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HomeMy WebLinkAboutFCS Agenda - 2022-04-251 KiTc�ivER Finance and Corporate Services Committee Agenda Monday, April 25, 2022, 1:00 p.m. - 3:00 p.m. Electronic Meeting Beginning March 1, 2022, the City of Kitchener has aligned with provincial changes to COVID-19 restrictions and City Hall is now open for in person services, but appointments are still being encouraged. The City remains committed to safety of our patrons and staff and continue to facilitate electronic meeting participation for members of the public. Those people interested in participating in this meeting can register to participate electronically by completing the online delegation registration form at www.kitchener.ca/delegation or via email at delegation @kitchener.ca. For those who are interested in accessing the meeting live -stream video it is available at www.kitchener.ca/watchnow. 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.* Chair: Councillor K. Galloway-Sealock Vice -Chair: Councillor S. Davey Pages 1. Commencement 2. Consent Items The following matters are considered not to require debate and should be approved by one motion in accordance with the recommendation contained in each staff report. A majority vote is required to discuss any report listed as under this section. 2.1. Digital Service Squad Funding 2022 - 2024, DSD -2022-166 3 3. 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 11: 00 a.m. on April 25, 2022, in order to participate electronically. 3.1. None at this time. 4. Discussion Items 4.1. 2022 Development Charges (DC) Study & 60 m 7 Bylaw - Public Input, FIN -2022-189 (Staff will introduce the item, and the consultant, Craig Binning of Hemson Consulting, will provide a 10 -minute presentation on this matter.) 4.2. ADDENDUM Report to DSD -2022-192 30 m 13 Province of Ontario More Homes for Everyone Plan (Bill 109), DSD -2022-199 Development Services Department report DSD -2022-199 is an addendum report to Development Services Department report DSD - 2022 -192, which was published on April 14, 2022. (Staff will provide a 5 -minute presentation on this matter.) 4.2.a. Province of Ontario More Homes for Everyone Plan (Bill 109), 24 DSD -2022-192 5. Information Items 5.1. 2022 Business Plan April Progress Report, CAO -2022-163 38 6. Adjournment Sarah Goldrup Committee Administrator Page 2 of 53 Staff Report r NJ :R Development Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: April 25, 2022 SUBMITTED BY: Chris Farrell, Manager, Small Business 519-741-2200 ext. 7294 PREPARED BY: Chris Farrell, Manager, Small Business 519-741-2200 ext. 7294 WARD(S) INVOLVED: All DATE OF REPORT: April 5, 2022 REPORT NO.: DSD -2022-166 SUBJECT: Digital Service Squad Funding 2022-2024 RECOMMENDATION: That the Mayor and Clerk be authorised to sign a funding agreement with the Ontario Business Improvement Area Association (OBIAA) to enable the Small Business Centre to deliver the Digital Service Squad program, in accordance with report DSD - 2022 -166, with said agreement to be to the satisfaction of the City Solicitor: and further, That the General Manager, Development Services be authorized to execute on behalf of the City of Kitchener any amendments to the funding agreement provided such amendments are to the satisfaction of the City Solicitor. REPORT HIGHLIGHTS: • The purpose of this report is to seek Council support to enter into an agreement with the Ontario Business Improvement Area Association to continue the Digital Service Squad for an additional two years. • The key finding of this report is that the Digital Services Squad is an important service for small businesses as they continue to recover from the impacts of the pandemic and adapt to shifting consumer demands for e-commerce services. • The financial implications are that if the Small Business Centre's application is successful, the City would receive $440,000 in provincial funding. • Community engagement included ongoing consultation with small businesses, including 2,200 local businesses who have been supported by the Digital Services Squad to date. • This report supports A Vibrant Economy. EXECUTIVE SUMMARY: The Waterloo Region Small Business Centre is applying for $440,000 in funding from the Ontario Business Improvement Area Association (OBIAA) to deliver the Digital Main Street — Digital Service Squad program, from April 1, 2022, to March 31, 2024. The program is *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 3 of 53 designed to help brick and mortar small businesses to adopt and implement new technology and digital marketing tools. A team is hired and trained to provide one-on-one support to small businesses. BACKGROUND: As part of the Digital Main Street Program, the Digital Service Squad (DSS) helps businesses with fewer than ten employees implement digital marketing, e-commerce, and web development tools. The Small Business Centre has offered Digital Main Street services since 2018 when it ran a collaborative pilot project with the founders of the platform, the City of Toronto Enterprise Centre. Subsequently, the Provincial Government has partnered with the Ontario Business Improvement Area Association to administer the funding for the Digital Service Squad program, delivered throughout the province. The Small Business Centre has successfully delivered the program with three funding rounds from 2019 to 2022. A team of 4 trained post -graduate students meet with small businesses at no cost to help them complete an online assessment and introduce them to online training modules to build their knowledge and skills. They can also assist with developing their Digital Transformation Plan (DTP) and then help them apply for a $2,500 grant from OBIAA to implement the plan. This one-on-one DSS assistance also includes basic website set-up, Google My Business profiles, 3601 photos, SEO, analytic tracking, e- commerce and website recommendation, creation, or enhancement of social media presence. The customer journey starts with a squad member helping a business complete a Digital Assessment of its existing digital assets and resources. The assessment serves as their roadmap to identify, improve, and adopt new technologies. The digital assessment generates a `to-do' list that aligns their existing digital practices to potential improvements and sets the framework for a digital marketing strategy. Businesses meet with a Digital Service Squad member who makes recommendations for technologies, tools, and an executable plan. Services include: • setting up Google my Business, • conducting a website or social media audit • recommend plugins such as online appointment calendars, point of sale/inventory systems • creating content and a social media calendar • setting up tools to track analytics • optimising SEO • the framework for an essential website • or connect them to one of the other Digital Main Street programs The Small Business Centre has employed 22 co-op and post -graduate students for this program over the past three years, assisting 2,200 main street businesses during that time. The team also helped 247 businesses secure the $2,500 grant. REPORT: The Province has recently earmarked additional funding to extend Digital Service Squads across the province. The Waterloo Region Small Business Centre has applied for Page 4 of 53 $440,000 in funding over two years. If successful, the funding would support 4 full-time jobs, direct expenses, professional services, equipment, and advertising collaterals. The City of Kitchener, other municipalities, local BIA's, and other partners contribute in-kind support by co -marketing the program. The Digital Service Squad would provide services to up to 1400 businesses from April 1, 2022, to March 31, 2024. This program targets businesses with fewer than 50 employees having a commercial location paying commercial taxes. In addition, where COVID-19 restrictions exist, DSS members provide one-on-one support through phone calls, and video -based (Zoom) calls. As small businesses continue to recover from the impacts of the pandemic, it is clear that consumer expectations of digital services (e-commerce, online ordering, delivery services, social media presence, etc.,) are here to stay. While many businesses have already adapted to these changes, many continue to learn, innovate and adapt their businesses, while other are just beginning their transformation. For many bricks and mortar businesses, a hybrid revenue model (combining in-person and online sales) is necessary for ongoing success. Providing the DSS for the next two years will allow the City to continue to support businesses seeking to diversify their business model. STRATEGIC PLAN ALIGNMENT: This report supports A Vibrant Economy. FINANCIAL IMPLICATIONS: The proposed agreement would provide funding to support programming in the following ways: Digital Service Squad 2022 - 2024 2022-23 2023-24 Total Wages and Benefits $203,700 $212,100 $415,800 Travel expenses $3,600 $3,600 $7,200 Advertising $3,600 $2,400 $6,000 Professional Consultant $2,500 $2,500 $5,000 Software and hardware $5,400 $600 $6,000 Total $218,800 $221,200 $440,000 The Small Business Centre Manager will submit monthly and final reports to the OBIAA. No direct operating funding is required. The City, through the Small Business Centre, provides in-kind supports. COMMUNITY ENGAGEMENT: CONSULT: The Waterloo Region Small Business Centre conducts over ten surveys annually with small businesses to get feedback and suggestions for service and program improvements. COLLABORATE — Waterloo Region Small Business Centre communicates, consults and collaborates with a broad range of community groups, organizations, agencies, secondary Page 5 of 53 and post -secondary institutes, municipal, regional and provincial governments to ensure the entrepreneurial services and programs address the needs of small businesses in the community. The Small Business Advisory Committee volunteers represent twelve industry sectors across the region. INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. APPROVED BY: Justin Readman, General Manager, Development Services Page 6 of 53 Staff Report Financia( Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: April 25, 2022 SUBMITTED BY: Ryan Hagey, Director of Financial Planning & Reporting, 519-741-2200 ext. 7353 PREPARED BY: Ryan Hagey, Director of Financial Planning & Reporting, 519-741-2200 ext. 7353 WARD(S) INVOLVED: All Wards DATE OF REPORT: April 11, 2022 REPORT NO.: FIN -2022-189 SUBJECT: 2022 Development Charges (DC) Study & Bylaw — Public Input RECOMMENDATION: THAT the Finance and Corporate Services meeting dated April 25, 2022 be deemed as the statutory public meeting for the 2022 Development Charges Bylaw update and it is determined that no further public meetings will be held in respect to the passage of the bylaw. REPORT HIGHLIGHTS: • The purpose of this report is to provide information about the update to the 2022 development charges background study & bylaw, and hold the statutory public meeting. • The key finding of this report is DC rates are increasing by a relatively modest amount. • The financial implications are development charges are used to fund growth related infrastructure and must conform to Provincial legislation. • Community engagement included an information session with the development industry, and the statutory public meeting accompanying this report. • This report supports the delivery of core services. BACKGROUND: The Development Charges Act and its associated regulation allow municipalities to impose development charges to pay for growth -related capital costs to service new development. In order to do so, under the terms of the Act, municipalities must prepare a development charge background study and pass a bylaw to determine the development charges, taking the following into account: • A forecast of the amount, type and location of development anticipated in the municipality for which development charges can be imposed. • The average capital service levels provided by the municipality in the 10 -year period immediately preceding the preparation of the background study. