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Home My WebLink AboutCAO-15-022 - 2016-2019 Business Plan - Council Input REPORT TO: Planning & Strategic Initiatives Committee DATE OF MEETING: August 31, 2015 SUBMITTED BY: Laurie Majcher, Manager of Strategy and Business Planning, 519-741-2200 ext. 7817 PREPARED BY: Laurie Majcher, Manager of Strategy and Business Planning, 519-741-2200 ext. 7817 WARD (S) INVOLVED: All DATE OF REPORT: August 18, 2015 REPORT NO.: CAO-15-022 SUBJECT:2016-2019 Business Plan – Council Input __________________________________________________________________________________________ RECOMMENDATION: For Discussion BACKGROUND: Over the past four years, the City of Kitchener has developed a comprehensive management framework that is designed to align the work of the organization with strategic priorities. The City of Kitchener Strategic Plan sets the high level priorities for the organization and the strategies that we will put into action to make progress towards our community vision. Council approval of the strategic priorities and strategies provides critical direction to the business planning process, where a commitment is made to take action on 80 to 100 projects and actions each year. The status of business plan projects is reported publicly three times per year. Together, the Council approved strategic plan and four-year business plan represent our commitment to the community for this term of Council, to make Kitchener a more innovative, caring and vibrant city. REPORT: With Council approval of the strategic priorities and strategies for the City of Kitchener’s 2015- th 2018 Strategic Plan on August 24, staff can begin working on the 2016-2019 corporate business plan to identify specific strategic initiatives and allocate the necessary resources to put those strategies into action. Since the community priorities were known when the 2015 1 - 1 business plan was approved, some actions are already underway, but many more will need to be decided upon before the next four year business plan is finalized. A preliminary list of action items captured to date to be considered as input to the 2016-2019 corporate business plan is attached (Appendix A). Currently, there are 179 potential action items on the list representing ideas from citizens, members of Council and city staff. This is not intended to be an exhaustive list, and members of the Planning and Strategic Initiatives Committee are encouraged to identify additional action items to be added for consideration in the business planning process. This list includes 77 projects or initiatives that are already underway and will require continued support and resources in 2016 to bring them to completion. While these initiatives will consume a substantial portion of the capacity within the organization for strategic action items in 2016, as projects are expected to be completed new projects can be added over the course of the plan. Next Steps st Ideas received from Planning and Strategic Initiatives Committee on August 31 will be compiled into a single list of potential action items for the 2016-2019 business plan. As follow- up to the discussion, a prioritization worksheet that includes all action items (not including work nd in progress) will be sent via e-mail to all members of Council by September 2, similar to the one that was used for the 2015 business plan. Each member of Council will be given 100 points to allocate to those actions that they consider to be top priorities for the next four years, with a maximum of 10 points per action item. Negative points will not be accepted. Responses th will be required by September 10 so that results can be summarized and provided to the Corporate Management Team as input to the business planning process. A summary report with the results will be prepared for information to the Planning and Strategic Initiatives th Committee on October 19, sharing the results of the prioritization process. A prioritized list of business plan projects (strategic action items) for the next four years will be presented to Council for consideration in November, with final approval conditional upon budget decisions in early 2016. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The development of the City of Kitchener 2015 Business Plan aligns to the following areas of the city’s current strategic plan: Community Priorities: Leadership and Community Engagement; Effective & Efficient Government: Organizational Governance; People Plan: A Culture of Accountability and A Culture of Learning. 1 - 2 FINANCIAL IMPLICATIONS: None at this time. COMMUNITY ENGAGEMENT: INFORM – This report has been posted to the City’s website with the agenda in advance of the council / committee meeting. ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer Attachments: Appendix - Potential Action Items to Support Strategic Priorities 1 - 3 APPENDIXPotentialActionstoSupportStrategicPriorities #1 Open Government Wewillbetransparentandaccountabletocitizens,providingeasyaccesstoinformation,agreat customerserviceexperience,andmeaningfulopportunitiestoparticipateinthedemocraticprocess. 1.1 Providepublicaccesstoallcityrecords,informationanddataunlessthereareprivacy,securityorlegalreasons nottodoso,developingpartnershipstopromotetheuseofdataforeconomic,socialandenvironmental communitybenefits. 1. OpenByDefaultStrategyImplementation TohelpadvancetheOpenGovernmentinitiativetoincreasetransparencybydevelopingand implementsystems,trainingandprocedures,includingroutinedisclosureandactivedissemination processes,toinstilltheoperationalprinciplethatcitydataandinformationshouldbemade availabletothepublicsubjecttolegislativeandlegalconstraints 2. OpenDataPortalLaunchandDataSetAutomation The-z·äxOpenDataportalwaslaunchedinearly2014andanumberofdataprocesseswillneedto beautomatedinordertodeliverdatatotheportal. 3.ImplementExternalWebsiteImprovements Improvethe/z·äxwebsitetoenhanceeaseofaccesstoinformationandclarifytheroleoftheCity ofKitchenervsotherordersofgovernment. 4. OpenDataOutreachandPartnerships Buildawarenessanduseofthedatasetsthroughoutreachactivities,includingapotential {w-·w|orappdevelopmentcontest,anddeveloppartnershipstopromotetheuseofdatafor economic,socialandenvironmentalcommunitybenefits. 5. InformationSharingCulture Identifybarriersandpromoteinnovationswhichcreateaninformationsharingculture,incorporate opengovernmentprinciplesinemployeeorientation,recruitment,promotionandtrainingto supporteffectivechangemanagement. 1.2Strengthencommunicationonissuesofinteresttothepublicandproactivelypublishrelateddocuments inanaccessibleformattogivecitizenstheinformationtheyneedtounderstandthe-z·äxplans, prioritiesandtherationaleforkeydecisions. 