for construction
canopy target by 2020 and
target based on best practices
Management
vehicles to private development sites.
eliminating the current (2018)
as well as constraints such as
Construction is expected to be
tree planting backlog by 2022.
land availability, quality of soil,
completed in spring 2022 at which
point work will begin on creating a
pedestrian -first experience on this
portion of Gaukel Street.
between the ION and Kitchener
1.5.2 Pedestrian -First Street
Darren Kropf 2023
The first phase of staff and community
Market by 2022.
Plan for Kitchener Market
Transportation
engagement was completed, with over
Develop plans to prioritize
Services
500 residents providing creative ideas
pedestrians over other travel
for the space. Feedback has been
modes between the Kitchener
compiled into common themes and
Market ION station and
work is underway to identify and
Kitchener Market.
prioritize low-cost street interventions
for implementation in spring 2022.
As a pilot, in the Summer of 2021, the
Kitchener Market closed Eby Street
each Saturday and transformed it into
a vibrant market space for vendors and
patrons.
2. Environmental Leadershi
Goal: Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by
conserving natural resources.
E
E2.2
Starting in 2019, leverage
Leverage the Energy Efficiency
Anna Marie 2022
The incentive funding from the Energy
the Energy Efficiency Reserve
Reserve Fund
Cipriani
Efficiency Reserve Fund's inaugural
Fund and other resources to
Leverage the fund to undertake
Admin-
projects (at Kitchener Auditorium, Civic
reduce consumption and
energy efficiency retrofit
Development
district garage, KOF shops and stores)
emission at our facilities and in
projects on City of Kitchener
Services
are now being captured and reinvested
our operations.
assets and capture and reinvest
into the fund to support new capital
operating savings to pay capital
investments that will achieve even
costs.
greater energy efficiencies
2.4 Implement the Sustainable
2.4.1 Tree Canopy Target
Josh Shea 2022
Engagement was completed in
Urban Forest Strategy with a
Review the current canopy
Forestry &
November 2021. The Tree Canopy
focus on establishing a tree
cover and set an achievable
Natural Areas
report is being prepared for Council to
canopy target by 2020 and
target based on best practices
Management
endorse in early 2022.
eliminating the current (2018)
as well as constraints such as
tree planting backlog by 2022.
land availability, quality of soil,
Page 80 of 191
3. Vibrant Economy
GOAL: Build a vibrant city
etc. in order to guide ongoing
to support job creation, economic prosperity, thriving arts and
culture, and great places to live.
and future investment in tree
•
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owl
•
•
planting, protection and
-
3.2 Foster the creation of a
3.2.2 Incubator, Accelerator
Cory Bluhm
maintenance.
city-wide network of
and Co -Working Space
2.5 Reduce waste diverted to
Waste Diversion Strategy:
Anna Marie 2022
Due to the pandemic, large public
landfills by implementing new
Increase Waste Diversion in
Cipriani
events were cancelled and this project
diversion programs at our
Our Public Spaces and Events
Admin
was paused. A focus on waste
facilities and events by 2021.
Expand the Waste Diversion
Development
diversion across the organization
Station to all City -run events
Services
continues. A research project at the
with large volunteer
undertaking business cases in
Kitchener market was able to proceed
involvement, and evaluate
2019-2021 for the food
and is nearing completion. The focus of
expanded waste diversion
manufacturing and
the research project is to understand
stations at events, parks and
health/med-tech industries.
how to make finding and utilizing
public facilities.
waste receptacle more accessible for
Provincial and Federal funding
all visitors. Results of the study are
opportunities to support a Food
expected by year end 2021.
3. Vibrant Economy
GOAL: Build a vibrant city
by making strategic investments
to support job creation, economic prosperity, thriving arts and
culture, and great places to live.
•
W11-
owl
•
•
• ° MUniversity
ME
-
3.2 Foster the creation of a
3.2.2 Incubator, Accelerator
Cory Bluhm
2023 with the of
7Apartnership
city-wide network of
and Co -Working Space
Economic
to build the Innovation Arena
incubators, accelerators and
Network
Development
unced in 2020. Staff are
co -working spaces by
Lease all spaces in the
working with the University on building
completing the buildout of 44
Creative Hub, explore the
design, permits, etc., with an expected
Gaukel in 2019, advancing
potential to facilitate a Food
opening date of 2023. Staff are
work on a Creative Hub and
Incubator with a business
supporting UW in securing additional
undertaking business cases in
case pending, and explore
funding.
2019-2021 for the food
partnerships for the
Staff are exploring a partnership model
manufacturing and
development of
for an incubation space to support social
health/med-tech industries.
manufacturing and
entrepreneurs. Staff are also exploring
health/med-tech industry
Provincial and Federal funding
incubators.
opportunities to support a Food
Incubator. Business cases will be
prepared and presented to Council in
2022.
3.4 Complete a comprehensive
City -Owned Property
Brian Bennett
2022 Initial focus has been on identifying
review of city -owned
Review
Economic
supportive housing sites. In 2021 a city
properties by 2020 to
Complete a comprehensive
Development
site was made available through a lease
determine how they could be
review of city -owned
to the YWCA for supportive housing for
effectively used to advance city
properties by 2020 to
women. The project is under
strategic objectives.
determine how they could
construction. A site for affordable
be effectively used to
housing is under consideration.
advance city strategic
objectives.
Land assessment criteria have been
established by staff. A comprehensive
review of all City -owned properties is
underway with completion anticipated
in early 2022.
Page 81 of 191
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3.5 Develop a vision for 3.5.1 Downtown Vision and
Brian Bennett
2023 Staff are developing a comprehensive
downtown Kitchener and City -Owned Property
Economic
community engagement plan for
continue to position downtown Brought to Market
Development
creating a new vision for the downtown.
Kitchener as a leading Develop a vision for
4.4 Better utilize existing
Community engagement is expected to
destination for redevelopment downtown Kitchener and
A consultant was hired to complete
begin in 2022.
opportunities, with at least one continue to position
Hildebrand
Make It Kitchener 2.0 provides a land
new city -owned property downtown Kitchener as a
Expansion Business Case
disposition framework and Council
brought to market by 2020. leading destination for
centers, and support equitable
emphasized developing a vision through
Finalize the Innovation District redevelopment
for an addition to Mill Courtland
comprehensive community engagement
(Bramm Yards) Master Plan by opportunities, with one new
Services
for each site prior to disposition. It is
2021 and the Civic District city -owned property brought
case to determine the
anticipated that one city property will
Master Plan by 2022. to market by 2022.
neighbourhoods. Start work on
be brought to market in 2022.
3.5.2 Innovation District
Cory Bluhm
2023 Staff are currently focused on working
(Bramm Yards) Master Plan
Economic
with University of Waterloo to build out
Finalize the Innovation
Development
the Health Innovation Arena on the
District (Bramm Yards)
and the Rosenberg Community
Health Sciences Campus.
Master Plan by 2022.
The Rosenburg Community Centre
Development of a Master Plan will be
Community Centre/School
Hildebrand
completed in concert with the
Business Case
community engagement process for
request of the Waterloo Region
developing a new vision for the
Programs &
Catholic School Board. The
downtown (3.5.1).
3.5.3 Civic District Master
Cory Bluhm
2023 Preliminary project planning has
Plan
Economic
started. A visioning exercise will be
Finalize the Civic District
Development
completed in concert with the
Master Plan by 2022.
community engagement process for
requirements for a joint
developing a new vision for the
community centre/school in
downtown (3.5.1).
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.
4.4 Better utilize existing
4.4.1 Mill Courtland
Mark 2022
A consultant was hired to complete
facilities, provide relevant
Community Centre
Hildebrand
needs assessment and business case
programming at community
Expansion Business Case
Neighbourhood
which will outline the requirements
centers, and support equitable
Complete a needs
Programs &
for an addition to Mill Courtland
distribution of leisure programs
assessment and business
Services
Community Centre. The business case
and resources across
case to determine the
is currently in progress and is
neighbourhoods. Start work on
requirements for an addition
expected to be complete in the
the Mill Courtland Community
to the Mill Courtland
second quarter of 2022.
Centre expansion by 2020
Community Centre.
and the Rosenberg Community
4.4.2 New Rosenberg
Mark 2026
The Rosenburg Community Centre
Centre by 2021.
Community Centre/School
Hildebrand
project is currently delayed at the
Business Case
Neighbourhood
request of the Waterloo Region
With the Catholic School
Programs &
Catholic School Board. The
board, complete a needs
Services
anticipated timing is 2023 to 2026.
assessment and business
case to determine the
requirements for a joint
community centre/school in
the Rosenberg area.
Page 82 of 191
5. Great Customer Service
Complete the Huron Brigadoon
4.4.3 Huron Brigadoon Area
Mark 2022 The Huron Brigadoon sc7Neggotiations
Community Centre by 2021
School / Community Centre
Hildebrand community centre projeConstruction
7Setly communicated
Set and Communicate Se7and
Neighbourhood Construction is ongoing.
2022 Preliminary work to enable tree
Construct a joint
Programs & for an Operating agreement between
orporate
school/community centre in
Services the City and Board are pending.
Set clearly communicatedustomer
the Huron Brigadoon area, in
setting service levels in 2022 is
accessed City services,
partnership with the
Service
complete. Work underway to determine
Waterloo Region District
frequently asked about or
School Board.
parking, property standards
Complete an Open Space
4.4.4 Open Space Strategy
Mark Parris 2023 Places and Spaces is the open space
Strategy by 2021.
Develop an open space
strategy. Work has been initiated.
MyKitchener portal. Next step: work
strategy to explore the value
Council and community engagement
of open spaces, how they
is ongoing. The Spaces component is
complaints, snow clearing and
function, are planned,
to be shared for consultation and
maintained, and managed,
community feedback in the first half
standards.
and including a review of
of 2022 with a final report to Council
permitted uses in parks.
in 2022. The Places component
engagement activities will continue
throughout 2022, with a final report
to Council in 2023.
4.5 Engage a broad cross-
Arts and Culture Plan
Emily Robson 2023 The City developed a partnership with
section of the community
Develop a new and inclusive
Economic the Region and the City of Waterloo
including the arts and creative
Arts and Culture Plan by
Development for stakeholder consultation, research
industry sector and multi-
engaging a broad cross-
and analysis. A Terms of Reference
cultural communities to
section of the community
and stakeholder consultation are
develop an inclusive arts and
including the arts and
under development. In-person
culture Plan by 2021.
creative industry sector and
engagement for the Arts & Culture
multi -cultural communities.
Plan will be in 2022. Support for
professional artists and cultural
organizations will be considered as
part of the pandemic recovery.
5. Great Customer Service
GOAL: Increase people's satisfaction, trust and engagement with the city by providing friendly, easy and convenient services.
7Setly communicated
Set and Communicate Se7and
na Miller
2022 Preliminary work to enable tree
service levels for
Levels
orporate
maintenance data collection to inform
sked about or
Set clearly communicatedustomer
setting service levels in 2022 is
accessed City services,
specific service levels for
Service
complete. Work underway to determine
including: tree maintenance,
frequently asked about or
how expectations can be shared via a
parking, property standards
accessed City services,
new Report A Problem widget on the
complaints, snow clearing and
including: tree maintenance,
MyKitchener portal. Next step: work
grass cutting by 2022.
parking, property standards
with Corporate Leadership Team to
complaints, snow clearing and
prioritize setting the next set of service
grass cutting by 2022.
standards.
Page 83 of 191
PART 3: Completed 2021 Business Plan Projects
PART 4: Status of 2021 Business Plan Projects To Be Completed
BP01 Budd Park Strategy
�a!!f BP05ormation and Relaunch of
Nicole Amaral
Completed
The website relaunch and portal were
Park land is underway. Employment,
Corporate
2021
completed together and launched in Marcheaunch
itchener.ca as a user -first
Communication
recreational use are under consideration.
2021
designed site that is easy for residents to
& Marketing
employment lands.
quickly find information they are looking for,
direction in January 2022.
as well as to have the information that they
Kim Kugler
2022 A memorandum of understanding between
Collaborate with the Waterloo Region
are interested in delivered to them.
the City and the Waterloo Region District
District School Board to determine the
BP06 Electronic Agenda Management
Dianna
Completed
has been hired to complete the feasibility
Create, prepare, approve and publish
Saunderson
2021
E -Scribe is the new system
meeting agenda packages and minutes in a
Legislated
recreational asset.
more efficient, collaborative, streamlined
Services
Chris Oke/ Kim
2022 A consultant has been hired to complete the
manner.
Kugler
business case. The consultant has engaged
a needs assessment and business case to
PART 4: Status of 2021 Business Plan Projects To Be Completed
Page 84 of 191
BP01 Budd Park Strategy
Kim Kugler
2022 An evaluation of the future use of the Budd
Identify potential sites and estimated costs
Sport
Park land is underway. Employment,
to relocate the recreational assets at Budd
recreational, or a mix of employment and
Park and compare the costs to the economic
recreational use are under consideration.
benefits of using the Budd Park for
Next steps include presentation of the
employment lands.
report to the Corporate Leadership Team for
direction in January 2022.
BP02 Cameron Heights Pool Feasibility Study
Kim Kugler
2022 A memorandum of understanding between
Collaborate with the Waterloo Region
Sport
the City and the Waterloo Region District
District School Board to determine the
School Board has been signed. A consultant
renovations and estimated costs to isolate
has been hired to complete the feasibility
the pool operation from the school
study.
operation to preserve a downtown
recreational asset.
BP03 Southwest District Pool Business Case
Chris Oke/ Kim
2022 A consultant has been hired to complete the
Engage community residents/stakeholders in
Kugler
business case. The consultant has engaged
a needs assessment and business case to
FM/Sport
internal stakeholders and provided an
determine the elements to be included in
update on the project to the Corporate
the new pool.
Leadership Team. Site tours of comparator
facilities are in progress.
BP04 Ice Demand Study
Jeremy Dueck
2023 The Ice Demand Study is delayed due to
Evaluate ice user needs and trends for ice
Sport
COVID. The pandemic has had a direct
time to determine the timing of a new arena.
impact on user groups and demand for ice.
The work will resume in 2023 after sport
groups are able to operate a full season
without restrictions.
Page 84 of 191
10
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rg��inilr iii
.• ...
BP07 Mobile Time Entry
Jason Winter
2022 Delay due to other workload pressures.
Implement mobile time entry for
Asset
Considerable steps forward have been
operations, eliminating the need for paper-
Management &
achieved to date in configuring the many
based timesheets.
Business
different work processes across operational
budget & work plan. The Facilities Capital
Solutions
divisions. Phased approach being
Budget is transitioning to the new structure,
considered for roll-out with implementation
opportunities, and accessibility needs to
starting in Q1 of 2022.
BP08 Development Charge (DC) & Community
Ryan Hagey
2022 Provincial legislation proclaimed in Fall 2020.
Benefits Charge (CBC) Studies
Financial
Consultant has been retained. DC work with
Update the City's development charges
Planning
the consultant underway but won't be
study and investigate whether the City
completed in time to be reflected in the
should prepare a community benefits charge
deficit.
2022 capital forecast. Recommend approval
study.
by Council in Q1 2022 with new rates
work will continue in 2022.
effective July 1, 2022
BP09 Long Term Financial Plan —Implementation
Ryan Hagey
2022 Investment policy completed and approved
Implement/consider recommended actions
Financial
in April 2021. Capital variance report moved
identified as 2020 items in the Long -Term
Planning
to 2022 due to implementation of new
Financial Plan.
has been completed. Surface concrete
roles/structure in financial planning and
rehabilitation of City Hall Outdoor spaces,
reporting.
BP10 Point of Sale and Expansion of Payment
Saleh Saleh
2023 Expansion of Payment Options for Utility
Options
Revenue
and Property Tax customers went live on
Replace the existing Point of Sale system,
and College St. areas is continuing. Supply
February 24, 2021. The next phase of the
which is past its life cycle, and expand
project will consider the expansion of
payment options for various services.
payment options for Business Licensing,
and security bollards completion. Phase 1
Building Permit, Planning and Miscellaneous
will now be completed in 2022.
Receivable services. The Point of Sale part of
the project is moved to 2023 to potentially
align with the proposed centralized
customer service counter.
10
Page 85 of 191
rg��inilr iii
.• ®..
BP11
Facilities Infrastructure Program
Beatrice Powell 2022
All 2021 project activities were completed
Conduct a comprehensive review of facility
Facilities
and outputs informed the FM 2022 capital
infrastructure needs to incorporate building
Management
budget & work plan. The Facilities Capital
condition assessments, sustainability
Budget is transitioning to the new structure,
opportunities, and accessibility needs to
beginning Jan 1, 2022. Framework and
identify current gaps and inform long-term
processes developed as part of the project
maintenance and capital improvement
are being integrated into FM positions and
strategies to address the infrastructure
workflows, including engagement, as defined
deficit.
in the capital planning framework. Additional
work will continue in 2022.
BP12
Rehabilitation of City Hall Outdoor Spaces —
Lynda Stewart 2022
Construction continued throughout 2021.
Construction Phase 1
Facilities
Waterproofing and drainage infrastructure
Begin construction associated with the
Management
has been completed. Surface concrete
rehabilitation of City Hall Outdoor spaces,
placement is progressing in Carl Zehr Square.
focusing on Carl Zell Square and College
Restoration of the cladding, upper terrace
Street.
and College St. areas is continuing. Supply
chain and logistic issues impacted the ice rink
and security bollards completion. Phase 1
will now be completed in 2022.
10
Page 85 of 191
11
Page 86 of 191
.• ®..
BP13
Implementation of Significant Parks Niall Lobley 2022
RBJ Schlegel Phase 2 project works have been
Projects Parks &
successfully tendered and awarded. Work is
Complete Phase 2 design work for RBJ Cemeteries
progressing well on the conversion of the
Schlegel Park; plan, design and construct the
Heritage House to washrooms and work is
Survivor Garden; and complete the upgrade
initiated for park elements in Phase 2.
to Westwood Park.
Survivor Garden plans continue to be on hold
as a result of ongoing impacts of COVID-19.
Westwood Park final design is complete and
has been shared with the community. Tender
packages are being developed and tendering
and award is expected in winter 2021/22 with
construction in 2022.
BP14
Implementation of the Federal Disaster Nick Gollan 2026
An administrative framework for tracking
Mitigation and Adaptation Fund (DMAF)
DMAF program progress has been
Plan and execute stormwater management Sanitary &
implemented. Project costs have been
infrastructure projects across the city to Stormwater
submitted for reimbursement through the
leverage the DMAF grant funding and Utilities
program. Work is progressing as planned on
advance the implementation of the 2016
WIP utility replacement projects and
Integrated Stormwater Management Master
engagement on multiple parks and
Plan.
stormwater facility projects has begun.
11
Page 86 of 191
Staff Report
Corporate Services Department
REPORT TO: Committee of the Whole
DATE OF MEETING: December 13th, 2021
J
KtgR
www. kitchener ca
SUBMITTED BY: Elin Moorlag Silk, Project Manager, Equity, Anti -Racism &
Indigenous Initiatives, 519-741-2200, ext. 7049
PREPARED BY: Elin Moorlag Silk, Project Manager, Equity, Anti -Racism &
Indigenous Initiatives, 519-741-2200, ext. 7049
WARD(S) INVOLVED: All wards
DATE OF REPORT: December 8th, 2021
REPORT NO.: COR -2021-32
SUBJECT: Membership Appointments for the Equity & Anti -Racism Advisory
Committee
RECOMMENDATION:
That the list of recommended citizen candidates for the Equity and Anti -Racism
Advisory Committee for the inaugural term of January 1, 2022 to November 14, 2022,
as outlined in COR -2021-32, be approved.
REPORT HIGHLIGHTS:
• The purpose of this report is to appoint citizens to the Equity & Anti -Racism Advisory
Committee of Council.
• The financial implications are none.
• Community engagement included working with former members of the Mayor's Task
Force on Equity, Diversity & Inclusion, who comprise the Interim Nominating Committee
• The application process was open to community members from November 1St to
November 19th, 2021, advertised through social media posts and the city website.
• Selections of the Interim Nominating Committee were made with a focus on prioritizing
voices who have been historically underrepresented or excluded, including Black,
Indigenous, racialized, 2SLGBTQ+ identified, people with disabilities, religious
minorities and the intersections of these identities.
• This report supports the delivery of core services.