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 7 of 53 • A review of future capital projects, including analysis of gross expenditures, funding sources and net expenditures incurred or to be incurred by the municipality, to provide for the expected development. • An examination of the long-term capital and operating costs for capital infrastructure for each service to which the development charges relate. Development charge (DC) bylaws have a maximum term of five years. Kitchener's current DC bylaw was passed in 2019 and expires in 2024, but is being updated early due to Provincial legislative changes which have been covered in previous budget presentations and staff reports. In order to update the bylaw, a background study must be published, and at least one public meeting must be held. Council has already provided direction to publish a background study, which was posted to the City's website on March 31, 2022. In addition, Council has also provided direction to schedule a statutory public meeting which is the main focus of the time dedicated to this report on the April 25 Committee agenda. The City's DC consultant (Hemson) will be make a brief presentation related to the DC study and bylaw, followed by an opportunity for stakeholders to provide their input. Council will consider this input prior to approving the 2022 DC Study and Bylaw (and all supporting documentation) on May 30, 2022. The purpose of this report is to: • Provide the calculated DC rates • Compare Kitchener's DC rates with other cities and consider affordability • Show the projected DC reserve balance & discuss the need for DC debt • Identify changes to the DC bylaw REPORT: Calculated DC Rates The rate changes calculated based on updated DC legislation are relatively modest and are summarized in the table below. Proposed Development Charae Rate Chanaes (from Table 9 & 10 in DC Stu Residential (Single) Suburban $20,945 $24,212 16% Residential (Single) Central Neighbourhood $14,033 $16,612 18% Non -Residential Suburban $64.45/m2 $72.48/m2 12% Non -Residential Central Neiqhbourhood $23.24/m2 $25.08/m2 8% As can be seen in the table, all the charges are increasing by a similar percentage. Non- residential rate increases are slightly smaller since they do not contribute to recreational services. DC rates are calculated for both residential growth (per unit) and non-residential growth (per square metre of gross floor area). The residential and non-residential rates are determined by adding up the total amount of DC eligible costs by service, and then dividing those costs by the amount of forecasted growth. Kitchener further subdivides these rate changes by geography, into the suburban area and central neighbourhood area. The central neighbourhood area Page 8 of 53 includes the downtown core and expands out to the Expressway (on the east and south), Westmount Road (on the west) and the City of Waterloo (on the north). Comparison of Kitchener's DC Rates with Other Cities and Affordability Considerations Kitchener's proposed DC rates are in the lower half of large Ontario cities (population over 100,000). The graph below illustrates the total DC rates (including upper -tier, education, and lower -tier) for a detached house in each of the cities, but a similar pattern holds true for apartment units and non-residential development as well. As can be seen in the graph, the proposed DC rate increase does not even change Kitchener's order in the comparison and is in line with local comparators like Cambridge, Waterloo and Guelph. Comparison of Ontario Large City DCs (Single Detached Units) Markham Vaughan Brampton Mississauga Oakville Toronto Richmond Hill Barrie Milton Whitby Burlington Oshawa Cambridge Kitchener (Suburban - Proposed) Kitchener (Suburban - Current) Waterloo Kitchener (Central - Proposed) Kitchener (Central - Current) Guelph Brantford (City -Wide) Ottawa (Outside Greenbelt) London (Inside Urban Growth Area) St. Catharines (Urban) Windsor (City -Wide) Kingston Chatham -Kent $0 $20,000 $40,000 $50,000 $80,000 $100,000 $120,000 $146,000 $150,000 $180,600 $200,000 ■Upper-Tier&EOGs ■Local So on a comparative basis, Kitchener's proposed DC rates are as affordable as any other local city. But it should also be noted that failure to levy the proposed DC rates in an attempt to be more affordable to new development will instead shift costs to the tax base or utility rates. This means that "growth wouldn't be paying for growth" and by making growth more affordable, Council would be making things less affordable for existing residents. In addition to having affordable DC rates compared to other Ontario cities, Kitchener has also taken the added step to pass a DC waiver policy for non-profit housing development. This policy will see 100% of City DCs waived for qualifying units. Page 9 of 53 Proiected DC Reserve Balance & Need for DC Debt The 2019 DC study showed a deficit in the DC reserve starting in 2024 and worsening until 2028 before returning to a balanced position in 2036. The updated DC reserve forecast for the 2022 DC study follows a very similar trend as shown in the graph below. $40,000.0 $20,000.0 $0.0 ($20,000.0) ($40,000.0) ($60,000.0) ($80,000.0) ($100,000.0) Projected DC Reserve Fund Balance (in $000s) All Services (2036) 2026 2027 2028 2029 2030 2 0 The largest deficit in the 2022 DC study is just over $80M in 2026, and is larger than the $60M deficit expected through the previous study. The City has been seeing higher prices for capital projects due to scarcity of materials & labour, as well as increasing inflationary pressures. This has been reflected in the updated project costs included in the 2022 DC study. In addition, in the next 5 years, the City has some rather large and expensive growth related capital projects that will be built before all the funds are collected to pay for them. Examples include: • Downtown Fire station (station 8) • Aquatics facility & indoor turf facility at Schlegel Park • Upper Hidden Valley sewage facility • Huron Road improvements & watermain Staff have reviewed all the projects included in the DC study for cost and timing and believe the proposed study is the best reflection of what is required to meet the demands of growth. Therefore, staff advise against delaying projects to try and balance out the DC cash flow which will be problematic and to do so would require significant delays to valued projects like the ones highlighted above. Instead, staff advise issuing debt to pay for DC projects during the term of the next DC bylaw. Page 10 of 53 DC legislation does not prohibit DC reserves from being negative, but a deficit of the size projected over the next few years is well beyond something that could be internally borrowed from another City reserve. While it has not been Kitchener's practice to issue debt for DC projects, it is a common practice amongst many growing municipalities and has regularly been done locally by the Region of Waterloo. Any DC debt would be approved by Council through the annual budget process and would reflect the borrowing required based on actual DC collections and project costs. It should be noted the interest charges related to the debt would be fully covered by future DC rates (i.e. there would be no impact to the tax rates or utility rates). Changes to the DC Bylaw There are relatively few amendments to the DC bylaw and the majority are being made to reflect changes to the DC Act and regulation since the previous DC bylaw was passed in 2019. The only updates that do not fall into this category are: 1. Existing Industrial Building Definition Updated date in definition from July 1, 2019 to July 1, 2022. Qualifying industrial buildings will be able to expand their July 1, 2022 footprint by up to 50% without paying DCs. 2. Redevelopment Allowances on exempt properties (clause 6.12) When an existing building is demolished, developers qualify for a redevelopment allowance (RA) equal to the value of the DCs for the building that was demolished. A clause has been added to clarify that no RA will be provided if the building being demolished is exempt under the City's DC bylaw. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: Development charges are used to fund growth related capital infrastructure, with the specific projects and timing detailed in the 2022 DC Study. The proposed rates are summarized earlier in this report and will be formally set by Council on May 30, 2022 and will come into effect July 1, 2022. Once approved, the 2023-2032 Capital Budget and Forecast will be updated to reflect the approved capital program based on the updated DC rates. As was noted in a prior report, there are two significant changes to the DC legislation will have a financial impact on the City. • Some services have been removed from DC legislation (e.g. cemetery, parking), effective September 2022. Funds already collected could still be used, but no new amounts could be collected under a DC bylaw. Amounts allocated for these services in the 2022 capital budget total just over $12M and will need to be funded by rate payers (taxes for Cemetery services and parking for Parking services). • The removal of the mandatory 10% reduction for non -engineering services. For indoor and outdoor recreation projects, this change totals nearly $9M and means that once the bylaw is updated these costs will be borne by development instead of existing rate payers. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. Page 11 of 53 CONSULT — A consultation meeting was held virtually with the development industry on March 24, 2022. In addition to City staff and the City's DC consultants (Hemson), there were more than 20 attendees from the development industry. The meeting included a presentation of the Draft 2022 DC Study content (which had been emailed to the attendees on March 11, 2022) and an opportunity for questions from the development industry. In addition to the industry meeting, the mandatory public meeting related to development charges will happen in conjunction to Council's consideration of this report on April 25, 2022. PREVIOUS REPORTS/AUTHORITIES: • FIN -2022-066 2022 Development Charges Study Initiation • FIN -2022-158 Affordable Housing Development Charge (DC) Waiver Policy • FIN -2022-179 Affordable Housing Development Charge Waiver Policy - REVISED • Development Charges Act APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services ATTACHMENTS: The draft DC Study & Bylaw are both posted on the City website under the Development Charges page. Page 12 of 53 Staff Report r NJ :R Development Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: April 25, 2022 SUBMITTED BY: Rosa Bustamante, Director of Planning, 519-741-2200 ext. 7319 PREPARED BY: Rosa Bustamante, Director of Planning, 519-741-22 ext. 7319 Natalie Goss, Manager Policy and Research, 519-741-2200 ext. 7648 Janine Oosterveld, Manager Customer Experience and Project Management, 519-741-2200 ext. 7076 WARD(S) INVOLVED: ALL DATE OF REPORT: April 21, 2022 REPORT NO.: DSD -2022-199 SUBJECT: Addendum Report to DSD -2022-192 Province of Ontario More Homes for Everyone Plan (Bill 109) RECOMMENDATION: That report DSD -2022-199 titled "Addendum Report to DSD -2022-192 Province of Ontario More Homes for Everyone Plan (Bill 109)" be submitted together with report DSD -2022-192 to the Province as the City of Kitchener's comments on the More Homes for Everyone Plan which includes Bill 109; proposed guidelines for the Community Infrastructure and Housing Accelerator; and the Missing Middle Housing and Gentle Density Discussion Paper. REPORT HIGHLIGHTS: • The purpose of this report is to provide an update on the status of Bill 109 and outline planning and development review processes, by-laws, and policies that that will need to be reviewed as a result of Bill 109; • On April 14, 2022, Bill 109 received Royal Assent and the majority of the Bill is now in effect, with the remainder coming into effect as outlined in Attachment A; • The staff comments on the More Homes for Everyone Plan, including Bill 109, outlined in report DSD 2022-192 and those contained within report DSD 2022-199 will be submitted to the Province as the City of Kitchener's comments, and; • This report supports the delivery of core services. BACKGROUND: On March 30, 2022, the Province released Bill 109, the More Homes for Everyone Act; proposed guidelines for a Community Infrastructure and Housing Accelerator; and a discussion paper titled "Opportunities to increase missing middle housing and gentle density, including supports for multigenerational housing" for comment by April 29, 2022. On April 14, 2022, Bill 109 received Royal Assent and portions are now in effect. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 13 of 53 REPORT: This report provides an update on the Bill 109 information provided in report DSD -2022- 192 and outlines considerations for possible changes and refinements to processes, resources, by-laws and policies as a result of Bill 109 receiving Royal Assent. Attachment A is a comprehensive summary of these considerations. Bill 109 changes effective immediately Most of Bill 109 came into effect on April 14, 2022. Generally, there are no process, resourcing, by-law or policy changes that need to occur in short order in response to the portions of Bill 109 that are in effect. Staff continues to have questions and requests additional information from the Province to better understand any implications on complete application requirements for site plans and conditions of subdivisions that are pending through future Ontario Regulations. Bill 109 changes effective July 1, 2022 Delegation of site plan approval to staff is required in accordance with Bill 109 by July 1, 2022. Kitchener already utilizes delegated approval authority for site plan applications. No changes are required to the Site Plan Control By-law to enact this change. Bill 109 changes effective January 1, 2023 Effective January 1, 2023, for site plan applications that are not approved within the required Planning Act timeframe and Zoning By-law amendment (ZBA) applications (including combined Official Plan Amendment (OPA) applications) which are not decided on within the required timeframe, the application fees collected by the City are required to be refunded between 50 and 100 per cent based on the amount of time that has passed since a complete application was received by the City. The details and implications of this change are outlined in report DSD -2022-192. Processing applications within the Planning Act timelines to avoid refunding application fees will require changes to the City's development application processes, including changes to community engagement processes. Staff will assess the impacts of these changes and report back to Council on the implications as necessary. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: Bill 109 may have Operating Budget Implications. The fee refund changes to the Planning Act have the potential to impact a key Planning and Engineering Division revenue source. Capital Budget — The recommendation has no impact on the Capital Budget. COMMUNITY ENGAGEMENT: Community engagement for Bill 109 was outlined in report DSD 2022-192. PREVIOUS REPORTS/AUTHORITIES: • DSD -2022-192: Province of Ontario More Homes for Everyone Plan (Bill 109) Page 14 of 53 REVIEWED BY: Katherine Hughes, Assistant City Solicitor APPROVED BY: Justin Readman, General Manager Development Services Department ATTACHMENTS: Attachment A — Process, Resource, By-law, and Policy Considerations of Bill 109 Page 15 of 53 u 6 W .✓ d 4 o o o °°'�tna) a) E a U p a) a) a) a) � T O to U c � Q _ 0- to ° a) E � g ca a) 2. > Y ca o 0- o O a) ca ami ° m � >, 0 000 O� a)a .L) U)i U) N W 0 O N a) o a) C O N "_ � 0) "_ 1 4- C a) vo o° c U m � 0 to O to O a 0 O ca ami a) a) c E c D— c o, Q� °i d �, c L to o L (Q 0 o 0 O C o o C O 0 ° i to C U to .a) a) d a) U o i? a) m ° a) 0)'i F.0 0 t t4 _N ° ° L o "Co °� a) cn UE E ca Lc °) ° N —oa)O N o a) YoO 0 ad o H o o H 0- -0 0-oO u�) H � ����� +�+ N N N m ❑ C14 O O C14 O \F L L L W Q Q a) >, o a) O F >, Lw L- Fu .2a) 4--L) > C (6 (a � O (6 to c a) a) O N a) } (Q Q 0- U) ca a) E a)p ca D -m a) 0) Ms� a) . _ 0 O o L E} (Q U 0 0 U Q a) a) ca a) a) a) =O U ) O o�� sz tri L� C to 4 N N o U o O v 0- a) E Q to V > O a) U + SZ o O o O o C L O to C L to Q Q a>) a) o to iZ — o to — _ () ai ani a) N Q L) L = Q Q ° = .u_ ca 0_ to L o ca L ~J o f S L C ° _ a) U LUQ LCD u� �U �� yam-+ szca o m UH ca a �� °� �� oOaU�O _ m to o to pp U r c c E o Q W o N c0 .0 c C o�d �0 D0� DLn .a) Oto i C (Q U d EOd J Q r ❑ �N (n — d a)ti� Z r sO a)ti Z r co LO 0 r a) c6 >1 c cu a 0 vi >; O 3 O OEO ' d N 0) _0-0 , O(Dm 4--- (U "_ 0) O O (U� O O ��O O O U (6 O N CU to C— Q r+ � O) (U '- O L C (0) O C O N �+ 0- L J O L N O c- N (D O (n O C N U) (O� C- p L to D M p p O (0) N 0 O L O O(n O) � U U) (0) N U O (0) N .; 0'� > O 2 a) 0) LO -0 a) 0 (n-0 W .0 W 0) — C C >+ C f (U N L U) a) E l m a r+ rr � L1_ A L i6 Ui U (U N L C 0-.c N O n L i O �_ c (0) N O E Q' '0 r--� >+ C m m m c (0) O O L *r (z — .a (n O� C (0) CV C O C (U (6 O !_ C E m ,a) > w CU C O CL OU .2 C c M .L c L C U L= R C N-0� CL p O N O >, .0 U) a (U O (0) N L C Co L d 0 O a) (0) N .O N V N (0) >+ ,_ C U U O (0) O N o O r- a) L ai 3 t a% �_ (u C c6 O U fn fn fn ca c o 0, CZ (D .= (n (0) O U +J > (a (u OL CC N= - r-+ •C C (6 p L O L— U (0) () O (0) D O U O O U C "a Q C .J .V Q SZ O SZ p O �+ Y 00 0 0 0 C O O � U) -0 rV+ 0) (0) � Y a) 0- L= H L U o L Q-0- L (U � C c � m o0 m cn O m U � U � (D � CU � � � � (V � co Cp R N � r L V � �F C W L (6 C p >+ CU (0) yO O _ O 'u) !E C U) N L Q U N O N N N C _0 -0� CA C U) CZ O m O L CZ U O "O O — CU O (U (U O C a) O (0) O .� M rte+ O a) � L p p 0 (U (0) an d m (0) } } E L CT U Y M A U E U > (U (D O) -> O L O i ,(B E O } O w N (U Q m Q (U -0 OA () O N-0 _ L O C a) U=_ >Y O M C O c-O)Q m C O Y —Q O m l4 O O L O �E c U) (0) •C 0 N O +� d >, � >N ai o m4-- +r (u ~ (0) C .� L �� SZ L O On C (n C. 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CL 2 0 / o\ E 6 2 Co 2 I c 0- 0- >%± E / ■ » � \ % 0) E ° � E m U) \ e } ( § W E ƒ (D § _ 0 Y u ± 2 0 3£ E I / w 2 0- o k C) > 2 y 2 k LU 4 e2@§- c e 2 2=— 0-2 3 a 2 $� // k§ 2 2—%/ 12 e 9 0 2 7 I/ 2\ c/ E� / k§ 2 2 y 2 e 2 — E @ I$®/ o 2 4 2 a") k 2 ± 19 0 0 0 E\ c .N 2 5 0 0§ 2// / o/ 13 .[ co § 2 :_ \ U� 9/\ 2 0ƒ 2 U E E"? -ow ®2 // ° ° % $ ± c.- ƒ » § / 9 2 a I I I / / - - / _ I 0-0 I 0 E 10- 2 3 o o= .0 / m 3 � 7 2 E 4.1 I E 2>/% ® 0- o 7 E.g.g E 2 k I 5 e= 2 o._ E t g E g § I� e� 2» I I> 2 � I E.e � e 2 0)I I o 222 I I o e�� JC / e I E 2 e e m I._ 70/ a 7 ± 2 ° I ° 2* I± 0-0 © e¥ 3 2° I E -O" I e e I I s k o I -5; f ■ o ' 3 c I 2- 0§/ j\� g c "� c 5° �\ m I I 0> /// . 2 I E e,- I E/ 2 c 0 0 o I �._ 19 OL D 12 �� 5 0 a C> 7 0 0 E I o" 2 0 2 0.g S 12 0- 2 / e 3 I e= I° § (1) 0 I q Q CT / 2 e Z- 0 2 70 f f / ) § & 7 / 2 0 § / f ( k § / 0 \ -0 § m � (D c � E o- 0-0 C) %% c m a)kk k co LO 0 co N ¢ 2 n 0- Staff Report r NJ :R Development Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: April 25, 2022 SUBMITTED BY: Rosa Bustamante, Director of Planning, 519-741-2200 ext. 7319 PREPARED BY: Rosa Bustamante, Director of Planning, 519-741-2200 ext. 7319 Natalie Goss, Manager Policy and Research, 519-741-2200 ext. 7648 Janine Oosterveld, Manager Customer Experience and Project Management, 519-741-2200 ext. 7076 Garett Stevenson, Manager Development Review, 519-741-2200 ext. 7070 WARD(S) INVOLVED: ALL DATE OF REPORT: April 14, 2022 REPORT NO.: DSD -2022-192 SUBJECT: Province of Ontario More Homes for Everyone Plan (Bill 109) RECOMMENDATION: That report DSD -2022-192 titled "Province of Ontario More Homes for Everyone Plan (Bill 109)" be submitted to the Province as the City of Kitchener's comments on the More Homes for Everyone Plan which includes Bill 109; proposed guidelines for the Community Infrastructure and Housing Accelerator; and the Missing Middle Housing and Gentle Density Discussion Paper. REPORT HIGHLIGHTS: The purpose of this report is to provide an overview of the substantive changes proposed to planning and development process through the Province's More Homes for Everyone Plan which includes changes to, among other things, the Development Charges Act and Planning Act through Bill 109; Bill 109 proposes that, effective January 1, 2023, application fees for site plan and Zoning By-law amendment (including combined Official Plan amendments) that are not decided on/approved within the required Planning Act timeframes, are required to be refunded between 50 and 100 per cent based on the amount of time that has passed since a complete application was received by the City. This proposed change poses the greatest risk to Kitchener in terms of application processing, revenue stream, and community/development industry perception; City of Kitchener Staff support the provincial objective to streamline development approvals to bring housing online efficiently to meet the needs of current and future residents. Corporately, the City has prioritized continuous improvement through the Development Services Review (DSR) which resulted in the creation of a customer - informed workplan that included 18 Lean improvement projects known as Kaizens involving