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HomeMy WebLinkAboutCAO-21-006 - 2021 Business Plan Year-End Progress Report and Recommended 2022 Business PLan Project List 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 t agenda in advance of the Council meeting. 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. Through this challenging time, staff demonstrated resiliency and made progress on the 2021 Business Plan projects. As of December 31,9projects 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. 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 quality of life. Housing for All, 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: 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. KiCorporate Strategy on Equity and Anti-Racism was developed by the 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) 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 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 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. Recommended 2022 Business Plan Project List The 2022Business 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. 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. 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. 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 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 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. Strategic Plan Action Statement Project Project Manager Completion 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. determine the most appropriate system. 1.3 Install a continuous and protected 2023 Protected Cycling Network Connected to the Darren Kropf cycling network that connects Transportation Downtown adjacent neighbourhoods to the Services Install a continuous and protected cycling network that downtown by 2022. connects adjacent neighbourhoods to the downtown by 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. Project Strategic Plan Action Statement Project Completion Manager 2.2 Starting in 2019, leverage the Leverage the Energy Efficiency Reserve Fund Anna Marie 2022 Energy Efficiency Reserve Fund and Cipriani Leverage the fund to undertake energy efficiency retrofit 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. 1 3. Vibrant Economy Goal: Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and culture, and great places to live. Strategic Plan Action Statement Project Project Completion Manager 3.2.2 Incubator, Accelerator and Co-Working Space Cory Bluhm 2023 3.2 Foster the creation of a city-wide Network Economic network of incubators, accelerators Lease all spaces in the Creative Hub, explore the Development and co-working spaces by completing potential to facilitate a Food Incubator with a business the buildout of 44 Gaukel in 2019, case pending, and explore partnerships for the advancing work on a Creative Hub and development of manufacturing and health/med-tech undertaking business cases in 2019- industry incubators. 2021 for food manufacturing and health/med-tech industries. 3.4 Complete a comprehensive review City-Owned Property Review Brian Bennett 2022 of city-owned properties by 2020 to Economic Complete a comprehensive review of city-owned determine how they could be Development properties by 2020 to determine how they could be effectively used to advance city effectively used to advance city strategic objectives. strategic objectives. 3.5.1 Downtown Vision and City-Owned Property Brian Bennett 2023 3.5 Develop a vision for downtown Brought to Market Economic Kitchener and continue to position Develop a vision for downtown Kitchener and continue Development downtown Kitchener as a leading to position downtown Kitchener as leading destination destination for redevelopment for redevelopment opportunities, with at least one new opportunities, with at least one new city-owned property brought to market by 2022. city-owned property brought to 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: engaging, serving & supporting our diverse populations & helping to make housing affordable. Strategic Plan Action Statement Project Project Completion Manager 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 Strategic Plan Action StatementProjectProject Completion Manager Complete the Huron Brigadoon 4.4.3 Huron Brigadoon Area School / Community Mark 2022 Community Centre by 2021 Centre Construction Hildebrand Construct a joint school/community centre in the Huron Neighbourhood Brigadoon area, in partnership with the Waterloo Region Programs & District School Board. Services Complete an Open Space Strategy by 4.4.4 Open Space Strategy Mark Parris 2023 Develop an open space strategy to explore the value of 2021. 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. 5. Great Customer Service Goal: services. Project Strategic Plan Action Statement Project Completion Manager 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. 3 Part 2: Business Plan Projects Project Completion New Project Continuing Development Services Manager Project Project Title & Description 1 New Greenhouse Gas Emissions Reduction Target(s) Anna Marie 2022 X Cipriani The City of Kitchener met the previous Corporate Climate Action Administration- Plan target of 8% absolute GHG reduction. Through this project, a Development new Greenhouse Gas emissions reduction target(s) will be Services developed. Project Timeline to New Project Continuing Corporate Services Manager Complete Project Project Title & Description 2 Demographic Data Collection Strategy Suzanne 2022 X Develop a strategy for the collection of community demographic Charles- data to guide the identification and removal of systemic barriers in Watson City programs and services. EARII 3 Launch of the Grant Program for Black, Indigenous & Racialized Suzanne 2022 X groups (RISE Fund) Charles- Implementation of a new community grant program for Black, Watson Indigenous and Racialized groups, as a tangible deliverable of the EARII Corporate Equity & Anti-Racism Strategy. Project Timeline to New Project Continuing Community Services Manager Complete Project Project Title & Description 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 Kim Kugler Collaborate with the Waterloo Region District School Board to 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. 