6.. AccessibleReporting Improveandexpandtrainingandguidelinesforstaffonplainlanguageandaccessibility requirements. 7. OpenBudgetDecisions Developeffectiveoptionstoinformthepublicaboutmajorbudgetdecisions,theoptionsavailable andtheimpactofthosechoices,providingopportunitiesforcitizenstoprovideinputtothose decisions. 1 1 - 4 APPENDIXPotentialActionstoSupportStrategicPriorities #1 Open Government 8. CommunityReportonWheretheMoneyGoes ThecityofKitchenerisexpectedtospendapproximately$368millionin2015,includingenterprise expenses.Citizenswanttobetterunderstand,wherethemoneycomesfrom,howitismanaged, andhowitisusedtoservethecommunity.Developingareporttothecommunityonanannual basisthatexplainsthe-z·äxlongtermfinancialplan,theannualbudget,andefficienciesandcost savingmeasuresinasimple,clearandunderstandablewaywillcreategreatertransparency,trust andconfidenceinthe-z·äxfinancialdecisions. 9. ParticipatoryBudgeting Enablecommunitymemberstodirectlydecidehowtospendpartofthe-z·äxbudget,allowing themtomakebudgetdecisionsthataffecttheirlives. 10./z·zé;xDashboard Givecitizensaccesstothelatestdataonawiderangeofmunicipalservicesandatimelylookat howwearebuildingamoreinnovative,caringandvibrantcity.Developaninteractivewebbased toolthatfeaturesservicelevels,performancedataandtrendsovertime,displayingtheresultsina waythatcitizenscanreadilyunderstand. 11. CityNewsandEventsbyGeographicArea Createavisualonlinemapbasedtoolonthe-z·äxwebpagetoallowcitizenstoaccesscitynews, events,issues,Councilreports,etc.bygeographicarea. 1.3Createmoreopportunitiesforcitizendialogueoncommunityissuesandintroducenewwaysforpeople togetinvolvedindecisionsthataffectthem. 12.ImplementtheeParticipationStrategy eParticipationwasidentifiedasanactionitemforthe{t©·z-z¦·©ä|principleoftheOpen GovernmentActionPlanandcontributestothetransparencyandaccountabilityprinciples.This projectwilllookatacquiringtherighttechnologytosupporteffectivedigitalengagementwiththe community,processdevelopment,stafftraining,andKitchenerCommonsdevelopment. CommunityEngagementPolicy 13. DevelopaCouncilpolicyforcommunityengagementthatoutlinesthe-z·äxcommitmentto effectivelyengagethecommunityinthedecisionmakingprocessonissuesofpublicinterest, providingclearandconsistentguidancetocitystaffonexpectationsforplanningandmanagingthe process. 14.CitizenGuidetoCommunityEngagement Developaguideforcitizenstohelpthembetterunderstandthecommunityengagementprocess andbuildawarenessofhowtoaccessthemanyopportunitiestoparticipateinthe-z·äxdecision makingprocesses. 2 1 - 5 APPENDIXPotentialActionstoSupportStrategicPriorities #1 Open Government 15.CorporatewideCommunityEngagementReview Comprehensivereviewofthe-z·äxengagementpractices,processesandpolicies,andimplement improvements.Basedontheconclusionsofthisreview,potentialactionsmayinclude:updatethe CommunityEngagementToolkitandtrainingforstaff;bettercoordinationandcommunicationfor engagementevents;bettercommunicationwithcitizensacknowledginginputreceivedfrom citizensandactiontakenoninput;useoftelephonetownhallmeetings,etc.. 16.OpenCityProcessesandDecisions CommunicateinclearandsimpletermstheprocessesofCouncildecisionmakingand opportunitiesforcommunityengagement.ConsiderrevisingtheformatofstaffreportstoCouncil toincludereferencetoallpreviousCouncildiscussions/decisionsonthematterathand. ImplementtheRecommendationsoftheYouthEngagementAudit 17. In2014/15thecitycompletedanorganizationalaudittodeterminehow{äÒ·wE©z;7ä|or engagingtheCityofKitcheneristogetasenseofourstrengthsandweaknessesbasedonthe followingkeyindicators:setsoutclearexpectationsandhonestlimitations,encouragescreativity anddifference,makesconnectionsbetweengenerations,providesmentorshipandsupport,and communicatesopenlyandfollowsup.Basedonthefindingsofthataudit,arangeofactionswill beimplementedtoaddressanyevidentgapsorissues. 1.4Introducemoreconvenientandeffectivechannelsforcitizenstoaccesscityinformationandservices. CustomerServiceStrategyPhase3 18. Focusoncontinuingtopositivelyenhancethecustomerexperiencethroughcreatingmore convenientchannelsforcustomeraccess,improvedtracking,monitoring,measuringandreporting ofcustomerinteractions,andastandardizedescalationprocess.Thescopewillincludecontinued implementationofthe/z·äxeServicesStrategy,implementationofnewCustomerRelationship Managementsoftware,investigationofoptionsforexpandingtheCorporateContactCentreinto otherlinesofbusiness. 19.AODAAccessibilityStandards Ensurecommunityaccesstoservicesthatarebarrierfree,accessibleandconsistentwithAODA regulations. 20.ImplementaPublicPortal Developastandardanduserfriendlycustomerfacinginterfacethatintegratesthe-z·äxsuiteof digitalservicesandonlinetransactionprocessing.Createasinglepointofaccessforallonline servicestoincreaseconvenience,citizensatisfactionandtheoperationalbenefitsofcitizenself service. SeamlessServiceExperience 21. ExplorepartnershipswiththeRegionofWaterlooandothercommunitybasedorganizationsto collaborateonaseamlessservicedeliveryexperienceforcitizens,byusingawÞ©handEEx approachandreferralstoensurethattheygetconnectedtoaserviceproviderwhocanprovide whattheywantandneed. 3 1 - 6 APPENDIXPotentialActionstoSupportStrategicPriorities #1 Open Government 22.NeighbourhoodCustomerServiceCentres Exploreoptionsforonestopcustomerservicecentresinneighbourhoods,providingaccessto informationandcityservices,exploringopportunitiestocreatepartnershipswithotherordersof governmentforintegratedservicedelivery. 23.ExpandAccesstothe/z·äxKnowledgeBase ExploreoptionstoextendtheknowledgebasefortheCorporateContactCentretothegeneral publicandothercitystafftoensureaccurateandconsistentresponsetocitizeninquiriesacross theorganization. 1.5 Strengthenaculturewithintheorganizationthatputsthecitizenfirstandimprovesthequalityofthe customerserviceexperience. 24.CorporateCustomerServiceTraining Introduceacorporatewideprogramforallemployeeswhointeractwiththe-z·äxcustomersto developexcellentcustomerserviceskills,andacommitmenttomeetingestablishedcustomer servicestandardswhendealingwithgeneralinquiries,servicerequestsandcomplaints.Consider deongoingguidanceandsupport. thedevelopmentofaCustomerServiceToolkittoprovi CustomerServiceGuidelines 25. ReviewandupdatetheCityofYz·-w;;©xcustomerservicestandardsandguidelinesand communicatetothepublicandcitystaff. 26.CustomerContactMonitoringCouncil ProvidetheOfficeoftheMayorandCouncilwithaccesstotheCustomerRelationship Managementsoftwaretomonitorthehistoryofacustomercontactwiththecityandmonitorthe resolutionofrequestsandcomplaints,withinlegislatedprivacyrequirements. 27.CitizenFeedbackonCityServices Establisheasyandconvenientoptionsforcitizenstoaskquestionsandmakecommentsaboutcity serviceswithclearlyestablishedstandardsforresponsetimes. 28.CustomerSatisfactionSurvey ExplorethepossibilityofmeasuringcitizensatisfactionwiththewayserviceisdeliveredbytheCity ofKitchenerandbenchmarkingandmonitoringprogressovertime. 