over 111 staff. Additionally, projects are underway to implement *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 24 of 53 recommendations from the provincially funded 2021 KPMG report on Digital Transformation as well as through Streamlining Development Approvals provincial funding awarded earlier this year to continue to refine our processes. As a result of improvements made to Kitchener's site plan process, approval in principle is issued on average between 3 and 6 months with full site plan approval being obtained on average within 16 months. The time it takes to obtain full site plan approval is partially dependent on how quickly the applicant can clear conditions; As a corporation we have worked hard to build relationships and develop key partnerships with the development industry and community. It will be increasingly challenging to engage and continue to build partnerships if fee refunds are required for complex planning applications that cannot be completed within the legislated timeframe. Minimizing the City's ability to involve the community, Council, and the development industry in discussing and resolving matters through a transparent process is of great concern; The proposed fee refund changes to the Planning Act have the potential to impact a key Planning and Engineering Division revenue source and could reduce staffing levels leading to an unintended consequence of slowing down applications further; This report has been posted to the City's website with the agenda in advance of the Council/Committee meeting. Staff also presented an overview of the More Homes for Everyone Plan to the Kitchener Developer's Liaison Committee (KDLC) on April 8. As per this initial discussion, staff understand that there is likely little support in Waterloo Region for the proposed fee refund requirements included in Bill 109, and; This report supports the delivery of core services. BACKGROUND: On March 30, 2022, the Province released the following for comment: • Proposed Planning Act changes (Bill 109, the More Homes for Everyone Act, 2022); • Proposed Development Charges Act changes (Bill 109, the More Homes for Everyone Act, 2022); • Proposed New Home Construction Licensing Act changes; • Proposed New Home Warranties Plan Act changes; • Opportunities to increase missing middle housing and gentle density, including supports for multigenerational housing discussion paper; • Community Infrastructure and Housing Accelerator Proposed Guideline; and • Access to Provincial Financing for Not -for -Profit Housing Providers proposal. The above is available for comment on the Environmental Registry of Ontario (ERO) until April 29. REPORT: The purpose of this report is to provide an overview of the substantive changes proposed to planning and development process through recent legislative changes and to seek Council endorsement for the City of Kitchener's response to the proposed changes. Attachment 1 to Report DSD -2022-192 provides an overview of the benefits and concerns that the proposed legislative changes pose. Page 25 of 53 Bill 109 — More Homes for Everyone Act, 2022 Bill 109 is an omnibus Bill proposing changes to the Development Charges Act, the Planning Act, the New Home Construction Licensing Act, and the New Home Warranties Plan Act. The following proposed change to the Planning Act through Bill 109 has been identified as having the greatest risk to Kitchener in terms of application processing, revenue stream and community/development industry perception: • Effective January 1, 2023, for site plan applications that are not approved within the required Planning Act timeframe and Zoning By-law amendment (ZBA) applications (including combined Official Plan Amendment (OPA) applications) which are not decided on within the required timeframe, the application fees collected by the City would be required to be refunded between 50 and 100 per cent based on the amount of time that has passed since a complete application was received by the City. Table 1 below provides a summary of the proposed fee refunds required by Bill 109. Table 1: Summary of Bill 109 Proposed Fee Refunds by Application Type Staff are supportive of the Provincial objective to streamline development approvals to bring housing online efficiently to meet the needs of current and future residents. Corporately, the City has prioritized continuous improvement through the Development Services Review (DSR) which resulted in the creation of a customer -informed workplan that included 18 Lean improvement projects knowns as Kaizens involving over 111 staff. Additionally, projects are underway to implement recommendations from the provincially funded 2021 KPMG report on Digital Transformation as well as through Streamlining Development Approvals Provincial funding awarded earlier this year to continue to refine our processes. The intent of the proposed free refund change through Bill 109 is to expedite approvals to increase housing supply throughout Ontario. However, it may do so at the potential detriment of good planning process and principles, dialogue with applicants, and the value added by the community through a comprehensive public engagement process that has been recently refined and improved through the City's Development Services Review. Page 26 of 53 50% 75% 100% Application Type No Refund Application Fee Application Fee Application Fee Refund Refund Refund ZBA Final decision Decision made Decision made Decision made made by within 91 and within 150 and after 210 days Council within 149 days 209 days 90 days Combined OPA Final decision Decision made Decision made Decision made and ZBA made by within 121 and within 180 and after 240 days Council on ZBA 179 days 239 days and Regional Council on OPA within 120 days Site Plan Decision made Decision made Decision made Decision made by Manager of within 61 and 89 within 90 and after 120 days Development days 119 days Review within 60 days Staff are supportive of the Provincial objective to streamline development approvals to bring housing online efficiently to meet the needs of current and future residents. Corporately, the City has prioritized continuous improvement through the Development Services Review (DSR) which resulted in the creation of a customer -informed workplan that included 18 Lean improvement projects knowns as Kaizens involving over 111 staff. Additionally, projects are underway to implement recommendations from the provincially funded 2021 KPMG report on Digital Transformation as well as through Streamlining Development Approvals Provincial funding awarded earlier this year to continue to refine our processes. The intent of the proposed free refund change through Bill 109 is to expedite approvals to increase housing supply throughout Ontario. However, it may do so at the potential detriment of good planning process and principles, dialogue with applicants, and the value added by the community through a comprehensive public engagement process that has been recently refined and improved through the City's Development Services Review. Page 26 of 53 Specifically, should Bill 109 be implemented in its current form, there are the following potential risks to Kitchener: Process, resources, and timing risks • Processing applications within the Planning Act timelines may not allow for consideration of the complex technical matters that some applications bring (e.g., Environmental Impact Studies, Heritage Impact Assessments, Urban Design Reports) which take additional time to review and assess, and may have seasonal field requirements; • Advancing quality building design and the ability to negotiate with developers to achieve better outcomes for a development could be challenged with compressed review times; • External commenting agencies add value to the process and time for technical review which may not be able to be achieved in all cases within the timeframes contemplated by the proposed changes to the Planning Act; • The process is likely to result in unintended outcomes such as more recommendations for refusal of development applications and/or more appeals to the Ontario Land Tribunal (OLT). This would take decisions out of the local context and reduce time for issue resolution through the planning review process. Additionally, more appeals will require considerable additional Planning and Legal resources; • Should a Planning recommendation report not be able to be brought to Council for a decision within the time required by the Planning Act or should Council defer a Planning staff recommendation, the result may be a refund of the planning application fees which will ultimately be borne by the tax base rather than the principle of growth paying for growth; • It is widely understood by the development industry and planners that the legislative timelines do not provide adequate review time of average and complex development applications. More recently Kitchener has seen an increase in applications for multi - tower developments which are complex in nature and typically take a longer period of time to review. Kitchener has, on average, met legislative timeframes for minor applications that did not require more than typical levels of community engagement or, a detailed review of modifications to the proposal; and • Substantial process changes beyond what the local development industry has identified through the Development Services Review will be required to achieve decisions within the proposed legislative timeframes. This will impact many business units across the corporation which will have to dedicate time to process overhauls. Bill 109 requires the delegation of site plan approval to staff, which Kitchener has already done through its Site Plan Control By-law. Bill 109 also proposes to allow the Province, through a future legislative regulation, to prescribe complete application requirements for site plans. A pre -submission consultation process is already used by staff to outline complete application requirements for development applications including site plans. Once the Provincial regulations for complete applications for site plan are established, staff may have additional comments depending on the nature of the requirements proposed. In accordance with current Planning Act provisions, staff will continue to use the City's Official Plan to outline additional pre -submission requirements for site plans. Page 27 of 53 Application fee risks • The City of Kitchener currently does not budget for or issue refunds of development application fees. Reduced planning revenues, which is what would occur if fees were refunded, will have the unintended consequence of reducing staffing levels which could limit the City's ability to work expeditiously to process development applications; • Official Plan Amendment (OPA), Zoning By-law Amendment (ZBA), and Site Plan application fees are one of the primary revenue sources for the Planning Division and are collected to cover the cost of processing the applications (i.e. growth pays for growth); • Application fees account for a very small proportion of a developer's proforma. Refunding application fees will