4 Project Completion New Project Continuing Financial Services Manager Project Project Title & Description 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 O. 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 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 Management for paper-based timesheets. & Business Solutions 16 Development Charge (DC) & Community Benefits Charge (CBC) Ryan Hagey 2022 X Studies Financial 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. 5 Project CompletionNew Project Continuing Infrastructure Services Manager Project Project Title & Description 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) l 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 Powell Conduct a comprehensive review of facility infrastructure needs 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/Idlewood 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. 6 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. Strategic Plan Action Statement Project Project Completion Progress Update Manager 1.1 Develop a set of Complete Complete Streets Barry Cronkite Completed Streets (safe and comfortable) ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Transportation 2019 Read Complete Streets guidelines and an associated Services Kitchener here. evaluation scorecard by 2020 to apply to roadway construction projects. 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 here. round access to a minimum of an facilities, as well as off-road trails additional 3 km of existing trails infrastructure, in one by 2022. comprehensive plan that also addresses education & wayfinding. 1.4.2 Connectivity & Year-Liz Christensen Completed The City upgraded 4.01 km of Round Maintenance of Multi-Parks & Open 2021 existing trails to provide year- Use Trails Space Design & round maintenance between Prioritize actions, connectivity Development 2019-2021, exceeding the 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. 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. Strategic Plan Action Statement Project Project Manager Completion Progress Update 2.1 Launch and implement a Corporate Climate Action Plan Anna Marie Completed Corporate Climate Action Plan by ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Cipriani 2019 Read the Corporate Climate Action 2019 to achieve an absolute Reporting annually on Administration- Plan here. 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 Completed Climate Action Plan with partner Plan Cipriani 2021 Read the Community Climate organizations by 2020. Complete the 80x50 Administration- Action Plan here Community Climate Action Development Plan. Services 1 Strategic Plan Action StatementProjectProject ManagerCompletionProgress Update 2.4 Implement the Sustainable 2.4.2 Tree Planting Backlog Adam Completed Over 630 trees were planted in Urban Forest Strategy with a Elimination Buitendyk 2021 2021. All suitable tree focus on establishing a tree Plant at least 750 trees in 2020, Forestry & replacement locations identified canopy target by 2020 and with the goal of reaching 2,500 Natural Areas as of December 31, 2018 have eliminating the current (2018) trees and eliminating the Management now been planted, eliminating tree planting backlog by 2022. current backlog by the end of the 2018 tree planting backlog. 2022. 3. Vibrant Economy GOAL: Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and culture, and great places to live. Strategic Plan Action Statement Project Project Manager Completion Progress Update 3.1 Complete a new Urban Urban Design Manual Dayna Edwards Completed Design Manual by 2019 that ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Planning 2019 Read the Urban Design Manual expresses city building and design here. expectations to ensure vibrant new development throughout Kitchener. 3.2 Foster the creation of a city-3.2.1 Buildout of 44 Gaukel Cory Bluhm Completed wide network of incubators, ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Economic 2019 Learn about this project here. accelerators and co-working Development spaces by completing the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019-2021 for the food manufacturing and health/med- tech industries. 3.3 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 here. 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: engaging, serving & supporting our diverse populations & helping to make housing affordable. Strategic Plan Action Statement Project Project Manager Completion Progress Update 4.1 Create a comprehensive Equity, Diversity and Inclusion Elin Moorlag Silk Completed Equity, Diversity and Inclusion Strategy Administration- 2021 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. 2 Strategic Plan Action StatementProjectProject ManagerCompletionProgress Update 4.2 Create an Affordable Affordable Housing Strategy Andrew Completed Housing Strategy for Kitchener Create an Affordable Housing Ramsaroop 2020 Read the Strategy here by 2020 in collaboration with Strategy for Kitchener by 2020 Planning the Region of Waterloo, in collaboration with the Region community groups and the of Waterloo, community groups 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 training and supporting the changing community creation of appropriate safe demographics. consumption and treatment facilities in Kitchener. 4.3.2 Support for Safe Completed Learn about the CTS project Consumption and Treatment 2019 here. Facilities 5. Great Customer Service GOAL: friendly, easy and convenient services. Strategic Plan Action Statement Project Project Manager Completion Progress Update Jana Miller 5.1 Provide on-demand Multi-Language Interpretation Completed Communication will be launched Support customer service support in 2021 in 2022 Corporate many languages through the Implement a 24-7 on-demand Corporate Contact Centre by Customer multi-language interpretation 2020. Service support for telephone and in- 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 Completed Communication will be launched Customer Satisfaction Program Implement an organization-wide 2021 in 2022 Corporate that will allow for the collection Customer Satisfaction Program 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. Online Customer Service Portal Jana Miller Completed Learn about this project here 5.3 Enhance customer 2021 Launch a centralized online experience online by delivering Corporate service portal where citizens can customized information, Customer access their e-services in one providing easy access to Service place through a personalized, services, and allowing financial single sign-on account. transactions by 2021. 