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HomeMy WebLinkAboutCAO-15-035 - 2016-2019 Business Plan - Strategic Actions REPORT TO: Planning & Strategic Initiatives Committee DATE OF MEETING: December 7, 2015 SUBMITTED BY: Laurie Majcher, Manager Strategy & Business Planning, (519) 741-2200 ext. 7817 PREPARED BY: Laurie Majcher, Manager Strategy & Business Planning, (519) 741-2200 ext. 7817 WARD (S) INVOLVED: All DATE OF REPORT: November 25, 2015 REPORT NO.: CAO-15-035 SUBJECT:2016-2019 Business Plan - Strategic Actions _____________________________________________________________________________________ RECOMMENDATION: For Discussion th Note: Final approval will take place as part of final budget day, scheduled for January 18, 2016. BACKGROUND: The purpose of the City of Kitchener business plan is to create a blueprint for the work to be done within the organization for each term of Council. The plan outlines a clear path for the organization, one that strikes an effective balance between the need for the consistent delivery of quality services to the community on a day-to-day basis and a focus on emerging issues and opportunities that will help to position the city well for the future. The primary responsibility of the organization and the top priority for city staff is the provision of services to the community. In total there are 47 different core services provided by the city, responding to a diverse range of community needs and expectations, such as: Economic Development; Fire Emergency Response; By-law Enforcement; Aquatics; Planning; Fleet Management; Winter Control Maintenance; and, Utilities to name just a few. Each year, the Corporate Management Team updates a brief description of each service, including: the number of staff involved, the key service functions or activities, a description of the work, the volume of work that is completed and results that are achieved on an annual basis. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1 - 1 On average, an estimated 94% of the capacity of the organization is dedicated to the delivery and management of the city’s core services.The remaining capacity, when available, is allocated to critical projects required to sustain the organization, urgent community issues when they arise and strategic actions required to make progress on the priorities in the city’s strategic plan. Working within existing budget constraints, there is always more work to be done than what the organization has resources and capacity to take on. Before commitments are made to new strategic actions, members of the Corporate Management Team evaluate priorities carefully and consider benefits and trade-offs of potential projects and initiatives taking into consideration Council’s top priorities. Once approved by Council, the list of approved strategic actions is incorporated into the city’s business plan. Together, the city’s core service profiles and strategic actions provide a holistic view of the capacity of the organization and how it will be used to serve the community over the next four years. REPORT: Council Priorities st On August 31, the Planning and Strategic Initiatives Committee received staff report CAO-15- 022 for discussion. This report included a list of potential strategic action items representing ideas from citizens, members of Council and city staff. Through the discussion, members of the committee were encouraged to identify additional action items to be added for consideration in the business planning process. As follow-up to that discussion, a prioritization worksheet that included 109 potential action items was sent via e-mail to all members of Council. Each individual member of Council was 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. Completed prioritization worksheets were submitted by ten members of Council. Individual responses were received and compiled and scores were totalled to determine the overall ranking of proposed new action items. The Corporate Management Team has prepared a list of action items to be included in the 2016-2019 City of Kitchener Business Plan (Appendix A), taking into account the top priorities of council and the commitments to the community through the strategic plan. In total, there are 136 strategic actions planned for the next four years, including 67 projects and ongoing strategic initiatives that are already in progress and will carry-over to next year, and 69 new action items. Overall, 1/3 of the new strategic actions on the list were identified through the Council prioritization process described above. Other action items have been included because they are required to follow-through on pre-existing commitments to Council and the community or they contribute to increased efficiency and effectiveness of city services, including but not limited to: Federal and Provincial Funding for the Arts; Doon Pioneer Park 1 - 2 Skate Park; Neighbourhood Markets; Cultural Heritage Landscape Strategy Phase 2; Stormwater Master Plan; Centre in the Square Lifecycle Asset Management Plan; Complete Streets Policy; Development of a New Snow Storage Facility; Comprehensive Review of Business Licencing Fees, etc. New action items added to the plan include nine of the top 10 strategic action items that received the most points by members of Council. Priority #8 – Public-Private Partnerships for Large Infrastructure Projects is not included. These opportunities are typically infrequent and this was not viewed as a strategic action that we could show significant progress on an annual basis. Staff will continue to consider the potential for partnerships when the opportunities arise. When the Office of Strategic Partnership (#2) is established and has had the chance to mature over time, it is possible that this program could potentially include the mandate for public-private partnerships for a broad range of city initiatives including large infrastructure projects. The top 10 strategic actions ranked by total points include: Council Priority Total Points 1. Open Wi-fi and Broadband Infrastructure 32 2. Create an Office of Strategic Partnerships 31 3. Tree Donation Program 28 4. Improved Trail Maintenance Especially Washouts 27 5. Incentives for Design/Architectural Innovation 24 6. Kitchener Brand Strategy 24 7. School Zone Speed Reduction 23 8. Public-Private Partnerships for Large Infrastructure Projects 22 (Not included) 9. Accelerated Capital Funding for Roads, Water & Sewer 22 10. Plant One Million Trees 21½ In addition, the Corporate Management Team has made a commitment to follow-through on all strategic actions that were identified as a priority by six or more members of Council as a top priority, and careful consideration was given to those strategic actions identified by five members