do very little in the way of achieving housing affordability and costs to cover the staff time that are not covered through the application fee (i.e. the refunded portion) will have to be funded through the tax base, which will increase taxation costs to all Kitchener residents or may result in service cuts; • The Planning Division collects fees and is the process owner for the OPA, ZBA, and Site plan applications. Planning relies on other divisions (Building, Transportation, Engineering, Operations, etc.) and external agencies (Region, Grand River Conservation Authority, Ministry of the Environment, Conservation, and Parks, Ministry of Northern Development, Mines, Natural Resources and Forestry Services, and Ministry of Transportation) to participate in the process. The City has very little to no ability to influence process change outside of the City. External agencies (except the Region) do not collect application fees and are not subject to the same fee refund requirements. Additionally, the City will have little ability to control response times for the applicant to address staff and agency comments; therefore, it could be in the applicant's interest to delay and recoup fee revenue, and; • The increased volume and complexity of applications drives the need for additional permanent Planning resources, which cannot be provided without the certainty covering those costs through application fees. Perception risks The City of Kitchener's approach to planning includes a fulsome community-based process that involves building relationships with the community, development industry, and Council; sharing information; and receiving and considering feedback on planning proposals, projects, and processes. Placing emphasis on making planning decisions faster will result in fewer engagement opportunities with the stakeholders mentioned above. As a corporation we have worked hard to build relationships and develop key partnerships with the development industry and community. It will be increasingly challenging to engage and continue to build partnerships if fee refunds are required for complex planning applications that cannot be completed within the legislated timeframe. Minimizing the City's ability to involve the community, Council, and the development industry in discussing and resolving matters through a transparent process is of great concern. Through the Development Services Review (DSR), City staff heard from the community that transparency, access to information, and meaningful, inclusive engagement were top priorities. Improvements have already been made to the engagement process using StoryMap and additional digital engagement platforms; the use of postcards instead of Page 28 of 53 technical letters to share information with the community about development proposals; and notifying all residents and property owners within 240 meters of a development proposal — double the requirement in the Planning Act. According to the 2020 Building Industry and Land Development Association's (BILD) Municipal Benchmarking Study, it takes Ontario municipalities anywhere from 12 to 30 months to issue site plan approval for developments. As a result of improvements made to Kitchener's site plan process, approval in principle is issued on average between 3 and 6 months with full site plan approval being obtained on average within 16 months. The time it takes to obtain full site plan approval is partially dependent on how quickly the applicant can clear conditions. Processing applications within the Planning Act timelines to avoid refunding application fees will most certainly require changes to the development application processes, specifically community engagement processes. These changes may move further away from the process and engagement improvements that have already been made through the DSR which in turn may result in lower levels of and less meaningful community engagement (e.g. not hosting multiple Neighbourhood Meetings, working groups, site walks, etc). Other matters of note Proposed legislative changes to Development Charges and Community Benefits Charges are relatively minor in nature and will have minimal impact on Kitchener's ongoing work in these areas. This work will continue to proceed to Council for decision in the format and timeframe as currently planned. The Bill 109 proposed changes to the Planning Act include the ability for the Minister to "order" a municipality to accept certain lands as parkland. The types of land described in Bill 109 that could be ordered as parkland do not meet the current or proposed standards of acceptable parkland within the proposed Spaces Parkland Dedication Policy and By- law. These changes have the potential to impact the amount of cash -in -lieu that could be collected, most likely in intensification areas such as Kitchener's Major Transit Station Areas (MTSAs) and downtown. At this time, staff does not have a clear understanding of when or in what context the Minister may issue such an order. If this order is only at the request of a municipality, then it is unlikely that this situation would occur in Kitchener. However, if such orders can be generated in other ways, these proposed changes could significantly impair the ability to collect parkland or cash -in -lieu to the proposed standards within the Spaces Parkland Dedication Policy and By-law. Bill 109 also includes provisions that enable municipalities to create a Community Infrastructure and Housing Accelerator to speed up approvals for housing and community infrastructure related applications (i.e., a Minister's Zoning Order (MZO) like process). The Province has also prepared proposed guidelines for how Community Infrastructure and Housing Accelerators would work. As the proposed changes to the Planning Act regarding this matter are enabling rather than a requirement, should Kitchener choose to enable this mechanism, it has the potential to have impacts on its robust community engagement approach and relationships that have been built with the community and Council. A fulsome discussion regarding the merits and drawbacks of this tool should occur prior to its use. Page 29 of 53 On March 30, 2022, the Province increased the Non -Resident Speculation Tax from 15 to 20 per cent and expanded the tax provincewide (beyond the Greater Golden Horseshoe). This tax applies to the purchase or acquisition of an interest in a residential property located in Ontario by anyone who is not a citizen or permanent resident of Canada or by a foreign corporation/taxable trustee. The Province has indicated that this change has the potential to assist with their plan to increase housing supply and affordability. There is no evidence to date that this tax addresses affordability. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: The proposed fee refund changes to the Planning Act have the potential to impact a key Planning and Engineering Division revenue source. This item would have Operating Budget Implications should the province implement the proposed bill. However, the magnitude of the impact is not known at this time and would ultimately depend on what portions of the application could be required and reviewed before deeming the application complete. Capital Budget — The recommendation has no impact on the Capital 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 — Staff from the Planning, Parks and Cemeteries, Finance, Legal Services, Legislative Services, Building, Realty Services and Equity, Anti -Racism, and Indigenous Initiatives (EARII) Divisions met to discuss the More Homes For Everyone Plan including Bill 109. The comments in this report are reflective of this cross -divisional discussion. Staff presented an overview of More Homes for Everyone Plan, including Bill 109 to the Kitchener Developer's Liaison Committee (KDLC) on April 8, 2022 to understand their perspectives and share initial staff comments. As per this initial discussion, staff understand that there is likely little support in Waterloo Region for the proposed fee refund requirements included in Bill 109. PREVIOUS REPORTS/AUTHORITIES: There are no previous reports/authorities related to this matter. REVIEWED BY: Ryan Hagey, Director Financial Planning and Reporting Katherine Hughes, Assistant City Solicitor Niall Lobley, Director Parks and Cemeteries Andrew Ramsaroop, Social Planning and Affordable Housing Program Lead Dianna Saunderson, Manager Council/Committee Service/Deputy City Clerk Danielle Sbeiti, Manager Realty Services Page 30 of 53 APPROVED BY: Justin Readman, General Manager Development Services Department ATTACHMENTS: Attachment A — More Homes for Everyone Plan: Summary of City of Kitchener Comments Page 31 of 53 c O E O U L Y O U O cu E N 0- 0 O i LU L N O CO C O t V 0 VQ N O (Q C 0 C N a) M N L d O M >, O -�� OL • o O Q m i L O a) E O a) m0) a) U) O a) > L� O 0 a) d L p U LZ C 7 L O O M O " L o O .� ' N a) v) L _ U N C Q u) U _ L L) 4-- /a) ii O 0 w .c E� U O) C M Q U (6 a) � y�-.r a) > N U > 0 M= E C .� .� c6 C ,V 0 O O U) O7 d N V O p O N O= O7 E C _� c: m EE c6 U C O O- O C m Qa U Q'U) O N _> > O >� O m a �+ O OL O d O O a) O a) d o ca O> .v c m( N > c6 � L m E J(D +r O (D O OL p d U M cn CT °' m 0 c� cn 0-a) m o��� Qca ��.��� ca 0 (D m0 c�Y 0— Q'FMm o D Vic) 0� c ML 0 a) 2 4--o O a) c C O N --am V_ O CIff O 0 (Q , Y U) O U C O c O N � d O. 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E 0 Q C C 0 Q.— C N L N Q O N C (Q � N *' N-0 70 O X = � cn• ->_�' E O (� L (Q C O 0)-0 •C �--r (Q rte+ N C C (6 _ O +J cn O) _ U) C C C > O U) (n m C C C N N O� O 6) N p C = C '� O p E U= L O- U)N 0) 0) (6 >, C (Q p - (Q C = U (6 C �_ O Q C O O C U) L ' O (DO O _rZO0 _ p � N O O N a) .� L C N O C M C O) C C C`• C 3 cn +� O >+•C � •E- V (Q O (Q .� U aD .2 C — -- (D O to Q N co m LO O ti c� (D O) m 0- 1 Staff Report KAaR Chief Administrator's Office www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: April 25, 2022 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: April 7, 2022 REPORT NO.: CAO -2022-163 SUBJECT: 2022 Business Plan - April Progress Report RECOMMENDATION: For Information REPORT HIGHLIGHTS: • The purpose of this report is to present the 2022 Business Plan - April Progress Report (Appendix A). • Three projects have been completed in the first quarter of 2022, including; the Energy Efficiency Reserve Fund, Sustainable Urban Forest Strategy, and Reduce Waste Diverted to Landfills. All other strategic actions and business plan projects are on track to meet scheduled end dates at this time. • There are no financial implications arising from this report. • Community engagement included posting this report to the City's website with the agenda in advance of the committee meeting. • This report supports the achievement of the city's strategic vision. BACKGROUND: The 2019-2022 Strategic Plan includes measurable, specific actions with a timeline for completion, and a commitment to measure and report on progress to Council and the public throughout the life of the plan. The annual business plan includes strategic plan actions and other high priority projects identified by Council and staff and progress is reported three times per year. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 38 of 53 REPORT: 2022 Business Plan - Overall Status The 2022 Business Plan comprises 12 strategic actions and 24 business plan projects. Of these 36 projects, 21 are to be completed in 2022, and 4 of these projects are already completed. Figure 1: Strategic Actions and Business Plan Projects scheduled for completion in 2022 Completed On Track Delayed / Not Started 4 projects 17 projects 0 projects (19 %) (81%) (0%) Overall Status of Strategic Plan Actions Page 39 of 53 As illustrated in the following chart, 16 of the 25 actions in the 2019-2022 Strategic Plan are now complete as of April 30, 2022. Three actions have already been completed in 2022, with three other actions planned to be completed by the end of 2022. Six actions are to be completed in 0 People -friendly Transportation 4D Complete streets 8ikeshare r y program Protected cycling network K I TC H E N E R' S STRATEGIC PLAN 10 COMPLET€U _ IN PROGRESS _ NOT START€U 20 1 9-202 2 Kr 0 Environmental Vibrant Leadership Economy Corporate ClimateUrban Design Action Plan a Manual in` Cycling and Trails { i MasterPlan— a connectivity and e winter maintenance Pedestrian first streets K I TC H E N E R' S STRATEGIC PLAN 10 COMPLET€U _ IN PROGRESS _ NOT START€U 20 1 9-202 2 Kr 0 Environmental Vibrant Leadership Economy Corporate ClimateUrban Design Action Plan a Manual in` Energy Efficiency { i Reserve Fund a Community Climate e Action Plan Sustainable Urban Forestry Strategy - tree canopy +tree planting r Waste Diversion r Strategy 2023, with work underway this year. 2022 Completed Strategic Actions 10 in Caring Great Customer Community Service Equity,Diversityy, a inteMulrprenguage tation Inclusion Strategy r interpretation support � Incubator and accelerator network { i Affordable Housing Strategy a Customer satis#action program Make it Kitchener Reduce social Online customer r 2.0 Strategy ' ' stigmas + service portal City property revietiv +property Open Space Strategy+ Equitable facility Set and communicate service levels to market distribution Develop a vision for Downtown, Bramm Arts and Culture Plan ' Customer Yard, and Civic experience program District Master Plans April 2022 Update I, Underthe Environmental Leadership Goal, three strategic actions have been completed in 2022. All five of the strategic actions under this goal are now complete. The City of Kitchener has been recognize' as an `A -list city' in a global ranking conducted by the Carbon Disclosure Project. Kitchener's actions have led to this recognition as one of seven Canadian cities among 95 global cities including Copenhagen and Tokyo, who are taking the lead on climate change. Energy Efficiency Reserve Fund The strategic action to leverage the Energy Efficiency Reserve Fund and other resources to reduce consumption and emissions at city facilities and in city operations has been completed. Starting in 2019 and continuing through to 2022, savings from corporate projects have been captured and reinvested into the revolving fund to support new capital investments to achieve a continuous cycle of cost saving and efficiency. Sustainable Urban Forest Strategy Page 40 of 53 The strategic action to implement the Sustainable Urban Forest Strategy focused on eliminating the 2018 tree planting backlog by 2022 and establishing a tree canopy target by 2020. By 2021 staff had planted sufficient additional trees to eliminate the 2018 backlog. In 2015 Kitchener had an urban forest canopy of around 26% or 3,474 hectares of canopy cover. In 2019 tree canopy coverage increased to 27% or around 3,615 hectares. While these are excellent results and rank Kitchener among the cities with the highest urban canopy covers in Ontario, to maintain or improve this will take work. In January 2022, Council approved an Urban Forest Canopy target of 30% per ward by 2050 and city-wide target of 33% by 2070. Reduce waste diverted to landfills In 2019 City of Kitchener events featured volunteer -run waste diversion stations, encouraging attendees to divert waste into the proper stream (organics, recycling, or landfill). The diversion station concept was a success and was planned to continue in 2020. However, the onset of the pandemic saw cancellation of most events and eliminated opportunities to advance public awareness for waste diversion. A pilot project at the Kitchener Market was completed in 2022 on making waste receptacles more accessible. Relevant findings of these projects will be considered in future waste strategy initiatives. Overall Status of Business Plan Projects Sixteen business plan projects are to be completed in 2022, with 6 to be completed in 2023 and 2 to be completed in 2026. All projects are on track at this time to meet scheduled completion. STRATEGIC PLAN ALIGNMENT: This report supports the achievement of the city's strategic vision. 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: CAO -20-008 2021 Business Plan Year -End Progress Report and Recommended 2022 Business Plan Project List Page 41 of 53 APPROVED BY: Michael May, Deputy CAO and GM, Community Services Department ATTACHMENTS: Appendix A: 2022 Business Plan Progress Report as of April 30, 2022 Page 42 of 53 2022 Business Plan —April Progress Report PART 1. 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 Statement Project Project Manager Completion 1.2 Encourage and incentivize Bikeshare Program Ivan Balaban 2022 The Region -led project team prepared alternative modes of Implement a bikeshare service Transportation three reports for Regional Council in transportation by developing in which bicycles are made Services April to: update the Region's Traffic and subsidizing a bikeshare available for shared use to the bylaw to permit e -scooter use on program by 2021. public in an effort to address Regional trails and some Regional the "last mile," following a roads; inform Regional Council of feasibility study to determine implementation planning for the most appropriate system. establishing commercial bike share and e -scooter share operations; and a risk assessment. Local municipal staff will bring forward companion reports to local City Councils. Request For Proposals planned for May, with launch anticipated for summer 2022. 1.3 Install a continuous and Protected Cycling Network Darren Kropf 2023 Phase one construction of separated bike lanes on Joseph and Water streets protected cycling network that Connected to the Downtown Transportation was completed in 2021. connects adjacent Install a continuous and Services neighbourhoods to the protected cycling network Phase two construction tender has downtown by 2022. that connects adjacent been awarded for separated bike lanes neighbourhoods to the on Queen, Cedar and Ontario Streets, downtown by 2022. and traffic diversion for neighbourhood bikeways on Lancaster and Chapel Streets. On -road wayfinding signs were installed along one route in fall of 2021, with the remaining installation to take place in 2022. The final phase of construction is on track for 2023. Planning is underway for a promotional campaign to encourage use of the new cycling infrastructure. 1.5 Develop a plan to create 1.5.1 Pedestrian -First Plan for Darren Kropf 2022 Gaukel Street between Charles and pedestrian -first streets Gaukel Street Transportation Joseph Streets has hosted numerous between Victoria Park and City Develop plans to prioritize Services informal gatherings, art animations Hall and pedestrians over other travel and events, including Christkindl which modes on Gaukel Street. brought pop-up retail to the space. Grant applications have been completed to secure funding to further transform Gaukel into a hub of activity and commerce. Charlie West condominium construction is nearing Page 43 of 53 Strategic Plan Action Statement Project Project Manager Completion Progress Update Statement 2.2 Starting in 2019, leverage Leverage the Energy Efficiency Manager Anna Marie 2022 completion, with the developer to the Energy Efficiency Reserve Reserve Fund Cipriani restore the roadway into a pedestrian - Fund and other resources to Leverage the fund to undertake Admin- oriented space. between the ION and Kitchener 1.5.2 Pedestrian -First Street Darren Kropf 2023 Following engagement of over 800 Market by 2022. Plan for Kitchener Market Transportation residents and businesses, an action our operations. Develop plans to prioritize Services plan with 15 actions in three themes pedestrians over other travel has been created. The themes are: modes between the Kitchener Create a definable "feel" to the Market 2.4 Implement the Sustainable Market ION station and Josh Shea 2022 District; Improve safety and comfort Urban Forest Strategy with a Kitchener Market. Parks & for getting around as a pedestrian, focus on establishing a tree cover and set an achievable Cemeteries and; Make it easy to host events on canopy target by 2020 and target based on best practices Eby Street. Outdoor seating and eliminating the current (2018) as well as constraints such as planters have been purchased through tree planting backlog by 2022. land availability, quality of soil, grant funding for use on Saturdays etc. in order to guide ongoing when the Market moves outdoors. A and future investment in tree year-long programming plan utilizing planting, protection and Eby Street as a pedestrian space is maintenance. ready for launch in the spring. 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 2.2 Starting in 2019, leverage Leverage the Energy Efficiency Manager Anna Marie 2022 Completed the Energy Efficiency Reserve Reserve Fund Cipriani Savings from corporate projects Fund and other resources to Leverage the fund to undertake Admin- continue to be captured and reduce consumption and energy efficiency retrofit Development reinvested into the fund to support emission at our facilities and in projects on City of Kitchener Services new capital investments that will our operations. assets and capture and reinvest achieve even greater energy operating savings to pay capital efficiencies. costs. 2.4 Implement the Sustainable 2.4.1 Tree Canopy Target Josh Shea 2022 Completed Urban Forest Strategy with a Review the current canopy Parks & Staff eliminated the 2018 tree planting focus on establishing a tree cover and set an achievable Cemeteries backlog in 2021 and an Urban Forest canopy target by 2020 and target based on best practices Canopy target of 30% per ward by eliminating the current (2018) as well as constraints such as 2050 was adopted by Council in tree planting backlog by 2022. land availability, quality of soil, January 2022. 