BACKGROUND:
The creation of an Equity & Anti -Racism Advisory Committee was approved by Council in
August 2021, as proposed in staff report COR -2021-21. As outlined in the report, this Equity
and Anti -Racism Advisory Committee will fulfil an advisory role, providing advice and
recommendations to Council on matters related to equity and anti -racism to support and
further the City's strategic directions. Membership on this Advisory Committee will include
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 87 of 191
between 8 and 12 citizen community members who live, work, attend school and/or own
property in Kitchener and will prioritize voices who have been historically underrepresented
or excluded, including Black, Indigenous, racialized, 2SLGBTQ+ identified, people with
disabilities, religious minorities, and the intersections of these identities. Although members
of City Council will not have an official seat on this advisory committee, mechanisms of
Council inclusion will be put in place to ensure open channels of communication and
opportunities for updates on an ongoing basis.
In addition to the Equity & Anti -Racism Advisory Committee, the creation of an Interim
Nominating Committee was also approved by Council, as proposed in COR -2021-21, in
order to facilitate a nomination and appointment process led by community members who
bring a diversity of voices not currently represented in the existing Nominating Committee.
Following the process outlined in COR -2021-21, former members of the Mayor's Task Force
on Equity, Diversity & Inclusion were invited to be part of the Interim Nominating Committee.
Based on the responses received, staff brought recommendations forward to Council in
September 2021 for the appointment of the following six community members to the Interim
Nominating Committee, as outlined in COR -2021-27:
August Adelman — member of the Jewish and 2SLGBTQ+ communities, disability advocate
Colleen James — equity & inclusion consultant, professor at Conestoga College
Eltag Elkhalifa — representative from the Kitchener -Waterloo Multicultural Centre
Fauzia Baig — representative from the Coalition of Muslim Women
Scott Williams — representative from Spectrum (WR's Rainbow Community Space)
Tara Bedard — representative from Waterloo Region Immigration Partnership
The nominating committee has completed its work and is recommending a list of
appointments for the inaugural term of the Equity and Anti -Racism Advisory Committee.
REPORT:
The application process for community members to apply to the Equity & Anti -Racism
Advisory Committee was launched on November 1, 2021, remained open for three weeks,
and closed on November 19, 2021. Applications were predominantly made through an
online platform, though paper copies and alternative methods of applying were also made
available. A total of 37 applications were received, predominantly from those who fit the
demographics of the priority groups previously identified (see Appendix A for a summary of
demographic data for all applicants).
Members of the Interim Nominating Committee reviewed all 37 applications through a
thoughtful, collaborative, and rigorous four -step process:
1. Each application was rated based on the responses provided to the questions in the
application, which were focused on 1) why the applicant would like to be a member
of the advisory committee, 2) what they hope to contribute, and 3) what they hope to
gain. A standardized rating system was developed and provided to each member of
the interim nominating committee to use. In addition to the ratings, consideration was
also given to demographics, representation and potential fit for each applicant.
2. Once all members completed their review of the applicants, a first meeting was held
of the Interim Nominating Committee, facilitated by City staff, whereby ratings for
Page 88 of 191
each applicant were shared by all members of the committee, and through further
conversation and consideration of both quantitative and qualitative factors, a shortlist
of 21 applicants was agreed upon.
3. Each of the 21 applicants on the short list was then contacted and invited to take part
in a conversation with City staff. This conversation was focused on the applicant's
strategies for navigating membership in a committee such as this where people will
be bringing their own unique lived experiences, will have specific issues that are
important to them, yet need to balance this with creating space for others whose
experiences and priorities are different from their own. Summary notes from each
conversation were reported back to members of the Interim Nominating Committee.
4. A final meeting of the Interim Nominating Committee was held to discuss the
outcomes of the conversations with applicants. Through thoughtful discussion and
consideration of all relevant information, including balanced representation of
experiences, demographic diversity, and overall fit with the objectives of the
committee, recommendations for the group of applicants listed below were made.
As per the process outlined, all applications were reviewed, discussed and carefully
considered by members of the community who themselves bring diverse lived experiences
with racism, oppression, homophobia, Islamophobia, discrimination, exclusion, and who
also hold significant expertise in the areas of community engagement and collaborative
decision-making.
Equity & Anti -Racism Advisory Committee
As this is the inaugural term of appointments for this committee, all
available for appointment. The following 11 individuals have
recommended for appointment:
• Aaliyah Whyte -Watson
• Andrea Daley
• Avni Adams
• Christine Furniss
• Danny Martin
• Keitty Roblero
• Paul Okoye
• Saba Oji
• Sharon Van Manen
• Shawn (Bangishimo) Johnston
• Yexin Tan
12 citizen vacancies are
applied and are being
It is the recommendation of city staff that Council approve the list of 11 nominees put forward
for the inaugural term of the Equity and Anti -Racism Advisory Committee. It is also the
recommendation of the nominating committee that one additional appointment be made to
the committee specifically for the inclusion of a voice from the Muslim community. Additional
recruitment will be conducted by staff in January of 2022 through an accelerated application
process in an attempt to select an applicant for this appointment, which will then be
Page 89 of 191
submitted for Council approval. The twelfth spot on the committee is being held for this
reason.
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 Interim Nominating Committee was developed in collaboration with
members of the Mayor's Task Force on Equity, Diversity and Inclusion, which is
predominantly comprised of community members, whose lived experiences and expertise
in a wide variety of areas directly informed the recommendations made for membership on
the Equity & Anti -Racism Advisory Committee.
PREVIOUS REPORTS/AUTHORITIES:
• COR -2021-21: Equity & Anti -Racism Advisory Committee to Council
• COR -2021-27: Interim Nominating Committee — recommendations for membership
• GOV-BOA-010: Appointments to Boards & Committees
APPROVED BY: Dan Chapman, CAO
ATTACHMENTS:
Appendix A - Summary of all applicant demographics for the Equity & Anti -Racism
Advisory Committee (N=37)
Page 90 of 191
Equity & Anti -Racism Advisory Committee Applications
Summary of Demographic Data for all applicants (N=37)
Age Category
N
%
Under 18 years old
2
6%
18 — 29 years old
10
29%
30 — 39 years old
11
31%
40 — 49 years old
7
20%
50 — 59 years old
3
9%
60 — 64 years old
1
3%
65 years and above
1
3%
Total
35
100%
Born in Canada
N
%
Yes
16
46%
No
19
54%
Total
35
100%
Gender Identity
N %
Woman
22
61%
Man
10
28%
Gender non -conforming
4
11%
Total
37
100%
Racial/Ethnic Background
N
%
South, Southeast, West, or East Asian
16
31%
Black
7
19%
White
6
17%
Other* Indian -Caribbean, Indigenous, Metis, Latin American
7
33%
Total
36
100%
*These categories were collapsed to protect individual identity and prevent reporting a cell size smaller than 4
Sexuality
N
%
Heterosexual
23
64%
Other* Queer, Lesbian, Bisexual, Asexual, Two -Spirit)
8
22%
Prefer not to answer
5
14%
Total
36
1 100%
*These categories were collapsed to protect individual identity and prevent reporting a cell size smaller than 4
Page 91 of 191
l
Staff Rep ort K� R
Corporate ServicesDepartn7ent www. kitchener ca
REPORT TO: Council
DATE OF MEETING: December 13, 2021
SUBMITTED BY: Lesley MacDonald, City Solicitor and Director of Legal Services,
519-741-2200, Ext. 7267
PREPARED BY: Lesley MacDonald, City Solicitor and Director of Legal Services,
519-741-2200, Ext. 7267
WARD(S) INVOLVED: Ward 5
DATE OF REPORT: December 2, 2021
REPORT NO.: COR -2021-35
SUBJECT: DECLARE SURPLUS TO THE CITY'S NEEDS LANDS ON BLEAMS
ROAD FOR THE PURPOSE OF RE -CONVEYANCE TO THE
SUBDIVIDER
RECOMMENDATION:
That the City declare surplus to its needs land legally described as Part of Lot 1,
Registrar's Compiled Pan 1469 designated as Part 1 on Reference Plan 58R-12745 to
permit the re -conveyance of the said lands to the Subdivider; and further
That Legal Services be directed to re -convey the said lands to the Subdivider at no
cost, on terms and conditions satisfactory to the City Solicitor.
REPORT HIGHLIGHTS:
• The purpose of this report is that Engineering Services has confirmed that the temporary
sanitary pumping station is no longer required and the land can be re -conveyed to the
Subdivider or its successors and assigns. The pumping station is in the process of being
decommissioned.
• The financial implications are that the land shall be re -conveyed for no consideration.
There will be minimal disbursements incurred to complete the re -conveyance which will
be paid by the Subdivider.
BACKGROUND:
Pursuant to Conditions of Draft Approval of Subdivision Application 30T-97025, Part of Lot
1, Registrar's Compiled Plan 1469 being designated as Part 1 on Reference Plan 58R-
12745 was conveyed by South Estate Farms Ltd. and the Estate of Morton Norris to the City
by Transfer/Deed of Land registered as Instrument Number LT0127400 on July 17, 2003
for a temporary sanitary pumping station.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 92 of 191
The Conditions of Draft Approval of Subdivision Application 30T-97025 provided that when
the temporary sanitary pumping station is no longer required and is decommissioned or the
lands which comprise the Plan of Subdivision Application Number 30T-97025 are serviced
other than by the construction of the temporary sanitary pumping station, whichever is the
earlier, the land shall be declared surplus and conveyed for no consideration to South Estate
Farms Ltd. and the Estate of Morton Norris or their successors and assigns. South Estate
Farms Ltd. and the Estate of Morton Norris have assigned their interest to Mattamy (South
Estates) Limited.
REPORT:
Engineering Services has confirmed that the temporary sanitary pumping station is no
longer required and can be re -conveyed to the Subdivider. The lands are being serviced by
the Middle Strasburg Trunk Sanitary Sewer. The Pumping Station is in the process of being
decommissioned by the Subdivider at its cost.
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 will be posted on the City's website in advance of the Council
meeting.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Dan Chapman, CAO
ATTACHMENTS:
Attachment A — Reference Plan 58R-12745
Page 93 of 191
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PREPARED BY: Christine Tarling, Director of Legislative Services/City Clerk, 519-
741-2200 ext. 7809
WARD(S) INVOLVED: All Wards
DATE OF REPORT: December 6, 2021
REPORT NO.: COR -2021-36
SUBJECT: Appointments to the Property Standards Committee and the Board
for Centre in the Square
RECOMMENDATION:
That Kimmy Adams be approved as a mid-term appointment for the Property Standards
Committee for the term of December 1, 2021 to November 14, 2022, as outlined in staff report
COR -2021-36; and,
That Emily Durst, Megan Hall, and Alan Rego be approved for their first terms on the Board
of Directors for the Centre in the Square for the term indicated in Appendix A, as attached to
staff report COR -2021-36; and finally,
That the second term of Mary Dever be approved for the Board of Directors for the Centre in
the Square for the term indicated in Appendix A, as attached to staff report COR -2021-36.
REPORT HIGHLIGHTS:
• The purpose of this report is to appoint citizens for vacancies on one quasi-judicial
committee and the Centre in the Square Board.
• The financial implications are none.
• Community engagement included posting this report online.
• Selections of Nominating Committee were made with diversity as a key factor.
• This report supports the delivery of core services.
BACKGROUND:
For mid-term vacancies, the selection process is for staff to reach out to applicants who had
previously applied but who had not been appointed, as well as to accept new applications if
any have been received. Staff determine the eligibility of all applicants and once their
eligibility is confirmed, their names are put forward for consideration. If there are more
applications than vacancies, the applications are forwarded to the Nominating Committee to
make a recommendation for Council's decision. If there are not, the Director of Legislated
Services/City Clerk makes a recommendation directly to Council.
Page 95 of 191
Staff Report�_
�_
Corporate Services Departn7ent
www.kitchener. ca
REPORT TO: Committee of the Whole
DATE OF MEETING: December 13, 2021
SUBMITTED BY: Christine Tarling, Director of Legislative Services/City Clerk, 519-
741-2200 ext. 7809
PREPARED BY: Christine Tarling, Director of Legislative Services/City Clerk, 519-
741-2200 ext. 7809
WARD(S) INVOLVED: All Wards
DATE OF REPORT: December 6, 2021
REPORT NO.: COR -2021-36
SUBJECT: Appointments to the Property Standards Committee and the Board
for Centre in the Square
RECOMMENDATION:
That Kimmy Adams be approved as a mid-term appointment for the Property Standards
Committee for the term of December 1, 2021 to November 14, 2022, as outlined in staff report
COR -2021-36; and,
That Emily Durst, Megan Hall, and Alan Rego be approved for their first terms on the Board
of Directors for the Centre in the Square for the term indicated in Appendix A, as attached to
staff report COR -2021-36; and finally,
That the second term of Mary Dever be approved for the Board of Directors for the Centre in
the Square for the term indicated in Appendix A, as attached to staff report COR -2021-36.
REPORT HIGHLIGHTS:
• The purpose of this report is to appoint citizens for vacancies on one quasi-judicial
committee and the Centre in the Square Board.
• The financial implications are none.
• Community engagement included posting this report online.
• Selections of Nominating Committee were made with diversity as a key factor.
• This report supports the delivery of core services.
BACKGROUND:
For mid-term vacancies, the selection process is for staff to reach out to applicants who had
previously applied but who had not been appointed, as well as to accept new applications if
any have been received. Staff determine the eligibility of all applicants and once their
eligibility is confirmed, their names are put forward for consideration. If there are more
applications than vacancies, the applications are forwarded to the Nominating Committee to
make a recommendation for Council's decision. If there are not, the Director of Legislated
Services/City Clerk makes a recommendation directly to Council.
Page 95 of 191
The City advertises and accepts applications for boards such as the Centre in the Square
(CITS) but CITS is responsible for selecting its own candidates for Council's approval and
so its applications not considered by the Nominating Committee for recommendation.
REPORT:
Property Standards Committee
A member of this committee has submitted their resignation so staff revisited the applicants
from the 2020 recruitment process to see if any unassigned applicants were still interested
and able to serve. Of the 4 applicants who were contacted, only two replied. Both
applications were presented to the Nominating Committee for consideration and the
unanimous recommendation from the Nominating Committee was Kimmy Adams.
The other applicant not selected by the Nominating Committee will remain on file in the event
there is another vacancy for this particular committee or any other committee for which the
applicant has indicated an interest.
Centre in the Square
CITS has four (4) vacancies for which they are recruiting. The Board is recommending the
vacancies be filled as follows:
• Emily Durst (first-time appointee);
• Megan Hall (first-time appointee);
• Alan Rego (first-time appointee); and,
• Mary Dever (second term appointee).
CITS also has a remaining vacancy which they hope to fill in the near future.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
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.
PREVIOUS REPORTS/AUTHORITIES:
• COR -20-016 — Nominating Committee — Citizen Appointments to Advisory/Quasi-
judicial Committees and Boards (2020-2022)
APPROVED BY: Dan Chapman, Chief Administrative Officer
ATTACHMENTS:
• Appendix A — Letter from Centre in the Square
Page 96 of 191
Appendix A
IN THE SQUARE
November 17, 2021
City of Kitchener Council
Dear Council Members,
The Centre In The Square (CITS) Board passed a motion November
17, 2021, to recommend to the City of Kitchener Council the
appointment of Emily Durst, Megan Hall, and Alan Rego for their first
terms on the CITS Board of Directors starting January 1, 2022.
These three recommended board appointees will replace Jana
Gordon, Emmanuel Patterson, and Elizabeth Sproule who are finishing
their second term on the board.
We would also like to recommend the renewal of Mary Dever for her
second term.
One of our board members, Amina Gilani, will be leaving the board at
the end of her first term, December 31, 2021. The board will
recommend a candidate to fill this vacancy as soon as possible.
If you require any additional information, please do not hesitate to
contact me.
Best regards,
Elizabeth Sproule
Chair of the Board
101 Queen Street North, Kitchener, Ontario N2H 6P7 '1" 519 578 5660 F 519 578 8910
Page 97 of 191
Staff Repoit
Corporate Services Department
REPORT TO:
DATE OF MEETING:
SUBMITTED BY:
,Ci=1:7_10 =1o1 --yE
WARD(S) INVOLVED:
DATE OF REPORT:
REPORT NO.:
SUBJECT:
RECOMMENDATION:
Committee of the Whole
December 13, 2021
www.kitchenerca
Christine Tarling, Director of Legislative Services/City Clerk, 519-
741-2200 ext. 7809
Christine Tarling, Director of Legislative Services/City Clerk, 519-
741-2200 ext. 7809
All Wards
December 9, 2021
COR -2021-37
Corporate Policy Review — Repeal of Policies
That the corporate policies listed in Appendix "A" as attached to staff report COR -
2021 -37 be repealed.
REPORT HIGHLIGHTS:
The purpose of this report is to repeal policies that are no longer needed and to
provide the reason for the repeal.
The financial implications are none.
This report supports the delivery of core services.
BACKGROUND:
On November 16, 2015, Council ratified a corporate policy review process as outlined in
staff report FCS -15-142. Council also approved a master policy which provides a framework
for the City to govern the development, review and maintenance of corporate policies to
ensure currency and relevancy in the future. This framework included the reasons for which
policies could be repealed and an initial list of policies for repeal were brought forward for
Council's approval in April 2016. Since that time, staff has continued to monitor the
relevancy of all the corporate policies with a view to amending, repealing and replacing, or
repealing only as appropriate.
REPORT:
Each Director has reviewed with their respective General Manager a list of policies relating
to their area and identified those which should be repealed for one of the following reasons:
1. Program or program funding no longer exists (0 policies).
2. Regulation or legislation is already in place (4 policies).
3. Policy has been replaced with another policy (2 policies).
4. Policy conflicts with another policy (0 policies).
5. Policy found redundant, outmoded or dysfunctional (3 policies).
Page 98 of 191
In addition to providing a reason for why each policy should be repealed, a short explanation
has been provided to explain why staff deem it is valid to repeal these policies.
Policies which need to be substantially amended or repealed and replaced are not included
as these will be brought forward to Council in due course. Human Resources policies will
also be brought forward separately to Council in due course.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
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.
PREVIOUS REPORTS/AUTHORITIES:
• FCS -16-001 — Corporate Policy Review — Repeal of "No Longer Required" Policies
APPROVED BY: Dan Chapman, Chief Administrative Officer
ATTACHMENTS:
• Appendix A — Corporate Policies Recommended for Repeal
• Appendix B — ADM -AGR -310 — Purchasing — Terms & Conditions of Confidentiality
- ADM -AGR -310 - Purchasing - Terms & Conditions of Confidentiality.pdf
• Appendix C — GOV-COR-315 — Resolutions — Other Municipalities - GOV-COR-315
- Resolution - Other Municipalites (1).pdf
• Appendix D — GOV-COU-032 — Protocol for In -camera Meetings - GOV-COU-032 -
Protocol for In -Camera Meetings (1).pdf
• Appendix E — GOV-COU-035 — Non -jurisdictional Matters - GOV-COU-035 - Non -
Jurisdictional (3).pdf
• Appendix F — MUN-LIC-875 — Lottery -Bingo Regulations - MUN-LIC-875 - Lottery -
Bingo Regulations (1).pdf
• Appendix G — MUN-LIC-920 — Midway Location — Notice - MUN-LIC-920 - Midway
Location - Notice.pdf
• Appendix H — ADM -AGR -585 — Golf Course Facility Rental Agreement -
http:Hlfprodas/weblink/0/doc/1605815/Page1.aspx
• Appendix I — FIN -REP -510 — Budget Over -expenditure - FIN -REP -510 - Budget
Overexpenditure.pdf
• Appendix J — FIN -PLA -2029 — Budget Control Policy - FIN -PLA -2029 - Budget
Control Policy.pdf
Page 99 of 191
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APPENDIX B
1. POLICY PURPOSE:
To set out the approved terms and conditions to be used when the City engages
outside service providers and those service providers will or may receive the
City's confidential information in the process of providing the services.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
POLICY
Policy No: ADM -AGR -310
Policy Title:
PURCHASING - TERMS
Approval Date: March 25, 1995
❑
AND CONDITIONS OF
❑
Non Union
CONFIDENTIALITY
Reviewed Date: July 2016
Policy Type:
ADMINISTRATIVE
Next Review Date: July 2021
C.U.P.E. 791
❑
Reviewed Date:
Category:
Administration
❑
Part -Time Employees
❑
K.P.F.F.A.
Last Amended:
Sub -Category:
Agreements & Contracts
Other:
Replaces:
Author: Author Unknown
Dept/Div:
Financial Services \ Supply
Repealed:
Services
Replaced by:
Related Policies, Procedures and/or Guidelines:
To be included at next review.
