HomeMy WebLinkAboutCAO-13-039 - Proposed City of Kitchener 2014-2016 Business Plan Staff Report
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REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: December 2nd, 2013
SUBMITTED BY: Laurie Majcher, Manager, Strategy & Business Planning
519-741-2200 Ext. 7817
PREPARED BY: Laurie Majcher, 519-741-2200 Ext. 7817
WARD(S) INVOLVED: N/A
DATE OF REPORT: November 27, 2013
REPORT NO.: CAO-13-039
SUBJECT: Proposed City of Kitchener 2014-2016 Business Plan
RECOMMENDATION:
That the Proposed City of Kitchener 2014-2016 Business Plan be referred to the Council
meeting of January 30, 2014.
BACKGROUND:
The purpose of the business planning process is to manage and support the development of
departmental business plans and an integrated corporate business plan to guide the medium-
term course of the Corporation. This involves the development, communication and facilitation
of a process that engages City staff, management, the Corporate Leadership Team and City
Council in establishing operational priorities that are driven by the objectives of the Strategic
Plan, responsive to the expectations of the community, achievable and financially sustainable
within a three year time frame, and to review those priorities on a regular basis as the external
and internal environment changes.
Other key components of business planning include: the review and analysis of dependencies
and linkages within the organization to identify opportunities for collaboration, greater alignment
and simplification; the development and management of a measurement framework to measure,
analyze, monitor and report on key performance indicators for core service; and, the
establishment of a governance framework for the regular monitoring, reviewing and reporting on
progress to plan, identifying the successful achievement of milestones and targets and reporting
to the Corporate Leadership Team on areas where the achievement of goals may be at risk so
that corrective action can be identified and action taken early.
The 2012 business planning process was focused primarily on the planning and management of
corporate and divisional projects as an achievable first step. In preparation for the 2014-2016
Business Plan, we have integrated more information on core services to provide a whole
systems view of the work being done within the organization and the associated resource
commitments. Next year, work will continue to develop a measurement framework and there will
be greater integration and alignment with the next strategic planning process to prepare for the
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next term of Council. Enhancements will continue to be made on an on-going basis to the
governance structure, monitoring processes and reporting framework.
REPORT:
The 2014-2016 Business Plan sets out the City of Kitchener's unified blueprint for the work that
will be done within the organization over the next three years. With this, the organization as a
whole will be able to make progress on its strategic objectives as well as maintain and
continuously improve the city's core services. This plan has been developed under the
leadership of the Corporate Leadership Team, with the full participation of the Corporate
Management Team and a wide range of staff from all city departments have been consulted
during its development. Through conversation, collaboration and connection within and across
all city departments, we have developed this business plan that outlines a clear path for the
organization, one that strikes a balance between our commitment to meet new expectations and
respond to emerging issues, while managing within our capacity to deliver. It is a three year
plan that is refreshed annually, comprised of an overview for each department, a description of
the core services delivered by those departments, and a listing of project commitments by
division identifying the primary link back to the strategic plan.
This is the first year core service profiles have been included in the Business Plan, with the
purpose of providing some perspective on the scope, complexity and volume of work that is
managed through the organization on a day-to-day basis. This plan includes 45 Core Service
Profiles, including the resources that are available to support service delivery, an estimate of the
percentage of full capacity that is required to consistently meet the expectations of the
community or the organization. On average, an estimated 94% of capacity is dedicated to the
day-to-day operation and management of the city's core services. The remaining 6% of service
capacity is committed to continuous improvement projects, corporate and strategic initiatives,
and other Council directives.
This plan includes the commitment to 24 Corporate Projects, including 10 new projects
expected to start in 2014. The Corporate Leadership Team has reviewed all Corporate Project
Proposals and prioritized each one based on the scope or depth of impact the project is
expected to have on the community or the organization. Corporate projects were ranked from 1
to 4, with a ranking of 1 representing top priority.
Although corporate projects are assigned to a single division as the lead for the initiative, staff
from other divisions within the department, and from other departments within the organization
are a critical part of the full network of resources that are required to achieve the expected
outcomes. All corporate projects rely on substantial involvement and collaboration with at least
one other division, with some requiring participation by staff from all of the divisions across the
organization. The resourcing demands for these projects are substantial and the management
of the different divisional contributions is complex and challenging. For this reason, corporate
projects are monitored by the Corporate Management Team and the status is reviewed and
discussed at the Corporate Leadership Team as required.
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2014-2016 Corporate Pro'ects
I�•m
1. CAO 2015 2018 Strategic Plan Integrated Planning 1 NEW
2. CAO Customer Service Strategy Office of the CAO 1
3. CAO Start-up Landing Pad Program Economic Development 1 NEW
4. CSD Neighbourhood Assoc.Online Registration Project Community Programs&Services 1
5. CSD Integrated Accessibility Standards(AODA) Community Programs&Services 1
6. FCS Development Charges Background Study Financial Planning 1
7. FCS Business Continuity Plan Implementation Legislated Services 1
8. FCS SAP Customer Relationship&Billing(CIS Replacement) Revenue 1 NEW
9. INS Water&Sanitary Sewer Rate Structure Review Utilities 1 NEW
10. INS Emerald Ash Borer Operations 1
11. CAO Corporate PMO Development Integrated Planning 2
12. CAO Intranet Review/Redesign Communications&Marketing 2
13. CAO Brand Strategy Communications&Marketing 2
14. CAO Land Disposition(Rockway RFP&Parking Lots 16,3&6) Economic Development 2 NEW
15. CSD Develop 5-year Master Fire Plan Fire 2
16. CSD Municipal Partnership Program CSD Administration 2 NEW
17. CSD Neighbourhood Strategy CSD Administration 2 NEW
18. FCS People Plan Roll-out Human Resources 2 NEW
19. FCS Corporate Technology Strategic Plan Information Technology 2
20. FCS Open Government Framework FCS Administration 2
21. INS Corporate Greenhouse Gas Reductions Facilities Management 2 NEW
22. INS Corporate Infrastructure Investment Fund—VP Washrooms Facilities Management 2
23. CAO 2-Way GO Transit Service Economic Development 3 NEW
24. CSD Queensmount Arena Review Enterprise 4
P - Priority
In addition to Corporate Projects, this plan includes the commitment to 88 divisional projects,
typically involving the implementation of approved strategies, the development of service
improvements and new management systems. The scope of a divisional project is typically
more contained to the mandate of the lead division. However, all divisional projects require
collaboration with subject matter experts or stakeholders from other divisions within the
organization. Some divisions, such as Information Technology, Communications and Marketing
and Operations may be included as a partner or support in more than 30 different projects being
led by other divisions within the organization.
All of the projects included in this business plan have a primary link back to the City of Kitchener
Strategic Plan. More than 50% of these projects support the strategic objectives for Quality of
Life, Development, and Organizational Governance. By choosing to focus resources on these
areas, the organization is expecting to make progress on community vitality including
community programs and facilities; economic development, growth management, city building
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and placemaking; and efficient and effective government through innovation, continuous
improvement, and building capacity through our people.
An additional 35% of all projects are aimed at making improvements to Communication,
Marketing and Customer Service, Financial Management and leveraging Information
Technology for enhanced customer service, mobile working and internal collaboration. In total,
these six areas of strategic focus account for 85% of the project commitments included in this
plan:
• Quality of Life
• Development
• Organizational Governance
• Communication, Marketing & Customer Service
• Financial Management
• Information Technology
The city's core services also make an important contribution to the achievement of the priorities
within the strategic plan in many ways. Improvements to the Core Service Profiles in future
business plans will capture those strategic linkages.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Corporate business planning falls within the overall integrated planning framework for the City of
Kitchener. This framework is driven by the Integrated Planning Centre of Excellence which is
focused on aligning our City's strategic goals and community priorities with departmental
deliverables.
The purpose of the Centre of Excellence is to build or enhance existing tools and processes so
that the organization can integrate business performance and strategy. This is done by
providing guidance and support, best practices, research and training, introducing new (or
enhancing existing) management practices and business processes. This includes, but is not
limited to, areas such as Strategic Planning, Business Planning, Portfolio/Project Management,
Performance Management, Measurement and Reporting.
FINANCIAL IMPLICATIONS:
The proposed City of Kitchener 2014- 2016 Business Plan provides important context for the
2014 budget process.
COMMUNITY ENGAGEMENT:
N/A
ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer
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Community Vision: Corporate Mission:
Together, we will build an Proudly providing valued
innovative, caring and vibrant services for our community.
Kitchener with safe and thriving
neighbourhoods.
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EXECUTIVE SUMMARY
The 2014-2016 Business Plan sets out the City of Kitchener's unified blueprint for the work that will be
done within the organization over the next three years. With this, the organization as a whole will be
able to make progress on its strategic objectives as well as maintain and continuously improve the
City's core services. This plan has been developed under the leadership of the Corporate Leadership
Team, with the full participation of the Corporate Management Team and a wide range of staff from all
city departments have been consulted during its development. It is a three year plan that is refreshed
annually, comprised of an overview for each department, a description of the core services delivered by
those departments, service trends and future challenges, and a listing of project commitments by
division identifying the primary link back to the strategic plan.
This is the first year core service profiles have been included in the Business Plan, with the purpose of
providing some perspective on the scope, complexity and volume of work that is managed through the
organization on a day-to-day basis. This plan includes 45 Core Service Profiles, including the
resources that are available to support service delivery, an estimate of the percentage of full capacity
that is required to consistently meet the expectations of the community or the organization. On
average, an estimated 94% of capacity is dedicated to the day-to-day operation and management of the
city's core services. The remaining 6% of service capacity is committed to continuous improvement
projects, corporate and strategic initiatives, and other Council directives.
2014-2016 Corporate Projects
Vc.mi m uioi ae IIV m
1. CAO 2015-2018 Strategic Plan Integrated Planning 1 NEW
2. CAO Customer Service Strategy Office of the CAO 1
3. CAO Start-up Landing Pad Program Economic Development 1 NEW
4. CSD Neighbourhood Assoc. Online Registration Project Community Programs&Services 1
5. CSD Integrated Accessibility Standards(AODA) Community Programs&Services 1
6. FCS Development Charges Background Study Financial Planning 1
7. FCS Business Continuity Plan Implementation Legislated Services 1
8. FCS SAP Customer Relationship&Billing (CIS Replacement) Revenue 1 NEW
9. INS Water&Sanitary Sewer Rate Structure Review Utilities 1 NEW
10. INS Emerald Ash Borer Operations 1
11. CAO Corporate PMO Development Integrated Planning 2
12. CAO Intranet Review/Redesign Communications&Marketing 2
13. CAO Brand Strategy Communications&Marketing 2
14. CAO Land Disposition(Rockway RFP&Parking Lots 16,3&6) Economic Development 2 NEW
15. CSD Develop 5-year Master Fire Plan Fire 2
16. CSD Municipal Partnership Program CSD Administration 2 NEW
17. CSD Neighbourhood Strategy CSD Administration 2 NEW
18. FCS People Plan Roll-out Human Resources 2 NEW
19. FCS Corporate Technology Strategic Plan Information Technology 2
20. FCS Open Government Framework FCS Administration 2
21. INS Corporate Greenhouse Gas Reductions Facilities Management 2 NEW
22. INS Corporate Infrastructure Investment Fund—VP Washrooms Facilities Management 2
23. CAO 2-Way GO Transit Service Economic Development 3 NEW
24. CSD Queensmount Arena Review Enterprise 4
11
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This plan includes the commitment to 24 Corporate Projects, including 10 new projects for 2014. The
Corporate Leadership Team has reviewed all Corporate Project Proposals and prioritized each one
based on the scope or depth of impact the project is expected to have on the community or the
organization. Corporate projects were ranked from 1 to 4, with a ranking of 1 representing top priority.
Although corporate projects are assigned to a single division as the lead for the initiative, staff from
other divisions within the department and from other departments within the organization are a critical
part of the full network of resources that are required to achieve the expected outcomes. All corporate
projects rely on substantial involvement and collaboration with at least one other division, with some
requiring participation by staff from all of the divisions across the organization. The resourcing demands
for these projects are substantial and the management of the different divisional contributions is
complex and challenging. For this reason, corporate projects are monitored by the Corporate
Management Team and the status is reviewed and discussed at the Corporate Leadership Team as
required.
In addition to Corporate Projects, this plan includes the commitment to 88 divisional projects, typically
involving the implementation of approved strategies, the development or service improvements and new
management systems. The scope of a divisional project is typically more contained to the mandate of
the lead division. However, all divisional projects require collaboration with subject matter experts or
stakeholders from other divisions within the organization. Some divisions, such as Information
Technology, Communications and Marketing and Operations may be included as a partner or support in
more than 30 different projects being led by other divisions within the organization.
All of the projects included in this business plan have a primary link back to the City of Kitchener
Strategic Plan. More than 50% of these projects support the strategic objectives for Quality of Life,
Development, and Organizational Governance. By choosing to focus resources on these areas, the
organization is expecting to make progress on community vitality including community programs and
facilities; economic development, growth management, city building and placemaking; and efficient and
effective government through innovation, continuous improvement, and building capacity through our
people.
An additional 35% of all projects are aimed at making improvements to Communication, Marketing and
Customer Service, Financial Management and leveraging Information Technology for enhanced
customer service, mobile working and internal collaboration. In total, these six areas of strategic focus
account for 85% of the project commitments included in this plan.
• Quality of Life
• Development
• Organizational Governance
• Communication, Marketing & Customer Service
• Financial Management
• Information Technology
The city's core services also make an important contribution to the achievement of the priorities within
the strategic plan in many ways. Improvements to the Core Service Profiles in future business plans
will capture those strategic linkages.
Through conversation, collaboration and connection within and across all city departments, we have
developed this business plan that outlines a clear path for the organization, one that strikes a balance
between our commitment to meet new expectations and respond to emerging issues, while managing
within our capacity to deliver.
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TABLE OF CONTENTS
EXECUTIVE SUMMARY........................................................................................................................................................ii
INTRODUCTION.....................................................................................................................................................................1
OFFICEOF THE CAO..............................................................................................................................................................2
DEPARTMENTMANDATE........................................................................................................................................................................2
ORGANIZATIONCHART............................................................................................................................................................................2
ENVIRONMENTALSCAN..........................................................................................................................................................................2
CORESERVICES.........................................................................................................................................................................................3
CAO Administration&Integrated Planning..................................................................................................................................3
Corporate Communications&Marketing......................................................................................................................................4
CorporateCustomer Service.................................................................................................................................................................5
EconomicDevelopment...........................................................................................................................................................................6
Officeof the Mayor&Council...............................................................................................................................................................7
CORPORATE AND DIVISIONAL PROJECTS..............................................................................................................................................8
BUDGET IMPACTS(TO BE ADDED AFTER FINAL BUDGET APPROVAL)..................................................................................10
COMMUNIITY SERVICES DEPARTMENT..................................................................................................................... 11
DEPARTMENTMANDATE......................................................................................................................................................................11
ORGANIZATIONCHART..........................................................................................................................................................................11
ENVIRONMENTALSCAN........................................................................................................................................................................11
CORESERVICES.......................................................................................................................................................................................12
CSDAdministration................................................................................................................................................................................12
Building.......................................................................................................................................................................................................13
BylawEnforcement................................................................................................................................................................................14
Aquatics.......................................................................................................................................................................................................15
Athletics.......................................................................................................................................................................................................16
CommunityResource Centres............................................................................................................................................................17
Programs&Resource Services..........................................................................................................................................................18
VolunteerResources..............................................................................................................................................................................19
Kitchener Memorial Auditorium&Arenas.................................................................................................................................20
Cemeteries..................................................................................................................................................................................................21
Golf.................................................................................................................................................................................................................22
FireEmergency Response...................................................................................................................................................................23
Fire Prevention&Public Education...............................................................................................................................................24
Planning......................................................................................................................................................................................................25
CORPORATE AND DIVISIONAL PROJECTS............................................................................................................................................26
BUDGET IMPACTS(TO BE ADDED AFTER FINAL BUDGET APPROVAL)..................................................................................30
FINANCE AND CORPORATE SERVICES........................................................................................................................31
DEPARTMENTMANDATE......................................................................................................................................................................31
ORGANIZATIONCHART..........................................................................................................................................................................31
ENVIRONMENTALSCAN........................................................................................................................................................................31
CORESERVICES.......................................................................................................................................................................................32
FCS Administration&Internal Audit.............................................................................................................................................32
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Accounting.................................................................................................................................................................................................33
FinancialPlanning.................................................................................................................................................................................34
HumanResources...................................................................................................................................................................................35
InformationTechnology......................................................................................................................................................................36
LegislatedServices.................................................................................................................................................................................38
Revenue........................................................................................................................................................................................................39
SupplyServices.........................................................................................................................................................................................40
CORPORATE AND DIVISIONAL PROJECTS............................................................................................................................................41
BUDGET IMPACTS(TO BE ADDED AFTER FINAL BUDGET APPROVAL)..................................................................................44
INFRASTRUCTURE SERVICES DEPARTMENT...........................................................................................................45
DEPARTMENTMANDATE......................................................................................................................................................................45
ORGANIZATIONCHART..........................................................................................................................................................................45
ENVIRONMENTALSCAN........................................................................................................................................................................45
CORESERVICES.......................................................................................................................................................................................46
INSAdministration.................................................................................................................................................................................46
AssetManagement.................................................................................................................................................................................47
Engineering...............................................................................................................................................................................................48
CustodialServices...................................................................................................................................................................................49
Facility Planning,Project/Energy Management, Building Maintenance&Repair.................................................50
Security Services&Emergency Preparedness...........................................................................................................................51
FleetManagement..................................................................................................................................................................................52
Park Open Space Design And Development................................................................................................................................54
Forestry,Horticulture& Trail Maintenance..............................................................................................................................55
RoadMaintenance&Sanitation......................................................................................................................................................56
Traffic&Signs..........................................................................................................................................................................................57
WinterControl Maintenance.............................................................................................................................................................58
SportsField& Turf Maintenance.....................................................................................................................................................59
Storm Water&Sanitary Sewer Maintenance............................................................................................................................60
Parking........................................................................................................................................................................................................61
TransportationPlanning.....................................................................................................................................................................62
NaturalGas Utility..................................................................................................................................................................................63
WaterUtility..............................................................................................................................................................................................64
CORPORATE AND DIVISIONAL PROJECTS............................................................................................................................................65
BUDGET IMPACTS(TO BE ADDED AFTER FINAL BUDGET APPROVAL)..................................................................................66
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1 " YYY rYrm'
CITY OF
KITCHENER
2014 ................... 2016 BUSINESS PLAN / /
o
INTRODUCTION
The 2014-2016 Business Plan sets out the City of Kitchener's unified
blueprint for the work that will be done within the organization over the
next three years. With this, the organization as a whole will be able to
make progress on its strategic objectives as well as maintain and
continuously improve the City's core services. It is an essential
management tool designed to ensure that all staff are working together
towards the community's and Council's priorities. The strategic /
directions included in A Plan for a Healthy Kitchener: The City of
Kitchener Strategic Plan for 2011-2014 provide focus for our work so
that we can move forward to provide long-term value to the community.
This plan has been developed under the leadership of the Corporate
Leadership Team, with the full participation of the Corporate
Management Team and a wide range of staff from all city departments
have been consulted during its development. Through conversation, /
collaboration and connection within and across all city departments, we /
have developed a business plan that outlines a clear path for the r
organization, one that strikes a balance between our commitment to
meet new expectations and respond to emerging issues, while
managing within our capacity to deliver.
It is a three year plan that is refreshed annually, comprised of an
overview for each department, a description of the core services
delivered by those departments, and a listing of project commitments
by division identifying the primary Zink back to the strategic plan.
This is the first year core service profiles have been included in the
Business Plan, with the purpose of providing some perspective on the /
scope, complexity and volume of work that is managed through the
organization on a day-to-day basis. Integrated Planning continues to
work with the Corporate Management Team on the development of a �-
comprehensive performance measurement framework to help
communicate our strengths and identify opportunities to serve the
community better over time. As this framework evolves, it is intended
to be integrated into future versions of the Business Plan.
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OFFICE OF THE CAO
2014 — 2016 Business Plan
Department Mandate
The Office of the Chief Administrator (CAO) is the organizational liaison between the administration
and Council, and ensures Council direction is acted upon. The CAO is responsible for the overall
administration of work in the three departments of the City, ensuring organizational effectiveness and
efficiency through solid organizational governance. Functions within the Office of the CAO include,
Corporate Communications and Marketing, Corporate Customer Service, Integrated Planning,
Economic Development and the Office of the Mayor and Council.