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 Completed landfills by implementing new Increase Waste Diversion in Cipriani A pilot project at Kitchener Market was Our Public Spaces and Events completed on making waste 2 Page 44 of 53 UpdateStrategic Plan Action Project Project Completion Progress Statement Manager diversion programs at our Expand the Waste Diversion Admin receptacles more accessible for all. facilities and events by 2021. Station to all City -run events Development Relevant findings will be considered in with large volunteer Services future waste strategy initiatives. involvement, and evaluate expanded waste diversion stations at events, parks and public facilities. I 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 3.2 Foster the creation of a 3.2.2 Incubator, Accelerator Manager Cory Bluhm 2023 A partnership with the University of city-wide network of and Co -Working Space Economic Waterloo (UW) for 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 UW on design, permits completing the buildout of 44 Creative Hub, explore the and approvals; site plan approval is Gaukel in 2019, advancing potential to facilitate a Food anticipated in spring 2022, with an work on a Creative Hub and Incubator with a business case expected 2023 opening date. Staff are undertaking business cases in pending, and explore also supporting UW in securing 2019-2021 for the food partnerships for the additional funding. manufacturing and development of City Council approved the business case health/med-tech industries. manufacturing and to establish a new incubation space at 2 health/med-tech industry King Street west to support businesses incubators. advancing the UN Sustainable Development Goals (SDGs). Staff continue to explore funding opportunities to support a Food Incubator; business cases will be prepared for Council approval in 2022. 3.4 Complete a comprehensive City -Owned Property Review Brian 2022 Initial focus has been on identifying review of city -owned Complete a comprehensive Bennett supportive housing sites. Land properties by 2020 to review of city -owned Economic assessment criteria have been determine how they could be properties by 2020 to Development established by staff, and a effectively used to advance city determine how they could be comprehensive review of all City -owned strategic objectives. effectively used to advance properties is in process. city strategic objectives. Page 45 of 53 Strategic Plan Action Project Project Completion Progress Update Statement 3.5 Develop a vision for 3.5.1 Downtown Vision and Manager Brian 2023 Council endorsed the process to downtown Kitchener and City -Owned Property Brought Bennett Completion develop a new downtown vision. A call continue to position downtown to Market Economic 2022 for community members to be part of a Kitchener as a leading Develop a vision for Development Downtown Community Working Group destination for redevelopment downtown Kitchener and Neighbourhood was launched in late March. opportunities, with at least one continue to position Programs & A Request for Proposal is in progress to new city -owned property downtown Kitchener as a Services hire a consultant to guide the brought to market by 2020. leading destination for Community Working Group and staff in Finalize the Innovation District redevelopment opportunities, engaging the broader community in the (Bramm Yards) Master Plan by with one new city -owned development of the vision. It is 2021 and the Civic District property brought to market anticipated one city property will be Master Plan by 2022. by 2022. Mark 2026 brought to market in 2022. Centre by 2021. 3.5.2 Innovation District Cory Bluhm 2023 In addition to UW Innovation Arena (Bramm Yards) Master Plan Economic noted in 3.2 above, a broad Master Plan Finalize the Innovation District Development will be developed in concert with (Bramm Yards) Master Plan by Services community engagement for developing 2022. the downtown vision. 3.5.3 Civic District Master Cory Bluhm 2023 The visioning exercise will be completed Plan Economic in concert with community engagement Finalize the Civic District Development in developing the downtown vision. Master Plan by 2022. 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. Strategic Plan Action Project Project Completion Progress Update Statement 4.4 Better utilize existing 4.4.1 Mill Courtland Manager Mark 2022 A consultant is completing a needs facilities, provide relevant Community Centre Expansion Hildebrand assessment and business case to programming at community Business Case Neighbourhood outline requirements for an addition centers, and support equitable Complete a needs assessment Programs & to Mill Courtland Community Centre. distribution of leisure programs and business case to Services The business case is to be completed and resources across determine the requirements in the third quarter of 2022. neighbourhoods. Start work on for an addition to the Mill the Mill Courtland Community Courtland Community Centre. Centre expansion by 2020 and the Rosenberg Community 4.4.2 New Rosenberg Mark 2026 The Minister of Education announced Centre by 2021. Community Centre/School Hildebrand that funding for the construction of a Business Case Neighbourhood school in the South Estates/ With the Catholic School Programs & Rosenberg subdivision has been board, complete a needs Services approved. The anticipated assessment and business case construction period is 2023 to 2026. to determine the requirements for a joint community centre/school in the Rosenberg area. Page 46 of 53 Strategic Plan Action Statement Complete the Huron Brigadoon Community Centre by 2021 Project 4.4.3 Huron Brigadoon Area School / Community Centre Construction Construct a joint school/community centre in the Huron Brigadoon area, in partnership with the Waterloo Region District School Board. Project Manager Mark Hildebrand Neighbourhood Programs & Services Completion 2022 Progress Update The Huron Brigadoon school / community centre project is on track and construction is ongoing. Negotiations for an operating agreement between the City and School Board are pending. The facility is expected to open early in the fourth quarter of 2022. Complete an Open Space 4.4.4 Open Space Strategy Mark Parris 2023 Engagement with stakeholders, Strategy by 2021. Develop an open space Parks & residents and community members is strategy to explore the value Cemeteries progressing, having heard from over of open spaces, how they 2000 people to date. The engagement function, are planned, focused on the vision for where and maintained, and managed, how much parkland the City should and including a review of have, using a deliberate, relationship - permitted uses in parks. building approach, and an equity, diversity and inclusive approach. The 'Spaces' component of the Open Space Strategy addresses the quantity of park and open spaces and will be presented to Council in June 2022. The 'Places' component shifts focus to the quality of park and open spaces and work will continue through to mid -2023. 4.5 Engage a broad cross- Arts and Culture Plan Emily Robson 2023 A Terms of Reference and stakeholder section of the community Develop a new and inclusive Economic consultation is under development in including the arts and creative Arts and Culture Plan by Development partnership with the other area industry sector and multi- engaging a broad cross- municipalities. cultural communities to section of the community develop an inclusive arts and including the arts and creative In March 2022 the City launched a culture Plan by 2021. industry sector and multi- year-long partnership with the cultural communities. Bloomberg Centre for Cities at Harvard University as part of the Bloomberg Harvard City Leadership Initiative to support the development of Kitchener's new Arts and Culture Plan. An initial kick-off event with 40 local arts and culture leaders, stakeholders and staff was carried out, and a smaller team has been established to refine the framework and develop potential initiatives. Page 47 of 53 S. Great Customer Service GOAL: Increase people's satisfaction, trust and engagement with the city by providing friendly, easy and convenient services. Strategic Plan Action Project Project Completion Progress Update Statement 5.4 Set clearly communicated Set and Communicate Service Manager Jana Miller 2022 Levels for the first areas identified in and specific service levels for Levels Corporate the strategic plan are on track to be frequently asked about or Set clearly communicated and Customer complete by the end of 2022. accessed City services, specific service levels for Service including: tree maintenance, frequently asked about or Work is underway to determine how parking, property standards accessed City services, service levels will be shared via a new complaints, snow clearing and including: tree maintenance, 'Report A Problem' widget on the grass cutting by 2022. parking, property standards MyKitchener portal. Next steps complaints, snow clearing and include a workshop with Corporate grass cutting by 2022. Leadership Team to prioritize setting service levels for all City services Page 48 of 53 PART 2: Status of Business Plan Projects by Department Page 49 of 53 Community Services Project Manager Completion Progress Update BP01 Fire Station 8 Location Study Helena Foulds 2022 A consultant has been hired to conduct a station location study for Fire Station 8, as well as review all Identify potential sites for Fire Administration - fire response zones. Staff plan to bring a report to Station 8, including an analysis of Community Council with recommendations in Q3 2022. response times based on an eight- Services station model. BP02 City Hall Customer Service Counter Jana Miller 2022 Corporate Leadership Team and Council endorsed the vision for a centralized City Hall service centre and Centralize all in-person services at Corporate started communicating the customer service vision City Hall to one service counter Customer Service with staff. Work is underway to gather technical and located on the main floor, including design requirements and an internal change the addition of a back -end work management plan is being developed. Request for area to provide customer service Proposal for an architect is in progress. Staff are support. expected to move to a temporary service centre in the Conestoga Room on the main floor of City Hall by June 2022. BP03 Budd Park Strategy Kim Kugler 2022 The planned staff update to Corporate Leadership Identify potential sites and Sport Team did not occur in January due to competing estimated costs to relocate the priorities, and is now planned for April 2022. Next recreational assets at Budd Park steps include bringing a report to Council for further and compare the costs to the direction. economic benefits of using the Budd Park for employment lands. BP04 Cameron Heights Pool Feasibility Kim Kugler 2022 Initial investigation of the existing facility and Study Sport amenities has been completed by the consultant. Collaborate with the Waterloo Conceptual block drawings are being reviewed by City Region District School Board to and School Board staff for feasibility. determine the renovations and estimated costs to isolate the pool operation from the school operation to preserve a recreational asset in the downtown core. BP05 Indoor Recreation Complex at RBJ Chris Oke/Kim 2022 The consultant leading the business case has engaged Schlegel Park Business Case & Kugler internal stakeholders, and staff and the consultant Conceptual Design FM/Sport completed site tours of comparator facilities, with an Engage community update provided to Corporate Leadership Team. The residents/stakeholders in a needs business case will be completed in May 2022, and a assessment and business case to Request for Proposal for the detailed design and determine the elements to be construction consultant will be issued June 2022. included in the new pool. BP06 Ice Demand Study Jeremy Dueck 2023 The work will resume in 2023 after sport groups are Evaluate ice user needs and trends Sport able to operate a full season without restrictions. The for ice time to determine the timing COVID-19 pandemic has had a direct impact on user of a new arena. groups and demand for ice. Page 49 of 53 Page 50 of 53 Corporate Project Manager Completion .