1. POLICY PURPOSE:
To set out the approved terms and conditions to be used when the City engages
outside service providers and those service providers will or may receive the
City's confidential information in the process of providing the services.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
To be included at next review.
1 of 2
Page 101 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑
Local Boards & Advisory Committees
To be included at next review.
1 of 2
Page 101 of 191
Policy No: ADM -AGR -310
Policy Title: PURCHASING - TERMS AND CONDITIONS OF CONFIDENTIALITY
4. POLICY CONTENT:
4.1 In situations in which staff are engaging service providers by purchase order,
field order or other Purchasing mechanism and that service provider will or may
become privy to confidential or sensitive information, Staff shall use and ensure
that the "Terms and Conditions Re: Confidentiality" are signed by the Service
Provider before the services are provided and/or the service provider becomes
privy to the confidential or sensitive information.
4.2 Purchasing staff shall use, when appropriate and at the discretion of the
Supervisor of Purchasing, the "Terms and Conditions Re: Confidentiality" as part
of the tendering process.
4.3 The "Terms and Conditions Re: Confidentiality" shall not be amended without the
approval of the City Solicitor or designate.
5. HISTORY OF POLICY CHANGES
Administrative Updates
2001-12 - Reviewed.
2016-06 - Policy 1-310 template re -formatted to new numbering system
and given number ADM -AGR -310.
2018-04-03 - Department name change due to corporate re -organization.
Formal Amendments
No amendment history to date.
2 of 2
Page 102 of 191
APPENDIX C
POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
�T"y
POLICY
Policy No: GOV-COR-315
Policy Title:
RESOLUTION - OTHER
Approval Date: September 28, 1981
Management
MUNICIPALITIES
C.U.P.E. 68 Civic
❑
Non Union
Reviewed Date: July 2016
Policy Type:
ADMINISTRATIVE
Next Review Date: July 2021
Category:
Governance
Reviewed Date:
Sub -Category:
Corporate
Last Amended: May 27, 2002
Author:
Author Unknown,
❑
K.P.F.F.A.
❑
Council/Committee Services
Replaces: 1-315 - Resolution - Other
Other:
❑
Municipalities
Dept/Div:
Finance & Corporate Services
/ Legislated Services
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
To be included at next review.
POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
To be included at next review.
1 of 2
Page 103 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑
Local Boards & Advisory Committees
To be included at next review.
1 of 2
Page 103 of 191
Policy No: GOV-COR-315
Policy Title: RESOLUTION - OTHER MUNICIPALITIES
4. POLICY CONTENT:
That the General Manager of Corporate Services & City Clerk be directed to refer
all resolutions received from other Ontario Municipalities to the Association of
Municipalities of Ontario with the exception of matters relating exclusively to
Municipalities within the Regional Municipality of Waterloo. In such instances, the
resolution would continue to be processed through the relevant Standing
Committee.
Further, that any resolution which in the opinion of the General Manager of
Corporate Services & City Clerk, is of national or international significance or
importance, that same be referred to the Federation of Canadian Municipalities.
And further, that a copy of all in -coming resolutions be distributed to each member
of Council for information purposes. If any member of Council wishes a resolution
to be dealt with, the General Manager of Corporate Services & City Clerk be so
advised.
5. HISTORY OF POLICY CHANGES
Administrative Updates
2016-07-01- 1-315 policy template re -formatted to new numbering system and
given number GOV-COR-315.
Formal Amendments
1990-08-13 - As per Council/CLT directive.
2002-05-27 - As per Council/CLT directive.
2 of 2
Page 104 of 191
APPENDIX D
1. POLICY PURPOSE:
Provides direction on when and how items are to be submitted for Council's
consideration in -camera (meaning meetings closed to the general public) and
provides policy on authorization for in -camera items. This policy does not address
un -scheduled in -camera meetings of Council or Standing Committees convened
during the course of an open public meeting.
2. DEFINITIONS:
To be included at next review.
1 of 3
Page 105 of 191
�T"y
POLICY
Policy No: GOV-COU-032
Policy Title:
PROTOCOL FOR IN-
Approval Date: August 16, 2004
CAMERA MEETINGS
Reviewed Date: June 2016
Policy Type:
COUNCIL
Next Review Date: June 2021
Category:
Governance
Reviewed Date:
Sub -Category:
Council
Last Amended:
Author:
Author Unknown
Dept/Div:
Office of the Mayor &Council
Replaces: 1-032, Protocol for In -Camera
Meetings
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
1. POLICY PURPOSE:
Provides direction on when and how items are to be submitted for Council's
consideration in -camera (meaning meetings closed to the general public) and
provides policy on authorization for in -camera items. This policy does not address
un -scheduled in -camera meetings of Council or Standing Committees convened
during the course of an open public meeting.
2. DEFINITIONS:
To be included at next review.
1 of 3
Page 105 of 191
Policy No: GOV-COU-032
Policy Title: PROTOCOL FOR IN -CAMERA MEETINGS
3. SCOPE:
4. POLICY CONTENT:
Submittinq an Item for In -camera Meeting
(a) All matters to be dealt with by Council at an in -camera meeting shall comply
with the Municipal Act, as amended and Chapter 25 (Council Procedure) of
the City of Kitchener Municipal Code.
(b) Items for a scheduled in -camera meeting of Council must be submitted to
the Manager of Council/Committee Services & Deputy City Clerk,
Legislated Services, within the timelines specified and on the form provided
by the City Clerk.
The information on the form must: indicate who is submitting the item; the
appropriate classification under the Municipal Act; provide background
information or indicate that background material is attached, or if no
background material is being provided why; and, include sign off by the
CAO/Deputy CAO of the Department submitting the item.
(c) Items under the classification of `Solicitor -Client Privilege' can only be
submitted by a City Solicitor or member of Council.
(d) An agenda for the in -camera meeting will be prepared by the Office of the
City Clerk and circulated to Council on the Friday preceding the meeting
unless the meeting has been called due to an emergency or other item of
an urgent nature pursuant to Chapter 25 (Council Procedure). The agenda
will include all relevant background information referred to in Item #2.
2 of 3
Page 106 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑x
Council
❑
Local Boards & Advisory Committees
4. POLICY CONTENT:
Submittinq an Item for In -camera Meeting
(a) All matters to be dealt with by Council at an in -camera meeting shall comply
with the Municipal Act, as amended and Chapter 25 (Council Procedure) of
the City of Kitchener Municipal Code.
(b) Items for a scheduled in -camera meeting of Council must be submitted to
the Manager of Council/Committee Services & Deputy City Clerk,
Legislated Services, within the timelines specified and on the form provided
by the City Clerk.
The information on the form must: indicate who is submitting the item; the
appropriate classification under the Municipal Act; provide background
information or indicate that background material is attached, or if no
background material is being provided why; and, include sign off by the
CAO/Deputy CAO of the Department submitting the item.
(c) Items under the classification of `Solicitor -Client Privilege' can only be
submitted by a City Solicitor or member of Council.
(d) An agenda for the in -camera meeting will be prepared by the Office of the
City Clerk and circulated to Council on the Friday preceding the meeting
unless the meeting has been called due to an emergency or other item of
an urgent nature pursuant to Chapter 25 (Council Procedure). The agenda
will include all relevant background information referred to in Item #2.
2 of 3
Page 106 of 191
Policy No: GOV-COU-032
Policy Title: PROTOCOL FOR IN -CAMERA MEETINGS
(e) No late items will be added to the agenda unless considered urgent.
Urgency is defined as an item which if not dealt with in a timely manner, will
result in a detrimental impact on the City. The person requesting the
addition of a late item must attend the Special Council meeting prior to the
in -camera session to make the request and explain why the matter is
urgent. Council must approve the addition of the late item at the Special
Council meeting.
3. HISTORY OF POLICY CHANGES
Administrative Updates
2016-05-31 - Housekeeping changes to reflect title changes.
2016-06-01 -1-032 policy template re -formatted to new numbering system and given
number GOV-COU-032.
Formal Amendments
No amendment history to date.
3 of 3
Page 107 of 191
APPENDIX E
POLICY PURPOSE:
To be included at new review.
2. DEFINITIONS:
To be included at new review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
�T"y
❑
POLICY
Policy No: GOV-COU-035
Policy Title:
NON -JURISDICTIONAL
Approval Date: February 9, 1987
❑
MATTERS
❑
Non Union
❑
Reviewed Date: June 2016
Policy Type:
COUNCIL
Next Review Date: June 2021
Category:
Governance
Reviewed Date:
Sub -Category:
Council
❑
Last Amended:
Author:
Author Unknown
❑
Specified Positions only:
Dept/Div:
Office of the Mayor &Council
Replaces: I-035, Non-Jurisdictional
Matters
Repealed:
❑
Local Boards & Advisory Committees
Replaced by:
Related Policies, Procedures and/or Guidelines:
POLICY PURPOSE:
To be included at new review.
2. DEFINITIONS:
To be included at new review.
3. SCOPE:
1 of 3
Page 108 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑
Local Boards & Advisory Committees
1 of 3
Page 108 of 191
Policy No: GOV-COU-035
Policy Title: NON -JURISDICTIONAL MATTERS
4. POLICY CONTENT:
That the following policy be adopted relative to the consideration of non -
jurisdictional matters, namely:
a) 'Non -jurisdictional matters
the legislative jurisdiction
Municipality of Waterloo.'
shall be defined as any subject outside
of the City of Kitchener or the Regional
2. Further, that all non -jurisdictional matters introduced by a member of
Council shall be initially introduced by means of a Notice of Motion and that
consideration thereof not take place until a subsequent meeting of City
Council. In the interim, the Council will be provided with written copies of
all background information prior to the date on which discussion is to occur.
3. And further, that when a non -jurisdictional matter is introduced by a
delegation, the delegation shall be heard as part of the normal Council
Agenda. If the delegation has supplied written background information to
members of Council prior to the date on which the delegation is heard, then
City Council may debate the issue immediately following the presentation.
If background information was supplied to City Council only at the time the
delegation made its presentation then City Council shall defer debate until
its next meeting so as to allow all members of Council to digest the contents
of the written documentation.
4. And further, that any resolution containing reference to a non -jurisdictional
item be introduced for Council discussion in the same manner as the
content of any other resolution received from another municipality. Any
member of Council under the current policy simply requests that the matter
be placed on the next Committee of the Whole Agenda for discussion and
debate.
5. With respect to a non -jurisdictional matter introduced by a letter or report
from an organization or individual not appearing as a delegation, the
document shall be placed on the next Committee of the Whole Agenda for
discussion and debate.
2 of 3
Page 109 of 191
Policy No: GOV-COU-035
Policy Title: NON -JURISDICTIONAL MATTERS
2. HISTORY OF POLICY CHANGES
Administrative Updates
2001-12-01 - minor amendments
2016-06-01 - 1-035 policy template re -formatted to new numbering system and
given number GOV-COU-035.
Formal Amendments
No amendment history to date.
3 of 3
Page 110 of 191
APPENDIX F
1. POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
�T"y
POLICY
Policy No: MUN-LIC-875
Policy Title:
LOTTERY - BINGO
Approval Date: December 13, 1993
Management
REGULATIONS
C.U.P.E. 68 Civic
❑
Non Union
Reviewed Date:
Policy Type:
COUNCIL
Next Review Date:
Category:
Municipal Services
Reviewed Date:
Sub -Category:
Licence
Last Amended: June 11, 2007
Author:
Author Unknown, Licensing
❑
Replaces: I-875 -Lottery -Bingo
Dept/Div:
Finance & Corporate Services
Regulations
Other:
/ Legislated Services
Council
❑
Local Boards & Advisory Committees
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
To be included at next review.
1. POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
To be included at next review.
1 of 6
Page 111 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑
Local Boards & Advisory Committees
To be included at next review.
1 of 6
Page 111 of 191
Policy No: MUN-LIC-875
Policy Title: LOTTERY - BINGO REGULATIONS
4. POLICY CONTENT:
That the following consolidated bingo regulations, in addition to Alcohol and
Gaming Commission of Ontario terms and conditions under which bingo lottery
licenses are issued be:
1. Administrative Costs
a) That a bingo lottery licence covering a series of bingos may be issued
to any charitable/religious organization for a period not to exceed four
calendar months. The maximum number of bingo events any
organization may be licensed for shall not exceed 52 in any calendar
year.
b) The above is subject to the organization meeting the Terms and
Conditions as set out by the Alcohol and Gaming Commission of
Ontario, including the requirement with respect to the filing of any and
all reports as may be required by the Lottery Licensing Officer within
30 days of the final event of the month. Failure to meet this
requirement may result in the organization's licensing privileges being
suspended for one licensing period.
2. Market Factors
a) The maximum prizes to be awarded shall not exceed 70% of the total
bingo wagering. This total will be determined by the Alcohol and
Gaming Commission over a period of 3 months.
b) All prizes to be awarded shall be in cash, cheque, merchandise or a
combination of the two.
c) No minimum time period will be required between bingo sessions.
d) There will be no minimum or maximum on the number of games per
session.
e) Multiple sessions may be played in segregated areas within the same
bingo hall provided all applicable Terms and Conditions are met and
the organization is duly licensed.
2 of 6
Page 112 of 191
Policy No: MUN-LIC-875
Policy Title: LOTTERY - BINGO REGULATIONS
3. Advertising and Promotion
a) That free bingo cards or discounts on the normal price of bingo cards
shall not be given to any player. Licences will not be issued for the
conduct of raffle lotteries or gaming devices at bingo games, except
if the event is licensed as a bazaar.
b) Price -cutting will not be permitted at any bingo lotteries operated
within the City of Kitchener. The price of cards to be sold shall not
be less than those that were in effect on May 1, 2007.
c) All applications to manage and conduct a bingo lottery must be
submitted to the municipality a minimum of 60 days before the next
licensing period.
d) All applications must be accompanied by a list of all games to be
played, the value of the prizes to be awarded, the particular
arrangement of numbers of symbols required to win the game, the
prices of the cards to be sold at each game, and the name and
address of the premises where the event is to be held. The
application must also be accompanied by a Charitable Gaming
Summary, Charitable Gaming Spreadsheet, Bingo Event Rules of
Play and the House Rules.
e) That upon receipt of a bingo lottery licence, all charitable/religious
organizations shall not revise previously licensed game formats,
prize payouts and card prices without formal authorization from the
Licensing Authority of the City of Kitchener and the Alcohol and
Gaming Commission of Ontario. At least 10 business days
notification will be required in order to amend a licence.
f) All promotional initiatives must meet the requirements as set by the
Alcohol and Gaming Commission of Ontario and the funds used for
these initiatives must be paid from the Marketing Account as set up
by the Hall Charity Association.
g) Advertising of prize monies, hall conditions, etc., shall not occur in a
manner which may be misleading and which may reflect negatively
on other charitable bingo operations.
3 of 6
Page 113 of 191
Policy No: MUN-LIC-875
Policy Title: LOTTERY - BINGO REGULATIONS
4. That the Licensee shall ensure that no person directly involved in or
responsible for the conduct of the bingo lottery event, or involved in the sale
of bingo paper, or break open tickets as the case may be, shall purchase
any bingo paper, break open tickets, or participate in the game which he or
she is assisting to conduct.
Without restricting the generality of the foregoing, this policy shall apply to
the hall owner, lessee or manager, full or part-time concessions
operator/manager and employees, bingo chairman, as well as to any other
corporation director, official or employee involved in the operation and/or
management of the said bingo hall;
However, this policy is not intended to prohibit a member involved in the
management or conduct of a bingo from playing bingo in the said hall on
any day in which his/or organization is not conducting a bingo.
5. Not less than three active bona fide members of the licensed organization
shall be in attendance at each bingo. See Section 1.4 of the Terms and
Conditions from the Alcohol and Gaming Commission of Ontario.
6. The licensee shall on demand, make available to the Lottery Licensing
Officer, or to such persons he or she may designate, all financial records,
ledgers, vouchers and financial reports in connection with the operation of
bingo. This may also include Books and Records related to monies derived
from bingo -themed Lottery schemes conducted and managed by the
Ontario Lottery and Gaming Corporation within the bingo hall, the use of
proceeds from a Lottery and the Licensee's non -lottery accounts.
7. See Section 3 — Financial Management and Administration Books and
Records and Reporting Requirements of the AGCO Terms and Conditions
for the submitting of fiscal year end reports.
8. That Licensing staff be allowed to refuse to issue bingo licences if the
required fiscal year end reports have not been filed with the Licence Office
within 180 days (6 months) of a group's fiscal year end.
9. That any organization licensed to operate bingo in the City of Kitchener may
have not more than $25,000.00 in their Lottery Trust Account at fiscal year
end. This amount may be adjusted with permission from the Lottery
Licensing Officer provided the organization is raising funds for a large
project as approved by the Lottery Licensing Officer.
4 of 6
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Policy No: MUN-LIC-875
Policy Title: LOTTERY - BINGO REGULATIONS
10. If a hall operator wishes to make application to the AGCO for a liquor
licence, they must first notify the municipality in advance of the application
which shall give the municipality the opportunity to comment to the AGCO
and the operator must provide a copy of that notification with the application
to the AGCO.
11. Criteria for Licensing
That the following criteria apply to charities making application to the City of
Kitchener for a Bingo Lottery Licence, namely:
a) The group should have been in operation for at least one year so as
to assure the municipality that it has some long term stability;
b) Qualified organizations having a physical presence within the
Regional Municipality of Waterloo and that utilize at least 75% of the
proceeds from bingo lotteries for a charitable purpose within the
Region of Waterloo shall be approved for licensing.
c) Membership should be no less than 25 in number to provide that the
charity has sufficient members to meet an identified need in the
community;
d) The charity provide proof of financial responsibility in the amount of
$2,500.00, and that this amount be maintained in the lottery trust
account.
e) Non-profit organizations which are not necessarily charitable in
nature be required to describe to Council the charitable purposes for
which proceeds from bingos are to be utilized.
f) That organizations submit yearly copies of their budgets and
membership lists which will include a list of their principal officers.
Further, that failure to meet any of the above criteria shall not preclude any
organization from appealing directly to City Council for approval to obtain a
Bingo Lottery Licence.
5. HISTORY OF POLICY CHANGES
Administrative Updates
2016-06-01 - 1-875 policy template re -formatted to new numbering system and
given number MUN-LIC-875.
5of6
Page 115 of 191
Policy No: MUN-LIC-875
Policy Title: LOTTERY - BINGO REGULATIONS
Formal Amendments
2003-09-22 - As per Council resolution
2007-06-11 - As per Council resolution
6 of 6
Page 116 of 191
APPENDIX G
POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
POLICY
Policy No: MUN-LIC-920
�T"y
❑
Management
❑
Policy Title:
MIDWAY LOCATION -
Approval Date: June 16, 1997
❑
NOTICE
❑
Temporary
❑
Reviewed Date:
Policy Type:
COUNCIL
Next Review Date:
Category:
Municipal Services
Reviewed Date:
Sub -Category:
Licence
Last Amended: May 27, 2002
Author:
Author Unknown, Licensing
Replaces: 1-920 - Midway Location -
Dept/Div:
Finance & Corporate Services
Notice
Local Boards & Advisory Committees
/ Legislated Services
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
To be included at next review.
POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
To be included at next review.
1 of 2
Page 117 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑
Local Boards & Advisory Committees
To be included at next review.
1 of 2
Page 117 of 191
Policy No: MUN-LIC-920
Policy Title: MIDWAY LOCATION
4. POLICY CONTENT:
That prior to the approval of an application for a midway location, the
proposed site and details as well as the dates and hours of operation be
brought to the attention of the Ward Councillor and be put on an agenda of
the Finance and Corporate Services Committee to allow an opportunity to
address the potential concerns of residents; and further,
2. That between the time the application is considered by the Finance and
Corporate Services Committee and the date of the next Council, the
applicant be required to notify residents within 120 meters of the proposed
midway location that it will be operating, the dates and hours of operation
and the name of the sponsoring charity, and in this regard the City Clerk's
will, upon receipt of a midway application, provide the applicant with the
necessary mailing labels reflecting the circulation requirement.
5. HISTORY OF POLICY CHANGES
Administrative Updates
2001-12 - Minor updates
2016-06-01 - 1-920 policy template re -formatted to new numbering system and
given number MUN-LIC-920.
Formal Amendments
2002-05-27 - As per Council resolution.