Organization Chart
Total 2013 FTE: 60.8 Chief
Administrative
Officer
Community Finance& Infrastructure [Executive Director, Executive Director,Corporate Economic
Services Services Services Office of the CAO Development
• Communication& Business Development
Marketing Small Business Centre
• Customer Service Downtown
• Integrated Planning Special Events
• Office of the Mayor& Kitchener Market
Council Arts&Culture
Environmental Scan
• Economic Development has made significant progress over the past decade in stimulating new
economic clusters to compliment the successes seen in our original core sectors. Work continues
to further develop competitive cross-cluster strategies that will attract quality private-sector
investment in the following sectors: Arts and Culture, Clean Technology, Digital Media, Finance
and Insurance, Food and Life Sciences.
• Increased citizen expectations for communication and access to information using evolving
technologies will place challenges on the city's communications and customer service functions for
the development of e-government services, 24-hour one number citizen access through the City of
Kitchener contact centre, and continuous improvements in communication strategies and the use
of social media.
• Changes in policy direction, legislation and program funding at the federal, provincial and
municipal level will need to be closely monitored through the Office of the Mayor and Council to
identify strategies that can respond effectively to new challenges and leverage new programs and
opportunities that may benefit the community.
• The organization is moving forward with a strong governance structure, with clear authority and
accountability for decision-making. Opportunities continue to exist to improve the overall
coordination and management of work across the organization and the development of a clear
consistent framework for corporate-wide reporting to executive management for tracking alignment
and progress against strategic priorities and operational goals.
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Core Services
CAO ADMINISTRATION & INTEGRATED PLANNING 75%
ExecuLivc IDirccLor, Office of Lhc CAC core
Service
This service is delivered by..
five permanent positions in addition to the CAO, supplemented by co-op students or unpaid intern
placements when available for special projects, and an estimated 75% of capacity is dedicated to the
provision of core service.
What we do
This service provides strategic leadership for the Office of the CAO, ensuring that the Division stays
current and moves forward on Council directives, strategic initiatives and special projects.
Administrative support is provided for the CAO, the Corporate Leadership Team (CLT), departmental
Senior Management Team (SMT) and various ad hoc committees, including research and leading
special projects to identify and respond to relevant issues. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Administration & coordinate meetings and agenda management for CLT as well as support for the
Special Projects departmental budget process, business planning process and financial processes.
Integrated work collaboratively across the organization to implement processes for effective strategic
IPlainining planning, business planning, project and portfolio management and community engagement.
Staff support for provide support to the committee in their role to determine and advance the community
Compass IKltcheneir vision and directions, and provide assistance as required to report progress to Council.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
In addition to supporting the administrative requirements of CLT and the CAO's SMT, this service
facilitates and coordinates monthly Employee Advisory Committee meetings, explores opportunities
for committee involvement in corporate affairs to ensure effective employee input and evaluation into
corporate programs. The annual business planning cycle requires direction and discussion within and
across all city departments to capture and update information on more than 50 core services, 20
corporate projects and 100 divisional projects annually. The status of projects included in the
business plan are monitored regularly and reported to Council and the public every four months.
Looking to the Future
• The new organizational structure for the Office of the CAO will create opportunities for continuous
improvement and will provide the necessary capacity to continue to support the effective
corporate-wide implementation of the integrated planning processes in the long-term.
• The introduction of key performance indicators within the business-planning framework in 2014
and 2015 will become an area of focus for this service to ensure the required information is
available, indicators remain current, analysis is objective, and results are presented in a clear way.
• Support for Compass Kitchener will be substantial in 2014, as they update the community priorities
and recommended strategic directions for the next strategic plan and implement proposed
changes to the annual report card to citizens.
• Acquiring appropriate software to effectively support corporate-wide project and portfolio
management and `dashboard' reporting functions continues to be a priority. With the introduction
of new technology, training and change management will place new demands on this service.
3
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CORPORATE COMMUNICATIONS & MARKETING
Director of Corporate Communications &Marketing, Laura Johnston 95%
Core
This service is delivered by..
Service
12 full-time positions and one part-time, and an estimated 95% of the full capacity of this division is
dedicated to the provision of core service.
What we do
The mandate of Corporate Communications and Marketing includes three broad functions: to share
information, to engage the public, and to promote enterprises, programs and services.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
External inform and engage the public on key programs, policies, initiatives and decisions.
Communications
Marketing increase public participation and assist with revenue generation by promoting the city's
programs, services and enterprises through strategic marketing plans.
Graphic Design & develop and maintain a consistent identity for the corporation and its enterprises through
Brand Management professional graphic design and manage the approved corporate brands.
Printing provide convenient and cost-effective printing,duplication and bindery services for the city
and its affiliated groups.
Internal share information with city staff and Council on corporate-wide policies, issues, initiatives and
Communications decisions, and provide all city staff with the tools and training they can use to share
information with one another on projects and initiatives of a departmental or divisional nature.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Communications and Marketing is often required to be available after hours to support the needs of
the organization for issues management, responding to unpredictable events and media relations on
high profile issues. Business units across the organization depend on the expertise and support of this
service, including them as key partners in 36 projects. Approximately 120 city staff are provided
training annually, including: media relations, website writing and updating, Accessibility for Ontarians
with Disabilities Act (AODA), corporate standards, marketing and design fundamentals. Seven
external facing websites are managed and maintained and 15,000 people are regularly engaged in the
City of Kitchener's social media.
Looking Forward
• The People Plan Refresh has identified internal communications as an area that demands
additional focus and resources.
• Major initiatives taking place in the city in the next few years, such as
such as the planning around rapid transit stations, will demand Regular social
strategic communication plans to ensure the public is informed and g media followers
engaged through the process.
• A strong upward trend in volume of work has occurred in recent years. Media releases
In the past five years, print volumes have increased by 20% and issued in 2012
bindery jobs and design jobs have doubled. Support for social media
continues to grow as part of core service expectations.
C11 Design jobs• The 2014 municipal election will place an unusually high demand on mpleted in 2012
the print shop, limiting the capacity to support day-to-day operational
demands of the organization.
Pages printed
• Local media has increased with additional print, online and radio in 2012
outlets, resulting in increased inquiries and creating new opportunities.
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CORPORATE CUSTOMER SERVICE 95%
Manager of'Corporaw CusLomer Service, Jeannie Murphy Core
Service
Thi.s.service is delivered by.. 0
nine full-time positions and four part-time positions, and an estimated 95% of this capacity is dedicated
to the provision of core service. To ensure a minimum level of service is provided, staff are on call
after hours to cover unpredictable absences.
What we do
This service provides leadership for the City's Customer Service Strategy, engaging the organization
to purposefully manage customer relationships and citizen enhancement; create a persistent focus on
the customer in the actions of the corporation; and developing and implementing new customer
service programs and standards to ensure consistent application across the organization. The key
functions of this service include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
General Inquiries provide first point of contact for all city related inquiries 24/7,directing callers to different
areas within the corporation when a subject matter expert is required.
Service IRequests & issue work orders directly into City Works or e-mail service requests in response to calls from
Emergency Dispatch citizens,and dispatching crews for emergency calls.
Alarm Monitoring monitoring MAStermind, the city's alarm monitoring system for all city facilities, including
pumping stations (starting March 2014).
Welcome Centre provide a broad range of customer service activities and specialized information to citizen's
and other visitors to City Hall on city services.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Customer Contact Centre (CCC) handled approximately 60,000 customer calls in 2012, and there
is a steady increase in calls every year. More than 85% of all calls are answered within 30 seconds,
well above the industry standard of 75%. In 2013, the CCC operated from 7am to 7pm Monday to
Friday and 8am to 4pm on Saturdays, providing work orders and service requests for Operations,
Bylaw Enforcement and Legislated Services. Over 20,000 calls were received related to parking and
property issues, and approximately 5,000 work orders are issued annually. The CCC will also provide
emergency dispatch for calls from City of Waterloo residents from 4 pm to 8 am starting in January
2014. This service operates on a full cost recovery basis.
Looking Forward
• The acquisition of Customer Relationship Management (CRM) technology will improve the
capability of the CCC to respond to customer calls, track and monitor trends and patterns in call
types, and carry out analysis on service levels and response times. The transition to the new
system will involve additional staff hours for development and training. Call handled by the
• In 2014, the CCC will move to 24/7 operating hours and will become
C11 CCC in 2012
l
the first point of contact for new lines of business. Increased
marketing of the '2345' call-line as a single point of contact for the Calls answered in
City will result in increased call volumes. Meeting expected service 30 sec. in 2012
levels for call response will be a priority for this service. eff: I
• Service expansion will require attention to business process Hours of operation
2014
improvements to fully realize the benefits of the CCC. eff: starting El
Work orders issued in
2012
N!EjEl
5
2 - 15
ECONOMIC DEVELOPMENT
Executive IDi ecLo of Economic IDevelopmem, Rod Regien 75%
Core
Service
This service is delivered by...
25 full-time positions and 18 part time positions, and an estimated 75% of the capacity of this division
is dedicated to the provision of core service.
What we do
The Economic Development Division has the mandate to help create the environment for economic
success. It facilitates business development, increased urban vitality and place making to support
investment, attraction of talent and the evolution of the City's brand as a creative and innovative urban
economy within the Waterloo Region. Six cross-disciplinary units work with key partners and three
advisory committees to implement the City of Kitchener Economic Development Strategy: Business
Development— cluster facilitation, business attraction, retention, land development. Key functions
include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Downtown urban vitality programming, development incentives, retail attraction.
Small I Business support services to small business,advice, training, and mentorship.
Centre
Special Events event programming and capacity building for 100 event portfolio.
Arts &Culture cluster development, public art procurement, management&programming
Kitchener IMarket marketing, business development, vendor relations, cluster facilitation
I Business cluster facilitation, business attraction and retention
Development
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Economic development teams are fully deployed in both core services and proactive developmental
activities. Approximately 75% of staff time is spent on core service delivery such as maintaining an
existing event portfolio and responding to client requests, and pro-active development work with key
client organizations, project conceptualization, and business development. Summary indicators:
Kitchener Market - 600,000+ annual customers, 90 vendors, 75+ events; Special Events — 100+
events and Festivals, 500,000 attendees; Downtown Kitchener 150 live performances, 40 leased retail
spaces, 9,000+ pedestrians daily, Business Development, manufacturing and digital media cluster
projects, California and Germany FDI programs; Arts and Culture: Music, film and design clusters
facilitation, public art inventory and maintenance; 24+ gallery exhibits annually; Waterloo Region Small
Business Centre (WRSBC)—9,000 enquiries, 500 one-on-one consultations, and 80 training events.
There has been $752 million in Downtown building permits since 2004. There are 400 residential
units under construction and approximately 10,000 sq. ft. of office leasing
per month. Downtown building
permits since 2004
Looking Forward
Enquiries for the
• Kitchener's brand is changing rapidly as it becomes known as a centre WRSBC annually
for innovation, technology startups and talent.
• The opportunity to compete globally is challenged by the need for
Live performances
collaboration at a regional level in strategy and brand development— downtown
not just with Waterloo Region partners but also with partner cities in
the GTHA, and with the province in the development of competitive
infrastructure. ® � Customers at the
Market annually
6
2 - 16
OFFICE OF THE MAYOR & COUNCIL
Chic,fof'SLaff', IDQ roLhy McCabe
85%
This service is delivered by.. core
Service
four permanent full-time positions, and an estimated 85% of the capacity of this
division is dedicated to core service.
What we do
The Office of the Mayor & Council (OMC) are a liaison and resource between the Mayor and Council
and citizens, city staff, outside stakeholders, and other orders of government. Staff also assist council
members with specific projects in addition to organizing annual council events. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Inquiries respond to citizen &media inquiries in a transparent, timely and accurate manner.
Council Events assist council with the coordination and management of special events.
Administration & prepare correspondence, manage appointments, process expenses, and assist individual
Issues Il ana ement members of council with special projects, research, report writing and management of ward
and constituent issues.
Intergovernmental organize meetings, prepare correspondence and media releases and provide local advocacy
(Relations alongside intergovernmental organizations and associations.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
OMC staff are available as required to provide assistance to council and the public. From 2011 to
present, OMC staff prepared 307 certificates; assisted with writing/editing of 736 articles (Kitchener
Citizen, newsletters, Your Kitchener); processed and responded to 2,462 invitations; created 8,897
pieces of correspondence; prepared the mayor and councillors and processed expenses for 55
conferences and 3 trade missions; and responded to 3,413 citizen inquiries (Note: some contacts
directly to council members are not forwarded and therefore not included.). Additionally, staff
organized and executed 8 annual events (e.g. New Year's Levee; State of the City, Grillefest). For
2013 only, the OMC received 54 media inquiries. As well, research was conducted, numerous
meetings were organized, media releases and correspondence prepared to support intergovernmental
activities for the corporation and council in addition to providing local advocacy for the Federation of
Canadian Municipalities, Big City Mayors' Caucus, Large Urban Mayors' Caucus of Ontario and
Association of Municipalities of Ontario.
Looking Forward
• Over the term, council members have become increasingly engaged in community outreach.
New council projects include the Youth Forum (organized in conjunction with Youth Services
and Compass Kitchener) as well as "My Ideal City".
Citizen Inquiries
• Some council members have initiated individual projects which received annually
require support such as a family movie night, community film
screening, Food Bank Food Fight in addition to increased
correspondence requirements. ClIff]
• There is an increasing trend for more mail outs for surveys,
petitions, certificates and recognition and ward specific information Correspondence
requested and increased email correspondence from citizens. Cl prepared annually
• In addition, there is an increasing amount of intergovernmental
activity occurring. ® Mayor&Council
annual events
7
2 - 17
Corporate and Divisional Projects
Strategic
Project Name&Objective 2014 2015 2016 Alignment
Corporate PMO Development Organizational
1 Develop and implement:templates, processes and procedures,training and reporting Governance
mechanisms for senior management. Develop work plan,steering committee and
work team for Portfolio Management Office and begin implementing work plan.
Review options for enterprise project management software in collaboration with IT
and Stakeholders.
2015—2018 Strategic Plan Organizational
2. Set clear goals for the next term of council that will guide resource allocations, policy Governance
decisions, business plans and performance targets that are valued by the community,
relevant to Council and achievable by the organization.
3. Customer Service Strategy Communication,
Increase access to more information as the systems and services available through Marketing&
expanded centralized customer service initiatives. Customer Service
J�
Integrated Planning Centre of Excellence Organizational
4. Establish the corporate-wide approach and methodology for strategic planning, Governance
business planning and project portfolio management.
Dashboard Reporting Organizational
5. Further enhancement of existing in-house software solution while examining options Governance
for a corporate-wide software solution. Implementation of a corporate-wide software
solution for project tracking and dashboard reporting.
6. Regional Economic Development Strategy Development
collaborate with the Region,all seven local municipalities and Canada's Technology
Triangle to develop a strategy for regional economic development.
lll1 � 1t
Extend Customer Contact Centre to New Lines of Business Communication,
7. Implementation of the Customer Service Strategy Phase 2 recommendations. Marketing&
Develop Service Level Agreements,service scripts and knowledge base to be able to Customer Service
serve new lines of business.
Reporting Framework&Metrics Organizational
8. Implementation of the Customer Service Strategy Phase 2 recommendations. Once Governance
the CRM is in place,the reporting framework and metrics will be developed.
i
Corporate Brand Strategy Quality of Life
9. The brand strategy is a comprehensive multi-year roll-out plan for the consultation,
conception and implementation of a true brand for the city,the yardstick by which to
measure future plans and projects,as well as a guiding principal through which
employees,citizens and the global community-view the City of Kitchener.
8
2 - 18
Strategic
Project Name&Objective 2014 2015 2016 Alignment
Intranet Review/Update Communication,
10. Determine work flow, back-end system,and maintenance and responsibility model. Marketing&
Customer Service
Communications&Marketing Strategic Plan Communication,
11. Finalize mandate review and workflow. Establish strategic plan for division and Marketing &
identify implementation schedule. Customer Service
Digital Message System Communication,
12. In conjunction with Municipal Partnership Program,establish locations for expanding Marketing&
digital message system and processes. Customer Service
13. Startup Landing Pad Program Development
Support startup transition from Communitech Hub to commercial upper story space in
downtown Kitchener.
14. 2-way GO Transit Service Development
Promote and advocate for the necessary infrastructure and service improvements to
support full-day,two-way GO Train service on the Kitchener line(CN North Mainline).
15. Land Disposition Development
Gather all relevant information and begin the Request for Proposals process for the
redevelopment of the Rockway Centre into a medium-to-high density mixed use
project,and parking lots 16, 3 and 6.
J�
Mimi
Downtown Strategic Plan—Implementation Dynamic Downtown
16. To establish Downtown Kitchener as one of the best downtowns in North America that
offers a complete sense of community while offering cool, unique,vibrant and eclectic
experiences. The four core areas of focus include: an amazing King Street
experience, new urban neighborhoods,an innovation district,and foster a
collaborative community.
Kitchener Market Dynamic Downtown
17. Initiate strategic planning process for the Kitchener Market
Digital Media Technology, Manufacturing&Venture Capital Investment Development
18 Recruitment(Germany&California)
Capitalize on existing business relationships in Germany and California to increase
investment in key clusters(Digital Media,Technology, Manufacturing)
Business Development Development
19. Coordinate City participation in the Manufacturing Leadership Council in concert with
the Manufacturing Innovation Network.
Special Events Dynamic Downtown
20. Implementation of an architectural canopy for Civic Square Stage. Development of a
Special Events and Urban Vitality Strategy.
Arts&Culture Strategy Development
21. Consult with stakeholders to develop a multi-year plan for arts business and cultural
vitality strategy including digital media, music,film design and emerging clusters.
9
2 - 19
Strategic
Project Name&Objective 2014 2015 2016 Alignment
lll1 � 1t
Youth Forum Leadership&
22. To engage youth to learn how to create community change; build positive Community
relationships with council,city staff; learn about municipal government and how it 0 Engagement
impacts them. First forum-April 2013;2013/2014 school year will feature four Youth
Forums with RCSS and KCI.
My Ideal City Leadership&
23. In partnership with the Kitchener Citizen,council hosted an essay-writing contest for Community
grade 5 students.Thirteen youth contributed essays and participated in a mock Engagement
debate with council. A 2014 My Ideal City is being organized.
Budget Impacts (to be added after final budget approval)
2013 Budget Base % Base+
Division 2013 Budget Restated Adjustments Change Growth Growth Total 2014 Budget
Administration 945,691
Communications&
Marketing 1,091,041
Economic
Development:
Arts&Culture 293,716
Business
Development 2,916,069
Kitchener Market 259,356
Special Events 759,895
Economic
Development 4,229,036
Mayor&Council 1,122,791
W ffr(i (M( ((
i
Capital Budget Summary: (000's)
Division 2014 2015 2016 2017
Administration
Communications&Marketing and Customer Service
Economic Development
Office of the Mayor and Council
Integrated Planning
10
2 - 20
COMMUNIITY SERVICES DEPARTMENT
2014 — 2016 Business Plan
Department Mandate
The Community Services Department helps plan, build and support safe and thriving neighbourhoods
through the provision of customer-focused, community-oriented programs and services. Through a
strong commitment to customer and public service, staff in building, by-law enforcement, community
programs and services, enterprise, fire and planning ensure public safety and serve the collective
good and wellbeing of the community.
Organization Chart
Total 2013 FTE: 606.9 Deputy CAO
Community
Services
Bylaw Community
Building Programs& Enterprise Fire Planning
Enforcement Services
Environmental Scan
• Economic climate, city growth, socio-demographic changes, etc. all have an impact on service
demand/delivery. The state of the economy affects the revenue-generating capacity of many
divisions, often making it difficult to predict or meet revenue targets. Socio-demographic changes
in the community are changing the demands for types of programming and services in each
division.
• Retention and replacement/succession planning, as well as a strategy to capture organizational
knowledge, will be required for some areas to maintain an effective level of knowledge and
experience.
• A noted increase in customer and community expectations will continue to challenge the
department's ability to respond in an effective and appropriate manner.
• Ongoing engagement of community stakeholders will allow Community Services to better
understand and respond to the needs and expectations of its customers in order to build and
promote community safety and healthy neighbourhoods.
• Implementation and communication of existing strategies and plans (e.g., LFMP Update, KGMP
2015-17)will enable the delivery of beneficial programming and services. However, workload and
resource capacity will be affected by increased demand for service and shifting priorities.