•Update BP07 Demographic Data Collection Elin Moorlag Silk 2022 Phase 1 of the Demographic Data Collection Strategy EARII Strategy is well underway in the first half of 2022. Develop a strategy for the Financial Planning Standardized demographic data is now being collection of community & Reporting collected in the following areas: demographic data to guide the 1. Engage Kitchener online surveys identification and removal of 2. Volunteer applications systemic barriers in City programs 3. Applications for Advisory Committees and Boards and services. 4. Customer Service satisfaction surveys 5. Community Centre facility rentals 6. Community Grant applications Staff are currently working to implement data collection for delegates to Council, applications for all City of Kitchener grants, and applications for all job opportunities at the City; these initiatives are expected to be implemented by the second half of 2022. BP08 Launch of the Grant Program for Elin Moorlag Silk 2022 The RISE Fund was successfully launched in February Black, Indigenous & Racialized EARII and the first application review period from groups (RISE Fund) February 14 to March 17 saw 17 applications Implementation of a new totaling over $150,000 in requested funds. The community grant program for Equity and Anti -Racism Advisory Committee, which Black, Indigenous and Racialized serves as the selection committee for the RISE Fund, groups, as a tangible deliverable of is currently reviewing applications and will make the Corporate Equity & Anti -Racism recommendations to allocate the available funds. Strategy. Page 50 of 53 Financial Services Project Manager Completion Progress Update 131310 Budget System Implementation Ryan Hagey 2023 Specifications and tender document prepared, and the Replace the existing Budget System, project is planned to start in Q2/Q3 of 2022. which was developed in-house Financial Planning more than 20 years ago, with an & Reporting external software solution. Page 50 of 53 Page 51 of 53 Financial Services Project Manager Completion Progress Update BP11 Climate Event Sensor Jason Winter 2023 Staff are awaiting a final decision regarding a grant Implementation application which would fund this opportunity. If Investigating and initial Asset Management successful, implementation will include installation of implementation of climate sensors & Business a number of weather stations installed throughout the throughout the City to gain climate Solutions summer and data collected for modeling and trending related data for modelling, real- by Q3 of this year. time analysis, and emergency response. BP12 Asset Management Planning Jason Winter 2023 Final reviews are underway for the Water asset Develop and publish two key asset management plan, expecting to have it finalized by the management plans for Facilities Asset Management end of April. Asset management plans are also being and Water categories to support & Business completed for both roads and sidewalk infrastructure, adherence to O. Reg 588/17 Solutions with expected completion by June 2022.The team is currently working with FM to scope their asset management plan. The end date for the entire project has been extended to 2023 from 2022. BP13 Concur Invoice Automation Lisa Dueck 2023 Currently gathering project requirements including Invoice management solution to pricing and resourcing, with a tentative project start fully digitize AP processes. Includes Financial date in fall 2022. invoice capture, tracking, approvals Operations and enhanced reporting for spend analysis. BP14 E -invoices for Miscellaneous Lindsey Taylor 2022 The e -invoicing project is progressing with work Receivables underway. Collaboration with staff to refine the Customers are frequently Revenue solution will continue in the coming months with the requesting e -invoices for goal to implement the e -invoicing solution in Q4 2022. Miscellaneous 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. BP15 Mobile Time Entry Jason Winter 2022 Great progress has been made during Q1 of 2022 with Implement mobile time entry for Asset Management the overall solution set. Collaboration underway to operations, eliminating the need & Business understand and implement solution for the for paper-based timesheets. Solutions complexities of many business processes. On track for first phase of implementation in fall of 2022. BP16 Development Charge (DC) & Ryan Hagey 2022 DC Study and Bylaw posted online in March and Community Benefits Charge (CBC) Financial Planning presented to Council in April. Report will be Studies & Reporting considered by Council in May, and pending approval, Update the City's development new rates will be effective July 1, 2022. charges study and investigate whether the City should prepare a community benefits charge study. Page 51 of 53 10 Page 52 of 53 Financial Services Project Manager Completion Progress Update BP17 Long Term Financial Plan — Ryan Hagey 2022 Investment policy completed and approved in April Implementation Financial Planning 2021. Work underway to consider which additional Implement/consider recommended & Reporting policies to move forward in 2022 (e.g., debt policy). actions identified as 2020 items in Utilities be compiling data and performing analyses the Long -Term Financial Plan. throughout 2022 to support the WIP review. BP18 Point of Sale and Expansion of Saleh Saleh 2023 Expansion of Payment Options for Utility and Property Payment Options Revenue Tax customers went live February 2021. The next Replace the existing Point of Sale phase of the project will see expansion of payment system, which is past its life cycle, options for Business Licensing, Building Permit, and expand payment options for Planning and Miscellaneous Receivable services with a various services. planned go -live for fall of 2022. The Point -of -Sale part BP20 Sustainable Urban Forest Strategy Josh Shea 2023 of the project is planned for 2023 to potentially align (SUFS) Implementation Parks & with the proposed centralized City Hall customer Continue to implement the SUFS by Cemeteries service counter. 10 Page 52 of 53 Infrastructure Services Project Manager Completion Progress Update BP19 Water Infrastructure Program (WIP) Bu Lam 2023 Project charter and project plan have been developed Undertake an assessment of the Sanitary & and will be reviewed and approved by the Steering Water Infrastructure program Stormwater Committee in April 2022. Project Advisory Team will originally completed in 2017 and Utilities be compiling data and performing analyses review for the next 5 years. This will throughout 2022 to support the WIP review. inform the long-term maintenance and renewal strategy for water infrastructure (water, sanitary and stormwater) I to ensure continued safe, reliable and efficient service delivery. BP20 Sustainable Urban Forest Strategy Josh Shea 2023 Council endorsed 10 -year capital funding to extend (SUFS) Implementation Parks & work with REEP Green Solutions. Funding has been Continue to implement the SUFS by Cemeteries doubled and work is targeted to support the providing grant funding to REEP objectives of the Tree Canopy Target. Green Solutions to partner on private tree planting and Planning has been initiated for the planting of trees in stewardship and planting 400 trees parks as part of the 2022 and 2023 work program. in parks before the end of 2023 to replace trees lost through EAB, storms and other events. BP21 Facilities Infrastructure Program Beatrice Powell 2022 The first quarter of 2022 focused on key initiatives to Conduct a comprehensive review of Facilities further support and drive evidence -based facilities facility infrastructure needs to Management capital planning. Facilities capital budget re- incorporate building condition structuring, which supports a needs based / state of assessments, sustainability good repair approach to capital project planning is opportunities, and accessibility complete. An FCM grant will support development of needs to identify current gaps and an asset management framework specific to facilities. inform long-term maintenance and In combination with facilities asset data, the capital improvement strategies to framework will support Provincial requirements for address the infrastructure deficit. Asset management planning for municipal infrastructure. 10 Page 52 of 53 BP22 Infrastructure Services Rehabilitation of City Hall Outdoor Spaces — Construction Phase 1 and Phase 2 Complete construction associated with the rehabilitation of City Hall Outdoor spaces. Project Manager Lynda Stewart Facilities Management Completion 2022 Progress ... Construction continued throughout 2021 and Phase 1 of Carl Zehr Square construction will be completed in June 2022. Phase 2 work on Duke and Young Streets will begin in spring 2022 and conclude by late fall 2022. BP23 Implementation of Significant Parks Niall Lobley 2022 RBJ Schlegel Phase 2 continues with the washrooms Projects Parks & nearing completion and groundwork beginning on Complete construction of RBJ Cemeteries Phase 2 parkland infrastructure. Schlegel Park — phase 2, Westwood Westwood Park and Brubacher Parks are at tender. Park and Brubacher Parks. Parkland improvements at Wilson are being Tender and award work at Alpine, implemented through the Montgomery Creek works, Vanier/Traynor/Wilson and and designs are completed at Alpine, Vanier and Shoemaker Parks. Shoemaker parks for construction in 2022. Initiate engagement at Public Engagement has begun for Oaten/Fergus/Idlewood and Kinzie Oaten/Fergus/Idlewood and Kinzie Parks. Parks. BP24 Implementation of the Federal Nick Gollan 2026 Work is progressing as planned on WIP utility Disaster Mitigation and Adaptation replacement projects (full reconstructions) and Fund (DMAF) Sanitary & engagement continues on multiple parks and Plan and execute stormwater Stormwater stormwater facility projects. Rehabilitation of management infrastructure projects Utilities Montgomery Creek near Wilson Park will commence in across the city to leverage the DMAF 2022, and current work in Shoemaker Creek will be grant funding and advance the completed later this year. Additionally, design work is implementation of the 2016 planned to commence for 10+ creek and pond projects Integrated Stormwater Management in 2022. Master Plan. 11 Page 53 of 53