HomeMy WebLinkAboutCAO-15-003 - Proposed City of Kitchener 2015 Business Plan Staff Report
KjTC HF,_Ni-, CA0 Office www.kitchener ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 19, 2015
SUBMITTED BY: Jana Miller, Executive Director Office of the CAO, 519-741-2200 ext.
7231
PREPARED BY: Laurie Majcher, Manager of Strategy and Business Planning,
519-741-2200 ext. 7817
WARD (S) INVOLVED: All
DATE OF REPORT: January 8, 2015
REPORT NO.: CAO-15-003
SUBJECT: Proposed City of Kitchener 2015 Business Plan
RECOMMENDATION:
For Discussion
Note: The City of Kitchener 2015 Business Plan will incorporate any necessary adjustments
resulting from budget decisions. Final approval will take place as part of final budget day,
scheduled for February 23rd, 2015.
BACKGROUND:
The purpose of the business planning process is to manage and support the development of
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
Council, the Corporate Leadership Team, management and staff 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 into the future.
The business plan and the budget are developed in parallel through an iterative process of
review and revisions that keeps the allocation of resources in sync with the planned work of
the organization. For the most part, the resources to complete the work outlined in this plan
are built-in to the proposed 2015 budget. Exceptions as identified in the Financial Implications
section of this report will require Council approval of specific budget requests (Issue Paper or
Strategic Initiative). Together the business plan and budget provide a comprehensive view of
the resources that will be collected, how they will be distributed and how those resources will
be used to serve the community in 2015.
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Over the past three years significant work has been invested in improving the scope and
quality of information provided to Council and the public through the City's business plan. The
2013 business plan was focused primarily on corporate and divisional projects as an
achievable first step. In 2014, the business plan included information on all City services to
provide a whole systems view of the work being done within the organization and the staff
available to support those services. This year, the quality of information continues to be
improved and work has begun to develop a comprehensive performance measurement
framework that will monitor and report on key results on an annual basis. Measures for 12 city
services will be incorporated into the monitoring process for 2015. Enhancements continue to
be made on an on-going basis to the governance structure, monitoring processes and
reporting framework.
REPORT:
The Business Planning Process
The 2015 Business Plan sets out the City of Kitchener's integrated blueprint for the work that
will be done within the organization this year. This plan was developed through conversation,
collaboration and connection within and across all city departments, under the guidance of the
Corporate Leadership Team and with the full participation of the corporate management team
and city council. It outlines a clear path for the coming year, one that strikes an effective
balance between the need for consistent delivery of quality services on a day-to-day basis, and
the focus on emerging issues and opportunities that will help to position the city well for the
future.
2015 is a transition year for the organization, with a newly elected Council and the strategic
plan for the new term still under development. The community priorities are known but
additional work needs to be completed to fully engage staff and members of council in the
process of setting goals and creating strategies to achieve those goals over the next four
years. Therefore, the focus for 2015 will be to finish projects that have been started, follow
through on work that is required for the overall effectiveness and efficiency of the organization,
and take action on Council's top priorities.
At the November 12, 2015 Council strategy session, new and returning members of Council
generated 88 different ideas as input into the 2015 business plan. There were a number of
projects currently in progress throughout organization that directly align with 19 of the ideas.
These projects are included in this plan. In some cases, the scope and objectives for the
project have been modified to fully address Council's expectation. In addition, there were 19
Council ideas that were minor adjustments in nature and do 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 has been made to the work expected in each of
the appropriate core service profiles so they don't get overlooked. Of the remaining 50 ideas,
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Council confirmed the addition of an additional 12 projects to be added to the business plan as
priorities for 2015. The ideas not included in this business plan will be considered in the
development of the City's 2016-2019 business plan.
Strategic Priorities
All of the projects included in this business plan have a primary link back to the community
priorities for 2015-2018, as identified through the strategic planning process, or directly
contribute to the effectiveness and efficiency of the organization. More than half of all projects
included in this business plan directly support the city's progress in at least one of the six areas
of community priorities for 2015-2018: government, economy, environment, transportation,
development and neighbourhoods. Progress on these projects in 2015, will allow the city to
move forward in all areas the community has indicated are most important for this term of
council.
Other projects are directly related to improvements in the effectiveness and efficiency of the
organization. These projects are necessary to support the long term sustainability of city
services within existing budget constraints. Initiatives may involve the development or
implementation of opportunities to do more with less through technology improvements, new
processes and management systems, and building capacity through our people. Other
initiatives may involve implementation of necessary legislated changes or other requirements
outside of the City's control. By focusing resources on these projects, the organization will be
able to ensure core services remain relevant, effective and affordable while managing within
our capacity to deliver.
Corporate Projects
This plan includes the commitment to 29 corporate projects, including 20 new projects
expected to start in 2015. Corporate projects are important strategic initiatives that are of
interest to city council and the community. They may require the involvement of a broad cross-
section of city staff or represent a significant change to the way work gets done in the
organization. The majority of initiatives selected for corporate projects for 2015 were identified
by members of Council as outcomes of the strategy session held on November 12, 2014 and
confirmed as priorities for this year at the December 15, 2014 council meeting.
The Corporate Leadership Team has reviewed all corporate project proposals and has
prioritized each one based on the importance, urgency, and scope of impact the project is
expected to have on the community or the organization. Corporate projects were ranked from
one to four, with a ranking of one representing top priority. 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 on a monthly basis and the status is reviewed and discussed by the
Corporate Leadership Team as required.
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Table 1: 2015 Corporate Projects
III
2. CAO Integrated Climate Action Plan—Phase 1 Office of the CAO 1 NEW
9. CAO Kitchener Economic Development Strategy Economic Development 1 NEW
20. CSD Neighbourhood Strategy CSD Administration 1
74. FCS Open by Default Strategy Implementation Legislated Services 1 NEW
79. FCS SAP Customer Relationship&Billing Implementation Revenue 1
95. INS Development of Alternative Traffic Calming Options Transportation Services 1 NEW
3. CAO Customer Service Strategy Phase 3 Office of the CAO 2
19. CSD Municipal Partnership Program CSD Administration 2
46. CSD Incentives for Affordable Housing in Multi-unit Buildings Planning 2 NEW
73. FCS 2014 Municipal Election(post-election review) Legislated Services 2
87. INS Year-round Management&Maintenance of Trails&Walkways Operations 2 NEW
90. INS Public interest in Hidden Valley Lands Operations 2 NEW
103. INS Water and Sanitary Rate Structure Review Utilities 2
6. CAO External Website Review Communications 3 NEW
7. CAO Accurate Communication of Plans for Future Development Communications 3 NEW
10. CAO Strategic Business and Talent Attraction—Resource Model Economic Development 3 NEW
47. CSD Residential Infill Guidelines Planning 3 NEW
67. FCS Corporate Technology Strategic Plan&Digital Strategy Technology Innovation 3 NEW
and Services
88. INS Develop a Pro-active Forestry Maintenance Program Operations 3 NEW
96. INS Pro-active Traffic Calming Design Features for New Development Transportation Services 3 NEW
1. CAO Intranet Review Office of the CAO 4
8. CAO e-Participation Strategy Implementation Communications 4 NEW
18. CAO Council Engagement with Citizens Office of the CAO 4 NEW
25. CSD Neighbourhood Property Standards Compliance Strategy By-Law Enforcement 4 NEW
63. FCS Implementation of the GHS Classification&Labeling of Chemicals Human Resources 4 NEW
66. FCS Implementation of the Mobile Strategy Technology Innovation 4
and Services
72. FCS Business Continuity Plan Implementation Legislated Services 4
89. INS Community Gardens Program Operations 4 NEW
91. INS Grand River Park Operations 4 NEW
#—2015 Business Plan Project Number
P— Priority
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Divisional Projects
In addition to corporate projects, this plan includes the commitment to 75 divisional projects.
The scope of a divisional project is typically more contained to the mandate of the lead division
and they are expected to have a more specific or localized impact on the overall operation or
future direction of city services. The status of all 104 projects included in the business plan will
be monitored and reported to city council and the public three times per year.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Effective and efficient government — organizational governance: 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.
FINANCIAL IMPLICATIONS:
The following provisions have been included within the budget to accommodate Council
priorities, and a specific budget request is not required for these initiatives:
• Traffic Calming - $10,000 per year proposed in 2015-2024 of the capital budget for
small-scale projects ($100,000 total)
• Trails & Walkways - $200,000 per year proposed in 2015-2017 of the capital budget for
increased trails investment ($600,000 total).
• Urban Forest - $200,000 per year proposed in 2015-2017 of the capital budget for the
urban forest including tree planting and maintenance ($600,000 total).
• Community Gardens - $10,000 per year proposed in 2015-2024 of the capital budget for
additional community gardens ($100,000 total).
• Grand River Park - $1.9 million is already included in 2015-2024 capital budget for the
purpose of advancing the planning and development of a park along the Grand River.
Not Built-in to the 2015 Budget
There are four budget requests included in the 2015 budget package relating to the future
sustainability or improvements of core services. The resources for these initiatives are not
built-in to the 2015 budget and require Council approval of a specific budget request. If these
budget requests are not approved future service levels may be negatively impacted:
1. Economic Development - Issue Paper Op 03 (OP-109) Program Assistant Kitchener
Market
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2. Economic Development - Strategic Initiative SI 07 (OP-120) Increased Street Level
Special Events Programming
3. Volunteer Resources - Strategic Initiative SI 06 (OP-118) Improve the City's Ability to
Engage Volunteers in the Community
4. Human Resources - Strategic Initiative SI 04 (OP-115) Health and Safety Compliance
Resource
There are three additional budget requests included in the 2015 budget package relating to
specific projects included in the proposed City of Kitchener 2015 Business Plan. If these
budget requests are not approved by Council, the associated projects will be removed from the
final business plan:
5. E-Participation Implementation SI 03 (OP-114) Business Plan Project# 8
6. Waterloo Region Economic Development corporation SI 05 (OP-117) Business Plan
Project#12
7. Develop a Pro-active Forestry Maintenance Program SI 02 (OP-113) Business Plan
Project#89
Additional discussion will take place at the capital budget meeting scheduled for January 12,
2015 regarding the project `Incentives for Affordable Housing in Multi-unit Buildings' BP# 47 to
confirm the scope of work that is expected to determine any financial implications for 2015.
COMMUNITY ENGAGEMENT:
Consult — The community was consulted on priorities for action in 2015-2018 through the
strategic planning process. The results of that process provided the basis for the November
12th strategy session with Council, staff input and prioritization of projects that are included in
the proposed City of Kitchener 2015 Business Plan. More than half of all of the projects
included in this plan are designed to make progress on those priorities, including: government,
economy, environment, transportation, development and neighbourhoods.
ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer
Attachments: City of Kitchener 2015 Business Plan
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EXECUTIVE SUMMARY
The City of Kitchener 2015 Business Plan represents an integrated blueprint of the work
within the organization planned over the next 12 months. This plan was developed through
conversation, collaboration and connection within and across all city departments, under the
guidance of the corporate leadership team and with the full participation of the corporate
management team and Council. It outlines a clear path for the coming year, one that strikes
an effective balance between the need for consistent delivery of quality services on a day-to-
day basis, and the focus on emerging issues and opportunities that will help to position the
city well for the future.
The primary focus of the organization and the top priority of city staff is the provision of
services to the community. This plan includes a brief profile for each of the city's 47 different
core services, providing some perspective on the scope, complexity and volume of work that
is managed through the organization on a day-to-day basis. The city delivers a variety of
different types of services, including: 1) the execution of responsibilities that are mandated by
legislation, such as fire, planning and building; 2) services that work to maintain city property,
assets and infrastructure, such as roads, concrete, trails, and forestry; 3) services that citizens
may choose to participate in for a fee, such as aquatics, athletics, arenas, and golf; and 4)
services that support the effective and efficient operation of all other services, such as
custodial, security, legal, human resources and information technology.
All city services are complex, typically involve between four and six key functions. Most staff
positions require specific qualifications, expertise and experience to effectively carry out the
responsibilities of their roles. In 2015, the city will be introducing performance measurement
into the business planning process, collecting data on 12 different core services using 47
different performance indicators. Measures for all remaining core services will be phased in
over the next two years.
Approximately 94 per cent of the capacity of the organization is dedicated to the ongoing
operation and provision of core services, with the remaining six per cent allocated to projects
when available. The business plan includes a commitment to 29 corporate projects, including
20 new initiatives for 2015. Corporate projects are important strategic initiatives that are of
interest to city council and the community. They may require the involvement of a broad
cross-section of city staff or represent a significant change to the way work gets done in the
organization.
The Corporate leadership team has reviewed all corporate project proposals and has
prioritized each one based on the importance, urgency, and scope of impact the project is
expected to have on the community or the organization. Corporate projects were ranked from
one to four, with a ranking of one representing top priority.
i
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2015 Corporate Projects
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2. CAO Integrated Climate Action Plan—Phase 1 Office of the CAO 1 NEW
9. CAO Kitchener Economic Development Strategy Economic Development 1 NEW
20. CSD Neighbourhood Strategy CSD Administration 1
74. FCS Open by Default Strategy Implementation Legislated Services 1 NEW
79. FCS SAP Customer Relationship&Billing Implementation Revenue 1
95. INS Development of Alternative Traffic Calming Options Transportation Services 1 NEW
3. CAO Customer Service Strategy Phase 3 Office of the CAO 2
19. CSD Municipal Partnership Program CSD Administration 2
46. CSD Incentives for Affordable Housing in Multi-unit Buildings Planning 2 NEW
73. FCS 2014 Municipal Election(post-election review) Legislated Services 2
87. INS Year-round Management&Maintenance of Trails&Walkways Operations 2 NEW
90. INS Public interest in Hidden Valley Lands Operations 2 NEW
103. INS Water and Sanitary Rate Structure Review Utilities 2
6. CAO External Website Review Communications 3 NEW
7. CAO Accurate Communication of Plans for Future Development Communications 3 NEW
10. CAO Strategic Business and Talent Attraction—Resource Model Economic Development 3 NEW
47. CSD Residential Infill Guidelines Planning 3 NEW
67. FCS Corporate Technology Strategic Plan&Digital Strategy Technology Innovation 3 NEW
and Services
88. INS Develop a Pro-active Forestry Maintenance Program Operations 3 NEW
96. INS Pro-active Traffic Calming Design Features for New Development Transportation Services 3 NEW
1. CAO Intranet Review Office of the CAO 4
8. CAO e-Participation Strategy Implementation Communications 4 NEW
18. CAO Council Engagement with Citizens Office of the CAO 4 NEW
25. CSD Neighbourhood Property Standards Compliance Strategy By-Law Enforcement 4 NEW
63. FCS Implementation of the GHS Classification &Labeling of Chemicals Human Resources 4 NEW
66. FCS Implementation of the Mobile Strategy Technology Innovation 4
and Services
72. FCS Business Continuity Plan Implementation Legislated Services 4
89. INS Community Gardens Program Operations 4 NEW
91. INS Grand River Park Operations 4 NEW
# - 2015 Business Plan Project Number
P - Priority
ii
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The resource demands for corporate projects are substantial and the management of the
different divisional contributions is complex and challenging. For this reason, these projects
are monitored by the Corporate Management Team on a monthly basis 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 75 divisional projects.