of Council as priorities with more than 15 points. Overall, 22 of Council’s top 25 ranked strategic actions have been incorporated to the list as new strategic actions for the next four years (Appendix B), and staff will work on 12 of them next year. Proposed List of Strategic Actions The purpose of the strategic action plan is to ensure that strategy drives our business. Having staff commitment to integrate this work into the ongoing operation of the organization provides 1 - 3 a management framework that creates clarity and focus for following through on the promises made to the community in the city’s strategic plan. Every action item on this list is designed to make progress on the priorities in the strategic plan and the community vision to build an innovative, caring and vibrant community. This list of strategic actions includes at least one action item for each of the 27 strategies included in the city’s strategic plan. This is a four-year action plan that will be updated on an annual basis. More than 80 percent (110) of the action items on the plan are expected to be active in 2016, and the remaining 26 are planned to start after 2016.As work is completed new projects will be added to future years through the business planning process. Each year, Council members will have the opportunity to identify top priorities as input to new strategic actions for the business plan. Action items that were considered by Council this year and not included in Appendix A will be included for consideration in future years. Action items on the list include both projects (red timeline) and ongoing strategic initiatives (blue timeline). Both represent work to be undertaken by the organization with the objective of making progress on the strategic priorities and strategies included within the strategic plan. 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. There are ten action items on the plan that will require new resources for next year, as listed in the financial implications section of this report. The resources for these strategic actions are currently built-in to the proposed 2016 budget. If the resources are not approved by Council through the budget process, the scope of work may be scaled down, those action items may be deferred to a future year, or they may be removed from the business plan. Next Steps Subject to Council approval of the proposed Strategic Action Plan outlined in Appendix A, including any necessary adjustments resulting from budget decisions, the Strategic Action Plan will be incorporated into the City of Kitchener 2016-2019 Business Plan organized by the departments and divisions accountable for completing the work. All other information in the business plan will be updated and the first phase of core service performance reporting will be included in the plan. The final version of the business plan will be published and posted on the city’s website in February/March 2016. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the city’s strategic vision through the delivery of core service. 1 - 4 FINANCIAL IMPLICATIONS: The following provisions have been included in the proposed 2016 capital budget to support the strategic actions included on this plan. All of these projects or initiatives have been previously discussed by Council, with the exception of #107 – CLASS Registration Software Replacement, and # 121 – Server Systems Failover Capability. # 18 Canada 150 Wi-Fi Expansion - Funding of $500,000 (50% City, 50% Canada 150 Grant) has been added in 2016 for the expansion of the City’s Wi-Fi network. # 33 Community Gardens Program - Funding of $50,000 has been added in 2016 for additional investment in community gardens. # 34 Grand River Park: Phase 1 - Funding of $1.3M has been reallocated from other capital projects in 2016 & 2020, and $3.2M has been added in 2025 for the development of Grand River Park. # 70 Corporate Climate Action Plan - Funding of $52,000 has been added in 2016-2017 to develop a climate change action plan for the corporation. # 74 Iron Horse Trail Improvement Strategy - Funding of $750,000 has been added in 2016 for upgrades to the central section (Victoria to Queen) of the trail as identified in the Iron Horse Trail Improvement Strategy. # 83 Accelerated Infrastructure Replacement Strategy - Funding of $160M has been added over the 10 years of the Capital Budget for the replacement of aging infrastructure in the City’s utilities (Water, Sanitary Sewer, Storm Sewer, Natural Gas). The majority of this funding will be directed to the Accelerated Infrastructure Replacement Program (AIRP) and will be used to replace the water and sewer pipes that are in the most need of repair. # 107 CLASS Registration Software Replacement - Funding of $250,000 has been added in 2016 for the replacement of the City’s recreational programming registration software. # 115 Snow Dump Development - Funding of $1.9M has been added to 2016-2017 for the creation of a permanent snow disposal facility. 1 - 5 # 118 Kiwanis Park Pool Renovation - Funding of $2.5M has been added in 2017 for legislated upgrades at the Kiwanis Park pool. # 121 Server Systems Failover Capability - Based on the results of a comprehensive business continuity assessment, funding of $310,000 has been added to relevant Information Technology capital accounts in 2016 to develop full server systems failover capability for the City’s computer applications. COMMUNITY ENGAGEMENT: Consult – The community was consulted on priorities for action in this term of council through the strategic planning process. More than 1,000 residents provided input through the Environics survey in 2013, and approximately 2,000 citizens participated in the follow-up community engagement campaign led by Compass Kitchener in 2014. More than 50 community stakeholder groups were given the opportunity to comment on the draft strategic plan in June 2015 prior to council approval, and the feedback that was received was incorporated into the final document. ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer 1 - 6 Appendix A Proposed City of Kitchener 2016-2019 Strategic Action Plan November 2015 1 - 7 /z·ä šE Yz·-w;“;© t©zš©z·z;­   h¦;“ DšÝ;©“’;“· ‘; ÞzŒŒ ,; ·©“­¦©;“· “7 --šÒ“·,Œ; ·š -z·zé;“­r ¦©šÝz7z“m ; z“Eš©’·zš“r  m©;· -Ò­·š’;© ­;©Ýz-; ;ã¦;©z;“-;r “7 ’;“z“mEҌ ¦©·z-z¦·; z“ ·w; 7;’š-©·z- ¦©š-;­­u {·©š“m “7 w;­zŒz;“· 9-š“š’ä ‘; ÞzŒŒ ޚ©‰ Þz·wz“  -šŒŒ,š©·zÝ; “;·Þš©‰ šE -z·ä,ÒzŒ7;©­ ·š -©;·;  7ä“’z- “7 ¦©š­¦;©šÒ­ Yz·-w;“;© ·w· z­ ©z-w Þz·w ;’¦Œšä’;“· š¦¦š©·Ò“z·z;­ “7 ­Ò--;­­EҌ ,Ò­z“;­­ Ý;“·Ò©;­ ·w· -“ m©šÞ “7 ·w©zÝ; Þz·wz“ ·w; ;-š“š’äu {E; “7 w©zÝz“m b;zmw,šÒ©wšš7­ ‘; ÞzŒŒ ޚ©‰ Þz·w -š’’Ò“z·ä ¦©·“;©­ ·š -©;·; -š’¦Œ;·;r -š““;-· ÞŒ‰,Œ; “;zmw,šÒ©wšš7­ Þz·w  ©“m; šE wšÒ­z“m š¦·zš“­u ‘; ÞzŒŒ ¦;š¦Œ; ·š -š’; ·šm;·w;©r z“·;©-· Þz·w š“; “š·w;© “7 ,ÒzŒ7 ©;Œwz¦­ ·w©šÒmw z“-ŒÒ­zÝ; ¦©šm©’­r ­;©Ýz-;­r ;Ý;“·­r “7 m©;· ¦Ò,Œz- m {Ò­·z“,Œ; 9“Ýz©š“’;“· “7 L“E©­·©Ò-·Ò©; ‘; ÞzŒŒ wÝ; Þ;ŒŒ ¦Œ““;7r ’“m;7r “7 -š­· ;EE;-·zÝ; z“E©­·©Ò ·w· ­Ò¦¦š©· Œš“m·;©’ -š’’Ò“z·ä “;;7­ Eš© ­;©Ýz-;­r w©“;­­z“m ·w; ,;“;Ez·­ šE “·Ò©; ·w©šÒmw m©;;“ z“E©­·©Ò-·Ò©; ¦©šm©’­ ·š -©;·;  w;Œ·wä Ò©,“ ;“Ýz©š“’;“·u 9EEz-z;“· “7 9EE;-·zÝ; /z·ä {;©Ýz-;­ ‘; ÞzŒŒ 7;ŒzÝ;© ¨ÒŒz·ä ¦Ò,Œz- ­;©Ýz-;­ ·w· ’;;· ·w; 7ä ·š 7ä “;;7­ šE ·w; -š’’Ò“z·ä z“  ©;Œz,Œ; “7 EEš©7,Œ; Þär ’7; ¦š­­z,Œ; ·w©šÒm z““šÝ·zš“r ;’¦Œšä;; ;“mm;’;“·r “7  ­šÒ“7 Œš“m·;©’ Ez““-zŒ ¦Œ“u 1 - 8 ”ِu ҕwèuku # Strategic Action 1. External Website Review A website is an ever evolving product in a fast changing technic important to review on a regular basis to ensure it is holding up to changing technologies and customer expectations. The scope of this proje improvements that will make it easier for citizens to find infor 2. Open Data Portal Launch and Data Set Automation An Open Data portal launch is expected early in 2014 and a numbe will need to be automated in order to deliver the data to the po 3. Open By Default Strategy Implementation To help advance the Open Government initiative to increase transparency by developing and implement systems, training and procedures, including routin dissemination processes, to instill the operational principle th should be made available to the public subject to legislative and legal constraints. 4. Implement the e-Participation Strategy e- Open Government Action Plan and contributes inherently to the transparency and accountability principles. This project will look at acquiring support effective digital engagement with the community, processment, staff training, Kitchener Commons development & rollout. 5. Customer Service Strategy Phase 3 Focus on continuing to positively enhance the customer experienc more convenient channels for customer access, improved tracking, measuring and reporting of customer interactions and a standardized escalation process and customer service training for city staff. The scope will inc -Services Strategy, implementation of new Customer Relationship Management software, investigation of options for epanding the Corporate Contact Centre into other lines of business, the development of standardized customer service training for City of Kitchener employees. 6. Corporate-Wide Community Engagement Review engagement practices, processes and policies, identify gaps and implement improvements. Based on the review, potential actions may include: update the Community Enga training; better coordination and communication for engagement events; bet communication with citizens acknowledging input received from ci community engagement, etc. 7. E-Tendering Implement an e-tendering module to enable vendors to self-identify for interested commodities, access bid documents and drawings and submit tender quotations electronically. 8. Participatory Budgeting Enable allowing them to make budget decisions that affect their lives. 1 - 9 1 ”ِu ҕwèuku 9. Give citizens access to the latest data on a wide-range of municipal services and a timely look at how we are building a more innovative, caring and an interactive web based tool that features service levels, perf over time, displaying the results in a way that citizens can rea 10. Citizen-First Customer Service Culture Focus on building a citizen-first culture through future phases of the People Plan implementation and through standardized customer service trainin vision, guiding principles, corporate customer service guidelines and policies as core values and expectations of the organization both internally and methods to tell great customer service stories to celebrate succ reinforcement, and identify leaders and role models in the organization. 11. Enhance Customer Experience at The Aud & Arenas Improve the experience and safety of the customers utilizing The implementing Phase II of the Behavioural Procedure. 12. Publish Information About Council Decisions and City Processes Increase public access to information by improving connections be reports and Council decisions, and the ability to trace the hist this will lead to more transparent decision-making for the public, greater accountability, and increased public trust. 1 - 10 2 ÿè•uÓ ð ç # Strategic Action 13. Arts & Culture Strategy Consult with stakeholders to develop a multi-year plan for arts business and cultural vitality strategy including digital media, music, film, design a 14. Kitchener Market Strategic Plan The development of a strategy to map out the future role of the Kitchener Market in the community taking into consideration its contribution to quality economy and the overall vitality of Downtown Kitchener. Key Sta engaged and recommendations will be presented to City Council. 15. City Hall Outdoor Spaces Master Plan City Hall outdoor spaces are well utilized as gathering and prog components of the 21 year old square infrastructure are in need of repair, retrofit or replacement. Rather than conducting infrastructure work piecemea an opportunity to conduct a master plan to consider use of all o surrounding City Hall, leverage new technologies, build in flexibility for future requirements, and capitalize on economies of scale. This master for future work and capital investment. 16. Special Events and Urban Vitality Strategy Development of a special events and urban vitality strategy that supports the overall objectives of the Kitchener Economic Development Strategy. 17. Sport Tourism Work with minor sports organizations and the Waterloo Regional T Corporation to attract provincial/national championship events at city facilities. 18. Canada 150 Wi-Fi Expansion Funding secured through Canada 150 program to fund additional Wi-Fi installations at the Kitchener Memorial Auditorium, Victoria Park, Victoria Park and other public spaces subject to commitment of the City's matching funds. Staff are preparing plans and expect to begin work in July 2016 and comple per the requirements of the Canada 150 program. * Project depends on Council approval of new resources in the 2016 Capital Budget 19. Broadband & Fibre Optic Infrastructure Work collaboratively with stakeholders to explore options to eit fibre optic investment in Kitchener or partner with others to pr- speed broadband infrastructure for Kitchener. High speed internet access is increasingly viewed as essential infrastructure for a globally competitive ec 20. Advanced Manufacturing Incubator Support the development of an advanced manufacturing incubator i specialized accelerator programming for startup manufacturers. 21. Develop a Kitchener Brand Strategy consideration of extension and application as the comprehensive city of Kitchener. Develop a strong brand for the City of Kitche is engaging, compelling and consistent. 