29.AccountabilityforCustomerService Ensurethatw-Ò·;©E-Òxandcustomerservicecompetencyareacentralcomponentof performanceplansandtheperformancemanagementsystemthroughouttheorganization. Includecustomerserviceexpectationsinjobdescriptionsforpositionsthatinteractwiththepublic gersinproviding andusecustomerserviceskillsashiringcriteria.Supportsupervisorsandmana leadership,coachingandfeedbacktocitystaffonacitizenfirstapproachtoservicedelivery. 4 1 - 7 APPENDIXPotentialActionstoSupportStrategicPriorities #1 Open Government 30.CitizenFirstCustomerServiceCulture FocusonbuildingacitizenfirstculturethroughfuturephasesofthePeoplePlan implementation/signpostwork.Communicatethevision,guidingprinciples,corporatecustomer serviceguidelinesandpoliciesascorevaluesandexpectationsoftheorganizationbothinternally andexternally.Developnewmethodstotellgreatcustomerservicestoriestocelebratesuccess, providepositivereinforcement,identifyleadersandrolemodelsintheorganizationwhosetclear examplesofexpectationsforothers. #2 Strong & Resilient Economy Wewillworkwithinacollaborativenetworkofcitybuilders,tocreateadynamicandprosperous Kitchenerthatisrichwithemploymentopportunitiesandsuccessfulbusinessventuresthatcangrow andthrivewithinthebroaderglobaleconomy. 2.1Fosterabusinessenvironmentthatstimulatesinnovationandjobcreation,helpingstartup entrepreneursestablishandgrowtheirbusiness. 31.PromoteInnovationthatHappensinWaterlooregionasaCoreValue Compilecurrentcasestudiesandexamplesofsuccess,profileextraordinarycompanies, organizationsandleadersinaneconomicmarketingandcommunicationprogram.Utilizemediato promoteexamplesofWaterloo©;mzxcultureofinnovationanditstrackrecordofsuccess. (WREDS) 32. PromotetheInnovationDistrictNationallyandGlobally RaisetheprofileandvisibilityofYz·-w;;©xinnovationdistrictasapremierelocationfor investmentandbusinessdevelopmentintheinnovationsector. 33. LaunchanAnnualInnovationFestival Workcollaborativelywiththeprivatesectortofacilitatethedevelopmentofaninnovationfestival oreventtobuildconnectionsbetweenentrepreneurs,attractinvestmentandbuildawarenessof Yz·-w;;©xsuccess. 34.OpenWifiandBroadbandInfrastructure Workcollaborativelywithstakeholderstoexploreoptionstoimprovehighspeedinternetaccess viaopenwifiandbroadbandinfrastructureatstrategiclocationswithintheCity.Highspeed internetaccessisincreasinglyviewedasessentialinfrastructureforagloballycompetitive Economy. 35. AdvancedManufacturingIncubator Lookatworkingcollaborativelywiththeprivatesectorandothercommunitystakeholdersto establishanadvancedmanufacturingincubatorinKitchener. 5 1 - 8 APPENDIXPotentialActionstoSupportStrategicPriorities #2 Strong & Resilient Economy 2.2Supporttheattraction,retentionanddevelopmentofexistingandnewindustrieswithintheregional economy,workingincollaborationwiththeeconomicdevelopmentcorporationforWaterlooRegion. 36. KitchenerEconomicDevelopmentStrategy ImplementtherecommendationsoftheKitchenereconomicdevelopmentstrategy2015. 37. EconomicDevelopmentCommunicationsStrategy Developadistinctandeffectivecommunicationsstrategythatsupportsthe-z·äxevolvingidentity andcelebratesthesuccessofthelocaleconomyasaplacewithgreatbusinessopportunity. 38.CentralizeddatabaseofAvailableLandandBuildings Workotherareamunicipalities,theeconomicdevelopmentcorporationforWaterlooRegionand realtorstocreateanaccurate,comprehensive,anduptodatedatabaseoflocationsthatare availableforbuildingordevelopment.(WREDS) 39. DevelopmentChargesBackgroundStudyandBylaw(2019) Considerchangetodevelopmentchargesapproach.Ensurethatdevelopmentchargessupport economicdevelopment.Ensurethatdevelopmentchargesreflectthecontributionofnew developmenttotheeconomicprosperityandsustainabilityofWaterlooregion.(WREDS) 40. Provincial/FederalPrograms&Incentives Workingcollaborativelywiththeregionandotherareamunicipalities,compileandmaintainan uptodateinventoryofallprovincial/federalprogramsandincentives.Organizeseminarsto improvelocalaccess.Outreachtoallsectorsandorganizationsthatmaybeeligibleforspecific programsthatareavailable.Ensuremaximumtakeupofavailableprogramsupportandfunding. Targetarateoftakeupthatisinthe10thpercentileofsimilarscaleeconomicregionsinCanada. (WREDS) 41. FirstPointofContact/ConciergeService Establishafirstpointofcontact/conciergeserviceforcompaniesthatwishto locate,relocate,orexpand.Streamlineprocesses,establishappropriateresponsetimesforkey decisions,andestablishaclearandeffectiveconsultationprocessandefficientimplementation. (WREDS) 42. TransportationandInfrastructureCapacityReview Conductanannualreviewofalltransportationinitiativesthatareunderway,planned,or proposed,andconfirmstatus.Annualreviewofcapacityexpansionplansforcommunication, power,waterandsewer.(WREDS) 2.3StrengthenYz·-w;;©xconnectionswithintheGTAWaterlooRegioncorridortosupportthe developmentofagloballysignificantregionalinnovationeconomy. 43.ImprovePassengerRailConnections Continuetobuildsupportfromboththepublicandprivatesectorstakeholdersforalldaytwoway GOTrainserviceforKitchener.SupportprogressonhighspeedrailfromTorontotoKitchener. 6 1 - 9 APPENDIXPotentialActionstoSupportStrategicPriorities #2 Strong & Resilient Economy 44.PartnershipsandCollaboration Facilitatesectorcollaboration,partnerships,informationexchange,andprofessionalevents.Utilize multipleformatsincludingwebandsocialmedia.Promotebusinesspartnerships,andthediffusion oftechnologyandinnovation.(WREDS) 2.4DevelopandnurtureahighqualityoflifeandapowerfulidentityfortheCityofKitchenertoattract investmentandatalentedcreativeworkforce. 45.ArtsandCultureStrategy Consultwithstakeholderstodevelopamultiyearplanforartsbusinessandculturalvitalitystrategy includingdigitalmedia,music,film,designandemergingclusters.Developaplanforpublicart. 46.InvestintheCulturalSector Facilitatethedevelopmentofthedigitalmedia,filmandmusicindustry,investinginthecultural sectorasakeydriverofacreativecityandthelocalcreativeeconomy. 47.ComprehensiveReviewofthe/z·äxUrbanDesignManual UndertakeafullreviewoftheurbandesignmanualtoimplementthenewOfficialPlan,makethe documentmoreefficientandeffective,complementwithspecificdesignbriefsetc. 48.ImplementtheKitchenerMarketStrategicPlan In2015,recommendationswillbemadetomapoutthefutureroleoftheKitchenerMarketinthe community,takingintoaccountthecontributiontothequalityoflife,thelocalfoodeconomyand theoverallvitalityofthedowntown.Specificactionswillbeimplemented. CulturalHeritageLandscapeStrategy&Implementation 49. ImplementrecommendationsoftheCulturalHeritageLandscapestudycompletedin2015(Phase2 and3) 50.IncentivesforDesign/ArchitecturalInnovationandExcellence Evaluatepotentialincentivesforthedevelopmentoflandmarkbuildingdesignandarchitectureat strategiclocationswithinthecity. SpecialEventsandUrbanVitalityStrategy 51. Developmentofaspecialeventsandurbanvitalitystrategythatsupportstheoverallobjectivesof theKitchenerEconomicDevelopmentStrategy. 