2 of 2
Page 118 of 191
APPENDIX H
1. POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
POLICY
Policy No: ADM -AGR -585
Policy Title:
GOLF COURSE FACILITY
Approval Date: March 30, 1998
Management
RENTAL AGREEMENT
C.U.P.E. 68 Civic
❑
Non Union
Reviewed Date: July 2016
Policy Type:
COUNCIL
Next Review Date: July 2021
Category:
Administration
Reviewed Date:
Sub -Category:
Agreements & Contracts
Last Amended: May 27, 2002
Author:
Author Unknown
❑
K. P. F. F. A.
❑
Specified Positions only:
Replaces:
Dept/Div:
Community Services /
Council
❑
Local Boards & Advisory Committees
Sport Division
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
To be included at next review.
1. POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
To be included at next review.
1 of 2
Page 119 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K. P. F. F. A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑
Local Boards & Advisory Committees
To be included at next review.
1 of 2
Page 119 of 191
APPENDIX H
Policy No:
ADM -AGR -585
Policy Title:
GOLF COURSE FACILITY RENTAL AGREEMENT
4. POLICY CONTENT:
That Council delegate to the Facilitator of Food and Beverage — Golf Courses and
the Facilitator of Administration — Golf Courses, and in their absence the
Supervisor of Golf Courses, the authority to sign the Golf Course Facility Rental
Agreement, as prepared by the Legal Services, dated March 1998, and further,
That, in the event the applicant requests changes to any condition of the Golf
Course Facility Rental Agreement, the agreement must be reviewed by Legal
Services, and if appropriate, brought before Council.
5. HISTORY OF POLICY CHANGES
Administrative Updates
2016-06- 01 - Policy 1-585 template re -formatted to new numbering system
and given number ADM -AGR -585.
2018-04-03 - Department and division name change due to corporate re-
organization.
Formal Amendments
2002-05-27 - As per Council directive
2 of 2
Page 120 of 191
APPENDIX I
POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
�T"y
POLICY
Policy No: FIN -REP -510
Policy Title:
BUDGET
Approval Date: January 26, 1990
Management
OVEREXPENDITURE
C.U.P.E. 68 Civic
❑
Non Union
Reviewed Date: July 2016
Policy Type:
COUNCIL
Next Review Date: July 2016
Category:
Finance
Reviewed Date:
Sub -Category:
Reporting
Last Amended: July 2, 2002
Author:
Author Uknown
❑
K.P.F.F.A.
❑
Specified Positions only:
Replaces: 1-510 - Budget
Dept/Div:
Finance & Corporate Services
Overexpenditure
❑
\Financial Planning
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
To be included at next review.
POLICY PURPOSE:
To be included at next review.
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
1 of 2
Page 121 of 191
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑
Local Boards & Advisory Committees
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Policy No: FIN -REP -510
Policy Title: BUDGET OVEREXPENDITURE
To be included at next review.
4. POLICY CONTENT:
4.1 That all requests for expenditures, for which there is no specific budget
appropriation, be referred to the Finance and Corporate Services
Committee for study and recommendation, and further that when any
budget appropriation appears to be substantially inadequate, the matter be
referred to the Finance and Corporate Services Committee for its study and
recommendation.
4.2 It is further understood that 'substantially inadequate' be defined as an
expenditure in excess of 10% over budget.
4.3 Further, the Chief Administrator shall have the authority to approve non-
budgetary items under $10,000 [see Section 111.7.9(b) of Municipal Code].
5. HISTORY OF POLICY CHANGES
Administrative Updates
2016-06 - Policy 1-510 template re -formatted to new numbering system and
given number FIN -REP -510.
Formal Amendments
1990-08-13 - As per Council directive
1992-06-61 - As per Council directive
2002-06-02 - As per Council directive
2 of 2
Page 122 of 191
APPENDIX J
POLICY PURPOSE:
The City of Kitchener recognizes the importance of having proper budget controls in
place to support accountability and transparency, and to assure the public that the
financial affairs of the municipality are being managed diligently. Effective budget control
of operating and capital accounts promotes fiscal responsibility and is an essential
aspect of the delivery of programs, services, and projects for the community.
The purpose of this policy is to establish guidelines and provide clarity regarding roles,
responsibilities, and key accountabilities, related to the financial management and
budget control for operating and capital accounts. This policy documents the process for
the reporting of financial performance and results including the variance reporting
process for the annual operating budget and the reporting of the status of capital
projects.
2. DEFINITIONS:
Account — an individual line item that has been provided with a budget allocation
Capital Budget — means the annual Council approved plan for expenditures and
financing sources to complete Capital Projects or one-time expenditures
Capital Budget Transfer — means the transfer of an unexpended budget amount from
one Capital Project to another
1 of 9
Page 123 of 191
�T"y
POLICY
Policy No: FIN -PLA -2029
Policy Title:
BUDGET CONTROL POLICY
Approval Date: March 9, 2020
Reviewed Date:
Policy Type: COUNCIL
Category:
Finance
Next Review Date: March 2025
Reviewed Date:
Sub -Category:
Financial Planning
Author:
Chief Financial Officer
Last Amended:
Replaces:
Dept/Div: Financial Services/Financial
Planning
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
N/A
POLICY PURPOSE:
The City of Kitchener recognizes the importance of having proper budget controls in
place to support accountability and transparency, and to assure the public that the
financial affairs of the municipality are being managed diligently. Effective budget control
of operating and capital accounts promotes fiscal responsibility and is an essential
aspect of the delivery of programs, services, and projects for the community.
The purpose of this policy is to establish guidelines and provide clarity regarding roles,
responsibilities, and key accountabilities, related to the financial management and
budget control for operating and capital accounts. This policy documents the process for
the reporting of financial performance and results including the variance reporting
process for the annual operating budget and the reporting of the status of capital
projects.
2. DEFINITIONS:
Account — an individual line item that has been provided with a budget allocation
Capital Budget — means the annual Council approved plan for expenditures and
financing sources to complete Capital Projects or one-time expenditures
Capital Budget Transfer — means the transfer of an unexpended budget amount from
one Capital Project to another
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Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
Capital Project — means an undertaking for which expenditures are incurred to acquire,
improve, demolish or maintain land, buildings, structures, infrastructure, machinery and
equipment, including installation of computer software, and any other project as defined
from time to time to be capital and is the level at which Council approves funding in the
capital budget
Department — Means any department of the City as reflected in the current
organizational structure
Operating Budget — means the annual Council approved plan for expenditures,
revenues, staffing levels and service levels for operations of the City taking place from
January 1St to December 31St in a given year
Operating Budget Transfer — means the transfer of an unexpended budget amount
from one current budget program to another
Program — means an organizational unit as defined in the Operating Budget that may
encompass one or more related municipal services, usually a division of a department
that is mandate driven and is the level at which Council approves funding in the
operating budget
3. SCOPE:
Responsibilities
Council
Under section 224(d) and (d.1) of the Municipal Act 2001, Council is responsible for
"ensuring that controllership policies, practices and procedures are in place to implement
the decisions of Council" and "to ensure the accountability and transparency of the
operations of the municipality, including the activities of the senior management of the
municipality." Council approves the spending plans as outlined in annual operating and
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POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑x
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑x
Council
❑
Local Boards & Advisory Committees
Responsibilities
Council
Under section 224(d) and (d.1) of the Municipal Act 2001, Council is responsible for
"ensuring that controllership policies, practices and procedures are in place to implement
the decisions of Council" and "to ensure the accountability and transparency of the
operations of the municipality, including the activities of the senior management of the
municipality." Council approves the spending plans as outlined in annual operating and
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Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
capital budgets and is responsible for monitoring the performance against those plans
throughout the year.
Chief Administrative Officer
Under section 229(a) of the Municipal Act 2001, the Chief Administrative Officer is
responsible for "exercising general control and management of the affairs of the
municipality for the purpose of ensuring the efficient and effective operation of the
municipality." This includes monitoring financial performance of the organization
throughout the year, holding those that have been delegated financial responsibility
accountable for the development, monitoring, and management of their budgets, and
advising Council at the appropriate time of any significant financial matters arising.
Chief Financial Officer (Treasurer)
Under section 286(1) of the Municipal Act 2001, the treasurer is responsible for
"handling all of the financial affairs of the municipality on behalf of and in the manner
directed by the council." For the purpose of this policy this includes:
• Directing the development, maintenance and communication of all financial
policies, procedures, or practices to support fiscal responsibility
• Ensuring departments have access to timely financial information to enable
responsible decision making for the effective and efficient delivery of programs,
services, and implementation of projects or initiatives
• Monitoring financial performance of the organization throughout the year,
ensuring compliance with the reporting requirements as outlined in this policy
• Advising the CAO and Council in a timely manner of any significant financial
matters arising.
General Managers
General Managers (department heads) are responsible for the efficient and effective
delivery of programs, services, projects, and initiatives within their respective portfolios
and operational areas of responsibility. For the purpose of this policy they are
responsible to:
• Develop an annual operating and capital budget for their area of responsibility in
accordance with budget guidelines
• Ensure budgets established related to the delivery of service are accurate,
realistic to be able to meet service levels identified to Council
• Make decisions regarding how services are delivered within the limits of Council
approved service levels and approved budgets
• Where appropriate, delegate responsibility for the departmental budgets (e.g.
Directors, Managers, Supervisors)
• Hold those who have been delegated financial responsibility accountable for the
development, monitoring and management of their budgets
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Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
Monitor financial performance of department throughout the year and take
appropriate corrective action to ensure the department remains in a balanced
budget position
Advise the CFO of any significant financial matters arising that may impact their
ability to remain in a balanced budget position by fiscal year end
Directors
Management staff within departments are responsible for the efficient and effective
delivery of programs, services, projects, and initiatives within their respective portfolios
and operational areas of responsibility. General Managers are ultimately responsible for
the overall financial performance of their department, but Directors are responsible for
the financial performance for their respective divisions and projects under their portfolio.
Responsibilities related to this particular policy include:
• Developing an annual operating or capital budget for their respective area of
responsibility
• Monitoring financial performance throughout the year
• Advising the Department Head in a timely manner of any significant financial
matters that will impact their ability to deliver an expected program, service,
project, or initiative
• Carry out all transactions in accordance with municipal policies and procedures
(e.g. hiring, purchasing, contracts)
Managers and Project Managers
Management staff within departments are responsible for the efficient and effective
delivery of programs, services, projects, and initiatives within their respective portfolios
and operational areas of responsibility. Managers are responsible for the financial
performance for their respective sections. This is also applicable to those staff that have
been assigned, or as part of their role, or have responsibility for managing capital
projects or initiatives. Responsibilities related to this particular policy include:
• Developing an annual operating or capital budget for their respective area of
responsibility
• Monitoring financial performance throughout the year
• Advising the Director in a timely manner of any significant financial matters that
will impact their ability to deliver an expected program, service, project, or
initiative
• Carry out all transactions in accordance with municipal policies and procedures
(e.g. hiring, purchasing, contracts)
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Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
4. POLICY CONTENT:
The controls outlined in this policy apply only to budgeted operating and capital accounts
where over -expenditures may occur from time to time. Unbudgeted items related to new
projects or initiatives require Council or CAO approval, based on the authority provided
under municipal code 115.5.4 related to unbudgeted expenditures.
Operating Budget Financial Controls
The approved budget represents the approved spending authority for a particular
program or service and overall for the department. The following guidelines are intended
to provide departments with some flexibility to ensure the efficient and effective delivery
of services while providing proper level financial control and oversight related to the
operating budget accounts:
A General Manager, together with their staff, has the responsibility to deliver
programs or services based on the budgeted level of service approved by
Council as part of the annual budget process. This includes working within the
net total budget allocation that has been provided for their respective
departments.
2. A Director may approve overspending of any particular account or budget line by
making the necessary balancing decisions within a program or between
programs within their portfolio/or area of responsibility, provided that:
a. Total expenditures for the department do not exceed the net operating
budget approved by Council
b. Over -expenditures for a particular program do not exceed $100,000
c. Any transfers that are done to remain in a balanced budget position are
not between tax supported, enterprise, or utility programs
3. A General Manager may approve overspending of any particular account or
budget line by making the necessary balancing decisions between programs
within their department, provided that:
a. Total expenditures for the department do not exceed the net operating
budget approved by Council
b. Over -expenditures for a particular program do not exceed $100,000
c. Any transfers that are done to remain in a balanced budget position are
not between tax supported, enterprise, or utility programs
4. A General Manager shall report to the CFO any anticipated over -expenditure in a
Program that will result in them exceeding their net total budget for their
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Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
department as soon as such over -expenditure is reasonably known. The CFO is
authorized to approve in -year department budget adjustments provided that:
a. The amount of over -expenditure is less than $100,000
b. It's been determined that funding from other programs are not available to
offset the over -expenditure
c. The over -expenditure is reported to Council as part of the next operating
budget variance report
5. Any expenditures that would result in total expenditures exceeding the funding
available in a Program by an amount greater than $100,000 requires Council
approval. Council approval is deemed to have been provided for:
a. Purchases that are made in accordance with the emergency provisions of
the Purchasing By-law
b. Costs to be incurred that in the opinion of the General Manager and CFO
are unavoidable and required in order to ensure approved service levels
are met (e.g. winter maintenance)
Any costs incurred under the above provisions will be reported to Council as part
of the next operating budget variance report. A separate report to Council is
required for any other over -expenditures that fall outside of this process.
6. Operating Budget variances will be identified and reported to Council three times
a year based on June, September, and December financial results. An
explanation will be provided for variances of $100,000 or greater.
Capital Budget Financial Controls
The approved capital budget represents the approved spending authority for a particular
capital project or initiative. The following guidelines are intended to provide some
flexibility for the execution of projects while at the same time establish an appropriate
level of financial controls for capital budget accounts:
A General Manager, together with their staff, has the responsibility to effectively
implement and manage projects based on the approved scope, timeline, and
budget as approved by Council as part of the annual budget process.
2. General Managers may approve additional over -expenditures in a Capital Project
that exceed the original project budget where:
a. The original scope of the project has not changed
b. The amount of the over -expenditure does not exceed 10% of the original
budget or $250,000
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Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
c. Funding is available to fund the over -expenditure through the reallocation
of funding from other project(s) within the same program area
d. The over -expenditure is reported to Council as part of the next Capital
Status Report
3. A General Manager shall notify the CFO of any anticipated over -expenditure in a
Capital Project where it is determined that funding is not available through the
reallocation from other projects(s) within the same program area. The CFO will
work with the General Manager to determine other potential sources of funding.
The CFO is authorized to approve additional funding for a Capital Project where:
a. The original scope of the project has not changed
b. The amount of the over -expenditure does not exceed 10% of the original
budget or $250,000
c. Funding is available to be transferred from other department projects or
there is sufficient funding available in an appropriate Capital Reserve
Fund to fund the over -expenditure
d. The over -expenditure is reported to Council as part of the next Capital
Status Report
4. Any Capital Project for which anticipated expenditures will exceed the funding
available by an amount greater than 10% of the original budget or $250,000
requires Council approval. Council approval will be requested through:
a. A separate report to Council outlining the amount and reason for the
anticipated over -expenditure or;
b. A tender report that identifies the over -expenditure, justification for
proceeding with the award, and identifies an appropriate source of
funding to cover the anticipated budget shortfall or;
c. The next regular Capital Status Report
An exception to the above provisions is any purchase that is made in accordance
with the emergency provisions of the purchasing by-law.
5. Project Closures
A project is to be closed and any surplus funds returned to the original
source of funding if any of the following criteria are met:
• Project completed at or under budget as determined by the
General Manager
• Project completed over budget and recommended funding source
for over -expenditure has been identified
7 of 9
Page 129 of 191
Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
• Project deleted or deferred in order to finance new project or to
fund over expenditures in other projects and reported to Council
• The project has not commenced within two years after budget
approval and cannot be completed within a three year timeframe
after commencement (no signed contractual agreement or POs
issued)
• There has been no account activity on the project for the last 18
months
b. Exceptions to the above conditions:
• There is a need for funding to be rolled to future years, to be
utilized in projects that have a similar scope and require additional
funding (e.g. phase 1, phase 2)
• Project has not commenced within two years but an extension has
been requested by the General Manager and approved by the
CFO or their designate
6. Capital Status Updates to Council
To accurately administer and report on the capital budget, Departments will be
required to forward to Financial Planning, twice a year, an accurate status of
each project owned or managed by their department. The status must include a
description of the work in progress, the percentage of work complete, and a
projected forecast for completion. A semi-annual Capital Status Report (based
on June and December), will be prepared in each year to provide Council with an
update on the status of Capital Projects. This report would:
a. Provide the status of each Capital Project
Report any anticipated over expenditures in accordance with the
provisions of this policy and related financing adjustment
recommendations
c. Report any anticipated over expenditures for which there is insufficient
funding in the appropriate project and related financing adjustment
recommendations
d. Report any additional expenditures incurred after the project has been
closed and related financing recommendations
e. Report any proposed deletion or deferral of projects to either finance new
projects or to fund over -expenditures in other projects
Page 130 of 191
Policy No: FIN -PLA -2029
Policy Title: BUDGET CONTROL POLICY
f. Address material changes in scope or nature of capital projects, material
changes in timing with related financing adjustment recommendations
g. Report on any closures of capital projects
5. HISTORY OF POLICY CHANGES
Administrative Updates
Formal Amendments
9of9
Page 131 of 191
J
Staff Rep ort K� R
Community Services Department www.kitchener, ca
REPORT TO: Committee of the Whole
DATE OF MEETING: December 13, 2021
SUBMITTED BY: Jennifer Trommel en -Jones, Assistant City Solicitor (Corporate)
519-741- 2200 ext. 7264
Steve Roth, Manager, Community Centres
519-741- 2200 ext. 7077
PREPARED BY: Jennifer Trommel en -Jones, Assistant City Solicitor (Corporate)
519-741- 2200 ext. 7264
WARD(S) INVOLVED: All
DATE OF REPORT: December 8, 2021
REPORT NO.: CSD -2021-18
SUBJECT: Execution of Facility Rental Agreements
RECOMMENDATION:
That the Manager, Community Centres be authorized to execute one or more
agreements with Strong Start Charitable Organization to rent space in one or more
City Community Centre for the "Get Ready for School Program", said agreement(s)
to be to the satisfaction of the City Solicitor; and further,
That the Manager, Community Centres or the Director, Neighbourhood Programs and
Services be authorized to execute routine agreements for the short-term rental of
space at community centres, said agreements to be developed to the satisfaction of
the City Solicitor.
REPORT HIGHLIGHTS:
• The purpose of this report is to address a gap in signing authority, whereby community
partners and individuals wish to rent space at community centres and it is in the best
interest of the City to ensure that written agreements are entered into.
• A charitable organization, Strong Start, wants to partner with the City to provide a
program for children to "get ready for school" and has a form of agreement that they
wish for the City to sign.
• The key finding of this report is that these types of agreements are routine, and support
a vibrant and engaged community, and that delegated authority is appropriate and
necessary in order to ensure that programs can be accommodated and offered in a
timely fashion.
• There are no financial implications. Either the City will receive payment for the rental,
or, in cases where the rental is at no charge to the renter, the City will not be required
to pay.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 132 of 191
• This report supports the delivery of core services.
BACKGROUND:
Community centres offer spaces for residents and community partners to engage in public
activities. In addition to direct City programming, the City supports and encourages the use
of community centres to provide additional services and programs to City residents.
Traditionally, the use of City space has been accommodated by our facility booking system,
Active Net; by delegated authority for specific agreements; or, under alternate delegated
authority or City policies/by-laws (in the case, for instance, of agreements with the federal
or provincial government).
However, the City often works with individuals or community partners where the standard
Active Net form of rental contract is not able to accommodate the specific needs of the
renter. In these cases, staff would be required to obtain approval from Council prior to
permitting the rental. This is the case here, for the Strong Start program.
REPORT:
City staff have reviewed existing authority, policies and by-laws and have identified a gap,
whereby routine rental agreements are unable to be signed without Council approval. These
are typically short-term rentals, and may even be for one day, where the renter is asking to
provide a community service out of City space. These agreements represent little risk to the
City, as the use will be compatible with City -direct programming uses, and they represent a
substantial benefit, as they support a vibrant and engaged community.
For example, and the request that prompted this investigation, Strong Start is a charitable
organization that offers a "Get Ready for School Program" to assist children with early
literacy, and to help parents and caregivers learn how to support their children's learning at
home. It is a free program, and is particularly beneficial for children who have the challenges
of English as a second language or for children from low to middle-income families. In this
case, Strong Start wants to use space at various community centres for approximately 6
months, for 44 2 -hour classes, to offer the Get Ready for School Program. The proposed
community centres are Victoria Hills, Downtown, Williamsburg, Victoria Hills, Kingsdale,
Chandler Mowat, Bridgeport, Forest Heights, Country Hills, Centreville, and, Stanley Park.