The scope of a divisional project is typically more contained to the mandate of the lead
division and they are expected to have a more localized impact on the overall operation or
future direction of city services. The status of all projects included in the business plan are
monitored and reported to city council and the public three times per year.
All of the projects included in this business plan have a primary link back to the community
priorities for 2015-2018, as identified through the strategic planning process, or directly
contribute to the effectiveness and efficiency of the organization.
2015 Projects — Strategic Priorities
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More than half of all projects included in this business plan directly support the city's progress
in at least one of the six areas of community priorities: government, economy, environment,
transportation, development and neighbourhoods. Progress on these projects in 2015, will
allow the city to move forward in areas the community has indicated are most important for
this term of council before the next strategic plan receives final council approval expected in
June.
Other projects are directly related to improvements in the effectiveness and efficiency of the
organization through the implementation of technology improvements, the introduction of new
processes or management systems, and building capacity through our people. By focusing
resources on these projects, the organization will be able to ensure core services remain
relevant, effective and affordable while managing within our capacity to deliver.
iv
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TABLE OF CONTENTS
EXECUTIVE SUMMARY......................................................................................................................................................I
INTRODUCTION.................................................................................................................................................................. 1
PERFORMANCE MEASURES............................................................................................................................................2
CAO'S DEPARTMENT......................................................................................................................................................... 5
DEPARTMENTMANDATE.....................................................................................................................................................................5
ORGANIZATIONCHART.........................................................................................................................................................................5
ENVIRONMENTALSCAN.......................................................................................................................................................................5
CORESERVICE........................................................................................................................................................................................6
Administration&Integrated Planning.........................................................................................................................................6
Communications&Marketing..........................................................................................................................................................7
CorporateCustomer Service..............................................................................................................................................................8
EconomicDevelopment........................................................................................................................................................................9
Officeof the Mayor&Council.........................................................................................................................................................10
CORPORATE AND DIVISIONAL PROJECTS.........................................................................................................................................11
COMMUNITY SERVICES DEPARTMENT....................................................................................................................14
DEPARTMENTMANDATE...................................................................................................................................................................14
ORGANIZATIONCHART.......................................................................................................................................................................14
ENVIRONMENTALSCAN.....................................................................................................................................................................14
CORESERVICE......................................................................................................................................................................................15
Administration......................................................................................................................................................................................15
Aquatics....................................................................................................................................................................................................16
Athletics....................................................................................................................................................................................................17
Building....................................................................................................................................................................................................18
By-law Enforcement...........................................................................................................................................................................19
Cemeteries...............................................................................................................................................................................................20
CommunityResource Centres.........................................................................................................................................................21
FireEmergency Response................................................................................................................................................................22
Fire Prevention&Public Education............................................................................................................................................23
Kitchener Memorial Auditorium&Arenas..............................................................................................................................24
KitchenerGolf........................................................................................................................................................................................25
Planning...................................................................................................................................................................................................26
Programs&Resource Services.......................................................................................................................................................27
VolunteerResources...........................................................................................................................................................................28
CORPORATE AND DIVISIONAL PROJECTS.........................................................................................................................................29
FINANCE AND CORPORATE SERVICES......................................................................................................................33
DEPARTMENTMANDATE...................................................................................................................................................................33
ORGANIZATIONCHART.......................................................................................................................................................................33
ENVIRONMENTALSCAN.....................................................................................................................................................................33
CORESERVICE .....................................................................................................................................................................................34
Administration&Internal Audit...................................................................................................................................................34
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Accounting..............................................................................................................................................................................................35
FinancialPlanning..............................................................................................................................................................................36
HumanResources................................................................................................................................................................................37
Technology Innovation and Services..........................................................................................................................................38
LegalServices........................................................................................................................................................................................39
LegislatedServices..............................................................................................................................................................................40
Revenue.....................................................................................................................................................................................................41
SupplyServices......................................................................................................................................................................................42
CORPORATE AND DIVISIONAL PROJECTS.........................................................................................................................................43
INFRASTRUCTURE SERVICES DEPARTMENT.........................................................................................................47
DEPARTMENTMANDATE...................................................................................................................................................................47
ORGANIZATIONCHART.......................................................................................................................................................................47
ENVIRONMENTALSCAN.....................................................................................................................................................................47
CORESERVICE.....................................................................................................................................................................................48
Administration......................................................................................................................................................................................48
AssetManagement..............................................................................................................................................................................49
ConcreteMaintenance......................................................................................................................................................................50
CustodialServices................................................................................................................................................................................51
Engineering............................................................................................................................................................................................52
Facility Planning,Project/Energy Management, Building Maintenance&Repair..............................................53
FleetManagement...............................................................................................................................................................................54
Forestry,Horticulture& Trail Maintenance...........................................................................................................................55
NaturalGas Utility...............................................................................................................................................................................56
Parking.....................................................................................................................................................................................................57
Park Open Space Design And Development.............................................................................................................................58
RoadMaintenance&Sanitation...................................................................................................................................................59
Security Services&Emergency Preparedness........................................................................................................................60
SportsField& Turf Maintenance..................................................................................................................................................61
Storm Water&Sanitary Sewer Maintenance.........................................................................................................................62
Traffic&Signs.......................................................................................................................................................................................63
TransportationPlanning..................................................................................................................................................................64
WaterUtility...........................................................................................................................................................................................65
WinterControl Maintenance..........................................................................................................................................................66
CORPORATE AND DIVISIONAL PROJECTS.........................................................................................................................................67
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CITY OF KITCHENER
BUSINESS L.. . .N
INTRODUCTION
The 2015 Business Plan sets out the City of Kitchener's integrated
blueprint for the work that will be done within the organization over
the next 12 months. 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.
This plan has been developed under the guidance of the corporate
leadership team, with the full participation of city council, the
corporate management team and staff from all city departments. /
Through conversation, collaboration and connection within and
across all city departments, we have developed a business plan that
outlines a clear path for the organization, one that strikes a balance ���
between our commitment to maintain core services, meet new
expectations and respond to emerging issues, while managing within
resource constraints.
The business plan includes 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 Zink back
to strategic areas of focus. 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.
2015 is a transition year for the organization, with a newly elected
City Council and the strategic plan for the next term still under
development. The community priorities are known but additional ,, j
work needs to be completed to fully engage staff and members of
council in the process of setting goals and creating strategies to
achieve those goals over the next four ears. Therefore, the focus
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for 2015 will be to finish projects that have been started, follows
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through on work that is required for the overall effectiveness and /
efficiency of the organization, and take action on Council's top
priorities.
This is a one year plan with an additional one year outlook to capture /
projects that will extend into 2016. With Council approval of the new
strategic plan expected in June of 2015, a new 4-year business plan
will follow that allocates resources to specific projects to put the
strategic plan into action for 2016-2019.
1
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PERFORMANCE MEASURES
Integrated Planning continues to work with the Corporate Management Team on the development
of a comprehensive performance measurement framework to help identify opportunities to serve
the community better over time. High level summary measures of results give council and the
public a quick and easy way to monitor the work of the organization and help to develop a better
understanding of the relationship between resource allocations, core service activities, and the
results that can be consistently achieved.
Gradually over the next two years, the business plan will incorporate three to five performance
measures for each of the city's 47 core services. In 2015, staff will report on 48 performance
measures related to 12 of the city's core services. In 2016, new measures will be introduced for
additional 16-18 core services, with the remaining to be included in 2017. The criteria for
measures include: focus on the results that matter most to the customers of the service and other
key stakeholders; measure things that staff can have some influence on through their work;and,
select broad summary measures that capture the majority of work that gets done. Following the
first year a measure is reported in the business plan, staff will establish a target or goal for each
measure that performance will be evaluated against in future years.
Reflecting on these results through discussions with staff, senior management, members of
council and the public will help to identify challenges associated with managing to expected
service levels over time. The business plan will address these challenges by identifying the
projects, changes and improvements that need to be implemented to achieve the results that
matter most to the community.
The measures that will be reported on for 2015 through the business plan will include:
Building
• #of days(median)to issue a decision on a complete building permit application by category
• Expenditure on building permit and inspection services per$1,000 of construction activity
• Ratio of building permits issued to number of applications received
• %of building permits closed annually
By-law Enforcement
• %of non-parking related by-law complaints received that were resolved without legal action
• Average number of days to resolve property standards complaints
• Average time(hrs/mins)to resolve noise complaints from the time the complaint is received
• Average operating cost per household for by-law enforcement
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Concrete Maintenance
• Cost per square meter for Minimum Maintenance Standards repairs
• Cost per square meter for utility cut repairs
• #of outstanding sidewalk defects at the end of the year
• Average number of defects repaired per km
• %of total repairs that are temporary
Corporate Customer Service
• %of call answered within 30 seconds
• %of calls resolved at first contact
• %staff compliance with approved Customer Service Standards (e.g. out-of-office voicemail messages)
Fleet Management
• Provincial Commercial Vehicle Operators Registration (CVOR)Safety Rating
• Vehicle Availability/Uptime Ratio-time vehicles/equipment are available for use in daily operations
• Ratio of work orders that are planned/preventative maintenance to total number of work orders.
Forestry,Horticulture&Trail Maintenance
• %of street trees stumped within one year of removal
• %of street trees planted within 18 months of stumping
• %of greenhouse plants grown versus purchased
• %of priority 1 trails(as set out in the trails master plan)asphalted
Human Resources
• %of staff turnover(excluding part-time casual 9000 series employees)
• Number of lost time incidents as a percentage of total number of employees
• Number of paid sick hours per employee.
• %of grievances resolved prior to third party intervention (including arbitration)
Kitchener Memorial Auditorium &Arenas
• %of customers rating their experience at Aud events and arenas as very good or excellent
• Total number of events and event days at the Aud
• Total number of ice hours utilized
• Total number of people attending ticketed events at the Aud
• Total number of people who participated in programming at arenas
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Parking
• Average number of customers who pay a monthly rate for garages and surface lots
• Total number of parking transactions for the year
• Average revenue per transaction for garages &surface lots
• Net annual income per parking space
Planning
• %of complete site plan applications that are reviewed by the Site Plan Review Committee within 4 weeks
• %of complete permanent sign applications that are processed within 5 weeks
• %of complete heritage permit applications that receive a decision within 90 days
• %of complete staff delegated demolition control applications that receive a decision within 21 days
Programs &Resource Services
• %of requests for program accommodation that were completed
• %of eligible Leisure Access Card requests that were approved
• #of direct program hours delivered by category: Youth, Inclusion, Children, Older Adult
• Narrative on progress made towards implementation of AODA Standards in that year
Water Utility
• #of water main breaks per 100km
• %of water tests that come back as adverse more than once
• %of water lost per year
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CAO'S DEPARTMENT
2015 Business Plan
Department Mandate
The Chief Administrative Officer (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 CAO's Department
include: Corporate Communications and Marketing, Work in the CAO's Department is carried out
under the leadership of the CAO, Executive Director for the Office of the CAO and the Executive
Director for Economic Development.
Organization Chart
Total 2014 FTE: 71.9 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 center, 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 organizational leaders for tracking
alignment and progress against strategic priorities and operational goals.
5
3 - 19
85%
ADMINISTRATION & INTEGRATED PLANNING Core
Executive Director Office of the CAO,Jana Miller Service
This service is delivered by..
Five full-time positions in addition to the CAO, and an estimated 85% of capacity is dedicated to
the provision of core service.
What we do
This service provides strategic leadership for the Office of the CAO through: direction-setting and
planning, sponsorship of key corporate projects, service coordination and improvement and
ensuring that the division stays current and moves forward on Council directives and strategic
initiatives. 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 the
departmental budget process, business planning process and financial processes
Integrated work collaboratively across the organization to implement processes for effective
Planning strategic planning, business planning, and project and portfolio management
Special Projects provide assistance on organization-wide initiatives and special projects within the CAO's
Department that support progress on strategic priorities
The annual business planning cycle requires direction and discussion within and across all city
departments to capture and update information on 47 core services, and approximately 20
corporate projects and 80-100 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.
This service also acts as a central point for matters relating to project management including
facilitating a Project Management Advisory Committee. 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 into corporate programs.
Looking to the Future
• Citizen input on the priorities for the next term of City Council has identified some new areas of
focus for the next Strategic Plan for the City of Kitchener. Work will continue to explore
leading practices and future trends on all six strategic themes to inform discussions with
Council and city staff for the development of goals and strategies for the next four years. It will
continue to be a challenge to set progressive goals that improve the quality of life in the
community while at the same time balancing the expectation for minimal tax increases for the
future.
• Integrated Planning will prepare a Community Engagement Policy as part of the Open
Government Action Plan, to provide direction to staff for effective community engagement and
provide clarity to the public on what they can expect.
• City Council is expected to approve the 2015-2018 Strategic Plan in June of 2015. This will be
followed by a four year business plan to support the effective management & monitoring of
initiatives throughout the organization as progress is made upon the goals for the future.
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COMMUNICATIONS & MARKETING 98%
Director of Communications&Marketing, Colleen Collins (Acting) core
Service
This service is delivered by..
12 full-time positions and one part-time, and an estimated 98% of capacity is dedicated to the
provision of core service.
What we do
Communications and Marketing works collaboratively with staff across the corporation to offer
strategic communications and marketing advice and services. The mandate of Corporate
Communications and Marketing division includes three broad functions: to share information, to
engage the public, and to promote enterprises, programs and services. Key functions include:
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
Brand Management through professional graphic design and brand management
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,
Communications initiatives and decisions, and provide tools and training so that staff can effectively
share information with one another on projects and initiatives
Staff's support often extends beyond regular office 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 on a vast amount of the 2015 corporate business planning
projects. This service also offers training to approximately 120 city staff annually on topics such
as: media relations, plain language, website writing and technical training, Accessibility for
Ontarians with Disabilities Act (AODA), corporate standards, and marketing and design
fundamentals. Seven external facing websites are managed and maintained and nearly 30,000
people are regularly engaged in the City of Kitchener's social media.
Looking Forward
• A continuing upward trend in the volume of work has occurred in
recent years as divisions across the corporation also face added Regular social
workload demands. media followers
• Social media activity continues to grow to meet public expectations
and engagement has doubled each year over the past four years. ®• Design work continues to shift with a greater focus on digital,
requiring new training and software to meet legislative requirements
and customer expectations. visits to CoK 7
websites in 2013
• Communications will focus on helping citizens better understand the
roles and responsibilities of the City vs the Region and training for
the use of plain language as an initiative under the Open ff H ouse holds reached
Government Action Plan. with city publications
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CORPORATE CUSTOMER I 95%
Manager of Corporate Customer Service,Jeannie Murphy core
Service
This service is delivered by..