52.KitchenerBrandStrategy DevelopauniquebrandidentityfortheCityofKitchenerthatisauthenticandrelevant,forward looking,andmeaningfultoallofthe-z·äxcitizensandstakeholders.Thebrandwillbeaseffective locallyasitisglobally,andpositionstheCityofKitchenerasauniquelywelcomingandenriching placethatinspiresgreatpossibilitiesfornowandthefuture. 53.MyKitchenerInitiative Developandpromoteacommunitypridecampaignthatcelebrateseverythingthatisgreatabout Kitchener. 7 1 - 10 APPENDIXPotentialActionstoSupportStrategicPriorities #2 Strong & Resilient Economy 54.GreenBuildingStandards GreenBuildingStandardscontainperformancetargetsandguidelinesthatrelatetositeand buildingdesigntopromotebetterenvironmentalsustainabilityofdevelopment.Thew7;in Yz·-w;;©xapproachwouldintegrateexistingCityguidelinesandtargetswithstandardsfrom privateratingsystemssuchasLeadershipinEnergyandEnvironmentalDesign(LEED)andGreen Globes.TheStandardsareintendedtoensurethatwhenthereisadesireto"buildgreen"in Kitchener,localenvironmentalobjectivesaremet. th 55.Celebrate/7x150Birthday th Developandpromoteeventstocelebrate/7x150Birthdayin2017. 56.VacantCommercialSpace Exploreprogramstocreatecommunityactivityinvacantcommercialspace,andexplorethe feasibilityofincentivesforretailattraction(Downtown&Suburbs) 57.KitchenerConventionCentre DevelopstrategiestoattractaconventioncentretotheCityofKitchener. 2.5 FacilitatetheongoingdevelopmentofDowntownKitchenerastheheartofthecity. 58.CreateanAmazingKingStreetExperience TurnKingStreetintoatrueregionaldestinationandw·w;placetobeandbe;;xthroughthe following:uniqueurbanexperiences,growfoottrafficafter5p.m.andontheweekends;fostera livemusicscene;andenhancethephysicalexperience.(DKAP) SupporttheDevelopmentofNewUrbanNeighborhoods 59. Planforupto3newneighbourhoodsthatredefineurbanliving,whereurbanlivingisseenasoneof thebestwaystolive,throughthefollowing:developamixedusemasterplanforallCityowned landssurroundingtheVictoriaParkentrance;amasterplanorsitespecificdesignstudyfor underutilizedlandsonKingStreet,southofCedar;developamixedusemasterplanforallCity ownedlandssurroundingCentreInTheSquare;exploreopportunitiesforencouragingcyclingto andfromtheDowntown;Explorepartnershipopportunitiesforattractingamajorurbanformat grocerystore;and,developadesignbrieffornewhighdensity,mixedusedevelopments.(DKAP) 60.FacilitatetheDevelopmentoftheInnovationDistrict Rebrandandfosterthelandswithin500mofKing&Victoria(formerlytheWarehouseDistrict)as anInnovationDistrict:developanoverallbrand/marketingstrategyfortheInnovationDistrict; Developamasterstreetscapeplan;developalongtermmasterplanforthedevelopmentofthe Brammyardsasafutureurbanbusinesspark;ensureOfficialPlanpoliciesencourage247vitality, developadesignbriefforthefuturemultimodalstationandsurroundingarea;andencouragenew landingpadsthroughouttheDowntown.(DKAP) 8 1 - 11 APPENDIXPotentialActionstoSupportStrategicPriorities #2 Strong & Resilient Economy 61.FosteraCollaborativeCommunity Fostercollaborationandinnovationthrough:facilitatednetworkingeventsintheDowntownthat encouragecrosssectoralcollaboration;retailattractionstrategythatencourageslikeminded companiestoexplorecollaborativeworkingenvironmentsasaleasingalternative;encourage greaterparticipationofsmallcompaniesincollaborativeworkenvironments;engageother agenciesonfosteringasafeandhealthycommunity;ensuretheimplementationoftheLRT complimentsthegoalsofthisplan.(DKAP) 62.CityHallOutdoorSpacesMasterPlan CityHalloutdoorspacesarewellutilizedasgatheringandprogramspaces.Manyofthe componentsofthe21yearoldsquareinfrastructureareinneedofrepair,retrofitorreplacement. Ratherthanconductinginfrastructureworkpiecemealfashion,theCityhasanopportunityto conductamasterplantoconsideruseofalloutdoorspacessurroundingCityHall,leveragenew technologies,buildinflexibilityforfuturerequirements,andcapitalizeoneconomiesofscale.This masterplanwillsettheplanforfutureworkandcapitalinvestment. 63.InvestinDowntownBeyondKingStreet ExploreopportunitiestoinvestinthedevelopmentandrevitalizationofDowntownbeyondKing Street(e.g.MarketDistrict). DowntownKitchenerActionPlan 64. Updatethe20122016DowntownActionPlan NOTES: 1.Actionitemsthathavereferenceto(WREDS)areresponsibilitiesofalllocalmunicipalitiesin aleadershiprolewithintheEconomicDevelopmentStrategyforWaterlooRegion. 2.Actionitemsthathavereferenceto(DKAP)arestrategiesincludedintheDowntown KitchenerActionPlan20122016. 3.ActionitemsrelatedtotheKitchenerEconomicDevelopmentStrategyarestillinthe developmentstageandwillbeintegratedwiththebusinessplanningprocessasthey becomeavailable. 9 1 - 12 APPENDIXPotentialActionstoSupportStrategicPriorities #3 Safe & Thriving Neighbourhoods Wewillworkwithcommunitypartnerstocreatecomplete,connected,safeandwalkable neighbourhoodswitharangeofhousingoptions.Wewillencouragepeopletocometogether, interactwithoneanotherandbuildrelationshipsthroughinclusiveprograms,services,eventsand greatpublicgatheringplaces. 3.1Givecitizensthetoolsandopportunitiestoplayanactiveleadershiproleincreatinggreat neighbourhoodsandfosteringastrongersenseofcommunitybelonging. 65. NeighbourhoodStrategy Developstrategyfocusedon:engagingandempoweringmoreresidentsinplanning,building, sustainingandsupportingsafeandthrivingneighbourhoodsbasedontheuniquecharacterand needsofeachindividualneighbourhood;buildingastrongersenseofbelongingandconnection betweenresidentsandtheirneighbourhoodsasawayofincreasingcivicprideinthecommunity; aligningmunicipalstaffbehindafocusonbuildingsafeandthrivingneighbourhoodsasthebasis forahealthycommunity. 66. NeighbourhoodMatchingGrantFundProgram TheCityofKitchenerisalwaysworkingtoimproveourlocalneighbourhoods.Wewant neighbourstomeetneighboursandwewantresidentstohaveprideintheirneighbourhood.We offeraonetimematchingfundsgranttoprovidesupporttoneighbourhoodandplacebased grassrootsinitiatives. 67. NeighbourhoodEvents Increasesupportforcommunitypartnersandvolunteersastheycreateandoffernoandlowcost eventswithinneighbourhoods.(e.g.2015NeighbourDay) 68. CitizenDisputeResolutionToolbox Developtoolsneighbourscanusetoresolvedisputeswithouttheinterventionoftraditional bylawenforcement. 69. NeighbourhoodWatchProgram Implementcommunityoutreachandpromotionstrategiestoincreaseparticipationina NeighbourhoodWatchProgramtoincreasecommunitysafetybyinspiringresidentstolookout fortheirneighbourandtheir;zmw,Ò©xproperty.Researchindicatesthatimplementinga NeighbourhoodWatchcanreduceneighbourhoodcrimesbyupto26%. 70.NeighbourhoodDevelopmentOffice Createaneighbourhooddevelopmentofficetoprovideoversightandcoordinationof neighbourhoodactionplans. 71. ConnectingNeighbourstoNeighbourswithanApp Createanappthatencouragesneighbourstoconnect,gettoknowandinteractwitheachother. 