1 - 11 3 ÿè•uÓ ð ç # Strategic Action 22. Update the Downtown Kitchener Action Plan The Downtown Kitchener Action Plan (2012-2016) focuses on organizing City and BIA programs, services and resources to leverage these assets and st- off investment, engaging the community along the way to ensure ttinues to move in the direction preferred by Citizens. 23. Intergovernmental Relations High Speed Rail Working in collaboration with partners in the Toronto - Waterloo Region corridor, advocate for high speed rail service as a priority infrastructure investment for the provincial government. 24. Federal and Provincial Funding for the Arts Advocate and coordinate funding for the arts from federal and pr programs. 25. Make It Spark Support pre-commercial activity including idea generation, experimentation, development, and to strengthen our innovation and maker culture. Key objectives include: support creative experimentation, encourage industry cross over, and support creative clusters in music, film, performing arts, design, etc. 26. Make it Start As the startup community is evolving, new opportunities are emerging to provide incubator/accelerator space in the critical hardware and manufacturing, life sciences, music, digital media, and food sectors. A number of projects are currenly in the planning process, but need support. Key objectives include: be agile in the provision of services for startups, continue to attract entrepreneurs locally, nationally, and globally, and become a magnet for investment. 27. Make it Grow Support the competitiveness of established industries and businesses, and to help our small and medium sized businesses to scale up locally. This requires development of all the necessary resources and supports to make it possible for businesses to fully develop locally. Key objectives include: build our identity as a Global Maker Hub, work with existing businesses through partnership to support their needs, and help develop cluster supports that make these systems work. 28. Make it Urban Make it Urban reflects the significant urbanization opportunities that extend through the central transit corridor, while retaining the development of downtown itself as an economic development priority. Key objectives include: continue on the path of building a dynamic downtown, continue to lead the way in the redevelopment of our own properties, and work with the private sector to apply these same standards, and facilitate the development of sought-after urban amenities, like dog parks and patios. 1 - 12 4 ÿè•uÓ ð ç # Strategic Action 29. Make it Vibrant Address opportunities to bThis involves placemaking, especially in the urban spaces targeted through . But, there are opportunities to deliver vitality outside the downtown core, through support of ich requires co-ordination with Community Services. Key objectives include: build Kitchenerdentity as a festival city, encourage our creative community to use the city as a stage, invigorating the city through new programs, and in unconventional spaces, and support strong communities and neighbourhood identities through distinct events and creative expression. 30. Make it Connect Connect into the larger regional economy, and build up the innovation corridor to Toronto. This requires coordination with other levels of government and stakeholders working in a regional context. There is some co-ordination required with the upcoming Digital Strategy, as it relates to fibre and public wifi. Key objectives include: champion the creation of the infrastructure to develop an innovation corridor between Waterloo Region and Toronto, build the partnerships needed to support it (WREDC, Communitech, Toronto clusters), and develop the Innovation District as the heart of the system. 1 - 13 5 ÿ"̐ ð éèûwûuÓ tûÓéb•3è镕| # Strategic Action 31. Neighbourhood Strategy Develop strategy focused on: engaging and empowering more reside building, sustaining and supporting safe and thriving neighbourh unique character and needs of each individual neighbourhood; bui of belonging and connection between residents and their neighbourhoods increasing civic pride in the community; aligning municipal staf building safe and thriving neighbourhoods as the basis for a hea (LFMPU Rec #11). 32. Central Stations RT Station Area Plan Undertake all components required to complete development scenar analysis, preferred option, community engagement, implementing l other recommendations for the Central Stations Area. 33. Community Gardens Program Explore opportunities to accelerate/increase the community garde strengthening neighbourhoods, promoting healthy living and addre affordability issues. Consideration will be given to support and supplies required for success of the program, initially and on an ongoing basis. Work the comprehensive zoning by-law review to ensure appropriate zoning provisions are in place to allow community gardens within neighbourhoods. * This project depends on Council approval of new resources in the 2016 Capital Budget 34. Grand River Park Phase 1 The advancement of this project requires that criteria be establ potential lands and the prioritization of natural space land acq Grand River Park site, and the development of a Grand River Park potential park programing and cost estimates in order to inform udget forecasts for the construction of a Grand River Park. Phase 1 i the priority site. Phase 2, which will include the development begin when Phase 1 is completed. * This project depends on Council approval of new resources in the 2016 Capital Budget 35. Pro-active Traffic Calming Design Features in New Developments Develop a standard operating procedure to ensure that a comprehensive re traffic calming and cycling facilities are conducted during site make efforts to recommend developer included traffic calming the a subsequent plan will slightly alter facility locations (such as schoo change traffic patterns in a previously developed sub-division. This work will form an important foundation for a Complete Streets Policy. 36. Residential Intensification in Established Neighbourhoods There are increasing growth and intensification pressures in man Conduct a study that investigates the issue, provides options an to residential zoning, design guidelines, the development process and community 37. PARTS Midtown RT Station Area Plan Undertake all components required to complete development scenar technical analysis, preferred option, community engagement, and recommenda Midtown Station Area. 1 - 14 6 ÿ"̐ ð éèûwûuÓ tûÓéb•3è镕| # Strategic Action 38. PARTS Rockway RT Station Area Plan Undertake all components required to complete development scenar analysis, preferred option, community engagement, and recommenda Rockway Station Area. 39. Upper Canada District Park Master Plan Priority 1 The re-alignment, consolidation and improvement of the Southwest Optimist Sportsfield baseball diamonds including supporting infrastructure as identif Upper Canada District Park masterplan. Detailed Design: Spring 2016, Construction: Summer/Fall 2016, Opening: Summer 2017 40. Comprehensive Zoning By-Law Review Undertake a multi-phase, comprehensive review of the City's Zoning By-law 85-1 to implement the new Official Plan and other required changes. 