HomeMy WebLinkAboutCAO-14-046 - Review of Input Received on the 2015 Business Plan Staff Report
KjTC HF,_Ni-, CA0 Office www.kitchener ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: December 8, 2014
SUBMITTED BY: Laurie Majcher, Manager of Strategy and Business Planning,
519-741-2200 ext. 7817
PREPARED BY: Laurie Majcher, Manager of Strategy and Business Planning,
519-741-2200 ext. 7817
WARD (S) INVOLVED: All
DATE OF REPORT: November 27, 2014
REPORT NO.: CAO-14-046
SUBJECT: 2015 Business Plan —Council Priorities
RECOMMENDATION:
1. That Council confirm that ideas listed in Part A of Appendix A, be included as `in
progress' projects in the 2015 business plan, with the appropriate adjustments in
scope.
2. That Council confirm that ideas listed in Part B of Appendix A, be managed as
core service.
3. That staff be directed to include projects in the 2015 business plan that address
Council ideas listed in Part C of Appendix A.
4. That ideas listed in Part D of Appendix A be referred to the Strategy Session on
April 27, 2014 as part of the Strategic Planning process for 2015-2018.
BACKGROUND:
The city's business plan is a unified blueprint for the work that will be done by the organization
to support each term of Council. The plan includes profiles for 47 core services, including: key
functions; the resources that are available to support service delivery; trends and future
challenges; indicators for the volume of work that is managed through these services on a
regular basis; and, an estimate of the percentage of full capacity that is required to consistently
meet existing service levels. On average, an estimated 94% of capacity of the organization is
dedicated to the day-to-day operation and management of the city's core services.
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The remaining capacity, when available, is allocated to critical projects required to sustain the
organization, initiatives to improve the efficiency and effectiveness of city services, and
projects to respond to strategic priorities as well as other Council directives such as: The Boat
House change of occupant and resulting renovations, the Centre in the Square mandate
review, and the management of termite infestations. On average, the organization has been
able to complete 10-12 Corporate Projects and 50-60 Divisional Projects annually within the
available capacity.
Working within existing budget constraints, there is always more work to be done than what
the organization has resources and capacity to take on. Given that we are not able to do
everything, prioritizing potential projects to identify those initiatives that will make the most
difference within the constraints of available resources is critical. As a result, some important
initiatives get deferred every year to allow the most important ones to move forward.
On November 12, 2014, a Council strategy session was held to facilitate a discussion among
new and returning members of Council on the most important issues or opportunities that the
city should take action on in 2015. The Community Priorities received by Council on
September 15, 2014 were used as the framework for gathering input. At a later date, Council
will be provided with additional opportunities for more in-depth discussion on issues,
opportunities and longer term strategies for future years of their term in office.
REPORT:
At the November 12th Council Strategy Session, new and returning members of Council
generated 88 different ideas as input into the 2015 Business (see Appendix A — "Council Ideas
for the 2015 Business Plan"). Of those ideas, 36 (43%) are aligned with work that is currently
in progress or represent small adjustments to current practice (Part A & B of Appendix A), and
50 ideas identified in the strategy session represent potential new work.
Part A: In Progress - Business Plan Projects
There are a number of projects currently in progress throughout organization that directly align
with 19 of the ideas at the November 12th Council Strategy Session (see Appendix A — Part A).
To ensure this work is managed to successful completion and Council is kept informed of the
status, those projects will be included in the next business plan. In some cases, the scope and
objectives for the project will need to be modified to fully address Council's expectation. These
changes will be made prior to review of the proposed 2015 Business Plan by Finance and
Corporate Services Committee on January 19° 2014.
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Part B: In Progress - Core Service Adjustments
In addition, there are 19 Council ideas that are minor adjustments in nature and will not need
to be captured as a business plan project. The work related to addressing these ideas will be
managed through core service. Where appropriate, reference will be made to the work
expected in each of the appropriate core service profiles so they don't get overlooked. For
example, "work with the region on traffic safety issues", will be included in the Transportation
Planning core service profile in the "Looking Forward" section to ensure this remains a focus
for 2015.