10 1 - 13 APPENDIXPotentialActionstoSupportStrategicPriorities #3 Safe & Thriving Neighbourhoods 72.NeighbourhoodAssociations Supportneighbourhoodassociationstobesuccessfulandfinanciallysustainable,exploring optionsforthoseneighbourhoodassociationsthatdonothaveaccesstoacommunitycentrefor programming. 73. NeighbourhoodEnergySystems ExploredistrictEnergytosetapathtoimprovehowthermal;;©mäw;·zmand-zmz generated,deliveredandusedthroughoutthecommunity.Theendresultwillbe environmentallyfriendly,costcompetitiveheatandhotwaterinhighdensityneighbourhoods. 74. UrbanFarmingStrategy Theimportanceoffoodandurbanagricultureisanopportunitytoincreasethesustainabilityand qualityoflifeoftheircommunities.Backyardgardens,chickencoopsandbeekeepingcouldbe withinthescopeofthisstrategy. 3.2Createsaferstreetsinourneighbourhoodsthroughnewapproachestotrafficcalming. 75.SchoolParkingStandards Workincollaborationwithlocalschoolboardstoimplementtheparkingstandardsaround schoolspilotprogramcitywide. 76. SchoolZoneSpeedReduction Workincollaborationwithlocalschoolboardstoimplementtheschoolzonespeedreduction pilotprogramcitywide. 77. CommunityledTrafficCalming Developaprogramthatgivescitizensoptionsforimplementingtrafficcalmingmeasuresintheir neighbourhoods. 78. TrafficSafetyandRoundabouts IncooperationwiththeRegionandWaterlooRegionPoliceServices,implementprogramsfor communityeducationrelatedtoroundaboutsandtrafficsafety. 79. SpeedCameraProgram WorkingincollaborationwiththeWaterlooRegionalPolice,investigatethefeasibilityof implementinganautomatedspeedcameraprogram(photoradar)linkedtoanautomated ticketingsysteminareasofthecitythataremostvulnerabletochronicspeedingissues. 80.CommunityTrafficSafetyAdvisoryCommittee Byestablishinganewcommitteeorrevisingthemandateofanexistingadvisorycommittee, createacooperativepartnershipbetweencitystaff,communitygroupsandotheragenciesthat seektoenhancetrafficandpedestriansafetyinKitchener.TheCommitteecouldprovideinput andfeedbackonawiderangeoftrafficsafetyissuessuchasschoolzoneconcerns, neighbourhoodtrafficcalmingrequestsandtrafficrelatededucationinitiatives. 11 1 - 14 APPENDIXPotentialActionstoSupportStrategicPriorities #3 Safe & Thriving Neighbourhoods 3.3Managegrowth,curburbansprawl,andfostermoremixedusedevelopment,ensuringnew developmentisintegratedwiththediversityandcharacterofthesurroundingcommunity. 81.ResidentialIntensificationinEstablishedNeighbourhoodsStudy Conductastudythatinvestigatestheissue,providesoptionsandrecommendsupdatesto residentialzoning,designguidelines,thedevelopmentprocessandcommunityengagement.The deliverablesofthestudywouldincludea{/z·zé;GuidetoL·;zEz-·z|u 82.ComprehensiveZoningBylawReview Undertakeamultiphase,comprehensivereviewoftheCity'sZoningBylaw851toimplement thenewOfficialPlanandotherrequiredchanges. 83.CentralStationsRTStationAreaPlan Undertakeallcomponentsrequiredtocompletedevelopmentscenarios,technicalanalysis, preferredoption,communityengagement,implementinglandusechangesandother recommendationsfortheCentralStationsArea. MidtownRTStationAreaPlan 84. Undertakeallcomponentsrequiredtocompletedevelopmentscenarios,technicalanalysis, preferredoption,communityengagement,andrecommendationsfortheMidtownStationArea. 85.RockwayRTStationAreaPlan Undertakeallcomponentsrequiredtocompletedevelopmentscenarios,technicalanalysis, preferredoption,communityengagement,andrecommendationsfortheRockwayStationArea. 86.KitchenerGrowthManagementStrategy(20172019) InaccordancewithOntariolegislation,municipalitiesarechargedwithensuringthattheydirect properandorderlydevelopmentwithintheirboundary. 87.KitchenerGrowthManagementMonitoringReport OneoftheactionitemsofKGMSGoal6istoprepareanAnnualGrowthManagementMonitoring Reporttotrackthesupplyofdevelopmentopportunitiesandtheachievementofintensification anddensitytargets 88.DevelopmentAdvisoryCommittee Considerestablishinganadvisorycommitteewithrepresentativesfromthedevelopment communityandcitizenstoresolveissuesinamannerthatismutuallybeneficial. 3.4Facilitateandpromotehousingdevelopmentsthatprovideoptionsforadiversityoflifestylesand householdtypes. 89.DevelopmentIncentivesforAffordableHousing Researchintothebroaderlegislativeandpolicyframeworkforcreatingincentivesforthe inclusionofaffordablehousingwithinmultiunitdevelopmentwillbeconductedin2015,along withtheidentificationofleadingpracticesinthemunicipalsector.Futureworkmaybenecessary toimplementanyapprovedrecommendations. 12 1 - 15 APPENDIXPotentialActionstoSupportStrategicPriorities #3 Safe & Thriving Neighbourhoods NeighbourhoodGentrification 90. Gentrificationisageneraltermforthearrivalofwealthierpeopleinanexistingurbandistrict,a relatedincreaseinrentsandpropertyvalues,andchangesinthedistrict'scharacterandculture. Theeffectsofgentrificationarecomplexandcontradictory,anditsimpactvariesfrom neighbourhoodtoneighbourhood.Explorewaystomanagethelongtermimpactsof gentrificationonthe-z·äxhousingstock. 91.PolicyReviewonDuplexing Revisitthe-z·äxpolicythatprohibitsduplexingsemidetachedunitsasofrightlookatoptions thatwouldallowthecitytoconsidereachsiteonitsownmerits. 3.5 Continuetoencourageactiveparticipationinexistingrecreationalfacilitieswhilemovingforwardwith theprovisionofnewrecreationalopportunitiesinunderservedareasofthecity. SouthKitchenerDistrictPark 92. ContinuetomakeprogressontheplanninganddevelopmentoftheSouthKitchenerDistrictPark, andexploresponsorship/partnershipopportunitiestoacceleratedevelopment. GrandRiverPark 93. TheadvancementoftheGrandRiverParkrequiresastrategytoaddresstheestablishmentof criteria,theevaluationofpotentiallandsandtheprioritizationofnaturalspacelandacquisition opportunitiesforaGrandRiverParksite,andthedevelopmentofaGrandRiverParkvision, includingpotentialparkprogramingandcostestimatesinordertoinformfuturebudgets. 94.BusinessCaseforExpansionofDoonPioneerParkCommunityCentre Engagecommunityresidents/stakeholdersinaneedsassessmentandbusinesscasetodetermine therequirementsforanadditiontotheCommunityCentre. 95.BusinessCaseforExpansionofMillCourtlandCommunityCentre Engagecommunityresidents/stakeholdersinaneedsassessmentandbusinesscasetodetermine therequirementsforanadditiontotheCommunityCentre. WilliamsburgCommunityCentre 96. DevelopoptionsforthefutureoftheWilliamsburgCommunityCentre. 97.HuronNaturalAreaNatureCentre DevelopanimplementationplanfortheHuronNaturalAreaNatureCentreandsecurethe necessarycapitalfundingfordevelopment. AccesstoCityProgramsforHomelessorAtRiskPopulations 98. Improvethedesignofcommunityprogramstoincreaseaccessandrelevanceofprogramsfor homelessorw·©zxpopulations. 99.Promotion/MarketingoftheLeisureAccessCard Feeassistanceisavailableforcitizenswhowouldliketoparticipateincityprogrammingbutmay nothavethefullfinancialmeans.Thecardisvalidforuptoamaximumvalueof$62perprogram perseasonforachildand$53foradultsor50+seniors'programs.Buildgreaterawarenessand accesstothisprogramthroughincreasedmarketingandpromotionoftheprogram. 