Ten full-time and four part-time positions, and an estimated 95% of capacity is dedicated to the
provision of core service. Part-time staff in the Corporate Contact Centre (CCC) are rotated
through an "on call" shift to ensure a minimum level of service is provided and emergency
dispatch services are adequately staffed.
What we do
This service provides leadership for the City's Customer Service Strategy (CSS), engaging the
organization to purposefully manage customer relationships and citizen enhancement; create a
persistent focus on the customer; and develops and implements new customer service programs
and standards to ensure consistent application across the organization. Key functions include-
Smart Service participates in provincial-municipal service delivery collaboration in order to assess
Delivery customer needs,jurisdictional capability and constraint, and to identify feasible
solutions to work toward smarter service delivery
Welcome Centre welcomes the public and provides information, direction to municipal services &
other assistance to people in accordance with customer service standards
General Inquiries provide first point of contact for all city related inquiries 24/7, directing callers to
subject matter experts within the corporation when required
Service Requests, issue work orders or e-mail service requests in response to calls from citizens, and
Dispatch Alarm dispatch crews, including emergency situations, monitor MAStermind, the city's
Monitoring alarm monitoring system for all city facilities, including pumping stations
The Corporate Contact Centre (CCC) is a single point of contact for citizens, visitors & internal
customers for all related inquiries. They also provide dispatching services and after hours
emergency service including monitoring Kitchener Utilities emergency gas and general inquiry line
for emergency calls from 9 p.m. to 7 a.m. seven days a week. The also CCC handles calls from 3
p.m. to 7 a.m. seven days a week for the City of Waterloo (except Fire) on a full cost recovery
basis. More than 88 per cent of all calls are answered within 30 seconds, well above the industry
standard of 75 per cent. In 2014, the CCC increased operating hours to a 24/7 operation. Over
25,000 parking & property standards issues calls were received; approximately 4,500 work orders
were issued; and approximately 76,000 Active Customer Response requests were generated by
By-law Enforcement work orders. The Welcome Centre served approximately 15,000 walk-in
customers and handled approximately 8,000 emails in 2013.
Looking Forward Calls handled by the
• The implementation of a customer relationship management CCC in 2013
system, will improve the capability of the CCC to respond to calls,
track and monitor trends and patterns in call types, and carry out Work orders issued
analysis on service levels and response times. The transition to the
in 2013
new system will involve additional staff hours for development and
training.
C1:1EE]• Marketing of the `2345' call-line as a single point of contact for the
City will result in increased call volumes. Meeting expected service
levels for call response will be a priority.
Walk-in customers to
• Potential service expansion will require attention to business the Welcome Centre
process improvements to fully realize the benefits of the CCC.
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Executive Director of Economic Development, Rod Regier
ECONOMIC DEVELOPMENT 85%
Core
Service
This service is delivered by...
25 full-time positions and 18 part-time positions, and an estimated 85% of the capacity 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. Key functions include-
Downtown urban vitality programming, development incentives, retail attraction
Small Business Centre support services to small business, advice, training, and mentorship
Special Events event programming and capacity building for 100 event portfolio
Arts & Culture cluster development, public art procurement, management& programming
Kitchener Market marketing, business development, vendor relations, cluster facilitation
Business Development cluster facilitation, business attraction and retention
Economic Development teams are fully deployed in both core services and proactive
developmental activities. Approximately 85% 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 $947
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.
......................................................................................................................................................
Looking Forward a ® Downtown building
permits since 2004
• Kitchener's brand is changing rapidly as it becomes known as a
center for innovation, technology startups and talent.
Enquiries for the
• The opportunity to compete globally is challenged by the need for 1 1 1 WRSBC annually
collaboration at a regional level in strategy and brand development
— not just with Waterloo Region partners but also with partner cities
in the GTHA, and with the province in the development of Live performances
competitive infrastructure. downtown/yr
• Focus in 2015 will be on the development of the next Kitchener
Economic Development Strategy (KEDS) and continued leadership ® � Customers u the
for strategic initiatives such as all-day 2-way GO Transit service. Market annually
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OFFICE OF THE MAYOR & COUNCIL
Chief of Staff, Dorothy McCabe
Core
Service
This service is delivered by,,.
Four full-time positions and an estimated 90% of capacity is dedicated to the provision of core
service.
What we do
The Office of the Mayor & Council (OMC) provides assistance to members of council and the
public and is a liaison and resource between council and citizens, city staff, outside stakeholders,
and other orders of government. Key functions include:
Inquiries respond to citizen and 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
Issues Management individual members of council with special projects, research, report writing and
management of ward and constituent issues
Intergovernmental research and analysis of provincial and federal policy, prepare briefing notes,
Relations provide advice to Council, the corporation, external organizations and associations
From 2011 to present, OMC staff prepared 715 certificates; assisted with writing/editing of 1,148
articles (Kitchener Citizen, newsletters, Your Kitchener); processed and responded to 3,835
invitations; created 13,809 pieces of correspondence; prepared the mayor and councillors and
processed expenses for 66 conferences and three trade missions; and responded to 5,676 citizen
inquiries (Note: some contacts directly to council members are not forwarded and therefore not
included in this total.). Additionally, staff organized and executed eight annual events (e.g. New
Year's Levee; State of the City, Grillefest). For 2013 and 2014 only, the OMC received 117 media
inquiries. 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 as well as for corporate initiatives.
Looking Forward
• Over the term, council members have become increasingly
engaged in community outreach. New council projects include the Citizen inquiries
Youth Forum as well as "My Ideal City". received annually
• Increasing trends for more mail outs for surveys, petitions, Invitations received
certificates and citizen recognition, ward specific information ® r 1 annually
requested and increased email correspondence from citizens.
• Intergovernmental activity is increasing, with a focus on advocating Correspondence
at the Region on key issues for citizens, such as transit, housing, prepared annually
social programs, road safety and maintenance.
• The development of new tools and processes to improve the ability Mayor &Council
of council members to engage with citizens will be a focus for 2015 annual events
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Corporate and Divisional Projects
Strategic
Project Name&Objective 2015 2016 Alignment
1 Intranet Review
Collaborative review and redesign of the City of Kitchener's Intranet site including the Organizational
approval/acquisition of a new intranet platform. Additional review and recommendation of Effectiveness&
appropriate internal collaboration tools for use within the organization, including but not limited to Efficiency
tools that can be deployed through an internet refresh.
2. Integrated Climate Action Plan—Phase 1
Develop terms of reference and initiate the development of a comprehensive Climate Action Plan Environment
for the organization that integrates both mitigation measures with adaptation strategies that work
synergistically to reduce vulnerability to climate risks and greenhouse gas emissions. Actual scope
of work will be confirmed with Council approval of the terms of reference early in 2015.
3. Customer Service Strategy—Phase 3
Focus on continuing to positively enhance the customer experience through creating more Government
convenient channels for customer access, improved tracking, monitoring, measuring and reporting
of customer interactions and a standardized escalation process and customer service training for
city staff.The scope will include the continued implementation of the City's E-Services Strategy,
implementation of new Customer Relationship Management software, investigation of options for
expanding the Corporate Contact Centre into other lines of business,the development of and
standardized customer service training for City of Kitchener employees.
4. Regional Economic Development Strategy
Collaborate with the Region of Waterloo,all seven local municipalities and Canada's Technology Economy
Triangle to develop a strategy for regional economic development.
5. 2015-2018 Strategic Plan
Set clear goals for the next term of Council that will guide resource allocations, policy decisions, Government
business plans and performance targets that are valued by the community, relevant to Council and
achievable by the organization.
6. External Website Review
A website is an ever evolving product in a fast changing technical environment. It is important to Government
review on a regular basis to ensure it is holding up to changing technologies and customer
expectations. The scope of this project will include improvements that will make it easier for citizens
to find information on the website.
1. Accurate Communication of Plans for Future Development
Work on this project in 2015 would include undertaking discussion with all stakeholders leading to Development
the development of a detailed communications plan to address this issue.
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Strategic
Project Name&Objective 2015 2016 Alignment
8. e-Participation Implementation
e-Participation was identified as an action item for the"Participatory"principle of the Open Government
Government Action Plan and contributes inherently to the transparency and accountability
principles. This project will look at acquiring the right technology to support effective digital
engagement with the community, process development,staff training, Kitchener Commons
development&rollout.
*Not built into the 2015 budget
9. Kitchener Economic Development Strategy
Development of a refreshed KEDS in consultation with EDAC,economic development stakeholders Economy
and Council. Scope will include the exploration of the potential for an advanced manufacturing
incubator in Kitchener,work with the Region to explore options for city-wide municipal broadband
(partnership potential),and support for small and medium sized businesses in the non-tech sector.
10. Strategic Business&Talent Attraction—Resource Model
A review of annual business development action plans for the City and the WREDC will highlight Economy
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.
11. Waterloo Region Economic Development Corporation
Participate on the taskforce to support organizational development and implementation. Scope will 0 Economy
include clear role distinctions for both the Region and the City.
*Not built into the 2015 budget
12. Centre In the Square
At Council direction,engage key stakeholders to review the mission and the mandate of Centre in 0 Economy
The Square and report back to City Council with recommendations.
13. Rockway Partnership Development
Gather all relevant information and begin the request for proposals process for the redevelopment 0 Neighbourhoods
of the Rockway Centre into a medium-to-high density mixed use project.
14. Arts&Culture Strategy
Consult with stakeholders to develop a multi-year plan for arts business and cultural vitality strategy 0 Economy
including digital media, music,film design and emerging clusters.
15. Special Events and Urban Vitality Strategy
Development of a special events and urban vitality strategy that supports the overall objectives of Economy
the Kitchener Economic Development Strategy.
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Strategic
Project Name&Objective 2015 2016 Alignment
16. Kitchener Market Strategic Plan
The development of a strategy to map out the future role of the Kitchener Market in the community 0 Economy
taking into consideration its contribution to quality of life,the local food economy and the overall
vitality of Downtown Kitchener. Key Stakeholders will be engaged and recommendations will be
presented to City Council.
17. FCM—Municipal Partners for Economic Development
Providing training in local economic development and expertise in the development of an Economic 0 Government
Development Strategic Plan for Morogoro Tanzania.
18. Council Engagement with Citizens
Work would include research into best practices,an inventory of potential engagement tools and Government
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.
*Not built into the 2015 budget- resources to carry-out this project are not built into the 2015 budget.
Commitment to this initiative is dependent on Council approval of a specific 2015 budget request (i.e.
strategic initiative or issue paper).
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COMMUNITY SERVICES DEPARTMENT
2015 Business Plan
Department Mandate
The Community Services Department works with citizens and partners to plan, build and support
safe and thriving neighbourhoods through publicly accessible programs, services and community
gathering spaces.
Organization Chart
Total 2014 FTE: 603.3
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 change 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 diverse 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.
• 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 requires knowledge of the new technologies.
• The diverse nature of the department, with operations at 44 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.
• To achieve the department's vision of "safe and thriving neighbourhoods through public and
customer service", CSD's Departmental Plan identifies the need to make improvements in four
areas of focus: working together, communication, accountability, virtual teams.
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ADMINISTRATION 85j%
Deputy CAO Community Services, Michael May core
Service
This service is delivered by..
Five full-time positions and two part-time positions including the Deputy CAO, and an estimated
85% of capacity is dedicated to the provision of core service.
What we do
This service provides strategic leadership for the Community Services Department through the
CSD Departmental Plan for: 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's mandate and vision. This service processes
applications for the Leisure Access Card, responds to program registration inquiries, and
oversees and administers the community grants processes. Key functions include-
Departmental co-ordinate and oversee meetings and events within the department, including
Administration support for the departmental budget, business planning and financial processes
Service Coordination support for special projects such as strategic planning, policy development,
Improvement service level reviews, data gathering, analysis and project management
Community Grants oversee and administer the community grant programs, including: Tier 1, Tier
Programs 2, travel assistance, and in-kind facility
Leisure Access Cara process applications for the Leisure Access fee assistance program
Programi Registration process requests for PINS, answer inquiries, provide tax receipts
Approximately 20 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
applications are processed annually. Staff administers community grants for 43 Tier 1
organizations and process 60-70 applications for Tier 2 grant requests. There are 20-35 travel
assistance/in-kind facility grants processed annually.
Looking Forward
S=projects Various projects or strategies currently in development or pending will co
impact the work of the unit:
® � Applications for LAC
• Neighbourhood Strategy processed annually
• Leisure Facilities Master Plan update prioritization of
recommendations ® Tier 1 Grants
processed
• Municipal Partnership Program development
• Leisure Services Governance Review
EF=
• Departmental Plan action plans
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AQUATICS
o
Director of Community Programs&Services, Mark Hildebrand 98 0
Core
Service
This service is delivered by..
12 full-time positions, and 200 part-time positions, and an estimated 98% of capacity is dedicated
to the provision of 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 to legislative
standards at four indoor and three outdoor pools, Kiwanis Park and the Breithaupt Centre. Aquatic
facilities are open 14 hours a day, seven days a week. Breithaupt Centre offers direct leisure and
fitness programs, summer camps and services to all age groups. Key functions include-
Aquatics plan, manage and deliver recreational, fitness, sport and wellness aquatic programs,
Programs develop and deliver water safety programs and provide drowning prevention education
as well as leadership development 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
reiithauvupt Centre provide a range of leisure programming, workshops, drop in groups, special events at
the Breithaupt Centre, in addition to aquatics programming
Kiiwaniis Park plan, manage and deliver a variety of recreational opportunities including swimming
and summer programs 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 August 31) visitors range from
30,000-40,000 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, Participants/week in warm water exercise programs, fitness and cross training ell registered programs
opportunities. Adult competitive/elite swim programs and fitness
courses are increasingly popular.
Participants/week in
• Prime time swim lessons are near capacity at all pools in all CIE drop-in programs
seasons. Weekday demands are greater than weekends. Growth
in participation with local aquatic sport clubs is placing increased Participants/year in
demand on prime time rentals (e.g. diving, competitive swimming, lifeguard training
synchro and water polo).
• An ongoing shortage of day-time aquatics staff places emphasis on , I Visitors/season at
recruiting and sustaining our workforce on a year-round basis. Kiwanis Park
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ATHLETICS
Director of Community Pro,yrams&Services,, Mark Hildebrand 95%
Core
This service is delivered by..
Service
Four full-time permanent positions, eight part-time positions and seasonal staff, and an estimated
95% of capacity is dedicated to the provision of core service.
What we do
This service works directly with community operated sport organizations to ensure long-term
affordability and sustainability of these programs. Key functions include-
Minor Sports liaise and support volunteer community sport organizations, assisting with the
Groups development of volunteer capacity
Sports Programs plan, manage and deliver sports programs where a gap in service is identified within
the community
Sports Tourism support internal and external stakeholders through bidding of events, operations
support and grant opportunities
Active Living plan and deliver special events designed to showcase sport available in the
community (examples include: KidsPark, Sports Day, Athletic Awards)
CLASS provide oversight and support to internal CLASS users as it pertains to program
registration, facility scheduling and POS services
The Athletics unit supports 44 minor sports groups, which consist of thousands of community
volunteers, with the implementation of instructional, training, and sports programs as well as
financial assistance through grants to 25 groups. These groups organize affordable recreational,
instructional and competitive programs geared to local amateur and athletes of international
caliber. Events organized include volunteer recognition and specialized workshops (volunteer
recruitment, new legislation (e.g. AODA)). Staff also run an annual youth leadership conference.