Part C: New Ideas — Top Priorities
The remaining 50 ideas identified in the strategy session represent potential new work. The
organization does not have the capacity to add an additional 50 new projects to the business
plan in 2015 considering the demands of maintaining core service and a significant amount of
work that is already underway. Therefore, it was essential for Council to prioritize these
potential new initiatives and balance them with our resource availability.
To achieve this objective, all new and returning members of Council were provided with a
complete list of new ideas. Each member of Council was given 50 points to allocate to
initiatives on this list. Councillors were encouraged to use all 50 points, allocating points to as
many or as few projects as they wish, putting more points on those projects considered a
higher priority. Individual responses were received and compiled by the Manager of Strategy
and Business Planning and scores were totalled to determine the overall ranking of proposed
new initiatives. The information was only presented in aggregate, and the names of the
individual councillors were not associated directly with their responses (See Part C & D of
Appendix A). .
The Corporate Leadership Team (CLT) is recommending that the top 12 ranked council
priorities be included in the 2015 Business Plan. This recommendation is based on a high
level assessment of the top ranked ideas, considering: the expected scope of work; the
staff/expertise required to carry out the work; available capacity and competing projects for
2015 and budget requirements. Moving forward with these projects in 2015 will incorporate
the top ranked initiatives for each of the six areas of focus in the Community Priorities:
Government, Economy, Environment, Transportation, Development and Neighbourhoods.
With one exception, all of the ideas that were ranked the highest on an individual basis are
included, and eight of these initiatives were chosen by five or more members of Council as a
priority for 2015. (See Appendix B — Council's Top 12 Priorities for Action in 2015).
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CLT is reasonably confident that including these 12 new initiatives on the next business plan
will not jeopardize the delivery of core service to the community. It is expected that meaningful
progress can be made in 2015 without significant impact on other critical projects, with the
exception of Priority #5 which will require the allocation of additional budget resources to
proceed (as noted in Appendix B). Staff resources will be stretched, and adding these new
priorities to the existing workload will leave minimal flexibility to respond to emerging issues
within these divisions throughout the year. However, with Council's support and effective
management of competing priorities, work can get started on these important projects next
year. A brief description of the proposed work related to the top 12 Council priorities and the
associated capital budget allocation can be found Appendix B.
If it is the preference of Council to consider projects that were ranked lower on the list as
alternative options, staff will need to reassess the impact of moving forward with those
initiatives in 2015 and report back in January. Council is strongly advised not to increase the
total number of new ideas to be included as projects on the business plan beyond the 12 that
are recommended. Workload pressures associated with additional work, even for projects that
may appear to be small in scope, can slow down all of the work that needs to be done within a
business unit and effect service levels to the public if the resulting workload goes beyond what
can reasonably be expected with the number of available staff responsible for carrying out that
work. The primary intent of the business planning process is to manage workload priorities
within the capacity of the organization so that the most important projects can move forward
effectively and efficiently.
Part D: New Ideas — Referred to the 2015-2018 Strategic Planning Process
With the provisions noted above in Parts A to C, The 2015 Business Plan will include a
commitment from staff to take action on 57% of the ideas raised by new and returning
members of Council for priorities for action in the first year of their term. The remaining ideas,
which were identified as lower priorities by the collective scoring of Council, will be brought
forward to the Council Strategy Session scheduled for April 27, 2015 to be considered as
potential strategies to be included in the 2015-2018 City of Kitchener Strategic Plan, along with
recommendations from staff (see Appendix C — Ideas Referred to the Strategic Planning
Process).
Next Steps
Staff will prepare a comprehensive business plan for 2015 based on the direction received
from Council on December 8, which will be presented to Finance and Corporate Services
Committee on January 19, 2015 for approval in principle. The 2015 Business Plan will be
scheduled for final approval with the budget on February 23, incorporating any necessary
adjustments.
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ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The development of the City of Kitchener 2015 Business Plan aligns to the following areas of
the city's current strategic plan: Community Priorities: Leadership and Community
Engagement; Effective & Efficient Government: Organizational Governance; People Plan: A
Culture of Accountability and A Culture of Learning.