13 1 - 16 APPENDIXPotentialActionstoSupportStrategicPriorities #3 Safe & Thriving Neighbourhoods 3.6 Provideopportunitiesandsupportforcitizenstoleadthewayincreatingactiveandvibrantpublic placesthatpromote¦;¦;xhealth,happinessandwellbeingbycapitalizingonlocalcommunity assetssuchascommunitycentres,pools,arenas,libraries,parks,trailsandotherpublicspaces. 100.CommunityGardensProgram Developgoalsandplansforthepotentialtogrowthecommunitygardensprogram. Considerationwillbegiventosupportandsuppliesrequiredforthesuccessoftheprogram, initiallyandonanongoingbasis. NeighbourhoodMarkets 101. Exploreoptionstoincreasethefeasibilityofincreasingthenumberofneighbourhoodmarketsin thecity,lookingatoptionstoprovideincreasedsupportforcommunityledmarketsandthe potentialforaneighbourhoodmobilefarmersmarket. 102.DogParks Assessthefeasibilityofestablishingalargescaledogparkinthecity,alongwithmicrodogparks instrategiclocations. 103.NeighbourhoodPublicArt Expandthe-z·äxpublicartprogramwithafocusonneighbourhoods. 104.NeighbourhoodMuralProgram Neighbourhoodmuralscanbuildcommunityrelationships,promoteneighbourhoodidentityand actasadeterrenttograffiti.Aneighbourhoodmuralprogramcouldpromotetheprogramwithin neighbourhoods,andprovideoversightandcoordinationofamuralproject. #4 Sustainable Environment & Infrastructure Wewillhavewellplanned,managedandcosteffectiveinfrastructuresystemsthatsupportlong termcommunityneedsforservices,harnessingthebenefitsofnaturethroughgreeninfrastructure programstocreateahealthyurbanenvironment. 4.1Manageandenhancetheurbanforestsothatitwillcontinuetomakealongtermcontributiontothe livabilityofKitchener. EmeraldAshBorerProgram 105. TreatmentandremovalofashtreesinthecitytocontrolthespreadoftheEmeraldAshBorer. Consideroptionstocompressthetimelinesbetweentreeremovalandtreestumping. 14 1 - 17 APPENDIXPotentialActionstoSupportStrategicPriorities #4 Sustainable Environment & Infrastructure 106. SustainableUrbanForestManagementProgram Treesareavaluedpartofthecityandhavepotentialtoprovidesignificantbenefitstothe community.AsnotedbytheUrbanForestWorkingGroupinOntario,"Sustainableurbanforest ecosystemsarevitaltothelongtermwellbeingofourcommunities."Iftheurbanforestisgoing toprovidesuchbenefitsitwillbenecessaryforcomprehensiveplanningandmanagementofthe resourcetooccur.Theinitiationofthedevelopmentofthesustainableurbanforestprogramwill allowthistooccur. 107. TreeDonationProgram Establishandpromoteacityprogramforcorporateandprivatedonationstoatreeplanting program.Donationscanbemadeforcharitablereasons,ortocommemorateaspeciallifeevent oraccomplishment,orinmemoryofadepartedfamilymemberorfriend. 108. PlantOneMillionTrees Acitywidepublicprivateprogramwithanambitiousgoal,toplant1millionnewtreesinthecity overthenextdecade.Byplantingonemilliontrees,theCityofKitchenercanincreaseitsurban E©;·;ofourmostvaluableenvironmentalassetmadeupofstreettrees,parktrees,and treesonpublic,privateandcommercialland,whileachievingthemanyqualityoflifebenefits thatcomewithplantingtrees. 109.ShadePolicy Theprovisionofshadecanbeaneffectivemeansofreducingexposuretoultravioletradiation anditsassociatedhealthriskssuchasskincancer.Furthermore,thepresenceofshadecan encouragephysicalactivity,reducegreenhousegasandairpollutantemissions,mitigatethe urbanheatislandeffect,andreduceenergycosts.Theprovisionofshade,eithernaturalor constructed,shouldbeanessentialelementwhenplanningforanddevelopingnewCityfacilities suchasparksorpublicspaces,andinrefurbishingexistingCityownedandoperatedfacilitiesand sites.IncreasingshadeinKitchenercontributestoahealthierandmoresustainableCity. 4.2Developmeasurestomanagestormwaterandimprovewaterqualityinthe-z·äxwatersheds. StreamRestorationandErosionControl 110. IdentifyandprioritizestreamrestorationanderosioncontrolworkinKitchenerwatercoursesto improvestreamhealthandaquatichabitat. PrioritizeStormwaterInfrastructureProjects 111. Identifyandprioritizeinfrastructureprojectstoachievethelifecycleandreducelongtermcosts forstormwaterfacilities,pipesandoilgritseparators. StormwaterControlsforNewDevelopment 112. Throughtheplanninganddevelopmentprocessidentifyandprioritizesitelevellowimpact developmentstormwatercontrolsfornewdevelopment,infillandredevelopmentproperties. StormwaterInfrastructureMaintenance 113. Developandimplementamaintenanceplanforstormwaterinfrastructurethatiscoordinated aroundkeylegislatedrequiredactivities. 15 1 - 18 APPENDIXPotentialActionstoSupportStrategicPriorities #4 Sustainable Environment & Infrastructure StormwaterFundingSources 114. Reviewandidentifypotentialfundingsourcesforstormwaterinfrastructure. StormwaterCreditPolicyReview&Promotion 115. Reviewandidentifypotentialenhancementstothecreditpolicytoincreaseretrofitstoexisting nonresidentialpropertiesthathavenoexistingstormwatercontrols.Developandimplementa socialmarketingandengagementstrategytoincreasenonresidentialuptakeinthecredit program. 4.3Reducegreenhousegasemissionsandenergyconsumptioninallareasofcityoperations. EnergyConservationDemandManagementPlan 116. ImplementtherecommendationsoftheCityofKitchenerEnergyDemandManagementPlan. 117.IntegratedClimateActionPlanPhase1 DeveloptermsofreferenceandinitiatethedevelopmentofacomprehensiveClimateActionPlan fortheorganizationthatintegratesbothmitigationmeasureswithadaptationstrategiesthat worksynergisticallytoreducevulnerabilitytoclimaterisksandgreenhousegasemissions. 118.LEDStreetlightStandardConversion 2015CapitalbudgettentativelycontainsfundstoconductanLEDretrofitwithintheRTstation areas.PreliminarydiscussionshavetakenplacewithKWHydro.Consultanthasbeenhiredto completetheassessmentofsuitablefixturesandpreparebusinessplanforconversion.Draft reporthasbeenreceivedfromtheconsultantonfixtureselection. 119.GreenCity GreenCityiscommittedtoseekout,developandsupporttheimplementationofpracticesthat produceapositiveeffectontheenvironment.Throughraisingstaffawarenessandposingas leadersinenvironmentalinitiatives,theobjectiveistocontributeasagoodcorporatecitizenand reducetheCityofKitchener'scarbonfootprint. 120.GreenProcurementPolicy Theintegrationofenvironmentalperformanceconsiderationsintotheprocurementprocess includingplanning,acquisition,useanddisposal.Greenprocurementrequiresanunderstanding oftheenvironmentalaspectsandpotentialimpactsandcosts,associatedwiththelifecycle assessmentofgoodsandservicesbeingacquired. 121.LightPollution Ofallthepollutionsweface,lightpollutionisperhapsthemosteasilyremedied.Simplechanges inlightingdesignandinstallationyieldimmediatechangesintheamountoflightspilledintothe atmosphereand,often,immediateenergysavings. EnvironmentalCoordinatingGroup 122. ReviewtheEnvironmentalCoordinatingGroupPolicytoensureappropriategovernanceofcross departmentalresponsibilitiesrelatedtotheenvironment. 