The City would offer the space at no cost to Strong Start, and would also provide chairs,
tables and toys to accommodate the Programs needs. Strong Start has a standard -form
contract that they use for these Programs, and it includes these and other additional
components that are not present in the City's Active Net rental contract.
The recommendation contained in this report would clearly establish the authorized signing
representatives for documentation required for the day-to-day business between the City
and the renters of community centre spaces. Delegated authority is appropriate and
necessary in order to ensure that programs can be accommodated and offered in a timely
fashion. Council has already delegated authority to specific roles within the City to facilitate
City business, such as authority to the Manager, Parking Enterprise for short-term parking
agreements; and the Executive Director, Economic Development for temporary art contracts
valued at less than $10,000 — in each case, the delegated authority includes the requirement
that the agreement be to the satisfaction of the City Solicitor.
Page 133 of 191
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.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Michael May, Deputy CAO and General Manager, Community Services
Department
Page 134 of 191
Aft
a Repott
Chief Administrator's Office
wwwkitchenerca
REPORT TO: Council
DATE OF MEETING: December 13, 2021
SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning,
519-741-2200 ext. 7817
WARD (S) INVOLVED: All
DATE OF REPORT: December 6, 2021
REPORT NO.: CAO -21-005
SUBJECT: Compass Kitchener Strategic Plan Evaluation
RECOMMENDATION:
For information
REPORT HIGHLIGHTS:
• Compass Kitchener's evaluation of implementation of the 2019-2022 Strategic Plan
covers the period from 2019 to 2021.
• Compass Kitchener evaluated 6 completed projects as meeting expectations and another
6 completed projects as exceeding expectations.
• Compass Kitchener has made recommendations related to areas for further attention in
the ongoing implementation of the strategic plan.
• There are no financial implications associated with this report.
• This report helps implement the City's commitment to accountability outlined in its 2019-
2023 Strategic Plan.
BACKGROUND:
The 2019-2022 Strategic Plan was approved by Council in June 2019.The Compass Kitchener
Citizen Advisory Committee has the mandate to annually report directly to Council with their
evaluation of implementation of the City's strategic plans. In 2020 Compass Kitchener reported
to Council on its Evaluation Guide that was developed in consultation with the Corporate
Leadership Team. Due to limitations resulting from the pandemic Compass Kitchener has only
now been able to produce its first comprehensive evaluation of the 2019-2022 Strategic Plan.
Compass Kitchener representatives Judy Stephens -Wells, Chair and Omar Samad, Vice Chair
will be making a presentation to Council. It is included as Appendix A to this report.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 135 of 191
REPORT:
Pandemic Impact
Kitchener's response to the pandemic and resulting changes to city operations, impacted staff's
ability to deliver the strategic plan actions as planned. In 2019, 3 strategic actions were
completed, 3 strategic actions were also completed in 2020 and 7 strategic actions were
completed in 2021. To date 13 of the 25 strategic plan actions have been completed.
Compass Kitchener Approach to Evaluation
Compass Kitchener takes the viewpoint of interested citizens and considered Timing, Impact,
Accountability and Budget criteria in undertaking the evaluation. Compass Kitchener considered
evaluation criteria for the strategic actions developed in consultation with Kitchener's Corporate
Leadership Team. Compass Kitchener also reviewed progress reports staff provided to Council,
information on the projects included on the website, presentations from staff and input from
representatives from the other citizen advisory committees in preparing the evaluation.
Compass Kitchener has prepared a report to Council and it is included as Appendix B to this
report.
Compass Kitchener evaluated 12 of the completed strategic plan actions as one project was
completed after Compass Kitchener's evaluation. After completing the evaluation process
Compass Kitchener rated completed actions as:
Not Meeting Expectations,
Meeting Expectations, or
Exceeding Expectations
The detailed evaluation criteria is as follows:
Not Meeting Expectations
• Late -delivery of deliverables without explanation/valid reasons
• Poor quality of deliverables — lack of clarity
• Poor quantity of deliverables
• Non-delivery of deliverables
Meeting Expectations
• Models the vision of caring, innovation and vibrancy
• Achieves specified criteria
• Contributes positively to the success of the city
Exceeding Expectations
• Set and met challenging objectives and showed initiative in meeting them
• Proactively planned, problem solved and initiated solutions
• Stepped outside of existing responsibilities to add value
• Puts the public at the center of work
Page 136 of 191
• Identifies breakthrough concepts
• Is regarded as a knowledgeable resource
• Exhibits mastery
• Impacts exceed specified criteria
• Elevates strategic plan implementation - Is an exceptional contributor to strategic plan
success
Strategic Plan Highlights for the Citizen Advisory Committees
Compass Kitchener convened a meeting on May 6, 2021 with representatives from all of the
Citizen Advisory Committees to gain additional public input on the evaluation of implementation
of the Strategic Plan. The following chart summarizes their identified highlights of the strategic
plan implementation. The summary of the engagement with the advisory committees is included
as Appendix C to this report.
Great CUstomer service in1batives
including portal and improved website
were mentioned to times.
Development of
including Make it
Kitchener 2.0 were mentioned
7 times each.
Caring Community initiatiovert:, including
CTS, Sanguen training, mental health
strategy and anti -stigma training were
mentioned 6 times.
Compass Kitchener Evaluation
PeopLe-firiendly tirarisi! or°tati°ioiii initia dves
including cycling grid, cycling and trails
master plan, and pedestrian first streets
were mentioned 4 times.
Progress drrring p aradernic was mentioned
3 times
-----------------------------------------------------
planning for Vibrancy and People First
City received i mention each.
In summary 6 strategic actions met expectations and 6 strategic actions exceeded expectations.
One recently completed strategic action will be evaluated in 2022, along with other strategic
actions completed in 2022.
Projects Meeting Expectations
• Community Climate Action Plan
• Customer Satisfaction Program
• Multi -language Customer Service
• Complete Streets
• Reduce Stigmas through staff training and CTS support
• Urban Design Manual
Page 137 of 191
Projects Exceeding Expectations
• Cycling and Trails Master Plan
• Housing for All Strategy
• Make it Kitchener 2.0 Strategy
• Corporate Climate Action Plan
• My Kitchener Citizen Portal
• Corporate Equity & Anti -Racism Strategy
Compass Kitchener Recommendations and CLT response
Compass Kitchener identified the following areas where additional effort would be useful to
advance the implementation of the 2019-2022 Strategic Plan
• Budget and Project Management
• Progress Reports and Presentations
• United Nations Sustainable Development Goals
• Public Engagement
• Website
• Affordable Housing
• Strategic Plan Dashboard
CLT was invited to meet with Compass Kitchener on their evaluation of the implementation of
the Strategic Plan and provided responses to suggested improvements to areas needing
attention in implementing the Strategic Plan. This was shared with Compass Kitchener and is
included as Appendix D to this report.
Staff appreciate the valuable insight Compass Kitchener presents in representing the voice of
citizens. Staff are committed to implementing the 2019-2022 Strategic Plan and addressing the
areas Compass Kitchener identified as needing attention.
STRATEGIC PLAN ALIGNMENT:
The Strategic Plan states:
"We are committed to being accountable to the community we serve. The 2019-2022
Strategic Plan contains measurable, specific actions and a timeline for completion.
Our long-term financial plan, budgets and annual business plans will be aligned to
implement the Strategic Plan. We will measure and report on our progress to council
and the public throughout the life of this plan. We will report to council three times a
year and share results (both our successes and challenges) with Kitchener residents.
The City's Compass Kitchener Citizen Advisory Committee will review and assess
our progress, and publicly report on an annual basis how well we are doing."
Compass Kitchener's evaluation helps implements the City's commitment to accountability.
Page 138 of 191
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.
COLLABORATE — Compass Kitchener convened a well attended meeting of representatives
from Kitchener's citizen advisory committees in May 2021 to have a broader range of public
input and collaboration in the evaluation of implementation of the Strategic Plan. The summary
of results of the meeting are included as Appendix C to this report.
PREVIOUS REPORTS/AUTHORITIES:
CAO -20-004 2020 Business Plan Progress Report and Compass Kitchener Strategic Plan
Evaluation Guide
APPROVED BY: Dan Chapman, Chief Administrative Officer
Appendix A: Compass Kitchener Strategic Plan Evaluation Presentation
Appendix B: Compass Kitchener Strategic Plan Evaluation Report
Appendix C: Citizen Advisory Committee Input into the Strategic Plan Evaluation
Appendix D: Corporate Leadership Response to Compass Kitchener
Page 139 of 191
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
'ic2ui9-20,22, Strate5,
Ian Ali
tion
December 2021
R'S
1
Page 153 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Contents
Commentsfrom the Chair...................................................................................................................................................... 3
Introduction............................................................................................................................................................................4
ReportCard.............................................................................................................................................................................5
Approach.............................................................................................................................................................................
5
EvaluationRating................................................................................................................................................................6
EvaluationResults...................................................................................................................................................................7
CompletedActions..............................................................................................................................................................
7
ExceededExpectations.......................................................................................................................................................
7
Cycling & Trails Master Plan Strategic Plan Action.........................................................................................................8
AffordableHousing Strategy Action................................................................................................................................
9
Makeit Kitchener 2.0 Strategy......................................................................................................................................10
Online Customer Service Portal Development.............................................................................................................11
Corporate Climate Strategic Action Plan......................................................................................................................12
Equity, Diversity and Inclusion Strategy........................................................................................................................13
MetExpectations..............................................................................................................................................................14
CommunityClimate Action Plan...................................................................................................................................14
Multi -Language Customer Service................................................................................................................................15
Customer Satisfaction Program....................................................................................................................................16
Reduce Social Stigma and Support Safe Consumption and Treatment Facilities.........................................................17
CompleteStreets Guideline..........................................................................................................................................18
UrbanDesign Manual...................................................................................................................................................19
Projectsto be Completed.....................................................................................................................................................
20
Recommendations and Conclusions.....................................................................................................................................21
Budget and Project Management Accountability.........................................................................................................
21
Website.........................................................................................................................................................................
21
Progress Reports and Presentations.............................................................................................................................21
AffordableHousing.......................................................................................................................................................
22
PublicEngagement........................................................................................................................................................22
United Nations Sustainable Development Goals (SDGs)..............................................................................................
22
StrategicPlan Dashboard..............................................................................................................................................22
OverallConclusion........................................................................................................................................................
23
2
Page 154 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Comments from the Chair
I am pleased to present Compass Kitchener's 2021 Report Card on the 2019-2022 Strategic Plan. The COVID-19 virus
has, over the past 20 months, led to a multitude of changes in cities and workplaces across Canada, and throughout that
time the City of Kitchener has demonstrated its ability to adapt to unexpected circumstances. Despite having to make a
number of temporary staffing changes, laying off some of its staff and diverting other staff to emergency tasks during
COVID-19, the City has now completed 13 of the 25 projects outlined in the Plan - definitely an accomplishment to be
celebrated!
One of Compass Kitchener's roles is to evaluate and advise Council on the City's implementation of its Strategic Plan.
Compass Kitchener designed its evaluation process following consultation with representatives of all the City of
Kitchener's Advisory Committees and with members of the City's Corporate Leadership Team. This report outlines the
Committee's approach to evaluation, the criteria relied upon throughout that process, and the recommendations that
the Committee felt would further strengthen the City's results.
Using criteria outlined in the report, each project was evaluated and categorized, determining whether it "Exceeds
Expectations", "Meets Expectations", or "Does Not Meet Expectations". Compass Kitchener committee members were
very impressed to find the evaluation process revealed that of the 13 completed projects it evaluated, six projects
exceeded expectations, the other six met expectations and one we have not yet evaluated.
Notable as well is the fact that many of the completed projects were exceptional in addressing needs and concerns that
intensified during the period of the pandemic in areas including:
• Building the City's economy and recovery from COVID
• Creating new ways to do business with the City online
• Setting out plans for climate action
• Supporting human -powered transportation and recreational use of trails
Having advocated for social issues to be included in the 2019-2022 Strategic Plan, Compass Kitchener was very
impressed with the outstanding City work on:
• Initiatives addressing homelessness and access to affordable housing
• Initiatives addressing equity and anti -racism
Compass Kitchener congratulates Council and staff on the leadership shown in implementing the Strategic Plan and
looks forward to evaluating the remaining projects upon their completion.
4V C
Judy Stephens -Wells
Compass Kitchener Chair
3
Page 155 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
ntroduction
The City of Kitchener's vision is "Together we will build an innovative, caring and vibrant Kitchener." To help achieve this
vision, the Strategic Plan approved by Council in June 2019 contains 5 goals and 25 action statements.
Compass Kitchener, a citizen advisory committee reports directly to Council with an evaluation of how well the City is
doing in implementing the Strategic Plan. Compass Kitchener developed evaluation criteria in collaboration with the
Corporate Leadership Team in 2019 and reported to Council on their evaluation approach in 2020. Compass Kitchener
consulted with representatives from all citizen advisory committees on the evaluation of progress in implementing the
strategic plan in 2021.
This report presents Compass Kitchener's 2021 Report Card on the 2019-2023 Strategic Plan which covers progress
made in 2019, 2020 and 2021. Compass Kitchener did not report in 2019 because the plan was approved in June 2019
and launched in September 2019. Compass Kitchener did not report in 2020 because Advisory Committee meetings
were not held for most of 2020 due to the pandemic.
Compass Kitchener is pleased to report that of the 13 actions completed to date, 6 exceeded expectations, 6 met
expectations and one we have yet to evaluate. The six projects that exceeded expectations are illustrated below.
n A A 0 u V
Welcme to My Kitchener -yoult find everythirig you
ne=ed, right here! Find a prograrn, pay your taxes or
urtdlitPes, find hospital walt throes and more,
Set up your personal dashboard:
q(i cl: ieineirm
Gm� ID
Ik,r
The report concludes with Compass Kitchener's recommendations for suggested improvements.
11
Page 156 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Report Card
Approach
Compass Kitchener takes the viewpoint of interested citizens and considered Timing, Impact, Accountability and Budget
criteria in undertaking the evaluation. Compass Kitchener considered evaluation criteria for the strategic actions
developed in consultation with Kitchener's Corporate Leadership Team. Compass Kitchener also reviewed progress
reports staff provided to Council, information on the projects included on the website, presentations from staff and
input from representatives from the other citizen advisory committees in preparing the evaluation. Answering the
following questions guided the evaluation.
•Were strategic actions completed in the expected timeframe?
•How did strategic actions deliver on anticipated or desired impacts?
•How did progress on, or completion of strategic actions make a difference in the city and for citizens?
•How well did the City do on presenting progress reports that were relevant, timely and publicly profiled?
•How well did the City do in making progress on developing a Strategic Plan Dashboard to improve
reporting?
•How well were the public engaged?
•Were strategic actions completed on or within budget?
December 2021 5
Page 157 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Evaluation Rating
After completing the evaluation process Compass Kitchener rated completed actions as:
• Exceeding Expectations
• Meeting Expectations, or
• Not Meeting Expectations
The following chart explains the classification for the three rating categories.
X
W
V
W
•Set and met challenging
objectives and showed
initiative in meeting them
•Proactively planned,
problem solved and initiated
solutions
•Stepped outside of existing
responsibilities to add value
•Puts the public at the center
of work
•Identifies breakthrough
concepts
•Is regarded as a
knowledgeable resource
•Exhibits mastery
•Impacts exceed specified
criteria
•Elevates strategic plan
implementation - Is an
exceptional contributor to
strategic plan success
December 2021
O
M
V
X
W
0
4-1
• Models values of
caring, innovation
and vibrancy
• Achieves specified
criteria
• Meets the city's
high-performance
reputation
• Contributes
positively to the
success of the city
• Late -delivery of
deliverables without
explanation/valid
reasons
• Poor quality of
deliverables — lack
of clarity
• Poor quantity of
deliverables
• Non-delivery of
deliverables
N.
Page 158 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Evaluation Results
Completed Actions
It was very positive to see action completions across the five Strategic Plan goals. Twelve of 2S strategic actions have
been completed to date. Three actions were completed in 2019, three actions were completed in 2020 and 6 actions
were completed in 2021. Completion of strategic plan actions by goal and date is illustrated in the following chart:
II TCI F1 IE N EISRa TR, A T EGi I C PL,AN .. ,
200, ger,. 202,2
People -friendly
Transportation
Complete streets
B%ikeshare
program
Protecle
network cycling
���Illl�i�li
Cyding and Trails
p Masterc Piein–
connectivity and
evinter mnaiint-ante
Pedestrian -first
streets
Exceeded Expectations
Environmental
Leadership
Corporate Climate
lection Plan
�i; IIII�I y Energy Efficiency
I�IIIW�II �� Reserve Fund
Comm"nity
° Climate Action plan
I Ii �' Sustainable Urban
4� Forestry Strategy
tree canopy + tree
planting
WasDiversion
riStrategy
0
Vibrant
Economy
. Urban Design
Manual
�pd�eIi Incubator and
kllllll�li���
accelerator networ
Make it Kitchener
NNr 2,D Strategy
City property
tovma rke property
Develop a vision
for Downtown,
9 rarrpm Yard, and
Civic District
lnk
Caring
Community
a Equity, Diversity
Inclusion Strategy
Affordable
k
Housing Strategy
Reduce social
r stigmas
�1�0 open Space Strateg
1111111, + Equitable facility
distribution
�Arts and Culture
1 hi",'������� Plain
The following six projects exceeded expectations:
• Cycling and Trails Master Plan • Affordable Housing Strategy
• Customer Service Portal • Corporate Climate Action Plan
Our evaluation of the 12 completed projects we evaluated follows.
December 2021
Great. Customer
Service
o Multi -language
interpretation support
customer satisfaction
program
Online customer
m service porta.I
set and
service leve mt¢nieate
NN�tt Customer experience
program program
December 2021 Update
• Make It Kitchener 2.0
• EDI Strategy
7
Page 159 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Cycling & Trails Master Plan Strategic Plan Action
Exceeds
Expectations
Strategic Plan Goal: People Friendly Transportation
Action: Improve connectivity and year-round maintenance to multi -use trails and pathways as
prioritized through the Cycling and Trails Master Plan with an initial target of providing year-
round access to a minimum of an additional 3 km of existing trails by 2022.
Completion Status: Completed in 2021 ahead of schedule and exceeded target with year-round
access provided to an additional 5+ kms of existing trails.
The Cycling & Trails Master Plan — Project Overview
The Cycling & Trails Master Plan guides development of safe and convenient active transportation options. It focuses on
creating networks for all ages and abilities that reflect current best practices. The Plan helps the City reduce automobile
dependence and greenhouse gas (GHG) emissions, provide more recreation and leisure options, increase physical
activity and improve public health outcomes, increase social connections, and reduce infrastructure demands. The
implementation strategy is action -oriented and identifies immediate priorities over the next 3 years, and short-term
priorities within 10 years to build momentum for cycling and trail use through strategic investments in engineering as
well as education and encouragement. Developed over a fifteen -month period through four phases, a Summary Report
and 5 component reports make up the Master Plan. Q11a.k.)
Award Winning
The Master Plan won an Award of Merit from the Canadian Institute of Planners based on its excellence, innovation,
impact on the profession, implementation potential and overall presentation. The jury noted that "all signs point to
increasing the use of cycling and other forms of personal mobility over time in Kitchener with the roll out and
implementation of the plan. It could certainly change the trajectory of travel patterns in the City of Kitchener and
improve health and modal split."
The Master Plan was also named the Transportation Planning Project of the Year by the Ontario Traffic Council (OTC).
The award recognizes excellence in transportation planning by highlighting projects that display innovation, support
sustainability and contribute to people's quality of life.
Compass Kitchener Evaluation
• Project information is available on city website, linked from the strategic plan page.
• An effective and meaningful public engagement strategy was employed. Throughout the process, the City engaged
with over 3,200 residents.
• The 3 km target has been reached ahead of schedule and exceeded.
• It was excellent to see involvement of Grand River Accessibility Advisory Committee given the challenges some
users have previously encountered with multi -modal trails.
• Impressive to see work sped up on some aspects of work on trails during COVID, when there was a clear need for
safe forms of outdoor recreation and transportation, and when special COVID funding could be leveraged
• It would be wonderful to see the City's smart technology lighting used to monitor the level of usage of the trails (to
help measure impact)
• Way -finding can still be a challenge using the trails - many would find paper maps of assistance (as opposed to
struggling with technology while biking)
December 2021
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Affordable Housing Strategy Action
Exceeds Strategic Plan Goal: Caring Community
Expectations Action: Create an Affordable Housing Strategy for Kitchener by 2020 in collaboration with the
Region of Waterloo, community groups and the development industry.