3 Strategic Plan Action Statement Project Project Manager Completion Progress Update 5.5 Implement a comprehensive Customer Experience Program Jana Miller Completed This program launched in Fall 2021 2021 with a comprehensive Implement a comprehensive Corporate Customer Experience Review review of the Kitchener Utilities Customer Experience Review Customer Program to help ensure services widget on the MyKitchener Program to help ensure services Service are easy and convenient to portal (after substantial citizen are easy and convenient to feedback was received through perspective by 2022. the Customer Satisfaction perspective by 2022. 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. Strategic Plan Action Project Project Completion Progress Update Statement Manager 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 owing a investigating the use of e-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 Strategic Plan Action ProjectProject CompletionProgress Update StatementManager 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 a year, and with pandemic restrictions modes on Gaukel Street. easing has become host to a variety of community and city-led events. In the Fall of 2021, huts were added to support Halloween and holiday programming. Gaukel Street, between King Street and Charles Street, currently provides primary access for construction vehicles to private development sites. Construction is expected to be 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 Leadership Goal:Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural resources. Strategic Plan Action Project Project Completion Progress Update Statement Manager 2.2 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 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, 5 Strategic Plan Action ProjectProject CompletionProgress Update StatementManager etc. in order to guide ongoing and future investment in tree planting, protection and maintenance. 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 Kitchener market was able to proceed involvement, and evaluate and is nearing completion. The focus of expanded waste diversion the research project is to understand stations at events, parks and how to make finding and utilizing public facilities. waste receptacle more accessible for all visitors. Results of the study are 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. Strategic Plan Action Project Project Completion Progress Update Statement Manager 3.2 Foster the creation of a 3.2.2 Incubator, Accelerator Cory Bluhm 2023 A partnership with the University of city-wide network of and Co-Working Space Economic Waterloo to build the Innovation Arena incubators, accelerators and Network Development was announced 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. 6 Strategic Plan Action ProjectProject CompletionProgress Update StatementManager 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 Community engagement is expected to destination for redevelopment downtown Kitchener and begin in 2022. opportunities, with at least one continue to position Make It Kitchener 2.0 provides a land new city-owned property downtown Kitchener as a disposition framework and Council brought to market by 2020. leading destination for emphasized developing a vision through Finalize the Innovation District redevelopment comprehensive community engagement (Bramm Yards) Master Plan by opportunities, with one new for each site prior to disposition. It is 2021 and the Civic District city-owned property brought anticipated that one city property will Master Plan by 2022. to market by 2022. 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) Health Sciences Campus. Master Plan by 2022. Development of a Master Plan will be completed in concert with the community engagement process for developing a new vision for 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 developing a new vision for the downtown (3.5.1). 4. Caring Community GOAL: serving & supporting our diverse populations & helping to make housing affordable. Strategic Plan Action Project Project Manager Completion Progress Update Statement 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. 7 Strategic Plan Action ProjectProject ManagerCompletionProgress Update Statement Complete the Huron Brigadoon 4.4.3 Huron Brigadoon Area Mark 2022 The Huron Brigadoon school / Community Centre by 2021 School / Community Centre Hildebrand community centre project is on track. Construction Neighbourhood Construction is ongoing. Negotiations Construct a joint Programs & for an Operating agreement between school/community centre in Services the City and Board are pending. the Huron Brigadoon area, in partnership with the Waterloo Region District School Board. 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. strategy to explore the value Council and community engagement of open spaces, how they is ongoing. The Spaces component is function, are planned, to be shared for consultation and maintained, and managed, community feedback in the first half 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: Strategic Plan Action Project Project Completion Progress Update Statement Manager 5.4 Set clearly communicated Set and Communicate Service Jana Miller 2022 Preliminary work to enable tree and specific service levels for Levels Corporate maintenance data collection to inform frequently asked about or Set clearly communicated and Customer 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. 