16 1 - 19 APPENDIXPotentialActionstoSupportStrategicPriorities #4 Sustainable Environment & Infrastructure 4.4Developanetworkofsafe,comfortableandlinkedpedestrianandcyclingfacilitiesandimproveyear roundmaintenanceonpriorityroutes. 123.ImplementationofMultiusePathways&TrailsMasterPlan Thecitywidenetworkofmultiusepathwaysproposedinthemasterplanwillprovidecontinuous andlinkedwalkingandcyclingroutesthroughoutKitchener,buildingupon,expanding,improving andconnectingtheexistingcommunitytrails. CyclingMasterPlan 124. UpdatethecyclingMasterPlanandimplementtheCyclingMasterPlan5yearworkprogramwith afocusonstrategicconnectivitywithinthenetwork. 125.SidewalkConnectivity Improvesidewalkconnectivitythroughtheimplementthe/z·äxSidewalkInfillPolicyandcapital programcontinuetoexplorenewwaystoengagethecommunitythroughouttheprocess. ConsistentApproachtoSignage 126. Takeaconsistentapproachtosignageacrossthecitytosupportwayfindinginneighbourhoods. 127.CompleteStreetsPolicy Developstandardsforcompletestreetsandconsideroptionstoretrofitexistinginfrastructure. PavementQualityIndex 128. Investigatethepotentialtoestablishapavementqualityindexforbicyclelanes/pathwaysthat willevaluatethesurfaceconditiontohelpsetprioritiesformaintenance. 129.CyclingNetworkMaintenance Reviewandimprovethegeneralmaintenancestandardsforthe-z·äxcyclingnetwork,including cleaning,pavementmarkingsandsignage. 130.WinterCyclingNetwork Prepareaproposal(businesscase)fortheintroductionofaprioritizedwintercyclingnetwork withfullcostimplications,includingcapitalandoperatingcostsforongoingmaintenance. 3.5 Strengthenthecapabilityandcapacitywithintheorganizationtomanageallofthe-z·äxassetssothat theyareaffordable,dependableandsustainableinthelongterm. DataManagementforthe/z·äxAssets 131. Developthe-z·äxdatamanagementsystemtoincludenewassetcategories,takingintoaccount Councilprioritiesandlegislatedrequirements. 132.MobileSystemAccessforthe/z·äxAssets Improvetheabilityofstafftocreate,manageandreportoninformationwheneverandwherever necessaryacrossassetcategoriesdefinedwithintheprioritizedscope. StandardOperatingProceduresforAssetManagement 133. Worktowardsdevelopingformallevelsofserviceforallassetclasses,anddevelopstandard operatingproceduresforeachassetthatappropriatelydefinesbestpracticesfortheoptimization andlongtermsustainabilityoftheassetclass. 17 1 - 20 APPENDIXPotentialActionstoSupportStrategicPriorities #4 Sustainable Environment & Infrastructure 134.AccountabilityforAssets Reviewassetaccountabilityvsoperating&maintenanceresponsibilityforassettypesandestablish acorporateaccountabilityframeworkforassetmanagementforallassetclasses. 135.IntegratedAssetManagementModel Assessthecurrentcapacityandcapabilityforassetmanagementwithinassetowningbusiness unitsandrecommendchangeswhereappropriatetoensurethereareadequatepositionsinplace withclearaccountabilityandthenecessaryskills,withestablishedprocessesandproceduresfor ·äxassets. theoptimizationandlongtermsustainabilityoftheci 4.6 ImprovetheCityofYz·-w;;©xabilitytoleveragefundingopportunitiesforthedevelopmentand renewalofinfrastructurethroughfederalorprovincialprogramsandotherpartnerships. 136.AdvocateforNewInfrastructureFundingPrograms Continuetoadvocateatseniorlevelsofgovernmentforincreasedfundingformunicipal infrastructuredevelopmentandrenewal. MonitorInfrastructureFundingPrograms 137. ThroughprogramsliketheNewBuildingCanadaFund,thefederalandprovincialgovernmentsare encouraginginvestmentsininfrastructureprojectsthatcontributetoeconomicgrowth,job creationandproductivity.Theseprogramsarerevisedregularlytoreflectprioritiesoftheday.In ordertobereadytotakeadvantageofsuchfundingopportunities,thecitymustconstantly monitortheevolutionoftheseprograms,programcriteriaanddeadlinestoensurethatthecityis readytorespondtoopportunitiesandfullyleverageprogramstoachieveourgoals. 138.CreateaRegisterofShovelReadyProjects Economicstimulusprogramsthatfocusoninfrastructureinvestmentoftenrequireprojectstobe shovelreadytobeeligible,whereplanningandengineeringisadvancedenoughthatgiven sufficientfunding,constructioncanbeginwithinaveryshorttime.Kitchenercouldstrategically selectinfrastructureprojectstoadvancetotheshovelreadystage. 139.PublicPrivatePartnershipsforLargeInfrastructureProjects Explorethepotentialforpublicprivatepartnershipsforfuturelargeinfrastructureprojects.Inan increasinglycompetitiveglobalenvironment,governmentsaroundtheworldarefocusingonnew waystofinanceprojects,buildinfrastructureanddeliverservices.Publicprivatepartnerships (PPP'sorP3's)arebecomingacommontooltobringtogetherthestrengthsofbothsectors.In additiontomaximizingefficienciesandinnovationsofprivateenterprise,PPP'scanprovidemuch neededcapitaltofinancegovernmentInfrastructureprogramsorprojects. 18 1 - 21 APPENDIXPotentialActionstoSupportStrategicPriorities #5 Effective & Efficient City Services Wewilldeliverqualitypublicservicesthatmeetthedaytodayneedsofthecommunityinareliable andaffordableway,madepossiblethroughtechnology,innovation,employeeengagementanda soundlongtermfinancialplan. 5.1Enhanceandrolloutplansformanagingemergenciesandbusinessdisruptionstoprotectlivesand continuetodelivercriticalservicestothecommunity. 5YearFireMasterPlan 140. Todevelopa5yearroadmapfortheFireDepartmenttomeettheneedsandcircumstancesofthe community,Councilandstaff. 141. BusinessContinuityPlan Implementtherecommendationsofthebusinesscontinuityplan. 5.2Improvethedesignanddeliveryofcityservicessothattheyprovidewhatcitizenswantinthemost reliable,convenientandcostefficientway. ImplementtheAnnualServiceImprovementWorkPlan 142. Theoverarchinggoalofservicereviewsistoprotectthe/z·äxassetsandinterestswhichincludes, butisnotlimitedto,protectingthelongtermhealthoftheorganization,itsfinancialandphysical assets,itsreputation,itsabilitytoperformcriticalservicesandthesafetyandwellbeingof employeesandcitizens.TheServiceReviewWorkPlanisamultiyearprioritizedscheduleof servicereviewswhichcovereverydivisionandservicewithintheCity. CorporateTechnologyStrategicPlan&DigitalStrategy 143. SetclearpriorityareasforthefurtherdevelopmentofInformationTechnologyservicestocontinue tomeettheevolvingneedsoftheorganization.Thedevelopmentofabroadercommunitydigital strategywillbeconsideredasacomponentoradistinctstrategy. ImplementationoftheGloballyHarmonizedSystemofClassificationandLabellingofChemicals 144. GHSisasystemthatdefinesandclassifiesthehazardsofchemicalproducts,andcommunicates healthandsafetyinformationonlabelsandmaterialsafetydatasheets(calledSafetyDataSheets, orSDSs,inGHS).Thegoalisthatthesamesetofrulesforclassifyinghazards,andthesameformat andcontentforlabelsandsafetydatasheets(SDS)willbeadoptedandusedaroundtheworld. SAPCustomerRelationship&Billing 145. SAPCR&Bisbeingimplementedtoreplacethe/z·äxagingCustomerInformationSystem,acritical applicationthatsupportsthe/z·äxpropertytaxandutilitiesrevenuemanagementandbilling processes.Thenewsystemwillofferanenhancedcustomerexperienceincludingtheabilityto reviewbillsonlinethroughaCityofKitchenerportal.Implementationisa15monthproject significantlyimpactingtheRevenueandITdivisions. CLASSRecreationSoftwareReplacement 146. Tosourceatoolthatwillmeettheneedsofrecreationandsportsmanagementsoftware,facility rental,activityandparticipantmanagementsoftware,pointofsaleoptions.Wearelookingfora toolthatwillmeettheneedsofourfuturetechnologydemandsandprovideinnovationthat encourageswebbasedsolutions. 