Staff provides direction and strategic development concerning CLASS administration, policy and
procedure development, training, and overall maintenance and support to CLASS users.
Looking Forward
• Changing volunteer trends, as well as growth in non-traditional sports, will require greater
focus on developing new ways of connecting with and supporting volunteers. Although
alternative revenue streams, such as donations and sponsorship, will increasingly be sought
out to support minor sports, grants will also be in greater demand as more sports groups grow
in capacity.
• Child obesity statistics combined with trends in healthy active living will increase demand for
affordable exercise programs, fitness and cross training
opportunities. Adult and older adult population increase will ® ® Affiliated sports
groups
dominate in the next 5-10 years.
• As of November 30, 2017 a new recreation manangement software Tier 1 grants for
system will need to be sourced that meets the demands of facility sports processed
scheduling; activity and participant registration; and provides point
of sale options.
Participants/year in
minor sports
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Direcltor of Building and Chief Building Official, Mike Seiling Core
c®re
Service
This service is delivered by..
34 full-time staff supplemented by an additional part-time position, and an estimated 95% of
capacity 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 Permits review construction drawings for compliance with the Building Code and any
Applicable Laws, and issue a building permit following the payment of fees
Building visit job sites to inspect and approve the various stages of construction to confirm
Inspections compliance with the Building Code and approved drawings
Administration/ prepare municipal filing, addressing, final grading certification (residential)and the
ALANDA administration of the building permit fee rebate program, maintenance and operation
of the AMANDA software 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 subsequently 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 Building Permits
most recently, electronic plan review for low rise residential. Issued in 2013
• The future challenge will be to stay ahead of the curve in terms of technology and a new Building Code. Building will investigate C11 ding Permits
ued in 2012
leveraging electronic plan review expansion for the non-residential
sector projects. A new Building Code (eff. January 1/14) will require
M BO staff to learn the changes from the present 2006 Code. ell uilding Permits ssued in 2011
• When economic downturns occur, the Building Enterprise will draw
on its reserve fund to temporarily supplement revenues until g it
development activity returns to normal levels. CF: Issued n Permits
ssued in 2010
18
3 - 32
®L 95%
Director of By-law Enforcement, Shayne Turner
Core
Service
This service is delivered by..
29 full-time staff and a pool of eight part-time and temporary staff, and an estimated 95% of
capacity is dedicated to the provision of core service.
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. Key functions include-
By-law Enforcement provide education, conduct inspections, respond to complaints in a timely manner,
issue warnings, and apply penalties when necessary
Sign & Pool Permits administration and monitoring of sign and pool permits
Awareness & prepare an annual communications plan to focus public awareness on the City's by-
Prevention laws and enforcement, and answer questions frequently asked by the public
-law Review & review the City's by-laws and update as needed, as well as review best practices
Update and make recommendations to Council relating to new service implementation
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. 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 2013, the division responded to approximately 12,950 complaints
(parking: 4,018, noise/other: 3,486, property standards: 4,636, signs: 320 and parks/trails: 481).
Permit administration and monitoring relating to 2,860 sign and 97 pool permits. This activity does
not include proactive services such as snow events, 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 complaints
disputes; shift in public expectations with regard to response times responded to in 2013
with a trend towards more immediate responses; wide variance in
public perception of what by-law enforcement really means (limited
jurisdiction versus extensive jurisdiction); increasing reliance on ® � Sign Permits
government regulations to address all issues in neighbourhoods; and monitored in 2013
members of the public are increasingly aware of by-laws and legal
ell ...............................options. Work will continue in 2015 to build awareness of existing by-
laws within the community, ensure consistent enforcement across the ool Permits city for property maintenance standards, and to streamline citizen itored in 2013
processes for obtaining permits for things like street parties, etc..
19
3 - 33
DCEMETERIES irector Enterprise, Kim Kugler 900 0
Core
Service
This service is delivered by..
Ten full-time positions, four part-time positions and 13 seasonal staff, and an estimated 98% of
capacity is dedicated to the provision of core service.
What we do
Kitchener Cemeteries is responsible for 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; Williamsburg
Cemetery; Mausoleums; crematorium and the provision of burial services for First Mennonite,
Weber Cemetery and Beth Jacob Cemetery. Key functions include-
Burials Cremations sale of cemetery property, burial and cremation services and associated
products and services
Landscape Iaiintenance design and scheduling of landscape maintenance and seasonality's of duties-
turf maintenance and snow plowing
Cemetery By-laws prepare and administer in conjunction with legal service, the cemetery bylaws
for approval by Ministry of Consumer Services
Marketling & Salley 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
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 such as
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 consumer, establishing municipalities as the social
safety net and by increasing competition in what had been
historically considered cemetery business. All of these new Burials annually
demands have impacted staff workloads and the direct costs
associated with cemetery operation. These demands are
compounded by the expectation of management/Council to ® � Cremations
generate higher revenues. annually
• Increasing rates of cremation have challenged how the cemetery
has historically generated revenues; how they must market Cemetery properties
sold annually
themselves to remain a valuable entity within the community.
® Acres of cemetery
® property maintained
20
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COMMUNITY RESOURCE CENTRES 900 0
Director of Community Programs&Services, Mark Hildebrand Service
e
This service is delivered by..
19 full-time positions and 112 part-time and seasonal positions and an estimated 90% of capacity
is dedicated to the provision of core service.
What we do
The community resource centres staff team manage the operation of 13 community 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:
Neiighbouvurhood program planning, volunteer training, governance support, registration assistance,
Association Support conflict and issue mediation/resolution and/or providing access to resources,
grants
Community development of partnerships and collaborations with community organizations and
Partnerships groups to meet the unique range of needs and interests specific to each
neighbourhood
iDirect Service plan, manage and deliver programs where a gap in service is identified within the
Delivery community
Support is provided to 31 affiliated neighbourhood associations (NA) city-wide and numerous
other formal and informal community groups with interests including but not limited to: community
building initiatives, community safety, park development, community gardens, special events and
capital project development. Volunteers from 22 neighbourhood associations act as primary
partners in the delivery of programming at community centres and in the larger community. In
2014 these neighbourhood associations provided more than 1840 programs, serving 22,389
participants on 249,000 occasions, and organized and hosted 136 neighbourhood special events.
This year, 91 partnerships were developed with 48 local organizations, resulting in the provision of
more than 200 services and programs at community centres. Two centres operate as older adult
centres, with a focus on programs and services to meet the needs of older adults. I n 2014, more
than 1,000 direct city programs were offered in the community centres, serving more than 7,300
individuals on 73,832 occasions. In addition to programming and service provision, community
centres act as a space of congregation. In 2014, staff has facilitated more than 1942 paid rentals,
involving more than 96,400 attendees.
Looking Forward
• Recent innovative partnerships and collaborations have resulted in successes in reaching out
to and supporting the diversity of our residents. This focus will
continue into the future. Neighbourhood
• A focus on provision of adult and older adult programming and associations
service delivery in identified neighbourhoods will increase to reflect
community demographics. Community
• Community centres provide a unique setting as community 01
,,,,,,,,,,,,,,,,,,,,,,,gathering spaces. A focus on rentals in 2015 will support increased access to space. CIIE3
ty programs
21
3 - 35
FIRE EMERGENCY RESPONSE 95%
Fire Chief,Jon Reh ill Core
Service
This service is delivered by..
227 full-time positions and one part-time position, and an estimated 95% of capacity is dedicated
to the provision of 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 Response fire suppression, emergency medical aid and technical rescue
Fire Communications receive and dispatch emergency calls and disseminate critical response
information to crews
Equipment fire vehicles and equipment are maintained in serviceable condition and
Maintenance repairs are 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 11,000 emergency responses annually. Public service activities which
include Home Fire Safety, Public education and training initiatives account for an additional 750
incidents. 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 hours of training annually. 10,000 homes are visited
annually as part of the Home Fire Safety program. Fire suppression staff assists in legislated
public education initiatives with schools, industry and the general public and conduct pre-planning
of high-risk occupancies. There is a close working relationship with other emergency response
services (Police and EMS) as well as mutual aid agreements with the other six Region
municipalities (2013 Statistics).
Looking Forward
• Lightweight construction of buildings results in earlier collapse times. Synthetic fibers used in
home furnishings results in flashover times of 6-8 minutes, which is approximately the arrival
time of the first unit on scene for most fires, causing greater safety concerns for firefighters
and lower survival rates of occupants. Alternative energy sources such as solar panels, hybrid
auto technology and "smart" homes cause added risk under fire conditions, causing unique
hazards to first responders.
• Increased health and safety training requirements for specialized fields, adaptation of NFPA
standards and technical rescue certifications, puts increased
demands on the training and suppression divisions. E events annually
response
• The ever shifting technological changes in fire communications
cause resent equipment to become obsolete sooner and upgrades p pg Firefighter training
required more often, putting challenges on implementation and 1 hours annually
resources to conduct projects. An example of this is NG911 project.
22
3 - 36
FIRE PREVENTION & PUBLIC EDUCATION 95%
Fire Chief,Jon Reh ill sery�e
This service is delivered by..
18 full-time positions and an estimated 95% of capacity is dedicated to the provision of 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, as well as conducting mandatory inspections of
vulnerable occupancies. They also ensure that mandated public fire and life safety education
programs are delivered throughout the City. The Fire Department also operates a fire safety
village to educate school aged children. Key functions include-
Public deliver presentations, programs and special events to children and adults for fire and life
Education safety education and operate a fire safety village to educate school aged children
Inspections conduct property inspections for fire code enforcement and general public safety
concerns
Investigations perform cause and origin fire investigations and work cooperatively with the local police
services and the Ontario Fire Marshal's Office
Ilarim deliver and maintain the direct to fire alarm monitoring service known as "Direct Detect"
Moniitoriing provided to subscriber properties and in required development areas
Public Education: Yearly, over 450 presentations reaching over 15,000 children and adults.
Educators attend about 75 special events with over 25,000 people. The Children's Safety Village
delivered over 350 classes annually in Kitchener schools for grades 2, 4, and 6, reaching 8000
children and almost 1500 adults annually. Approximately 2,000 property inspections conducted
annually. Fire Investigations: About 50 fires annually attended and provide advice and support to
Suppression crews on many others. There are 3,030 Direct Detect customers (2013), creating
940 emergency incidents/deployments (960 emergency incidents in 2012). Certification training
(NFPA compliant) is required for education, inspections and investigations staff and all Direct
Detect Technicians are provincially licensed electricians and fire alarm installers. Small fleet
vehicles, education simulators, technology (computers, cellphones, cameras, BlackBerry's),
software and staffing are required to ensure the minimum legislated fire prevention requirements
are met.
Looking Forward
• Increased provincial legislative requirements (e.g. care facilities), time to manage a code
enforcement file (paperwork, court time, processing time) and accountability/responsibility for
code enforcement (increased challenges from public, legal
challenges etc.). Property
•
Better technology to improve field inspections and investigations c1:1 nspection s/yr
(mobile computers, software packages).
• Increased demand on services has eliminated a proactive Direct Detect
customers
approach (except for vulnerable occupancies) and has this area in
a reactive state - complaints and requests only.
Eff!investigations
per year
23
3 - 37
KITCHENER MEMORIAL AUDITORIUM & ARENAS 90'0
Director Enterprise, Kim Kugler Core
Service
This service is delivered by..
40 full-time positions and 151 part-time positions, and an estimated 90% of capacity is dedicated
to the provision of core service. Contracted services include 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 by offering value,
quality and recognizing the needs of our diverse community". The 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 Planning & plan, manage and deliver sporting events, including Kitchener Rangers Hockey,
Delivery Kitchener 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
Programming skating, 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 & Salley 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 daily 16 hours - 18 hours to
meet the demands of our customers and community. The Aud in the past event season, July 1,
2013 through June 30, 2014, hosted 69 events which resulted in 108 event days. In addition to
hockey, baseball and lacrosse league games, special events include 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
• As part of the Customer Service Strategy, the Aud recently rolled
out a survey linked on their web site to receive feedback from ttendance at paid
patrons attending events at the Aud. The Arenas will roll out a CM]events in 2013
similar survey in the upcoming months. These surveys support their
vision of providing "world class" customer service. =timehours® ® �
• TSSA legislative requirements for operating ice plants are difficult to
acquire creating a shortage of qualified operators.
Event Days in
cl:2013/14 Season
Daily operating hours
Iff during peak season
24
3 - 38
KITCHENER L 980 0
Director Enterprise, Kim Kugler
cArg
Service
This service is delivered by..
Ten full-time positions, three part-time and 20 seasonal workers, and an estimated 98% of
capacity is dedicated to the provision of core service. Contracted services include the pro shop,
academy and food and beverage. There are 60 volunteer marshals 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. Key functions include-
Golf Course Operation operate, manage and maintain golf course properties and facilities
Camps & Lessons provide full and half-day golf camps as well as private and semi-private lessons
Rentals rent out facilities for events and special occasions
Marketling & Sales develop pro-active marketing campaigns
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 fees, as well as tournament play. Over 180 junior campers are served
in our full and half-day golf camps. 100-150 students participate in clinics, 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 Rounds of golf
rain. eff:played/season
• Increase in environmental restrictions and constraints for
maintaining golf courses. Golf camp
• Pressures of new equipment technology on play on older golf participants/season
course designs.
Participants in
• Increased competition for discretionary spending and a off:lessons/season
decrease in time availability to play.
...................................• Aging infrastructure on the course and in the building structures. Golf leagues cl: supported
25
3 - 39
PLANNING 75%
Director of Plan n ing,A lain Pinard
cAre
Service
This service is delivered by,,,
29 full-time positions and an estimated 75% of capacity is dedicated to the provision of core
service.
What we do
The City's Planning Division helps to guide the way the city looks, functions and grows. This
service offers advice to Council on development applications and new policy initiatives after
consulting broadly and reviewing and analyzing all aspects of the proposal or project. Key
functions include-
Development Review manage and process land development applications
Long-Range & Policy gather public input and study issues to develop and review strategies, plans,
Planning policies and projects that protect and improve our urban environment
Front Counter Service respond to general information enquiries, and issue Letters of Compliance,
Occupancy/Zoning Certificates and Sign Permits
Development Review staff 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. Long Range
and Policy Planning staff manages 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 includes a lot of project-based work.
Front Counter Services staff deliver services which include general information enquiries, and
issuing letters of compliance, occupancy/zoning certificates and sign permits. The level of effort
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 2013, the total number of
front counter permits issued was 3,401 and there were 326 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. Some projects span two or more years.