FINANCIAL IMPLICATIONS:
1. In order to move forward with Council's top 12 priorities for action in 2015, the following
budget allocations are proposed:
• Traffic Calming - $10,000/year proposed in 2015-2024 of the capital budget for
small-scale projects ($100,000 total)
• Trails & Walkways - $200,000/year proposed in 2015-2017 of the capital budget for
increased trails investment ($600,000 total).
• Urban Forest - $200,000/year proposed in 2015-2017 of the capital budget for the
urban forest including tree planting and maintenance ($600,000 total).
$100,000/year proposed as a potential strategic add to the operating budget for
proactive street tree maintenance.
• Community Gardens - $10,000/year proposed in 2015-2024 of the capital budget for
additional community gardens ($100,000 total).
2. $1.9M is already included in 2015-2024 of the capital budget for this purpose of
advancing the planning and development of a park along the Grand River.
3. Additional budget will need to be allocated for the work related to Development
Incentives for Affordable Housing so that external expert resources can be obtained to
begin this work in 2015.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer
Attachments:
1. Appendix A - Council Ideas for the 2015 Business Plan
2. Appendix B — Council's Top 12 Priorities for Action in 2015
3. Appendix C — Ideas Referred to the Strategic Planning Process
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Appendix A: Council Ideas for the 2015 Business Plan
PART A: In Progress - Business Plan Projects
19 ideas to be included in the 2015 Business Plan
PART B: In Progress - Core Service Adjustments
19 ideas to be included in the 2015 Business Plan
Part C: New Ideas — Top Priorities
12 ideas to be included in the 2015 Business Plan
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Part A + Part B + Part C = 50 Council ideas
to be included in the 2015 Business Plan
Part D: New Ideas— Referred to the
2015-2016 Strategic Planning Process
(38 ideas)
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Appendix A: Council Ideas for the 2015 Business Plan
Part A: In Progress - Business Plan Projects
1.
Look for effective ways to engage youth -CSD is currently working a Youth Engagement Audit to identify
effective ways to engage youth in the city's decision-making processes.
Conduct a 2014 Post-Election process review-A review of the 2014 Election process is planned as the final
2. phase of the Election project.
Ensure a strong positive customer experience for citizens - The Customer Service Strategy Phase 2 is
3. expected to be completed by the end of this year, with the move to 2417 service in the CCC, the launch of
Ping Street and a decision on the procurement of Customer Relationship Management Software.
Ensure strong positive customer experience for citizens- The scope of the Customer Service Strategy
4. Phase 3 will involve staff training on customer service standards, new e-service options and processes to
address unresolved customer service issues.
5. Implement the Mobile Strategy-Mobile Strategy will continue to be implemented as planned.
Consider using Your Kitchener and the Leisure Guide to inform and engage citizens-Review of Your
6. Kitchener and the Leisure Guide is underway and opportunities to use these publications to better inform
and engage the public can be included in scope.
7. Explore the possibility of establishing an Arts Community Incubator—this study is almost complete.
Develop KEDS 2015-2019— Work on this has been initiated, the plan is expected to be completed by June
8. 2015.
Look at support for small and medium sized businesses from the non-tech sector—this opportunity will be
9. explored as part of the next KEDS.
10.
Continue to support the development of the Regional Economic Development Strategy—staff support will
continue in 2015 ensuring role clarity.
11.
Continued focus on digital media hub &film initiative—Economic Development continues to support this
initiative.
Explore the potential for municipal broadband—this opportunity will continue to be explored through
12. WREDS and KEDS'15.
13.
Look into potential for citizens to plant their own trees on the boulevards—Forestry will be bringing a tree
policy forward for Council approval in 2015
14.
EAB removal and stumping timelines—forestry is working with the contractor to compress the time
between tree removal and stumping for future years.
15.
LED Street Lighting Standards &Conversion- work on this initiative is planned to continue in 2015
including establishing standards for new commercial development.