19 1 - 22 APPENDIXPotentialActionstoSupportStrategicPriorities #5 Effective & Efficient City Services FutureAuditoriumReplacementStrategy 147. TooutlinetheplanningstepsforreplacementoftheAuditoriumin1520years. RegionalEmergencyCommunicationCentre 148. Reviewthefeasibility/implementationandoperationsofaRegionalEmergencyCommunications Centre. RegionalRadioSystemUpgrade 149. ImplementmultiyearplanforanewRegionalTrunkedRadioSystemwithinthefireDepartment. ElectronicAgendaManagement 150. Create,prepare,approveandpublishmeetingagendasforCouncilandcommitteesofcouncilina moreefficient,collaborativeandstreamlinedmanner. ElectronicDocumentManagementSystem 151. Researchandevaluatethepotentialprocurementandimplementationofelectronicagenda managementsoftwaretocreate,prepare,approveandpublishmeetingagendasinamore efficient,collaborative,streamlinedandpaperlessmanner. BusinessCaseforBuildingStandardOptions 152. Inanefforttomaximizefundingand/orjustifybuildingfacilitiestoaspecificstandard,thereisa needtodevelopabusinesscasereviewingtheimpactofconstructingtodifferentstandardor specifications.Whileitispossibletobuildpublicbuildings"cheaper",thereisaneedtounderstand theimpactondurability,maintenance,operatingcostsetc. ParkingTechnologyImprovements 153. Investigatetechnologyimprovementsopportunities. ResponsiblePetOwnershipStrategy 154. WorkinconjunctionwithCityofWaterlooandKWHumaneSocietytodevelopmentaseriesof actionstoencourageresponsiblepetownership. MeterInventorySystemImplementation 155. TheobjectiveoftheKitchenerUtilitiesMeterInventorySystemprojectistosourceandimplement ahighlyconfigurableandflexiblesolutiontofacilitatethemanagementoftheKitchenerUtilities meters.Thesolutionmustbeefficient,userfriendlyandprovidecloseintegrationwithseveral othersystemswithintheCityofKitchenerincludingSAPCR&B. WilliamsburgPhaseIIExpansion 156. Continuetotenderconstructiondocuments,awardtenders,andconstructPhaselltoincrease cemeteryinventory. AcceleratedCapitalFundingforRoads,WaterandSewerInfrastructure 157. Exploreoptionstoacceleratecapitalfundingforthereconstructionofroads,waterandsewers. RoadResurfacingandSidewalkMaintenance 158. Evaluatetheadequacyofthebudgetforroadsandsidewalks,andimprovethepercentageofcity streetsthatareingoodorexcellentcondition. 20 1 - 23 APPENDIXPotentialActionstoSupportStrategicPriorities #5 Effective & Efficient City Services CommunityHubs 159. Focusondevelopingpartnershipswithexternalnotforprofitstocreatecommunityhubs(respond toprovincialdirection). ProActiveByLawEnforcement 160. Explorethemeritsofincreasingproactiveenforcementofthe-z·äxbylawsandassessthe resourcerequirements. TransformingGovernmentInitiative 161. Createaprogramtodrivethecontinuousimprovementofcityservices,developingskills, processes,toolsandspacesthatencourageandsupportinnovationandserviceimprovement. MaintenanceStandardsforPublicSpaces 162. Measure,monitorandreportonservicestandardsforthemaintenanceofpublicspacestoensure expectationsaremetonaconsistentbasisandissuesareidentifiedandaddressed. InformationTechnologyBusinessCaseApproach 163. IntroduceabusinesscaseapproachtotheprioritizationandallocationofresourcesforITprojects, connectingtheinvestmenttothecommunitybenefitsoftheproject. EnterpriseSystems 164. ExploreopportunitiestoleveragethecapabilityofenterprisesystemslikeAMANDAosupportnew services. DataManagementSteeringCommittee 165. ExtendtheInformationManagementSteeringCommitteemodelusedinINStootherdepartments tobuildcapacitywithintheorganization,setpriorities,manageaccuracy,developanalytical ability,etc. ITTraining&ChangeManagement 166. Implementtrainingforcitystaffonnewenterprisesystemsandmodules(e.g.SAPBusiness Intelligence)withchangemanagementsupportandissueresponse. CollaborativeTechnology 167. Facilitatebettercommunicationandcollaborationbetweenindividualsandteamswith collaborativetechnology. 5.3Providecitizenswithcompetitive,rationalandaffordabletaxationlevels. 168.ImplementandReportonProgressoftheMunicipalPartnershipProgram PrinciplesoutlinedintheMunicipalSponsorshipStrategywillbeusedtodevelopaMunicipal PartnershipProgramthatwillpromoteacoordinatedandunifiedapproachtoidentifying,costing andsellingtheseopportunitiesforthebenefitofthemunicipalityanditsresidents. JointServicesInitiative 169. Reviewandrevitalizethejointservicesinitiativeandlookatthepotentialtoexpandthescopeof opportunitiesmanagedwithintheprogram. 21 1 - 24 APPENDIXPotentialActionstoSupportStrategicPriorities #5 Effective & Efficient City Services 170.CreateanOfficeofStrategicPartnerships Createapositionwithintheorganizationtoproactivelyseekoutpartnershipopportunitiesand facilitatethepartnershipprocesstoincreasecityrevenues,orreduceoperatingand/orcapital costsassociatedwiththedeliveryofcityservicesthatwillresultinreducedimpactonthetaxrate. 5.4Ensuretheresponsiblestewardshipofpublicfundswithinasupportivepolicyframework. 171.LongTermFinancialPlan PrepareaconsolidatedlongtermfinancialplanthatwillbethefinancialframeworkfortheCity goingforward.Theframeworkwillincorporatepolicyworkpertainingtoreserves,debt,and enterpriseinvestments. 172.AllocationofOverheadCosts Reviewtheallocationofoverheadcostswithinthebudgettoensuretheyareappropriateand reasonable. 5.5 Strengthenemployeeengagement,performancemanagementandaccountabilityforresultsacrossthe organization. 173.ImplementFirstPhaseofCorporateTalentStrategy Inphases,toreviewandredesignacrossHRprogramingincludingperformancemanagement, successionplanningandrecruiting. 174.PerformanceManagementFramework Developandimplementacorporatewideapproachtoperformancemanagementfornonunion staff,andrefreshthe[;·xTalkprogramtoencourageopendialoguebetweensupervisorsand frontlinestaff. 175.ServicePerformanceIndicators Completethedevelopmentofkeyresultsindicatorsforallcoreservicesandreporttheresults publiclythroughthebusinessplanningprocess. LeadershipDevelopment 176. Implementleadershiplearninganddevelopmentprogramsforcitystaff. 177.CultureofAccountability FocusonbuildingacultureofaccountabilitythroughfuturephasesofthePeoplePlan implementation/signpostwork. EmployeeEngagementSurvey 178. ImplementtheEmployeeEngagementSurveyandaddresstopissues. 179.PerformanceCoachingSkills Developperformancecoachingskillsforsupervisors,includingtrainingonwhenandhowtouse theprogressivedisciplineprocess. 22 1 - 25