Looking Forward
In 2013 front counter permits experienced a minor decline and there was a moderate increase in
the level of land development applications. Based on 2014 pre-submission consultations, it is
expected that large development applications will continue to increase and the level of
applications that propose infill development or intensification will
remain significant or increase. The work levels to process applications Development
and complete projects are expected to remain high or increase for the applications in 2013
following reasons: As a result of increased community and Council El
expectations, more conflict resolution and community engagement are
required; Infill development/intensification is usually more complex and ® � =certificates
controversial than greenfield development and requires more staff 3
time to work through issues and balance competing objectives; the
increased complexity and controversy surrounding development has Projects completed
resulted in more appeals to the Ontario Municipal Board which take up per year
staff resources and do not generate revenues.
26
3 - 40
PROGRAMS & RESOURCE SERVICES 90%
Director of Community Programs&Services, Mark Hildebrand
cArg
Service
This service is delivered by..
13 full-time positions, ten part-time positions and 50-200 temporary staff, and an estimated 90%
of capacity is dedicated to the provision of 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. Key functions include-
Community development of partnerships and collaborations with community organizations and
Partnerships groups
iDirect 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, the Mayor's Advisory
Committees Council for Kitchener Seniors, and the Grand River Accessibility Advisory Committee
The programs and services provided include: summer playgrounds, outdoor rinks, administration
of the leisure access card program, Every Kid Counts, youth employment, programs and services,
specialized programs and services for people with disabilities, program consultation and
resources to affiliated groups, implementation and delivery of the senior day and older adults
programs and services. This section also provides corporate leadership and assumes
responsibility for compliance of the AODA legislation (legislative training, policy, procedures,
reporting, GRAAC, purchase of service agreement with City of Waterloo, provide support to minor
sports groups and neighbourhood associations). 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. Staff have secured funding through the Summer
Job Service program and community donors to assist with the Every Kid Counts program which is
a service that provides one to one support for children, youth and adults with a disability so that
they may participate successfully in direct municipal programs.
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. Requests to support neighbourhood associations and minor sports organizations in
the delivery of programs are increasing.
• Recommendations from strategies (e.g. Rockway Feasibility, Older
Adult), master plans and newly developed neighbourhoods continue Playground
to suggest that staff will be required to investigate new opportunities participants in 2013
to support leisure participation and additional programs and
services. Outdo=winter
27
3 - 41
L 85%
Director of Community Pro,�y�°c�ms&Services,, Mark Hildebrand core
Service
This service is delivered by,,.
Two full-time positions and an estimated 85% of capacity 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 LFMP). Key functions include-
Volunteer conduct general recruitment, screening, orientation, training and recognition for City of
Recruitment 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, research trends and issues affecting volunteers, volunteerism and community
Programs & 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 provide
opportunities and maintain 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 indicate a decline in volunteerism and a changing face of volunteers. In the future,
volunteer engagement will be more challenging. To maintain a vibrant volunteer sector, staff must:
• expand diversity of volunteer and engagement opportunities in the corporation and overcome
barriers associated with time constraints and overcommitted lifestyles;
• continue to build staff/volunteer capacity to better understand and volunteers in city-
respond to the motivations for volunteering, through training and run programs
orientation to volunteerism, volunteer management and the "new"
volunteer; Volunteers with
• reach out and engage new sectors of the community (new C21 affiliated groups
Canadians, Zoomers, corporations); improve recognition,
evaluation and support for volunteers and improve communication Volunteers in the
and marketing. community
28
3 - 42
Corporate and Divisional Projects
Strategic
Project Name& Project Objective 2015 2016 Alignment
® � J
19. Municipal Partnership Program
Principles outlined in the Municipal Sponsorship Strategy will be used to develop a Municipal Organizational
Partnership Program that will promote a coordinated and unified approach to identifying, Effectiveness&
costing and selling these opportunities for the benefit of the municipality and its residents. Efficiency
20. Neighbourhood Strategy
Develop strategy focused on:engaging and empowering more residents in planning, Neighbourhoods
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)
21. Leisure Services Governance Review Organizational
Review the City's internal governance practices as they relate to the delivery of leisure Effectiveness&
services, programs and facilities. (LFMPU Rec#18 and #19) Efficiency
22. Leisure Facilities Master Plan Project Prioritization Organizational
Prioritize LFMP Update recommendations for future implementation. 0 Effectiveness&
Efficiency
MEMO=11111111M
MI
0 W10
23. Management of Termite Infestations Organizational
Council request for research on termite mitigation measures,funding options and municipal Effectiveness&
benchmarking. A policy will be brought forward for council approval. 0 Efficiency
24. Electronic Plan Review(Phase 3) Organizational
Research electronic plan submission and plan review via the public portal for large scale Effectiveness&
projects such as institutional,commercial, industrial and high rise residential. Efficiency
MEN
MEN
25. Neighbourhood Property Standards Compliance Strategy
Revisions to existing property standards by-law and related initiatives to promote voluntary Neighbourhoods
compliance and reduce reliance on traditional enforcement methods.
26. By-law Public Awareness Campaign
Enhance existing public awareness campaign related to municipal by-laws and maintaining Neighbourhoods
healthy neighbourhoods.
29
3 - 43
Strategic
Project Name& Project Objective 2015 2016 Alignment
27. Responsible Pet Ownership Strategy
Work in conjunction with City of Waterloo and KW Humane Society to develop a series of Neighbourhoods
actions to encourage responsible pet ownership.
® ®a lo,
28. Implementation of 2015 AODA Standard Requirements Organizational
Implement the 2015 AODA regulation requirements including: launching of amalgamated Effectiveness&
Efficiency
corporate training program,tactile warning plate project(dops), updates to urban design
manual(dops),accessibility requirements for the website and development of a
maintenance plan for accessible features in facilities(dops). LFMPU Rec#8
29. Neighbourhood Association On-Line Registration-Phase 4
To expand access to CLASS registration as a tool to those NA's interested in using it,and to Neighbourhoods
increase service delivery and ease of access to program registration for the public using NA
programs. Phase 4 will likely include Victoria Hills, Cherry Park and Chandler Mowat.
30. Leisure and Best of Times Publication Review
A complete review of all aspects of the two publications including: vision,goals,content Organizational
(required information,allocation of space),set-up/presentation,effectiveness, Effectiveness&
audience/target, budget(revenues/costs),alternate mechanisms for providing information to Efficiency
the community now and into the future. Assess as a marketing tool vs. revenue driver.
31. Development of Business Case for Expansion of Doon Pioneer Park Community
Centre(DPPCC) Neighbourhoods
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
32. Youth Engagement Audit
An organizational audit to determine how"youth-friendly'or engaging the City of Kitchener is
as an organization to get a sense of our strengths and weaknesses based on the following Government
key indicators: sets out clear expectations and honest limitations,encourages creativity and
difference, makes connections between generations, provides mentorship and support,and
communicates openly and follows up. Interviews and focus groups will also be conducted.
33. CLASS Recreation Software Replacement
To source a tool that will meet the needs of recreation and sports management software, Organizational
facility rental,activity and participant management software, point of sale options.We are Effectiveness&
looking for a tool that will meet the needs of our future technology demands and provide Efficiency
innovation that encourages web based solutions.
�ffirr �v V�
34. Jack Couch Ball Park Review Neighbourhoods
Determine the need for refurbishment or replacement. LFMPU Rec#35
35. Ice Strategies for Inventory Replacement
Ensure the supply of ice aligns with the demand. LFMPU Rec#34 Neighbourhoods
30
3 - 44
Strategic
Project Name& Project Objective 2015 2016 Alignment
36. Golf Operations Operating Standards Review Organizational
Update and circulate operating procedures to increase staff knowledge and accountability. Effectiveness&
Efficiency
37. Future Auditorium Replacement Strategy Organizational
To outline the planning steps for replacement of the Auditorium in 15-20 years. LFMPU Effectiveness&
Rec#35 Efficiency
38. Williamsburg Phase II Expansion
Continue to tender construction documents,award tenders,and construct Phase II to Neighbourhoods
increase cemetery inventory.
39. 5-Year Fire Master Plan
To develop a 5-year road map for the Fire Department to meet the needs and circumstances Neighbourhoods
of the community, Council and staff.
40. EMS-TIF Rework Organizational
Re-work of EMS-TIF interface between CriSys dispatch system and ambulance dispatch Effectiveness&
system. Goal is to standardize the vendor interface between CriSys and CADFusion. Efficiency
41. Mobile Terminals
CriSys Vehicle Software and Mobile Data Terminal Pilot Project Implementation-provide Organizational
mobile data terminals in Command Unit;connected to CriSys Computer Aided Dispatch Effectiveness&
(CAD);supports bi-directional flow of information and live updates between Dispatch and Efficiency
responding crews.
42. Telestaff Organizational
Implementation of an automates staff attendance scheduling system to record attendance, Effectiveness&
overtime hours and allocation,staff availability and automatically fill vacancies. Efficiency
43. 2014 Next Generation 911 Rollout Organizational
Update 911 service infrastructure in accordance with North American CRTC standards. Effectiveness&
Efficiency
44. Regional Emergency Communications Centre Organizational
Review the feasibility/implementation and operations of a Regional Emergency Effectiveness&
Communications Centre. Efficiency
45. Regional Radio System Upgrade Organizational
Implement multi-year plan for a new Regional Trunked Radio System. Effectiveness&
Efficiency
46. Development Incentives for Affordable Housing
Research into the broader legislative and policy framework for creating incentives for the Development
inclusion of affordable housing within multi-unit development could be conducted in 2015,
along with the identification of leading practices in the municipal sector.
*Not built into the 2015 budget
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3 - 45
Strategic
Project Name& Project Objective 2015 2016 Alignment
Residential Infill Guidelines
47. Infill guidelines have been identified as a key area of focus of the comprehensive review of Development
the Urban Design Manual which is scheduled to take place during 2015-2016. In 2015 staff
will be developing draft guidelines and seek feedback from the development industry and the
community at large. 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.
48. Cultural Heritage Landscape Study
Conduct a study of potential locations that meet the criteria for consideration as a Cultural 0 Development
Heritage Landscape and provide recommendations.
49. Kitchener Growth Management Strategy: 5 Year Review
Review the status of action items from the 2009 KGMS,conduct improvements to data Development
systems,determine any adjustments to how we plan for and manage growth and provide
any updated recommended actions.
50. Kitchener Growth Management Plan 2015-2017
Prepare the biannual Growth Management Plan. 0 Development
51. Central Stations RT Station Area Plan
Undertake all components required to complete development scenarios,technical analysis, Development
preferred option,community engagement, implementing land use changes and other
recommendations for the Central Stations Area.
52. Urban Design Manual
Undertake a full review of the urban design manual to implement the new Official Plan, make Development
the document more efficient and effective,complement with specific design briefs,etc.
53. Comprehensive Zoning By-law Review
Undertake a multi-phase,comprehensive review of the City's Zoning By-law 85-1 to Development
implement the new Official Plan and other required changes.
54. Midtown RT Station Area Plan
Undertake all components required to complete development scenarios,technical analysis, Development
preferred option,community engagement,and recommendations for the Midtown Station
Area.
55. Rockway RT Station Area Plan
Undertake all components required to complete development scenarios,technical analysis, Development
preferred option,community engagement,and recommendations for the Rockway Station
Area.
*Not built into the 2015 budget- resources to carry-out this project are not built into the 2015 budget.
Commitment to this initiative is dependent on Council approval of a specific 2015 budget request (i.e.
strategic initiative or issue paper).
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3 - 46
FINANCE AND CORPORATE SERVICES
2015 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 does this by managing public funds, human resources, information, risk and
technology, and ensuring legislated and legal compliance.
Organization Chart
Total 2014 FTE: 186.7 Deputy
Finance e&&
Corporate
Services
Technology
Financial Human Legal Legislated Supply
Accounting planning Resources Innovation& Services Services Revenue Services
Services
Environmental Scan
• Progress is being made on implementation of the department's Service Strategy (2012-2017)
to enhance service delivery to internal partner departments through a focus on internal
relationships, continuous improvement, value, communications and culture.
• Citizen expectations for enhanced financial accountability, transparency, openness and
engagement create the need and opportunity for the department to improve access to public
information and deliberations, and citizen participation in city activities and decisions.
• Major changes in technology are underway and on the horizon. In 2015, the commitment and
investment in the SAP Customer Relationship and Billing module (CR&B) will significantly
impact Revenue and IT. An ongoing body of work and commitment of resources will further
support SAP operation and enhancements.
• Quickening pace of legislative change impacts most department services, including a unique
role to interpret impacts, build awareness for change, and support implementation across the
corporation. Key in 2015 will be requirements for Accessibility for Ontarians with a Disability Act
(AODA) and Globally Harmonized System for the classification and labelling of chemicals
(replacement for WHMIS).
• 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.
• Changing public expectations for access to information, immediacy of response, online service
delivery, and flexible bureaucracy are key trends impacting areas of the department.
33
3 - 47
85%
ADMINISTRATION & INTERNAL AUDIT Core
Deputy CAO, Finance& Corporate Services and City Treasurer, Dan Chapman Service
This service is delivered by..
Four full-time positions, in addition to the Deputy CAO, and an estimated 85% of capacity is
dedicated to the provision of core service.
What we do
This service provides strategic leadership for the Finance and Corporate Services department
through: direction-setting and planning, sponsorship 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. The area also oversees and manages the City's
open government program and action plan priorities. 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 identify and implement service improvements and innovations to meet the goals of the
Coordination & departmental service strategy, build effective relationships with partners throughout the
Improvement organization and support effective and efficient service delivery
Ilnternall Audit analyze data and business processes to provide recommendations for improving
compliance with policy, procedures and legislation, ensuring adequate controls are in
place and city-wide operations are as efficient and effective as possible
Departmental coordination and oversight of meetings and events within the department, including
Administration support for the departmental budget, business planning 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 department's Service Strategy is
focused on enhancing service through internal relationships, continuous improvement, value,
culture and communications. Internal Audit work encompasses an ongoing body of controls work
which 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, support for Council processes is provided to the Legislated Services
division.
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
budget 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.
• Enhancing open government through priority actions supporting participation, transparency
and accountability will continue to be an important focus for the organization.
34
..........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
ACCOUNTING 90%
Director of Accounting, Brenda Johnson Core
Core
Service
This service is delivered by..
14.5 full-time positions, including one position that is shared 50/50 with the Revenue Division. An
estimated 90% of capacity is dedicated to the provision of core service.