• Improvement opportunities in technologies, i.e., social media and operational/service level reviews
help to better understand, plan, and respond to challenges in service provision. Conversely,
training needs escalate as staff require knowledge of the new technologies.
• The diverse nature of the department, with operations at 38 different locations throughout the city
and more than 1,200 staff including 750+ part-time staff who work shifts (60% of the CSD
workforce), creates challenges in communicating and engaging staff.
11
2 - 21
Core Services
CSD ADMINISTRATION IDeputy CAA (.`c�mmunily Services, Michael May 8J%
Core
Service
This service is delivered by..
five full-time positions and two part-time position in addition to the Deputy CAO, and an estimated 85%
of capacity is dedicated to core service.
What we do
This service provides strategic leadership for the Community Services Department through: direction-
setting and planning, sponsorship of key corporate and departmental projects, service coordination
and improvement; and, the implementation and monitoring of work in support of the department
mandate and vision. This service processes applications for the Leisure Access Card, oversees and
administers the community grants process. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Service Coordination support for special projects such as strategic planning, policy development, service level
improvement reviews,data gathering, analysis and project management.
ILelsuire Access Card process applications for the Leisure Access Card (LAC)fee assistance program.
Community Grants oversee and administers the allocation of grants for community groups, travel assistance or
IPiro g cram in-kind facility grants.
Deparrtmental co-ordination and oversight of meetings and events within the department, including support
Administration for the departmental budget process, business planning process and financial processes.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Approximately 25 special projects are successfully managed to completion annually. The time frame
for each project ranges from a few days to 24 months and the level of effort varies from project to
project. Some involve a project management model including a steering committee and project team
structure and others are unit staff only. The front counter reception is impacted by program
registrations at certain times of the year. Approximately 1,400 Leisure Access Card applications are
processed annually. Staff administer community grants for approximately 60 groups for tier 1 and
approximately 50 applications/groups for tier 2. There are approximately 20-25 travel assistance/in-
kind facility grants administered annually.
Looking Forward
Various projects or strategies currently in development or pending will impact the work of the unit:
• Leisure Facilities Master Plan Update prioritization of
recommendations Special projects
completed annually
• Neighbourhood Strategy
• Municipal Partnership Program development effApplications for LAC
•
Leisure Services Governance Review processed annually
• Departmental Plan action plans
�
Tier 2 Grants
processed
12
2 - 22
BUILDING
IDirecLor of'Building and Chief'Building Official, Mike Sciling 95%
Core
Service
Thi.s.service is delivered by.. (5
34 full-time staff supplemented by an additional part-time position, and 95% of the full capacity of this
division is dedicated to the provision of core service.
What we do
The City of Kitchener Building Division is responsible for the enforcement of the Building Code and
Applicable Law on construction projects (i.e. new, additions, renovations) so that buildings meet or
exceed minimum standards for life, fire, health, environmental and accessibility. Key functions
include:
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Building IPeirmits review construction drawings for compliance with the Building Code and any Applicable
Laws, and issue a building permit following the payment of fees.
Building Inspections visit job sites to inspect and approve the various stages of construction to confirm compliance
with the Building Code and approved drawings.
Administration/ prepare municipal filing, addressing,final grading certification (residential)and the
AIMAINIDA administration of the building permit fee rebate program, maintenance and operation of the
software for building permits and approvals; and general administration for the division.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Municipal Building Officials (MBOs) answer customer questions on when building permits are required
for all construction or renovation projects and the type of information to accompany a permit
application. MBOs interface with both internal and external customers on a daily basis. There are a
number of different inspections required for each project and the frequency will vary depending on the
type of construction. MBOs advise the customer of the inspections that are required and how to book
inspections at each stage of construction. They inspect new and existing buildings that are under
construction and not fully complete, grant occupancy when the minimum standards are met and
subsequent complete a final inspection, and also inspect to verify if a building is unsafe, and if found
unsafe, issue an Order to Remedy the Unsafe Condition. The AMANDA staff is responsible for the
maintenance and operation of the electronic software that the Building Division (MBO's) and other
Divisions use to support building permit approvals and inspection record keeping.
Looking Forward
• The biggest customer base for this service is the repeat customers, and they represent new low
rise residential projects. Building has recently developed processes to improve their experience
through On-Line permits, and most recently, electronic plan review for low rise residential.
• The future challenge will be to stay ahead of the curve in terms of technology and a new Building
Code. Building will investigate leveraging electronic plan review expansion for the non-residential
sector projects. A new Building Code (eff. Jan. 1/14), will require MBO Building Permits
1 2012
staff to learn the changes from the present 2006 Code. CF]
Issued in EJ
• The Building Enterprise revenues and expenses will continue to be
monitored. When economic downturns occur, the Building Enterprise el:Building Permits
Issued n its
will draw on its reserve fund to temporarily supplement revenues until ssu
development activity returns to normal levels. Issue:dd:in 2:0:11
Building Permits
cl: Issued in 201
13
2 - 23
BYLAW ENFORCEMENT
Q C�0
IDirecLo of Bylaw Enforcemem, `�hayne Turner Jv�0
Core
Service
This service is delivered by..
27 full time staff and a pool of 8 part-time and temporary staff, and an estimated 95% of the full
capacity of this division is dedicated to core service. In addition to the services that are provided
entirely within the division, there are also several working relationships with other divisions relating to
sign permits (Planning), pool permits (Building), licensing (Legislated Services), site and tree
management (Engineering) and by-law development and prosecutions (Legal). The division is also
responsible for oversight and administration of the City's contract with the KW Humane Society to
provide animal control and shelter services.
What we do
The City's by-laws and regulations are in place to encourage residents and businesses to be
responsible and respectful of their neighbours and contribute to the health, safety and vibrancy of our
community. By-law Enforcement is responsible for the administration and enforcement of the City's
by-laws relating to such issues as parking, noise, property maintenance, animal control, signs and
parks/trails. Enforcement is conducted primarily on a complaint-based approach, with certain services
provided on a proactive basis.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
I By-law Enforcement provide education, conduct inspections, respond to complaints in a timely manner, Issue
warnings,and apply penalties when necessary.
Sign &IPaal IPermits administration and monitoring of sign and pool permits.
Awareness & prepare an annual communications plan to focus public awareness on the City's bylaws and
Prevention enforcement, and answer questions frequently asked by members of the public.
(Bylaw Ieview& review the City's by-laws and updating as needed,as well as review best practices and make
Update recommendations to Council relating to new service implementation.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
While most services are provided during normal business hours, certain services are also provided on
a rotating 24/7 basis. The primary focus of the division is to resolve issues through forms of
negotiation, mediation and dispute resolution. Court action is initiated when deemed appropriate. In
2012, the division responded to approximately 14,900 complaints (parking —4,014, noise/other—
5,321, property standards —4,518, signs —467 and parks/trails —539). Permit administration and
monitoring relating to 2,990 sign and 100 pool permits. This activity does not include proactive
services such as snow events and winter parking monitoring and parks patrols.
Looking Forward
Trends expected to create future challenges for this service include:
• increase in the frequency, complexity and veracity of neighbour
disputes;
® � � � Complaints
• shift in public expectations with regard to response times with a trend responded to in 2012
towards more immediate responses;
Sign Permits
• wide variance in public perception of what by-law enforcement really monitored in 2012
means (limited jurisdiction versus extensive jurisdiction); cl I
Pool Permits
• Increasing reliance on government regulations to address all issues in I I monitored in 2012
neighbourhoods; and members of the public are increasingly aware of
by-laws and legal options.
14
2 - 24
AQUATICS
IDirecLor of'CommuniLy Progranis & Services, Mark I lildebrand 90%
Core
Service
This service is delivered by.. (5
16 full-time positions, and 220 part-time positions, and 90% of the full capacity of this group is
dedicated to core service. The Aquatics section depends on community volunteers to support
adapted aquatics programs, instructional programs and training programs.
What we do
Aquatics is responsible for operating, managing and maintaining programming at four indoor pools,
three outdoor pools, Kiwanis Park and the Breithaupt Centre to legislative standards. Aquatic facilities
are open 14 hours a day, seven days a week. Breithaupt Centre offers direct leisure and fitness
programs, summer camps and services all age groups. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Aquatics plan, manage and deliver recreational,fitness, sport and wellness aquatic programs, develop
IP iro g ira ms and deliver water safety programs and provide drowning prevention education.
Lifeguard'Training provide leadership development and lifesaving certifications and training for lifeguards.
Customer Service provide customer service support to patrons, customers with special needs, and other
community organizations at indoor and outdoor pools, Breithaupt Centre and Kiwanis Park.
Breithaupt Centre provide a range of leisure programming,workshops, drop in groups, special events at the
Breithaupt Centre, in addition to aquatics programming.
IKiwainis IPairk plan, manage and deliver a variety of recreational opportunities including swimming and
summer from May to August every year.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Aquatic registered programs have approximately 5,000 participants per week with the majority in the
3-12 year age range. Lane swimming, Aquafitness, public and family swims account for roughly 2,000
participants per week. Warm water programs at three pools offer specialized health classes to a wide
range of adults. Kiwanis Park (open mid-June to Aug. 31) visitors total around 40,000 per season.
160 City of Kitchener lifeguards are trained in emergency procedures, legislated requirements and
Human Rights updates four times annually. Lifeguard training courses see over 4,000 registrations
annually.
Looking Forward
• Programs for special needs and diverse populations are increasing requiring greater focus from
staff. Child obesity statistics combined with trends in healthy active living increase demand for
swim lessons, private lessons, warm water exercise programs, fitness and cross training
opportunities. Adult competative/ elite swim programs and fitness
courses are increasingly popular. Participants/week in
• Prime time swim lessons are near capacity at all pools in all seasons. registered programs
Weekday demands are greater than weekends. Growth in participation
with local aquatic sport clubs is placing increase demand on prime time Participants/week in
rentals ( e.g. diving, competative swimming, synchro and water polo). drop-in programs
• There is an ongoing shortage of day-time aquatics staff at certain times Participants/year in
of year, with hiring occuring four times per year. lifeguard training
• The proposed opening of an aquatics facility at the Kitchener South
District Park in 2019 will represent significant additional capacity for Visitors/season at
aquatics programming which will provide service in a quadrant of the Kiwanis Park
city that is currently underserved.
15
2 - 25
ATHLETICS
IDirecLor of'CommuniLy Progranis & Services, Mark I lildebrand 90%
Core
Service
This service is delivered by.. (5
Four full time permanent positions, six part-time positions and seasonal staff, and an estimated 90% of
total capacity is dedicated to core service.
What we do
Kitchener offers sports programs for children and adults through a variety of community-operated sport
organizations. More than 40 minor sport organizations are affiliated with the City of Kitchener. These
groups organize affordable recreational, instructional and competitive programs geared to both the
local amateur and athletes of international calibre. This service works directly with these groups to
ensure long-term affordability and sustainability of these programs for the community.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Support Il inor Sports Liaise and support volunteer community sport organizations,assisting with the development
Groups of volunteer capacity.
Deliver Sports Plan, manage and deliver sports programs where a gap in service is identified within the
IP iro g ira ms community.
Support Sports Support internal and external stakeholders through bidding of events, operations support and
'Tourism grant opportunities.
Promote Il arket Plan and deliver special events designed to showcase sport available in the community
Active Living (examples include: KidsPark, Sports Day,Athletic Awards)
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Athletic section depends on thousands of community volunteers to support minor sports groups
programs, instructional programs and training programs. A youth leadership camp is facilitated by a
student each summer. Events are delivered for recognition of volunteer, specialized workshops to
educate, and meet legislation of new programs ( Accessibility for Ontarians with Disabilities Act), and
a Youth Leadership conference is organized for youth. Facilities Management and Parks Operations
are key partners keeping the facilities used by our sport groups and property operational within
government standards and in a good state of repair to meet customer expectations. Service delivery
partners include internal volunteer resources staff, Waterloo regional Tourism Board for major events
and Sport Tourism coordination.
Looking Forward
• Volunteer service trends along with the growth on non-traditional sport puts a greater focus on
developing different forums to provide learning opportunities and capacity building in the area's of
governance and program development. Grants for minor sports groups and nontraditional funding
will be greater as more sports groups grow in capacity.
• Child obesity statistics combined with trends in healthy active living
increase demand for affordable exercise programs, fitness and cross eff Affiliated sports
training opportunities. Adult and older adult population increase will groups
dominate in the next 5-10 years. : EJ
• Older adult population growth with focus on continued participation in Tier 1 grants for
competitive sport programs. Programs for special needs and diverse 99 sports processed
populations are increasing with direct programming and for minor sport Participants/year in
sports
organizations, requiring greater demands from staff. minor f]
16
2 - 26
COMMUNITY RESOURCE CENTRES
IDirecLor of'CommuniLy Progranis & Services, Mark I[fildebrand 95%
Core
Service
This service is delivered by.. @
nine full time positions and 31 part-time positions and an estimated 95% of capacity is dedicated to
core service.
What we do
Community centres act as a first point of contact for residents, and a conduit to a broad range of City
and community information and supports. The community resource centres group manage the
operation of 13 community resource centres and associated outdoor amenities as neighbourhood
hubs; ensuring the provision of recreation and leisure programs, special events, and other services
(social and otherwise) to meet specific needs of the neighbourhood. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Neighbourhood program planning,volunteer training, governance support, registration assistance, conflict
Association Support and issue mediation/resolution and/or providing access to resources, grants.
Community development of partnerships and collaborations with community organizations and groups
Partnerships
Direct Service plan, manage and deliver programs where a gap in service is identified within the community.
Delivery
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Support is provided to 30 affiliated neighbourhood associations (NA) city-wide and numerous other
formal and informal community groups with interests including but not limited to: community safety,
park development, community gardens, special events and capital project development. Volunteers
from 21 neighbourhood associations act as primary partners in the delivery of programming at
community centres and in the larger community, with almost 2,000 programs provided in 2013 and
more than 185,000 participants, as well as the provision of 136 special events. 88 partners provided
202 services and programs at the centres in 2013. Two centres operate as older adult centres, with
focus on programs and services to meet the needs of older adults. In 2013, there were almost 1,000
direct city programs with more than 100,000 participants. Community resource centre staff work in
partnership with the Facilities Management and Parks Operations divisions to keep the centres and
property operational and within government standards and to meet community expectations.
Looking Forward
• Succession planning and volunteer recruitment for NA volunteers, particularly those on Executive
Boards, is increasingly challenging; a trend toward episodic
volunteering puts pressure on the service delivery by NAs and direct Neighbourhood
volunteers; changes in legislation and requirements for training and 1 associations
compliance place additional stress on NAs.
• Rising costs make it increasingly difficult to maintain affordable rates Community
for programs and services Partnerships
• Diversity of community requires supports for engagement and Direct City
specialized service provision Programs
• Ongoing need to balance use of centres, including programs, services
and rentals, to ensure that needs of all stakeholders and residents are Participants in City
addressed, and revenue requirements are met. programs
17
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PROGRAMS & RESOURCE SERVICES
IDirecLor of'CommuniLy Programs & Services, Mark I[fildebrand 90%
Core
Service
Thi.s.service is delivered by.. a
eight full time positions, 16 part-time positions and temporary staff, and 90% of this capacity is
dedicated to core service.
What we do
This section provides the delivery of city-wide programs and services for children, youth, older adults
and people with disabilities. Staff achieves this using a variety of service delivery models including
direct program delivery and supporting partnerships.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Community development of partnerships and collaborations with community organizations and groups
Partnerships
Direct Service Plan, manage and deliver programs where a gap in service is identified within the
Delivery community.
Support to Advisory Provide assistance to the Kitchener Youth Action Council and the Mayor's Advisory Council
Committees for Kitchener Seniors in support of their mandates.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The programs and services provided include: summer playgrounds, outdoor rinks, administration of
the leisure access card program, Every Kid Counts, youth employment, youth programs and services
(youth drop-in, skatepark, Little Black Book, special events), specialized programs and services for
people with disabilities (boccia, golf clinics, PAL Card, leisure support volunteers, youth camp),
program consultation and resources to affiliated groups, running the senior day program, and older
adults programs and services (special events, workshops, programs). This section also provides
significant support to the corporation to meet AODA Compliance (legislative training, policy,
procedures, reporting, GRAAC, purchase of service agreement with City of Waterloo, provide support
to minor sports groups and Neighbourhood Associations. Through a purchase of service model, the
City of Waterloo pays an annual fee for inclusion and AODA compliance services. The Local Health
Integration Network (Ministry of Health), provides annual funding for the Senior Day Program
(approximately 70% of entire budget). Approximately 300 volunteers assist annually in the community
rink program. Approximately 30 volunteers provide inclusion program support to direct and
Neighbourhood Associations programs, so individuals needing support can participate. This service
has received annual funding through the Summer Job Service program and rely heavily on donor and
grant funding to fund the Every Kid Counts program.
Looking Forward
• Meeting annual compliance requirements for AODA legislation will continue to be a challenge. The
risks associated with noncompliance include financial penalties.
• The impact of the AODA legislation in the community has resulted in increased demand for service
from residents.
• Increased demand for the fee subsidy program continues to put
financial pressures on this service. Playground
participants in 2013
• Requests to support Neighbhourhood Associations in the delivery of cil;ici El
programs is increasing. Outdoor winter rinks
• Recommendations from strategies (e.g. Rockway Feasibility, Older
Adult) and master plans continue to suggest that we continue to look
for new opportunities to support leisure participation by all.
18
2 - 28
VOLUNTEER RESOURCES 85%
IDirecLor of'CommuniLy Programs & Services, Mark I[fildebrand Core
Service
Thi.s.service is delivered by.. 0)
two full-time positions, and an estimated 85% of the capacity of this service is dedicated to the
provision of core service.
What we do
Volunteer Resources provides a centralized point of entry into volunteering with the City. The council approved
Kitchener Code for Volunteer Engagement and Volunteer Services Strategy guide the work of the VRCE section
(other strategies include Older Adult Strategy, Youth Strategy, and the LFIVI P). Key partners include
volunteers, neighbourhood associations, minor sports groups, Festival of Neighbourhoods partners,
Volunteer Action Centre, volunteer management database provider, schools, local businesses
(corporate volunteering programs), Local Immigration Partnership and community organizations. Key
functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Volunteer conduct general recruitment, screening, orientation, training and recognition for City
Recruitment of Kitchener volunteers.
policies & develop policies and procedures around volunteer and risk management; training,
procedures tools and consultation for staff across the corporation and for affiliated boards.
Strategies, programs research trends and issues affecting volunteers, volunteerism and community
& Events engagement and develop strategies and programs.
Community identify, cultivate, and maintain partnerships within the community to expand
partnerships volunteer and community engagement opportunities.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
This service develops, improves and expands on civic engagement programs that encourage informal/self-
directed volunteering opportunities. Special events include: Annual Corporate Volunteer Recognition Gala, NA
Summit, Festival of Neighbourhood Finale, Earth Day events, Long Service Recognition, Senior of the Year,
National Volunteer Week celebrations, and the Kitchener in Bloom finale. Six to ten training events are held per
year to build capacity of 60+ staff within the corporation and volunteer community groups. Volunteer Resources
provides opportunities and maintains resources and tools for community members to learn how they can get
engaged with the City and tools and resources for staff to engage community members well. There are 2000
direct volunteers in our city-run programs; 5000 indirect volunteers with affiliated groups (minor sports
organizations, neighbourhood associations); and 10,000 + community members involved in informal/self-
directed volunteering initiatives in the community.
Looking Forward
National trends clearly indicate - a decline in volunteerism and a changing face of the volunteers. In
the future, volunteer engagement will be more challenging. To maintain a vibrant volunteer sector, the
VIRCE section must:
• Reach out and engage new sectors of the community (new Canadians, Zoomers, corporations)
• Expand diversity of volunteer and engagement opportunities in the Volunteers in city-
corporation and overcome barriers associated with time constraints run programs
and overcommitted lifestyles C111 El
• Continue to build staff/volunteer capacity to better understand and Volunteers with
respond to the motivations for volunteering, through training and affiliated groups
orientation to volunteerism, volunteer management and the "ne\tV' C12 I
volunteer Volunteers in the
• Improve recognition, evaluation and support for volunteers and community
improve communication and marketing. calff]
19
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KITCHENER MEMORIAL AUDITORIUM & ARENAS 99%
IDirec Lo Entcnprise,li im li u� lcn Core
Service
This service is delivered by,,,
42 full time positions and 192 part time positions, and an estimated 99% of this capacity is dedicated
to core service. Services that are contracted are first aid, event clean ups, food and beverage and
stagehands.