41. Huron Woods Community Centre Partnership Explore the potential for a partnership with the school board fo community centre in the Huron Woods neighbourhood. 42. Neighbourhood Development Office Create a neighbourhood development office to provide oversight and coordination of neighbourhood action plans. 43. Development Incentives for Affordable Housing - Phase 2 Undertake a detailed analysis in consultation with affected busi and the industry in order to provide an implementation plan to heliver development incentives for affordable (rental) housing. The primary focus is requirements, property tax exemptions or grants, and expanded density bonusing. Secondary effort will be on waiving or deferring certain applica. 44. Doon Pioneer Park Skate Park The development of the Doon Pioneer Park Skate Park will be comp project. The Leisure Facilities Master Plan recommended that ad facilities be developed in Kitchener in an effort to expand on t that time of the Aud Skatepark, and to address the growing need f skateboarding. 45. Complete Streets Policy The City of Kitchener has a number of standalone policies and pr complete streets. The development of a complete street policy wreview best practices and combine elements into a stand-alone policy document that ensures considers and aims to meet the needs of all users regardless of and travel choice. 46. Implement South Kitchener District Park Master Plan Phase 1 Phase 1 of the development of the South Kitchener District Park development of the sports fields, stormwater management features servicing, roads and parking. 1 - 15 7 ÿ"̐ ð éèûwûuÓ tûÓéb•3è镕| # Strategic Action 47. Community Energy Investment Strategy Explore district Energy to set a path to improve how thermal eneheating and coolingis generated, delivered and used throughout the community. The will be environmentally friendly, cost-competitive heat and hot water in high-density neighbourhoods. 48. Hidden Valley Land Use Study To develop a Master/Community Plan for the Hidden Valley area th implemented by way of amendments to the Official Plan and Zoning-law. This project would be integrated with a servicing study for the area Engineering. 49. Cultural Heritage Landscape Strategy Phase 2 Consult with Heritage Kitchener in order to prioritize the imple tools for the cultural heritage landscapes identified in Phase 1 of locations on the municipal heritage register, identifying speral heritage landscapes in the Official Plan, and developing new/enhanced gui practices. 50. Business Case for Doon Pioneer Park Community Centre Expansion To engage community residents and stakeholders in a needs assessbusiness case to determine the requirements for an addition to the DPPCC. 51. Neighbourhood Markets Explore options to increase the feasibility of increasing the nu markets in the city, looking at options to provide increased sup-led markets and the potential for a neighbourhood mobile farmers mar 52. Neighbourhood Matching Funds Grant Pilot Review A partnership with United Way of Kitchener Waterloo and Arts and 3 year pilot project will be coming to conclusion at the end of successes and recommendations for the future to be provided, inc 53. Urban Design Manual Undertake a full review of the urban design manual to implement make the document more efficient and effective, complement specific design briefs etc. 54. Growth Management Strategy Review Review and update the Growth Management Strategy that was approved in 2009. 55. Leisure Facilities Master Plan Update The Leisure Facilities Master Plan has been the foundation for t leisure and recreation facilities and services for the City of Kitchener since 2005. As with any master plan, it is important to update the plan on a regular of its development charges bylaw. 56. Business Case for Mill Courtland Community Centre Expansion Engage community residents/stakeholders in a needs assessment an determine the requirements for an addition to the community cent 1 - 16 8 ÿ"̐ ð éèûwûuÓ tûÓéb•3è镕| # Strategic Action 57. Lower Doon Land Use Review To review all existing land use planning documents for the Lower purpose of developing a comprehensive and up to date planning fr area. It is anticipated that the resulting Master/Community Pbe implemented by way of amendments to the Official Plan and Zoning-law. The actual geography of the study area still needs to be determined. Behav issues associated with housing that caters to the student populad to the scope of work in which case BE, BL and F would assume more s This project could be combined with the Homer Watson/Conestoga C Master Plan project. 58. Homer Watson/Conestoga College City Node Master Plan To develop a planning framework that establishes a City Node in Watson Boulevard and Conestoga College Boulevard. Opportunities and high density housing, a broader mix of uses, and enhancing t this area will be explored. This project would implement a policy which gives direction to do this work. This project could be com Doon Land Use Review. 59. PARTS Fairway Station Area Plan Undertake all components required to complete the development of scenarios, te analysis, preferred option, community engagement and recommendat Fairway Station Area. 60. PARTS Block Line Station Area Plan Undertake all components required to complete development scenar analysis, preferred option, community engagement, and recommenda Rockway Station Area. 61. Community Traffic Safety Advisory Committee Consider options to revise the mandate of an existing advisory c co-operative partnership between city staff, community groups and o seek to enhance traffic and pedestrian safety in Kitchener. The e input and feedback on a wide range of traffic safety issues such concerns, neighbourhood traffic calming requests and traffic-related education initiatives. 62. Community Centres/Neighbourhood Spaces Master Plan A comprehensive 20 year Community Centres/Neighbourhood Spaces D Master Plan to identify the needs for additional and or enhancem centres as well as development or enhancement of other neighbour urban intensification and greenfield development areas of the city. (LFMPU Rec 63. Incentives for Design/Architectural Innovation and Excellence Evaluate potential incentives for the development of landmark bu architecture at strategic locations within the city. 64. Community Grants Program Oversee and administer the program including Tier 1, Tier 2, tra- kind facility. Support community groups in providing opportunities for citizen participation and engagement in local community activities, events and projects in arts and culture, leisure and recreation. Broad volunteer involvement in planning and implementing community activities/projects. 