Completion Status: On Time - December 2020
Affordable Housing Strategy — Project Overview
Housing for All, Kitchener's affordable housing strategy, declares that housing is a human right and sets out tools that
the City can use to help make housing a reality for all. While still in the early stages of implementation, Housing for All is
already responsible for the development of over 100 units of new supportive housing. To create the plan, Kitchener
brought together a diverse group of people to provide advice on developing the strategy, including people with lived
experience, the non-profit community, the development community, academics, members of Council and city and
regional staff.
A Needs Assessment report presented to Council in January 2020 documented the complete range of housing needs in
Kitchener across the housing continuum. Targets to meet the needs were developed. The strategy is called, "Housing
for All" sets out the objective that everyone has a home and the actions within the strategy outline a clear course of
action to meet housing needs and the targets, and address issues over a five-year period. (fl.2.k.)
Award Winning
• Housing for All won the Peter J. Marshall Innovation Award — "a visionary plan with more than 40 actions to help
support the right to housing in Kitchener". "Kitchener's innovative approach to housing is an excellent example of
how municipal decision making can help contribute to a more equal society."
Compass Kitchener Evaluation
• Complete information on the website, including implementation progress, is linked on the strategic plan page
• Impressive collaborative effort and important inclusion of people with lived experience. Lots of opportunity for
input through workshops, Engage Kitchener surveys, 1 on 1 interviews etc., with about 500 people involved.
• Successfully switched from in-person to virtual engagement enabling timely project completion viewed as exceeding
expectations due to challenges posed by COVID
• Given the level of concern regarding homelessness and access to affordable housing voiced through the consultation
leading up to the 2019-2022 Strategic Plan, we were very impressed by the comprehensiveness of the strategy.
• Through developing the strategy, Kitchener pioneered providing people with lived experience a voice in influencing
the planning decisions that affect them the most.
• Importantly, understanding of the affordability problem was expanded to address affordability across the whole
spectrum of housing - from homelessness through affordability of both rental accommodation and home ownership.
• Recognizes housing as a human right, priority on homelessness & supportive housing, advocates for people in
encampments — consistently uses a people centered approach.
• Impressive to see "Quick wins"- provided temporary site for A Better Tent City when displaced from Lot 42,
committed land for YWCA supportive housing, tiny homes allowed and then promoted through a design competition.
• The increase in affordable housing stock that matches community need and demand, with the objective that
everyone has a home, can be measured.
• Progress needed on implementing Inclusionary Housing
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Make it Kitchener 2.0 Strategy
Exceeds
Expectations
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Strategic Plan Goal: Vibrant Economy
Action: Develop the Make it Kitchener 2.0 Strategy by 2020 with a focus on transformative
actions to ensure the attraction, success and retention of diverse businesses, talent, and
arts/culture across the city.
Completion Status: On Time 2020
Make it Kitchener 2.0 - Project Overview
Make it Kitchener 2.0 is an ambitious plan to support economic recovery and to propel our community and economy
forward by investing in catalytic growth opportunities and creating a resilient future where everyone can make a
difference. It has four components: Made by our Community, Our Call to Action, A Transformative Investment Strategy
and The Path Forward. Approved by Council on Oct 26, 2020. (II_i.in.lk)
Compass Kitchener Evaluation
• Good Info on website linked from Strategic Plan.
• Broad engagement - including 100 1-1 Interviews, 13 round table discussions (5-10 participants each), Online Survey
- 494 respondents - 600 ideas, 80 facilitated workshops - 150 participants - 700 ideas & comments
• Completed on time viewed as exceeding expectations given the challenges posed by COVID-19
• Compass Kitchener was impressed with the bold, innovative and aspirational tone of the strategy:
• "It's not just about doing more, it's about doing better!
• We need to solve major societal challenges such as affordable housing, environmental sustainability and the
elimination of systemic barriers.
• We need to aspire to have our own distinct vibrancy and vibe.
• We need to focus on growing employment sectors: health and social innovation and creative industries."
• The plan is structured very well - Shows exactly what the strategy is and how the funding allocation is divided
between the 5 areas. Shows what is immediate and what is longer term and explains the impact.
• While maintaining and supporting a vibrant active city is emphasized, one concern is that references to "makers"
seems to place great emphasis on "Creative Industries" —which often focuses primarily on commercially oriented
creative endeavours by private companies and excludes the visual, performing and other artforms by not-for-profit
entities. The strategy's photographic images are not inclusive of the significant contribution that this sector makes to
animation of our community and the number of people that it employs. Pleased to see that the recovery plan refers
more specifically to arts and culture (a term which includes private sector and not-for-profit arts components).
• It is excellent that the plan was written at a time that made it possible to address Post-COVID recovery - given the
challenges so many businesses have faced during COVID. The Make it Kitchener 2.0 recovery document sets out a
clear list of Initiatives and their status. Hopefully detailed documents outlining plans and SMART goals for the other
aspects of the MIK 2.0 Strategy will also be developed.
• Compass Kitchener appreciates that the plan does not rely on any tax increases — instead it is innovative in using
other sources for funding that won't impact residents and businesses.
• Encouraged to see the proposed support of businesses addressing the UN SDGs - which aligns well with the City's
interest in localizing the SDGs to the Kitchener context.
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Online Customer Service Portal Development
Exceeds Strategic Plan Goal: Great Customer Service
Expectations Action: Enhance customer experience online by delivering custom information, providing easy
access to services, and allowing financial transactions by 2021.
Completion Status: On Time 2020
Online Customer Service Portal Development — Project Overview
A centralized online service portal "MyKitchener" was launched in March 2021 in tandem with an updated website,
where citizens can access their e -services in one place through a personalized, single sign -on account. MyKitchener is
unique among municipal customer service portals in Canada because people can create a highly personalized and
customized experience for themselves, setting up their own individual accounts to include services they interact with.
Based on their address, MyKitchener also pulls information people may be interested in, including their nearest park,
community centre, swimming pool, road closures in their area etc.
The City released the portal recognizing that additional work was needed and citizens can provide input so there is
continuous improvement as changes are made. Accessibility is enhanced as the portal works with Google microphone,
making it possible to access the portal using Alex or Siri. Accessibility is also enhanced by a multi -language translation
service. Staff have already made improvements driven by customer feedback, including: improving the address finder
feature, adding an "unsubscribe all" feature to notifications, and adding a support widget that links to the 24-7
Corporate Contact Centre team and MyKitchener email. (link)
Compass Kitchener Evaluation
• Lots of information on the website but no link from strategic plan page
• Substantial community consultation and input throughout the design process, with over 5000 citizens and
consulted. Well documented public participation.
• The new portal is excellent. It was identified as one of the top highlights of the Strategic Plan accomplishments at
the May 2021 All Advisory Committees meeting.
• Easy to navigate. 76% of users say they find the portal easy to use.
• Big Improvement over previous website. Bigger font would be appreciated.
• To date, MyKitchener has been highly successful with 8,582 registered accounts by August 20, 2021 (just under 5
months) — far exceeding expectations for the first year to have 3,500 people create accounts by end of 2021.
• Compass Kitchener is impressed that new widgets and functionality will continually be developed and launched on
MyKitchener over time and customer experience improvements will continue to be driven by feedback from citizens
through the City's Customer Satisfaction Program. Being able to have improvements to the City's website
implemented while the portal was being launched and on an ongoing basis is very good and will make the site more
user friendly, engaging and effective.
• As there is really no easy vehicle for communicating regarding a concern/complaint (if you try to look up options for
doing that there are just a few specific links, eg. bylaw complaints), Compass Kitchener was pleased to learn that this
"Report a Problem" widget is under development.
• Compass Kitchener was really impressed to learn that the MyKitchener experience has made the City a leader in
online municipal services in Canada. Staff involved in the development of the project are frequently asked to speak
at conferences and to other municipalities who are now considering development of a similar online experience.
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Corporate Climate Strategic Action Plan
Exceeds Strategic Plan Goal: Environmental Leadership
Expectations Action: Launch and implement a Corporate Climate Action Plan by 2019 to achieve an absolute
greenhouse gas emission reduction of at least 8% by 2026
Completion Status: On Time 2019
Corporate Climate Action Plan — Project Overview
The Corporate Climate Action Plan is a detailed strategy to reduce the city's corporate greenhouse gas emissions by 8 per
cent by 2026. Numerous changes in five key areas will allow the city to mitigate its contribution to climate change and
adapt the city's infrastructure to protect against increasingly unstable weather. The five key areas identified as
opportunities are: Buildings, Pumping Stations, Fleet, Outdoor Lighting and Waste. The Corporate Climate Action Plan was
approved by Council April 15, 2019. Reporting annually on greenhouse gas emission reduction has commenced and
continues to 2026. (lu_D_I)
Compass Kitchener Evaluation
• Story Board on the city website is engaging way to reach the public with info.
• Public engagement incorporated a combination of staff, stakeholder and public engagement, including interviews
and group work, workshops, staff survey, front line visits and discussions intranet, steering committee, stakeholder
review, greencity committee, environmental committee, and the Mayor's State of City Address in 2019.
• Compass Kitchener is impressed that Kitchener took a leadership role and modeled behaviour to reduce greenhouse
gas emissions with concrete actions and changes on this very important issue.
• The 2019 progress report notes greenhouse gas emissions have been reduced by 27 per cent since 2010. The 2020
progress report notes emissions fell well below that goal, more than 20% below our benchmark year (2016). This is
due to the pandemic, which closed many facilities and altered the way the City provides service. Although 2020 was
not a typical year, it has shown reductions can be achieved.
• The Vision, Goals and process of data gathering are explained well.
• Compass Kitchener was pleased to see that the Annual Reports talk about ties to the United Nations Sustainable
Development Goals (SDGs).
• The Action Plan is visually well laid out and graphically pleasing.
• The Action Plan covers a lot of ground. However:
• This is a very technical report with lots of parts that are difficult for a lay person to understand. It has to be
read several times for understanding.
• Explanations are needed with graphs.
• Report would be easier to navigate if it had page numbers.
• Summary that explains - what does this mean for me as a citizen - would be helpful.
• Progress reports could be more succinct or have a short summary/coherent story.
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Equity, Diversity and Inclusion Strategy
Exceeds
Expectations
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Strategic Plan Goal: Caring Community
Action: Create a comprehensive Equity, Diversity and Inclusion Strategy by 2020 to combat
systemic barriers to full economic and social participation in the city.
Completion Status: The strategy was originally scheduled to be complete by December of 2020,
but shortly after the COVID-19 pandemic began in March of 2020, the work was paused and then
Task Force engagement shifted to an online format, with the end date revised to June 2021.
Equity, Diversity and Inclusion (EDI) Strategy - Project Overview
The strategy is now called the Corporate Equity and Anti -Racism Strategy. (I.ii_nl) Given the urgency of the issue, the
Mayor's Task Force with the support of staff directed and completed work on developing the strategy and implementing
its actions and deliverables. The strategy consists of the following 9 deliverables:
1. A full-time permanent staff team to lead equity, anti -racism and indigenous Initiatives (Complete)
2. An Equity, Inclusion & Anti -Racism Policy which outlines the corporate commitment and specific expectations
for leadership, staff and volunteers to support this commitment (Complete)
3. A fund for Black, Indigenous & Racialized Groups for community -led actions to decrease inequities and increase
opportunities and well-being for racialized communities (Complete)
4. A Corporate Equity & Anti -Racism Training Strategy (Complete)
5. A Demographic Data Collection Strategy to better understand and help identify systemic barriers and
opportunities to make the workplace and services more inclusive (underway)
6. An Equity & Anti -Racism Communications Guide for staff and leadership (underway)
7. A Human Resources Equity Audit and implement recommendations (underway)
8. Recommendations for a revised Youth Mentorship Program for low-income youth
9. An Equity & Anti -Racism Advisory Committee to Council (Complete)
Compass Kitchener Evaluation
• While there was extensive and innovative involvement of Task Force members including 17 representatives from
community organizations, 20 community members representing diverse groups, perspectives and lived experience,
support of 13 staff and participation of 3 members of Council, broader public engagement was limited.
• Social issues like equity, inclusion and diversity are very important to Compass Kitchener. We advocated to Council
for the Strategic Plan to include addressing social issues that were not considered in previous strategic plans.
• Given the diversity of Kitchener's population and the importance of issues of equity, diversity and inclusion in our
community, Compass Kitchener is very pleased to see the work accomplished by the Mayor's Task Force and the
development of the City's Corporate Equity and Anti -Racism Strategy.
• The community representation on this Task Force was the most significant driving force for the success of this work,
which had a clear focus on action -oriented items that can be feasibly implemented to set the foundation for
sustained, meaningful change throughout the city administration.
• The nine actions chosen by the Task Force represent the strategy. The actions went to Council individually for
approval or were addressed by staff, rather than having the strategy approved by Council. Six of the nine actions
have already been completed which is an incredible accomplishment. This demonstrates a clear commitment to
address inequity issues and exceeded expectations in reflecting a needed "Just Do It" attitude.
• Compass Kitchener looks forward to seeing more equity -based work come from the new staff team established to
fully address systemic barriers to full economic and social participation in the city.
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Met Expectations
The following six projects met expectations:
• Community Climate Action Plan
• Multi -language Customer Service
Community Climate Action Plan
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
• Customer Satisfaction Program
• Reduce Stigmas through staff training
and CTS support
• Complete Streets
• Urban Design Manual
Meets Strategic Plan Goal: Environmental Leadership
Expectations Action: Develop a Community Climate Action Plan with partner organizations by 2020.
Completion Status: Delayed from 2020 to 2021 completion
Community Climate Action Plan — Project Overview
The Community Climate Action Plan, entitled Transform WR, outlines the community path to an 80% reduction in
greenhouse gas emissions by 2050 and identifies actions within the region to reduce emissions by 30% by 2030. Local
councils endorsed the strategy and Regional Council approved it in June 2021. The strategy aligns with Kitchener's
strategic plan and commitment to environmental leadership. The strategy has been developed through
the ClimateActionWR collaborative lead by Reep Green Solutions, Sustainable Waterloo Region and funded by the cities
of Kitchener, Waterloo, and Cambridge as well as the Region of Waterloo. Qiin10
Compass Kitchener Evaluation
• The plan itself is available online - which is good. However, if a person looks to the City's website in trying to find out
about the City of Kitchener's work on a community climate action plan, it is very difficult to find.
• City staff were part of a strong collaborative effort engaging the Region, municipalities, townships and
environmental non -for -profits with input from over 1,600 people.
• It is a bold plan with many objectives - people will be pleased to see that.
• Until the specifics regarding implementation and planned actions are developed and widely shared it is not possible
for people to see how the objectives will be achieved.
• The plan itself is a very lengthy document. Many people do not have time to read a document of this length. It
would be helpful to have a short accessible summary of the strategy to share with the public.
• For the strategy to be effective, not only do people need to be aware and engaged, but this has to happen early
enough in the process to factor in longer-term decisions people will be encouraged to make e.g. investments in
more environmentally friendly home heating equipment; decisions regarding proximity of home to work and the
mode of transportation used to travel between the two.
• Given the broad collaboration, large number of entities involved and the impacts of COVID it is understandable that
the timeframe was extended.
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Multi -Language Customer Service
Meets
Expectations
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Strategic Plan Goal: Great Customer Service
Action: Provide on -demand customer service support in many languages through the
Corporate Contact Centre by 2020.
Comaletion Status: 2021 Delav due to staff
Multi -Language Service — Project Overview
ent in pandemic
The introduction of this service eliminates the need for customers experiencing language barriers to struggle to be
understood, to have to bring family or friends who speak English to their interactions with the City, or to have to make
appointments to return for what they need so that an interpreter can be present. On -demand multi -language
interpretation, which will link customers to an interpreter in their chosen language within 1-2 mins, ensures that all
customers can have equitable, comfortable and consistent service experiences as they interact with City services.
While progress on the introduction of multi -language interpretation was delayed by the pandemic, staff secured a
vendor and are finalizing training content for customer -facing staff in 35 City facilities. Staff training is underway with
multi -language interpretation services being advertised and offered to the public later 2021. The new on -demand
interpretation service will enable customers experiencing language barriers to have on -the -spot access to an interpreter
in the language of their choice, for telephone and in-person interactions, in more than 200 languages, 24-7.
Compass Kitchener Evaluation
• Compass Kitchener could not find information about this action on the website.
• We understand that the need for this service was well documented in earlier public engagement.
• It is very positive to see that this initiative has started. Our understanding is that it had to be started with fewer
languages and narrower scope than first intended — and Compass Kitchener looks forward to the City pressing on
with making available interpretation in the full range of languages and broader scope as originally planned, when
possible.
• It will be important to have good vehicles for gathering feedback about users' experience with interpretation services
in order to address any challenges identified.
• It will also be important to have an effective plan to publicize the availability of these interpretation services -
carefully designed to reach the audience that will benefit from this service. If people are not made aware that this
interpretation service is available, the language barrier will still stand as an obstacle.
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Customer Satisfaction Program
Meets Strategic Plan Goal: Great Customer Service
Expectations Action: Introduce a corporate -wide Customer Satisfaction Program that will allow for collection of
real time feedback from customers accessing city facilities, programs, and services by 2020.
Completion Status: 2020 On time
Customer Satisfaction Program — Project Overview
Introduced in late 2020, the Customer Satisfaction Program allows the City to check in regularly with customers by
collecting just-in-time/real-time feedback about our programs, services and facilities whether online, in-person or by
phone. Customer feedback about satisfaction, ease of use and open-ended comments are used to identify
improvements to the customer experience and are shared directly with service areas and senior management.
Compass Kitchener Evaluation
• Despite being launched in the midst of a pandemic, staff were able to adjust the program to reflect the new service
delivery models and limited -service offerings.
• At the time of our evaluation, the program has collected more than 5,500 responses about 23 City programs,
services and facilities. This feedback provided by customers has helped staff identify more than 20 recommended
improvements, 7 of which have been fully implemented, as well as a number of additional suggested improvements
under consideration by service areas.
• This is a great start, but we would like to see more done to enhance public awareness of this Great Customer Service
initiative - ensuring that there are a variety of ways for people to submit their feedback - e.g. surveys or
questionnaires available at community centres, feedback forms circulated to participants in various City programs
and activities e.g. youth night. It is difficult to find a vehicle on the City's website for voicing a concern or complaint
other than for specific items like By -Law complaints.
We wonder how will the public learn about this Customer Satisfaction Program and how can they provide their
feedback?
• We were pleased to learn that this program, which enables the City to make data -driven decisions about customer
improvements, is leading edge for Canadian municipalities and will continue to grow and evolve over time.
Note: Compass Kitchener was advised that the Great Customer Service strategic action: Implement a comprehensive
Customer Experience Review Program to help ensure services are easy and convenient to access from the customer's
perspective by 2022 has been completed after our evaluation was completed. Compass Kitchener will evaluate
implementation of this action in 2022.
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Reduce Social Stigma and Support Safe Consumption and Treatment Facilities
Meets
Expectations
Strategic Plan Goal: Caring Community
Action: experienced by those living with mental illness and addiction in our community through
staff training and supporting the creation of appropriate safe consumption and treatment
facilities in Kitchener.
Completion Status: No Timing noted in Strategic Plan - Action is complete as of 2020
Reduce Stigma through staff training — Project overview
An anti -stigma learning program for City staff was launched in the fall 2020 learning catalogue, with focus given to
addressing both mental health and addiction topics. The number of participants since 2020: 37 staff (as of January 2021)
The City is now providing Anti -stigma training as a core learning program with ongoing evaluation and customization as
required to meet the diversity of staff needs throughout the organization and to ensure the content is relevant to
evolving community needs. For 2021 the City partnered with Sanguen Health to provide updated Anti -Stigma training.
This is a local, "boots on the ground" organization that will offer more relevant training four times in 2021. This course
provides an introduction to harm reduction, recognizing overdose and overdose risk, reducing stigma toward those who
use substances and how to respond to people in complex mental health situations with compassion, dignity and respect.
Compass Kitchener Evaluation
• Information is not available on the city website about the training initiative
• Valuable experience was gained through the initial offering of training which has led to updating and strengthening
the relevance of the program through development of a partnership with Sanguen Health to provide the training.
Compass Kitchener looks forward to seeing more City staff participate in this training program.