What we do
The Aud &Arena's Mission Statement is "Proudly dedicated to go above and beyond by setting
achievable expectations and providing service excellence. We accomplish this be offering value,
quality and recognizing the needs of our diverse community", and Vision Statement is "The Aud &
Arena's taking pride in providing "World Class" facilities, customer service and great experiences to
all...every visit." Key Functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Event IPlanning & plan, manage and deliver sporting events, including: Kitchener Rangers Hockey, Kitchener
Delivery Dutchmen Hockey, Panther Baseball and Kitchener Braves Lacrosse, and special events.
Community plan, manage and deliver youth and adult leagues and programs in hockey,figure skating,
Programming ringette, ball hockey, lacrosse, baseball, soccer and football.
Customer Service provide services that support the customer experience, including box office, ushers, parking,
food and beverage service,first aid,etc.
Marketing Sales marketing and promoting events and programs to a regional customer base.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Aud & Arenas provide facilities for sporting events, community programming and special events.
In peak season September to April our arenas are open 18 hours per day to meet the demands of our
customers and community. The Aud in the past event season July 1, 2012 through June 30, 2013
hosted 65 events over the course of 108 event days. In addition to hockey, baseball and lacrosse
league games, special events include events like National and International Competitions concerts,
family shows and trade and consumer shows. During our shoulder season our efforts are focused on
major maintenance projects and servicing the summer tenants. Budgeting, monthly financial reviews,
CLASS permits, and event settlements occupy the management and administrative staff of Aud &
Arenas. Food and Beverage supplier contracts, tenant agreements, and beverage suppliers are all
addressed per contractual obligations.
Looking Forward
Trends and future challenges for this service include:
Recently The Aud &Arenas introduced a new Customer Service O Attendance at paid
• Strategy to support their vision of providing "World Class" customer events in 2012
service.
Ice time hours in
• Recent retirements and future retirements create challenges due to • • 2013
knowledge loss.
• TSSA legislative requirements for operating ice plants are difficult to Event Days in
acquire creating a shortage of qualified operators. CF]012/13 Season
• Balancing aging facilities with increased service levels expected by
our various users. The potential of new venues in the event of ® Operating hours/day
decommissioning older facilities creates both financial and during peak season
programming challenges.
20
2 - 30
IDirec Lo Entcnprise,li im li ugler 99%
re
C®re
Service
This service is delivered by,,,
10 full time positions and four part time positions and 13 seasonal staff, and an estimated 99% of this
capacity is dedicated to core service. This service required assistance from Corporate Marketing and
Communications, Finance and Legal.
What we do
Kitchener Cemeteries ensures the effective operational, marketing, sales and administrative aspects
of the City's 128 acres of cemetery property, comprised of: Bridgeport; Free Church; Mt. Hope; St.
Peter's Lutheran; Woodland; Strasburg Pioneer ; and Williamsburg Cemetery; (2) Mausoleums; (1)
Crematorium and the provision of burial services for : First Mennonite, Weber Cemetery and Beth
Jacob Cemetery. Cemeteries also provide opportunities for passive recreational activities. Key
Functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
I Burials & sale of cemetery property, burial and cremation services and associated products and
Cremations services.
Landscape design and scheduling of landscape maintenance and seasonality's of duties-turf
Maintenance maintenance and snow plowing.
Cemetery(Bylaws Prepare and administer in conjunction with legal service,the cemetery bylaws for approval
by Ministry of Consumer Services.
Mairkefln Sales develop pro-active marketing campaigns in conjunction with Corporate Communications.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Cemetery activities are directed by the Funeral, Burial and Cremation Services Act, provincial
reporting is governed by the Ministry of Consumer Services. The Cemetery unit works collaboratively
with funeral homes, monument dealers and consumers within the bereavement industry. Completion
on a yearly basis of: 600 cremations; 700 burials; the sale of 500+ units of cemetery property and
associated products and services. Responsibilities include: establishing a cemetery data base,
administration and initiating upgrades within the `stand-alone' computerized cemetery management
system. This service conducts yearly outreach programs at the Dedication Center: facilitates various
events to help the community with loss and grief and hosts complimentary education seminars. The
Dedication Center is available and widely utilized for public use for weddings, memorial services and
meetings.
Looking Forward
• Enactment of new cemetery legislation has increased the complexity of
cemetery operation in terms of increased accountability to the Burials annually
consumer, establishing municipalities as the social safety net and by
increasing competition in what had been historically considered
cemetery business. All of these new demands have impacted staff ® � Cremations
work loads and the direct costs associated with cemetery operation. annually
These demands are compounded by the expectation of
Management/Council to generate higher revenues. Cemetery properties
• Increasing rates of cremation have challenged how the cemetery has sold annually
historically generated revenues how they must market themselves to
remain a valuable entity within the community. Acres of Cemetery
• The procurement of new cemetery lands will be a considerable task ® Property maintained
both financially and from a logistical perspective.
21
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GOLF 99%
IDirec Lo Entcnprise,li im li u�lcn core
Service
This service is delivered by,,,
10 full-time positions, three part-time and 20 seasonal workers, and an estimated 99% of capacity is
dedicated to core service. Contracted services include the pro shop, academy and food and
beverage. There are 60 volunteer marshalls and starters.
What we do
The mission statement for Kitchener Golf is: "A caring staff team who are committed to providing
memorable golf experiences." This service plans, manages, markets, sells and delivers affordable,
recreational golf opportunities, as well as facilitate clinics, leagues, tournaments and events.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Calf Course operate, manage and maintain golf course properties and facilities
Operation
Camps& ILessons provide full and half-day golf camps as well as provide private and semi-private lessons
Ientals rent out facilities for events and special occasions
Mairkefing Sales develop pro-active marketing campaigns in conjunction with Corporate Communications.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Operate, manage and maintain golf course property and facilities at both Doon Valley and Rockway
Golf Courses. Partner organizations include golf leagues, and corporate businesses. Kitchener Golf
facilities are open from dawn to dusk seven days a week during the golf season, which can run
anytime between March-November dependent upon weather. During the off season, the facility itself
can be utilized to offer rentals for special occasions such as holiday parties, meetings, weddings and
the courses provide a park space for winter walking and cross country skiing.
Approximately 80,000 rounds of golf are played per season. These rounds consist of member, green
fee, as well as tournament play. Over a 100 junior campers are served in our full and half day golf
camps. 80-100 students participate in private and semi- private lessons each season. 6-8 leagues
operate out of Kitchener Golf.
Looking forward
Future trends and challenges for Kitchener Golf include:
• Decline in current senior memberships due to age and health.
• Unpredictable change in weather with an increase in storms and rain.
• Increase environmental restrictions and constraints for maintaining golf ® r 1 1 Rounds of golf
courses. played/season
• Pressures of new equipment technology on play on older golf course
designs. � � Golf Camp
participants/season
• Increase competition for discretionary spending and a decrease in time
availability to play. Participants in
• Future trends of adapting the game of golf to the upcoming golfing
lessons/season
generation; considering 14 holes of play instead of 18.
• Aging infrastructure on the course and in the building structures. Golf leagues
supported
22
2 - 32
FIRE EMERGENCY RESPONSE 95%
VI?inc (.`lief, Tim BeckeLL core
Service
This service is delivered by..
207 full time positions and one part-time position, and an estimated 95% of the capacity of this service
is dedicated to core service.
What we do
The Fire Department provides 24/7 emergency response. In accordance with Municipal Code 730,
these service types include: fire suppression, vehicle extrication, confined space rescue, medical
response, high/ low angle rescue, water/ ice rescue, trench and collapse rescue and hazardous
material responses. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Emergency fire suppression,emergency medical aid and rescue.
IRespoinse
IFire receive and dispatch emergency calls and disseminate critical response information to
Communications crews.
(Equipment fire vehicles and equipment are maintained in serviceable condition and repairs are
(Maintenance performed as required.
Training administer and arrange research, development and delivery of legislated training to staff to
perform the duties they are asked to perform.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
This service responds to 10,500 emergency responses annually. Council mandated response times:
Fire - 8 mins or less (time we receive the call until time on scene) 90% of the time; Medical - 7 mins or
less (time we receive the call until time on scene) 90% of the time. Response times are important as
fire will double exponentially each minute. Early detection and quick response times will better the
outcome of the emergency. Each fire fighter conducts a minimum of 270 hrs of training annually.
10,000 homes are visited annually as part of the Home Fire Safety program. Fire suppression staff
assist in legislated Public Education initiatives with schools, industry and the general public and
conduct pre-planning of high-risk occupancies. There is Close working relationship with other
emergency response services (Police and EMS) as well as Mutual Aid agreements with the other 6
Region municipalities.
Looking to the Future
• Lightweight construction of buildings results in earlier collapse times for firefighters. Synthetic
fibers used in home furnishings results in flashover times of 6-8 minutes, which is approximately
the time of arrival of the first unit on scene for most fires, resulting in greater safety concerns for
firefighters and lower survival rates of occupants. Solar panels cause added weight to structures
that are already strained under fire conditions, causing earlier collapse. Solar panels are also
always "live" —there is no way to shut off power being generated by the panel, causing safety
concerns during operations.
• Increased health and safety training requirements for specialized fields, puts increased demands
on the training division and the suppression division.
• The ever shifting technological (ie next-generation 911) changes cause
components in our fire communications division to become obsolete Emergency response
events annually
sooner and upgrades required more often, putting challenges on
implementation and resources to conduct said projects.
Firefighter training
• As demographics shift and the population ages, there will be an 1 hours annually
increased demand on emergency medical calls.
23
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FIRE PREVENTION & PUBLIC EDUCATION 95%
Fire (.`lief, Tim BeckeLL core
Service
This service is delivered by..
20 full time positions, and an estimated 95% of the capacity of this service is dedicated to core service.
What we do
Under the Fire Protection and Prevention Act, the Fire Department responds to complaints and
requests for fire code enforcement inspections. The Fire Department ensures that public fire and life
safety education programs are delivered throughout the city. We operate a fire safety village to
educated school aged children. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
IPubllc (Education deliver presentations, programs and special events to children and adults for fire and life
safety education and operate a fire safety village to educated school aged children.
Inspections conduct property inspections for fire code enforcement.
Investigations perform cause and origin fire investigations and works cooperatively with the local police
services and the Ontario Fire Marshal's Office.
Alarm (Monitoring deliver and maintain the direct to fire alarm monitoring service known as"Direct Detect"
provided to subscriber properties.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Public Education: 460 presentations and 75 special events reaching 25,550 children and 16,900
adults. Children's Safety Village delivered 380 classes for grade 2, 4, and 6; and reached 7980
children and 1560 adults. Inspections conducted annually: 2,180 property inspections conducted
(does not include re-inspection activity). Fire investigations: 27 fire investigations conducted (varies
annually; 24 in 2008 to 49 in 2010). Direct Detect: 3,030 Direct Detect customers (2013); creating 940
emergency incidents/deployments. (960 emergency incidents in 2012). Certification training (NFPA
compliant) is required for inspections and investigations, and certification for Alarm and Electrical
installations. Small fleet vehicles, technology (computers, cellphones, cameras, blackberry's),
software and staffing are required to ensure the minimum legislated requirements are met. Appropriate
administrative staff ensure coordination of files, appointments and public enquiries.
Looking Forward
Future trends and challenges for this service include:
• Increased provincial legislative requirements for code enforcement (ie care facilities).
• Increased time to manage a code enforcement file (paperwork, court Citizens involved in
time, processing time). 1 Public Education/yr
• Increased accountability/ responsibility for code enforcement
(increased challenges from public, legal challenges etc). ® � Property
Better technology to improve field inspections and investigations Inspections/yr
• (mobile computers, software packages).
Direct Detect
• Increased demand on services has eliminated a proactive approach customers
and has us in a reactive state (complaints and requests only).
•
Increased opportunities to engage with our other municipal partners in "� Fire Investigations
building; planning and by-law divisions to ensure continuity for the
customer.
24
2 - 34
PLANNING
IDirccLo of'Planning, Alain Pina°d. 75%
Core
This service is delivered by.. Service
28 full time positions, and an estimated 75% of this capacity is dedicated to core service.
What we do
The City's Planning Division helps to guide the way the city looks and grows. City Planning works with
the community and other City divisions to set goals and policies for development, while keeping
important social, economic and environmental concerns in mind. This service offers advice to Council
on development projects after consulting with members of the public and other City divisions, and after
reviewing and analyzing all parts of a development application. Key functions include:
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Development IRevlew Manage and process land development applications.
ILongdRange& gather public input and study issues to develop and review strategies, plans,
IPollcy IPlanning policies and projects that protect and improve our urban environment.
Front counter respond to general information enquiries, and issuing Letters of Compliance,
Service Occupancy/Zoning Certificates and Sign Permits.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Long Range & Policy Planning - Manage and develop strategies, policies, regulations and programs
related to land use planning, cultural heritage conservation, environmental planning, urban design,
growth management and special studies. This grouping of functions includes a lot of project-based
work. Development Review -Manage/administer land development applications including plans of
subdivision/condominium, Official Plan and zoning amendments, site plans and heritage permits. The
Planning Division also coordinates all reports for the Committee of Adjustment. Front Counter
Services - Deliver front counter services which include general information enquiries, and issuing
Letters of Compliance, Occupancy/Zoning Certificates and Sign Permits. The level of effort/resources
required varies significantly from one development application to another and from one project to
another. While some applications can be processed within a few months, others can take two or more
years and involve staff from several divisions and departments. In 2012, the total number of front
counter permits issued was 3,915, and there was 430 land development applications. The number of
projects completed in a year can vary from 5-6 to 12-15 per year depending on the scope and
complexity of the projects.
Looking Forward
Despite a recent minor decline in total development levels, there has been an increase in infill
development/intensification, and overall work levels have increased for four major reasons:
• As a result of increased community and Council expectations, more conflict resolution and
community engagement are required compared to previous levels, which means that more staff
time is required to process applications and complete projects.
• Infill development/intensification is usually more complex and Development
controversial than greenfield development and requires more staff 01 1
applications in 20
time to work through issues and balance competing objectives.
p project-
its
e
• Legislative requirements in combination with increased community ��t�" °°�
Pe
and Council expectations have fueled the demand for more :certificar:tes::in&:2012
based work, most of which is not cost recoverable.
Y g p Projects completed
• The increased complexity and controversy surrounding development
has resulted in more appeals to the Ontario Municipal Board which peryear
take up staff resources and do not generate revenues.
25
2 - 35
Corporate and Divisional Projects
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
i
Neighbourhood Strategy Quality of Life
1. Develop a comprehensive neighbourhood strategy focused on:
• Engaging and empowering more residents in planning,building, sustaining and
supporting safe and thriving neighbourhoods based on the unique character and
needs of each individual neighbourhood;
• Building a stronger sense of belonging and connection between residents and
their neighbourhoods as a way of increasing civic pride in the community;
•Aligning municipal staff behind a focus on building safe and thriving
neighbourhoods as the basis for a healthy community.
(LFMPU Rec#11)
Municipal Partnership Program Financial
2. Principles outlined in the Municipal Sponsorship Strategy will be used to develop a Management
Municipal Partnership Program that will promote a coordinated and unified
approach to identifying,costing and selling these opportunities for the benefit of the
municipality and its residents.
Develop CSD Departmental Plan Organizational
3. Create a vision for CSD. Develop a clear,common purpose/mandate. Determine Governance
areas of focus by identifying challenges.
Leisure Services Governance Review Quality of Life
4. Review the City's internal leisure governance practices(LFMPU Rec#18&19)
LFMP Update Project Prioritization Quality of Life
5. Prioritize LFMP Update recommendations for future implementation.
® a a ME
Electronic Plan Review(Phase 3) Communication,
6. Research electronic plan submission and plan review via the public portal for large Marketing&
scale projects such as institutional,commercial,industrial and high rise residential. Customer Service
Responsible Pet Ownership Strategy Quality of Life
7. Work in conjunction with City of Waterloo and KW Humane Society to development
a series of actions to encourage responsible pet ownership.
Neighbourhood Property Standards Compliance Strategy Leadership&
8. Revisions to existing property standards by-law and related initiatives to promote Community
voluntary compliance and reduce reliance on traditional enforcement methods. Engagement
26
2 - 36
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
AODA Standard Requirements Quality of Life
9. Meet the requirements outlined in the AODA regulation. LFMPU Rec#8
Neighbourhood Association CLASS On-Line Registration expansion Communication,
10. To expand access to CLASS registration as a tool to those NA's interested in using Marketing&
it,and to increase service delivery and ease of access to program registration for Customer Service
the public using NA programs.
0
Safe&Healthy Community Advisory Committee Leadership&
11. Evaluation of Committee effectiveness and report back to Council by June 2014. Community
Engagement
Development of Business Case for Expansion of Doon Pioneer Park Quality of Life
12 Community Centre(DPPCC)
To engage community residents and stakeholders in a needs assessment and
business case to determine the requirements for an addition to the DPPCC.
LFMPU Rec#31
Leisure and Best of Times publication review Communication,
13. A complete review of all aspects of the 2 publications including:vision,goals, Marketing&
content(required information,allocation of space),set-up/presentation, Customer Service
effectiveness,audience/target, budget(revenues/costs),alternate mechanisms for
providing information to the community now and into the future. Assess as a
marketing tool vs. revenue driver.
Development of Business Case for Expansion of Mill Courtland Community Quality of Life
14. Centre(MCCC)
To engage community residents and stakeholders in a needs assessment and
business case to determine the requirements for an addition to the MCCC. LFMPU
Rec#31
MEN I
Queensmount Arena Review Quality of Life
15. To determine reuse options for Queensmount Arena and implement. LFMPU
Rec#33
Ice Strategies for Inventory Replacement Quality of Life
16. Ensure the supply of ice aligns with the demand. LFMPU Rec#34
Williamsburg Phase II Expansion Quality of Life
17. Continue to tender construction documents,award tenders,and construct Phase II
to increase cemetery inventory.
Golf Operations Operating Standards Review Organizational
18. Update and circulate operating procedures to increase staff knowledge and Governance
accountability.
27
2 - 37
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
Automation of Cemetery Administrative Processes Information
19. Reduce duplication,simplify,streamline administrative services and improve Technology
financial accountability.
Future Auditorium Replacement strategy Asset
20. To outline the planning steps for replacement of the Auditorium in 15-20 years. Management
LFMPU Rec#35
Jack Couch Ball Park Review Quality of Life
21. Determine the need for refurbishment or replacement. LFMPU Rec#35
Customer Service Strategy Implementation at the Aud/Arenas Communication,
22. Increase Customer satisfaction within the Aud/Arenas Unit. Marketing&
Customer Service
Computerized Facility Booking Implementation-Golf Information
23. Implement CLASS software to record and report on tournament and facility Technology
bookings.
Centennial Stadium Track Quality of Life
24. To refurbish or close the track. LFMPU Rec#37#
5-Year Fire Master Plan Organizational
25. To develop a 5-year road map for the Fire Department to meet the needs and Governance
circumstances of the community, Council and staff. 2014—complete plan and
present to council for approval. 2015—Develop and apply the Implementation plan.
2016-Continue applying the implementation Plan.
Regional Radio System Organizational
26. Prioritization and recommendations for a new Regional Trunked Radio System Governance
including development of funding solutions.
Telestaff Organizational
27. Implementation of Telestaff(automated staff attendance and scheduling system)to Governance
record attendance,overtime hours and allocation,staff availability and automatically
fill vacancies.
Regional Emergency Communications Centre Organizational
28. Review the feasibility/implementation and operations of a Regional Emergency Governance
Communications Centre.
Mobile Terminals Organizational
29. CriSys Vehicle Software and Mobile Data Terminal Pilot Project Implementation- Governance
provide mobile data terminals in Command Unit;connected to CriSys Computer
Aided Dispatch(CAD);supports bi-directional flow of information and live updates
between Dispatch and responding crews.
Regional Radio System Upgrade Organizational
30. Implement multi-year plan for a new Regional Trunked Radio System. Governance
28
2 - 38
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
Cultural Heritage Landscape Study Quality of Life
31. Conduct a study of potential locations that meet the criteria for consideration as a
Cultural Heritage Landscape and provide recommendations.
Kitchener Growth Management Strategy: 5 Year Review Development
32. Review the status of action items from the 2009 KGMS,conduct improvements to
data systems,determine any adjustments to how we plan for and manage growth
and provide any updated recommended actions.
Central Stations RT Station Area Plan Development
33. Undertake all components required to complete development scenarios,technical
analysis, preferred option,community engagement, implementing land use changes
and other recommendations for the Central Stations Area.