16. Continue to make progress on the Neighbourhood Strategy
17. Consistent enforcement of property standards across the city
18. Completion of the Jack Couch Ball Park Review
19. Completion of the Centennial Stadium Track Review
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Appendix A: Council Ideas for the 2015 Business Plan
Part B: In Progress - Core Service Adjustments
20. Assess the cost, benefits and impacts of extending community centre hours on Saturday and Sunday
Communicate with citizens using plain language—Accessible reporting and Corporate training for the
21. use of plain language is currently underway as an implementation initiative under the Open Government
Initiative.
22.
Help citizens better understand the role and responsibilities of the city vs the region—this initiative is
underway as one of the action items under the Open Government Initiative.
23.
Improve on the way we engage the public-Development of a Community Engagement Policy is
underway as one of the action items under the Open Government Initiatives.
24. Continue Implementation of KEDS'11—Economic Develop continues to implement these strategies.
25.
Continue to Advocate for 2-way GO Transit service—Ongoing leadership will be required to build
stakeholder support including the private sector.
Develop a tree management policy/by-law to control the removal of mature trees on private property
26. prior to development approvals—The city already has a Tree By-law with significant penalties and it is
being enforced.
Greenway maintenance review scope to include an evaluation of areas within the city allowed to be
27. naturalized—the city has adopted a new standard that will ensure situations like that occurring on
Huron Road South do not happen again.
28.
Consider the potential for sponsorships and funding options to accelerate implementation of walking
and cycling connections—city staff continue to look for opportunities in this area.
29.
Work with the Region on traffic safety issues—rotating enforcement locations for speeding, design of
safe pedestrian crossings and turning at certain intersections
30.
Improve pedestrian safety and crossing at roundabouts—as new roundabouts are planned staff
continue to review designs to implement measures to improve pedestrian safety.
31.
Explore the future of Car Share and Bike Share When the LRT is Developed—work is already underway
on a Region-wide approach.
32. Look into crossing options by the Boathouse—work on this is currently underway.
33. Continue with the Accelerated Infrastructure Program—this work will continue in 2015
Advocate at the Region for Transit Service Improvements within the City-(particularly in the Huron
34. Village and Williamsburg neighbourhoods.) The Mayor-elect has already begun, and work will continue
with support from the Intergovernmental Relations Program in the Office of the Mayor& Council.
35. '.
Ensure by-law enforcement is properly resourced to deal with "eye-sore" property maintenance
standards issues.
Partner with developers on new parks to provide youth opportunities in new park development, small
36. parkettes should also be encouraged—staff continue to review plans to look for opportunities to address
these issues.
37. Make it easier for neighbourhoods to organize street parties—getting permits, etc.
South West District Park— Work is planned to get underway with funds allocated in the 2015 Capital
38. Budget
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Appendix A: Council Ideas for the 2015 Business Plan
Part C: New Ideas - Top Priorities
1.
Develop short-term solutions (temporary)for streets that are not a high priority under the traffic
calming policy-consider new options
2.
Begin discussions with the property owners of Hidden Valley regarding the public interests in those
lands
3.
Manage and maintain trails and walkways year-round so that they are a safe and effective option for
getting around - pilot around schools
4.
Develop a pro-active year-round forestry maintenance program for both boulevard trees and woodlots,
including costs, benefits and impacts
5.
Work with developers to ensure affordable housing is included in new development-consider
development incentives
6.
Assess the resource requirements and the role of Council for enhanced strategic business and talent
attraction
7.
Develop Residential Infill Guidelines that respect existing neighbourhoods and better engage the
community.