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. Accounting provides direction on financial controls, policies and procedures to
ensure internal controls are adhered to. Work is done in compliance with reporting requirements
of Ministry of Municipal Affairs and Housing, Generally Accepted Accounting Principles, Canada
Revenue Agency's payroll legislation, The Excise Tax Act, the City's purchasing by-law and the
Construction Lien Act. Key functions include-
Payroll process payroll and T4's for all full-time and part-time employees and some affiliated
groups
Accounts receive and process supplier invoices for payment, performs audits on payments and
Payable 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
Salley Tax provide sales tax expertise and process monthly HST returns to maximize the City's
Administration tax recoveries
Financial prepare the Annual Financial Report and the accounting schedules for the Financial
Reporting Information Return including detailed schedules for the Municipal Performance
Measurement Program for the province
Accounting processes payroll and T4's for 2,825 full-time and part-time employees and some
affiliated groups. This includes the manual calculation, verification and auditing of more than
5,000 payroll adjustments including parking, mileage, bike loans, computer loans, cemetery plans,
savings bonds, charities and other savings plans. They receive and process approximately 53,000
invoices for payment to suppliers, issuing 20,000 cheques, 1,150 electronic fund transfers
annually, and perform audits on these payments. Accounting manages the relationship with the
city's bank and communicates and exchanges data daily with the 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.
Expectations of the organization for timely financial information management, analysis and
improved reporting will drive continuous improvement and are reflected in divisional projects
such as Internal Order Improvements and implemetation of CaseWare.
• Several corporate projects including banking services RFP,CIS/SAP replacement, Class Online registration system will 1:[;Manual payroll
ustments annually
present resource challenges to Accounting staff in 2015.
CM1,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
• As the demographics of the workforce change, staff turnover will Invoices
increase due to retirements and leaves of absence, increasing processed annually
the number of manual payroll adjustments required.
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FINANCIAL
Director of Financial Planning, Ryan Hagey 75%
Core
Service
This service is delivered by..
Seven full-time positions and an estimated 75% of capacity is dedicated to the provision of 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, 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
Reporting prepare variance reports and financial projections for City Council three times per
year
Debt, Reserves & review and manage the City's investment portfolio weekly, review and manage the
Investments City's debt 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 tax and utility 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
" operating budget
Value of the City's
debt portfolio
® IValue of the City's® ® reserves
]
E,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
Value of the City's
investment portfolio
36
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Director of Human Resources, Michael Goldrup
HUMAN RESOURCES 80°�°
cAre
Service
This service is delivered by..
21 full-time positions and an estimated 80% of capacity is dedicated to the provision of 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.
Transactional benefits administration and related employee counseling,job description writing and
Services job evaluation, salary administration, and professional development
Professional advice and counsel on collective bargaining and grievance management, research into
Support 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 2013, the division completed a Corporate Talent Strategy,
oversaw the implementation of initial `signpost' actions in the refreshed People Plan, and began to
transition responsibility for vehicle and equipment assessment and training to the Fleet division.
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 2013
required to help clients ensure the workforce has the capacity to
achieve work demands. � ti®rwl ��� Vehicle/equipment
training classes in 2013
• Attracting and retaining top talent will be an increasing challenge
as the labour force changes in terms of supply and diversity.
Professional dev.
• Development programming will need to be more skill-specific to ' ® classes in 2013
ensure that knowledge is built and shared and also because this
will continue to be a fundamental retention tool.
=descriptions• The health and safety of an aging workforce will present c
challenges in both job design and use of new tools and technology
and the duty to accommodate will create workforce pressures.
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3 - 51
Director of Technology Innovation and Services, Dan Murray
TECHNOLOGY INNOVATION AND SERVICES 50%
Core
Service
This service is delivered by..
58 full-time positions and an estimated 50% of capacity is dedicated to the provision of 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.
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, telecommunications and mobile computing technologies
Geographical geo-spatial data management and mapping services
Information
Business management of all structured data resources, systems administration of software and
Systems & hardware for database management systems, enterprise application and systems
Services architecture, software development and maintenance, and software quality assurance
IIT projects 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 at over 50 different locations within the city. This service is leading the implementation of
the Corporate Technology Strategic Plan, has been identified as a major resource in over 40 other
business plan projects and partners with all divisions to assist in the delivery of their departmental
business plan projects involving technology.
Looking Forward
• Expectations of knowledge workers and current technology trends such as mobile computing,
cloud and social media are challenging traditional IT processes.
� �
• Mobile computing and increasing consumerization of end-user End users supported
devices will make the management of these devices increasingly
difficult and result in shorter technology Iifecycles.
Different city-owned
• The SAP Tax and Utility Billing project will consume a great deal of sites supported
IT staff resources in 2015 and into 2016. This is a complex,
customer facing system that will directly impact over 40 per cent of Client projects
all IT staff resources during the project. The system is scheduled to completed in 2014
go live in Q4 2015.
• The introduction of a Business Intelligence system in 2015 will ® Ad-hoc mapping
consume significant staff time to implement but will improve the requests
capability of the corporation to use data to drive decision making.
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LEGAL SERVICES
City Solicitor, Lesley MacDonald
Core
Service
This service is delivered by..
Nine full-time permanent positions, occasional co-op placements and an estimated 90% of
capacity is dedicated to the provision of 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
Ball Estate/ acquisitions, disposal, easements, expropriation, surplus designations, environmental
Environmental issues, releases, road closings, fagade loans, title searching and registrations, tax sales,
industrial consents, encroachments
-flaws / 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
OlMB, Tribunals represent the City at the Ontario Municipal Board hearings, before tribunals, and other
and 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. 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.
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LEGISLATED SERVICES 85%
Director of Legislated Services and City Clerk, Christine Tarling
Core
Service
This service is delivered by
17 full-time positions, three part-time positions, occasional co-op placements and an estimated
85% of capacity is dedicated to the provision of 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
Legislated Services is responsible for providing services, consultation/advice and training in the
areas of-
Office of-the City oversees statutory and legislated requirements including preparing public notices,
Clerk Council policies and by-laws; oversees community boards and advisory committee
appointments, the municipal election, and acts as signing authority for the City
Council/ organizes and records standing committee and council meetings, public hearings and
Committee closed council meetings and the preparation of minutes; provides advice and guidance
Services on procedural by-law; receives and processes death certificates and issues burial
permits
Corporate manages corporate records, archives, micrographics and imaging, corporate libraries,
Records oversees access and privacy requirements, and coordinates Freedom of Information
rchiive Services requests
Licensing issues, inspects and enforces business licenses, issues lottery licenses, and audits
lottery organizations' reports; processes applications for and issues marriage licenses
mill Room processes, sorts and distributes incoming and outgoing mail
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 2013: Council and
Committee Services processed approximately 711 death certificates, and coordinated/supported
12+ Committees of Council with 400+ committee hours. Corporate Records performed 925
records retrievals, 263 archives requests, 931 refiles, 499 carton transfers, 812 carton
destructions, 9,551 pages microfilmed, 133 hours of records analysis, almost 50 hours for FOI
requests. Licensing issued approximately 1283 marriage licenses, 2320 business licenses and
nearly 350 lottery licenses, and answered approximately 5850 business and lottery license
enquiries. The mailroom processed almost 380,000 pieces of mail.
Looking Forward Marriage Licenses
• Increased expectations from the public and Council for access to Issued
corporate records and information, increasing public awareness of
C11E,,,,,,,,,,,,,,,,,,,,,,,, ,our archives and specific corporate initiatives, such as Open Government and business continuity planning will drive new crofilmed
workload in this service.
• Possible impending changes to lottery licensing, emerging industry usiness&lottery
trends, new technology, new industry-related best practices and a C11 licenses issued
changing business environment present challenges for the future.
• Emerging requirements for electronic minute-taking, agenda Pieces of mail sorted
management and electronic document management system.
&processed
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REVENUE 85%
Director of Revenue and Deputy Treasurer,Joyce Evans core
Service
This service is delivered by..
34.5 full-time positions, including one position shared 50/50 with the Accounting Division. An
estimated 85% of capacity is dedicated to the provision of 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:
Property Taxes billing and collection of interim, final and supplementary taxes as well as payment in
lieu of taxes; Assessment management and protection; Review and appeal of property
assessment information received from the Municipal Property Assessment
Corporation; Preparation of related Financial Information Return (FIR)schedules
Customer Service customer face for the city, customer account management, issue utility and tax
certificates, provide support to internal customers, respond to inquiries and complaints
related to property tax and utility accounts
Meter Reading & complete water and gas meter reads accurately and in a timely manner, processing
Utility Billing utility bills and payments; property and account information maintenance
Payment payment processing including general payments, CLASS and miscellaneous revenue
Processing billing, collection and arrears management
Appliance administration of the appliance financing program
Financing
Business administration of the City's financial system (SAP) and customer information system
Systems Support
The Revenue Division bills approximately $530 million in city tax, utility and miscellaneous fees to
customers annually as well regional and education tax levies. 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) is a critical application that supports the city's
property tax and utilities revenue management and billing
processes. The division is embarking on a fifteen month project Revenue billed
which will see the replacement of CIS with the implementation a annually
SAP CR&B (customer relationship and billing) system for tax and
utility billing. This system will allow the ability to offer customers Tax&utility bills
various options including reviewing their bills online through a City 0 0 0 0 0 issued annually
of Kitchener portal. This will improve the overall delivery of
customer service to constituents.
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3 - 55
Director of Supply Services, Larry Gordon
SUPPLY SERVICES 85%
Core
Service
This service is delivered by..
18 full-time positions, one part-time position (split 60% Supply Services and 40%
Accounting/Financial Planning/Revenue), one temporary position and one co-op student, and an
estimated 85% of capacity 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 as well as manages
the operation of Central Stores, to support the municipal services for city residents. Key functions
include-
Procurement of prepare and issue formal bid solicitations, evaluate, participate on evaluation
Goods & committees, award and prepare recommendations for award, where applicable; prepare
Services and execute construction contracts and consultant agreements
Policies ensures policies and procedures are adhered to across the organization in accordance
Procedures with the purchasing by-law, municipal policies, provincial and federal legislative
requirements and provides direction on policies and procedures across the organization
Stores purchases and manages the City's inventory and distributes to internal user groups
Management
Supply Services is guided in their purchasing procedures by the City of Kitchener Purchasing By-
Law, as approved by City Council as well as, municipal policies and provincial and federal
legislative requirements. Supply Services annually prepares issues, evaluates and chairs
evaluation committees for the purchase of more than $50 million dollars of goods and services
through approximately 200 bid solicitations. The division prepares and presents to Council
approximately 100 recommendations and prepares, executes and distributes approximately 20
construction contracts. They manage and issue approximately 300 purchasing cards; creates and
issues purchase orders and maintains vendor information in the City's Financial System (SAP);
ensures Contractor Safety Program (CSP) documentation is received and maintains and updates
125 Contract Purchase Order Vendor CSP documents; disposes of surplus goods and maintains
the online auction website. Stores maintain a 24 hour 5 days a week operation, distributes over $
2 million of inventory to other departments and maintains and updates 790 product Material Safety
Data Sheets. Supply Services is also responsible for procurement policy, procedures and review.
Looking Forward Value of the inventory
• Increased expectations of the public and City Council to receive managed
the best value for tax dollars being spent, ensuring that all goods
and services are acquired in an open, fair, transparent process Formal tenders
conducted in an ethical manner that is efficient and accountable. prepared annually
• Increasing volume of corporate projects will create additional
workload within Supply Services and new legislated requirements Formal bids
(AODA, European Trade Agreement, etc.) will potentially increase
Supply Services workload.
Growth of e-commerce, new technologies and business process v MSDS sheets updated
• g p 1 regularly
changes will be an increasing challenge.
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3 - 56
Corporate and Divisional Projects
Strategic
Project Name& Project Objective 2015 2016 Alignment
o
56. Performance Management Program
Develop and implement an organization-wide performance management program to instill
greater accountability for employee performance,through a refreshed Let's Talk program for Organizational
staff,updated Leadership Let's Talk program for management to incorporate leadership Effectiveness&
competencies/traits and alignment with business plans. The project also includes Efficiency
implementation of the PeopleSoft Performance Management module.
57. Internal Order Process Improvement
Create efficiencies in SAP for asset accounting processes,capital project/reporting Organizational
Effectiveness&
processes.
Efficiency
58. Financial Reporting Improvements-Caseware Implementation
Automate certain financial reporting processes including working papers for internal review Organizational
- Effectiveness&
and auditors'review, Financial Statements and Notes,and Financial Information Returns. Efficiency
59. Employee Loan Program Review
Review employee loan programs(bike loan,computer loan)as per Corporate Leadership Organizational
Team direction to determine if these are valuable programs for employees and financially in Effectiveness&
the best interest of the corporation. Efficiency
60. Banking Services-Request For Proposals
Establish project team to scope requirements for RFP for banking services. Prepare RFP Organizational
and all requirements for proposal. Issue RFP and evaluate proposals.Award banking Effectiveness&
services(by August 2016)at the latest. Efficiency
o
61. Review Allocation of Internal Overhead Costs
Analyze how divisions charge out their costs to other divisions and confirm the existing Organizational
approach or recommend changes. Effectiveness&
Efficiency
62. Long Term Financial Plan
Prepare a consolidated long term financial plan that will be the financial framework for Organizational
the City going forward.The framework will incorporate policy work pertaining to reserves, Effectiveness&
debt,and enterprise investments. Efficiency
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3 - 57
Strategic
Project Name& Project Objective 2015 2016 Alignment
63. Implementation of the Globally Harmonized System(GHS)of Classification and
Labelling of Chemicals(WHMIS Replacement) Organizational
GHS is a system that defines and classifies the hazards of chemical products, and Effectiveness&
communicates health and safety information on labels and material safety data sheets Efficiency
(called Safety Data Sheets,or SDSs, in GHS).The goal is that the same set of rules for
classifying hazards,and the same format and content for labels and safety data sheets
(SDS)will be adopted and used around the world.
o
64. Workplace Accommodation Review
Conduct a comprehensive review of Workplace Accommodation supports provided to Organizational
employees for occupational and non-occupational injury or illness to ensure efficiency, Effectiveness&
effectiveness and employee and supervisor satisfaction,full compliance with all legislation, Efficiency
corporate policy compliance, key performance measures and risk assessment.
65. Implement First Phase of Corporate Talent Strategy Organizational
In phases, Human Resources will review and redesign across programing including Effectiveness&
performance management,succession planning and recruiting. Efficiency
66. Implementation of the Mobile Strategy
The mobile strategy developed in 2013 defines a number of required initiatives to position Organizational
the City to support increased mobile device usage. Consideration should be given to Effectiveness&
productivity and efficiency improvements in work processes. Efficiency
67. Corporate Technology Strategic Plan&Digital Strategy
Set clear priority areas for the further development of Information Technology services to Organizational
continue to meet the evolving needs of the organization.The development of a broader Effectiveness&
community digital strategy will be considered as a component or as a distinct strategy. Efficiency
o
68. Wi-Fi Rollout—Phase 2 Sites Organizational
Investigation of extending the reach of free public Wi-Fi in a number of public locations as Effectiveness&
directed by Council. Efficiency
69. Open Data Portal Launch and Data Set Automation
An Open Data portal launch is expected early in 2014 and a number of data processes will Government
need to be automated in order to deliver the data to the portal.
o
70. Records Retention Requirements Organizational
Effectiveness&
Review records retention requirements, implement improvements and record housekeeping. Efficiency
71. Contracts Review Process
Review the process for contracts development including initiation,timing, procedure and
timeliness,to improve effectiveness and clarify roles and responsibilities.