1 - 17 9 ÿ"̐ ð éèûwûuÓ tûÓéb•3è镕| # Strategic Action 65. Growth Management Program Continue to manage and operate this program which coordinates lands development decisions with decisions on the capital forecast and development better manage growth in the City of Kitchener. This program als for broad ranges of housing and transportation choices, and maximizing existing technologies. Annual monitoring report and Biannual Growth Mana 66. Traffic Calming The City of Kitchener endorses traffic calming as a means to red traffic and collisions in residential neighbourhoods, thereby imfety and quality of life for residents. Traffic calming projects will be rated and prioritized annually staff and approved by Council based on the criteria and the allocated annual budget. 67. School Zone Speed Reduction Work in collaboration with local school boards to implement the chool zone speed reduction pilot program city-wide. 1 - 18 10 ÿ3 ð úuÌè" # Strategic Action 68. LED Street Light Standard and Conversion Develop LED streetlight standards for new development and a conversion strategy for existing lighting. 69. Stormwater Master Plan The Integrated Stormwater Management (SWM) Master Plan will serv support tool, a methodology for the prioritization of works and transparent community process by which the City can establish stormwater management guidelines and policies for the next 15 years. When Stormwater Master Plan will provide direction for resource requi work on the following four programs: Urban Flood Management, Watercourse Rehabilitation, End-of Pipe Controls and Maintenance, Stormwater Market Strategy. Progress on these programs will be reported on in future years. 70. Corporate Climate Action Plan Develop a comprehensive Climate Action Plan for the organization that integrates both mitigation measures with adaptation strategies that work synergi vulnerability to climate risks and greenhouse gas emissions. * Project depends on Council approval of new resources in the 2016 Capital Budget 71. Low Impact Development Design Guidelines Stormwater Utility Low Impact Development (LID) is an approach to storm water manag Low Impact Development approach, storm water is managed on-site and the rate and volume of storm water reaching receiving waters is unchanged from predevel guidelines will be integrated into the existing Development Manu 72. Sustainable Urban Forest Management Program This project will initiate the development of a Sustainable UrbanProgram with the creation of an urban forest strategic plan for the public and private urban forest, and an asset management plan for trees on city lands. A sustainable program sets the course of action for a socially desirable urban forest that can maintained based on the true capacity of the city to manage the 73. Centre In The Square Lifecycle Asset Management Plan Develop a collaborative approach to facility/component asset man facility. 74. Iron Horse Trail Improvement Strategy (Priority A: Central Section) Improvements to the central section (Victoria Street to Queen St Trail will include trail-road crossings, signage, seating & rest areas, trail width & surfacing, connectivity, amenities and landscaping. * Project depends on Council approval of new resources in the 2016 Capital Budget 75. Year-round Maintenance of Trails and Pathways Around Schools - Pilot Implement the pilot project to asphalt and winter maintain trail Public School and that staff monitor the use of these trails through tw Continue to meet with neighbourhood associations on school acces back to Council on the finding of the pilot project and future d 1 - 19 11 ÿ3 ð úuÌè" # Strategic Action 76. LED Street Light Conversion Finalize the LED conversion strategy and implement approved LED 77. Community-Wide Tree Planting & Donation Program Create a citywide public-private program with an ambitious goal, to plant a large number of new trees in the city over the next decade. Through this program th Kitchener can increase its urban forestone of our most valuable environmental asset made up of street trees, park trees, and trees on public, privat while achieving the many quality-of-life benefits that come with planting trees. 78. Trail Maintenance Service Level Review Complete a review of standards and procedures for trail inspecti ensure current practices are meeting the needs of the community, and specifically consider options to prevent significant damage to the usability 79. Update the Cycling Master Plan The Kitchener Cycling Master Plan, finalized in 2010, presents b bikeways to be implemented over time, policies to support making Kitchener a- friendly City, and related practices and programs to further tho 80. Implement the Cycling Master Plan Continue to implement the Kitchener Cycling Master Plan and capital program. 81. Sidewalk Infill Sidewalk infrastructure is a key component of the urban environm and facilitates walking and active transportation, supports comm safety. Sidewalks contribute significantly to a sustainable community and a pedestrian friendly environment. The City of Kitchener will continue to plan and manage the installation of missing sidewalk linkages through reconstruction-alone infill projects within the allocated annual budget. 82. Intergovernmental Relations Municipal Infrastructure Funding Advocate for greater infrastructure funding for municipalities f provincial governments. 83. Accelerated Infrastructure Replacement Strategy Develop and implement a long-term maintenance and renewal strategy for roads, water, sanitary and stormwater infrastructure that will mitigate risk a reactive maintenance. The strategy will allow for pro-active and preventative maintenance and will use condition based assessments to guide decis infrastructure replacement rather than relying on age of the inf for replacement. Year-to-year progress on this initiative will be dependent on Council decisions to allocation resources through budget decisions. * Projects depend on Council approval of new resources in the 2016 84. Asset Data Systems Development et groups, taking into account Council priorities and legislated requirements. 1 - 20 12 ÿ3 ð úuÌè" # Strategic Action 85. Detailed Asset Management Plans Work towards the development of detailed asset management plans/ asset groups to support data-driven decisions and optimize the total cost of ownership Management Division provides an advisory/coordination service to owners for the development of detailed asset plans. 