Work with developers to pro-actively include a full range of traffic calming design features in the
8' development of new neighbourhood streets
Work with the real estate industry, developers and builders to accurately communicate plans for future
9' development
10. ', Look at the potential for expanding the community gardens program
11. Proceed with planning and development of a new park along Grand River
Provide Support for the members of Council to better connect and engage with citizens (e.g Telephone
12. Town Hall)
Part D New Ideas - Referred to the 2015-2018 Strategic Planning Process
13. Comprehensive Review of the City's Community Engagement Practices and Recommend Improvements
14. Find more effective ways of communicating with citizens about the breakdown of their tax dollars
15. ', Look at establishing an Advanced Manufacturing Incubator
16. ', Look at the potential to increase the number of neighbourhood markets in the city
17. ' Assess the Resource Requirements to Increase Pro-active Enforcement of the city's By-laws
18. ', Assess the possibility of citywide incentives to attract/retain retail
19. Develop a strategy for alternative energy
20. ' Develop a Complete Streets Policy
21. ', Explore Opportunities for revenue sharing between neighbourhood Associations
22. Explore the potential for a fresh food truck(mobile market) in partnership with the Kitchener Market
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Appendix A: Council Ideas for the 2015 Business Plan
23. Assess the potential for a Large Scale Dog Park in the city and micro dog parks
24. Develop a policy that requires the Mayor&City Councillors to post their expenses online, as they occur
25. ! Look into incentives for environmentally sustainable development/buildings/design.
26. Look at developing a program to create activity in vacant commercial space downtown and in suburbs
27. Extend the city's current school zone speed reduction program to other areas
28. ' Develop a city-wide neighbourhood day celebration—2016 Implementation
Develop a shade policy for parks and public spaces that deals with both tree cover and other methods
29' for creating shade
30. ', Extend parking standards around Schools program city-wide
31. Invest in the development of the downtown beyond King Street
Evaluate the potential for adding lighting(motion sensor) in neighbourhoods beyond downtown to
32. improve safety
33. ' Look into putting a sidewalk on Jubilee Drive
34. ', Better communication to citizens on service levels to manage expectations
35. Evaluate adequacy of budget for road repairs and maintenance
36. '.
Provide easy to find, easy to use and understand information to citizens regarding development
applications online
37. Develop a policy that requires the Mayor&City Councillors to prepare publicly accessible trip reports on
' all tax-funded travel
38.
Look into partnerships with new environmental groups, strengthen existing partnerships and work with
volunteers to establish a "green Hub"
39. Conduct a Comprehensive Review of the City's Real Estate Assets
40. ' Evaluate the option of allowing chicken coops in backyards in the city
41. ', Develop a strategy for urban farming
42. ', Regular communication to the public on the progress, impact and benefits of the LRT
43. ' Look into incentives to encourage "landmark" building design and architecture
44. ' Prepare for the celebration of Canada's 150th in 2017
45.
Install electronic Information signs at railway crossings to let people know how long the train will take to
pass
46. ', Develop a Community Pride Campaign
47.
Provide citizens with simple and easy to understand reports on the benefits of investing in the
downtown
48.
Get a better understanding of the criteria the region uses to decide when and where noise barriers will
be constructed
49. ', Explore the potential for additional support for Belmont Village BIA
50. ', Removal of traffic calming on Greenbrook
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Appendix B — Council's Top 12 Priorities for Action in 2015
Total 1 St 1 St 5+
Rank New Idea Points Community Choice Picks
Priority
Develop short-term solutions (temporary) for streets
# 1 that are not a high priority under the traffic calming 56 U
policy- consider new options Transportation
Begin discussions with the property owners of
# 2 Hidden Valley regarding the public interests in those 30
lands Environment
Manage and maintain trails and walkways year-
# 3 round so that they are a safe and effective option for 24
getting around - pilot around schools Y
Develop a pro-active year-round forestry A
#4 maintenance program for both boulevard trees and 20 ',m/%'
woodlots, including costs, benefits and impacts �
Work with developers to ensure affordable housing
# 5 is included in new development - consider 20
p
development incentives Development
Assess the resource requirements and the role of
# 6 Council for enhanced strategic business and talent 20
attraction Economy
Develop Residential Infill Guidelines that respect
# 7 existing neighbourhoods and better engage the 19
community.