• Given the time and thought that has gone into development of this program Compass Kitchener wonders if any of the
City's anti -stigma training could be made available to others in the community, beyond City staff (i.e. shared with
people from other organizations that deal with the public) - especially if training is done online.
Support Consumption and Treatment Services (CTS) - Project Overview
Kitchener Council support for CTS at Duke St was approved in 2019. CTS interim use of the Duke Street site became
operational in October 2019 and full use began in 2020. (I_I_rnle) A Regional report on the first year of operation reported
few impacts on neighbours. 80% of Community Advisory Group members agreed or strongly agreed that the CTS feels
like part of the community. 90% agreed or strongly agreed the CTS and its partners are responsive to addressing
concerns with the CTS. When asked if the CTS has negatively impacted the community, 70% disagreed or strongly
disagreed. Community Advisory Group members said more CTS locations and more rehabilitation services are needed in
Waterloo Region to support people using substances. When asked about what could be improved at the CTS, clients
said: They'd like the site to be open 24 hours a day. They are also concerned about stigma if others see them enter the
site.
Compass Kitchener Evaluation
• Info on the regional website is good but downloading is difficult. We suggest the City's strategic plan page link to the
regional information. Not clear how availability of service at CTS is publicized. How do people find out about it?
• The Region conducted public engagement and with its operating partner Sanguen, circulated info and held
information sessions for neighbours and stakeholders. It is encouraging to see that a number of the initial community
concerns raised have not been realized since the CTS commenced operation
• Compass Kitchener is pleased that the CTS in Kitchener was quickly set up and is addressing a critical need in the
community.
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Complete Streets Guideline
Meets Strategic Plan Goal: People -Friendly Transportation
Expectations Action: Develop a set of Complete Streets (safe and comfortable) guidelines and an associated
evaluation scorecard by 2020 to apply to roadway construction projects
Completion Status: 2019 - Ahead of schedule
Complete Streets — Project Overview
The plan for Complete Streets is to move away from car -centric designs to ones that make it safer and easier for
pedestrians, cyclists and transit. The guidelines and scorecard were approved by Council on October 21, 2019. Qi.in.lk)
City staff partnered with Wilfrid Laurier University's CMEG 305 Community Engagement and SE 330B Social Innovation in
the City classes to deliver community engagement for Complete Streets. Staff, students and advisors worked together to
plan and execute community engagement tactics and analyze and summarize the feedback provided by the community.
Having Complete Streets guidelines in place is expected to help the city avoid costly retrofits for traffic calming, sidewalk
infill and cycling facilities that often occur years after a street is built, because these features were not included in the
original scope of capital projects. Slight increases in capital funding may be required for higher order streets with
enhanced pedestrian crossings and cycling facilities. These will be assessed on a case-by-case basis and will be guided by
the Cycling and Trails Master Plan. The Guidelines note that Complete Streets can have increased maintenance costs.
Compass Kitchener Evaluation
• There is a link to the Complete Streets project page from the strategic plan page on the city website and it includes a
number of transportation projects.
• Two phases of engagement were conducted to gather initial feedback and confirm the Complete Streets guidelines
are reflective of community priorities. During the first phase, a variety of engagement tactics were conducted to
reach a broad cross-section of the community and hear from a variety of perspectives including over 600 residents,
city advisory committees, stakeholders.
• The guidelines and scorecard are quite technical. The full report is 134 pages, however there is a 20 -page
Community Edition which is helpful and more understandable for the public.
• It was positive to see that during the pandemic the City accelerated implementing some "slow streets' features that
advanced the complete streets philosophy.
• While the Complete Streets guidelines outline an ambitious plan designed to make the City a better place to move
around, it is too early to assess the impact of the guidelines or to see an increase in the number of complete streets
demonstrated through mapping.
W
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Urban Design Manual
Meets I Strategic Plan Goal: Vibrant Economy
Expectations I Action: Complete a new Urban Design Manual by 2019 that expresses city building and design
expectations to ensure vibrant new development throughout Kitchener.
Completion Status: 2019 — On time
Urban Design Manual - Project Overview
The Urban Design Manual spells out what the city expects from the designs of new construction and infill throughout
the city, in the designs of everything from green space to highrises, parking garages and new neighbourhoods. The
manual calls for the innovative use of technology, whether in the street or a public meeting: things like using augmented
reality 3D models at public meetings, so that people can get a much better sense of what a future development would
look like. Part A contains guidelines which set the direction for urban design in Kitchener. Applicable guidelines from Part
A will be referenced in an Urban Design Report accompanying a Development Application, where required. Part B
contains supplementary guidelines completed through other studies such as streetscape master plans. Part C contains
design standards. These provide detailed guidance for elements such as parking, landscaping, lighting, accessibility and
more. Council approval: September 9, 2019. (I_ii_2k)
Accountability may include a development review scorecard to grade implementation, periodic industry and public
surveys, and audits of approved projects. Reporting to be provided bi-annually, to accompany the Kitchener Great Places
Awards starting in 2021.
Compass Kitchener Evaluation
• The website includes the manual but not the process to develop it, or the staff report.
• The guidelines were developed utilizing the feedback, comments and collaborative efforts of public and local
stakeholders throughout the process. This included: 26 stakeholder and committee meetings, 6 coffee shop chats,
an open house at Doors Open Waterloo Region, 6 design charrettes with central neighbourhoods and a survey on
Engage Kitchener. Draft guidelines were presented to stakeholders twice -- once in April 2018 and again in February
of 2019. The commenting period was followed by stakeholder interviews with interested parties, and more than 300
written comments were received.
• The guidelines are quite technical and written for a professional audience. It would be helpful to have a more public
oriented summary.
• Although the new Urban Design Manual sets out a great vision for designing our City going forward, there is growing
public concern regarding the number of tall, high density developments currently being built which exceed various
City guidelines, and the perception that the City has received little from developers in return for these structures
that exceed guidelines - i.e. little received in terms of affordable housing, parks, vibrant public spaces/streetscapes,
cultural amenities — amenities that would improve the quality of life for the growing population in our community.
The concern is about both how much control the City actually has to attain developers' compliance with its
guidelines, and the scarcity of compensating resources received from developers when projects do exceed the
guidelines.
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Projects to be Completed
Twelve of 25 strategic actions listed below are underway but not yet complete. They will be evaluated on completion.
EVALUATION
PROJECTS TO BE COMPLETED
TIMING
TBD
Vibrant Economy strategic action: Complete a comprehensive review of city -owned properties
Delayed due
by 2020 to determine how they could be effectively used to advance city strategic objectives.
to pandemic
TBD
People -Friendly Transportation strategic action: Encourage and incentivize alternative modes of
Delayed to
transportation by developing and subsidizing a bikeshare program by 2021.
2022
TBD
People -Friendly Transportation strategic action: Install a continuous and protected cycling
Underway
network that connects adjacent neighbourhoods to the downtown by 2022.
TBD
People -Friendly Transportation strategic action: Develop a plan to create pedestrian -first streets
Underway
between Victoria Park and City Hall and between the ION and Kitchener Market by 2022.
TBD
Environmental Leadership strategic action: Starting in 2019, leverage the Energy Efficiency
2019 Start
Reserve Fund and other resources to reduce consumption and emission at our facilities and in
now on hold
operations.
TBD
Environmental Leadership strategic action: Implement the Sustainable Urban Forest Strategy
Underway
with a focus on establishing a tree canopy target by 2020 and eliminating the current (2018)
tree planting backlog by 2022. Strategy complete. Tree canopy target complete. Tree planting
backlog underway
TBD
Environmental Leadership strategic action: Reduce waste diverted to landfills by implementing
Delay due to
new diversion programs at our facilities and events by 2021.
pandemic
TBD
Vibrant Economy strategic action: Foster the creation of a city-wide network of incubators,
Delay due to
accelerators and co -working spaces by completing the buildout of 44 Gaukel in 2019, advancing
pandemic
work on a Creative Hub and undertaking business cases in 2019-2021 for the food
manufacturing and health/med-tech industries. 44 Gaukel completed in 2019. Hub & business
cases to complete
TBD
Vibrant Economy strategic action: Develop a vision for downtown Kitchener and continue to
Delay due to
position downtown Kitchener as a leading destination for redevelopment opportunities, with at
pandemic
least one new city owned -property brought to market by 2020. Finalize the Innovation District
(Bramm Yards) Master Plan by 2021 and the Civic District Master Plan by 2022.
TBD
Caring Community strategic action: Better utilize existing facilities, provide relevant
Delay due to
programming at community centers, support the equitable distribution of leisure programs and
pandemic
resources across neighbourhoods. Start work on the Mill Courtland Community Centre
expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron
Brigadoon Community Centre and an Open Space Strategy by 2021.
TBD
Caring Community strategic action: Engage a broad cross-section of the community including
Delay due to
the arts and creative industry sector and multi -cultural comm unities to develop an inclusive
pandemic
arts and culture Plan by 2021.
TBD
Great Customer Service strategic action: Set clearly communicated and specific service levels for
Underway
frequently asked about or accessed City services, including: tree maintenance, parking, property
standards complaints, snow clearing and grass cutting by 2022.
Page 172 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Recommendations and Conclusions
In the evaluation of each the completed projects Compass Kitchener noted suggestions for improvement. This section of
the report summarizes the following seven areas that we recommend need attention.
• Budget and Project Management Accountability
• Website and Strategic Plan Accountability
• Progress Reports and Presentation
• Affordable Housing
The report concludes with our overall conclusion.
Budget and Project Management Accountability
• Public Engagement
• United Nations Sustainable Development Goals
• Strategic Plan Dashboard
Evaluating implementation of the Strategic Plan was to include an evaluation of whether or not the work on each
strategic action was on budget or not. Budget information was not readily available for most projects, so this was not
possible to evaluate at this time. In the future it is important that budgeted cost of the project to be available and
reported on as part of a project management plan or terms of reference for the project. Compass Kitchener found it
more straightforward to evaluate implementation of strategic actions when they had a terms of reference or work plan
that set out expectations for project before the project began.
Website
The public can access much information very well on the website, and the website improvements are impressive,
however it is not clear how to access information on the key issues that Kitchener is addressing. The City recognizes that
more work is needed on the website on an ongoing basis as people seek to find information. At the All Advisory
Committees meeting we heard from people who regularly use the site or do research using the site indicating that it is
hard to find materials they are searching for; that having found a document it is often hard to retrace one's steps to it;
and that the links to documents contained in the website are often no longer functional. It was also suggested that
adding some Al elements linked to searches would be useful - so that following a search, text would pop up saying
something like " since you searched for xxxx, and you might find the following of interest..."
In numerous City reports reference is made to Compass Kitchener and its recommendations, however, if one searches
"Compass Kitchener" on the City's website, references to Compass Kitchener come up but not one that provides an
explanation of what Compass Kitchener is and its terms of reference. It would be helpful to have the search function
take a person to this info for each of the Advisory Committees.
In instances where the City is providing links to documents that include lots of photos and/or design elements like tinted
backgrounds on full pages etc., it would be very helpful if people could choose between downloading the document as
originally presented or a printer -friendly version that uses less ink and paper. The Make it Kitchener Strategy does this
but not many others.
Progress Reports and Presentations
Compass Kitchener appreciates that the Annual Business Plan and its regular progress reports are now more celebratory
of the accomplishments and reflect a more reasonable number of projects that the City can actually accomplish. In
completing our review of the Strategic Plan, the amount of information was challenging to absorb. We found it most
helpful when staff presented on their projects to Compass Kitchener. We got a better sense of the project's importance,
21
Page 173 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
its key points, challenges and achievements through staff's evident passion, pride and professionalism in addressing the
strategic plan actions. Short videos of staff presentations or speaking about their projects would be helpful for the
public. Staff and/or involved community members bring the projects to life and make the work relatable. We
understand that staff were constrained during the pandemic, but we recommend this be given consideration in
determining work priorities during the pandemic recovery.
Affordable Housing
To effectively address the affordable housing issue, it is critically important for the City to come up with clear definitions
for "affordable" and "attainable" housing within the non -for-profit and market contexts, as it is only with clear
definitions and the priority ascribed to each, that effective decisions will be made (regarding such things as inclusionary
zoning), and that targets will be met at the various levels of need.
It is also critically important for the City to develop legally binding agreements, that will ensure that when projects
generate housing that can be purchased at an affordable price, those housing units remain affordable in perpetuity (i.e.
not just affordable to the first purchasers of those units).
Having gathered data that clearly outlines the need for affordable housing at various levels within the rental and
ownership contexts, it will be important to ensure that that data is regularly updated and reported on to Council, so that
future decisions will be informed by accurate up-to-date data.
Public Engagement
The City has placed great emphasis and done much work organizing community consultation processes around issues
and projects and has often done so very successfully. There needs to be an emphasis placed on the importance of being
sure to communicate back to on people how their input has been used or made a difference. We have heard people
voicing frustration with consultation processes in a few veins:
• feeling that the views expressed through consultation processes made no difference to the City;
• feeling that some consultations are simply carried out so that the City can say it has consulted with people, when
there is no commitment to giving serious consideration to the input provided; and
• frustration that a community meeting that might have been held regarding a specific project, didn't happen.
Ensuring that consultation processes are managed well and lead to meaningful input is something we need to be
sensitive to when we hear people raising these frustrations, it raises concerns. It underscores the need for the City to be
even more vigilant in ensuring that people who provide input through consultation processes ultimately have an
opportunity to gain a sense of how the overall input received impacted decision-making.
United Nations Sustainable Development Goals (SDGs)
Compass Kitchener is encouraged to see SDGs being referenced in work on several strategic plan actions and looks
forward to seeing the Kitchener's work on localizing the SDGs come to fruition.
Strategic Plan Dashboard
Compass Kitchener's longstanding recommendation of a Strategic Plan Dashboard tracking progress on the projects in
the Strategic Plan has not been addressed. The City's Strategic Plan is not just a plan that sits on the shelf to be dusted
off occasionally. It is meaningful and relevant to people.
22
Page 174 of 191
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Currently it is too difficult for citizens to access information about the work the City has done on the projects in its
Strategic Plan - as a result, the City's accomplishments can go unnoticed.
Why have a Dashboard
• Provide citizens with an overview of the important issues the City has included in its Strategic Plan
Enhance public understanding of the City's work done on each project in the Strategic Plan
Provide easy access to more detailed information about the City's accomplishments, without the frustration of
conducting separate searches to try to track down information
Ideal Format — cascading tiers of information
• Tier 1 - a short, simple description of the project and its current status
Tier 2 - links enabling readers to view a few key documents indicating the project's progress or completion
(e.g. the draft strategy or final project report)
Overall Conclusion
We cannot stress enough how very impressive it is to see 12 Strategic Plan projects completed and extensive public
consultation incorporated into many of the projects, despite the challenges posed by COVID-19.
Consistent project management standards, statement of desired impacts and clear articulation of budgets and timelines
would strengthen project results, transparency and accountability.
Consistent reporting on all Strategic Plan projects, on a Dashboard on the City's website, would keep the public better
informed of the City's accomplishments.
Compass Kitchener would like to work with CLT to refine the process of developing criteria for evaluating impact for the
next Strategic Plan.
It is very impressive that six of the twelve completed projects clearly exceeded expectations - an outstanding
accomplishment that we want to recognize and celebrate!
Congratulations to Council and staff and the many citizens who provided input on the excellent work to date.
23
Page 175 of 191
Compass Kitchener and All Advisory
Committee Chairs and Vice -Chairs
Meeting
Summary of Workshop Results May 6, 2021
Page 176 of 191
ALL Advisory Committee Chairs and Vice -Chairs Meeting
Summary of Workshop Results May 6, 2021
Tell us in one Word how you are feeling
today
xc&I II IIIc vt
IIID
olvervvhdrned
ca��rn
444�Muomiq ������ami���
r�O%
�/L ���0%D'
good
Ge
IIYe
§�eepy
Page 177 of 191
All Advisory Committee Chairs and Vice -Chairs Meeting
Summary of Workshop Results May 6, 2021
What are the highLights of the Strategic
Plan to date?
r'ea't, cus'toll"in llr seirVice i16i lla'tluves
including portal and improved Website
Were mentioned so times.
Development of .
including Make it
Kitchener 2.0 Were mentioned
7 times each.
Caring Commi..Anity iiiniiitpatiiives including
CTS, Sanguen training, mental health
strategy and anti -stigma training Were
mentioned 6 times.
Ili:Deopi e,....° firbiridly III:;uwaunsIIpoiirl:alll:;liioiir°u iiiinii111:.iiial.iiives
including cycling grid, cycling and trails
master plan, and pedestrian first streets
Were mentioned 4 times.
p° Irogress dulriilrig palu delmiic Was mentioned
3 times
1: anniiing for Vibrancy and Ilf::)eolple First
Cliity received 1 mention each.
3
Page 178 of 191
All Advisory Committee Chairs and Vice -Chairs Meeting
Summary of Workshop Results May 6, 2021
What areas need more attention?
) erlpi.e°firlii�� indi.y tirar°uslpoirt,alll:.iibirii including
pedestrian safe streets were mentioned
13 times.
related actions were
mentioned 12 times.
Urbain II" esigrm and AccessiblUity were
mentioned 4 times each
0
[::` t,ulity, IU:`Aveirslity and, liiricili,isli )in , intlii.,,.
Stiigirna including public education on
addictions and unimet rnlUestoiries were
each mentioned 2 times.
Creative IIE coir ()urn as well as Coininectloirls
received 1 mention each.
Page 179 of 191
All Advisory Committee Chairs and Vice -Chairs Meeting
Summary of Workshop Results May 6, 2021
Projects/issues identified as being of
shared interest
Mayor'" y Couiinclut form Ill iutollheii�meir,
Mayor's Adviiisciim
Sein�iors Most of the areas. Pedestrian First
streets, develop a vision for downtown,
EDI strategy, multi -language support,
customer service experience program, set
and communicate service levels.
Compass Illiitolhermeir Age friendly lens,
inclusionary zoning related to affordable
housing, developing a vision for downtown,
City owned property review, EDI strategy,
Equitably distribute leisure facilities,
customer experience program, promoting
cross -collaboration and learning from each
others work.
4°°Illeir�nage Ill lutcIlhein sir:: Heritage awareness/
resources, volunteers, neighbourhood
awards, tourism/arts and culture EDI,
complete streets, urban design, and
climate action.
Sustainable urban forest strategy, cycling
and trails, complete streets, sidewalk snow
clearing, energy efficiency reserve fund,
waste diversion strategy.
Downtown, economic development,
tourism, arts and culture, general
collaboration, bikeshare program,
pedestrian first streets, EDI, customer
satisfaction program.
Cc[Jiiiirmg airu�:] """1111""'iir6ii1&� People friendly
transportation (all), snow clearing, safety
and accessibility, downtown, urban design,
climate action.
lf;;;;;oormorm°mliio III evetollpirmrmeirt Advisoiry
Cornirrmiiittee, [Would] take it back to the
group for discussion. Downtown, tourism,
arts and culture, economic development
lens fits with a lot of other committee's
work.
Accessibility, cycling and
trails, pedestrian first streets, sidewalk
snow clearing, develop a vision for
downtown, EDI strategy, protected bicycle
network, complete streets, affordable
housing, urban design manual - disability
friendly lens.
5
Page 180 of 191
All Advisory Committee Chairs and Vice -Chairs Meeting
Summary of Workshop Results May 6, 2021
How Would a citizen dashboard
help you in assessing Strategic Plan
Progress?
Acces§illlAl.lil.y to l[ ata including being able
to quickly and openly access data in real
time was mentioned 9 times.
was
mentioned 6 times.
Granularity and Coiaiparisons as well
as Data driiiven deciiisiiion rnalkliing and
feedback were mentioned
4 times each.
i eirsouriai.11kirio Ledge aired ur°eirnaIiiirlIiiirlg
iinforiruri*d as well as being Wary of ov iir
µliiurm°iull.i.liiluic;l.lii�urru were mentioned
3 times each.
AccourftalblR ty was mentioned 2 times.
"I imelliiiness received 1 mention.