86. Emerald Ash Borer Management Plan Emerald ash borer (EAB) is an introduced tree pest from Asia tha species of ash trees. This pest is now found across the city, and population levels are increasing. The city's objectives in managing the EAB are: pro tree canopy by using chemical injections; minimize the risks and removing untreated trees systematically; and develop and implemetainable replanting plan. 87. Facility Asset Management Plans Develop short term major maintenance and long range capital inve s 70+ occupied facility assets. 1 - 21 13 Ì̐lûw ð ÌÌûlûu kû‘ ÿèwûl # Strategic Action 88. Intranet Review approval/acquisition of a new intranet platform. Additional review and recommendation of appropriate internal collaboration tools for use within the o not limited to tools that can be deployed through an internet re 89. Responsible Pet Ownership Strategy Work in conjunction with City of Waterloo and KW Humane Society series of actions to encourage responsible pet ownership. 90. KMAC: Long-Term Planning for the Future Seek council approval of the planning framework for replacement the Auditorium in 15-20 years. (LFMPU Rec #35) 91. Williamsburg Cemetery Phase II Expansion Continue to tender construction documents, award tenders, and co increase cemetery inventory. 92. Five Year Fire Master Plan Develop a five year road map for the Fire Department to meet the circumstances of the community, Council and staff. 93. Parking Business Plan Review Review fee structure, occupancy rates and overall development st Parking Enterprise. 94. Performance Management Program Instill greater accountability for employee performance and alig plans through development and implementation of a performance ma for non-union and management staff; integration and coordination with related bodies implementation of PeopleSoft Performance Management module. 95. Internal Order Process Improvement Create efficiencies in SAP for asset accounting processes, capital project/reporting processes. 96. Financial Reporting Improvement Project Implement CaseWare to produce the FIR (Financial Information Return), which is an annual legislated requirement for the province. Continue with da (additions and disposals). Improve internal process for budgetin debt etc. to gain efficiencies in yearend reporting. 97. Long-Term Financial Plan Prepare a consolidated long term financial plan that will be the the City going forward. The framework will incorporate policy wo reserves, debt, and enterprise investments. 1 - 22 14 Ì̐lûw ð ÌÌûlûu kû‘ ÿèwûl 98. Implementation of the Globally Harmonized System (GHS) of Classi and Labelling of Chemicals (WHMIS Replacement) GHS is a system that defines and classifies the hazards of chemi communicates health and safety information on labels and material safety data (called Safety Data Sheets, or SDSs, in GHS). The goal is that t classifying hazards, and the same format and content for labels (SDS) will be adopted and used around the world. 99. Corporate Technology Strategic Plan & Digital Strategy Set clear priority areas for the further development of Informat to continue to meet the evolving needs of the organization. The development of a broader community digital strategy will be considered as a compo strategy. 100. SAP Customer Relationship & Billing System, a critical management and billing processes. The new system will offer an e experience including the ability to review bills online through 101. Purchasing Audit Action Plan and Implementation Develop and implement an action plan to respond to Purchasing co audit key findings and recommendations. 102. Electronic Agenda Management Create, prepare, approve and publish meeting agendas in a more efficient, collaborative and streamlined manner. 103. Electronic Document Management Research and evaluate the potential procurement and implementati information assets in accordance with applicable legislation 104. Neighbourhood Property Standards Compliance Review and Proactive-Law Enforcement Review existing property standards by-law and related initiatives to promote voluntary compliance and reduce reliance on traditional enforcement methods. Explore the of increasing pro--laws including development of a citizen dispute resolution toolbox. Assessment of the resource implement the toolbox actions to reduce intervention of traditional by-law enforcement. 105. Meter Inventory System Implementation Source and implement a highly configurable and flexible solution management of the Kitchener Utilities meters. The solution must be efficient, user- friendly and provide close integration with several other system Kitchener including SAP CR&B. The system must also meet legislat the governing bodies and meet the requirements of stakeholders. 106. Water & Sanitary Rate Structure Review Rate restructuring is needed to ensure the financial sustainabil authorities. To better align fixed costs with fixed rate revenue variable rate revenue. 1 - 23 15 Ì̐lûw ð ÌÌûlûu kû‘ ÿèwûl 107. Class Registration Software Replacement To source a tool that will meet the needs of recreation and spor software, facility rental, activity and participant management s options. We are looking for a tool that will meet the needs of our future technology demands and provide innovation that encourages web based solutio * Project depends on Council approval of new resources in the 2016 Capital Budget 108. Regional Emergency Communication Centre Incorporate the recommendations from the regional emergency comm report. 109. Implement First Phase of Corporate Talent Strategy In phases, to review and redesign across HR programing including management, succession planning and recruiting. 110. Sustainable Development Feasibility Study Working with partner organizations, under the Federation of Cana Green Municipal Funds program, undertake a feasibility study to development practices at a site or neighbourhood scale. The emp energy sustainability. 111. Create an Office of Strategic Partnerships Create a position within the organization to pro-actively seek out partnership opportunities and facilitate the partnership process to increase operating and/or capital costs associated with the delivery of city servic in reduced impact on the tax rate. 112. Fire IT Strategy Develop a long term action plan that will guide our information better serve our public safety requirements. 113. HST Review Engage in a comprehensive HST review to validate current recover well as provide an HST risk assessment. 114. Purchasing Bylaw Revision To update / revise the Purchasing Bylaw for enhanced clarity of policy. 