Work with developers to pro-actively include a full " "'
# 8 range of traffic calming design features in the 16 �.
development of new neighbourhood streets
Work with the real estate industry, developers and
# 9 builders to accurately communicate plans for future 16
development
Look at the potential for expanding the community
# 10 15 '0011r/ii0µ
gardens program ° Y
NeighEaourMaads
# 11 Proceed with planning and development of a new 14
park along Grand River
Provide Support for the members of Council to "
# 12 better connect and engage with citizens (e.g 14
Telephone Town Hall) Government
Legend: 15`Community Priority—Idea with the most points in each of the 6 community priority areas
15`Choice—Ideas that were allocated the most points by an individual councilor
5+Picks—Ideas where at least 5 councilors allocated points
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Appendix B — Council's Top 12 Priorities for Action in 2015
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# Develop short-term solutions (temporary) for streets that are not a high priority under the
traffic calming policy- consider new options
Proposed o► o► : Some initial work on this has commenced based on the Wilhelm and
Ahrens Street pilot. A new policy and procedures will be required to determine the selection
and funding allocation of these types of solutions. In addition, a menu of options will be created
with an estimated level of speed and/or volume reduction.
Capital Budget Allocation: $10,000/year proposed in 2015-2024 of the capital budget for small-
scale projects ($100,000 total)
# 2 Begin discussions with the property owners of Hidden Valley regarding the public interests in
those lands.
Proposed o► o► :The core natural features within the Hidden Valley area are protected
from development while the surrounding farmland is designated for development. Acquiring
and protecting both the natural features and the farmland serves community interests but
comes at a cost. Discussing options with property owners will inform analysis of costs and
benefits to inform the City's decision-making and budgeting as necessary for land acquisition
and property improvement.
Budget Impact: None at this time.
# 3 Manage and maintain trails and walkways year-round so that they are a safe and effective
option for getting around - pilot around schools.
Proposed o► o► : To manage this network an inventory needs to be gathered to identify
trail corridor connections with schools. Community engagement needs to occur, including the
school board and the public, to ensure appropriate corridors are being addressed. Connections
and linkages will need to be reviewed and visually inspected to determine the capital costs for
surface asphalt, improvements and potential re-alignments. Operational cost for winter
maintenance will be determined once the capital infrastructure has been completed. Through
2015, inventory, review and public engagement can occur and funding will be determined
through the 2016 capital and operating budget process.
Capital Budget Allocation: $200,000/year proposed in 2015-2017 of the capital budget for
increased trails investment ($600,000 total).
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Appendix B — Council's Top 12 Priorities for Action in 2015
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# 4 Develop a pro-active year-round forestry maintenance program for both boulevard trees and
woodlots, including costs, benefits and impacts.
Proposed o► o► : As the appropriate level of service is defined, street raising and
structural pruning will be scheduled and completed to ensure that the city's 60,000 street trees
are being addressed and monitored. The existing tree inventory will be updated through asset
management. Mobile computing and regular annual inspection of street, park and woodlot
trees, will assist in annual pro-active maintenance of all city owned trees. Resource
requirements to implement a sustainable program will be determined through the 2015 season
and will be brought forward as part of the 2016 budget process.
Capital Budget Allocation: $200,000/year proposed in 2015-2017 of the capital budget for the
urban forest including tree planting and maintenance ($600,000 total).
Operating u e Allocation: $100,000/year proposed as a potential strategic add for
proactive street tree maintenance.
# Work with developers to ensure affordable housing is included in new development- consider
development incentives.
Proposed o► o► : Research into the broader legislative and policy framework for
creating incentives through the development process for the inclusion of affordable housing
within multi-unit development could be conducted in 2015, along with the identification of
leading practices in the municipal sector. An analysis of the options would need to be done to
support recommendations for the development of effective and feasible options for
implementation in the City of Kitchener.
The availability of relevant staff to complete this work in 2015 is significantly restricted by other
priorities already underway, such as: the development of rapid transit station area plans, a
comprehensive review of the city's zoning bylaw, the creation of tower separation guidelines
and the creation of new residential development infill guidelines. Therefore, a commitment to
taking action on this project in 2015 would require the assistance of an outside expert with
specific experience in this subject.
Budget Impact: Additional budget will need to be allocated for this initiative to retain external
resources to begin this work in 2015.
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Appendix B — Council's Top 12 Priorities for Action in 2015
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# 6 Assess the resource requirements and the role of Council for enhanced strategic business and
talent attraction.