8 PART 3: Completed 2021 Business Plan Projects Corporate Services Project Manager Completion Progress Update Transformation and Relaunch of Nicole Amaral BP05 Completed The website relaunch and portal were Kitchener.ca Corporate 2021 completed together and launched in March Relaunch Kitchener.ca as a user-first Communication 2021 & Marketing designed site that is easy for residents to quickly find information they are looking for, as well as to have the information that they are interested in delivered to them. Electronic Agenda Management Dianna Completed BP06 Create, prepare, approve and publish Saunderson 2021 E-Scribe is the new system Legislated meeting agenda packages and minutes in a Services more efficient, collaborative, streamlined manner. PART 4: Status of 2021 Business Plan Projects To Be Completed Community Services Project Manager Completion Progress Update An evaluation of the future use of the Budd BP01 Budd Park Strategy Kim Kugler 2022 Park land is underway. Employment, Identify potential sites and estimated costs Sport recreational, or a mix of employment and to relocate the recreational assets at Budd recreational use are under consideration. Park and compare the costs to the economic Next steps include presentation of the benefits of using the Budd Park for report to the Corporate Leadership Team for employment lands. direction in January 2022. BP02 Cameron Heights Pool Feasibility Study Kim Kugler 2022 A memorandum of understanding between the City and the Waterloo Region District Collaborate with the Waterloo Region Sport School Board has been signed. A consultant District School Board to determine the has been hired to complete the feasibility renovations and estimated costs to isolate study. the pool operation from the school 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 Kugler business case. The consultant has engaged Engage community residents/stakeholders in internal stakeholders and provided an a needs assessment and business case to FM/Sport update on the project to the Corporate determine the elements to be included in Leadership Team. Site tours of comparator the new pool. facilities are in progress. The Ice Demand Study is delayed due to BP04 Ice Demand Study Jeremy Dueck 2023 COVID. The pandemic has had a direct Evaluate ice user needs and trends for ice Sport impact on user groups and demand for ice. time to determine the timing of a new arena. The work will resume in 2023 after sport groups are able to operate a full season without restrictions. 9 Financial ServicesProject ManagerCompletionProgress Update BP07Mobile Time EntryJason Winter 2022Delay due to other workload pressures. Considerable steps forward have been Implement mobile time entry for Asset achieved to date in configuring the many operations, eliminating the need for paper-Management & different work processes across operational based timesheets. Business divisions. Phased approach being Solutions considered for roll-out with implementation starting in Q1 of 2022. BP08 Development Charge (DC) & Community Ryan Hagey 2022 Provincial legislation proclaimed in Fall 2020. Consultant has been retained. DC work with Benefits Charge (CBC) Studies Financial the consultant underway but won't be Planning completed in time to be reflected in the study and investigate whether the City 2022 capital forecast. Recommend approval should prepare a community benefits charge by Council in Q1 2022 with new rates study. effective July 1, 2022 BP09 Long Term Financial Plan Implementation Ryan Hagey 2022 Investment policy completed and approved in April 2021. Capital variance report moved Implement/consider recommended actions Financial to 2022 due to implementation of new identified as 2020 items in the Long-Term Planning roles/structure in financial planning and Financial Plan. reporting. Point of Sale and Expansion of Payment Expansion of Payment Options for Utility BP10 Saleh Saleh 2023 Options and Property Tax customers went live on Revenue February 24, 2021. The next phase of the Replace the existing Point of Sale system, project will consider the expansion of which is past its life cycle, and expand payment options for Business Licensing, payment options for various services. Building Permit, Planning and Miscellaneous Receivable services. The Point of Sale part of the project is moved to 2023 to potentially align with the proposed centralized customer service counter. Project Infrastructure Services Completion Progress Update Manager BP11 Facilities Infrastructure Program Beatrice Powell 2022 All 2021 project activities were completed and outputs informed the FM 2022 capital Conduct a comprehensive review of facility Facilities budget & work plan. The Facilities Capital infrastructure needs to incorporate building Management Budget is transitioning to the new structure, condition assessments, sustainability beginning Jan 1, 2022. Framework and opportunities, and accessibility needs to processes developed as part of the project identify current gaps and inform long-term are being integrated into FM positions and maintenance and capital improvement workflows, including engagement, as defined strategies to address the infrastructure in the capital planning framework. Additional deficit. work will continue in 2022. BP12 Rehabilitation of City Hall Outdoor Spaces Lynda Stewart 2022 Construction continued throughout 2021. Construction Phase 1 Waterproofing and drainage infrastructure Facilities has been completed. Surface concrete Begin construction associated with the Management placement is progressing in Carl Zehr Square. rehabilitation of City Hall Outdoor spaces, Restoration of the cladding, upper terrace focusing on Carl Zehr Square and College and College St. areas is continuing. Supply Street. chain and logistic issues impacted the ice rink and security bollards completion. Phase 1 will now be completed in 2022. 10 Infrastructure ServicesProject CompletionProgress Update Manager BP13 Implementation of Significant Parks Niall Lobley 2022 RBJ Schlegel Phase 2 project works have been Projects successfully tendered and awarded. Work is Parks & progressing well on the conversion of the Complete Phase 2 design work for RBJ Cemeteries Heritage House to washrooms and work is Schlegel Park; plan, design and construct the initiated for park elements in Phase 2. Survivor Garden; and complete the upgrade 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 Sanitary & Plan and execute stormwater management implemented. Project costs have been Stormwater infrastructure projects across the city to submitted for reimbursement through the Utilities leverage the DMAF grant funding and 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