Comprehensive Zoning By-law Review Development
34. Undertake a multi-phase,comprehensive review of the City's Zoning By-law 85-1 to
implement the new Official Plan and other required changes.
Official Plan Development
35. Complete new Official Plan process through to Council adoption and Regional
approval.
Planning Around Rapid Transit Stations(PARTS)—Phase 2 Development
36. Using Phase 1 information, prepare specific deliverables that would apply or be
required with all rapid transit station areas in Kitchener(i.e. Design Guidelines).
Kitchener Growth Management Plan 2015-2017 Development
37. Prepare the biannual Growth Management Plan.
Midtown RT Station Area Plan Development
38. Undertake all components required to complete development scenarios,technical
analysis, preferred option,community engagement,and recommendations for the
Midtown Station Area.
Rockway RT Station Area Plan Development
39. Undertake all components required to complete development scenarios,technical
analysis, preferred option,community engagement,and recommendations for the
Rockway Station Area.
Fairview RT Station Area Plan Development
40. Undertake all components required to complete development scenarios,technical
analysis, preferred option,community engagement, and recommendations for the
Block Line Station Area.
41. Blockline RT Station Area Plan Development
Undertake all components required to complete development scenarios,technical
analysis, preferred option,community engagement,and recommendations for the
Block Line Station Area.
29
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Budget Impacts (to be added after final budget approval)
2013 Budget Base Base+
Division 2013 Budget Restated Adjustments %Change Growth Growth Total 2014 Budget
Administration 1,132,579
Building 272,797
By-law Enforcement 1,461,388
Community
Programs& 6,506,524
Services
Enterprise 494,305
Golf -
Fire 29,432,320
Planning 1,201,257
MEM wwlli'm (WRI
Capital Budget Summary: (000's)
Division 2014 2015 2016 2017
Administration
Building
By-law Enforcement
Community Programs&Services
Enterprise(includes Golf)
Fire
Planning
30
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FINANCE AND CORPORATE SERVICES
2014 — 2016 Business Plan
Department Mandate
The Finance and Corporate Services department supports the delivery of public services by internal
business partners, and also provides certain mandated City services directly to the community. Staff
do this by managing public funds, human resources, information, risk and technology, and ensuring
legislated and legal compliance.
Organization Chart
Total 2013 FTE: 188.2
Deputy CAC,
Finance&
Corporate
Services
Financial Human Information Legal Legislated Supply
Accounting planning Resources Technology Services Services Revenue Services
i
Environmental Scan
• Implementation of the department's Service Strategy is underway with actions focused on
internal relationships, continuous improvement, value, communications and culture; 2014 will
represent the midpoint of implementation of this 5-year plan to improve and enhance service
delivery to internal partner departments.
• Well-established legislation, practices or association guidelines direct the work of most
department services; the department also has a unique role to interpret impacts of
new/changed legislation on behalf of the entire corporation, and to educate and inform
impacted areas of the implications.
• Changing public expectations for access to information, immediacy of response, online
service delivery, and flexible bureaucracy are key trends impacting many areas of the
department.
• Few areas of the department have an external revenue source, and where fees exist, some
are not controlled by the City, or can be difficult to predict; resulting in little or no opportunity to
increase revenues and fund services outside the tax base.
• Pressure to keep various rates/fees low impacts the tax rate and results in more restraints on
budget, creating challenges to the department's ability to achieve desired service outcomes,
resource new initiatives, system improvements and process improvements.
• Process improvements, internal audit recommendations and legislated requirements often call
for technology solutions, yet lack of budget prevents all solutions from being implemented —
so efficiency improvements cannot always be realized.
31
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Core Services
FCS ADMINISTRATION & INTERNAL AUDIT
Deputy CAO, Fdr7once& Corporote Services and City Treosurer, Don Chop n7on 85%
Core
This service is delivered by
Service
Five full-time positions in addition to the Deputy CAO, supplemented by co-op students as required for
special projects, and an estimated 85% of capacity is dedicated to core service.
What we do
This service provides strategic leadership for the Finance and Corporate Services department through:
direction-setting and planning, sponsorship of key corporate projects, service coordination and
improvement; and, the implementation and monitoring of work in support of the department mandate
and vision within five areas of focus. Corporate-wide internal audit services are responsible for
advising management and the Audit Committee on the organization's governance, risk management
and management controls to protect the city's interests and assets.
Service Coordination identify and Implement service improvements within the department to meet the goals of the
Improvement departmental service strategy, build effective relationships with partners throughout the
organization and support effective and efficient service delivery to the community.
Internal Audit analyze data and business processes to provide recommendations for improving compliance
with policy, procedures and legislation, ensuring adequate controls are in place and
operations are as efficient and effective as possible.
Departmental coordination and oversight of meetings and events within the department, including support
Administration for the departmental budget process, business planning process and financial processes.
A corporate service review framework developed in 2012 provides an integrated, risk-based, six-year
city-wide work plan for service reviews and audits. The Finance and Corporate Services Service
Strategy's initial phases of work are focused on internal relationships and continuous improvement.
Internal Audit work includes an annual 1-day audit of the physical inventory count. Annual cash counts
are undertaken including verifying petty cash balances at 29 outlying locations including: arenas,
cemeteries, golf courses, pools, community centres, and the Kitchener Market. In addition to
departmental administration, divisional administrative support is provided for Legislated Services,
Accounting and Financial Planning.
Looking Forward
• The demand for service reviews is expected to increase every year as the organization looks to
find new ways of responding to higher community expectations for city services within budgets
constraints.
• Working in collaboration with stakeholders across the organization on service improvements will
improve working relationships and the quality of results and will require a greater investment of
time in the process.
• The needs and expectations of internal partners for improvements within the Finance and
Corporate Services Department exceed the capacity of this service to respond.
• Demand for administrative support for Legislated Services will increase in 2014 due to the
municipal election.
32
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ACCOUNTING
Q
Director of Accounting, Grendo..Johnson 85%
Core
Service
This service is delivered by,,,
14 full-time positions and one part time position, and an estimated 85% Of the capacity of this division
is dedicated to core service. Unpaid placements from the high school co-op program and Focus for
Ethnic Women provide additional support when available.
What we do
Accounting ensures the effective and efficient operation of the general accounting functions across the
organization, manages the General Ledger structure and reporting in the city's financial system, and
provides direction on financial controls, policies and procedures. This service is also directly
responsible for:
IPayroll process payroll and T4's for all full-time and part-time employees and some affiliated groups.
Accounts IPayable receive and process supplier invoices for payment, performs audits on payments and follows
up as required.
Asset Accounting review and analysis of capital orders to ensure accurate accounting for additions, disposals,
write-downs and donations of tangible capital assets.
Sales'Tax provide sales tax expertise and process monthly HST returns to maximize the City's tax
Administration recoveries.
Financial Reporting prepare the Annual Financial Report and the accounting schedules for the Financial
Information Return including detailed schedules for the Municipal Performance Measurement
Program for the province.
Accounting processes payroll and T4's for 2,750 full-time and part-time employees and some affiliated
groups. This includes the manual calculation, verification and auditing of more than 4,300 payroll
adjustments for parking and mileage claims and expenses such as bike loans, computer loans,
cemetery plans, savings bonds and other savings plans. They process final accounting and records of
employment for over 600 terminations, set up new employee accounts for 700 new hires and manage
temporary adjustments for approximately 100 employees on leave of absence on an annual basis.
They receive and process approximately 55,000 invoices for payment to suppliers, issuing 20,000
cheques, 4,700 electronic fund transfers and wire transfers annually, and perform audits on payments
and follow-up as required. Accounting communicate and exchange data daily with the City's bank to
reconcile accounts and investigate exceptions due to insufficient funds, fraud and charge backs.
Looking Forward
,,,,,,,,,,,,,,,,,,,,,,,,
• Expectations by the public and City Council for increased
accountability and transparency, and expectations of the Manual payroll
organization for timely financial information management, analysis adjustments annually
and improved reporting will drive continuous improvement and new
workload. Invoices
processed annually
• New technology and business process changes such as Project
System functionality in SAP, introduction of a new Tax and Utility
Billing System and PCI compliance requirements will present future Capital orders
resource and financial challenges. reviewed annually
Eli• As the demographics of the workforce change, it is expect that staff es in the Annual turnover will increase due to retirements and leaves of absence, nancial Report
increasing the number of manual payroll adjustments required.
33
2 - 43
FINANCIAL PLANNING
Director of F-iraonciol 111orar ing, Ryon F ogey 75%
Core
This service is delivered by.. Service
seven full-time positions, and an estimated 75% of capacity of this division is dedicated to core
service. For significant projects (e.g. Infrastructure Stimulus Funding financial reporting) contract staff
are required in addition to the base staffing complement.
What we do
Financial Planning is the primary financial resource accessed by internal City divisions. The main
areas of assistance include budget preparation, variance reporting, financial projections, business
case development, tender financial reports and financial components of Council reports, grant
applications and in-depth analysis of a financial nature. Key functions include:
(Budget&Variance coordinate and manage the development of the City of Kitchener annual budget and prepare
(Reporting variance reports and financial projections for City Council three times per year.
Igebt, Reserves & review and manage the city's investment portfolio weekly, review and manage the city's debt
Investments and reserve funds on a monthly basis, and review and manage the city's development
charge funds on a quarterly basis.
Divisional Support develop business cases, tender financial reports,financial components of Council reports,
grant applications and in-depth analysis of a financial nature as required.
The work in Financial Planning varies on a day-to-day basis, and some of the work is dictated by
established corporate timelines, while a majority of the work is unpredictable and driven by the needs
of other City divisions. Financial Planning also manages the corporate portfolios for debt, reserves,
investments, and development charges. This work includes day-to-day administration of these
portfolios as well as policy and procedure development.
Looking Forward
• Expectations by the public and City Council to keep rates low while faced with increasing
inflationary costs and the need to maintain existing infrastructure at a sustainable level will create
new challenges for this service in the future.
• City divisions across the organization expect that Financial Planning continue to provide excellent
service and sound financial advice to help them maintain and improve
city services within existing budget constraints. City of Kitchener's
01
operating budget
MEValu e of the City's
debt portfolio
Value of the City's
reserves
as Value of the City's
investment portfolio
34
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HUMAN RESOURCES 80%
Director of Hun7on Resources, Michoel oldrup core
Service
This service is delivered by,,,
21 full time positions, and an estimated 80% of the capacity of this division is dedicated to core
service.
What we do
The Division supports internal and external clients to attain a positive workplace culture and to help
individuals and businesses within the City to achieve planned objectives. Work is guided by Corporate
HR policies an Collective Agreements with six unions, as well as several pieces of legislation
including: the Ontario Labour Relations Act; the Employment Standards Act; the Pay Equity Act; the
Occupational Health and Safety Act; the Workplace Safety and Insurance Act; Accessibility for
Ontarians with Disabilities Act; and, the Ontario Human Rights Code. Key functions include:
Transactional benefits administration and related employee counseling,job description writing and job
Services evaluation,salary administration, professional development training and vehicle and
equipment training.
IProfessional Support advice and counsel on collective bargaining and grievance management, research into
labour markets, WSIB and non-occupational return-to-work accommodation planning and
disability management, stewardship of the Health and Safety Internal Responsibility System
and support of five Joint Health and Safety Committees, Training Needs Assessments and
program development to achieve business goals.
Strategic Services workforce planning, talent management programming, long-term labour relations strategies,
and ongoing research of HR legal jurisprudence.
The main service areas include: salary administration and job evaluation, recruitment, employee and
labour relations, benefit development, corporate wellness programs, diversity, health and safety,
vehicle and equipment safety training, workplace accommodations, corporate recognition, learning
and development and talent management, the Human Resource Management System services, and
workforce planning. In 2012, the division completed a Corporate Learning and Development Strategy
and the refresh of the People Plan, which included the engagement of 1,200 employees organization-
wide. Many aspects of client service demands can impact volume of work from day to day. With large
new initiatives or issues such as a new corporate strategy for customer service or urgent safety orders
from the Ministry of Labour, resources may be pulled away from committed divisional projects for long
periods of time.
Looking Forward Vehicle/equipment
• Improvements to workforce planning and data management are assessments in 2012
required to help clients ensure the workforce has the capacity to
achieve work demands. Professional Dev.
• Attracting and retaining top talent will be an increasing challenge as
classes in 2012
the labour force changes in terms of supply and diversity.
• Development programming will need to be more skill-specific to ensure ! Job descriptions
that knowledge is built and shared and also because this will continue completed in 2012
to be a fundamental retention tool.
• The health and safety of an aging workforce will present challenges in ® Standard operating
both job design and use of new tools and technology and the duty to procedures written
accommodate will create workforce pressures.
35
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INFORMATION TECHNOLOGY
Inter/n7 Director of Inforn7otlor7 Technology, Don Murroy 50%
Core
Service
This service is delivered by,,,
53 full time positions, and an estimated 50% of capacity is dedicated to core service. This service also
utilizes various external suppliers to provide expert services specific to the products in use at the City.
Co-op or work placement students may be used to help with projects where appropriate. IT has
requested additional resources in the 2014 budget to advance the corporation's mobile computing
capabilities.
What we do
The Division provides leadership for the planning, development and management of the City's
information technology systems, partnering with all City divisions to deliver business IT solutions for
City programs and services. Key functions include:
Client Services provide client support,desktop/laptop hardware and software sourcing, installation and
support, network infrastructure and telecommunications.
Geographical geo-spatial data management and mapping services.
Information Services
(Business Systems& management of all structured data resources, systems administration of software and
Services hardware for database management systems(DBMS), enterprise application and systems
architecture,software development and maintenance, and software quality assurance.
IT IProjects and IT project management, project portfolio planning and client relationship management.
(Planning
The expectations of increased technology use across all business areas combined with the increasing
complexity and diversity of those technologies impacts the volume of work for this division. Corporate
reliance on technology stretches our staff resources to install, maintain, upgrade and extend the use of
these systems. IT currently supports several major enterprise application systems, over 1300 end
users and over 2150 end user computing and communication devices. This service is leading the
implementation of the Corporate Technology Strategic Plan, has been identified as a major resource in
13 other corporate projects and partners with all divisions to assist in the delivery of their departmental
business plan projects involving technology. In 2013, IT will close another 70 client facing projects
throughout the year to deliver corporate technology solutions.
Looking Forward
• Technology evolves rapidly. Expectations of knowledge workers and
current technology trends such as mobile computing, cloud and social End users
media are challenging traditional IT processes. supported
• Mobile computing and increasing consumerization of end-user devices
will make the management of these devices increasingly difficult. Different City-owned
sites supported
• Fiscal restraint has prevented staff additions, which limit the ability to
deliver on the vision conveyed in the Corporate Technology Strategic
Plan, although expectations of IT across the organization remain high. Client projects
completed in 2013
• The 2014 election will require the support of IT for planning, project
management, and technology for the election process. ® � Ad-hoc mapping
request
36
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LEGAL SERVICES 90%
City Solicitor, Lesleytl�c�eL7onold saves
This service is delivered by..
nine full-time permanent positions, and an estimated 90% of the capacity of this division is dedicated
to core service.
What we do
Legal provides a wide range of legal services and legal advice to, and for the benefit of its clients, The
Corporation of the City of Kitchener, including legal advice and opinions to City Council and staff on a
wide variety of matters. Services relating to City business include the following:
Contract& Preparation, interpretation and negotiations on legal issues.Software, purchasing, leases,
Agreements licences, business operation and facility use, general business agreements.
Ieal (Estate/ Acquisitions, disposal,easements, expropriation, surplus designations, environmental
(Environmental issues, releases, road closings,fagade loans, title searching and registrations,tax sales,
industrial consents,encroachments.
(By-laws/ Preparation and interpretation,special legislation, drafting/amend legislation, set fine
Legislation approval, liaison with Province re legislative changes, review and verification for legislative
authority.
Prosecutions Advice to Enforcement, drafting charges, liaison with Police and Humane Society,witness
preparation, disclosure preparation, court appearances and trials.
Development Subdivision agreements, section 41 agreements, Committee of Adjustment agreements,
zoning by-laws, municipal plan amendments, part lot control exemption by-laws, community
improvement plan by-laws, legal non-conforming issues, Heritage by-laws, conditional
building permit agreements,off-site parking agreements, garden suite agreements.
01M 1B/Administrative Represent the City at the Ontario Municipal Board hearings, before tribunals, and other
Tribunals/ Hearings hearings are required.
The workload in Legal Services increases with increases in work in other divisions for which Legal
provides advice and services, such as: agreements, hearings, prosecutions. Because of the broad
range of work involved and the specialization needed in certain areas, the legal work is distributed
according to the expertise of the lawyers and staff. The complexity of some matters and the process
pertaining to certain matters such as court, administrative tribunal and real estate often consume
considerable amount of legal resources over an extend period of time impacting on other work.
Looking Forward
• Legal has to monitor legislation and make the necessary adjustments to its approaches as a result
of changes in legislation. For example Legal is aware of changes being considered under the
Provincial Offences Act, which, if implemented, will impact the way certain matters are handled.
• On an ongoing basis Legal refines the way it approaches it work and it will continue to do so. As
appropriate, Legal makes adjustments to its processes based on the potential risk associated with
the processes, thereby creating further efficiencies. This is and will be a continuous endeavor.
• Legal continues to strive to improve the timeliness of its responses to the organization, which is
greatly impacted by the volume of work. These initiatives include more communication, education,
earlier involvement in matters, the securement of more complete information from the client,
generic Council authorization to execute certain documents etc.
37
2 - 47
LEGISLATED SERVICES Director of Lecgisloted Services and City Clerk, Christine Torling OJ%
Core
Service
This service is delivered by
18 full time positions as well as a part-time Council Page and occasional co-op placements. An
estimated 85% of the capacity of this division is dedicated to core service. Key suppliers that help
support service delivery include an external courier service, confidential destruction vendor,
microfilming vendor, equipment maintenance provider, Rogers Television and software support
vendors.
What we do
Legislative Services is responsible for providing services, consultation/advice, and training in the areas
of:
Council &Committee organizing and recording council meetings, public hearings and closed Council meetings and
Services the preparation of all minutes and by-laws, and conducting elections and referendums.
Corporate IRecords& Records and information management, archives, micrographics and imaging, corporate
Archive Services libraries, and access and privacy.
Licensing Business and lottery license issuance, enforcement and audits.
Marriage Licenses & Receive and process applications for marriage licenses and death certificates.
IBurial IPermits
I all IRoom Incoming and outgoing mail is processed,sorted and distributed.
Workload volumes in Legislated Services are unpredictable as they are influenced by major activities
and projects within the organization, and requests from the public. In 2012: Council and Committee
Services processed approx. 1250 marriage licenses and approx. 745 death certificates, and
coordinated/supported 15+ Committees of Council with 400+ committee hours. Corporate Records
performed 1200 retrievals, 900 refiles, 480 carton transfers, 410 carton destructions, 13,500 pages
microfilmed, 150 hours of records analysis, 100 hours for FOI requests. Licensing issued approx.
2,500 business licenses and 440 lottery licenses, conducted 130 lottery audits, answered approx.
5,850 business and lottery license enquiries, and 1,550 general public enquiries. The Mailroom
processed 350,000 pieces of mail.
Looking Forward
• Increased expectations from the public and Council for access to corporate records and
information, increasing public awareness of our archives and specific
corporate initiatives, such as Open Government and Business Marriage Licenses
Continuity Planning will drive new workload in this service. Issued
• Possible impending changes to lottery licensing, emerging industry
trends, new technology, new industry-related best practices and a ges microfilmed
changing business environment present challenges for the future. cff] a nnually
• The 2014 municipal election will require significant staff support to
coordinate and manage the process. ® � Business&lottery
licenses issued
Pieces of mail sorted
&processed
38
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REVENUE
Director of Revenue and Deputy Treosurer,..Joyce Evons 85%
Core
This service is delivered by.. service
35 full-time positions, and an estimated 85% of the capacity of this division is
dedicated to core service.
What we do
The Revenue Division is responsible for the billing, collection, processing and administration of
revenues related to property taxation, water, sewage, gas and storm water services, parking tickets
and other miscellaneous fees and revenues. Key functions include:
IP iro perty'Taxes Billing and collection of interim,final and supplementary taxes as well as payment in lieu of
taxes. Review and appeal of property assessment information received from the Municipal
Property Assessment Corporation.
IMeter IReading Complete water and gas meter reads accurately and in a timely manner, processing and
Utility IBilling mailing utility bills, processing payments, and maintenance of accounts.
Appliance Hinainching Administration of the rental water heater and appliance financing program.