Proposed o► o► :A review of annual business development action plans for the City and
the WREDC will highlight specific opportunities and resource requirements. It is possible to
better leverage the role and interest of council members and the Mayor in support of business
and talent attraction. Participation in strategic business development missions and collaboration
with talent recruitment efforts can be facilitated by both The City of Kitchener Economic
Development team and the new Waterloo Region Economic Development Corporation.
Capital Budget Allocation: None at this time.
# 7 Develop Residential Infill Guidelines that respect existing neighbourhoods and better engage
the community.
Proposed o► o► : Infill guidelines have been identified as a key area of focus of the
comprehensive review of the Urban Design Manual which is scheduled to take place during
2015-2016. The review of best practices is already underway. In 2015 staff will be developing
draft guidelines and seek feedback from the development industry and the community at large.
A more detailed project plan will be presented to Council in March 2015 and final reports or key
deliverables on all three projects is expected to be presented to Council between December
2015 and March 2016. This body of work not only includes robust community engagement but
it will inform on options for enhancing community engagement in the case of specific infill
projects.
Capital Budget Allocation: None at this time.
# 8 Work with developers to pro-actively include a full range of traffic calming design features in
the development of new neighbourhood streets.
Proposed o► o► : Over the past 3 to 5 years staff have encouraged the inclusion of
traffic calming at the site plan review stage. Due to the lag between site plan review and
construction a number of these facilities have not yet been built. In 2015 staff will develop a
standard operating procedure to ensure that a comprehensive review of traffic calming and
cycling facilities are conducted during site plan review. While staff make efforts to recommend
developer included traffic calming there are instances where a subsequent plan will slightly
alter facility locations (such as schools), which may change traffic patterns in a previously
developed sub-division.
Capital Budget Allocation: None at this time.
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Appendix B — Council's Top 12 Priorities for Action in 2015
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c �r Bu t ns... ..r tiii ns
# 9 Work with the real estate industry, developers and builders to accurately communicate plans
for future development.
Proposed o► o► :Staff resources within the Communications & Marketing Division are
very limited for new projects. Work on this project in 2015 would include undertaking discussion
with all stakeholders leading to the development of a detailed communications plan to address
this issue. As background, the Communications & Marketing Division is currently at 98 per cent
capacity supporting its core services and is identified as a support for nearly 50 current business
plan projects.
Budget lloc io : None at this time.
# 10 Look at the potential for expanding the community gardens program.
Proposed o► o► : There is an increased interest in the "grow local” movement which
focuses on growing and/or purchasing significant portions of one's food close to home. The
Leisure Facilities Master Plan Update (2013) recommended that the city explore opportunities
to accelerate/increase the community garden program as a way of strengthening
neighbourhoods, promoting healthy living and addressing food affordability issues. The
formation of a Community Gardens review would develop goals for the program, with potential
to promote and grow the Community Gardens program further.This review would include
defining the intent and purpose of the Community Gardens program, developing standards
(minimum size, appropriate locations, operating cost) and the investigation of partnerships
(schools, churches, businesses).
Capital Budget Allocation:$10,000/year proposed in 2015-2024 of the capital budget for
additional community gardens ($100,000 total).
# 11 Proceed with planning and development of a new park along Grand River.
Proposed o► for :The Parks Strategic Plan identified 7 potential sites for Grand River
corridor land acquisition ranging in size from 30 to 50 hectares (75-125 acres); portions of these
sites have potential for passive or possibly more intensive park development. The advancement
of the Grand River Park requires a strategy to address the establishment of criteria, the
evaluation of potential lands and the prioritization of natural space land acquisition
opportunities for a Grand River Park site, and the development of a Grand River Park vision,
including potential park programing and cost estimates in order to inform future capital budget
forecasts for the construction of a Grand River Park.
Capital Budget Allocation: $1.9M already included in 2015-2024 of the capital budget for this
purpose.
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Appendix B — Council's Top 12 Priorities for Action in 2015
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c �r Bu t ns... ..r tiii ns
# 12 Provide Support for the members of Council to better connect and engage with citizens (e.g
Telephone Town Hall).