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Strategic
Project Name& Project Objective 2015 2016 Alignment
OEM
72. Business Continuity Plan Implementation Organizational
Effectiveness&
Finalize and roll out corporate Business Continuity Plan(BCP). Efficiency
73. 2014 Municipal Election
Efficiently facilitate an open,fair and impartial process that encourages participation and Government
inspires confidence in the 2014 municipal election. Conduct a post-election review and
report to Council.
74. Open By Default Strategy Implementation
To help advance the Open Government initiative to increase transparency by developing Government
and implement systems,training and procedures, including routine disclosure and active
dissemination processes,to instill the operational principle that city data and information
should be made available to the public subject to legislative and legal constraints.
o
OmniRIM Major Version Upgrade
75. Upgrade the City's hardcopy records management system to be Windows 7 compatible and 0 Organizational
to enhance record-keeping functionality. Effectiveness&
Efficiency
Online Business Licensing Organizational
76. Effectiveness&
Implement first phase of online Business Licensing e.g. pilot with business license renewals. 0
Efficiency
Electronic Agenda Management Organizational
77. Create, prepare,approve and publish meeting agendas in a more efficient,collaborative and Effectiveness&
streamlined manner. Efficiency
Electronic Document Management System
78. Research and evaluate the potential procurement and implementation of electronic agenda Organizational
management software to create, prepare,approve and publish meeting agendas in a more Effectiveness&
efficient,collaborative,streamlined and paperless manner. Efficiency=71
79. SAP Customer Relationship&Billing(CR&B)Implementation
SAP CR&B is being implemented to replace the City's aging Customer Information System, Organizational
a critical application that supports the City's property tax and utilities revenue management Effectiveness&
and billing processes.The new system will offer an enhanced customer experience Efficiency
including the ability to review bills online through a City of Kitchener portal. Implementation
is a 15 month project significantly impacting the Revenue and IT divisions.
Purchasing Audit Action Plan and Implementation Organizational
80. Develop and implement an action plan to respond to Purchasing comprehensive internal Effectiveness&
audit key findings and recommendations. Efficiency
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Strategic
Project Name& Project Objective 2015 2016 Alignment
Create a New Contractor Safety Program Policy and Procedure Guide Organizational
81. Effectiveness&
To ensure that Contractors will understand/comply—ensuring a safer workplace. Efficiency
ADOA/Integrated Standards Regulation Organizational
82. Effectiveness&
Develop a process to ensure that any and all third parties the City uses/hires Efficiency
(contractors/vendors/suppliers are compliant).
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INFRASTRUCTURE SERVICES DEPARTMENT
2015 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 Sidewalks Traffic Signage
Parks Sports Fields Forestry
Environmentally Sensitive Areas Foot Bridges Trails
Playgrounds City Gardens Community Garden Plots
Vehicles and Trucks Heavy Construction Equipment Turf Maintenance Equipment
Storm&Sanitary Sewers City Hall Community Centers
Parking Structures Parking Lots Pumping Stations
Natural Gas and Water Lines Gas and Water Meters Rental Water Heaters
Arenas Aquatic Facilities City-owned Leased Facilities
Kitchener Operations Facility
Organization Chart
Total 2014 FTE: 571.6 Deputy CAO,
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 and/or staff resourcing to support that growth.
• Due to asset growth and legislated/regulatory requirements and changes, core service
workload increases have outpaced Staff complement increases 3 to 1 in the past eight years.
• Despite concerted efforts by the divisions within Infrastructure Service Department, core
services workloads are outpacing the benefits attained through readily-achievable process
improvements and efficiencies.
• The majority of Infrastructure Divisions have arrived at the tipping point in their abilities to meet
service level expectations. Future asset or service level growth within any given core service
area will invariably begin to lead to a degradation of service levels in other areas.
Unfortunately, there are currently no resources available to assess or determine: further
process improvements and efficiencies to offset asset growth or increases in service level
expectations growth; which service(s) will be affected and to what extent; the impact of service
level reductions on the Corporation or its constituents; what tack to take to avoid or combat
reductions in our ability to provide services at a given or expected service level.
• The absence of a formal corporate Information and Data Management entity or plan severely
hampers any attempts to align divisional information needs with (potentially) available data
that is scattered within numerous corporate and software databases.
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ADMINISTRATION 80%
Deputy CAO Infrastructure Services, Dev Tyagi 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 the provision of 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
lice
Coordination & identify and Implement service improvements within the department using the Council-
Improvement approved prioritization matrix to establish the types of reviews and their timing
Departmental coordination and oversight of meetings and events within the department, including
Administration support 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 a 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
• Due to current resourcing levels, an INS division can anticipate a delay of 15 to 18 years
before receiving the full complement of operational reviews (Process, Functional, Impact, Risk,
Service Delivery, etc.).
• Attempt to establish clear protocols between the design/development and operational entities
of the organization to ensure that maintenance funding needs are fully assessed and verified
in parallel with the capital cost assessment stages.
• Corporate standards for reviews need to be established to ensure consistency and alignment
while performing reviews that have inter-departmental touch-points and/or implications.
• With support from the Engineering, Asset Management and Operations Divisions, establish
foundational frameworks for continuous improvement, process management, and change
management.
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ASSET MANAGEMENT 97%
Director of Asset Management, Hans Gross core
Service
This service is delivered by..
23 full-time positions, one part-time, two temporary and three summer positions, and an estimated
97% of capacity 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 I Management develop detailed and advanced asset management plans for all 12 Asset Groups
Prcgraim 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
emedliatiicn property in accordance with Ministry of the Environment and City of Kitchener
Program directives, guidelines and objectives
Data I Management& database and work order management, administrative support and reporting for the
Admiin following divisions: Operations, Facilities Management and Utilities
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. They support 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. The division develops a
corporate report card on the city's assets and provides regular updates on progress.
Asset Management implements, maintains, and administers CityWorks, and related databases as
well as provides front-line support for the Operations division, Facilities Management division and
Utilities division for computer software and hardware related issues. They implement, oversee
configuration, development, new models/mobile requirements, process improvements, reporting
requirements and system functionality collaboration of CityWorks. Work also includes:
administering all programs within the Operations, Facilities Management and Utilities divisions;
adhering to users legislative and regulatory requirements; providing financial research and reports
and 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. Work will continue on the Accelerated Infrastructure Program.
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CONCRETE MAINTENANCE
Director of Operations,Jim Witmer
Core
Service
This service is delivered by..
18 full-time positions and an estimated 98% of 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 Repair& 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 approximately 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 address 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 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 Km's of sidewalk
where placed adjacent to boulevard trees. inspected annually
.......................................................................................................................................................
® � Sidewalk defects
repaired annually
EIIE fix defects
detected
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CUSTODIAL SERVICES 99%
Director of Facilities Management, Cynthia Fletcher core
Service
This service is delivered by..
14 full-time positions, 68 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 the 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 does not
provide in-house service. Key functions include-
Cleaning & perform planned cleaning and caretaking services (e.g. washroom supply replenishing)
Caretalkiing for city-operated facilities, respond to emergency custodial situations, client requests
for building custodial services and planned/unplanned event setup and takedown
Minor Repair provide minor maintenance and repair service (ceiling tile replacement, light bulb/tube
aiintenance replacement, etc.)
Garbage, coordinate the equipment, develop processes and perform garbage, recycling,
Recycling, & hazardous waste management and disposal for city-operated facilities; manage
Hazardous Waste external contracts related to garbage, recycling, hazardous waste management and
disposal for city-operated facilities
Flag protocol) & raise and lower flags, monitor condition of flags and replace as needed at all city
aiintenance facilities and cenotaphs
Custodial Services provides 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 staff). 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 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
• 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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Director of Engineering, Hans Gross
ENGINEERING 95%
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. Key functions include:
Caiitall undertake infrastructure asset condition assessments, environmental assessments and
Programming miin 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 & undertake environmental assessments of identified capital projects, followed by the
Approval of design and approvals of infrastructure capital works for sanitary, storm, water, road,
Caiitall Works 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
Subdivisions and subdivisions
Through the sanitary and storm utilities, Engineering is responsible for the policy development,
operation, maintenance and 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 approximately 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.
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FACILITY PLANNING, PROJECT/ENERGY 95%
BUILDING MAINTENANCE & REPAIR Core
Director of Facility Management, Cynthia Fletcher Service
This service is delivered by..
33 full-time positions and an estimated 95% of capacity is dedicated to the provision 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 assets 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 industry best practices and collaborate with stake holders to identify areas for
Management enhanced energy efficiency: design, commissioning of equipment, operating procedures,
incentives etc.
Preventative perform preventative maintenance and repair to reduce the incidence of breakdowns and
aiintenance & failure; Troubleshoot and correct building environmental concerns: heating, cooling,
Repair indoor 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 performs maintenance, ensure legislated compliance, and provide
consulting service to arms-length stakeholders related to facility renovations and new construction
(eg. Centre in the Square, KPL, Museum).
Looking Forward structures
As South District Park facilities are designed/built, trade resources El!f ged
• will ne ed to be reviewed. The complement of trade staff has not
increased in the last eight years. square footage of
• As the division automates more processes, information and data facility footprint
management will impact operating/maintenance and long range
asset planning. I Building component
asset programs
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FLEET MANAGEMENT 97%
Director of Fleet, Don Miller Core
Service
This service is delivered by..
38 full-time positions, the majority of which are required to hold specific certificates of
qualifications, and an estimated 97% of 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-
Fleet Planning monitor fleet asset utilization, prepare life cycle costing, annual equipment review and
replacement program, asset evaluation, replacement approval, budgeting
Fleet I e hanlicall perform vehicle repairs and preventative maintenance inspections and repairs, to
reduce the incidence of breakdowns and comply with legislated safety requirements
Fuel Distribution daily monitoring, repair and maintenance of fuel distribution sites, including Technical
Management Standards and Safety Act Inspections, maintain records, and monitor fuel consumption
Vehicle & responsibility for providing the training and proficiency assessment for vehicles and
Equipment operative equipment utilized within the corporation; This responsibility was transferred
Training from the Human Resources Division at the end of 2014
Management of a fleet of 1410 vehicles/equipment with a value of $39 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 cost
recovery. Vehicle licencing to MTO and Ministry of Environment 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 distributes 1.7 million L of fuel annually via four fuel
distribution sites, monitoring fuel distribution/consumption including corrective actions for non-
conformities. 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 inspection. Customized fabrication and 35,000
Repair and maintenance activities are completed annually. 10% of
repair and maintenance activities are outsourced as specialized and city vehicles
cost prohibitive to perform with our own staff, examples include: glass maintained
repair/replacement, tire replacement, retreading, repair, automotive
exhaust repair. New vehicles
purchased annually
Looking Forward El
Trending towards increased use of alternate fuels and environmental Maintenance&
friendly products to reduce environmental impacts and control costs. repairs annually
New advancements in vehicle/equipment technologies will require cl: I
increased technician training and procurement of advanced diagnostic
technologies. Recruitment challenges will be faced in the upcoming ism ted/y
years as the result of staff turnover due to retirements combined with a distributed/yr
forecasted shortage of qualified Motive Power Technicians.
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FORESTRY, HORTICULTURE & TRAIL MAINTENANCE
Director of Operations,Jim Witmer 98%
Core
This service is delivered by..
Service
25 full-time positions and 26 seasonal staff, and an estimated 98% of capacity is dedicated to the
provision of 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 include:
Forestry planting and watering of new trees, pruning of existing trees, removal of declining unsafe
Management trees, stump removal and pest management
Horticulture maintenance of major parks, city-wide gardens, flower and shrub beds, community
aiintenance garden plots, City office plants, facilities grounds and greenhouse operations
Inspection & inspect and maintain boardwalks, pedestrian bridges, trails and trail head parking lots,
aiintenance 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.
• Negotiations with contractors is underway to compress expected wait times for stumping and
replanting of trees removed due to the Emerald Ash Borer.
• Increasing the capacity of this service to implement an effective Playgrounds
structural pruning program will create long-term efficiencies and ® inspected/3 weeks
improve the health and sustainability of City trees.
• Flexibility of the timing to remove tulip bulbs, then install annuals Kms of City trails
and still clean and remove weeds in shrub bed and perennial ® maintained
planting beds is a challenge. Design considerations for new and
different looking planting bed material.
Street trees in the
• Converting more granular trails to hard surface will allow for more City of Kitchener
efficient year-round maintenance and greater community use of
these amenities.
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NATURAL GAS UTILITY
Director of Utilities, Wally Malcolm 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 Kitchener
Utilities (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 OEB and TSSA
Appliance Service provide discounted financing and specialized services that focus on heating and
Financing cooling equipment inspection and maintenance, such as central air conditioning units,
furnaces, hot water heaters, clothes dryers, fireplaces, pool heaters, ranges, 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, 12.5 kms of new gas mains, 7,800 statutory meter changes, 30 new
commercial/industrial meter sets, and 12,000 line locates completed per year. The Operations
Centre responds to 47,000 inbound calls and makes 48,000 outbound calls, which translate into
numerous gas and water work orders being generated. 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. A recent trend has Gas customers been an increase in both the number and complexity of proceedings.
Looking Forward
® New gas service
• The preference of KU customers for stable rates relative to variable connections/yr
market prices achieved under passive management of the supply
price will be thoroughly canvassed in 2014. Based on the results of
this survey of customers, there may be changes in the price Statutory meter
management of gas supply. changes
• City growth, system age increasing, legislated changes, distribution ® � Appliance service
relocation (LRT, road authorities, etc.) create future challenges for calls/yr
this service.
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PARKING 95%
Director of Transportation Services,Justin Readman core
Service
This service is delivered by..
Seven full-time and 30 part-time staff, and an estimated 95% of 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
Design 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, 18 municipal
surface lots and various downtown parking meters. In total, Parking currently oversees the
operation of 3,344 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
2014, 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, with substantial
completion of the civic district garage in 2014. 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 customer support
collection, snow removal, cleanliness) and servicing all of the facilities
high-tech parking equipment including entry and exit gates, entry and
exit ticket terminals, 14 pay on foot stations, and 18 pay & display units. off-street parking
spaces
Looking Forward
• Demand has remained relatively flat over the past few years. C[]On:-s:treet parking paces
• As mandated, the Parking section is to be both fiscally sustainable
and supportive of TDM initiatives. As a result, municipal parking Surface Parking
rates have increased substantially in comparison to private sector Lots
rates resulting in offering services with the highest rates. El:
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PARK OPEN SPACE DESIGN AND DEVELOPMENT
Director of Operations,Jim Witmer
Core
Service
This service is delivered by..