Customer Service Issue utility and tax certificates along with responding to inquiries and customer complaints
related to property tax and utility accounts.
The Revenue Division bills approximately $500 million in tax, utility and miscellaneous fees to
customers annually. They are responsible for ensuring all Council approved rates are implemented in
a timely fashion and are being applied to appropriate customer accounts. In addition, they Interpret
and explain ordinances and procedures to City staff, Council and the public related to billing and
collection processes and procedures for both tax and utilities.
Looking Forward
• The division continues to evolve with changing customer preferences and needs. Customers are
moving to a more technology-based method of making inquiries and payments on their accounts.
This has resulted in more time spent by staff responding to a-mails and other forms of electronic
transmissions.
• The aging Customer Information System (CIS), a critical application that supports the City's
property tax and utilities revenue management and billing processes, is a challenge for this
service. Implementation of a new system will result in a positive change on how the Division
currently operates. It is expected that as the division moves forward with the implementation of a
new billing system, they will be able to offer customers the option of reviewing their bills online
through a City of Kitchener portal. This will improve the overall delivery of customer service to
constituents.
Revenue billed
annually
Tax&utility bills
issued annually
39
2 - 49
DirSUPPLY SERVICES ector of"apply Services, Larry Gordon 7d%
Core
Service
This service is delivered by..
18 full time positions, one part time position and one temporary position, and an estimated 75% of the
capacity of this division is dedicated to the provision of core service.
What we do
Supply Services manages the procurement process for the acquisition of all goods and services
required by the City, including, hiring consultants and professional services. This division is also
responsible for the management of the stores operation, which includes inventorying and distribution
of goods. Key functions include:
Procurement of source goods and services, prepares bid solicitations,awards and prepares contracts and
Goods &Services agreements and presents recommendations for award,where applicable.
IPollcles & provide direction on the policies and procedures across the organization in accordance with
IProcedures the purchasing by-law, municipal policies, provincial and federal legislative requirements.
Stores Il anagement inventorying and distribution of goods.
Supply Services is guided in their purchasing procedures by the City of Kitchener Purchasing By-Law
(Municipal Code, Chapter 170, Purchasing and Materials Management), as approved by City Council
as well as by the laws of the Province of Ontario and the Government of Canada. Responsibilities
include: maintaining and distribution of a 2.1 million dollar inventory; preparing, issuing, evaluating
and the preparation of recommendations in excess of 100 formal tenders annually for Council award;
preparing, issuing, evaluating and awarding in excess of 100 formal quotations annually; the
execution and distribution of contracts for goods and services/purchasing agreements; maintaining
and updating 600 MSDS sheets within Stores at the KOF facility; manages and issues the City's
Purchasing credit card program with 300 cards currently in use; manages the Materials Management
portion of the City's Financial System (SAP); manages the Contractor Safety Program which includes
the document acquisition and maintenance of Contractors Insurance, WSIB, Health and Safety and
City's Declaration Forms; the disposal of surplus goods including the online auction website; and
procurement policy and procedure development and review.
Looking Forward
• Increased expectations of the public and City Council to receive the best value for tax dollars being
spent, ensuring that all goods and services are acquired in an open, fair, transparent process
conducted in an ethical manner that is efficient and accountable.
" Value of the inventory
• Increasing volume of corporate projects will create additional workload managed
within Supply Services and new legislated requirements (AODA,
European Trade Agreement, etc.) will potentially increase Supply
Services workload. Formal Tenders
• Growth of e-commerce, new technologies and business process prepared annually
changes will be an increasing challenge.
Formal quotations
• As the City's workforce changes (retirements and new hires) the evaluated annually
demand for training will continue to increase.
MSDS sheets updated
1 1 regularly
40
2 - 50
Corporate and Divisional Projects
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
® ®_ of -
Open Government Framework Communication,
1. Update Accountability and Transparency Policy, review work plan to include Open Marketing and
Government framework and begin to implement tools in support of the framework. Customer
Service
o
Internal Order Process Improvement Financial
2 Create efficiencies in SAP for asset accounting processes,capital project/reporting Management
processes.
Financial Reporting Improvements-Caseware Implementation Financial
3 Automate certain financial reporting processes including working papers for Management
internal review and auditors'review, Financial Statements and Notes,and
Financial Information Returns.
IN
Development Charges(DC)Background Study Update Financial
4 Lead Development Charges By-law review/update for 2014 approval and Management
implementation.
o
Review allocation of internal overhead costs Financial
5. Analyze how divisions charge out their costs to other divisions and confirm the Management
existing approach or recommend changes.
Review/Update financial policy framework for Enterprise Investments Financial
g Analyze the City's rate of return on enterprises,and confirm the existing approach Management
or recommend alternatives.
Review/Update financial policy framework for Debt Financial
7. Analyze the City's use of debt to fund capital projects,and confirm the existing Management
approach or recommend changes.
Investigate a replacement for the City's Budget System Information
g Replace the Budget System,which was developed in-house and is more than 10 Technology
years old.
People Plan Roll-Out Organizational
9. To refresh the People Plan and new City Values will be launched in January of Governance
2014 with a strong communications strategy.
41
2 - 51
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
o
Operational Review of Vehicle and Equipment Training services and Organizational
10. supporting information systems Governance
To determine future state of service delivery in the context of compliance needs,
replacement planning and sustainability of resources
Parklane System Upgrade Information
11. Upgrade system to enable e-filing of claims, risk management,and web interface Technology
to gain efficiencies and improve information management
Implement first phase of Corporate Talent Strategy Organizational
12 In phases,to review and redesign across HR programing including performance Governance
management,succession planning and recruiting.
Corporate Technology Strategic Plan Information
13. Implement and deliver IT projects as per IT governance structure and Corporate Technology
Technology Strategic Plan strategic directions(continued from 2012): Capitalize
on Existing Investment(2012-14). Enhance Customer Service(2013-14) Mobile
Working for Staff on the Move(2012-13) Internal Collaboration(2014).
o
IT Projects and Planning Enhancements Information
14. Build an IT Projects and Planning team that will standardize project methodologies Technology
and prioritization models
Onpoint Enterprise Upgrade Information
15. Upgrade the existing version of Onpoint Enterprise to the latest version to keep Technology
current and introduce new functionality to the product
Pingstreet Implementation(pending Council Approval) Communication,
16. The implementation of Pingstreet is planned for 2014 to both deliver information to Marketing and
citizens and provide a new customer service channel through mobile devices Customer
Service
Wi-Fi Rollout—Phase 2 Sites Communication,
17. Investigation of extending the reach of free public Wi-Fi in a number of public Marketing and
ot locations as directed by Council Customer
Service
Open Data Portal Launch and Data Set Automation Communication,
18 An Open Data portal launch is expected early in 2014 and a number of data Marketing and
processes will need to be automated in order to deliver the data to the portal. Customer
Service
Implementation of the Mobile Strategy Organizational
19. The mobile strategy developed in 2013 defines a number of required initiatives to Governance
position the City to support increased mobile device usage.
42
2 - 52
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
o
Contracts Process Review Organizational
20 Contracts process review: Review the process for contracts development including Governance
initiation,timing, procedure and timeliness,to improve effectiveness and clarify
roles and responsibilities.
OEM
Business Continuity Plan Implementation Organizational
21. Finalize and roll out corporate Business Continuity Plan(BCP). Governance
o
DataFix election software Information
22 Enable more efficient and integrated management of municipal election functions Technology
(e.g.,accurate voter list information,electronic voter strike off,election worker
management, enhanced election reporting,website integration,etc.)
OmniRIM Major Version Upgrade Information
23 Upgrade the City's hardcopy records management system to be Windows 7 Technology
compatible and to enhance record-keeping functionality.
Online Business Licensing Communication,
24. Implement first phase on online Business Licensing e.g. pilot with business license Marketing and
renewals. Customer
Service
Lottery licensing software Information
25. Research availability of a more functional and efficient system for the management Technology
of lottery licensing and auditing.
Agenda management Organizational
26 Create, prepare,approve and publish meeting agendas in a more efficient, Governance
collaborative and streamlined manner.
City-wide Ward Boundary Review Leadership and
27. Review current ward boundaries in accordance with Council Policy 1-50,Ward Community
Boundary—Criteria Engagement
CIS Replacement
28. Continue to pursue with due diligence the acquisition of the SAP tax and utility Financial
solutions to replace CIS. Management
Material Group review of all stock Items Financial
29. Each stock number has a material group associated with it and It's then linked to a Management
General Ledger(GL)account when issued. If the material group is incorrect
goods could be charged to an incorrect GL.
2 - 53
Strategic
Project Name& Project Objective 2014 2015 2016 Alignment
Create a new Contractor Safety Program Policy and Procedure Guide Organizational
30. To ensure that Contractors will understand/comply—ensuring a safer workplace. Governance
ADOA/Integrated Standards Regulation Organizational
31. Develop a process to ensure that any and all third parties the City uses/hires Governance
(contractors/vendors/suppliers are compliant).
Budget Impacts (to be added after final budget approval)
2013 Budget Base Base+
Division 2013 Budget Restated Adjustments %Change Growth Growth Total 2014 Budget
Administration 544,182
Accounting 1,278,398
Financial Planning 533,912
Human Resources 1,872,402
Information 4,444,446
Technology
Legal 908,033
Legislated Services 1,165,873
Supply Services 436,895
Revenue 357,415
Capital,W/ ( �ffm =( (((1/1 is,
)
Division 2014 2015 2016 2017
Administration&Internal Audit
Accounting
Financial Planning
Human Resources
Information Technology
Legal Services
Legislated Services
Revenue
Supply Services
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2 - 54
INFRASTRUCTURE SERVICES DEPARTMENT
2014 — 2016 Business Plan
Department Mandate
This department focuses primarily on the city's infrastructure assets, encompassing the divisions
responsible for the design, construction, operations, maintenance, security, and/or management of
those assets. These assets include:
• Roads 0 Sidewalks • Traffic Signage
• Parks 0 Sports Fields 0 Forestry
• Environmentally Sensitive Areas 0 Foot Bridges • Trails
• Playgrounds 0 City Gardens 0 Community Garden Plots
• Vehicles and Trucks 0 Heavy Construction Equipment • Turf Maintenance Equipment
• Storm&Sanitary Sewers 0 City Hall 0 Community Centers
• Parking Structures 0 Parking Lots 0 Pumping Stations
• Natural Gas and Water Lines 0 Gas and Water Meters 0 Rental Water Heaters
• Kitchener Operations Facility
Organization Chart
Deputy CAO,
Total FTE: 570.9 Infrastructure
Services
Asset Engineering Facilities Fleet Operations Transportation Utilities
Management Management Services
Environmental Scan
• Asset growth has created a proportionate burden on Core Service workloads without the
benefit of equivalent financial resources to support the increase.
• Core Service workload increases have outpaced Staff complement increases by a ratio of
between 3:1 and 4:1 over the past 7 years. New and modified legislated/regulatory
requirements have regularly been added to the Core Service workloads for Managers,
Supervisors, Administrative, and Front-line staff.
• Out of necessity, Divisions within the Infrastructure Service Department have sought and
implemented innumerable process improvements and efficiencies to cope with the
increased Core Service workloads.
• It is generally agreed that the majority of Infrastructure Divisions are currently at, or rapidly
approaching, the tipping point in their abilities to meet Service Level expectations; primarily
due to the fact that most (or all) of the readily-achievable efficiencies improvements have
already been implemented. There are no funded initiatives planned or in place that will
provide the information required to determine: a) which Service Levels will be affected; b)
the extent to which Service Levels will be affected; c) the impact any Service Level
reductions will have on the Corporation or its constituents; nor, d) the tack to take to
combat reductions of a given Service Level.
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2 - 55
Core Services
INS ADMINISTRATION 80%
Deputy CAO Infrostructure Services, Pouline Houston core
Service
This service is delivered by
three full-time positions, in addition to the Deputy CAO, and an estimated 80% of capacity is dedicated
to core service.
What we do
This service provides strategic leadership for the Infrastructure Services department through:
direction-setting and planning, sponsorship of key corporate projects, service coordination and
improvement; and, the implementation and monitoring of work in support of the department mandate.
Key functions include:
Service Coordination identify and Implement service improvements within the department using the Council-
Impirovement approved prioritization matrix to establish the types of reviews and their timing.
Departmental coordination and oversight of meetings and events within the department, including support
Administration for the departmental budget process, business planning process and financial processes.
This service provides governance and managerial oversight to INS Department's eight Divisions and
ensures departmental compliance with policy, procedures and legislation. Operational reviews are
primarily performed during normal business hours. Time allotted for each review is dependent on: the
type of review; the scope/size of the Business Unit; and, the availability for interviews of the Business
Unit's staff. To maintain the required focus, reviews are typically performed individually; not
concurrently. With current resources, the completion of 2 -3 reviews per annum can be anticipated. In
addition to conducting operational reviews, this service also acts as INS' principal liaison for the
development and updates of the Business Plan; sits as member of the Corporate Service
Improvement Working Group; provides subject matter expertise to various Corporate and
Departmental Steering Committees and/or initiatives; and, provides project leadership/management
assistance to Departmental/Divisional initiatives, as required.
Looking Forward
• At current resourcing levels, an INS Division can anticipate an elapsed time of 10 to 12 years
to complete the full complement of operational reviews (Process, Functional, Impact, Risk,
Service Delivery, etc.).
• Departmental priorities hamper scheduling of inter-departmental reviews.
• Corporate standards for reviews have not yet been established and thereby adding complexity
to future inter-departmental review initiatives.
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2 - 56
DirASSET MANAGEMENT ector of Asset tl�c7r7c gen7ent, Hoes Gross 9�%
Core
Service
This service is delivered by,,,
22 full time positions, one part time, two temporary and three summer positions, and an estimated
97% of the capacity of this division is dedicated to the provision of core service.
What we do
The Asset Management Division provides leadership and direction in the management of the
Corporation's physical assets. Key functions include:
Asset Management Developing detailed and advanced asset management plans for all 12 Asset Groups
IPirogiram comprising long range funding and reserve requirements for both the existing and future
asset inventories.
Environmental Co-ordinate, plan, program, budget and execute the remediation of City-owned property in
IRemelatlan accordance with Ministry of the Environment and City of Kitchener directives,guidelines and
IPirogiram objectives.
Data Management data management,work order management and reporting for the Operations Division,
Facilities Management Division and Utilities Division.
The Asset Management Division supports corporate activities related to the development of capital
budget and reserve forecasts to form a comprehensive financial planning strategy and asset specific
activities related to the development of detailed asset management plans for Sanitary Utility,
Stormwater Utility, Water Utility, Gas Utility, Parking Enterprise, Golf Enterprise, Fleet, Facilities,
Roads, Parks, Forestry and Cemeteries. Linking the operating and capital funding levels to the
required levels of service and corporate goals for each asset type with a view to providing the flexibility
to respond to changing conditions. Setting priorities for asset rehabilitation and replacement based on
a combination of the business risk exposure and appropriate treatment strategies. Linking the detailed
asset management plans to the City's budget process to develop a comprehensive financial planning
strategy. Develop a corporate report card on the City's assets and provide regular updates on
progress.
Implement, maintain, and administer CityWorks and Riva and related databases. Provide front-line
support for the Operations Division, Facilities Management Division and Utilities Division for computer
software and hardware related issues. Implement, oversee configuration, development, new
models/mobile requirements, process improvements, reporting requirements and system functionality
collaboration of CityWorks. Administer all programs within the Operations, Facilities Management and
Utilities Divisions; adhere to users legislative and regulatory requirements; provide financial research
and reports. Administer the KOF Records Room and Front Reception Area. Administer the Corridor
Management Program, including all approvals and oversight of 3rd party utility infrastructure
installation on the City's rights-of-way. Provide sewer locates in compliance with the Underground
Infrastructure Notification System Act, 2012.
Looking Forward
Expectations by Council, staff and the public for increased accountability and transparency, and
expectations of the organization for improved data management and data quality, cost tracking
management, analysis and improved reporting will continue to drive the culture of continuous
improvement. New guidelines, regulations and business system changes will continue to increase the
complexity and workload of the Division. There is currently a good balance of demographics in the
Division as significant changes to the workforce are not expected in the near-term.
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DiENGINEERtNG rector of Engineering, Borboro Robinson 9J%
Core
Service
This service is delivered by,,,
37 full time positions, and summer students are hired each year to provide support during the busy
construction season. An estimated 95% of capacity is dedicated to the provision of core service.
What we do
The Engineering Division is responsible for the tracking, monitoring, evaluation, rehabilitation and
replacement of storm water, sanitary sewer, roads and bridge infrastructure. We undertake
replacement of water mains on behalf of Kitchener Utilities as part of our other works. Engineering
supports the planning, development and construction of new sites and subdivisions, and plan and
implement infrastructure to support long term growth in the City.
Capital undertake infrastructure asset condition assessments, environmental assessments and
programming infrastructure capacity modeling in order to develop and maintain a ten year capital program
for the renewal and replacement of all engineering infrastructure, including: sanitary, storm,
water, road, bridge and sidewalk infrastructure (over$50 M/yr.)
Design &Approval undertake environmental assessments of identified capital projects,followed by the design
of Capital Works and approvals of infrastructure capital works for sanitary, storm,water, road, bridge and
sidewalk infrastructure, using a combination of in-house resources and consultants.
Construction oversee the construction of the capital reconstruction program, including in-house and
projects consultant-led projects.
Site (Plans & undertake the planning, review, approval, and administration of all proposed Site Plans and
Subdivisions Subdivisions.
Through the sanitary and storm utilities, Engineering is responsible for the policy development,
operation, maintenance, environmental compliance of this infrastructure. Engineering supports the
Operations Division in developing maintenance needs, and the Water Utility (who own the water
infrastructure) in evaluation and replacement of their infrastructure. Engineering works closely with our
municipal partners (Area municipalities and the Region of Waterloo) to coordinate projects, policies,
programs and messaging. Engineering completes approx. three in-house and six consultant-led
projects in the reconstruction program; one large and four smaller storm water renewal projects
(including ponds and stream rehabilitation); one pumping station and one road project each year in
support of development. Engineering reviews approximately 125 Site Plans and 15 Subdivisions per
year, performs site oversight during construction, and manages the Letter of Credit process. Staff
liaise with the development industry, other levels of government (Region of Waterloo; Ministry of the
Environment) to provide continuous improvement.
Looking Forward
• Expectations by the public and City Council for increased accountability and transparency, and
expectations of the organization for accountability and cost tracking management, analysis and
improved reporting within the City's accounts will continue to drive continuous improvement.
• New Guidelines, Regulations and Environmental issues continue to increase the complexity and
workload of the Division. Specifically, Source Protection Policies under the Clean Water Act,
expected changes in the Ministry of Environment Storm water Management Design Guidelines and
the Grand River Conservation Authority Water Management Plan will impact the way the Storm
water Utility conducts its business in future.
• Additionally, the Storm water Policy (2001) is currently under review with recommendations to
Council anticipated early 2014.
48
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Director of Facilities tl�c7r7c gen7ent, Cynthio Fletcher
CUSTODIAL SERVICES 99%
Core
Service
This service is delivered by,,,
14 full time positions, 64 part time positions and two seasonal staff, and an estimated 99% of capacity
is dedicated to the provision of core service.
What we do
Custodial services is responsible for keeping City of Kitchener facility environments clean and safe. In
house service is provided to community centres, parking garages, pools, cemeteries, and
administrative buildings. This service provides or supports training for building attendants in the
Enterprise Division and manages service contracts for those facilities where City staff do not provide
in-house service. Key functions include:
Cleaning & perform planned cleaning and caretaking services(eg. Washroom supply replenishing)for
Caretaking city operated facilities, respond to emergency custodial situations, client requests for building
custodial services and planned and unplanned room/event setups and takedowns.
IMinor(Repair provide minor maintenance and repair service (ceiling tile replacement, light bulb/tube
(Maintenance replacement, etc.)
Garbage, coordinate the equipment, develop processes and perform garbage, recycling, hazardous
(Recycling, & waste (HWIN) management and disposal for City operated facilities. Manage external
Hazardous Waste contracts related to garbage, recycling, hazardous waste(HWIN)management and disposal
for City operated facilities (eg. Fluorescent tube disposal, HWIN).
Flag Protocol & raise and lower flags, monitor condition of flags and replace as needed at all City facilities
(Maintenance and cenotaphs.