Proposed o► o► :The Office of the Mayor and Council would have the capacity to lead
this project in 2015. Work would include research into best practices, an inventory of potential
engagement tools and opportunities, and the development of an engagement framework/plan
for the Mayor and Council. There would be no budget impact to complete this work however
there may be future budget impact in terms of the tools and any public promotion methods
individual Councillors choose to use.
Capital Budget Allocation: None at this time.
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Appendix C — Ideas Referred to the Strategic Planning Process
Rank New Idea Total 1 St 1 St 5+
Points In Area Choice Picks
Comprehensive Review of the City's Community
13 13
Engagement Practices and Recommend Improvements i
Find more effective ways of communicating with citizens J V,
14 11
about the breakdown of their tax dollars
........
Look at establishing an Advanced Manufacturing
15 11 ; r„
Incubator
Look at the potential to increase the number of
k e/
16 11 %°
neighbourhood markets in the city
Assess the Resource Requirements to Increase Pro-
17 11
active Enforcement of the city's By-laws
18 Assess the possibility of citywide incentives to 9
attract/retain retail
19 Develop a strategy for alternative energy 9
20 Develop a Complete Streets Policy 9
21 Explore Opportunities for revenue sharing between 9
neighbourhood Associations
Explore the potential for a fresh food truck (mobile
22 market) in partnership with the Kitchener Market 8 1011
23 Assess the potential for a Large Scale Dog Park in the city 8
and micro dog parks
24 Develop a policy that requires the Mayor & City 8
Councillors to post their expenses online, as they occur
25 Look into incentives for environmentally sustainable 8
development/buildings/design.
26 Look at developing a program to create activity in vacant 7
commercial space in both the downtown and suburbs
27 Extend the city's current school zone speed reduction 7
program to other areas
28 Develop a city-wide neighbourhood day celebration— 7
2016 Implementation
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Appendix C — Ideas Referred to the Strategic Planning Process
Rank New Idea Total 1 St 1 St 5+
Points In Area Choice Picks
Develop a shade policy for parks and public spaces that
29 deals with both tree cover and other methods for 7
creating shade
30 Extend parking standards around Schools program city- 7
wide
31 Invest in the development of the downtown beyond 7
King Street
Evaluate the potential for adding lighting (motion
32 sensor) in neighbourhoods beyond downtown to 7
improve safety
33 Look into putting a sidewalk on Jubilee Drive 7
34 Better communication to citizens on service levels to 6
manage expectations
35 Evaluate adequacy of budget for road repairs and 6
maintenance
Provide easy to find, easy to use and understand
36 information to citizens regarding development 6
applications online
Develop a policy that requires the Mayor & City
37 Councillors to prepare publicly accessible trip reports on 6
all tax-funded travel
Look into partnerships with new environmental groups,
38 strengthen existing partnerships and work with 6
volunteers to establish a "green Hub"
39 Conduct a Comprehensive Review of the City's Real 4
Estate Assets
40 Evaluate the option of allowing chicken coops in 4
backyards in the city
41 Develop a strategy for urban farming 3
42 Regular communication to the public on the progress, 3
impact and benefits of the LRT
43 Look into incentives to encourage "landmark" building 3
design and architecture
44 Prepare for the celebration of Canada's 150th in 2017 2
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Appendix C — Ideas Referred to the Strategic Planning Process
Rank New Idea Total 1 St 1 St 5+
Points In Area Choice Picks
45 Install electronic Information signs at railway crossings 2
to let people know how long the train will take to pass
46 Develop a Community Pride Campaign 2
47 Provide citizens with simple and easy to understand 1
reports on the benefits of investing in the downtown
Get a better understanding of the criteria the region
48 uses to decide when and where noise barriers will be 1
constructed
49 Explore the potential for additional support for Belmont 0
Village BIA
50 Removal of traffic calming on Greenbrook 0
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Legend:
15`Community Priority—An idea with the most total points in each of the 6 community priority areas
15`Choice—Ideas that were allocated the most points by an individual councillor
n 5+Picks—Ideas where at least 5 councillors allocated points
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