115. Snow Dump Development - 1585 Battler Road The creation of an engineered snow dump that mitigates the envir neighbourhood concerns and provides the community with a snow disposal solution for approximately the next 40-50 years. Design and implement the construction of an environmentally engineered solution by the winter of 2016-2017. * This project depends on Council approval of new resources in the 2016 Capital Budget 116. Comprehensive Review of Business Licensing Fees Undertake a full review of business licensing processes for grea better use of existing technologies and to implement industry be update licensing by-law to provide greater clarity, and review and update fees. Impr relationships and integration with internal partners, and cross-train staff for improved service provision and personal development. 1 - 24 16 Ì̐lûw ð ÌÌûlûu kû‘ ÿèwûl 117. Review of Animal Control Regulations - Keeping Chickens in Residential Areas Carry out a review of regulations and make recommendations to Co changes to Chapter 408. 118. Kiwanis Park Pool Renovation Complete renovation of the Kiwanis Park pool to meet current regulations. * this project depends on Council approval of new resources in the 2016 119. Payment Process Improvements and Electronic Funds Transfer (EFT) Payments Review city-wide internal processes to streamline procurement activity and p vendors. Investigate the opportunity to implement more EFT payme 120. Accounting Comprehensive Service Review Action Plan and Implemen Develop and implement an action plan to respond to Accounting co key findings and recommendations. 121. Server Systems Failover Capability Accelerate the installation of required equipment to provide com backup capability at the Kitchener Operations Facility to allow for business conti the event a loss of operations at the City Hall computer room. respond to one of the major recommendations from the business co * This project depends on Council approval of new resources in the 2016 Capital Budget 122. Online Business Licensing Implement the first phase of online business licensing (e.g., pi renewals). 123. Review of Comprehensive Reserve Fund Policy Council approved a comprehensive reserve fund policy in 2012. O commitments staff made at that time was to review the policy aft 2017). 124. Internet Voting Examine the feasibility of using internet voting as part of the suite of voting options for the 2018 election. 125. 2018 Election Conduct the 2018 election and report on the outcome. 126. Development Charges Background Study (2019) 5-Bylaw as required by legislation. 127. Service Review of Maintenance Standards for Public Spaces Measure, monitor and report on service standards for the mainten to ensure expectations are met on a consistent basis and issues identified and addressed. Implement an ongoing process to publicly report on e and the extent to which the city is meeting standards on a consi 1 - 25 17 Ì̐lûw ð ÌÌûlûu kû‘ ÿèwûl Integrated Planning Core Service Key Results 128. Continue to develop Key Result Indicators for all core services and report the results through the business plan. Identify 3- Services (2016); establish performance targets for each KRI (201 performance data and publicly report on the results. 129. Smart Service Delivery Participate in provincial-municipal service delivery collaboration in order to assess customer needs, jurisdictional capabilities and constraints, ide work towards smarter service delivery, and create financial efficiencies, sha and research. 130. Emergency Management and Business Continuity Program Develop and implement a corporate wide resiliency plan to enhance our emergency management capabilities and continuity of operations. 131. FCS Service Strategy Implementation Achievement of outcomes in the strategy focus areas of internal continuous improvement, value, culture and communications, with the overarc of enriching service and creating value together with other depa 132. Internal Audits & Service Reviews Oversee development and internal support for annual corporate-wide service improvement work the effectiveness of governance, risk management processes, effi compliance, and quality of performance in carrying out responsibachieve City goals and objectives. Deliver on annual FCS service improvement effectiveness, efficiency and perceived value of department serv. 133. Employee Culture Survey Comprehensive and organization wide survey data on employee engagement and alignment with our People Plan. Drivers of employee engagement plans informed by the survey data to be developed and implemente employee engagement. 134. People Plan Action Items Continue to carry through with the 45 action items contained in the People Plan after it was refreshed and relaunched in January 2014. This is a five yea improvement. 135. Improved Mobile Computing Improved mobile computing capabilities will allow business areas to leverage our technology offerings and improve the efficiency of their staff, less time in the office, reduce travel and improve data collecti also enable better customer service by closing the loop on service request status information. 136. Business Intelligence Business Intelligence tools and functionality will be rolled out critical to operate their business. 1 - 26 18 Appendix B Council Priorities Included in the List of Strategic Actions # of Total SA # Start Picks Points /šÒ“-zŒ­ š¦  t©zš©z·z;­ Ranking 1 Open Wi-Fi and Broadband Infrastructure 6+ 32 18/19 2016 2 Create an Office of Strategic Partnerships 6+ 31 111 2016 3 Improved Trail Maintenance Especially Washouts 6+ 27 78 2018 4 Kitchener Brand Strategy 6+ 24 21 2017 5 Plant One Million Trees 6+ 21.5 77 2018 6 Sports Tourism 6+ 21 17 2016 7 Special Events and Urban Vitality Strategy 6+ 21 16 2016 8 Downtown Action Plan 6+ 18 22 2017 9 Citizen's Dashboard 6+ 17 9 2017 10 Pro-Active By-law Enforcement 6+ 17 104 2015 11 Community Traffic Safety Advisory Committee 6+ 15 61 2018 12 Maintenance Standards for Public Spaces 6+ 12 127 2018 13 Citizen Dispute Resolution Toolbox 6+ 11 104 2015 14 Tree Donation Program 5 28 77 2018 15 Incentives for Design/Architectural Innovation 5 24 62 2019 and Excellence 16 School Zone Speed Reduction 5 23 67 2015 17 Public-Private Partnerships for Large 5 22 - - Infrastructure Projects 18 Accelerated Capital Funding for Roads, Water 5 22 83 2015 and Sewer Infrastructure 19 Advanced Manufacturing Incubator 5 21 20 2016 20 Citizen-First Customer Service Culture 5 19 10 2017 21 Participatory Budgeting 5 18 8 2016 22 Partnership with the School board for a 5 18 41 2016 Community Centre in Huron Woods 23 Speed Camera Program 5 18 - - 24 Huron Natural Area Nature Centre 5 17 - - 25 Corporate-wide Community Engagement Review 5 15 6 2016 SA# - Reference to the Strategic Action Number on Appendix A List of Strategic Actions 1 - 27