Custodial Services provide washroom or floor cleaning service to public events within City facilities
and the downtown area as either in-house service or facilitating contracted service (eg. community
centres, events organized by City Special Events section). This group works varying shifts, many after
hours when buildings are empty. Scheduling of staff is complex; work is often completed after hours
and in a variety of locations, part-time staff can only work a maximum of 24 hours per week due to
labour agreements. Supervision is an ongoing challenge: staff safety/security, efficient working
practices, staff training and development. Staff turnover is high for part-time employees. Custodial
Services provides input into new building design from a custodial and caretaking perspective and
provides costing for new buildings or new services as input into the budget process. Staff research
and implement green cleaning initiatives within City facilities.
Looking Forward
• Facilities Management will need to revisit the recommendation from the Divisional of 2008,
where an additional Supervisor was identified. The number of direct reports and staff working
varied shifts/7days per week, the current staffing level is not sustainable.
• As South District park facilities are designed/built, custodial resources will need to be reviewed.
• As program levels and service expectations increase, a review of the policy related to part time
hours is needed.
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FACILITY PLANNING, PROJECT/ENERGY 95%
MANAGEMENT, BUILDING MAINTENANCE & REPAIR Core
Service
Dh,ectoi,oJ:Focility Moiiogeii,wiit, Cyiithio Fletchei, ry
This service is delivered by..
33 full time positions, and an estimated 95% of this capacity is dedicated to the delivery of core
service.
What we do
From concept and design to de-commissioning of a facility, this service oversees the lifecycle and
functionality of the facility assets. The City owns 150 major and minor facilities, plus 26 small storage
structures. The footprint square footage of the City Facility portfolio is 3.3 million sq. ft. Building
component asset programs number over 100. The programs and business line functioning from the
facilities is wide ranging: fire halls, administrative buildings, arenas, aquatic facilities, community
centres, libraries, performing arts, golf course buildings, parking garages, and cemetery facilities. Key
functions include:
Construction & provide oversight and management to planning and execution of facility construction and
Renovations renovation and infrastructure renewal projects.
Energy research and make recommendation for enhanced energy efficiency: design, technical
IMainagement components or operational procedures.
Preventative perform preventative maintenance and repair to reduce the incidence of breakdowns and
Mairiteinaince,& failure. Troubleshoot and correct building environmental concerns: heating, cooling, indoor
Repair air quality etc.
This service develops, reviews and administers construction contracts and manages outside
contractor services. Staff develop and manage ongoing facility asset capital life cycle program,
making recommendations related to asset retrofit/replacement/de-commissioning and review,
recommend and design for space accommodation requirements. They develop specifications for
building systems for City managed construction projects; provide budget costing for new
construction/retrofit/replacement/de-commissioning; research legislation, technologies, and incentives
that may be applied to sustainable building systems and review design documents for all new and
renewal projects to ensure Leadership in Energy and Environmental Design (LEED) and sustainable
design is incorporated; oversee and monitor the Facilities' utilities budgets and consumption data.
Staff perform maintenance, ensure legislated compliance, and provide consulting service to arms-
length stake holders related to facility renovations and new construction (eg. Centre in the Square,
KPL, Museum).
Looking Forward
• As South District park facilities are designed/built, trade resources will need to be reviewed.
• Legislated requirement programs continue to grow as new legislation Facilities&structures
is enacted (e.g. new Building Code, AODA). The new Ontario Building managed
Code will be enacted in January 2014. The impact to the FM business ®
line is not known at this time.
• The AODA requirements pertaining to the built environment were Square footage of
facility footprint
enacted in 2013. The requirements will be incorporated into new EIIE fo El
designs. Challenges exist with projects completed over the past two
years, where the legislation has changed and expectation are that we Building component
would comply with new legislation (e.g. size of parking spaces). El asset programs
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SECURITY SERVICES & EMERGENCY PREPAREDNESS 95%
Core
Service
This service is delivered by,,,
13 full time positions and 14 part-time positions, and an estimated 95% of this capacity is dedicated to
the delivery of core service.
What we do
Security Services provides 24/7 monitoring and patrol services to City owned/operated facilities and
parking garages, parks, golf course and cemetery properties, and the downtown. Key functions
include:
Monitor and IPatrol provide a security presence and monitor security related issues for City facilities and
features, physically and electronically, patrol and respond to concerns in the downtown.
I espond to Calls respond to requests for security or emergency health support,first response/contact for all
facility issues after hours; including access for contractors, alarms, and staffing issues.
Emergency provide life safety review for COK capital projects, provide life safety plans and drawings to
Preparedness regulatory authorities, and review plans and systems annually.
Security Services monitor all emergency call stations from five parking facilities, all elevators, respond
to phone enquiries as the only point of contact on the parking help line and all inquiries for parking
from 6:00 pm-6:00 am daily and all day Sunday, from Dispatch or Contact Center for assistance or
alarm calls after hours at over 50 City Facilities, all parks, all cemeteries, 2 golf courses. Staff provide
access to 24 hour parking facility at City Hall and to 24 hour washrooms and secure and open facilities
for the public where resources do not exist — i.e.: Public washrooms at remote locations, Huron
Natural Area, Victoria Park, and Kiwanis Park. Staff assist police in matters on City properties after
hours as primary contact and submit work requests for building maintenance, repair or custodial
services as required. Staff provide consulting service into specifications for security systems, keyless
access, CPTED, Closed-Circuit Television (CCTV) cameras for City managed new
construction/renovation projects. Assist stakeholders in developing, maintaining and testing life safety
plans and emergency procedures. On average, Security staff handle 3,300 security related incidents
annually.
Looking Forward
• Over the years, we have also seen changes within our community and pressures to other
service providers: police no longer respond to alarms without a charge, the types of calls have
changed and the volume of requests has increased, there are increased socio-economic
pressures requiring security staff to increase our presence throughout the City.
• Staff consistently need to clarify the role of Security personnel in relation to stakeholder
expectations (ie. Security staff function under a different legislation than the Police).
• As South District park facilities are designed/built, security resources will need to be reviewed.
Security incidents
handled annually
Monitoring &Patrol
Service
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FLEET MANAGEMENT 97°�°
Core
Service
This service is delivered by,,,
38 full time positions, the majority of which are required to hold specific certificates of qualifications.
An estimated 97% of this capacity is dedicated to the provision of core service.
What we do
Fleet ensures the effective and efficient operation of all related fleet procurement, disposition, repair,
and maintenance activities and other vehicle/equipment related systems and functions. Fleet is
responsible for fleet controls, policies and procedures across the Corporation. Key functions include:
IFleet Plaininhing monitor fleet asset utilization, prepare life cycle costing, annual equipment review and
replacement program, asset evaluation, replacement approval, budgeting, specification
development and procurement following Purchasing Policy.
IFleet Mechanical Perform vehicle repairs and preventative maintenance inspections and repairs, to reduce the
incidence of breakdowns and failure and comply with legislated safety requirements.
IFuel Distribution & Daily monitoring, repair and maintenance of fuel distribution sites, including Technical
Il anagement Standards and Safety Act Inspections, maintain records,and monitor fuel consumption.
Management of a Fleet of 1324 vehicles/equipment with a value of $37 million including life cycle
costing, Annual Equipment Review and replacement program, asset evaluation, replacement
approval, budgeting, specification development and procurement following the City's Purchasing
Policy. Annual procurement of 150 vehicles/equipment (purchase and short term rental) at a value of
$3.5 million. Asset disposition/remarketing process that ensures acceptable recovery cost in
compliance with Purchasing Bylaw. Vehicle licencing to MTO and Ministry of Environment (MOE)
requirements. Repair,maintenance and Industry Canada licencing of two way radio system including
450 vehicle/equipment installed, 360 portable radios, trunking repeater system, and multiple antennae
systems. Vehicle fuel distribution system of 4 fuel distribution sites, monitoring fuel distribution and
consumption including corrective actions for non-conformities. The system distributes 1.6 million L of
fuel annually.
Repair and Maintenance activities are carried out through a 24/5 day standard shift rotation with on
call process for addressing emergency breakdowns. Repair, Maintenance (scheduled, seasonal,
daily), Legislated Safety Injspection. Customized Fabrication. 35,000 Repair and Maintenance
activities are completed annually. Repair, Maintenace and Legislated Inspection contract for 30 Grand
River Transit Mobility Plus Fleet vehicles with annual Fleet mileage exceeding 1,000,000 km. 10% of
Repair and Maintenance activities are outsourced as specialized and cost prohibitive to perform with
our own staff. Examples are glass repair/replacement, tire replacement, retreading, repair, automotive
exhaust repair.
City vehicles
Looking Forward maintained
• Trending towards increased use of alternate fuels and environmental
friend) products to reduce environmental impacts and control costs. �''++ New vehicles
y p p ���r'I9C�!°'
• New advancements in vehicle/equipment technologies will require purchased annually
increased technician training and procurement of advanced diagnostic
technologies. '��"t��; Maintenance&
• Recruitment challenges will be faced in the upcoming years due to repairs annually
staff turnover due to retirements combined with a forecasted shortage of
qualified Motive Power Technicians. Litres of fuel
distributed/yr
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CONCRETE MAINTENANCE
Core
Service
This service is delivered by,,,
17 full time positions, and an estimated 98% of this capacity is dedicated to the provision of core
service.
What we do
This service is responsible for the inspection, maintenance and repair or replacement of sidewalks and
curbs, mudjacking, construction, reconstruction and maintenance of retaining walls, interlocking stone and
pavers on city property. Sidewalks are to be maintained within the predetermined service levels
identified by the Provincial Minimum Maintenance Standards (Ontario Regulation 239/02). These
standards state a deficiency exists if a sidewalk has a surface discontinuity of 2cm or greater. Once
identified the municipality has 14 days to treat the surface after becoming aware of the discontinuity.
Key functions include:
Sidewalk Repahr& Annual sidewalk inspection program, defect identification, mudjacking,sidewalk slab
(Replacement replacement, temporary asphalt trip lip repairs, asphalt and sod restoration
Curb&Gutter Defect identification and repair, asphalt and sod restoration
Repairs
The City inspects approx. 1,100 km's of sidewalk annually to identify sidewalk defects. When
hazardous sidewalk defects are identified, we perform a temporary repair to make the area safe. For
example, a temporary asphalt ramp is installed to fix trip hazards. Sidewalks are repaired through one
of two processes; mud jacking or replacement. The mud jacking process involves pumping a cement,
topsoil and water mixture (known as "mud") under a sidewalk bay to lift it to its original grade. Most trip
hazards and ponding problems along the length of a sidewalk are dealt with using this process at one-
tenth the cost to remove and replace the sidewalk. Sidewalks that are beyond repair by mud jacking
are scheduled for replacement. The replacement process involves the removal of the existing
sidewalk, the forming and pouring of concrete for the new sidewalk, and the restoration of asphalt or
sod. Approximately 2,800 sidewalk defects are repaired annually. Curb defects are identified by
routine patrols by City staff. Repairing curbs involves the removal of the existing curb, the forming and
pouring of the new curb, and the restoration of asphalt and sod once the new curb is in place.
Looking Forward
Concrete as a construction material can last 100 years, however placement of concrete sidewalks
adjacent to boulevard trees sees us replacing sidewalks adjacent to trees every 15-20 years. This type
of failure in our sidewalk infrastructure amounts to 90% of our concrete sidewalk deficiencies. Future
challenges involve finding construction design and / or material improvements that will see less
failures of the concrete sidewalk where placed adjacent to boulevard trees. oi Km's of sidewalk
inspected annually
................................................................................................
]
Sidewalk defects
repaired annually
ays to fix defects
EF]once detected
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PARK OPEN SPACE DESIGN AND DEVELOPMENT i, 9ore
Core
Service
This service is delivered by,,,
8 full time positions and three seasonal positions, and an estimated 98% of this capacity is dedicated
to core service.
What we do
The primary responsibility of the Open Space Design and Development service is to plan for and
manage capital projects on available City lands to prioritize and execute the development and
redevelopment of City parks and associated park facilities, trails and open spaces, including: detailed
design, tender, contract administration and construction of capital projects. Key functions include:
IPollcy& Planning park, trail, and open space planning, landscape architecture and design, stewardship and
policy development, including neighbourhood consultation for park rehabilitation.
IProject Delivery oversee park construction and rehabilitation capital projects, including in-house and
consultant-led projects.
Development Ievlew site plan and subdivision planning review and comment.
This service oversees the management, development and rehabilitation of 1900 hectares of open
space (1200 natural area, 700 grass open space), 245 km of trails (asphalt, stonedust, woodchip,
boardwalk) and 23 pedestrian bridges. They conduct 10-15 neighbourhood input sessions for park
rehabilitation and consult with neighbourhoods on Emerald Ash Borer (EAB) removals and
replacement plans as that program unfolds. Staff also review and provide input into more than 50 site
plans and 30 subdivision designs annually.
Looking Forward
• This service is currently operating with a backlog of unfinished parks. Expectations for the
development of new parks and the ongoing rehabilitation of neighbourhood parks continue to add
to the backlog.
• Neighbourhood consultation indicates that there is an expectation for more sophisticated and
expensive playground to keep children entertained.
• Requirements of the Accessibility of Ontarians with Disabilities Act will create future challenges for
the design and maintenance of the City's open space, trails and bridges.
III ectares of open
pace in the City
................................................................................................
® Km's of City trails
that are managed
Neighbourhood
input sessions/yr
l
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FORESTRY, HORTICULTURE & TRAIL MAINTENANCE
QQ
Core
This service is delivered by.. servuce
25 full time positions and 26 seasonal staff, and an estimated 98% of this capacity is dedicated to core
service.
What we do
Maintaining a healthy and sustainable urban forest, public gardens and green spaces is very
important for the health and beautification of our City. The Technical Services team is responsible
for the inspection and maintenance of all multi-use pathways, trails, boardwalks, pedestrian bridges,
playgrounds and graffiti removal. Key functions of this service include:
IForestry planting and watering of new trees, pruning of existing trees, removal of declining unsafe
Il anagement trees, stump removal and pest management.
IHorticulture maintenance of major parks, city-wide gardens,flower and shrub beds, community garden
Ilalntenance plots, City office plants,facilities grounds maintenance and greenhouse operations.
Inspection & inspect and maintain boardwalks, pedestrian bridges, trails and trail head parking lots,
Ilalntenance gates/bollards and trail signage, memorial recognitions, and graffiti removal.
Forestry responsibilities include woodlot management on more than 1,400 hectares of natural area
and hazard lands, and 60,000 street trees. Horticulture purchases more than 26,500 plants and
produces 30,000 plants in the City Greenhouse annually, and continues to increase greenhouse
production when it makes sense. Structural pruning is completed on garden shrubs and support is
provided for community vegetable gardens and cul-de-sac developments. The City's 136 playgrounds
are inspected every three weeks to meet CSA standards, and defects are addressed. Staff provide
required maintenance for 245 km's of the City's trail network and linkages, 23 pedestrian bridges,
including 1200 gates at trail entrances. This service responds to 150-200 calls to remove graffiti from
city property on an annual basis.
Looking Forward
• The urban forest, in certain areas of the City, is dominated by a single species of tree making them
particularly vulnerable to disease and overall decline as they age. Future replacement will need to
include more diverse species to improve the longevity and sustainability within neighbourhoods.
• Expected wait times for stumping and replanting of trees exceeds the capability of this service with
the existing capacity.
• Increasing the capacity of this service to implement an effective structural pruning program will
create long-term efficiencies and improve the health and sustainability of City trees.
• Flexibility of the timing to remove tulip bulbs, then install annuals and
still clean and remove weeds in shrub bed and perennial planting beds =iinspectedo/3
is a challenge. Design considerations for new and different looking
planting bed material.
® Kms of city trails
• Converting more granular trails to hard surface will allow for more that are maintained
efficient year-round maintenance and greater community use of these
amenities.
Street trees in the
City of Kitchener
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ROAD MAINTENANCE & SANITATION
Core
This service is delivered by..
Service
51 full time positions are involved in seasonal road repair from April to November. Additionally, there
are 13 full time positions involved in sanitation activities from April to November of which four staff
remain on sanitation activities throughout the winter. In the spring 40+ staff pick litter along the city
and regional roadsides not fronted by business or residences as well as parks and open space for a 3-
4 week period. An estimated 98% of this capacity is dedicated to core service. The Corporate Contact
Centre and the Office of the Mayor and Council are key partners in service delivery, handling citizen
enquiries and complaints.
What we do
Regular and efficient maintenance of road surfaces ensures a safe transportation system throughout
the City, which is critical for fast and efficient response for emergency vehicles, hazard free roadways
for public transit, transportation of goods and products and personal transportation. Sanitation ensures
roadways are kept clear and are relatively clean from an aesthetic perspective. Key functions of this
service include:
IRoad (Repair road repair, asphalt grinding, slurry seal, pot hole repair, gravel road maintenance,
speed hump program, crack sealing, utility cut repair, and shoulder maintenance.
Street Cleaning & road, and roadside/park debris pickup,street sweeping city-wide and sidewalk sweeping in
Debris (Pick-up the core, power washing,annual spring litter picking, special events debris and post event
cleanup.
Waste Collection downtown curbside collection of garbage, receptacle maintenance, bulk bins.
Road surface conditions are to be maintained within the predetermined service levels identified by the
Provincial Minimum Maintenance Standards (Ontario Regulation 239/02). The city of Kitchener
provides road maintenance services for approx.1,500 lane km's of roads, including regional roads. The
material used for road repair is generally hot mix asphalt which is manufactured at local asphalt plants
throughout the year with a shutdown of production generally throughout the winter months December
to March. When hot mix asphalt is not available road repairs are generally not able to be repaired
permanently. Instead, a cold mix asphalt is used until such time as hot mix asphalt is again available
and a permanent repair can be made. Downtown curbside collection of waste is provided seven days
per week. 380 city-wide waste receptacles are emptied per week during the summer and 190 are
emptied during the winter, with some emptied up to 3 times per week. Regional Roads and all
arterials are swept every 3-4 weeks while lower volume streets are swept approximately 4 times per
season. Power washing downtown sidewalks and roadways is performed 4 to 6 times annually.
Looking Forward L maintained
kms of roads
• Road infrastructure is deteriorating faster than the revenues necessary to maintain the cl
infrastructure at an acceptable level.Asset Management Rule: If a service is not fully Da s/week curbside
funded, it is not sustainable, if it is not sustainable, it will eventually fail or fall to an collection downtown
unacceptable level.
• Currently waste receptacles in parks offer no recycling option. Trends towards Waste receptacles
recycling,especially in parks will need to be explored and the appropriate budget emptied in summer
provided to implement the service in the future.
Times downtown
® ® power-washed/yr
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TRAFFIC & SIGNS
Core
This service is delivered by..
Service
ten full time and five seasonal positions, and an estimated 98% of the capacity of this service is
dedicated to the provision of core service.
What we do
Key functions of this service include:
IRoad IPatrol routine inspection of road conditions to identify maintenance concerns.
Pavement painting all pavement markings at signalized intersections and along paved roadways within
IMarkings the City.
manufacture, install and maintain all regulatory and informational signage for installation on
IRegulatory Signs the public right-of-way.
IRoad Closures & for emergencies,special events and parades, hazardous road conditions, lane narrowing
Dirk Zone Set-up related to road and other infrastructure related maintenance activities
Road Patrol is a legislated requirement to ensure that the minimum maintenance standards are
maintained regarding regulatory signs, pavement markings, surface discontinuities, road conditions
and any roadway hazards as outlined in Ontario Regulation 239/02. There are several key benefits
that are associated with completing routine road patrols within the City of Kitchener, including:
optimized life-cycle / asset management, enhanced operations planning, improved public service, and
risk management. Pavement markings are important for indicating to drivers: lane position, curves,
lane endings, intersections and crosswalks, and passing zones. Road crews apply pavement
markings using a truck-mounted striper, which paints yellow and white lane lines. Crews also use a
hand-operated machine for painting stop bars, crosswalks, and arrows. Staff manufactures all
regulatory and informational signage for installation on the public right-of-way, as well as
manufacturing signage for special projects, various city contracts and supply for other municipal
departments. Crews are required to install barricades, delineators and other signage associated with
road closures and narrowing to ensure the public and staff are adequately warned or protected when
road maintenance activities are present. Crews respond 24/7 to regulatory sign maintenance and
emergency road closures.
Looking Forward
Trends and future challenges include:
• Meeting growth needs that comes with maintaining signs in new subdivisions
• Meeting changes in legislation
• Evolving community initiatives, e.g., sharrows
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WINTER CONTROL MAINTENANCE
Core
This service is delivered by..