Page 181 of 191
All Advisory Committee Chairs and Vice -Chairs Meeting
Meeting Attendees May 6, 2021
Committee Chairs and Vice -Chairs and Compass Kitchener Members
Mark Bingeman
Economic Development Advisory Committee
Dawn Clelland
Grand River Accessibility Advisory Committee
Danielle Deveau
Economic Development Advisory Committee
Maggie Deveau
Mayor's Advisory Council for Kitchener Seniors
Jennifer Duschesne
Environmental Advisory Committee
Justin Gaudon
Environmental Advisory Committee
Lynn Gazzola
Compass Kitchener
Jean Haalboom
Heritage Kitchener
Sam Hossack
Heritage Kitchener
Vicci Jenkins
Cycling and Trails Advisory Committee
Courtney Kidd Chubb
Safe and Healthy Community Advisory Committee
Ruth Lavender
Compass Kitchener
Jeannette Makad
Downtown Action Advisory Committee
Alicia Monteith
Safe and Healthy Community Advisory Committee
Hosherdar Polad
Arts & Culture Advisory Committee
Brenda Robinson
Grand River Accessibility Advisory Committee
Matthew Rodrigues
Cycling and Trails Advisory Committee
Judy Stephens -Wells
Compass Kitchener
Linda Terry
Compass Kitchener
Lori Trumper
Compass Kitchener
Brandon Van Dam
Downtown Action Advisory Committee
Fanny Villarte
Mayor's Advisory Council for Kitchener Seniors
Kari Williams
Compass Kitchener
City Staff
Karen Cooper Manager, Business and Stategic Planning, Office of the CAO
Kathryn Dever Director, Strategy and Corporate Performance, Office of the CAO
Michele Kamphuis Business Development and Conservation Strategist, INS
Linda Korabo Executive Assitant to the CAO
Andrew Ramsaroop Engagement and Program Manager - Housing Strategy, DSD
Melissa Ryan Manager, Service Coordination and Improvement, INS
Corina Tasker Internal Auditor, Office of the CAO
7
Page 182 of 191
City Staff Response to Compass Kitchener's Evaluation of Strategic Plan Implementation
Areas Needing Attention from the City
Staff Response
Budget and Project Management Accountability
Evaluating implementation of the Strategic Plan was to include an evaluation
The Corporate Leadership Team recognizes
of whether or not the work on each strategic action was on budget or not.
that project management standards are
Budget information was not readily available for most projects, so this was
needed and had this on its workplan. Work
not possible to evaluate at this time. In the future it is important that
did not proceed due to the pandemic. It is
budgeted cost of the project to be available and reported on as part of a
expected that in 2022 this work will be co -
project management plan or terms of reference for the project.
ordinated by the Strategy and Corporate
Performance division.
Compass Kitchener found it more straightforward to evaluate
implementation of strategic actions when they had a terms of reference or
work plan that set out expectations for project before the project began.
Website
The public can access much information very well on the website, and the
website improvements are impressive, however it is not clear how to access
information on the key issues that Kitchener is addressing. The City
recognizes that more work is needed on the website on an ongoing basis as
people seek to find information.
At the All Advisory Committees meeting we heard from people who
The City is committed to continuous
regularly use the site or do research using the site indicating that it is hard to
improvement on the city website.
find materials they are searching for; that having found a document it is
often hard to retrace one's steps to it; and that the links to documents
contained in the website are often no longer functional. It was also
suggested that adding some Al elements linked to searches would be useful -
so that following a search, text would pop up saying something like " since
you searched for xxxx, and you might find the following of interest..."
Staff will enhance the citizen advisory
In numerous City reports reference is made to Compass Kitchener and its
committee content, including Compass
recommendations, however, if one searches "Compass Kitchener" on the
Kitchener content, on the website. This will
City's website, references to Compass Kitchener come up but not one that
improve the ability of the search function
provides an explanation of what Compass Kitchener is and its terms of
to provide results for citizen advisory
reference. It would be helpful to have the search function take a person to
committees.
this info for each of the Advisory Committees.
In instances where the City is providing links to documents that include lots
Going forward for large corporate
of photos and/or design elements like tinted backgrounds on full pages etc.,
documents, like the Strategic Plan, Urban
it would be very helpful if people could choose between downloading the
Forest Strategy, Master Plans and the
document as originally presented or a printer -friendly version that uses less
Official Plan, etc. printer friendly options
ink and paper. The Make it Kitchener Strategy does this but not many others.
for documents will be provided.
Page 183 of 191
City Staff Response to Compass Kitchener's Evaluation of Strategic Plan Implementation
Progress Reports and Presentations
Compass Kitchener appreciates that the Annual Business Plan and its regular
progress reports are now more celebratory of the accomplishments and
reflect a more reasonable number of projects that the City can actually
accomplish.
In completing our review of the Strategic Plan, the amount of information
Staff presentations will be made to
was challenging to absorb. We found it most helpful when staff presented
Compass Kitchener.
on their projects to Compass Kitchener. We got a better sense of the
project's importance, its key points, challenges and achievements through
staff's evident passion, pride and professionalism in addressing the strategic
Short videos of staff/community members
plan actions.
speaking about their projects were planned
Short videos of staff presentations or speaking about their projects would be
for public use as part of implementing the
helpful for the public. Staff and/or involved community members bring the
strategic plan but put on hold due to the
projects to life and make the work relatable. We understand that staff were
pandemic. A year end video was produced
constrained during the pandemic, but we recommend this be given
for 2020 and one is being prepared for
consideration in determining work priorities during the pandemic recovery.
2021 year end.
Affordable Housing
Work on defining affordability is underway
To effectively address the affordable housing issue, it is critically important
by planning staff in Kitchener, Cambridge
for the City to come up with clear definitions for "affordable" and
and Waterloo.
"attainable" housing within the non -for-profit and market contexts, as it is
Note that other municipalities have time
only with clear definitions and the priority ascribed to each, that effective
limited provisions for securing affordable
decisions will be made (regarding such things as inclusionary zoning), and
housing eg, 15 to 25 years. Staff will
that targets will be met at the various levels of need.
review this and conditions for legal
It is also critically important for the City to develop legally binding
agreements as part of developing the
agreements, that will ensure that when projects generate housing that can
inclusionary zoning policy and zoning
be purchased at an affordable price, those housing units remain affordable
bylaw.
in perpetuity (i.e. not just affordable to the first purchasers of those units).
The Planning division has the responsibility
Having gathered data that clearly outlines the need for affordable housing at
to maintain the housing data. The Equity,
various levels within the rental and ownership contexts, it will be important
Anti -Racism, and Indigenous Initiatives has
to ensure that that data is regularly updated and reported onto Council, so
the responsibility to report to Council on
that future decisions will be informed by accurate up-to-date data.
implementation of Housing for All.
United Nations Sustainable Development Goals (SDGs)
Staff have been working on the foundation
Compass Kitchener is encouraged to see SDGs being referenced in work on
for localizing the SDGs to the Kitchener
several strategic plan actions and looks forward to seeing the Kitchener's
context and anticipate localization will be
work on localizing the SDGs come to fruition.
completed through creation of the next
Strategic Plan.
Page 184 of 191
City Staff Response to Compass Kitchener's Evaluation of Strategic Plan Implementation
Public Engagement
The City has placed great emphasis and done much work organizing
community consultation processes around issues and projects and has often
done so very successfully. There needs to be an emphasis placed on the
importance of being sure to communicate back to on people how their input
has been used or made a difference. We have heard people voicing
frustration with consultation processes in a few veins:
feeling that the views expressed through consultation processes made
no difference to the City;
feeling that some consultations are simply carried out so that the City
can say it has consulted with people, when there is no commitment to
giving serious consideration to the input provided; and
frustration that a community meeting that might have been held
regarding a specific project, didn't happen.
Ensuring that consultation processes are managed well and lead to
meaningful input is something we need to be sensitive to when we hear
people raising these frustrations, it raises concerns. It underscores the need
for the City to be even more vigilant in ensuring that people who provide
input through consultation processes ultimately have an opportunity to gain
a sense of how the overall input received impacted decision-making.
Strategic Plan Dashboard
Compass Kitchener's longstanding recommendation of a Strategic Plan
Dashboard tracking progress on the projects in the Strategic Plan has not
been addressed. The City's Strategic Plan is not just a plan that sits on the
shelf to be dusted off occasionally. It is meaningful and relevant to people
Currently it is too difficult for citizens to access information about the work
the City has done on the projects in its Strategic Plan - as a result, the City's
accomplishments can go unnoticed.
Why have a Dashboard
• Provide citizens with an overview of the important issues the City
has included in its Strategic Plan
• Enhance public understanding of the City's work done on each
project in the Strategic Plan
• Provide easy access to more detailed information about the City's
accomplishments, without the frustration of conducting separate
searches to try to track down information
Ideal Format — cascading tiers of information
• Tier 1- a short, simple description of the project and its current
status
Tier 2 - links enabling readers to view a few key documents
indicating the project's progress or completion (e.g. the draft
strategy or final project report)
Staff agree on the importance of
communicating back to on people how
their input through consultation has been
used or made a difference.
The Communications Engagement staff has
been monitoring closing the loop on public
engagement to remind staff to include links
to reports so people can see how their
input was used.
In Development Services, planning staff
have made progress on explaining how
input received is used in preparing studies
and considering development applications.
The Cycling and Trails Master Plan and the
Housing for All Strategy are good examples
of resident engagement leading the
development of the work.
We agree these approaches need to be
rolled out more broadly.
A simple dashboard including a graphic
representation and AODA description, will
be added to the Strategic Plan web page to
consistently summarize status of projects
with links to tier one and tier two
information.
Page 185 of 191
Aft
a Repott
Chief Administrator's Office
wwwkitchenerca
REPORT TO:
Council
DATE OF MEETING:
December 13, 2021
SUBMITTED BY:
Kathryn Dever, Director Strategy & Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY:
Kathryn Dever, Director Strategy & Corporate Performance,
519-741-2200 ext. 7370
WARD (S) INVOLVED:
All
DATE OF REPORT:
November 29, 2021
REPORT NO.:
CAO -2021-7
SUBJECT:
K -W Joint Services Initiative Committee 2021 Update
RECOMMENDATION: That report # CAO -2021-7, regarding K -W Joint Services Initiative
Committee 2021 Update, be received for information.
REPORT HIGHLIGHTS:
• The report provides Council with an update on recent and active Joint Services Initiatives
between Kitchener and Waterloo.
• Of 5 joint initiatives undertaken over the last year, 1 was successfully completed, 3 will
carry forward into 2021, and 1 did not proceed.
• Three new joint initiatives will be added to the program for 2022
• There are no financial implications associated with this report.
• The community was informed by posting of the report to the City's website with the
agenda in advance of the Council meeting, and current information on the joint services
page of the City's website.
• This report supports the delivery of core services.
BACKGROUND:
This report is intended to provide Council an update on Joint Services Initiatives between
Kitchener and Waterloo. The two Cities have an established history of collaboration and
cooperation, and a formalized approach to joint initiatives through the Kitchener -Waterloo Joint
Services Initiatives Committee (JSIC) for over 15 years. The initiative seeks to maximize
effectiveness and efficiency of resources and service delivery, complete strategic joint
initiatives, and transfer knowledge/build capacity from each city's best practices — all to benefit
residents in both cities. Over 75 joint initiatives have been undertaken — some formally
completed, and others continuing as ongoing collaborations. An annual program of joint
projects is identified in the fall for the upcoming year. These joint projects are reviewed by the
JSIC and certain projects are identified for inclusion in the formal program. Staff track progress
of the initiatives including service improvements, efficiencies and any cost savings achieved,
which are reported to Council in this annual report. The JSIC also supports collaboration
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 186 of 191
opportunities arising throughout the year that are not formally planned, which provide mutual
benefit and efficient use of collective resources.
REPORT:
Annual joint initiative opportunities are identified in the fall for the upcoming year, with
suggestions scoped prior to review by the JSIC, which includes the CAOs and senior leadership
teams of each municipality. At the JSIC's annual meeting, the committee reviews opportunities
and considers the following criteria in setting annual joint initiatives:
• Enhances the ability of either city to deliver or develop a service or program outside of its
resources,
Creates service -level improvements, while maintaining costs or producing future savings,
Provides operational and/or capital opportunities, and/or
• Features best practices of both organizations.
The JSIC met to review progress on 2021 initiatives and other collaborations underway between
the two cities; due to the complexity of continuing joint initiatives and ongoing pandemic response
and recovery, the committee did not identify new initiatives for 2022.
2021 Joint Services Initiative Accomplishments
One initiative was successfully completed; key accomplishments are highlighted below:
Speed Limit Review: Both Cities, along with other regional partners are undertaking a review of
the uniform speed limit of 50km/hour. This review will evaluate benefit and feasibility of reducing
the uniform speed limit to 40km/hour in an effort to enhance roadway safety.
• Kitchener carried out two pilot neighbourhoods and added a third as a component of Deer
Ridge Drive traffic calming review, Waterloo completed three pilots, and the Cities shared
best practices and before and after data for pilots through ongoing communication.
• Collaborated on scope of work for related University of Waterloo research project on
Vision Zero, using both cities' data; this work will continue with the Vison Zero joint
initiative.
• Kitchener will implement Council direction on city-wide speed limits aligned to Vision Zero
initiative, focused on speed reduction from 50 km/h to 40 km/h in all residential
neighbourhoods and further reduced to 30km/h in vulnerable road user areas.
• Waterloo will develop a public engagement project for the option to reduce posted speed
limits to 30km/h on all class 4 and 5 roads as per Council direction and as part of the
Speed Management Plan in the Transportation Master Plan.
Continuing Joint Services Initiatives
Three active and complex initiatives continued from last year and will carry forward into
2022; progress updates are highlighted below:
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Investigation of New Stormwater Incentives Program — Private Stormwater Enhancement:
Investigate the potential for new stormwater incentives for private property owners to enable
private property owners to enhance stormwater management on their properties, reducing runoff
to municipal systems.
• Kitchener developed a 3-phase roadmap for Market Incentive Program development and
implementation, shared proposal with Environmental Advisory Committee, and received
Council approval to proceed; established budget and staff resourcing, to be led through
Corporate Sustainability office.
• Kitchener procured a consultant to: undertake market analysis of 5 priority sub -watersheds
and assess homeowner demographics to generate criteria to structure incentives; analyze
potential third -party service providers, products and strategies for implementation; and, do
initial screening of viable options for program administration and delivery.
• Waterloo presented SWM master plan to Council, including options for a market-based
incentive program, and initiated partnership with Reep Green Solutions to extend their
backyard tree planting program to Waterloo, focused on working with homeowners to plant
the right tree for the right place in their yards, educational tree stewardship workshops, and
increasing urban tree canopy cover in areas where the City cannot plant.
• Waterloo will work to develop and define market-based incentive program in 2024, which
will be consistent with Kitchener's approach.
Inclusionary Zoning — Affordable Housing_ Assess the impact of Provincial legislation requiring
the inclusion of affordable housing units in new residential development projects, and the option
for municipalities to implement such zoning. The assessment will include exploring opportunities
to combine resources to conduct a study and implement Inclusionary Zoning (IZ), since based
on staff's understanding of the enacted legislation, significant staff capacity is required to
generate data and prepare a municipal assessment report as a precursor to implementing
Inclusionary Zoning. Pending possible changes to the legislation, long-term resource/cost
sharing may be required to develop, implement and report on new zoning provisions.
• Peer review of fiscal impact assessment completed; financial modeling updated to reflect
market and legislative changes, impact of community benefit charges, parkland
dedication and updated development charges; recommendations updated to reflect
current conditions.
• Background research, financial impact assessment and peer review considered at
Kitchener, Waterloo and Cambridge City Councils.
• Next steps include broad community consultation on IZ policy and program, and
continued consultation with Waterloo Region Homebuilders' IZ ad hoc working group.
• Continued and steady progress to be made in all three Cities through collaboration on
policy and program design to align with Regional Official Plan amendments that will
enable inclusionary zoning
• Anticipated completion is July 2022, through a consistent approach after the enabling
Regional Official Plan policies are in effect.
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`Getting Around' App: Explore the cost and risks to implement an app providing residents real-
time access to information including progress on the City's progress on winter maintenance
during a full plow snow event.
• Kitchener continues to take the lead on this initiative, and piloted and tested a solution
internally over winter 2020/2021
• Solution has been piloted, tested, and modified in response several rounds of internal
staff and external volunteer citizen focus group feedback.
• Kitchener implementing wider pilot with all Operations staff in fall 2021, with target to go
live during first winter 2021/2022 snow event; supporting communications and promotion
plan being developed.
• Waterloo will learn from Kitchener's experience and adopt relevant best practices, tools
and citizen communication.
• Potential operational cost savings through reduced call volumes to the CCC related to
winter maintenance progress during full plow events.
One initiative did not proceed, with future progress dependent on a framework from the Region
of Waterloo; it is described below:
Stormwater Management (SWM) Facilities Risk Assessment: Undertake a SWM facilities risk
assessment to mitigate chlorides entering drinking water, through a partnership between the
Cities of Kitchener and Waterloo, and the Region of Waterloo.
• The Region of Waterloo has not yet finalized Source Protection Policy boundaries and
framework for municipalities to follow when conducting SWM facility risk assessments,
and as such, a formal joint initiative cannot proceed at this time.
• Waterloo completed a pilot study through external grant funding which established a
methodology to identify risks to source drinking water protection areas from SWM
facilities.
• The Cities will review the Waterloo results and methodologies and continue collaboration
outside of the JSIC program, with openness to revisit a formal joint initiative in the future
once the Regional framework is provided.
New Joint Services Initiatives
In addition to the three continuing initiatives discussed above, the JSIC determined that three
new initiatives would be added to the formal program in 2022; updates will provided in the next
annual report.
Administrative Monetary Penalty System (AMPS)
Kitchener and Waterloo already share a common AMPS to move adjudication of parking
tickets out of the provincial court system. This 2022 joint service initiative will look at expanding
the program beyond parking tickets to include provincial offence notices for other offences
including e.g., noise, backyard fires, dumping, and dogs off leash.
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Vision Zero
"Vision Zero" refers to a traffic safety strategy with the goal of zero traffic fatalities and serious
injuries, while increasing safe, healthy, equitable mobility for all. Vision Zero can be achieved
through different approaches including `5 Es' of traffic safety: evaluation, engineering,
education, enforcement and engagement. Having collaborated on speed limit reductions in
residential neighbourhoods, Kitchener and Waterloo will work together adopt and implement
Vision Zero approaches, with a focus on shared strategies for enforcement and education.
Affordable Housing Strategy Development
Kitchener has developed and begun implementing its award-winning Housing For All Strategy,
and Waterloo is already working to develop its first Affordable Housing Strategy. Although work
on this initiative is well underway for both municipalities, the formal JSIC initiative will include
close collaboration in terms of program development and implementation to address housing
challenges in our community.
Broader Collaboration
Outside of the formal JSIC program, there are many other opportunities for both municipalities
to collaborate in addition to working with other area municipalities as project partners. In some
cases, initiatives overlap with the Region. Recent examples of successful local and local -
regional collaboration outside the formal annual JSIC program include:
• Coordinated pandemic response and recovery/reopening planning including
approaches, processes, templates, and communications to the public.
• Work toward a proposed hydro merger of Kitchener -Wilmot Hydro Waterloo North
Hydro that will provide reliable service, invest in new technologies, generate cost savings
through operational efficiencies and keep local jobs in our communities.
• Waterloo and Kitchener in addition to the Region and its member municipalities were all
part of Climate Action Waterloo Region - the collaborative responsible for the
development of Transform Waterloo Region, our community climate action plan.
This work will continue into 2022 and beyond as implementation takes place.
• Waterloo and Kitchener are part of a pilot project with the World Council on City Data
(WCCD) and Infrastructure Canada as part of the ISO 37120 Sustainable Cities and
Communities reporting framework. Both municipalities are participating in year 3 of the
project.
• Government relations and advocacy on a number of projects including delegation
meetings at the 2021 AMO Conference and continued advocacy to the Province on the
proposed changes to R.R.O. 1990, Reg. 565: Public Pools in an effort to reduce red tape
while balancing patron safety and municipal risk.
• Collaboration on housing and homelessness to address challenges and identify
locations for service providers that were forced to pivot to address social distancing
requirements during COVID to keep members of our vulnerable population safe.
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• Area municipal CAOs continue to identify broader collaboration opportunities to improve
service effectiveness and efficiency for citizens, with an emphasis on enhanced
collaboration between the Region of Waterloo and local municipalities.
STRATEGIC PLAN ALIGNMENT:
The recommendation of this report supports the achievement of the city's strategic vision through
the delivery of core service.
FINANCIAL IMPLICATIONS:
Capital Budget — The recommendation has no impact on the Capital Budget.
Operating Budget — The recommendation has no impact on the Operating Budget.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting. Both Cities maintain current information about active joint service
initiatives and upcoming projects at: www.kitchener.ca/jointservices and
www.waterloo.ca/mointservices.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Dan Chapman, Chief Administrative Officer
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