Eight full-time positions and three seasonal positions, and an estimated 98% of this capacity is
dedicated to the provision of 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:
Policy& Planning park, trail, and open space planning, landscape architecture and design, stewardship
and policy development, including neighbourhood consultation for park rehabilitation
Project Delivery oversee park construction and rehabilitation capital projects, including in-house and
consultant-led projects
Development site plan and subdivision planning review and comment
Review
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 equipment 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.
Hectares of open
• City staff will continue to look for opportunities for sponsorships and space in the City
alternative funding options to accelerate implementation of walking
and cycling connections.
® Km's of City trails that are managed• Work is planned to get underway on the South West District Park
with funds allocated in the 2015 Capital Budget.
Neighbourhood
input sessions/yr
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ROAD MAINTENANCE & SANITATION
o
Director of Operations,Jim Witmer 98 �p
Core
This service is delivered by..
Service
44 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 capacity is dedicated to the provision of
core service.
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.
Key functions include:
gad 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
Debris Pliclk-up sweeping in 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. 2,000 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. 440 city-wide waste receptacles
are emptied per week during the summer and 300 are emptied during the winter, with some
emptied up to three times per week. Regional Roads and all arterials are swept every 3-4 weeks
while lower volume streets are swept approximately four times per season. Power washing
downtown sidewalks and roadways is performed 4 - 6 times annually.
ane kms of roads
Looking Forward cl: maintained
• Road infrastructure is deteriorating faster than the revenues
necessary to maintain the infrastructure at an acceptable level. Days/week curbside
Asset Management Rule: If a service is not fully funded, it is not collection downtown
sustainable, if it is not sustainable, it will eventually fail or fall to an
unacceptable level. ® ® � Waste receptacles
!!!!!!!!!�'' emptied in summer
• Currently waste receptacles in parks offer no recycling option.
Trends towards recycling, especially in parks will need to be
explored and the appropriate budget provided to implement the cl:Times downtown
service in the future. p ower-washed/yr
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SECURITY SERVICES & EMERGENCY PREPAREDNESS 95%
Director of Facility Management, Cynthia Fletcher Core
Service
This service is delivered by..
11 full-time positions and 14 part-time positions, and an estimated 95% of capacity is dedicated to
the provision of core service.
What we do
Security Services provides 24/7 incident management, monitoring and patrol services to city
owned/operated facilities and parking garages, parks, golf course and cemetery properties, and
the downtown. Emergency Preparedness staff ensure city business lines/programs are in
compliance with legislation related to health & safety, life safety systems and emergency planning
(i.e. annual fire drills, fire alarm/sprinkler testing, and incident response). Key functions include:
oniitor and provide a security presence and monitor security related issues for all City facilities and
Patrol features, physically and electronically, patrol and respond to concerns
Respond -to manage security related issues, respond to requests for security or emergency health
Calls/ Incident support, first response/contact for all facility issues after hours; including access for
Management contractors, alarms, and staffing issues; provide expertise for emergency/incident
mitigation
Emergency prepare and facilitate training related to Facility Emergency Response; provide life safety
Preparedness review for COK capital projects, provide life safety plans and drawings to regulatory
authorities, and review plans and systems annually
Security Services monitor all emergency call stations from five parking facilities and all elevators.
Staff respond to phone enquiries as the only point of contact on the parking help line, all inquiries
for parking from 6 pm to 6 am daily and all day Sunday, for assistance or alarm calls after hours at
over 50 City facilities, all parks, all cemeteries, and two golf courses. Staff provide access to 24
hour parking facilities in the downtown 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 as
primary contact. After hours, they submit work requests for building maintenance, repair or
custodial services as required. They provide consulting service into specifications for security
systems, keyless access, CPTED, and Closed-Circuit Television (CCTV) cameras for City
managed new construction and renovation projects. On average, Security staff will handle 4,100
security related incidents annually. Emergency preparedness staff prepare materials, develop
processes and procedures related to facility emergency response teams; facilitate training for floor
wardens at City administrative buildings; assist stakeholders in developing, maintaining and
testing life safety plans and emergency procedures for all City occupied facilities.
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 Security incidents
increase our presence throughout the City. Handled annually
• Staff consistently need to clarify the role of Security personnel in Monitoring &Patrol
relation to stakeholder expectations (i.e. Security staff function Service
under a different legislation than the Police).
60
3 - 74
SPORTS FIELD & TURF MAINTENANCE 98%
Director of Operations,Jim Witmer
Core
Service
This service is delivered by..
27 full-time positions and 43 seasonal staff, and an estimated 98% of 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 Field top dressing, aerating, irrigation, over seeding, fertilizing, grooming, lining, back stop
aiintenance repairs, nets, court surface maintenance
Portable delivery, set-up and removals for special events
(leachers
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
Turf Iaiintenance regional 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, 61 soccer fields, seven disc
fields, 37 tennis and basketball courts, and 10 horseshoe pits. Staff also maintains 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. As part of the grass cutting activity, staff is required to pick up 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 ield rentals Cuff• 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 Sports fields that are
city is dealing with weed growth. If cultural methods cannot take maintained
care of the number of weeds then extra cutting needs to be
done. User groups
Litres of field lining
paint
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STORM WATER & SANITARY SEWER MAINTENANCE 98%
�)4�'°�AP,:°ftw of Op�A�'°Cdtiorls,./4'12 wit[17er� 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 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 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:
Puvumpiing alarm monitoring and testing, wet well maintenance, valve turning, pump maintenance
Stations 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
Leaf Collection curbside collection of loose leaves, set up and maintenance of nine 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 maintain 22 pumping stations
and are required to respond 24/7 to any alarm within 20 minutes. Staff maintains 816 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 maintain 600 km's of storm sewers
plus 81 km's of water courses, ditches, 60 oil grit separators, 9844 catch basins and 137 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. MKm s of sanitary
sewer maintained
Looking Forward
,,,,,,,,,,,,,,,,,,,,Trends and future challenges include: Cl Km's of storm sewer
maintained
• Meeting increased maintenance requirements due to aging
infrastructure until capital replacement occurs.
•
Responding effectively to meet the collection needs for new Pumping stations subdivisions i.e., new pumping stations, force mains, etc. due to maintained
increased portfolio from growth.
• Developing work plans that meet natural benchmarking requirements : ® I Catch basins
and best practices. maintained
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3 - 76
TRAFFIC & SIGNS
Director of Operations,Jim Witmer 98%
Core
This service is delivered by..
Service
Ten full-time and five seasonal positions, and an estimated 98% of capacity is dedicated to the
provision of core service.
What we do
Key functions of this service include-
Road Patroll routine inspection of road conditions to identify maintenance concerns
Pavement painting all pavement markings at signalized intersections and along paved roadways
arlkiings within the City
Regulatory Signs manufacture, install and maintain all regulatory and informational signage for
installation on the public right-of-way
Road Closures & for emergencies, special events and parades, hazardous road conditions, lane
Work Zone Set-up narrowing 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 manufacture 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 retro reflectivity, increased workload;
• Evolving community initiatives, e.g., sharrows, bike lanes, bollards.
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TRANSPORTATION PLANNING
Director of Transportation Services,Justin Readman 95%
Core
Service
This service is delivered by..
11 full-time and 99 part-time staff, and an estimated 95% of 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 and regional and provincial transportation projects. This service 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-
Transportation evaluation, assessment, design and siting of transport facilities, detours, traffic
Planning calming, road diets, on-street parking regulations, and implementation of master plans
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 three 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 2013, Transportation Planning
staff prepared 41 consent and 14 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
• Transportation Planning will be bringing forward a sidewalk infill policy as well as a road
renaming policy.
• 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.
• A focus for 2015 will include increased attention to traffic safety issues, including roundabouts,
working with Waterloo Regional Police to encourage effective enforcement of safe driving
behavior.
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3 - 78
WATER UTILITY
o
Director of Utilities, Wally Malcolm 98 �p
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
Conservation money and conserve energy
Water Heater supply and service water heaters on a rental basis, including 24/7 service for repair
Rentals & Service and 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. Water
utility services 4,000 water hydrants, 6,600 water valves, 4,190 cross connection/backflow
properties, 63,914 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 42,000 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.
• Since 2011, the Ontario Power Authority (OPA) has funded its programs via a partnership
between Kitchener Utilities and Kitchener-Wilmot Hydro. These
funding programs end in 2014; beyond which the funding structure Water main breaks
is unknown. repaired/yr
• The rental water heater program is heavily challenged by additional
competition by other providers. With government mandating new Water meters
energy efficiencies, capital cost and rental rates will increase
thereby making the forecasting or growth.
• Customer expectations for more immediate online and social media Water heater rental
content will affect workloads and potentially require us to enter into
formal video productions for the marketing to our customers.
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WINTER CONTROL MAINTENANCE
Director of Operations,Jim Witmer
Core
Service
This service is delivered by..
When a snow event is called, Operations uses all available staff to perform Winter Control
Maintenance activities through various shifts, which involve approximately 160 operations staff.
The city contracts snow blower equipment to assist in the clearing of cul-de-sacs.
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. Key functions include:
cad patrcll & the City's road network is patrolled daily during the winter season which is generally from
cniitcriing mid-October to mid-April and staff need to be on call to respond rapidly to winter weather
Salting, anti-icing, salting, sanding and plowing of regional and local roadways, sidewalks in front
Sanding & of city-owned properties, and parking lots at community centres and other city facilities
Plowing 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
disposal disposal site operations
The Operations Division provides winter control services for approx. 2000 lane km's of road (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 (MMS)
(Ontario Regulation 239/02) and Council mandated expectations, which includes the clearing of snow
& ice from roadways 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 MMS 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
boards & snow fence installation; maintaining sand boxes; utility cut maintenance and pothole repair.
Looking Forward
• Operations staff are diligently working towards having a permanent snow disposal site on line
to serve the City's needs next year as the owner of the presently leased site has given notice
that it will be unavailable for the 2015 -2016 winter.
• Enhanced service levels for the Downtown, streetscape features and unique surface
treatments create challenges, with requirements for greater capacity, special equipment and
additional salt application to achieve expected standards.
• As we pave more trails for year-round use, the cost of winter maintenance for these will
increase.
• Subdivision designs with insufficient areas to store snow from roadways & driveways
significantly increase the need for snow loading activities, severely impacting resources and
associated resources.
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3 - 80
Corporate and Divisional Projects
Strategic
Project Name and Project Objective 2015 2016 Alignment
Railway Crossing Agreements Research Organizational
83. Review/assess all City's Railway Crossing Agreements. Effectiveness&
Efficiency
City Hall Square Master Plan
84. Organizational
City Hall Square is well utilized as a gathering and program space. Many of the components
of the 21 year old infrastructure are in need of repair, retrofit or replacement. Rather than Effectiveness&
conducting infrastructure work piecemeal fashion,the City has an opportunity to conduct a Efficiency
master plan to consider use of the space, leverage new technologies, build in flexibility for
future requirements,and capitalize on economies of scale.This master plan will set the plan
for future work and capital investment.
85. Energy Conservation Demand Management Program
To complete a comprehensive review of current data and standard operating procedures, Organizational
with the goal of verifying areas of environmental stewardship excellence and identifying Effectiveness&
opportunities for improvement. Efficiency
Business Case for Building Standard Options
86. Organizational
In an effort to maximize funding and/or justify building facilities to a specific standard,there is
a need to develop a business case reviewing the impact of constructing to different standard Effectiveness&
or specifications. While it is possible to build public buildings"cheaper",there is a need to Efficiency
understand the impact on durability, maintenance,operating costs etc.
Year-round Management&Maintenance of Trails and Walkways
87. Transportation
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.
Develop a Pro-active Forestry Maintenance Program
88. Neighbourhoods
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.
*Not built into 2015 budget
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3 - 81
Strategic
Project Name and Project Objective 2015 2016 Alignment
Community Gardens Program
89. Neighbourhoods
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). Consideration will be given to support and
supplies required for the success of the program, initially and on an ongoing basis. Work will
be coordinated with the Comprehensive Zoning by-law review to ensure appropriate zoning
provisions are in place to allow community gardens within neighbourhoods.
90. Public Interest In Hidden Valley Lands
The core natural features within the Hidden Valley area are protected from development while Environment
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.
Grand River Park
91 Neighbourhoods
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.
Snow Disposal Site Organizational
92. Effectiveness&
Investigation&analysis of snow disposal site to replace Bramm Street site. Efficiency
Initiate Development of the Sustainable Urban Forest Program
93. Environment
Trees are a valued part of the city and have potential to provide significant benefits to the - -
community.As noted by the Urban Forest Working Group in Ontario, "Sustainable urban
forest ecosystems are vital to the long-term well-being of our communities." If the urban
forest is going to provide such benefits it will be necessary for comprehensive planning and
management of the resource to occur.The initiation of the development of the sustainable
urban forest program will allow this to occur.
94. Emerald Ash Borer
Treatment and removal of ash trees in the City to control the spread of the Emerald Ash Environment
Borer. Consider options to compress the timelines between tree removal and tree stumping.
95. Development of Alternative(low cost)Traffic Calming Options
Some initial work on this has commenced based on the Wilhelm and Ahrens Street pilot. A Transportation
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.
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3 - 82
Strategic
Project Name and Project Objective 2015 2016 Alignment
96. Pro-active Traffic Calming Design Features in New Developments
In 2015 staff will develop a standard operating procedure to ensure that a comprehensive Transportation
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. This work will form an
important foundation for a Complete Streets Policy.
97. Sign Reflectivity Study
Assess reflectivity of the regulatory transportation signs. 0 Transportation
98. Sidewalk Infill Policy
Develop a sidewalk infill policy to retrofit streets without existing sidewalks. Transportation
99. Parking Business Plan Review Organizational
Review fee structure,occupancy rates and overall development strategies. Effectiveness&Efficiency
100. Street Renaming Policy
To develop a street renaming policy.The intent of the policy is to rename street segments 0 Transportation
with duplicate names that do not and will not ultimately connect(i.e.segments of King Street
that were cut-off with the construction of Highway 8).
101. LED Street Light Standard and Conversion
Develop LED streetlight standards for new development and conversion strategy for existing - Environment
lighting.
102. Parking Technology Improvements Organizational
Investigate technology improvements opportunities. Effectiveness&Efficiency
103. Water&Sanitary Sewer—Review of Rate Structure
Rate restructuring is needed to ensure the financial sustainability of water operating Organizational
authorities. To better align fixed costs with fixed rate revenues and variable costs with Effectiveness&
variable rate revenue. Efficiency
104. Meter Inventory System Implementation
The objective of the Kitchener Utilities Meter Inventory System project is to source and Organizational
implement a highly configurable and flexible solution to facilitate the management of the Effectiveness&
Kitchener Utilities meters.The solution must be efficient, user-friendly and provide close Efficiency
integration with several other systems within the City of Kitchener including SAP CR&B.The
system must also meet legislative requirements of all the governing bodies and meet the
requirements of stakeholders of the City of Kitchener.
*Not built into the 2015 budget- resources to carry-out this project are not built into the 2015 budget.
Commitment to these initiatives is dependent on Council approval of a specific 2015 budget request
(i.e. strategic initiative or issue paper).
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