Service
When a snow event is called, Operations uses all available staff to perform Winter Control
Maintenance activities through various shifts, which involves approximately 160 operations staff. The
city contracts snow blower equipment to assist in the clearing of cul-de-sacs. The Corporate Contact
Centre and the Mayor's Office is a key partner in service delivery, handling citizen inquiries and
complaints.
What we do
Winter control maintenance is critical to ensuring the safe and effective mobility of motorists,
pedestrians, visitors to city facilities and amenities, transit, commercial vehicles and emergency
services during the winter months. Core activities include:
IRoad patrol & The city's road network is patrolled daily during the winter season which is generally from
IMonitoring mid-October to mid-April and staff need to be on call to respond rapidly to winter weather.
Salting, Sanding & salting, anti-icing, sanding and plowing of regional and local roadways, sidewalks in front of
IPlowing city-owned properties, and parking lots at community centres and other city facilities such as
the Kitchener Operation Facility, Kitchener Market and city hall.
Snow loading & snow removal on narrow streets; snow disposal, including snow melting and snow dumping.
disposal
The Operations Division provides winter control services for approx.1,500 lane km's of roads, including
regional roads, and some city sidewalks. Roads and sidewalks are to be maintained within the
predetermined service levels identified by the Provincial Minimum Maintenance Standards (Ontario
Regulation 239/02) and Council mandated expectations, which includes the clearing of snow and ice
from sidewalks within 24 hrs. Sidewalks and parking lots at community centres and other public
facilities and amenities require more frequent maintenance to mitigate the City's risk of liability. Given
the relative unpredictable nature of winter weather, the size of the road network and the response
times dictated by the Minimum Maintenance Standards and Council approved policy, the city's
capacity to respond is often challenged, particularly if there are multiple snow events over a short
period of time. Winter storm events include snowfall, freezing rain, blizzards and ice storms and can
result in snow accumulation, ice on snow and black ice conditions. On average, there are 5 major
storm events per year. This service is also responsible for the maintenance of Victoria Park ice and
neighbourhood rinks, including installing boards; snow fence installation; maintaining sand boxes;
utility cut maintenance and pothole repair.
Looking Forward
• Enhanced service levels for the Downtown, streetscape features and unique surface treatments
create challenges for Winter Control Maintenance, with requirements for greater capacity, special
equipment and additional salt application to achieve expected standards.
• Road and trail design features that fall outside of the norm can create workload pressures beyond
those that would be expected with growth.
Lane kms of roads
• Involvement in the design of the LRT will help to ensure options are maintained
considered to achieve cost-effective maintenance on an on-going
basis.
Major storm events
• As we pave more trails for year-round use, the cost of winter annually
maintenance for these will increase. MI
58
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SPORTS FIELD & TURF MAINTENANCE
98°�°
Core
Service
This service is delivered by,,,
14 full time positions and 28 seasonal staff, and an estimated 98% of this capacity is dedicated to the
provision of core service.
What we do
This service is responsible for maintaining turf and operating a wide variety of sports fields, parks and
open spaces across the city, working with sports field user groups on both city-owned and partnered
school board properties and regional road right-of-ways. Key functions include:
Sports IFleld Top dressing, aerating, irrigation, over seeding, fertilizing, grooming, lining, back
Maintenance stop repairs, nets, court surface maintenance.
portable Delivery, set-up and removals for special events.
Bleachers
User Group Field scheduling, meeting with minor sport affiliated groups, tournament planning,
coordination emerging sport needs assessments and new field requirements.
Open Space Open space turf maintenance, turf maintenance around city facilities and on city and regional
'Turf Maintenance road rights of way, hydro rights of way, cul-de-sacs and cross walks.
This service is responsible for the maintenance of 65 ball diamonds, 55 soccer fields, 6 disc fields, 37
tennis and basketball courts, and 10 horseshoe pits. Staff also maintain two 250 seat portable
bleachers and three 193 seat portable bleachers. Annual training is required to maintain licenses,
permits, certifications, etc.. The Turf Maintenance crews maintain 700 hectares of city-wide turf,
cutting at a frequency of 2 to 3 weeks, and 62.1 hectares of Regional turf cut at a frequency of 2
weeks. The city is reimbursed through the regional contract for regional turf maintenance. As part of
the grass cutting activity, staff is required to pick any debris prior to cutting (usually thirty minutes per
location). This service will also complete property standards clean up as required.
Looking Forward
Trends and future challenges include:
• Meeting the expectations of user groups relating to service level versus user fees
• Maintaining fields not on city property
• Increasing our synthetic field portfolio
• The changing demographics and new sports
®
• Residents expect grass to be cut at the same frequency as their
residential cuts (once a week), and continue to expect that the city Sports fields that are
is dealing with weed growth. If cultural methods cannot take care maintained
of the number of weeds then extra cutting needs to be done. M1
user groups
Litres of field lining
paint
59
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STORM WATER & SANITARY SEWER MAINTENANCE 98%
Core
Service
This service is delivered by,,,
24 full time and five seasonal staff, the majority of which are required to hold specific certificates of
qualifications. An estimated 98% of this capacity is dedicated to the provision of core service.
What we do
A properly maintained sewer system is required to convey the contaminated wastewater from the
users in our community to treatment in a manner that protects human health and the environment.
Blockages in the sewer system cause sewage overflows and unsanitary living conditions for the users.
This service is responsible for the daily operation, maintenance, rehabilitation and inspection of the
existing sanitary sewer and storm sewer collection infrastructures. Key functions include:
(Pumping Stations alarm monitoring and testing,wet well maintenance, valve turning, pump maintenance and
replacement, generator testing, emergency lighting test.
Sanitary Sewers Inspection of sanitary lines, mainline flushing, sewer repair, clearing sewer blockades,
maintenance; odour complaints, sewer surcharging due to storm volume and combined
sewers, maintenance holes.
Storm Sewers Inspection, repair and maintenance of storm sewers, ditches and water courses, storm water
management ponds, oil and grit separators, catch basins and maintenance holes, installation
of sump pump connections, spill cleanup.
ILeaf Collection Curb side collection of loose leaves, set up and maintenance of 9 leaf drop off sites
Staff provide first response for sanitary and storm sewer service interruptions. This includes
responding to sanitary sewer mains and sewer connection backups. Periodic cleaning of our sanitary
pump station tanks is done on a regular basis. City staff maintains 22 pumping stations and is required
to respond 24/7 to any alarm within 20 minutes. Staff maintains 794 Km's of sanitary sewer and
responds and clears blockades in mains and laterals to ensure properly functioning sewer system.
Regular maintenance ensures that the station operates at peak efficiency and that sewer odours are
controlled. Staff also maintains 940 km's of storm sewers plus water courses, ditches, oil grit
separators, catch basins and storm water management ponds to ensure surface water runoff is
managed effectively to mitigate flooding concerns, improve water quality by removing debris and
sediment prior to out-letting into the natural environment. Curbside loose-leaf collection only occurs in
areas of the city that have been identified - using historic leaf collection data - as more heavily forested
zones.
Looking Forward • ® Km's of sanitary
sewer
Trends and future challenges include:
• Meeting increased maintenance requirements due to aging • ® � Km's of storm sewer
infrastructure until capital replacement occurs.
• Responding effectively to meet the collection needs for new
subdivisions i.e., new pumping stations, force mains, etc. due to Pumping stations
increased portfolio from growth.
• Developing work plans that meet natural benchmarking requirements
and best practices.
Catch basins
• Community expectations regarding service levels for the new utility. maintained
• Ongoing monitoring of future weather conditions and global warming
impacts on flood management.
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PARKING
Core
This service is delivered by..
Service
seven full-time and 30 part-time staff, and an estimated 95% of this capacity is dedicated to the
provision of core service.
What we do
The mandate of the Parking section is to operate a fiscally sustainable and self-funding Enterprise,
provide effective management and support of the parking operation, maximize the use of the available
public parking supply, while simultaneously enhancing the economic development of the downtown
and City at large, and provide integration with various Transportation Demand Management initiatives
promoting a balanced transportation system. Key functions include:
Planning monitoring new parking generators to forecast future parking demands and determine siting
of new parking structures as well as seeking opportunities, in conjunction with economic
development, to redevelop existing surface parking lots.
Igeslgn contracting engineering firms to develop construction drawings and working with facilities
management to ensure proper construction of facilities.
Operations marketing, seeking new customer opportunities, setting annual fees, collecting fees and
distributing passes and conducting seasonal as well as capital maintenance on the parking
assets.
Parking oversees the planning, design and operation of five parking structures, 20 municipal surface
lots and various downtown parking meters. In total, parking currently oversees the operation of 3,570
off-street parking spaces and 104 on-street parking spaces. Parking is required to be available 24/7 to
support the needs of the organization for assisting customers with the resolution of access and egress
problems and providing parking services to special events. In 2013, parking services maintained a
monthly parking customer base of over 3,000 accounts and provided additional services to daily and
hourly customers. In the last four years, Parking was responsible for the construction and project
management of two downtown parking garages and one surface parking facility with a capital budget
of approximately $43 million. In addition, Parking develops and coordinates structural monitoring
programs and develops and project manages restoration plans as required such as the eight-year
rehabilitation program recently completed in the parking structure at Duke & Ontario Street. Parking is
responsible for all aspects of the operation and maintenance of the municipal parking facilities within
the downtown core and Grand River Hospital district. The operations staff time and resources are
spent on the day to day collection and maintenance of the facilities (revenue collection, snow removal,
cleanliness) and servicing all of the facilities high-tech parking equipment including entry and exit
gates, entry and exit ticket terminals, eleven pay on foot stations, and
twenty pay & display units.
® Customer support
Looking Forward
• Demand has remained relatively flat over the past few years. "
Off-street parking
• As mandated, the Parking section is to be both fiscally sustainable and spaces
supportive of TDM initiatives. As a result, municipal parking rates have
increased substantially in comparison to private sector rates resulting in On-street parking
offering services with the highest rates. spaces
Surface Parking
Lots
61
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TRANSPORTATION PLANNING
Core
This service is delivered by..
Service
11 full-time and 99 part-time staff, and an estimated 95% of this capacity is dedicated to the provision
of core service.
What we do
The mandate of the Transportation Planning section is to ensure the safe and efficient movement of
people (walking, cycling and travelling by automobile) and goods within the City of Kitchener.
Transportation Planning acts as the City's representative on transportation related environmental
assessments, regional and provincial transportation projects, conducts traffic calming reviews, road
diets, on street parking regulatory changes, implementation of master plans (transportation, cycling
and transportation demand management), the operation and maintenance of street lights, coordinates
road closures and detour routes, and operates the City's adult crossing guard program. Key functions
include:
Tirainspo tatlon evaluation,assessment, design and siting of transport facilities, detours, traffic calming, road
IPlainining diets, on-street parking regulations, and the implementation of master plans(transportation,
cycling and transportation demand management)
Street lighting Coordinate the maintenance program and oversee the operating budget.
Crossing Guards hiring, training and staffing of crossing guards throughout the city.
Annually, Transportation Planning reviews, designs and implements 4 traffic calming projects, reviews,
a number of road diets and implements a varying number of kilometers of cycling facilities (sharrows,
bicycle lanes, bikeways, bicycle parking). In 2012, Transportation Planning staff prepared 37 consent
and 9 discussion item staff reports to Council regarding noise exemptions, on street regulatory
changes, traffic control warrants, traffic calming, road diet and cycling updates. Transportation
Planning staff is required to be available during city hall business hours as well as on evenings and
weekends to conduct public meetings, attend events for traffic reviews, the promotion of cycling and
transportation demand management (TDM) programs. The coordination of the adult crossing guard
program requires the hiring, training and staffing of approximately 75 locations within the city. In
addition, support is provided to schools to implement active and safe routes to school programs.
Looking Forward
• To date the traffic calming program has targeted the most problematic roads with respect to
volumes and speeds, therefore future traffic calming projects should be less intensive in terms of
the number of vertical measures required.
• Changes in technology (i.e. LED energy efficiency) will require the conversion of over 18,000 lights
to ensure that energy costs and carbon emissions from roadway lighting are minimized.
• Achieving regional Transportation Master Plan mode split targets and implementing the City of
Kitchener transportation related master plans will require significant effort including more
engagement from the private sector to get their TDM plans established.
• Significant staff time is required to assist with rapid transit development including the Planning
Around Rapid Transit Stations (PARTS) program.
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NATURAL GAS J W oily olc hi,.� 98%
Core
This service is delivered by..
Service
33 full-time staff, and an estimated 98% of this capacity is dedicated to the provision of core service.
Where it is appropriate and cost-effective to credibly advocate the interests of KU and its ratepayers, external legal counsel
and consultants are retained to assist in utility rate interventions or energy policy reviews before the Ontario Energy Board
(OEB).
What we do
As a natural gas distributor in Ontario, Kitchener Utilities(KU) is required to provide a default"system supply" option to its
customers at cost. Supply is provided from a portfolio of credible and credit-worthy third party suppliers under an industry
standard form of contract with negotiated special provisions. Key functions include:
Gas ,Supply purchase and management of the gas supply to meet planned customer requirements.
Gas Distribution Install and replace meters, hook-ups and deliver natural gas to consumers, and respond to
gas emergencies involving gas line hits, gas odour, carbon monoxide, and line locates.
Operations Centre Respond to customer inquiries, alarm monitoring and issue work orders.
Regulatory Affairs ensure compliance by the gas utility of Kitchener Utilities(KU)with codes, rules and
regulations imposed by government agencies such as the Ontario Energy Board (OEB).
Appliance Service provide discounted financing and specialized services that focus on heating and cooling
IFlnancing equipment inspection and maintenance, such as central air conditioning units,furnaces, hot
water heaters, clothes dryers,fireplaces, pool heaters, ranges, shop heaters, etc.
The supply portfolio currently includes six gas suppliers,with plans to add several more to further diversify the portfolio. Total
annual gas supply purchased at current market and contract prices is in the order of$32 million. Gas supply is purchased
and scheduled daily and invoiced monthly. Changes in weather-related demand occur often and require seasonal
adjustments in gas supply and close management of gas storage balances to economically balance supply with demand and
ensure that KU remains within contractual limits. Management of gas supply and storage involves dozens of high-value
transactions on an annual basis. There are approximately 925 new gas service connections, 17 kms of new gas mains, 200
statutory meter changes, 40 new meter stations, and 10,000 line locates completed per year. The Operations Centre
responds to 47,000 inbound calls and makes 48,000 outbound calls, deals with 34,000 paperwork items, issues 4,200
Cityworks service requests, 1,650 by-law requests and 18,000 service work requests, 8,200 alarm responses, and 5,300
distribution related calls annually. The number and complexity of OEB utility rate and energy policy proceedings which can
or may impact the gas utility of KU varies dramatically from year to year. The more recent trend has been an increase in
both the number and complexity of proceedings.
Looking Forward ® Gas customers
• The preference of KU customers for stable rates relative to variable
market prices achieved under passive management of the supply price New gas service
will be thoroughly canvassed in 2014. Based on the results of this connections/yr
survey of customers, there may be changes in the price management of
gas supply. Statutory meter
changes/yr
• City growth, system age increasing, legislated changes, distribution Appliance service
relocation (LRT, road authorities, etc.) create future challenges for this calls/yr
service.
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WATER UTILITY
Dh,ectoi,oJ:Utilities, Mlally 1' olcohii 98%
Core
This service is delivered by..
Service
59 full-time positions plus contractors, and an estimated 98% of this capacity is dedicated to the
provision of core service.
What we do
The Kitchener Water Utility is responsible for the installation and maintenance of the City's network of
water mains and services, water conservation and Demand Side Management (DSM) programs, and
the delivery of a rental water heater program, including related services. Key functions include:
Water Distribution monitoring, installing and repairing the network of water mains and services to ensure a
reliable and safe supply of water.
Water develop and promote water conservation programs which help customers save both money
Conservation and conserve energy.
Water IHeater Supply and service water heaters on a rental basis, including 24/7 service for repair and
I entals &Service replacement of leaking tanks.
Water distribution responsibilities includes: water engineering analysis, asset management, project
management, leak surveys, water valve maintenance, and emergency shut-offs. Staff perform regular
flushing of water mains, regular sampling and testing of water quality and the installation and
replacement of water meters. Routine, seasonal fire hydrant operation and maintenance is also
completed annually. Backflow prevention and cross connection control is done to protect the
municipal potable water system from potentially being contaminated. This service services 4,000 water
hydrants, 6,600 water valves, 4,190 cross connection/backflow properties, 57,900 water meters and
responds to 100 water main breaks per year. Each year, water conservation programs are altered,
added, or discontinued depending on what the key focus is for the year and budgetary implications
tied to each program. There are 40,000 rental water heater customers in Kitchener. The process also
includes preventative maintenance, appliance rebates/promotions, and a builder request program.
Looking Forward
• There is a backlog of approximately $63 million related to water pipeline replacement developing
over the next ten years. Water main cleaning program required to be reinstated due to condition of
pipes. Water meter replacements are behind schedule. Future regulatory oversight of water
meters by Measurement Canada is expected.
• Kitchener Utilities has partnered on programs that are currently in
market through the electric utility - Kitchener-Wilmot Hydro and funded Water main breaks
by the Ontario Power Authority (OPA). Partnerships were initiated in
repaired/yr
2011 when the OPA programs were first introduced. These programs
end in 2014. Beyond which the funding structure is unknown.
Water meters
• The rental water heater program is heavily challenged by additional
competition by other providers. The forecast growth of the program is a
concern, with government mandating new energy efficiencies, which ® � Water heater rental
increase capital cost of new water heaters which lead to higher rental customers
rates. Customer expectations for more instant information posted
online and on social media along with the need to enter into the video production
format of marketing to our customers.
64
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Corporate and Divisional Projects
Strategic
Project Name and Project Objective 2014 2015 2016 Alignment
MUSEUM
Railway Crossing Agreements Research Financial
1. Review/assess all City's Railway Crossing Agreements Management
0&M Work Plan for Storm Water Asset
2. To develop a work program for operating and maintaining municipal storm water Management
infrastructure. Performances monitoring to be completed as regular maintenance
activities are done
Corporate Greenhouse Gas Reductions Environment
3. Develop corporate greenhouse gas reduction targets&action plan
Corporate Infrastructure Investment Fund—VP Washrooms Quality of Life
4. Victoria Park Washrooms review and implementation(CIIF)
Boathouse Renovations Asset
5. To address landlord obligatory renovations in alignment with tenant renovations. Management
Data Impact Assessment Organizational
6. To assess the current state of Data/Information management for FM. To develop Governance
strategies for business improvement related to Data/Information Management in
FM. The project will be conducted as one of the INS-Admin Service Improvement
reviews.
Energy Demand Management Plans/Energy Management Strategy Environment
7. To meet the obligations of Ontario Regulation 397/11 and to build the foundation
ry for a Corporate Energy Management strategy, relating to City facilities
Emerald Ash Borer Environment
8. Treatment and removal of ash trees in the City to control the spread of the
Emerald Ash Borer
Battler Yard Operations Financial
9 Continue working with Asset Management and Utilities to review Battler Yard Management
Operations
Snow Disposal Site Environment
10. Investigation&analysis of snow disposal site to replace Bramm Street site.
Street Renaming Policy Quality of Life
11. To develop a street renaming policy
65
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Strategic
Project Name and Project Objective 2014 2015 2016 Alignment
Parking Business Plan Review Financial
12. Review fee structure,occupancy rates and overall development strategies. Management
LED Street Light Standard and Conversion Environment
13. Develop LED streetlight standards for new development and conversion strategy
for existing lighting.
Parking Technology Improvements Information
14. Investigate technology improvements opportunities Technology
Sign Reflectivity Study Asset
15. Assess reflectivity of the regulatory transportation signs - Management
Sidewalk Infill Policy Quality of Life
16. Develop a sidewalk infill policy to retrofit streets without existing sidewalks.
0aa
Water&Sanitary Sewer—Review of Rate Structure Asset
17. Rate restructuring is needed to ensure the financial sustainability of water Management
operating authorities. To better align fixed costs with fixed rate revenues and
variable costs with variable rate revenue.
Budget Impacts (to be added after final budget approval)
2013 Budget Base % Base+
Division 2013 Budget Restated Adjustments Change Growth Growth Total 2014 Budget
Administration 594,911
Engineering* (445,637)
Facilities 11,241,948
Management
Operations 19,159,972
Transportation 3,482,466
Services**
Utilities*** (2,855,023)
Capital Budget Summary: (000's)
Division 2014 2015 2016 2017
Administration
Engineering*
Facilities Management
Fleet
Operations
Transportation Services**
Utilities***
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